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Integrating Corporate Responsibility into Our Business
Strategic and Business Planning Process
Operational Excellence Management System
OEMS Elements and Purpose Statements
Integrating Corporate Responsibility into Our Business
As part of our effort to develop and implement a more integrated corporate responsibility strategy, we are reviewing our existing management systems and processes to identify where corporate responsibility considerations can be more fully or consistently integrated into them. Current processes are already in place to systematically address health, environment and safety considerations; ethics and compliance performance; and human resources issues.
Strategic and Business Planning Process
The backbone of our company's management systems is our Strategic and Business Planning Process. This process is designed to set and build internal alignment around the strategic direction for the company. It also incorporates an assessment of the future risks and uncertainties ChevronTexaco faces. Our Strategic and Business Planning Process sets performance objectives for each business unit, including those related to health, environment, safety and reliability. Managers at all levels are expected to systematically monitor performance against their objectives.
Operational Excellence Management System
A significant component of our overall approach to managing our business is our Operational Excellence Management System (OEMS), which spells out specific requirements for management of health, environment and safety (HES) issues, in accordance with our HES Policy. Reliability and efficiency also are addressed by the OEMS.
First published in 2001, the OEMS includes many expectations previously in place in ChevronTexaco legacy companies, some dating to the early 1990s. The OEMS establishes a common set of expectations for ChevronTexaco businesses. These expectations cover areas ranging from facility design and construction through operation and decommissioning. The system is flexible enough to allow our businesses to address priority issues for their operations while meeting corporate-level expectations. Since the merger in October 2001, deployment of the OEMS has continued across our businesses, supported by a network of appointed "OE Champions."
ChevronTexaco's OEMS is consistent with other generally accepted environmental or HES management systems. The system establishes clear expectations for performance, processes for establishing priorities, and requirements for developing and implementing plans for continual improvement. The OEMS also provides for regular evaluation of the system's effectiveness. The OEMS is designed to conform to the standard for environmental management systems outlined in ISO 14001. As of midyear 2003, some 29 facilities or operations within ChevronTexaco had received ISO 14001 certification.
Companywide implementation of the OEMS is monitored through an Operational Excellence Review Process. Each reporting unit is subject to an OE review, conducted by an internal team, every three to five years. In an effort to maintain high-quality, unbiased reviews, review team members are recruited from ChevronTexaco organizations outside the one being reviewed. They are selected based upon relevant skills and experience and are given specific training on the review process. ChevronTexaco conducted 31 of these OE reviews in 2002.
OEMS Elements and Purpose Statements
Element 1: Security of Personnel and Assets
Provide a secure environment in which business operations may be successfully conducted.
Element 2: Facilities Design and Construction
Design and construct facilities to prevent injury, illness and incidents and to comply with regulatory requirements.
Element 3: Safe Operations
Operate and maintain facilities to prevent injuries, illness and incidents.
Element 4: Management of Change
Manage both permanent and temporary changes to prevent incidents.
Element 5: Reliability and Efficiency
Operate and maintain facilities to sustain mechanical integrity and prevent incidents.
Element 6: Third-Party Services
Systematically address and manage contractor conformance to Operational Excellence.
Element 7: Environmental Stewardship
Manage environmental risks associated with facility operations to minimize impacts from emissions, releases and wastes.
Element 8: Product Stewardship
Manage potential risks of our products throughout the products' life cycles.
Element 9: Incident Investigation
Investigate and identify root causes of incidents to reduce or eliminate systemic causes to prevent future incidents.
Element 10: Community Awareness and Outreach
Reach out to the community and engage in open dialogue to build trust.
Element 11: Emergency Management
Prevention is the first priority, but be prepared for an emergency and mitigate any incident quickly and effectively.
Element 12: Compliance Assurance
Ensure that all employees and contractors understand their safety, health, environment and security responsibilities and comply with company policies and applicable laws and regulations.
Element 13: Legislative and Regulatory Advocacy
Work ethically and constructively to influence proposed laws and regulations, and debate on emerging issues.
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OEMS Elements |
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Security of Personnel & Assets |
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Facilities Design and Construction |
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Safe Operations |
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Management of Change |
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Reliability and Efficiency |
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Third-Party Services |
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Environmental Stewardship |
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Product Stewardship |
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Incident Investigation |
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Community Awareness & Outreach |
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Emergency Management |
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Compliance Assurance |
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Legislative and Regulatory Advocacy |
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