Conventional Upstream Asset Journey

Management of Change

Overview

Page 2

Origin – Integrated Gas portfolio

Single Management of Change Process

Organization Change Management

Conventional Business MOC Journey

Engaging Front line Staff in delivering MOC process

About Origin

Since Origin was established in 2000 it has pursued a strategy of connecting resources to markets. Over that time it has become …

At a glance:

Listed in S&P/ASX 20 index

with a market capitalisation of

A$13.5 billion1

Over 6,9002 employees

(1) As at 26 February 2015.

(2) As at 31 December 2014, excluding Contact Energy.

A regional leader in energy markets

Leading integrated energy markets businesses in Australia and NZ

Flexible and diverse fuel portfolio

Flexible and diverse generation portfolio

Leading retail customer base

A regionally significant player in Natural Gas and LNG

production

Joint developer of APLNG’s 9 mtpa two train CSG to LNG project with

the largest 2P CSG reserves position

A leading producer of gas in Australia and New Zealand

Gas exploration and development opportunities in Australia and New

Zealand

With a growing position in renewable energy

Focus on growing capabilities and increasing investment in solar,

geothermal and hydro

4 |

About Integrated Gas (formed March 2015)

Management of Change Process

Single Management of Change

• Origin’s Conventional Upstream consists of offshore and onshore

gas/liquids production and processing facilities in Australia and New

Zealand.

• Facilities were constructed or acquired over time, each with different

processes and tools for managing change

• 2013; Moved to single fit for purpose MOC Process to manage HSE

risks resulting from the consequences of changes

Key Features of the MOC process

• Applicable to Process changes, Procedural and Organizational changes

• Degree of rigor applied to manage the change is proportional to the potential

risk & complexity of the change.

• Includes

• rigorous review and control of Temporary and Emergency Change

• training front-line staff to understand the risk associated with Change

• added visibility and central coordination of all changes at all sites

• identification of all Safety Critical Activities & Roles via Bow Ties to

improve risk management of organisational change

MOC Process, Roles and Responsibilities

9 |

Close Review Review

INITIATOR

• Identify the change all

Staff

• Register in the System

ASSET REVIEW

COMMITTEE & MOC

Coordinator

• Review and approve

new MOCs

• Dedicated MOC

Coordinator

ENDORSER

• Endorse the Change to

proceed –Operations

Manager

DEFINER (Authorized

Competent –Risk &

complexity)

• Review the MOC

• Engage stakeholders

• Conduct PHA

assessment

• Engage Review Team

PROCESS SAFETY

TEAM

Review Process Hazard

Analysis Requirements

DEVELOPER

• Complete FEED &

detail design

• Develop

Implementation Plan

CHANGE REVIEW

TEAM

• Review Detailed

Design

OPERATIONAL

APPROVER

• Approve change is

ready to implement

IMPLEMENTER

• Obtain authorisations,

• Review and update

documentation

• Communicate/Educate

the change

• Complete Mechanical

Completion Checklist

• Close out Pre-start up

Hazards/Risks

POST START UP

REVIEWER

• Complete Hand over

checklist

DEFINER (Authorized

Competent –Risk &

complexity)

• Verify Intent was met

• Verify actions completed

• Verify documentation

updated and available

• Verify Temp MOC

actioned

• Close MOC

Endorse Approve Review Review

Five Stage MOC stages with the process, the people and the stage gate reviews

required to progress an MOC.

Initiate Define Develop Implement Close Out

ST

AG

E

The Tools and Systems

10 |

• Stature tool

• Simple Plant Impact Change

assessment Sheets

• Select Process Hazard

Assessment tools based on Risk

of change

• Developed Technical Authority

framework to Endorses

Changes based on Risk &

Complexity

• Enforce independent

Assurance process

Engaging Front Line Staff

Training Front-line Staff on Change

12 |

1. Have the conversations before initiating a Change request

2. Gather relevant information, rough estimate of cost, risk mitigation,

alternatives and benefits

3. Be very clear on potential risk of not making the change – consult, clarify,

confirm

4. Understand nature of change – Temporary or Permanent

Organizational Change Management

Managing Organization Change

Type footer details here | DD Month YYYY 14

MOC is applied to changes affecting Safety Critical Roles

• Safety Critical Roles are those roles that manage the Barriers to

Major Accident Events

3 categories:

• Frontline Barrier Staff, Technical Authorities & Leaders

Managing Organization Change

15 |

What does the Organisational Change Management Process

involve:

1. Identification of all safety critical activities

2. Identification of the competency requirements of all safety critical

roles

3. Documented risk assessment of the change impact during

Organisational Change

4. Due diligence during people change – resignations, long term

absence coverage, acting –up, role changes

It is critical we understand “who” manages our hazards and our barriers Frontline Barrier Staff, Technical Authorities & Leaders

H

AZ

A

R

D

H

A

R

M

Barriers 1 2 3 4

Identifying the Roles

Some Key Leanings

Risk assess change with Talent Management Staff

Use ‘lead’ risk control measures e.g. overtime, maintenance backlogs

& audits

Ensure Transition checklist don’t underestimate training requirement

Competence checklist Identify gaps in skills and knowledge

Allow adequate time to manage change before reducing staff

Provide experienced support /supervision for staff with new or changed roles’

Set clear criteria with regard to competence levels to judge when it is safe

to ‘go live’

The Journey

The Journey

• Safety Critical Activities & Roles

Identified

• Rollout Process for Managing

Org. change

Stage 3: Organization Change

FY15

• Rigorous MOC Process for Plant &

Equipment change

• Risk Assessing Controls to ALARP

• Front Line Staff training

• Migrate Legacy MOCs to one System

• Embedding System

Stage 1: Process Change

• HSE Critical Document

Changes

• Technical Authorities and HSE

training

• Embedding System

Stage 2: Procedure Changes

• Customized tools

TOOLS

FY13/ 14

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