Map an organisation's existing procedures against the IOGP 510 process elements to identify gaps in leadership, risk and operational control.
Oil, Gas & Energy
Building an Operating Management System with the IOGP 510 Framework
Learn to build, verify and continuously improve an operating management system on the IOGP 510 framework, from process elements and performance standards to audit and assurance programmes that prove real control.
🗓️Duration5 training days
📚Content4 modules · 8 sessions
🎓On completionAccredited attendance certificate
About the programme
Course Overview
Many oil and gas operators have written management system documentation without ever testing whether it changes what happens on the plant floor. This course builds an operating management system on the IOGP 510 framework, working through leadership and risk elements, operating and maintenance controls, contractor and third-party management, and management of change, before turning to the verification and assurance activities that prove each process element is working rather than merely documented. Participants map an existing set of procedures against the framework's process elements, write performance standards that state what good looks like in auditable terms, and design a risk-based audit programme that tests both documentation and workforce practice. The course closes with incident investigation and maturity assessment methods that feed lessons back into a management system built to improve rather than stay static. Delivery mixes structured exercises against a sample asset, document review and an audit simulation. The result is a practical method for building, verifying and continuously improving an operating management system that gives leadership real line of sight over operational risk.
Expected Learning Outcomes
Draft management system documentation architecture that connects corporate policy, process elements, standards and site procedures without duplication.
Define performance standards and verification activities that prove each process element is working as intended, not just documented.
Design a contractor and third-party management process that extends the operating management system to work performed by others.
Build a management of change process that captures technical, organisational and temporary changes before they introduce new risk.
Set up an audit and assurance programme that tests process elements against defined performance standards on a risk-based cycle.
Present a maturity assessment and improvement plan that moves an operating management system from documented to embedded.
Who Should Attend
Operations managers accountable for demonstrating control of major accident and operational risk to their board.
HSE and process safety practitioners who maintain or audit an operating management system.
Asset integrity engineers who need their technical standards reflected consistently across the management system.
Contractor and supply chain managers responsible for aligning contractor practices with the operator's system.
Internal auditors who plan and execute management system verification programmes.
Change managers who assess the risk of technical, organisational and procedural changes before approval.
Course Modules
Select any module to see its sessions and points.
01Purpose and Architecture of the IOGP 510 Framework
2 sessions · 8 points
Session 1Why Operating Management Systems Exist
- Explain how an operating management system converts policy commitments into controlled, repeatable operational practice.
- Compare the IOGP 510 framework structure with related management system models used across the industry.
- Distinguish process elements, performance standards and supporting procedures within a layered management system architecture.
- Identify the accountable owner for each process element and the evidence they must be able to produce on demand.
Session 2Leadership, Risk and Organisational Elements
- Define leadership behaviours and visible commitments that the framework expects from senior accountable managers.
- Embed risk assessment outputs from hazard studies into the process elements that control day-to-day operating decisions.
- Clarify roles, responsibilities, competence and culture requirements that sit behind each operational process element.
- Align organisational structure and delegation of authority with the accountabilities the framework assigns to each element.
02Operating and Maintenance Process Elements
2 sessions · 8 points
Session 1Work Processes and Operational Control
- Translate operating procedures, permits to work and isolation standards into controls that satisfy the relevant process element.
- Set operational readiness criteria that a facility must meet before start-up, restart or introduction of new equipment.
- Define asset integrity and maintenance process requirements that keep safety-critical equipment within its performance envelope.
- Build a document and records control process that keeps procedures current, accessible and version-controlled at the point of use.
Session 2Contractor, Third-Party and Change Management
- Design a contractor management process that screens, trains and supervises contracted work to the operator's own standard.
- Extend management system requirements to third-party design, engineering and service providers through contract clauses and interfaces.
- Run a management of change process that screens technical, organisational and temporary changes for risk before implementation.
- Track temporary changes and time-bound risk acceptances to closure so they do not become permanent by default.
03Verification, Assurance and Performance Standards
2 sessions · 8 points
Session 1Setting and Testing Performance Standards
- Write performance standards that state what good looks like for each process element in measurable, auditable terms.
- Design verification activities, from self-checks to independent audits, that test whether performance standards are being met.
- Build a performance monitoring dashboard that combines leading and lagging indicators for each process element.
- Escalate verification findings that reveal systemic weakness rather than isolated non-conformance.
Session 2Audit and Assurance Programme Design
- Plan a risk-based audit programme that prioritises process elements linked to major accident hazards and recent incidents.
- Train auditors to test both documentation and workforce practice against the same performance standard during an audit.
- Track corrective actions from audits and investigations through to verified closure rather than administrative sign-off.
- Report assurance programme results to leadership in a form that supports resource and priority decisions.
04Embedding, Investigation and Continuous Improvement
2 sessions · 8 points
Session 1Learning from Incidents and Near Misses
- Run an incident investigation that traces root causes back to weaknesses in specific process elements, not just individual error.
- Feed investigation findings and lessons learned into revisions of procedures, training and performance standards.
- Benchmark incident and near-miss trends across sites to find process elements needing system-wide attention.
- Close the loop between investigation recommendations and verified changes in day-to-day operating practice.
Session 2Maturity Assessment and System Improvement
- Assess management system maturity against a defined scale from documented compliance to embedded operating discipline.
- Identify the process elements with the largest gap between documented intent and observed operating practice.
- Build an improvement plan that sequences management system changes to avoid overloading operating teams with new requirements.
- Present a business case for management system investment based on risk reduction and operational reliability gains.
What the participant receives
4 course modules
A structured syllabus
8 training sessions
across 5 days
32 detailed points
Applied, detailed content
Accredited attendance certificate
On completing the programme
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