an overview for chevron leaders and OE practitioners

operational excellence
management system
 table of contents

1 chairman’s message

introduction to the operational

2 
excellence management system

4 leadership and OE culture

6 focus areas and OE expectations
12 management system cycle
14 governance
16 safeguards
17 tenets of operation

Left, top to bottom: Workers on a storage tank walkway overlooking Tengiz Field
facility in western Kazakhstan.
A mariner stands watch on the bridge of one of the company’s liquefied natural
gas (LNG) carriers.
Worker verifying that a pressure relief device is properly tagged, dated and set to
the correct pressure at the Pascagoula Refinery, Mississippi.
Cover: Workers at the Gorgon LNG facility on Barrow Island, Western Australia.
 values
“Our Chevron Way
values guide our actions
and underpin strong
OE performance that is
fundamental to our
company’s success.”
— Mike Wirth
Chairman of the Board and CEO

When we launched our Operational Excellence Management System (OEMS)

in 2004, we put in place a comprehensive and prescriptive system to improve our
health, environmental and safety performance. The results speak for themselves —
we’ve made dramatic improvements in important measures of personal and
process safety, reliability, and environmental performance.

In fact, on many metrics we lead the industry. We should Our Chevron Way values guide our actions and underpin
be proud of our progress in living up to our commitment to strong OE performance that is fundamental to our company’s
protect people and the environment. success. OE is a competitive advantage in hiring and
retaining the best workforce and vital to building trust with
OEMS has given us a solid foundation, but we know there communities and governments.
remain areas for improvement. Specifically, we need to
eliminate high-consequence personal and process safety We all have a role to understand and mitigate risks and to
events. This means no fatalities or serious injuries and maintain and assure safeguards. I encourage you to read and
no fires, spills or explosions that can affect people or understand OEMS and to implement it with the passion and
communities. To achieve this objective, we’ve developed commitment I know we share.
the first significant update to OEMS. This update retains
many of the core elements of the original, but is simpler in Sincerely,
structure and easier to understand.

Leaders are accountable for performance and are expected

to apply increased focus on three key areas with the workforce:

• Understand the high-consequence risks that we and our

contractors manage every day

• Clearly identify the safeguards that mitigate these risks

• Assure that the safeguards are in place and functioning

as intended

1
 operational
excellence
management
system

Operational Excellence (OE) puts into action

our Chevron Way value of protecting
people and the environment and helps us
achieve Chevron’s vision to be the
global energy company most admired
for its people, partnership and performance

Operational Excellence systematically

manages workforce safety and health, process
safety, reliability and integrity, environment,
efficiency, security, and stakeholders
in order to meet our OE objectives

2
 ass
ur
an
ce

leadership and
OE culture

safeguards
focus areas
and OE
expectations
management
system cycle

ris
k
ma
nag
e m ent

Leadership and OE culture Risk management

OE objectives Through the Operational Excellence OEMS is a risk-based and systematic
Management System (OEMS), our leaders approach to identify, assess, prioritize and
The OE objectives set the priorities: engage employees and contractors to manage OE risks.
build and sustain our OE culture and
• Eliminate fatalities, serious injuries
deliver OE performance. Safeguards
and illnesses
We establish and sustain safeguards
• Eliminate high-consequence Focus areas and OE expectations and assure they are in place and
process safety incidents Focus areas align with critical OE risks functioning in accordance with legal
and operate with industry-leading and include: and OE requirements.
reliability
• Workforce safety and health Safeguards are the hardware and human
• Assess and manage significant actions designed to directly prevent or
• Process safety, reliability and integrity
environmental risks mitigate an incident or impact. Typical
• Environment safeguards include facility designs,
• Use energy and resources efficiently
mechanical devices, engineered systems,
• Efficiency
• Prevent high-consequence security protective equipment and execution
and cybersecurity incidents • Security of procedures.
• Address OE business risks through • Stakeholders
Assurance
stakeholder engagement and
The OE expectations guide us to design, Through the execution of assurance
issues management
manage, and assure the presence and programs, we have confidence the
effectiveness of safeguards. safeguards are in place and functioning.

Management System Cycle

Through application of the Management
System Cycle, our leaders make risk-
based and data-driven decisions, prioritize
activities, and direct improvements.

3
 leadership
and OE culture
effective leadership is a critical success factor for OE –
leaders cultivate and drive our OE culture
through their values, competencies and behaviors

Leaders demonstrate consistent and rigorous application Leaders must:

of OE to drive performance and meet OE objectives. • B
 uild and sustain OE culture
The actions and visibility of leaders make evident their
genuine care and concern and the company’s commitment • Focus on preventing high-consequence incidents
to place the highest priority on the safety and health of and impacts by understanding and mitigating
our workforce, and on the protection of communities, the risks and managing and assuring safeguards
environment and our assets. • Define clear OE roles and be accountable

focus on preventing
high-consequence incidents and impacts
by understanding and mitigating risks
and maintaining and assuring safeguards

assess verify
manage
risk assurance
safeguards

Understand OE risks, including Execute processes and Establish and execute a safeguard
hazards, potential consequences standards with the appropriate assurance program for high-
and the safeguards to level of rigor for the risks consequence incidents and impacts
prevent or mitigate them
Focus on the design, effectiveness Verify and validate that safeguards
Reinforce the hierarchy of controls and quality of safeguards are in place and functioning
when selecting safeguards
Maintain, access and analyze Monitor assurance results
Prioritize resources to mitigate safeguard performance data and address gaps
risks based on the risk profile
Establish clear accountability for
safeguard performance

4
Above: Workers review the Preventing Serious Injuries and Fatalities Field Guide during a field walk in the alkylation unit at the Richmond Refinery, California.

build and sustain OE culture define clear OE roles and be accountable

Our OE culture is foundational to our business success Leaders have the responsibility to:
To build and maintain this culture across the workforce, leaders
• Provide clear direction on OE roles aligned with We Lead
need to understand and role-model OE behaviors, including:
• Confirm people are equipped with the technical, functional and
• Focusing their organization on the consistent and disciplined
OE leadership competencies and skills to execute their OE roles
execution and performance of safeguards
• Monitor, coach and hold people accountable on their OE roles
• Instilling and maintaining a sense of vulnerability throughout
the workforce • Provide resources to effectively and efficiently execute the OEMS
• Encouraging the workforce to learn by seeking, sharing and • Direct and monitor compliance with legal requirements
integrating knowledge from internal and external sources
• Build partnerships, create alignment and access
• Encouraging the reporting of incidents, near misses and functional expertise
potential noncompliance, and positively responding
to feedback Operational Excellence Leadership Teams (OELTs) steward the
Management System Cycle for their organization. OELTs confirm
• Fostering trust across the company
that the full scope of the OEMS is effective.
• Creating open two-way engagements with the workforce
and addressing their concerns Everyone in the workforce contributes to our OE culture and
performance. Everyone has the responsibility to:
• Building and strengthening workforce OE culture through
the application of programs appropriate for their organization • Maintain a sense of vulnerability

• Understand the hazards and risks of our work

• Assure safeguards are in place and functioning

• Follow required practices and procedures

• Apply the Tenets of Operation

• Perform Start-Work Checks

• Exercise Stop-Work Authority

5
 focus areas and
OE expectations
the OEMS establishes expectations
organized into six focus areas aligned
to the OE objectives

The expectations state the desired outcomes to manage and the rigor in its execution. Reporting units are
the OE risks. Consistent with company policy and based expected to prioritize the execution of OE processes and
on identified risks, leaders are responsible for evaluating actions to meet expectations, with increased rigor and
the applicability, priority and scale of each expectation, focus applied to mitigate high risks.

focus areas

workforce process safety, environment efficiency security stakeholders

safety reliability
and health and integrity

common expectations
• Legal, regulatory and OE compliance • Risk management • Assurance • Competency • Learning • Human and organizational performance
• Technology • Product stewardship • Contractor OE management • Incident investigation and reporting • Emergency management

individual focus area expectations

• Control of work • Codes and standards* • Environmental • Energy efficiency • Security management • Stakeholder
(formerly managing • Materials and equipment management • Resource efficiency engagement and
safe work)* management • Environmental and asset optimization issues management
• Occupational hygiene • Process safety information • Non-operated joint
• Fitness for duty information • Property transfer* ventures (NOJVs) and
and worker health* third-party aviation
• Life-cycle investment and marine activities
• Transportation analysis*
• Procedures*
• Operational readiness
• Management of change*
• Well control
• Well reliability and
integrity
• Asset integrity
• Equipment reliability
• Maintenance

* This expectation applies primarily to its focus area, but may also apply to other focus areas.

6
 common expectations
Common expectations support the OE objective Competency
of each focus area. Identify, build and sustain competency standards for roles critical
to OE performance based on risk, consequence and operational
Legal, regulatory and OE compliance complexity. In order to demonstrate role competency, assess,
Systematically understand, manage and comply with all manage and document the qualifications and skills required.
applicable health, environment and safety laws and regulations,
and OE policy and requirements. Learning
• Identify and comply with internal and external requirements Systematically integrate and support organizational practices to
seek, share and apply knowledge to strengthen safeguards and
• I dentify and report noncompliance issues to management mitigate OE risks.
in a timely manner and track corrective actions to closure
• Enable the workforce to freely and anonymously report Human and organizational performance
existing and potential violations of law and company policy, Apply human and organizational performance principles and
without fear of retribution or any adverse company action concepts to build and maintain error-tolerant systems that decrease
because of reporting. Include appropriate and timely reliance on people as safeguards and reduce the risk of error.
investigation to address the report
Technology
Risk management Apply technology and digital tools to increase the effectiveness,
Systematically assess risks and identify safeguards. Develop reliability and efficiency of safeguards, deliver safer designs, and
a risk profile to prioritize risk reduction and assurance programs, reduce risk.
taking into account the expectations of our stakeholders.
Evaluate facility-, activity- and product-related risks across Product stewardship
the life cycle of the business, including: Manage and communicate potential health, environment, safety
• S
 afety and health risks from physical, chemical and and integrity hazards, and risks of our products from development
biological workplace exposures through end use, including raw materials, manufacturing,
distribution, storage, use, transportation, recycling and disposal.
• Process safety, reliability and integrity risks of facilities,
wells and the subsurface Contractor OE management
• Environmental risks, including current and emerging Assess and manage OE risks from:
environmental issues and related social and community • C
 ontracted activities executed on Chevron premises or within
health issues reporting boundaries
• Security risks to personnel, assets and the business • C
 ontracted activities that deliver facility design and fabrication
• Social, community, political and reputational risks to the services to our businesses
business and potential impacts from our business Incident investigation and reporting
Assurance Identify, report, record and investigate incidents, analyze root
Execute an assurance program prioritized by the risk profile, causes and trends, correct deficiencies, and share and adopt
to confirm that safeguards are in place, functioning, and meet relevant lessons learned.
internal and external requirements. Use the outputs of risk
management studies to establish assurance priorities across Emergency management
focus areas. The assurance program includes: Prepare for and respond to incidents and manage crises that
could affect personnel, the environment, assets, communities and
• Verifying the OEMS, processes and safeguards through business the business.
unit, functional and corporate assurance programs and audits

• Analyzing and acting on safeguard performance data

identified through assurance activities

• Applying learning from assurance analyses to improve risk

assessment quality and support risk-based decision making

7
 workforce safety and health
We provide a safe and healthy workplace for our Occupational hygiene
employees and contractors. Our highest priorities Manage risks associated with workplace exposures to physical,
are to eliminate fatalities and prevent serious chemical and biological agents that may adversely affect
injuries and illnesses. workforce health.

Control of work (formerly managing safe work) Fitness for duty and worker health
Assess workplace safety and health hazards and manage Promote a workforce that is physically, psychologically and
risks associated with the execution and control of work. cognitively fit to perform essential work tasks and is not impaired
Address work activities that utilize safe work practices and by the effects of fatigue, drugs or alcohol. Promote worker
procedures, including: health through health education and health protection activities.
• Bypassing critical protections
Transportation
• Confined space entry Manage risk in the use of aviation equipment, marine vessels,
• Diving motor vehicles, mobile construction equipment and other modes
of transportation.
• Electrical work

• Excavation

• Hot work

• Isolation of hazardous energy

• Lifting and rigging

• Permit to work

• Portable gas detection

• Simultaneous operations

• Work at heights

• Others as identified by enterprise

or local operations

Above: Worker checks controls on the Agbami facility, offshore Nigeria.

the process approach

Expectations should be systematically addressed using a process approach.

This enables consistency and standardization across the enterprise.

Many expectations are addressed through OE processes successfully executed by the workforce, and for safeguards
and standards. Processes follow the Chevron standardized to be effectively applied, the requirements of processes
five-component model, which should be written as simply and standards should be integrated into practical work
and clearly as possible. For these expectations to be instructions, training, procedures, tools and other methods.

8
 process safety, reliability and integrity
We manage the integrity of operating systems Management of change
through design principles and engineering Manage proposed changes to design, equipment, operations,
and operating practices to prevent and mitigate products and organizations prior to implementation. Evaluate OE
process safety incidents. We execute reliability risks associated with changes, notify and train affected workforce
programs so that equipment, components of the change, and update documentation.
and systems perform their required functions
across the full asset life cycle. Well control
Manage the prioritized OE risks of wells activities by:
Codes and standards
Apply company and Chevron-adopted industry codes and • Developing, maintaining and using wells standards and
standards for the design, construction, modification, operation, guidelines to plan and execute work
maintenance, decommissioning and restoration of facilities. • Verifying that the requirements for WellSafe®* certification
are in place and effective
Materials and equipment management
Manage OE risks to Chevron that are related to materials and Well reliability and integrity
equipment we procure for use in our facilities. Maintain the integrity and reliability of wells:

• Determine potential well failure mechanisms and actions to

Process safety information prevent or mitigate their occurrence
Develop, maintain and use process safety information and asset
data, including information on hazards of materials, process • Perform standardized operation, data acquisition,
technology and equipment. Apply the information to enable surveillance, condition monitoring, maintenance and
effective risk assessments and engineering, operations and well intervention activities
maintenance activities. • P
 rioritize, plan and schedule well work, including reducing idle
wells through return-to-service or plugging and abandonment as
Life-cycle investment analysis guided by the asset retirement strategy
In capital investment and expense decisions, assess life cycle
risks and trade-offs considering safety, the environment, reliability, Asset integrity
efficiency, security and our reputation. Maintain the integrity of equipment, structures and protection
devices for the prevention and mitigation of potential incidents.
Procedures Perform analysis of failure modes and effects, and complete
Develop, maintain and reinforce consistent use of procedures for necessary inspection and testing programs.
activities that support safe and reliable operations, health, and the
environment across the life cycle of the business. These include, Equipment reliability
but are not limited to: Identify and resolve facility and equipment reliability performance
gaps and repetitive or recurring failures to improve reliability
• Operating procedures for all phases of operation, including and optimize life-cycle costs. Use failure analysis to determine
startup, shutdown, routine operations, addressing abnormal causes of failures. Take action to resolve system-level root causes
conditions and preparation for/return from maintenance and appropriately share lessons learned.
• M
 aintenance procedures to safely maintain equipment in order
to enable its continued service in support of reliable operations Maintenance
Prioritize, plan, schedule and complete necessary maintenance for
Operational readiness all structures, equipment and protective devices.
Conduct reviews prior to startup for all new and modified
facilities, including: *WellSafe is a federally registered service mark of Chevron Intellectual Property LLC.

• A
 n Operational Readiness Review to confirm adherence
to standards and the suitability for startup

• A
 Pre-Startup Safety Review to confirm compliance with
applicable technical codes and standards and that applicable
process safety systems are in place, equipment is in safe
condition and people are competent to execute a safe startup

9
 environment
We protect the environment through
responsible design, development, operations
and asset retirement.
Environmental management
Protect the environment and community health using a risk-
and data-driven approach that addresses potential acute and
cumulative impacts. Identify environmental risks and apply
mitigation hierarchy across an asset life cycle to guide selection
of safeguards that:

• Prevent accidental releases

• Reduce air emissions

• Conserve energy and reduce greenhouse gases

• Manage wastes and wastewater, including those disposed

of at third-party facilities

• Conserve and protect water and natural resources Above: Sunrise on the Kern River in the San Joaquin Valley business unit.

• Retire idle assets and reclaim impacted sites

Conduct monitoring, analyze performance, and identify and

address gaps.
chevron’s
Environmental information environmental principles
Develop and maintain current and historical asset and
environmental condition information, including facility designs,
operational practices, regulatory requirements and monitoring Our environmental principles are embedded in our enterprise
strategy and risk management processes to guide our
results. Use environmental information in the assessment
decisions and our actions. The entire workforce plays an
and management of environmental risks across the asset life important role in meeting our commitment to do business
cycle, from initial investment through retirement, divestment in environmentally responsible ways.
or relinquishment.
Include the environment in decision making
Property transfer We all make decisions that may affect the environment.
From our everyday actions to major capital investments, we
For potential transaction projects involving the transfer of
make better decisions when we consider the environment.
real property, identify and manage OE risks from early in the
project through closing and transition. Track and manage Reduce our environmental footprint
We use our business processes to identify and manage
post-transaction OE obligations.
risks to the environment and reduce potential environmental
impacts throughout the life of our assets.

Operate responsibly
We apply our Tenets of Operation and improve reliability and
process safety to prevent accidental releases.

Steward our sites

We work to decommission, remediate and reclaim operating
and legacy sites with the aim of beneficial reuse.

10
 efficiency
We use energy and resources efficiently to Resource efficiency and asset optimization
continually improve and drive value. Maximize value, increase profitability and drive asset life-cycle
management through the efficient utilization of assets and
Energy efficiency resources (materials, people and time), including:
Address energy efficiency in facility design and systematically
manage throughout the life cycle of assets to improve • Establishing metrics and targets
operational performance. • Applying process improvement methods such as Lean Sigma and
optimization reviews

• Measuring and monitoring performance

security
We protect personnel, facilities, information, Security management
systems, business operations and our reputation. Provide a secure physical and cyber environment in which business
We proactively identify security risks, develop operations can be successfully conducted. Develop, implement and
personnel and sustainable programs to mitigate integrate risk-based security management and assurance plans
those risks, and continually evaluate the into emergency management, business continuity and information
effectiveness of these efforts. security plans in order to address and mitigate security risks to
personnel, assets and the business.

stakeholders
We engage stakeholders to foster trust, build We work with our partners to responsibly manage
relationships, and promote two-way dialogue to Chevron’s non-operated joint venture partnerships
manage potential impacts and create business and third-party aviation and marine activities.
opportunities. We work with our stakeholders in a
socially responsible and ethical manner, consistent Non-operated joint ventures (NOJVs) and third-party aviation
with our respect for human rights, to create a safer, and marine activities
more inclusive business environment. Manage Chevron’s interests while conducting business with other
operators by:
Stakeholder engagement and issues management
• A
 ssessing and monitoring operators’ health, environment
Manage social, political and reputational risks to the company,
and safety management system execution in the NOJV
address potential business impacts, and generate business value by:
• U
 sing the Complex Well Tool for the assessment of NOJV
• B
 uilding and maintaining relationships with external
well operations
stakeholders, including governments and the communities
where we operate • Assessing and confirming risk management of aviation activities
and marine vessels and facilities
• Identifying, assessing and prioritizing issues

• Developing and executing issue management, stakeholder

engagement and social impact management plans,
systematically tracking engagements and issues, and
validating effectiveness of plans 11
 management
system cycle
the management system cycle (MSC) is a
systematic approach to set and align objectives;
identify, prioritize and close gaps;
strengthen safeguards and improve OE results

management system cycle

execute and review

establish
conduct develop
or validate
assessment plan
objectives

Leaders direct the MSC for their organization

and are responsible for:
The MSC is managed by • Setting objectives and cascading them to the workforce
OELTs who have the authority
• Making sure the full scope of the OEMS is effective
and the accountability to
• Integrating their organization’s OE risk profile and
execute the OEMS effectively. assurance program into the MSC to focus on highest
The MSC is coordinated at priorities and performance opportunities
various levels in the company • Prioritizing OE plans to focus on and provide resources
for effective and efficient to the highest-impact gaps and opportunities

management of OE risks. • Monitoring performance, reviewing the progress of OE

plans to achieve results effectively and efficiently,
and taking corrective action as needed

12
Above: Workers conducting a Managing Safe Work field engagement in the San Joaquin Valley business unit.

establish or conduct assessment develop plan execute and review

validate objectives
An annual assessment is An OE plan is developed to Periodic reviews are scheduled
OE objectives, metrics and conducted to evaluate the close the prioritized gaps to evaluate OE performance
targets are established and/or performance and effectiveness and identify resourcing and the effectiveness of the
validated, integrated into the of the OEMS against the requirements. It is integrated execution of the OEMS and to
business plan, and cascaded to established OE objectives. into business plans. verify progress on the OE plans.
the workforce.
Organizations should: Organizations should: Organizations should:
Organizations should:
• Evaluate performance • Develop OE plans • Execute OE plans to close
• Establish, validate and/or against OE objectives with milestones and gaps, along with other
update OE objectives, completion dates business plan activities
• Analyze performance data to
metrics and targets. These
identify gaps in leadership and • Evaluate and prioritize • Monitor to verify progress
should be based on the
OE culture, focus areas, and OE plans based on the and effectiveness of
enterprise OE objectives
execution of OE processes risk profile, and consider OE plans and adjust
and benchmarking data, and
linked to OE expectations competency, learning, as necessary
focused on risks and critical
human and organizational
business drivers • Validate, remove or • Conduct periodic reviews
performance and technology
close gaps from the prior of OEMS performance and
• Integrate OE objectives into in order to improve
year’s assessment safeguard effectiveness
the organization’s business safeguard effectiveness
plan cycle • Consider future risks, • Identify and manage new
• Identify and allocate
changes in business corrective actions to improve
• Cascade OE objectives, resources to successfully
conditions and changes to safeguards as appropriate
metrics and targets to all execute OE plans,
business plans
levels of the organization incorporate them into
• Prioritize assessed gaps business plans and
based on the risk profile communicate them to
across the focus areas, the organization
efficiency opportunities and
• Validate or update the OE
business plan priorities
assurance plan priorities
OELTs direct the scope, • Establish performance
frequency and rigor applied agreements and
to the assessment step based accountabilities
on the level of risk and the
effectiveness of OE execution.

13
 governance
there are essential leadership team roles and individual
roles for enabling effective and efficient execution of the OEMS

title description of role key responsibilities

operational Steward the OEMS at the • Understand the risk profile for their organization and proactively monitor safeguards
excellence segment, operating company • Assign integration and focus area sponsors
leadership • Confirm that the full scope of the OEMS is working as defined
and unit levels
teams • Fulfill responsibilities to direct the MSC
• Build and sustain OE culture

functional Fulfill their assigned • Provide technical input to support decision quality on specific high-consequence
and technical authorities on technical mitigations and deviations from standards
authorities • Maintain technical competency and share knowledge and lessons learned
standards and processes
through communities of practice (CoPs)
Note: Additional responsibilities for functional authorities and global and local
technical authorities are defined in Functional Excellence Framework documents.

integration Coordinate and prioritize • Oversee and monitor performance and lead the stewardship of the MSC for the
sponsors common expectations common expectations
• Confirm integration of common expectations into the appropriate focus areas
• Include the responsibilities below that apply to focus area sponsors

focus area Coordinate and prioritize • Oversee and monitor performance and lead the stewardship of the MSC in the
sponsors within the focus area focus area
• Understand and support the integration of the risk profile and assurance
program for the focus area and prioritize gaps and OE plans
• Provide direction to promote effective execution of process requirements and
associated safeguards across the focus area
• Coordinate with other focus area sponsors to support the execution of the entire
OEMS, prioritize OE plans and link with the business plan
• Monitor process efficiency and adjust to align with priorities, risks and
potential consequences
• Determine the need for process-specific sponsors based on risk, scope and
complexity and assign appropriate accountability

process Sponsor processes that • Oversee and provide direction to confirm effective execution of process
sponsors address risk areas as requirements and associated safeguards
• Prioritize gaps and action plans within the process and support the integration
determined by the OELT or
and focus area sponsors with the MSC
the designated integration/ • Monitor the process efficiency and adjust to align with priorities, risks
focus area sponsor and consequences

process Provide subject matter • Confirm efficient and effective execution of the process requirements and
advisors expertise for a specific OE associated safeguards through verification and monitoring of metrics
• Confirm that the process requirements have been integrated into practical
process or standard; one
work instructions, training, procedures and tools
individual may be advisor for • Identify and close gaps in performance
multiple processes • Advise the focus area and/or process sponsor on performance of the process
and provide input for the MSC
• Maintain technical competency and engage with functional experts
• Maintain process and standards documentation in as simple and clear a form
as possible

14
 Chevron’s Board of Directors provides oversight and
monitors performance of all corporate policies, including
Policy 530. Corporate leaders shape the OE policy
and steward the OEMS at the enterprise and segment levels.

title description of role key responsibilities

chevron board Direct the affairs of Monitor and oversee:

of directors the corporation • Overall corporate performance
• Integrity of the corporation’s controls
• Effectiveness of legal compliance programs
• Strategic and business planning process
• Corporation’s risk assessment and risk management policies and practices

executive Carry out company strategies • Align and inspire the workforce on OE
leadership and policies in managing • Shape the values and OE culture of the company
• Understand enterprise-level risk profile and align corporatewide strategies,
Chevron’s business
priorities and policies
• Demonstrate accountability for OE objectives

corporate Assess and oversee Understand the enterprise-level risk profile and approve:
OE governance overall health of the OEMS • High-level strategy and policy changes
board in Chevron • Enterprise-level MSC priorities and business plan
• Corporate OE business plan guidance
Members include the • Corporate OE processes and standards
corporate vice president of
Align and inspire our OE culture
HSE and operating company
presidents, and designees

HSE functional Steward the enterprise- • Understand the enterprise-level risk profile and proactively monitor the
leadership team level OEMS safeguards to ensure they are present and effective
• Direct the enterprise-level MSC using perspectives from inside and outside
Led by the corporate vice the company
president of HSE; members • Advise and recommend changes in OE priorities, strategy, metrics and targets
include functional and to Corporate OE Governance Board
business unit leaders

15
 safeguards
safeguards are the hardware and human actions designed
to directly prevent or mitigate an incident or impact

Typical safeguards include facility designs, mechanical devices, OEMS is a management system designed to establish and sustain
engineered systems, protective equipment and execution preventive and mitigative safeguards and to assure that these
of procedures. safeguards manage risks and achieve OE objectives. There are two
critical aspects of managing safeguards: establishing safeguards
OE processes and standards establish and sustain the safeguards and sustaining and assuring safeguards.
but are not by themselves safeguards.

1. establishing safeguards 2. sustaining and assuring safeguards

The selection of safeguards involves important decision points OE processes work together as an integrated structure to sustain
for long-term, effective management of OE risks. the presence and assure the effectiveness of both preventive
and mitigative safeguards.
Application of the hierarchy of controls minimizes or
eliminates exposure to hazards and guides the selection of Safeguards may vary in effectiveness over time and in the work
safeguards by recognizing the variation in the effectiveness environment in which they are placed. Hardware safeguards
of safeguard alternatives. are subject to degradation over time, and human safeguards are
vulnerable to human error. OEMS provides a systematic structure
Industry and company codes and standards form the basis to identify and respond to the deterioration of safeguards and
for the design of most safeguards. to strengthen the execution of OE processes to sustain and assure
the effectiveness of safeguards.

hierarchy of controls Safeguard visualization tools

illustrated for workforce safety The risk management expectation requires the formal
and health risks* identification and assessment of preventive and mitigative
safeguards for risk scenarios for each focus area.
most effective
Bow tie models can be applied to assist with the visualization
Physically remove the
elimination hazard – change of scenarios and help stakeholders understand how safeguards
the system of work.
manage risk.
Replace substances or
substitution systems of work
with less hazardous
alternatives. simplified bow tie model
Isolate people from the
engineering hazard. Design to prevent
controls incidents or mitigate
consequences.
hazard
Provide safe work
administrative practices and
controls
consequences

procedures.

preventive mitigative
causes

Protect the worker with

PPE personal protective
equipment.
safeguards event safeguards
(hardware/human) (hardware/human)

least effective

*Process safety, environment and security have the same

or a similar hierarchy of controls for managing risks.
hazard

16
 tenets of operation

Tenets are a code of conduct used by the 1. Always operate within design and environmental limits
workforce as a tool to guide daily decisions. 2. Always operate in a safe and controlled condition
Leaders play an important role in setting 3. Always ensure safety devices are in place and functioning
expectations and reinforcing behaviors 4. Always follow safe work practices and procedures
consistent with the tenets.
5. Always meet or exceed customers’ requirements
6. Always maintain integrity of dedicated systems
Our work is guided by two key principles:
Do it safely or not at all 7. Always comply with all applicable rules and regulations
There is always time to do it right 8. Always address abnormal conditions
9. Always follow written procedures for high-risk or
unusual situations
10. Always involve the right people in decisions that affect
procedures and equipment

protect people
and the environment

Worker checks a control panel Workers monitor river conditions in the Chevron supports social investment Workers perform a pipeline inspection at
in a substation at Oronite’s additive San Joaquin Valley business unit. projects that enhance local education and the Malongo Terminal in Angola.
manufacturing plant on Jurong community nutrition.
Island, Singapore.
 Chevron Corporation
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