Article Nov. 8, 2018
Operations Integrity Management System
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Article Nov. 8, 2018
Operations Integrity Management System
Our system for measuring and mitigating risk is called OIMS (Operations Integrity Management System) and today guides every operating decision we make on a daily basis.
The term Operations Integrity (OI) is used by ExxonMobil to address all aspects of its business that can impact personnel and process safety, security, health, and environmental performance.
The OIMS Framework includes 11 Elements. Each Element contains an underlying principle and a set of Expectations. The OIMS Framework also includes the characteristics of, and processes for, evaluating and implementing OI Management Systems.
Application of the OIMS Framework is required across all of ExxonMobil, with particular emphasis on design, construction and operations. Management is responsible for ensuring that management systems satisfying the Framework are in place. The scope, priority and pace of management system implementation should be consistent with the risks associated with the business.
Management leadership, commitment and accountability
Management establishes policy, provides perspective, sets expectations and provides the resources for successful operations. Assurance of Operations Integrity requires management leadership and commitment visible to the organization, and accountability at all levels.
1.1 — Systems for Operations Integrity Management are established, communicated and supported at every level in the organization.
1.2 — Managers and supervisors credibly demonstrate commitment and personal accountability for Operations Integrity, promote an open and trusting environment, and understand how their behaviors impact others.
Commitment is demonstrated through active and visible participation.
1.3 — Manager and supervisor knowledge and skills, including leadership skills and behaviors, are developed to effectively apply Operations Integrity management tools and systems.
1.4 — Management establishes the scope, priority and pace for System implementation and improvement, considering the complexity and risks involved with their operations and products.
1.5 — Roles, responsibilities, authorities and accountabilities within the Systems are known and exercised.
1.6 — Clear goals and objectives are established for the Systems, and performance is evaluated against these goals and objectives.
1.7 — Expectations are translated into procedures and practices.
1.8 — The workforce is actively engaged in the Operations Integrity process, and relevant learnings are shared across the organization.
1.9 — Performance is evaluated, and the degree to which expectations are met is assessed. The results are stewarded to corporate management.
1.10 — Managers responsible for businesses Operated by Others (OBO) communicate OIMS principles to the Operator and encourage the adoption of OIMS or similar systems.
Risk assessment and management
Comprehensive risk assessments can reduce safety, health, environmental and security risks and mitigate the consequences of incidents by providing essential information for decision-making.
2.1 — Risk is managed by identifying hazards, assessing consequences and probabilities, and evaluating and implementing prevention and mitigation measures.
2.2 — Risk assessments are conducted for ongoing operations, for projects and for products in order to identify and address potential hazards to personnel, facilities, the public and the environment.
2.3 — Periodic risk assessments are performed by qualified personnel, including expertise from outside the immediate unit, as appropriate.
2.4 — Risk assessments are updated at specified intervals and as changes occur.
2.5 — Assessed risks are addressed by specified levels of management appropriate to the nature and magnitude of the risk, and decisions are clearly documented.
2.6 — A follow-up process is in place to ensure that risk management decisions are implemented.
Facilities design and construction
Inherent safety and security can be enhanced, and risk to health and the environment minimized, by using sound standards, procedures and management systems for facility design, construction and startup activities.
3.1 — Project management procedures are documented, well-understood and executed by qualified personnel.
3.2 — Criteria are established and procedures are in place for conducting and documenting risk assessments at specific project stages to ensure that Operations Integrity objectives are met.
3.3 —The design and construction of new or modified facilities use approved design practices and standards that:
- meet or exceed applicable regulatory requirements
- embody responsible requirements where regulations are not adequately protective
- address other important operations integrity considerations, including Environmental Aspects and Human Factors
3.4 — Deviation from approved design practices and standards, or from the approved design, is permitted only after review and approval by the designated authority, and after the rationale for the decision is documented.
3.5 — A process is in place for evaluating the application of new or updated standards with operations integrity implications for existing facilities.
3.6 — Quality-assurance processes are in place, which ensure that facilities and materials received meet design specifications and that construction is in accordance with the applicable standards.
3.7 — A pre-startup review is performed and documented to confirm that:
- construction is in accordance with specifications
- Operations Integrity measures are in place
- emergency, operations and maintenance procedures are in place and adequate
- risk-management recommendations have been addressed and required actions taken
- training of personnel has been accomplished
- regulatory and permit requirements are met
Accurate information on the configuration and capabilities of processes and facilities, properties of products and materials handled, potential Operations Integrity hazards, and regulatory requirements is essential to assess and manage risk.
4.1 — Drawings, pertinent records, and documentation necessary for sound design, operation, inspection, and maintenance of facilities are identified, accessible, accurate and appropriately safeguarded.
4.2 — Information on the potential hazards of materials involved in operations is kept current and accessible.
4.3 — Information on potential hazards associated with products, and guidance to enable proper handling, use and disposal, are documented and communicated.
4.4 — Information on applicable laws and regulations, licenses, permits, codes, standards and practices is documented and kept current.
Personnel and training
Control of operations depends upon people. Achieving Operations Integrity requires the appropriate screening, careful selection and placement, ongoing assessment and proper training of employees, and the implementation of appropriate Operations Integrity programs.
5.1 — A process is in place for screening, selection, placement and ongoing assessment of the qualifications and abilities of employees to meet specified job requirements.
5.2 — Criteria are in place to ensure that necessary levels of individual and collective experience and knowledge are maintained and are carefully considered when personnel changes are made.
5.3 — Initial, ongoing and periodic refresher training is provided to meet job and legal requirements and to ensure understanding of the proper protective measures to mitigate potential Operations Integrity hazards.
This training includes:
- assessment of employee knowledge and skills relative to requirements
- training documentation
- assessment of training effectiveness
5.4 — The assessment and documentation of, and feedback on, employee performance address Operations Integrity elements.
5.5 — Behavior-based processes for reducing risks of incidents, including personnel safety, process safety, security, and environmental considerations, are in place.
It is expected that:
- employees and contractors consistently recognize and proactively mitigate operational, procedural and physical hazards.
- employees and contractors proactively and routinely identify and eliminate their at-risk behaviors and those of their co-workers.
- Human Factors, workforce engagement and leadership behaviors are addressed.
- behaviors, at-risk conditions, and other precursors that can lead to incidents are recorded, analyzed and addressed
5.6 — A process is in place to identify and evaluate health risks related to operations that potentially affect employees, contractors or the public. Based upon assessed risk:
- exposures are monitored
- proper protective and preventive measures are implemented
- early detection and diagnosis are provided
- pertinent health data is recorded and reviewed
- medical fitness for work is determined, as appropriate
Operations and maintenance
Operation of facilities within established parameters and according to regulations is essential. Doing so requires effective procedures, structured inspection and maintenance programs, reliable Operations Integrity critical equipment, and qualified personnel who consistently execute these procedures and practices.
6.1 — Operating, maintenance, and inspection procedures are developed, implemented and consistently used.
These procedures include, where appropriate:
- special procedures for activities with potentially higher risk
- operating envelope considerations
- regulatory and environmental aspects considerations
- Human Factors considerations procedures are updated at specified intervals and when changes are made
6.2 — A work permit process incorporates checks and authorizations that are consistent with mechanical and operational risks.
6.3 — Critical equipment is identified and tested, and it undergoes preventive maintenance.
6.4 — The temporary disarming, deactivation or unavailability of critical equipment is managed.
6.5 — Mechanical integrity programs are in place and stewarded to assure the testing, inspection, and maintenance of equipment.
6.6 — Interfaces between operations are assessed, and procedures are in place to manage identified risks.
6.7 — Environmental Aspects are addressed and controlled, consistent with policy, regulatory requirements and business plans. Environmental Business Planning is conducted and integrated into business plans.
6.8 — Environmental performance, including emissions, discharges and wastes, is tracked and stewarded to meet performance goals.
6.9 — Applicable laws, regulations, permits and other governmental requirements are anticipated and met, and the resulting operating requirements are documented and communicated to those affected. Compliance is periodically verified.
6.10 — Proper long-term shutdown or abandonment of facilities is planned and managed.
6.11 — Quality-assurance processes are in place, ensuring that facilities and materials received meet designated specifications.
Management of change
Changes in operations, procedures, site standards, facilities or organizations must be evaluated and managed to ensure that Operations Integrity risks arising from these changes remain at an acceptable level.
7.1 — A process is in place for the management of both temporary and permanent changes.
7.2 — The process for managing change addresses:
- authority for approval of changes
- analysis of Operations Integrity implications
- compliance with regulations and approved standards
- acquisition of needed permits
- documentation, including reason for change
- communication of risks associated with the change and required mitigation measures
- time limitations
7.3 — Temporary changes do not exceed initial authorization for scope or time without review and approval.
Third parties doing work on the company’s behalf impact its operations and its reputation. It is essential that they perform in a manner that is consistent and compatible with ExxonMobil’s policies and business objectives.
8.1 — Third-party services are evaluated and selected using criteria that include an assessment of capabilities to perform work in a safe and environmentally sound manner.
8.2 — Third-party performance requirements are defined and communicated. They include:
- responsibility for providing personnel appropriately screened, trained, qualified and able to perform specified duties
- a process for self-monitoring and stewardship
8.3 — Interfaces between organizations providing and receiving services are effectively managed.
8.4 — Third-party performance, including leadership, is monitored and assessed, feedback is provided, and deficiencies are corrected.
Incident investigation and analysis
Effective incident investigation, reporting and follow-up are necessary to achieve Operations Integrity. They provide the opportunity to learn from reported incidents and to use the information to take corrective action and prevent recurrence.
9.1 — A process is in place for reporting, investigating, analyzing and documenting actual safety, security, health, environmental and regulatory compliance incidents and significant near misses.
9.2 — Procedures are in place for the Law Department to investigate, analyze and advise on incidents when necessary.
9.3 — Procedures exist for actual incidents and near misses, other than those investigated by the Law Department, which:
- provide for timely investigation
- consider potential consequences in determining the level of investigation
- identify root causes and contributing factors
- determine and ensure implementation of actions needed to prevent recurrence of this and related incidents
- reflect legal input
9.4 — Findings are retained, periodically analyzed to determine where improvements to practices, standards, procedures or management systems are warranted, and used as a basis for improvement.
9.5 — A process is in place to share lessons learned from actual incidents and near misses among ExxonMobil organizations, and to interact with others as appropriate to facilitate improvements in performance.
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, the environment and company personnel and assets.
10.1 — Community expectations and concerns about our operations, including those of the workforce, are sought, recognized, and addressed in a timely manner.
10.2 — Emergency-preparedness, response, and business continuity plans are documented, accessible and clearly communicated. The plans, based on assessed Operations Integrity risks, include:
- response actions that address significant incident scenarios
- organizational structure, responsibilities and authorities
- internal and external communications procedures
- procedures for accessing personnel and equipment resources
- procedures for accessing essential Operations Integrity information
- procedures for interfacing with other company and external emergency response organizations
- process for periodic updates
10.3 — Equipment, facilities and trained personnel needed for emergency response are defined and readily available.
10.4 — Simulations and drills are periodically conducted, which include consideration of external communications and involvement. Learnings are identified and addressed.
Operations Integrity assessment and improvement
Assessment of the degree to which expectations are met is essential to improve Operations Integrity and maintain accountability.
11.1 — Operations are assessed at predetermined frequencies to establish the degree to which the Operations Integrity expectations are met.
11.2 — The frequency and scope of assessments reflect the complexity of the operation, level of risk and performance history.
11.3 — Assessments are conducted by multidisciplinary teams, including expertise from outside the immediate unit.
11.4 — Findings from assessments are resolved and documented.
11.5 — The effectiveness of the assessment process is reviewed periodically, and findings are used to make improvements.
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