Monitoring, Reporting and Learning

Purpose

To define how performance, events, weak signals and lessons are captured, reported and learned from — across every function. This element also carries the company's measurable objectives, housed here as KPIs rather than in Element 2. Findings from this element feed into the MoC process in Element 5.

The challenge it forces

"A weak Element 9 reveals itself in two ways: the organisation either doesn't know it has a problem, or it knows but the information cannot travel to a decision-maker. The deeper test: when this element produces a finding, does it actually trigger an MoC? If not, the framework is leaking."

What lives here

·KPI frameworks and performance dashboards (Engineering KPI Framework, Supplier KPI Framework, HR KPIs)
·Non-conformance and failure reporting (Technical Failure Reporting, Incident & Near Miss Reporting)
·Lessons-learned systems (Lessons Learned Register, Offset Well Reviews)
·Trend and reconciliation reporting (Reserves Reconciliation, Production vs Forecasting Analysis, Spend Analysis Dashboard)
·Action tracking
·Engagement and exit feedback (Engagement Surveys, Exit Interview Process)

What does not live here

→The targets the KPIs measure againstE1 Commitment
→The MoC process itself — findings here feed into MoC, but the process lives inE5 Risk
→The independent challenge of the dataE10 Assurance

Upstream O&G expectations (5)

9.1Processes monitor, measure, verify, validate and record characteristics of operations and activities across all functions.
9.2Incidents, events and non-conformances are reported, recorded, classified and investigated.
9.3Processes learn from incidents and implement appropriate remedial actions — with application of MoC as required — and verify closure of actions.
9.4The company's measurable objectives are established as leading and lagging KPIs across every function; data quality is reviewed for consistency, accuracy and completeness.
9.5KPIs are regularly reviewed for meaningful information and findings that require change are escalated through the MoC process.

Upstream O&G adaptation notes

Status:Same as IOGP, applied at full enterprise scope; carries the company's measurable objectives

The company applies this element to performance and learning across every function — operations KPIs, engineering KPIs, supplier KPIs, HR KPIs, financial KPIs.

·This element houses the company's measurable objectives. Where IOGP places objectives in Element 2, the company places them here as KPIs.
·Findings feed into MoC (Element 5). Audit findings, lessons learned, incident outcomes and weak signals trigger an MoC if they require change.

Framework comparison — IOGP 510 base · Upstream O&G adaptation

IOGP 510 base expectations

1.Processes monitor, measure, verify, validate and record characteristics of operations and products.
2.Incidents, events and non-conformances are reported, recorded, classified and investigated.
3.Processes learn from incidents and implement remedial actions (with application of MoC as appropriate); verify closure of actions.
4.Processes establish leading and lagging KPIs.
5.KPIs are regularly reviewed for meaningful information; data quality is reviewed.

Upstream O&G adapted expectations

1.Processes monitor, measure, verify, validate and record characteristics of operations and activities across all functions.
2.Incidents, events and non-conformances are reported, recorded, classified and investigated.
3.Processes learn from incidents and implement appropriate remedial actions — with application of MoC as required — and verify closure of actions.
4.The company's measurable objectives are established as leading and lagging KPIs across every function; data quality is reviewed for consistency, accuracy and completeness.
5.KPIs are regularly reviewed for meaningful information and findings that require change are escalated through the MoC process.