The introduction of new initiatives and processes into the workplace are often received with a degree of scepticism: more work for an already busy workforce. Embedding the right kind of ownership at asset management level and above can transform engagement and success. This is more about human psychology/behaviour than anything else.

The right kind of competition motivates. However, competition where you don’t stand a chance de-motivates.

I was never a particularly fast runner in my youth, but we all had to take part in the school sports day. I hated it and unsurprisingly the more naturally athletic kids like it.

Ownership of the Loss Management Process – Asset Level

The key is to make sure your assets can compete on a level playing field. That means Production Efficiency% is NOT a good measure. No two assets are the same and it is fundamentally unfair to compare their respective PE% attainment.

So look for measures that all assets can compete reasonably well in. For example, One UKCS operator measures participation in their multidiscipline performance reviews, facilitated by a central ops excellence team, which should include Reservoir, Wells and Production engineers along with two members of the asset leadership. The central ops excellence function facilitate these meetings with all assets on a periodic basis and “scores” assets on the level of participation along with a couple of other similar measures, publishing the results.

The attitude from the assets is “This is something that we can compete and do well in.” The result is that they now see the loss management process as theirs and not something they are forced to do by “the powers that be”.

How well an asset is following your loss management process is a source of “good measures”. The following table was used by another operator, and provides a good example.

(click image to enlarge)

Ownership of the Loss Management Process – Organisation Level

If you want to get everyone on board, then you must involve everyone. One of the best ways to make this happen is to appoint a Production Loss Reporting or Choke Model “Champion” whose role it will be to support and challenge assets after the process implementation and training has been completed. The Champion will be someone who understands every aspect of the processes involved, but more importantly, understands the benefits that performing the processes well, can deliver. They should therefore be enthusiastic and motivating as their main aim will be to ensure that all assets are delivering maximum $ benefit to the organisation through consistent application of your processes. The Champion may use techniques including score cards and prizes to encourage friendly competition between assets and to encourage production efficiency related suggestions from individuals that may benefit their asset and others.  The Champion will also ensure that lessons learned and success stories are shared across the organisation. Finally, the Champion will facilitate a periodic intra asset performance review involving appropriate representatives from each asset together with members of the regional or group management team.

The following are examples of the sorts of areas that would be covered:

  • Level of embedded Ownership
  • Frequency & outcome of MPP Review meetings
  • How well the MPP Setting & Challenge process is being followed
  • Review meetings, how many, how often and how well attended
  • Quality and completeness of loss/deferral data
  • Number of Potential Loss events captured
  • Performance Review Meetings & resultant actions
  • Success stories for sharing with other assets and the wider organisation


The higher the profile your loss management process has, the better a chance it has of gaining traction and the more embedded it will become in your organisation.

Neil Hardy
+44 (0)7767 890636