Energy

LSR Plant Polyvalence Transformation – Énergir

To support future growth, Énergir redesigned its LSR plant operating model around multi-skilled roles. The transformation delivered strong engagement, operational resilience and a sustainable foundation for workforce development.

Vision

A complex operational shift in a high-risk industrial environment

Énergir’s Liquefaction and Gas Storage Plant (LSR) faced a major strategic imperative:
deliver operations and maintenance at a competitive cost while supporting a strong increase in sales over the next five years, without compromising safety or operational reliability.

Several structural challenges stood in the way:

1. A deeply rooted operating model to transform

Operator and loading attendant roles were historically siloed.
Plant downtime was difficult to absorb due to limited flexibility.
Skill development relied heavily on informal knowledge transfer, with long ramp-up times and no shared reference framework.

2. A transformation perceived as risky

Highly technical environment with critical operations, emergency interventions and strict certification requirements (MMF-CB).
Shift-based workforce (day/night), making alignment and engagement more complex.
Initial resistance: limited perceived value of the versatility project, skepticism from the field, and low morale in 2020.

3. A clear vision defined as early as 2020

As stated in the internal presentation to unions (December 9, 2020):

“Reorganize the four existing specialties to maximize efficiency, share skills, and support future growth.
This vision must be supported by a rigorous, structured, and proven training program.”

Énergir needed to build a robust, measurable and sustainable versatility model, while progressively securing buy-in from operational teams.

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A peer-driven, hybrid learning model anchored in daily operations

Following a competitive RFP process, Énergir selected iNNERSHiP as its partner in 2021 to design, structure and deploy the LSR plant versatility program.

The partnership unfolded between 2022 and 2024, with a structured anchoring and sustainability plan extending into 2025.

1. A VCIM™ approach grounded in operational reality

Vision

A clearly defined and shared scope:

A skill-development pathway for operators (tanker loading).
A complementary pathway for loading attendants to develop operational capabilities (inside & outside plant operations), aligned with the 1,000-hour MMF-CB certification requirements.
Full integration of existing technical documentation and standards.
A long-term onboarding model for future operators.

Collective

Alignment sessions with operators, attendants, managers and support functions (H&S, engineering).
Pedagogical co-construction directly on the shop floor, based on real operational situations.
A deliberately peer-driven model: operators and attendants at the heart of the learning process, rather than external coaches.

Individual

Tailored digital learning paths accessible 24/7, on any shift, from mobile or workstation.
Progressive learning combining observation, supervised practice, self-assessment and validation.
Learning paced to individual progression and operational constraints.

Measurement

A live versatility dashboard tracking progress by role.
Monthly progress reports and project checkpoints.
Continuous monitoring of individual and collective readiness.

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Solution

Two fully customized hybrid learning pathways

1) Tanker Loading Pathway

Progressive learning across multiple shifts with peer supervision.
Coverage of docks 1, 2 and zero.
Observation grids, emergency scenarios, administrative tasks and validation steps.

2) “Operate Inside and Outside the Plant” Pathway

Full immersion into plant operations.
Structured preparation for the 1,000-hour apprenticeship and MMF-CB certification.
Development of a global understanding of plant processes, safety and incident response.

3. Structured and centralized documentation

The project resulted in a comprehensive operational knowledge base:

Complete learning pathways documented and maintained.
Evaluation grids for integration and tanker loading.
Continuous improvement log and operator knowledge-sharing tools.
The “LSR Pathway” became the new internal reference standard.

4. A strong human partnership

Deep involvement of operators and attendants in the design and deployment of the pathways.
Ongoing support from site leadership and frontline managers.
Regular feedback loops, coaching moments and recognition of progress.

5. A robust sustainability model (2025–2026)

Annual review and update process jointly managed by Énergir and iNNERSHiP.
Structured onboarding process for every new operator.
Monthly reporting, automated follow-ups and continuous reinforcement.
Long-term knowledge retention through peer sharing and living documentation.

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Collective and
individual

Sustained performance, full adoption and a clear cultural shift

High engagement

94.6% of participants actively engaged in the transformation by the end of the program.

Full adoption of learning pathways

100% completion of the tanker loading pathway by all required learners.
100% completion of the inside/outside operations pathway by all required attendants and new operators.
71% voluntary participation from experienced operators, well beyond initial requirements.

Clear “before and after” impact

Field feedback highlighted a profound cultural shift:

Barriers have fallen, documentation is now clear, centralized and accessible.
Teams moved from an unstructured environment to a durable operating framework.
Morale and engagement have significantly improved.

Operational readiness secured

15 operators fully trained and ready, according to site leadership.
Faster and more reliable onboarding for new hires.
Improved consistency of practices and reduced operational dependency on informal knowledge.