The client

INEOS is a global chemical company comprising 36 businesses with 194 sites in 29 countries.

The Forties Pipeline System (“FPS”) is a 100% INEOS-owned integrated oil and liquid gas transportation and processing system with a capacity of over six hundred thousand barrels per day serving the central area of the North Sea in both the UK and Norway.


The challenge

Ineos had acquired the Forties pipeline from BP and found itself with a combination of legacy processes. The company invested in Agility, a management system, to align the company’s processes around one way of working.

As part of the migration, Ineos FPS needed to digitise more than 400 Standard Operating Procedures (SOPs).

The leadership team decided to take the opportunity to make the documents more engaging and easy to navigate, provide greater clarity on roles and responsibilities, and ensure visibility of efficiency, compliance and performance.

They wanted to kick start the programme with a review of the priority SOPs and asked Change Associates to help.

What we did

We were asked to focus on SOPs from the Commercial, Finance and Hydrocarbon Accounting, Procurement, and Assessment Improvement & Learning Teams.

Our consultants organised workshops with subject matter experts in each team to identify and map the priority processes. A key requirement was the development of a RACI framework, ensuring clarity on roles and responsibilities.

Over a series of sessions, we identified dependencies and interactions between systems and processes for current processes, and identified potential improvements.

We documented more than 30 business-critical processes as SOPs ready for sign off and uploading to Agility.

We transferred our expertise and approach to in-house staff to enable them to complete the remaining SOPs. Finally, we provided communications and change management support to ensure the Agility system was adopted across the organisation.

The result

  • 150 SOPs were completed within first phase – well ahead of schedule
  • Process improvements were highlighted and actioned in business-critical areas
  • In-house teams developed the skills to become self-sufficient in documenting current processes
  • Feedback from the leadership team on the approach and outputs from Change Associates was excellent

Image (c) Shutterstock | Dabarti CGI