London Branch Meeting Thursday 11 January 2018 Agenda: 15:00 - - PowerPoint PPT Presentation

London Branch Meeting Thursday 11 January 2018

Agenda: 15:00 - Doors open 15:15 - Welcome and introduction 15:30 - Presentation: An Integrated Approach to Performance Measurement by John Nelson 16:00 - Questions and closing comments 16:15 – IIRSM Update: IIRSM CEO Phillip Pearson 16:30 - Networking 16:45 - Close

Welcome & introduction IIRSM CEO: Phillip Pearson

An integrated approach to performance measurement John Nelson

Findings

Context MITIE Asset Management

Framework • To deliver continual and sustainable improvements in Learning all that we do Governance • Providing the assurance to achieve our strategic objectives and achievement Risk of agreed and acceptable outcome or results Management • Anticipate, respond, recover and learn to reduce the missed opportunities and minimise risks.

Project Lifecycle Testing & Operation & Prospect Sales Validation Delivery Handback Commissioning Maintenance

Performance Measurement KEY OBJECTIVES the “influencer “; accelerates or decelerates progress (achievement) KEY PERFORMANCE MEASURES “formal measure of achievement; allows MAM to track progress against recognised standard” LEADING & LAGGING INDICATORS “hard data which may be analysed”

Established Excellence Models BS EN ISO 9004; Risk Management Safety Culture Maturity Model Managing for the sustained success Maturity Model success of an organization Asset Management Excellence Model EFQM Excellence Model

Partnership AMCL Asset Management Excellence Model: Maturity Scale (AMEM)

Partnership This diagram shows the Asset Management Maturity Scale. In order to achieve the Excellence Model an organisation needs to be scoring above 70%. The organisation is scoring just below 35%. By addressing all the PAS 55 Major & Minor non-conformances (see next slide) the organisation will be moving closer to the Excellence model. These actions were completed through the implementation of Project TOM.

Moving towards excellence This diagram shows the score against each of the PAS 55 requirements (24) In order to achieve the excellence model we needed to hit 70% on all subjects. In order to see if we were moving towards the Excellence Model we looked at all Major & Minor non conformances. The diagram also shows the PAS 55 clauses that were being addressed via the implementation of Project TOM, therefore moving beyond both PAS 55 and closer to Excellence. The 24 subjects in this model largely represent the 39 subjects in the AMEM.

Quality Management Approach

Key Performance Measures Customer Focus 5 4 Mutually Beneficial Leadership Supplier Relationship 3 2 1 Factual Approach to 0 Involvement Of People Decision Making Continual Improvement Process Approach System Approach to Management

Performance Measurement KEY OBJECTIVES the “influencer” ; accelerates or decelerates progress (achievement) KEY PERFORMANCE MEASURES “formal measure of achievement ; allows MAM to track progress against recognised standard” Stewardship & Governance People Risk Committee/ Clear accountabilities and job AMSG established description for all Leadership Culture AMEM Measurement Visible and analysis of feedback Asset Management Excellence engagement with staff from employee surveys Model Risk Management Performance Improvement CHaSPI ISO 10014 Benchmark Business opportunities that meet against peer group risk appetite Quality Management Guidelines for Corporate Health & Safety Realizing Financial & Economic Performance Index Benefits LEADING & LAGGING (PERFORMANCE) INDICATORS “hard data which may be analysed” Contractors approved as per Increase in near miss Improvement captured thru’ Communication of business Measure use of natural Number of persons using procedure reporting audits performance resources EAP Accidents & Incidents Continual Improvement Employee Involvement Natural Resources Supply Chain Management Absence Management Number Poor comms. Failure to Percentage of Accident frequency rates NC’s not closed out lead to unwanted results Volume water used per sqm meet agreed KPI work related absences Procedures meet business Assets performing to No. assets meeting design Statutory health All legal contract req’ments requirements Number of energy requirements specification assessments identified Occupational Health & Systems & Process interventions Asset Management Design Management Legal, Contractual & Other Wellbeing Energy Management Incorrect No. assets Reportable procedure implemented Energy usage Asset failure rates failing to meet specification cases of ill health Enforcement action taken & CO2 emission Authorisations tally with No. people trained for Statutory inspections Number of permits Frequency of periodic tests Example leading indicator competence emergencies carried out closed of BCP Emergency Preparedness & Competence Monitoring, Audit & Review Permit To Work KEY: Business Continuity Incident Management Number Contingency Number Failure Number of Example lagging indicator incidents; lack of training plans ineffective on use of non-conformities to control PTW activities BCP’s not fit for purpose

Appendix

Target Operating Model 1 STRATEGY & RISK MANAGEMENT 2 3 ORGANISATION & GOVERNANCE & CAPABILITY POLICIES SYSTEMS & PROCESSES PERFORMANCE TOOLS & MANAGEMENT TECHNOLOGY

Business Process Re-engineering

21

Decision Making

Rules To ensure that the appropriate performance measures were applied the following rules were observed: 1. Objective, easy to measure and collect; 2. Relevant to the organisation and groups whose performance is being measured; 3. Providing immediate and reliable indications of the level of performance; 4. Cost efficient in terms of the equipment, personnel and additional technology required to gather the information; 5. Understood and owned by those whose performance is being measured.

Thank you. Any further questions?.......... John Nelson Email: jcnelson@Hotmail.co.uk Mobile: 07912 609357

Questions and closing comments

IIRSM Update: IIRSM CEO Phillip Pearson

Networking