The objectives of this element are to ensure:
- Leadership behaviors and actions required to drive effective application of the Operations Integrity Management System (OIMS) and Operations Integrity Objectives are defined.
- Each business unit has effective management systems and processes to consistently meet Operations Integrity Objectives.
- Management and supervisor accountability is clarified throughout the organization.
1.1 Leadership behaviors to drive OIMS – Managers and supervisors demonstrate passionate, proactive OIMS leadership behaviors conveying a deep commitment to the well-being of people, communities, the environment, and our facilities.
1.2 Engaged and open environment – Managers and supervisors create an open and trusting learning environment and ensure the workforce is actively engaged and committed to Operations Integrity processes and objectives.
1.3 Risk management behaviors and performance – Managers and supervisors recognize and reward positive risk-management behaviors and confront and correct risk-management performance issues.
1.4 Risk prioritization – Senior managers and business unit managers prioritize and document the depth and breadth of each OIMS system application consistent with their business risk profile. Priority is given to the prevention of fatalities, life-altering injuries and illnesses and serious community or environmental impacts. Business unit prioritization will inform the focus of assessment activities
1.5 Layered risk management – Senior managers and business unit managers ensure there is a systematic, layered approach to effectively manage high consequence risks. For the highest consequence risks, this includes periodic senior management review of risk-reduction opportunities and ongoing safeguard health.
1.6 Critical safeguard health – Managers and supervisors take responsibility for the ongoing effectiveness and verification of critical safeguards and actively utilize leading and lagging indicators to verify and steward the ongoing health of critical safeguards.
- Safeguard health checks are part of routine supervisor responsibilities.
- Safeguards warranting additional layered verification by managers or subject-matter experts because of their potential consequence or complexity are documented and stewarded.
1.7 System and process competency – Senior managers and business unit managers ensure managers and supervisors have the knowledge and skills needed to effectively apply OIMS systems and processes
1.8 Oversight of third-party providers – Managers ensure third-party providers selected to execute high-risk work apply a risk-management system which includes proactive management oversight, visible field leadership, compliance with standards, workforce competency, performance management and proactive verification of critical safeguard health. Where gaps exist, the provider’s system is supplemented to effectively manage risks.
1.9 Human performance – Managers and supervisors consider Human Performance capabilities in facility and work process design and in safeguard development and application. Where the effectiveness of these safeguards is dependent on Human Performance, behaviors are instilled to ensure effective execution. These behaviors include:
- Identifying high-consequence activities.
- Automating or simplifying work processes and tasks to reduce the potential for error.
- Instilling a culture where team members proactively seek help to precisely complete tasks.
- Requiring independent verification for critical tasks.
1.10 Incident and near-miss investigations –Incident and near-miss investigations are designed to determine if managers and supervisors were proactively identifying and correcting performance weaknesses before the incident occurred. This includes the degree to which management understood their risks and addressed the health of associated safeguards, including risk-management performance.
1.11 Evaluations and assessments – Managers evaluate performance relative to Operations Integrity Objectives using a combination of leading and lagging indicators, as well as periodic internal and external assessments. Real-time corrections are made based on insights gained from ongoing indicators. Managers also ensure organizations embrace assessments as learning opportunities, and avoid preparations made solely to improve the assessment score / outcome.
1.12 Oversight of businesses operated by others – Managers responsible for businesses operated by others (OBO) must communicate OIMS principles and promote the use of OIMS or equivalent systems to achieve Operations Integrity Objectives.
