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Operations Integrity Management System Operations Integrity Management System Operations Integrity Management System: Chairman’s message 3 Imperial remains steadfast in its commitment To drive continuous improvement, the to excellence in safety, security, health and framework is periodically updated. This environmental (SSH&E) performance, referred revision strengthens framework expectations to collectively as operations integrity. with respect to leadership, process safety, We recognize that while we play a vital environmental performance, and the role in providing the energy the world relies assessment of OIMS effectiveness and is on, many of our operations and products intended to: present potential risks to people and to • Reinforce our belief that all safety, health and the environment. environmental incidents are preventable. Clearly identifying these risks is intrinsic in • Promote and maintain a work environment our business, and we believe the best way to in which each of us accepts personal meet our commitment to excellence in SSH&E responsibility for our own safety and that of performance is through a capable, committed our colleagues, and in which everyone actively workforce, as well as practices designed intervenes to ensure the safety, security and to enable safe, secure and environmentally wellness of others. responsible operations. We accomplish this through clearly defined policies and practices, We believe these enhancements will help and with rigorously applied management drive Imperial ever closer to our vision of a systems designed to deliver results. workplace where nobody gets hurt, where security is everybody’s business, and where The Operations Integrity Management System our environmental performance meets our (OIMS) represents the foundation of our expectations to Protect tomorrow. Today. commitment to managing SSH&E risk and achieving excellence in performance. Since Rich Kruger the inception of OIMS in 1992, our SSH&E Chairman, president and chief executive officer performance has improved substantially. Imperial’s safety performance is among the best in Canadian industry, and we have been cited by Lloyd’s Register Quality Assurance for “being among the leaders in the extent to which environmental management considerations have been integrated into our ongoing business practices.” All operating organizations are required to maintain the systems and practices needed to conform to the expectations described in the OIMS framework. This common framework for all of Imperial encourages the sharing of best practices and assists us as an organization in meeting our SSH&E objectives. 4 Operations Integrity Management System: The framework Imperial is committed to conducting business Imperial’s OIMS framework establishes in a manner that is compatible with the common expectations for addressing risks environmental and economic needs of the inherent in our business. The term operations communities in which we operate, and that integrity (OI) is used by Imperial to address protects the safety, security, and health of all aspects of its business that can impact our employees, those involved with our personnel and process safety, security, operations, our customers, and the public. health, and environmental performance. These commitments are documented in our safety, security, health, environmental, and product safety policies. These policies are put into practice through a disciplined management framework called the Operations Integrity Management System (OIMS). Operations Integrity Management System: The framework 5 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 Imperial, 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. …the way we work! OIMS 11 elements “operations” driver 2. Risk assessment and management evaluation 3. Facilities design and construction 4. Information/documentation 5. Personnel and training 1 Management leadership, 11. Operations integrity commitment and 6. Operations and maintenance assessment and accountability 7. Management of change improvement 8. Third-party services 9. Incident investigation and analysis 10. Community awareness and emergency preparedness 6 Operations Integrity Management System: Elements 1 and 2 Element 1: management 1.9 Performance is evaluated, and the degree to which expectations are met is leadership, commitment assessed. The results are stewarded to and accountability corporate management. Management establishes policy, provides 1.10 Managers responsible for businesses perspective, sets expectations and provides the operated by others (OBO) communicate OIMS resources for successful operations. Assurance principles to the operator and encourage the of operations integrity requires management adoption of OIMS or similar systems. leadership and commitment visible to the organization, and accountability at all levels. Element 2: risk assessment 1.1 Systems for operations integrity and management management are established, communicated Comprehensive risk assessments can reduce and supported at every level in the organization. safety, health, environmental and security 1.2 Managers and supervisors credibly risks and mitigate the consequences of demonstrate commitment and personal incidents by providing essential information accountability for operations integrity, promote for decision-making. an open and trusting environment, and 2.1 Risk is managed by identifying hazards, understand how their behaviours impact others. assessing consequences and probabilities, Commitment is demonstrated through active and evaluating and implementing prevention and visible participation. and mitigation measures. 1.3 Manager and supervisor knowledge and 2.2 Risk assessments are conducted for skills, including leadership skills and behaviours, ongoing operations, for projects and for are developed to effectively apply operations products in order to identify and address integrity management tools and systems. potential hazards to personnel, facilities, 1.4 Management establishes the scope, priority the public and the environment. and pace for system implementation and 2.3 Periodic risk assessments are performed by improvement, considering the complexity qualified personnel, including expertise from and risks involved with their operations outside the immediate unit, as appropriate. and products. 2.4 Risk assessments are updated at specified 1.5 Roles, responsibilities, authorities intervals and as changes occur. and accountabilities within the systems are known and exercised. 2.5 Assessed risks are addressed by specified levels of management appropriate to the nature 1.6 Clear goals and objectives are and magnitude of the risk, and decisions are established for the systems, and clearly documented. performance is evaluated against these goals and objectives. 2.6 A follow-up process is in place to ensure that risk management decisions 1.7 Expectations are translated into procedures are implemented. and practices. 1.8 The workforce is actively engaged in the operations integrity process, and relevant learnings are shared across the organization. Operations Integrity Management System: Element 3 7 Element 3: facilities design 3.4 Deviation from approved design practices and standards, or from the approved design, and construction is permitted only after review and approval by the designated authority, and after the rationale Inherent safety and security can be for the decision is documented. enhanced, and risk to health and the environment minimized, by using sound 3.5 A process is in place for evaluating the standards, procedures and management application of new or updated standards systems for facility design, construction with operations integrity implications for and startup activities. existing facilities. 3.1 Project management procedures are 3.6 Quality-assurance processes are in place, documented, well understood and executed which ensure that facilities and materials by qualified personnel. received meet design specifications and that construction is in accordance with the 3.2 Criteria are established and procedures are applicable standards. in place for conducting and documenting risk assessments at specific project stages to ensure 3.7 A pre-startup review is performed and that operations integrity objectives are met. documented to confirm that: 3.3 The design and construction of new • Construction is in accordance with or modified facilities use approved design specifications. practices and standards that: • Operations integrity measures are in place. • Meet or exceed applicable regulatory • Emergency, operations and maintenance requirements. procedures are in place and adequate. • Embody responsible requirements where • Risk-management recommendations have regulations are not adequately protective. been addressed and required actions taken. • Address other important operations integrity • Training of personnel has been accomplished. considerations, including environmental aspects and human factors. • Regulatory and permit requirements are met. 8 Operations Integrity Management System: Elements 4 and 5 Element 4: information/
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