Contractor Management at INK LLC

Context: Scale and Challenges of Partner Management

Large-scale investment projects and the remoteness of production sites require a special approach to contractor control. When the area of licensed blocks is comparable to the territory of an entire country, and more than 500 partner organizations work simultaneously at the facilities, standard control methods cease to be effective. In his presentation, Ivan Andrievsky, Head of the Best Practices Implementation Department at Irkutsk Oil Company (INK), analyzes the architecture of the contractor management system, which allows controlling safety at every stage of interaction.

Contract Classification and Digital Prequalification

To optimize resources for assessment and admission, all contracts are divided into three classes depending on the risk level. The first class includes high-hazard work and the use of heavy equipment — this is where maximum control by the customer is applied.

The speaker demonstrates, using the contractor's personal account as an example, how the prequalification assessment is automated. The system works on a traffic light principle: falling into the "yellow zone" obliges the contractor to bring a dedicated HSE specialist to the site, regardless of the crew size, while the "red zone" means a complete ban on admission to work. Integration with internal databases allows blocking the conclusion of new contracts if the assessment is overdue, eliminating the human factor and attempts to bypass the rules for the sake of urgency.

From Onboarding to Field Audits

Paper checks are not enough to ensure real safety. The presentation details the process of transitioning from documentary assessment to field audits. While at the prequalification stage the partner only declares the existence of a safety management system, on-site inspections confirm its actual functioning and the technical readiness of the vehicle fleet (for example, compliance of crane equipment with age restrictions).

Special attention is paid to personnel awareness. Every contractor employee must complete a four-hour onboarding course within 14 days of arrival. This is necessary because many workers arrive at remote facilities without a basic understanding of local risks — from the specifics of production processes to the likelihood of wild animals entering the sites.

Communication and Financial Motivation

Building partnerships requires regular dialogue. To achieve this, quarterly safety forums for contractor managers and monthly "Safe Thursdays" for line personnel directly at the fields have been introduced.

An important element of the system is financial rewards for proactive work in the field of safety. The prize fund reaches one million rubles for first place. This motivates partners not only to comply with requirements but also to openly share their practices, investing the received funds in improving the working conditions of their employees.

What You Will Learn from This Webinar

• How to distribute contractors by risk classes and optimize resources for their verification?
• What criteria are used to automatically block a contractor's admission to customer facilities?
• How to organize onboarding training for thousands of contractor employees in remote oilfields?
• How do field audits work and why is the contractor's technical readiness assessed on par with HSE documents?
• How to build a financial motivation system that truly stimulates contractor managers to invest in safety?