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Abstract This paper provides an overview of the approach used in the ExxonMobil Production Company (EMPC) to achieve an increased understanding of HSE management systems leading to consistent and more effective execution at the business unit and field operating levels. A suite of standard management systems defined by EMPC specifies ‘what’ needs to be done to meet Operations Integrity (i.e., HSE management system) objectives. The following suite of complimentary documents has been developed for each standard management system to increase the effectiveness of each system and to facilitate an understanding and consistent execution at the business unit and field operating levels:System Summary: communicates system requirements at a high level to individuals other than those directly responsible for developing the system's procedures/tasks. Business Unit Details: allows those positions directly responsible for the system implementation (i.e., system owner and administrator) to demonstrate how specific required procedures/tasks are being met and where the documentation resides within the organization. Roles and Responsibilities Matrix: details the specific execution responsibilities of the various positions in the business unit. Sorting of this detailed information by position (e.g., Operations Manager, Site Supervisor, etc.) provides a "Quick Reference Guide" of execution responsibilities for each position and a means for field level personnel to quickly understand their full range of HSE-related responsibilities. Verification/Measurement Table and Feedback Plan: provides a format for capturing verifications and measurements related to system performance, and documents the system feedback activities, thereby completing the continuous improvement cycle. Comprehensive documentation of HSE management systems is necessary but not sufficient for effective execution and sustained performance. Full acceptance and effective execution of HSE management systems at the field level requires additional tools where procedures and tasks are clearly defined, roles and responsibilities are communicated, personnel are adequately trained, performance is measured, and adjustments/improvements are made. Introduction For approximately 15 years the oil and gas industry has developed HSE management systems to mitigate the risk of a major incident. Over the years volumes of written materials in the form of process and procedure manuals have been created to give management some degree of comfort that everything needed to manage the HSE aspects of the business were clearly defined and documented through a series of written process stages or procedure steps that, if followed, would reduce the risk of a catastrophic event. Once the HSE management system process and procedure manuals were developed, implementation followed which typically consisted of training presentations given in the field locations to explain to the employees (i.e., end users) what they needed to know to do their job with respect to HSE requirements. The management systems were then considered rolled-out and everybody headed back to work. It would be nice if it were that simple. However, by the time this process was duplicated for all of the required management systems and processes/procedures, the end user was inundated with thousands of pages of manuals which tended to gather dust on the shelves. This process can make an HSE management system approach seem overly complex and can actually jeopardize a company's risk reduction efforts.
Abstract This paper provides an overview of the approach used in ExxonMobil Production Company (EMPC) to implement and execute HSE management systems. The systematic approach to managing health, safety, environmental, and security risks in ExxonMobil is referred to as Operations Integrity Management System (OIMS). The Corporate OIMS Framework includes 11 Elements and 64 Expectations, the characteristics of a management system, and how to evaluate management systems. EMPC has defined and documented 24 management systems that are standard among all producing business units to address the OIMS requirements. The concept of EMPC's management systems is described in the paper and ranges from the driver system (Management Leadership and Commitment) through operations-related systems to the system for evaluation (OIMS Assessments). Each management system document is intended for use by a system owner and administrator and describes ‘What to do’. The system owner and administrator are responsible for developing the processes and procedures required by the system, and they can reference successful work practices for procedure development. The system processes and procedures are the ‘How to do it’ portion of the system. System owners and administrators use the system documentation ‘What and How’ to develop appropriate training, to roll out the system to end users, and to assist the business unit with system execution. This paper provides HSE management system implementation guidance that has been gained from executing OIMS for over a decade and includes recent system upgrades so that operating sites can implement more effectively. The improved performance from using OIMS is also demonstrated in the paper. Introduction In 1992, Exxon Corporation introduced a structured and systematic approach to manage health, safety, and environmental (HSE) risks known as the Operations Integrity Management System (OIMS). OIMS established a common language for HSE discussion and greatly improved the internal sharing of successful practices among different parts of the Corporation. The Corporate OIMS Framework consists of 11 Elements and 64 Expectations. Each Element includes a purpose statement and set of related Expectations that places particular emphasis on facilities design, construction, and operations. The Upstream business line has further developed "Guidelines" that provide additional clarification on how the Corporate Elements and Expectations apply to its activities. The OIMS Corporate Framework and Upstream Guidelines remained in place at the merger with Mobil Corporation in 1999, and a structured suite of management systems was introduced to the Upstream's ExxonMobil Production Company (EMPC) for implementation and ongoing execution of OIMS. The OIMS Corporate Framework and Upstream Guidelines were updated in 2004 to clarify requirements and specifically define Operations Integrity (i.e., health, safety, and environmental performance) as including operations-related security. The EMPC management systems were subsequently upgraded to enhance the effectiveness of ongoing OIMS execution. Figure 1 depicts the flow of OIMS requirements from the Corporate Elements and Expectations down to management system processes and procedures.
- Health, Safety, Environment & Sustainability > Safety (1.00)
- Health, Safety, Environment & Sustainability > Health (1.00)
- Health, Safety, Environment & Sustainability > HSSE & Social Responsibility Management > HSSE management systems (1.00)
- Health, Safety, Environment & Sustainability > Environment (1.00)