Главная  | О журнале  | Авторы  | Новости  | Конкурсы  | Научные мероприятия  | Вопросы / Ответы

К содержанию номера журнала: Вестник КАСУ №4 - 2008

Авторы: Беляева А.А., Сагиндыкова Ю. А.

OE Expectations are organized under 13 elements and spell out specific requirements for the management of safety, health, environment, reliability and efficiency. The expectations are met through processes and programs put in place by local management. In many cases, a single process or program may fulfill the intent of one or more expectations. In some cases, one expectation may require several processes to be put in place.

Leaders are responsible for ensuring that processes and programs are established and working effectively to satisfy all expectations. Several expectations are supported by Chevron standard processes or operating company standard processes. A current list of Chevron standard processes is available on the Operational Excellence website [1].

Element 1: Security of Personnel and Assets

Provide a secure environment in which business operations may be successfully conducted [2].

1.1 A process is in place to actively engage employees in security awareness and vigilance to the security environment.

1.2 Risk-based security management plans are developed, implemented and maintained to address potential security threats to the business.

1.3 A process is in place to integrate security management plans with related plans for emergency management, business continuity and information protection.

Element 2: Facilities Design and Construction

Design and construct facilities to prevent injury, illness and incidents and to operate reliably, efficiently and in an environmentally sound manner.

2.1 The Chevron Project Development and Execution Process (CPDEP) and applicable tools and sub-processes such as Decision Analysis, OE Roadmap for Projects and Operations Assurance, are used to incorporate OEMS requirements in the design and construction of all new and modified facilities.

2.2 Consider reliability, operability, maintainability and total life-cycle cost trade-offs in making incremental capital investment decisions. This tradeoff analysis should use the criteria found in the Corporate Investment Analysis Manual.

2.3 A process is in place to comprehensively assess and evaluate safety, health and environmental risks; potential business and community impacts; and to develop associated mitigation plans for new and modified facilities. Assessments conducted in early project phases shall be re-evaluated during final detailed design to determine whether mitigation plans have been implemented. The HES Risk Management Corporate Standard Process and the Environmental, Social and Health Impact Assessment (ESHIA) Corporate Standard Process support this expectation.

2.4 Conduct pre-startup reviews on all new, modified or previously idled facilities prior to start-up and after shutdowns to confirm they meet applicable regulatory and corporate requirements. Pre-Startup reviews may include a Pre-Startup Safety Review (PSSR) and/or Operational Readiness Review.

Element 3: Safe Operations

Operate and maintain facilities to prevent injuries, illness and incidents.

3.1 Use the HES Risk Management Corporate Standard Process to periodically identify, assess and mitigate the safety and health risks related to facility operations and modifications.

3.2 A comprehensive safety program is in place for each location. Core elements of the program shall include:

- Written safe work practices. Safe work practices may include: permit to work, hot work, confined space entry, equipment isolation (lockout/tagout), opening equipment, excavation, working at heights, electrical work, simultaneous operations (SIMOPS), bypassing critical protections, lifting and rigging, and other applicable practices identified through risk assessment of local operations.

- A written job or task safety analysis process (JSA) to identify, eliminate or mitigate potential hazards prior to conducting work.

- Stop work authority.

- A repetitive stress injury (RSI) prevention process.

- A comprehensive road safety management process to minimize risk and promote motor vehicle safety.

- A hazardous materials communication (HAZCOM) process to manage and communicate hazards.

- A behavior-based safety process to provide for observation and commentary on worker behaviors, tracking and analysis of observations, and a process for identifying and implementing actions for improvement [2].

3.3 An occupational health program is in place for each location. Core elements of the program shall include:

- Occupational hygiene and medical surveillance programs appropriate for the location that include procedures for identification and control of workplace exposures, including infectious disease, and ongoing monitoring and surveillance of affected personnel.

- A process to determine whether employees are safely able to perform the essential physical, psychological and cognitive requirements of their job without risk to self, others or the environment and are not impaired by drugs, alcohol or disabling medical conditions.

- Health education programs to reinforce personal and facility hygiene to control workplace exposure and transmission of infectious diseases [4].

3.4 A process is in place to develop and maintain operating and maintenance procedures, process safety information. The process shall ensure that documents, procedures, records and other information are current and accessible. Procedures for document control including confidentiality and retention shall also be included.

3.5 A training program is in place to ensure that employees have the skills and knowledge to perform their jobs competently, in an incident-free manner and in compliance with all applicable laws, regulations, company policies and requirements.

The program shall include:

- Identification of training needs for leaders, supervisors and other employees.

- Initial, ongoing and regular refresher training.

- Employee awareness of their roles and responsibilities in achieving conformity with the requirements of OEMS and the potential consequences of departing from specific procedures.

- Documentation and assessment of training effectiveness

- OE Expectations [2].

Element 4: Management of Change

Manage both permanent and temporary changes to prevent incidents.

4.1 A process is in place to manage changes to facilities, operations, products or the organization. The management of change process shall address:

- Both permanent and temporary changes.

- Authority for approving changes.

- Evaluation of health and safety hazards, environmental impacts and mitigation.

- Communication of the change.

- Training.[4]

Element 5: Reliability and Efficiency


Operate and maintain wells and facilities to sustain mechanical integrity and prevent incidents.

5.1 A process (Reliability Opportunity Identification [ROI] or other applicable process) is in place to identify and resolve the significant few facility and business unit-wide equipment, work process and/or human reliability opportunities that cause significant incidents or performance gaps. Failure analysis is used to determine causes of failures and actions are taken to resolve these causes.

5.2 A process is in place to identify critical structures, equipment and work processes. Possible failure modes and effects are analyzed and steps are taken to prevent the failure or mitigate the effects.

5.3 A process is in place to establish and use standardized equipment operation and surveillance duties for all critical structures, equipment and protection devices to ensure they operate properly.

5.4 A process is in place for condition monitoring (or time-based inspection and testing) to monitor and ensure mechanical integrity of all critical structures, equipment and protection devices.

5.5 A process is in place to prioritize, plan, schedule and complete necessary maintenance for all structures, equipment and protective devices. Process shall include:

- Proactive maintenance of equipment and protection devices through use of surveillance and condition monitoring results.

- A structured, project planning approach for facility shut-ins, turnarounds and significant maintenance projects to reduce downtime and ensure efficient use of resources.

- Prioritization, planning and scheduling to manage work on all structures, equipment and protective devices [1].

5.6 A process is in place to identify and resolve other repetitive or recurring failures, to improve reliability and reduce maintenance costs.

5.7 A process is in place to manage well reliability. Process shall include:

- Identification of critical wells or well types. Possible failure modes and effects are analyzed and steps are taken to prevent failures or mitigate failure effects for critical wells or well types.

- Standardized operation and surveillance duties for critical wells or well types.

- Use of surveillance, performance data and analysis to assess current well performance against expected well potential to identify and evaluate opportunities for improvement.

- Condition monitoring to ensure mechanical integrity of all critical wells or well types.

- Proactive maintenance programs utilizing available surveillance and condition monitoring results to correct abnormal conditions.

- Prioritization, planning and scheduling of well work.

- Efficiency

- Maximize efficiency of operations and conserve natural resources.[1]

5.8 A process is in place to optimize operational processes and improve profitability through the efficient use of people, time and assets.

5.9 A process is in place to track and improve energy efficiency while reducing emissions (including greenhouse gases) per unit of production.

5.10 A process is in place to maintain inventories and plans for conservation of natural resources and for reducing use of raw materials by each facility and each process.

Element 6: Third-Party Services

Systematically improve Third-Party Service performance through conformance to Operational Excellence.

6.1 A process is in place to ensure that third-party service suppliers perform to safety, health, environment and reliability requirements consistent with those required of company employees when working on company property and when providing services for the company off company property in operational control.

6.2 A Contractor Safety Management (CSM) process is in place that clearly establishes accountabilities to include:

- Identification of company contract “owners” (or management sponsors) accountable for each contract.

- Active engagement of contractors in implementing and improving the CSM program.

- A contractor qualification and selection process which addresses safety performance.

- Pre-job work reviews and actions during work to verify scope of work, reinforce expectations and monitor compliance to requirements.

- Periodic evaluation of contractor safety performance and assessment of the CSM program.[1]

Element 7: Environmental Stewardship

Strive to continually improve environmental performance and reduce impacts from our operations.

7.1 A process is in place to inventory all emissions, releases and wastes and to identify natural resources impacted by operations. (Natural resources include air, surface water, ground water, soil and geologic resources, and local biological diversity.) The inventory should include possible sources of unplanned releases and sources of potential contamination caused by past practices.

7.2 Processes are in place to identify, assess, mitigate and manage significant potential risks and impacts to human health and the environment (including natural resources) associated with operations, emissions, releases and wastes. The HES Risk Management Corporate Standard Process and the Environmental, Social and Health Impact Assessment (ESHIA) Corporate Standard Process support this expectation.

7.3 Use the HES Property Transfer Corporate Standard Process to identify and manage potential safety, health or environmental liabilities before transaction. The process shall include:

- Assessment of risk for identified liabilities.

- Management of risks based on current and likely future uses of the property and potential changes in applicable law.

7.4 Use the Third-Party Waste Stewardship Corporate Standard Process to evaluate external waste management sites before use.

Element 8: Product Stewardship

Manage potential health, environmental, safety (HES) and integrity risks of our products throughout a product’s life cycle.

8.1 A process is in place to maintain and communicate information on potential hazards and exposures from products from conception and development through acquisition, manufacture, distribution, storage, use, recycling, potential release and disposal.

8.2 A process is in place to identify, assess and manage significant HES and integrity risks across the life cycle (manufacturing, storage, distribution, transportation, use, recycling, potential release and disposal) of each existing product, by-product, intermediate, or process stream. Process should ensure periodic re-evaluation as appropriate.

8.3 A process is in place to identify, assess and manage HES and product integrity impacts of manufacturing, distribution, storage, use, recycling, potential release and disposal when developing, formulating or altering products, by-products, and process intermediates. Assessment should be conducted early in each product’s or project’s development and for any changes in the product life cycle that may potentially alter the product.

8.4 A process is in place to identify, assess and manage risks posed through storage, handling, transportation and distribution of company products, materials and other commercial goods. Implement appropriate product quality control processes and product integrity risk-reduction measures.

8.5 Promote product stewardship practices with third parties, including suppliers, distributors, transporters, customers and other direct product recipients.

Element 9: Incident Investigation

Investigate and identify root causes of incidents to reduce or eliminate systemic causes and to prevent future incidents.

9.1 A process is in place to report, record and investigate incidents and near misses and correct any deficiencies found. This process shall include:

- Management roles and responsibilities in incidentinvestigation.

- Root-cause analysis for significant events and near misses.

- Annual evaluation of incident cause trends to determine where improvements in systems, processes, practices or procedures are warranted.

- Sharing of relevant lessons learned.

- Procedures for follow-up and closure of actions taken to resolve deficiencies.

Element 10: Community Awareness and Outreach

Reach out to the community and engage in open dialogue to build trust.

10.1 Foster ongoing two-way communication with employees, contractors, regulatory authorities and communities to address potential security, safety, health, environmental and other concerns related to operations, facilities, and products.

10.2 A process is in place to familiarize interested parties with the facility, its operations and products, as well as efforts to protect safety, health and the environment.

Element 11: Emergency Management

Prevention is the first priority, but be prepared to respond immediately and effectively to all emergencies involving Chevron wholly-owned or operated assets. For company products or interests such as common carriers, chartered vessels and facilities operated by others, be prepared to monitor the response and, if warranted, take appropriate actions.

11.1 Maintain a procedure consistent with corporate guidelines to ensure prompt notification of management of significant health, environmental, and safety incidents.

11.2 Maintain an emergency response plan that describes how emergencies will be managed and with what resources. Plans should address all credible and significant risks identified by site-specific risk and impact assessments.

11.3 Emergency response plans shall be:

- Documented in appropriate detail.

- Integrated with relevant business continuity and crisis management plans.

- Reinforced through establishment of a training program and an annual exercise program to train the emergency response team and to test the plan.

- Readily available to appropriate on-site personnel.

- Communicated to employees, on-site contractors, joint-venture partners, and appropriate government agencies and community groups.

- Reviewed and, where necessary, revised – in particular, after the occurrence of accidents or emergency situations [2].

11.4 Develop and implement a business continuity plan, in accordance with the Business Continuity Planning Corporate Standard Process, that addresses continuity or timely recovery of critical business processes and operations. Even if there are no critical processes or operations, develop and implement an emergency employee communication plan to account for employees after a disruptive event.

Element 12: Compliance Assurance

Verify conformance with company policy and government regulations. Ensure that employees and contractors understand their OE-related responsibilities.

12.1 A process is in place to:

- Identify and record all applicable laws, regulations, compliance requirements and OE-related policies.

- Assure that all employees and contractors understand and comply with identified requirements.

- Develop, prioritize and implement programs of control.

12.2 A self-audit process is in place to verify compliance with all OE-related company policies and standards and with the spirit and letter of all applicable laws and regulations, regardless of the degree of enforcement.

12.3 A process is in place that encourages employees and contractors to freely report existing or potential violations of law or company policy, without fear of retribution or any adverse company action because of his or her report. Processes must include an appropriate and timely investigation to address the report. Allowance must be made for anonymous reporting.

12.4 A process is in place to identify and report significant non-compliance issues and root causes to management in a timely manner and track corrective actions to closure.

Element 13: Legislative and Regulatory Advocacy

Work ethically and constructively to influence proposed laws and regulations, and debate on emerging issues.

13.1 A process is in place to identify, track, and comment on proposed legislation, regulations, and emerging policy issues.


1. Materials from conference ‘OE’ led by OE champions Mike Cannon/ Chip Till

2. Operational Excellence Management System, Chevron Corporation, 20073

3. http://operatioalexcellence. Chevrontexaco. com

4. Tengizchevroil – bringing prosperity to the community while responsibly protecting the environment, Tengizchevroil, April, 2000

К содержанию номера журнала: Вестник КАСУ №4 - 2008

 © 2022 - Вестник КАСУ