ExxonMobil remains steadfast in our commitment to excellence in safety, security, health and environmental (SSH&E) performance, referred to collectively as operations integrity. Operations integrity extends to all aspects of our business that can impact SSH&E performance. We believe the best way to manage the integrity of our business is through a capable, committed workforce coupled with policies, practices and management systems designed to enable safe, secure and environmentally responsible operations.
The Operations Integrity Management System
The Operations Integrity Management System (OIMS) is the cornerstone of our commitment to managing SSH&E risk and achieving operational excellence. Since the inception of OIMS in the early 1990s, we have significantly reduced our lost-time incident rates, demonstrated a remarkable decline in marine spills and contributed to continuing emission reductions.
OIMS establishes a common framework for addressing SSH&E risk across all aspects of our operations, including our supply chain. At the global corporate level, the OIMS framework is built around 11 elements, as illustrated below, each covering a key aspect of risk across the breadth of ExxonMobil’s operations. Each element is comprised of a number of expectations, 65 in all, that provide greater detail.
OIMS element 1 — management leadership, commitment and accountability — outlines the expectations of managers as they lead their organization through OIMS. OIMS element 11, operations integrity assessment and improvement, describes the requirements associated with how each operating unit evaluates the extent to which it is meeting the expectations of OIMS. These two elements are often referred to as the “bookends” of OIMS, with element 1 being the “driver” and element 11 providing the feedback mechanism to ensure continuous improvement. Elements 2 through 10 address the operational, day-to-day aspects of OIMS, such as risk management, facilities design and construction, and personnel and training.
All operating organizations are required to conform to the expectations described in OIMS. In order for the 11 elements and 65 expectations to be consistent and relevant across ExxonMobil’s diverse operational portfolio, our Upstream, Downstream and Chemical businesses have established detailed OIMS guidelines. These guidelines describe how each business unit addresses the 65 corporate expectations relevant to that business unit’s operations. Additionally, management is responsible for ensuring that management systems satisfying the framework are in place at each operating unit.
OIMS includes a systematic, disciplined approach to measure progress and track accountability across business lines, facilities and projects. To drive continuous improvement, we evaluate opportunities to improve the OIMS framework by periodically reviewing and upgrading it.
External standards and OIMS
OIMS addresses the management of SSH&E risks at our operations worldwide. OIMS conforms to recognized safety, security, health and environmental standards, such as the International Organization for Standardization (ISO), the Occupational Health and Safety Assessment Series for occupational health and safety management systems (OHSAS) and the American Chemistry Council (ACC) Responsible Care® requirements.
In 2013, Lloyd’s Register Quality Assurance Inc. (LRQA) reviewed our ongoing performance and attested that OIMS is consistent with the intent and meets the requirements of the environmental management system ISO 14001:2004 and the occupational health and safety management system OHSAS 18001:2007. This attestation is valid for three years, and our next attestation is scheduled to take place in 2016.
Responsible Care® is the chemical industry’s comprehensive health, safety, security and environmental performance improvement initiative. Lloyd’s Register Quality Assurance Inc. also certifies OIMS conformance to Responsible Care Management System® Technical Specification RC101.04 per ACC’s requirements. Systems within OIMS are linked to the relevant Responsible Care Management System expectations. This approach allows ExxonMobil to run its business through one SSH&E management system, OIMS, and align with local and global standards.
ExxonMobil’s culture of risk management
Application of OIMS is required across all of ExxonMobil’s operations, with particular emphasis on design, construction and operations. Regardless of job function, all ExxonMobil employees and third-party contractors have the responsibility and expectation to identify, assess and mitigate the risks associated with their activities and ExxonMobil operations.
Upstream safety, security, health and environment manager
“OIMS is the way we do business. It ensures that we manage SSH&E risks in a consistent and reliable manner to achieve operational excellence. OIMS is embedded in our culture and has resulted in behaviors that reflect our core values.”
OIMS enables ExxonMobil — a large organization that operates across diverse cultures and geographies — to speak the same language when it comes to safety and risk management. The OIMS framework is embedded in ExxonMobil’s company culture. In 2013, as part of our commitment to continual improvement, we introduced a new training experience called the OIMS Leadership Academy. The training is aimed at enhancing the OIMS leadership skills of supervisors and managers, who then lead and run the business with more effective utilization of OIMS, thus improving SSH&E performance and minimizing incidents. In total, we have trained more than 1,000 supervisors in 36 courses.
OIMS and corporate citizenship
Our approach to corporate citizenship is intended to contribute to society’s broader sustainability objectives. We believe OIMS plays a key role in ExxonMobil’s corporate citizenship efforts by communicating expectations to employees, measuring progress and helping ensure results adhere to our SSH&E commitments. For example, OIMS element 6 requires the leadership teams running our facilities to anticipate and meet all applicable laws, regulations, permits and other governmental requirements and ensure the resulting operating requirements are documented and communicated to those affected. We periodically verify compliance of our operations with these obligations.
We recognize that the impact of our operations extends beyond our work sites, and therefore element 10 of OIMS addresses community awareness and emergency preparedness. Effective management of stakeholder relationships is important to enhance the trust and confidence of the communities where we operate. Emergency planning and preparedness are essential to ensure that, in the event of an incident, all necessary actions are taken for the protection of the public, our personnel, the environment and our assets.
For example, continued application of OIMS principles in our drilling operations helps us achieve our vision of Nobody Gets Hurt. In 2005, our drilling operations developed the hurt-free approach to personnel safety. The hurt-free approach was developed as an alternative to traditional treatment-based programs to align with the vision of Nobody Gets Hurt. It provides a framework that enables a culture of caring while also allowing for insightful trends analysis through consistent assessment of actual incident severity and potential consequence. In response to its success in our drilling operations, we rolled out the approach to the Upstream business in 2012 and are now implementing it company-wide.
We hold internal and external workshops and collaborative meetings to promote the hurt-free approach across the corporation and across our industry. We have been able to demonstrate that drilling operations can be performed all over the world in a safe and environmentally sound manner, whether in an Arctic environment or other high-risk environments with appropriate application of risk management principles and programs. We will not sacrifice the safety of our employees or our contractors in order to deliver on our commitments to business partners and shareholders.