OneWayTM is WorleyParsons enterprise-wide integrity management framework which establishes corporate expectations for progressing towards the WorleyParsons Group's stated vision of zero harm to people and assets. By implementing the framework, WorleyParsons aims to eliminate environmental incidents related to its business. OneWayTM provides policies, standards, guidelines, and procedures across the WP Group to improve outcomes related to health, safety, and environmental ("HSE") factors.

OneWay™ Scope and Intent

When operating within the framework, with appropriate behaviors and according to company approved systems and processes, it provides assurance that delivery of services is consistently:
• Preventing harm to people and assets, and environmental incidents
• Operating in accordance with ethical, regulatory and legal requirements and
relevant codes of practice
• Meeting our customers’ and our own expectations for zero harm
• Supported by efficient and effective operations
At WorleyParsons, the vision of zero harm to people, assets and no environmental incidents, underpins all our business activities. OneWay™ expectations are linked to our global systems and processes. The framework provides a frame of reference to apply these processes to individual, team and business performance, to determine what is working well and what needs extra focus. We refer to this involvement by all functions as “integrity management”. This process of continuous improvement enables WorleyParsons to work with our people to reinforce a culture that underpins our drive to be an industry leader in HSE performance, while at the same time delivering the highest quality services to our customers. WorleyParsons interacts with our joint venture partners, customers, suppliers and contractors to engage them in working towards the same vision.

Meeting the expectations

The OneWay™ expectations are met through people applying the applicable policies, standards, procedures and other supporting resources, referred to
below as ‘processes’, and by fulfilling the roles and responsibilities outlined in the OneWay™ implementation guide. Our people understand and support the expectations of OneWay™ in whichever part of the business they are working. They typically achieve this by utilizing applicable processes and fulfilling their defined responsibilities across all work activities and work sites. Our processes can be accessed through the OneWay™ homepage, through company systems (e.g. WPMP) or directly from the Enterprise Management System (EMS).
Our people can use the OneWay™ expectations to help them understand our minimum standards. This is particularly relevant when working with a
customer’s processes. The OneWay™ Framework highlights the minimum standards to be achieved, across 12 key functional areas of our business,
regardless of the exact processes that are used.
We apply OneWay™ expectations in a scalable way as is necessary, appropriate and adequate to address the specific business line/scope of work/circumstances
and risks present. This is not restated in individual intents, expectations or clarifications.



We are fully-committed to zero harm at all levels of our organization. Our leaders put clear strategies in place that progress us towards this goal. Effort is prioritized based on compliance and risk exposure.

Expectations and Clarifications
1.1 We manage our business to meet
OneWay™ expectations
• We implement business strategies and plans at all levels (project, location and corporate) to meet OneWay™ expectations
• Our leaders allocate resources as soon as practical to embed OneWay™ into our new operations and business acquisitions
• We meet OneWay™ expectations using approved processes
• As an organization, we define, agree, communicate and support specific responsibilities, goals, objectives, behaviors and performance measures in relation to
• The OneWay™ Committee reviews organizational performance in meeting OneWay™ expectations and stewards action to address gaps
• The Chief Executive Officer and other senior management regularly review and update the OneWay™ framework to ensure its continued effectiveness within the         organization
1.2 Our activities benefit society and the environment
• As part of our business planning, we allocate resources for corporate (or social) responsibility activities in line with accepted international leading practice
• We report on corporate responsibility aspirations, targets and performance and encourage our people to lead, participate in, and report on their corporate responsibility activities
• We acknowledge and respect the culture and customs of all the communities in which we operate
• A WorleyParsons Foundation supports activities that benefit society and the environment; its performance is governed and periodically reviewed by our senior
1.3 We behave ethically and deliver on the commitments we have made
• Our people understand and are committed to our organization’s vision of zero harm and meeting OneWay™ expectations
• Our people are trained and demonstrate the leadership behaviors required to fulfill their roles
• Our people are accountable for their actions and meeting OneWay™ expectations; we ensure this message is clearly communicated and enforced
• Our leaders are responsible for maintaining and reinforcing the use of ethical practices through training, awareness programs, coaching and mentoring
• Our people understand and meet the standards and behaviors outlined in our Code of Conduct
1.4 We apply controlled processes to achieve our vision of zero harm • We have approved standards, procedures and other company processes in place to
address operational risks and meet OneWay™ expectations
• The correct application of processes in EMS is,by default, endorsed
• We assess the suitability of alternative processes (eg technical risk methodologies) prior to selection, approval and use
• Our processes are documented, regularly reviewed and continuously improved to ensure their ongoing effectiveness
1.5 Our work environment encourages continuous improvement
• Our leaders ensure our people use only company approved processes and have the required training, tools and equipment
• Our leaders coach our people and encourage their self-development; our people are responsible for developing their skills and experience to effectively meet OneWay™ expectations
1.6 We embrace diversity, break down silos and fully utilize the expertise of our people
• We promote equal opportunity and ensure our workplaces are free of harassment
• Our team-based work environment leverages the collective skills, expertise and knowledge of our people and creates a productive and rewarding environment where our organizational goals are fully achieved
• Our leaders create an inclusive environment of care and trust in which everybody feels valued
• We build upon our people’s capabilities to support the development of a broad talent pipeline
• Our people can raise concerns regarding integrity without fear of retribution
• Our leaders engage with our people to promote a strong culture of collaboration and to understand and address relevant issues or concerns
1.7 The achievement of zero harm is part of our regular work conversations
• We talk to our people about our OneWay™ expectations and how they apply to them in the course of delivering a project or in day-today operations
• We discuss OneWay™ expectations with our key stakeholders such as customers, suppliers and regulators, both informally and as part of formal meetings
1.8 We recognize and reward behaviors that support the achievement of zero harm
• We establish programs that recognize
excellence in teams and individuals at all levels of our organization
• Our performance reviews recognize behaviors and actions in our people that support them meeting OneWay™ expectations
1.9 We maintain and manage our documents and records
• Our procedures, drawings, specifications and other documents are subject to document control; this ensures we only use current versions which are developed, checked and approved by authorized people
• This applies equally to project deliverables and corporate documents, including those in EMS which are controlled through our organization’s process improvement (PI) process
• We have filing and archiving processes in place to maintain documents and records; this includes data and physical security, review cycles, organization/customer retention periods, media to be used, access and other issues
1.10 We comply with laws, codes and standards
• We identify current legislation, codes and standards applicable to our organization and ensure they are properly communicated to our stakeholders
• We have measures in place to ensure these obligations are properly met Where necessary, the hierarchy of requirements is defined


We apply effective risk management principles and processes to enhance decision making, leverage opportunities and assist in reducing threats for all existing and
planned activities

Expectations and Clarifications
2.1 We manage risks using risk management principles and processes for all existing and planned activities
• These activities include proposals, projects, operations, mergers and acquisitions, divestments, joint ventures, alliances, as well as office selection and management and all phases of any major business transaction.
They also include planned and ad-hoc (as required) risk assessments
• We consider both threats and opportunities
• We assess, document, communicate and develop action plans for identified risks
 2.2 We involve relevant stakeholders in our risk management activities
• We consult with relevant employees, customers, suppliers and other external stakeholders on risk matters
• We communicate significant risks and associated action plans to stakeholders:
• at the completion of a risk assessment
• on an ongoing basis until the risk register is closed out
• We communicate residual risks to customers at the completion of a project
2.3 We review risks and the actions we take to manage them
• We utilize outputs from risk management activities to prioritize actions and to reduce the level of threats while optimizing the opportunities
• We ensure that risks and actions are reviewed with the level of management appropriate to the nature and magnitude of the risk. Within the organization, this is established through an approved delegation of authority
• We document risks in risk registers and action plans and also capture this information in documents (eg project execution plans) to ensure they are acted upon
2.4 We regularly review and update risks and action plans
• We review and update project, business, group, functional and operations risk registers and
action plans on a regular basis to ensure they:
• are fit for purpose
• identify new and emerging risks (threats or opportunities)
• address identified actions in a timely manner
• don’t introduce new threats
• We manage identified risks between the phases of a project, across home and support offices and between projects


Our people are visibly and actively committed to healthy, safe and environmentally responsible workplaces and activities. We understand and manage our potential
impacts on people’s health and safety as well as on the environment.
Expectations and Clarifications
3.1 We implement health, safety and environmental strategies for all our workplaces

• We incorporate health, safety and environmental (HSE) objectives and targets into project, location and other business strategies and plans
• Our HSE management plans address location, project or site HSE objectives, risks and customer requirements
• We assess hazards and associated risks and implement control measures
• We identify environmental aspects and their potential impact and put monitoring and controls in place to manage them; objectives are set and action plans are implemented and stewarded
• We document, communicate, train in and exercise processes for health, safety or environmental incident recovery
3.2 We communicate and consult with our people on health, safety and the environment
• Our people understand their role and the requirements regarding HSE issues in their workplace including:
• work hazards and the risks that may impact them, or that their activities may affect
• how changes in workplace arrangements might affect HSE outcomes
• We have communications in place to promote HSE protection; eg notice boards, web sites, job hazard analyses, toolbox talks, formal training
• Our people are consulted in relation to HSE arrangements ensuring their input is taken into account when decisions are made in regard to these arrangements
3.3 We understand and manage health hazards and their associated risks
• We monitor any exposure and provide health surveillance for our people who may be exposed to health hazards (physical, chemical, biological or psychological)
• We maintain exposure monitoring and health surveillance records • We take steps to protect our people from communicable diseases
3.4 We assist people returning to work after illness or injury
• Our illness/injury management process focuses on the well-being of individuals and their rehabilitation into the workplace by making positive contributions through meaningful work
3.5 Our people are fit for duty
• We consider the physical, mental and
emotional health of our people in the course of
their work and especially when new tasks are
allocated. We have programs in place to:
• ensure our people are not compromised by
alcohol or other drugs at work
• confidentially support people with personal
3.6 We engage our people and the community to promote safe, healthy and environmentally responsible activities
• Our people are encouraged to participate in HSE activities outside work, including those that support local communities. Activities could include:
• encouraging/sponsoring our people and their families to participate in events that support health, safety or the environment
• working to support the local community
• supporting local charities
3.7 We participate in and influence health, safety and environmental programs at others’ workplaces in which we work
• Our people actively seek opportunities to improve the HSE programs at workplaces not controlled by us
• Our people participate in HSE events or activities at sites not under our control and work to make them successful


We select and recognize people who demonstrate competence and a deep commitment to our vision of zero harm.
Expectations and Clarifications
4.1 We communicate our commitment to, and responsibilities for, achieving zero harm
• We communicate our organization’s commitment to zero harm and our people’s responsibilities for achieving it during recruitment, on-boarding and throughout their
4.2 We document, communicate and review the competencies and performance requirements for all roles in our organization
• We define responsibilities that are specific to individuals’ roles in position descriptions. These include levels of authority and/or
competencies relevant to that specific position
• Each position description includes an outline of responsibilities in relation to meeting OneWay™ expectations
• We establish competencies for our people who have roles such as risk facilitators or auditors in addition to the requirements of their position
4.3 We engage and recruit competent people
• We evaluate candidates against their demonstrated ability to deliver the requirements of the position for which they are being considered
• Where the position requires it, we require proof of a:
• training qualification
• certification
• licence under law or regulation
• We will recruit a candidate only once we have determined that the requirements of the position have been satisfactorily met, including demonstration
4.4 We induct our people before they start work
• Upon appointment and before undertaking any work on behalf of the organization, all people attend an induction program; this includes people who are new to a specific site or activity
• All induction programs include:
• a briefing on our commitment to zero harm and the OneWay™ framework
• an orientation of facilities, including emergency response people and equipment, muster points, welfare provisions and amenities
• a briefing of significant ‘on site’ hazards and measures in place to prevent harm to people and assets and environmental incidents
4.5 Work only commences when all competency requirements are met
• We confirm people’s ability to work to the required standards when work is allocated
• We ensure location, site and task specific competency requirements are met prior to people starting work. For example:
• people will only enter a confined space after local training is completed and their competency has been verified
• people will only operate plant and equipment after verification of competency, including site-specific operating experience
• engineers working at a new location or site must understand any customer/location/site specific standards to be applied
• By exception, where the required competencies are not held, a documented and monitored set of controls, potentially including on-the-job training, additional supervision, mentoring, coaching and/or peer-on-peer support may be implemented until such time as the required competencies have been demonstrated.
This option is only used once all regulatory requirements are met and the risk is determined to be sufficiently low
• We plan for succession in our teams and prepare people for their future potential positions in good time
4.6 Our people understand the requirements of their role and are rewarded based on performance
• We regularly discuss with our teams how individual roles and responsibilities contribute to achieving zero harm; focusing on the specifics of the job and relevant processes
• We regularly assess how our people perform against the requirements of their role, agreed performance objectives and core expectations
• We reward positive contributions and address performance shortfalls
4.7 We continually develop the capability of our people
• Our people discuss and jointly develop individual development plans which are designed to address competency gaps and growth opportunities with their manager
• Our people are responsible for their own learning; our managers are responsible for facilitating the process
• Our people maintain competency in core systems and processes
• Our people’s contribution to meeting OneWay™ expectations is outlined in individual development plans
4.8 We steward training to ensure its applicability and continued effectiveness
• We regularly review the content and target audience of our training courses to ensure their applicability and continuing viability
• We document attendance at training courses
• We undertake a formal competency evaluation
where training confers a professional, technical or trade skill or qualification
• In some cases, competency assessment through formal examination may adversely affect the training experience and a less formal assessment of competency may be appropriate (eg the trainer’s perception of a person’s participation in a leadership development workshop)



We understand customers’ expectations, which we meet or exceed. We build
strong customer relationships and utilize customers’ proven standards and
processes where they are consistent with our expectations.
Expectations and Clarifications
5.1 We assess our customers’ integrity management requirements during pursuit of work and provide for these in our proposals
• We work collaboratively within our organization to understand our customers’ integrity management requirements including associated drivers and decision-making
processes; we document these for future reference
• We understand customers’ sustainability goals, including those in our global agreements
• We consider our integrity management capabilities, both locally and globally, and any required extension to local capabilities is assessed and agreed internally
• When proposals are prepared, we involve affected internal stakeholders early in the process and consider their input regarding provisions (cost, time, resources) to ensure our ability to deliver successfully
• Pursuit activities include:
• an assessment to understand the integrity management requirements for the work, including those of the customer, and how these should be addressed
• identification of the processes and resources needed to deliver these requirements,including their incorporation into our proposal
• the development of bridging documentation that reflects this assessment and understanding and which clearly identifies any differences/gaps to requirements that
are not captured in other project
5.2 Our pursuit teams hand over information necessary for project success to the delivery teams
• Our handover is documented to ensure the project team is aware of the customer’s integrity management requirements and any commitments made to the customer, including contractual obligations
• The handover includes details of any gaps or conflicts between the customer’s requirements and our own, together with provisions for addressing them (i.e. bridging documentation)
5.3 We align our project delivery processes with our customers’ processes
• We review the pre-award assessment and bridging documentation after award of work to ensure delivery plans are adequate. We identify changes including further
opportunities to integrate our processes with those of our customer:
• This activity is part of the 30, 60 or 90 day plan depending on the scale and complexity of the project
• Bridging documentation is maintained, either in the form of a stand-alone document or by being incorporated into project plans (as a minimum the project execution plan, project HSE management plan and project quality plan)
• Where the project team must implement customer processes or requirements, the bridging documentation identifies:
• the customer’s specific integrity management requirements
• the processes to be utilized to address each requirement
• any gaps between the company and customer requirements and how those gaps are to be addressed
• In each case, the more stringent requirements are always applicable except:
• where the customer’s requirements are more stringent than our company’s requirements, we can make a documented exception to the
customer’s requirements if the customer is in agreement; this may be addressed at the individual project or contract level
• where our company’s requirements are more stringent and there is no significant increase in risk if we apply the customer’s requirements,
we can make a documented exception to our company’s requirements (i.e. meeting the customer’s requirement only) but only
with the approval of the Location Functional Director and Location Director
5.4 We proactively manage our relationships to align with our customers
• We have formalized processes for engaging with our customers, that covers integrity management. These can include:
• facilitated alignment sessions to explore bridging gaps and building on existing alignment
• a project execution plan that requires set meetings, with an agenda, to be held between our organization and the customer’s functional leads and project management
• a project steering committee with set charter that defines how often the committee meets, its membership and the scope of its activities
• the documentation and implementation of an interface management plan or coordination procedures highlighting peer-to-peer relationships between our
organization and the customer
• Documented customer feedback is sought for all major and minor projects
5.5 We agree and steward clear performance measures
• We agree lead and lag integrity management measures with the customer and document these within contract documentation where
• We regularly monitor and review compliance with the agreed integrity management measures and application of processes
• We identify and discuss performance deficiencies against agreed requirements with the customer; we agree, implement and monitor associated action plans
5.6 We encourage our customers to embrace our integrity programs
• We seek the involvement and support of our customers in improving integrity outcomes;this includes recognizing milestones or events that promote collaboration or the sharing of leading practice in integrity management


Engineering develops solutions that meet our company’s requirements and are compliant with our customers’ needs. Design and planning minimizes risk in later phases.
Expectations and Clarifications
6.1 Technical stewardship is implemented
• We establish and document minimum organizational and procedural requirements for technical stewardship including technical integrity, safety in design and environmental sustainability in design, in location technical stewardship plans. These plans apply to all projects and contracts managed through the location
• Technical stewardship includes the identification of the location specific authority and competency requirements for those who steward the design processes as well as the nature and frequency of assessments (peer reviews) required to ensure design process integrity
6.2 We develop, approve, maintain and utilize standard engineering processes
• We promote hazard awareness and ensure that each discipline understands any areas requiring particular design focus and risk reduction; e.g. through discipline context statements. We provide our engineers and designers with guidance so they actively contribute to the achievement of process safety and sustainability outcomes
• We document and apply key work processes such as scope definition, design change, calculation development, drawing development, design development (including
3D model development), requisitioning and supplier management
• We carry out engineering calculations using approved tools including software; these tools are validated, independently where appropriate, before use
• Our engineering function maintains a library of approved tools
• We set deadlines and appoint owners to undertake actions arising from studies; e.g. HazOps. We track their progress to completion and ensure we understand and address flowon impacts
6.3 We utilize sound engineering practices and risk management principles
• Our technical standards of design, construction and commissioning, including those of our suppliers, meet or exceed our organization’s and our customers’ requirements, regulations and relevant industry codes and standards
• Where there are no recognized industry or customer standards, our engineering function develops and maintains appropriate standards that we apply consistently
• Where our standards exceed regulations and industry codes and practices, we formally agree project requirements with the customer
and document them, including the ‘hierarchy of application’
6.4 We manage project information security and handover requirements
• We clarify and document customers’ information handover requirements, including format(s), at the commencement of engineering activity
• We ensure operations and maintenance documentation accompanies all plant and equipment provided by us
• We ensure all information handed to our customers is complete and consistent
• We understand, document and comply with our customers’ information security requirements
6.5 We use workshare to leverage our global capabilities
• Our projects may be carried out in more than one operating center to utilize technical excellence, to conduct work in a high-value center and/or to take advantage of available capacity
• We review support office capabilities and gaps (eg lack of experience of design for a particular regulatory environment) and introduce appropriate governance including interface management planning, conducting alignment sessions, and/or mobilizing expatriate personnel to the support office
6.6 We consider whole asset life-cycles in our designs
• We identify and assess potential technical integrity issues including health, safety and environmental requirements; these are incorporated into designs and used for
selecting or specifying plant, equipment or processes
• We address technical integrity issues relating to the whole asset lifecycle, including provision for ultimate decommissioning, disposal and remediation
6.7 We review our designs for end-user suitability
• We undertake design reviews to ensure we identify and address technical integrity issues, including constructability, operability and maintainability
• We engage stakeholders, including representatives of suppliers and end-users, in the design review processes
6.8 We document key decisions to support asset integrity management
• Our customers require project delivery information to support their asset integrity management, including their licenses to operate; we document details of the design
intent and key decisions (including the supporting rationale, data) and provide them to the customer


Goods and services provided to us or our customers meet required standards and reflect our corporate social responsibilities.
Expectations and Clarifications
7.1 We develop procurement and contracting strategies
• Our corporate and project procurement and contracting strategies are documented
• These strategies are based on sound risk assessment principles and focus attention on reducing the risk of injury to our people and damage to assets and the environment; they also take cost, technical, ethical and reputational considerations into account
• We undertake more detailed planning and seek specialist advice for work with suppliers that pose a higher risk to us or our customers
7.2 We communicate our commitment and expectations for zero harm to our suppliers
• As part of the selection process, we formally notify our suppliers of our commitment to zero harm and meeting OneWay™
expectations through:
• the request for pre-qualification information
• the request for bid/tender
• set agenda items at all formal meetings
7.3 We select suppliers that are capable of executing the work to our requirements
• We evaluate our suppliers for commercial viability, technical capability, integrity management capability and resource availability
• We take their performance history and experience with similar scopes of work into account
• We establish and consistently apply minimum health, safety and environmental requirements that must be achieved prior to contract establishment
7.4 We ensure our requirements can be met with suppliers’ processes
• We establish a clear understanding of the processes our suppliers plan to use, including how those processes deliver our requirements and where there are gaps
• We identify and document process gaps and create bridging documentation describing how to deal with them; the gap analysis is scalable based on the nature of the relationship with the supplier and the risks associated with the scope of work
7.5 We set and steward clear performance requirements for our suppliers’ work
• We specify how work, including short-term and one-off activities, is managed between our organization and the supplier
• We set clear performance standards, including lead and lag indicators
• We understand whether work is being completed as agreed and intervene to address shortcomings against agreed performance standards
• We manage the relationship between multiple suppliers to ensure we achieve our overall objectives
7.6 Our suppliers participate in our programs
• We encourage our suppliers to participate in company activities (eg health, safety and environment and other recognition activities) in line with the scope of work
7.7 We assess and document supplier performance following completion of work
• We use specific criteria including agreed performance requirements to assess and record the supplier’s performance at the completion of each purchase order or contract
• The assessment is shared and agreed with the supplier; we raise any issues that might compromise their ability to work for our organization in the future, in a constructive manner
• We use the assessment as part of the evaluation of the supplier for future work


We execute field activities using strategies and methods that are defined, risk
assessed, understood and communicated to those involved and deliver plant that
meets design requirements.
Expectations and Clarifications
8.1 We implement strategies for field activities
• We develop field activity strategies as early as practical, addressing all field activities for the life cycle of each project
• The strategy includes:
• how to deal with potential high-risk work packages and contractors
• construction, commissioning and operations
• mobilization and demobilization of our people and subcontractors’ personnel
• how to deal with risks associated with the field activity
8.2 Mobilization occurs only when we are ready
• We use a mobilization readiness review to confirm the level of preparation and planning is sufficient to start field activities • We carry out and document an overall risk assessment of field activities based on the proposed works (in the method statement) to identify appropriate procedures and controls
• We review this overall risk assessment as part of pre-task planning
• We do not commence mobilization until all requirements, including any identified in risk assessments, are confirmed to be in place and adequate
8.3 We implement work authorization systems
• Our people only start work once induction processes have been completed and their work readiness has been reviewed and approved
• We identify field activities which are subject to a work authorization system, which is documented and implemented; as a minimum, this includes:
• work authorization/approval process for general field activities
• job-specific permit to work requirements for high-risk activities
• confirmation that all required isolations have been carried out and checked
• any external permissions/approvals required to perform the works
• We regularly confirm the work authorization system is operating in the field as intended
8.4 We hold pre-start meetings before work commences
• Before we begin any work, our work teams review and understand the location, hazards and associated risks, methods, schedule and ensure the suitability of tools and equipment
• Our people understand their potential interactions with others working in and around their work area such as:
• people working above or below the work team
• simultaneous operations (SimOps)
• We hold pre-start meetings at the commencement of every shift and whenever circumstances change during that shift
8.5 Our people undertaking field activities assess the hazards and their associated risks
• We assess field activities procedures and introduce controls before starting work ( job hazard analysis) to ensure all people involved in the work
understand the content and sign their acceptance immediately prior to commencing work • We repeat this process if the environment or people change and, as a minimum, at every change of shift
• We assess last minute/ongoing risk (eg with our company’s personal hazard identification process) throughout the execution of work to identify any changes in circumstances, hazards or risk controls
• These processes reflect the health, safety and environmental aspects of the work and their associated impacts
8.6 We conduct field activities in accordance with approved documentation
• Our field activities do not deviate from the work plan without proper documentation and risk management and without authorization of
the change (see ELEMENT 9)
• We regularly confirm that method statements and associated procedures are being properly followed in the field
• We document specialized, non-routine activities utilizing specialist advice, planning, expertise, and/or additional authorization as appropriate;this includes activities that are outside the experience of the field team (eg crane heavy lifts, oversize logistics movements, diving, working in dangerous environments, pneumatic testing, specialist welding)
8.7 We ensure continuity of work and transfer of risks through handovers
• Our handover process incorporates review of shift reports, daily reports, work authorizations, permits to work, nonconformance reports, job hazard analyses and
departures from the work plan
• We undertake face-to-face handovers between management, supervision and trades where appropriate, which are supported by adequate documentation
8.8 Our tools, plant and equipment are fit for purpose
• Our tools, plant and equipment are procured and maintained to ensure they are fit for purpose;this requirement includes hand-tools, power tools and explosive/cartridge operated tools, as well as fixed and mobile plant and equipment
• All recognized national and local standards apply; in addition, we have defined and established organizational minimum standards
for some specific items
• Construction equipment, operated by us or by others under our control, is operated in accordance with documented operating procedures which accompany the equipment
• We have a maintenance, inspection and testing regime to ensure and assure the continuing suitability of all construction tools, plant and equipment; these requirements are documented and communicated to our people, including subcontractors
• We assure the reliability and availability of critical devices operated or provided by us through maintenance, inspection and testing, and through temporary disarming or deactivation
8.9 We conduct pre-start-up reviews for new and modified plant
• We conduct pre-start-up reviews for plant and equipment newly installed or modified by us, to confirm compliance with the design prior to commissioning; formal acceptance of design compliance includes verification and testing
• This process checks that:
• the agreed scope of works has been completed
• any changes have been documented to ensure all parties are aware of the true condition of the site
8.10 We recognize and manage the higher risk nature of commissioning and operations
• We factor the competence and experience of our pre-commissioning, commissioning and operations people into the risk assessments and work processes
• We implement a completions management system that utilizes approved operating procedures and safe systems of work for construction verification, pre-commissioning, commissioning and operation of temporary and fixed plant and equipment which:
• takes into account the risks from energization and process materials
• tracks the status of individual systems and the overall plant
• We confirm that plant and equipment function is in accordance with their design intent and may be operated safely
• We understand the interfaces and design limitations between plant systems and include these in our pre-commissioning, commissioning and operating processes


We manage change in our organization, throughout projects and complete asset
lifecycles. Effective change management principles are used to identify, assess,
approve and implement changes.
Expectations and Clarifications
9.1 We identify and manage risks associated with temporary and permanent change using effective change management processes
• We identify, assess and manage the impact of change using a documented change management process appropriate to the scope of work, magnitude of the change and the risks associated with it
• The scope of change includes:
• design, standards and regulations
• work methods and procedures
• buildings, materials, plant and equipment
(including system/tool hardware/software replacements and upgrades)
• organization and people
• We consistently apply change management to billable and non-billable (internal) projects, non-project operational changes and those originating outside our organization’s direct control including:
• customers changing their requirements
• suppliers offering a variation to a company specified package
• changes to the external security environment
9.2 We initiate and review change and use competent people for approval
• Our people understand what constitutes a business or project change as opposed to natural design development or normal business operations, including when and how to apply change management procedures
• Examples of changes requiring formal management include:
• significant technical changes such as changes to frozen engineering documents, responses to technical queries, field changes to documents that have been
issued for construction (IFC), purchase orders or contract change orders
• any scope, process, operational or other change that has, or could have, a significant impact on health, safety or environmental risk, quality, cost or schedule
• organizational change including reorganization or movement of people with unique skills or competencies
• Change reviewers and approvers are competent in the discipline or field in which they approve change; they seek input from stakeholders to assure a full understanding of the change itself and the associated impacts
9.3 We consult with people impacted by change before approval and implementation
• We identify stakeholders who might be impacted by a proposed change
• We consult with stakeholders and consider their input in decision-making around the change, including how the change will be implemented
• We may consult with stakeholder representatives rather than every individual within the stakeholder group
• Our stakeholders can be internal (eg other company disciplines or functions) or external (eg customers, local authorities)
• We consult with all our stakeholder representatives on all proposed changes to ensure we capture any flow-on impacts
• We use an impact assessment to document the effect of change on each stakeholder group; this includes action plans to mitigate the risk of each impact (eg organizational readiness, document updates, training and communications)
9.4 We document, track and communicate change
• We maintain registers of proposed and approved changes including records of approval, records of stakeholder engagement and of the decision-making process
• The register identifies the people accountable for managing the change and limitations on the change’s scope or duration
• We regularly review and update our change registers
• We escalate issues to internal and external stakeholders in line with the determined level of risk
• We communicate change information to all relevant stakeholder communities (ie all affected individuals and not just stakeholder representatives)
9.5 We deliver training to affected stakeholders as a result of change
• Our change management processes determine whether knowledge, skills or competency gaps have been created as a result of the change
• We identify training and/or skills upgrades necessary to close any gaps; these are implemented as part of the change and tracked to completion
9.6 We do not exceed the scope or duration of change without review and re-approval
• We only approve temporary change for designated periods
• If the scope or duration of an approved change alters, we assess and manage the variation in the same way as the approved change, including re-approval


We prepare for and manage critical incidents.
Expectations and Clarifications
10.1 We identify and plan for potential critical incidents
• We identify and document potential project and location specific, critical incidents
• Critical incidents include all manner of crisis, emergency, protective security (personnel, physical and information) and business disruption (business continuity, disaster and data recovery) events
• We develop and maintain strategies and action plans to mitigate these events; this includes situations affecting our people on sites not under our control
10.2 We develop, practice and communicate preparations for potential critical incidents
• We document critical incident policies, standards, strategies and plans. We communicate these and make them easily accessible to all relevant
people; these address the:
• protection of people, information, assets, operations and/or projects
• avoidance of, response to, and recovery from, identified and unforeseen critical incidents
• We identify, put in place and maintain critical resources, support services, tools and equipment; these are regularly tested to ensure they are fit for purpose
• We identify and train people to achieve and demonstrate relevant competencies for critical roles
• We regularly conduct individual and team training drills and exercises including liaison and appropriate engagement with external stakeholders
• The scope and frequency of the training is commensurate with the relevant critical incident risk level, as well as contractual and/or regulatory requirements
• We maintain records of training, drills and exercises and communicate lessons learned
10.3 We understand and manage travel risks
• Prior to departure, we identify potential risks to travelers and prepare them for safe, healthy and secure travel
• We develop detailed travel management plans for high-risk travel, including international and domestic travel in remote areas, for all modes of
transport and types of accommodation
• We track travelers’ whereabouts to ensure they can be quickly accounted for
• We have plans, resources and support services (including medical evacuation) tools and equipment in place to support travelers in difficulty; these are maintained and periodically tested to ensure they remain fit for purpose


We report and investigate hazards, at-risk behaviors, incidents and near misses to
identify causes. We take steps to prevent their recurrence.
Expectations and Clarifications
11.1 We report and investigate hazards, atrisk behaviors, incidents and near misses
• We clearly define and implement requirements for identifying, reporting, classifying, investigating and recording incidents and nearmisses:
• we take actions to prevent recurrence
• this includes situations where there are multiple reporting requirements
• We proactively address at-risk behaviors using a number of measures including, as a minimum, documented:
• inspections at all company controlled workplaces to identify hazards
• behavioral observations to identify and address at-risk behaviors
• We use at-risk behavior, incident and near-miss data to establish and monitor leading indicators of performance and to prevent incidents occurring
11.2 We communicate and escalate hazards, at-risk behaviors, incidents and near missesbased on severity or potential consequence
• We establish a communication protocol for our own management and external stakeholders, including an agreed escalation process defining
the timing, level and extent of reporting, based on the incident severity or potential consequence
• We convene formal incident review boards to regularly review investigations and their findings; lessons learned at incident review boards are shared
11.3 Our investigations discover and describe root cause and systemic failures
• We investigate the causes of incidents, near misses and/or at-risk behavior Our primary focus is to prevent recurrence by identifying immediate and root causes and systemic failures; and by instigating appropriate actions to address them
• Our investigators are competent in the investigation process and have the breadth of skills relevant to the specific investigation; this often requires us to bring in technical experts as part of a team
• We apply root cause analysis principles to all investigations, as well as formal root cause analysis for significant incidents and high potential near misses
• Our leaders play an active role in the management of incidents and near misses
11.4 We share our lessons learned from hazards, at-risk behaviors, incidents and near misses
• We review, approve and then share our lessons learned with identified internal and external stakeholders, taking legal privilege and other sensitivities into account
• We share company alerts and retain our lessons learned in a central database for future reference and to allow access by other locations
• We regularly review incident and near miss data (internal and external to the organization) including trends and key performance metrics, with all levels of management and stakeholders; this raises awareness and ensures the development of standards, processes and procedures or other follow up in areas (specific businesses, activities, projects) needing attention


We assess our performance and take action to continuously improve.
Expectations and Clarifications
12.1 We apply robust quality control to products
• We control, monitor and measure materials and fabricated equipment to ensure they consistently conform to all established requirements
• We inspect materials and equipment purchased by or fabricated on behalf of the company or customer to ensure they meet quality requirements and
are approved to a level that is appropriate to their criticality rating
12.2 We assess our performance
• We assess examples of work representative of our organization’s operations and projects on an ongoing basis to ensure all operations and projects
meet OneWay™ expectations, including the delivery of customer and regulatory requirements • Our assessments include an examination of the processes applied, together with an evaluation of their effectiveness in meeting OneWay™ expectations
• The frequency and scope of these assessments are determined by the complexity of the operation, level of risk and performance history
• We incorporate assessment against OneWay™ expectations into location and project assurance plans to minimize business disruption
12.3 Our assessors are competent
• Our assessors are competent in the assessment process and in the associated management and technical subjects; this often means technical experts are brought in as part of a team
• The competence and relevant technical and/or management experience of our assessors is evaluated and approved
• Our assessors work independently of the process/project under assessment
12.4 We report assessment findings and actions • We make assessment findings and any associated
actions visible to the organization’s assurance community
• We communicate significant assessment findings to managers with specific accountability for corrective action and to other members of management
depending on the severity of the findings
• We undertake corrective actions within a timeframe that is appropriate to the severity of the associated risk
12.5 We identify and share lessons we learn in the execution of our work
• We capture, verify share and utilize internal and external knowledge and learnings
• Identifying lessons learned is an active, collaborative process involving all key stakeholders across all business areas and functions including our people, customers and suppliers as appropriate (eg for major projects this takes the form of a lessons learned workshop)
• We make findings and lessons available to future projects and other operations through our company’s knowledge management system
• We undertake a review of internal and external knowledge at the start of each significant scope of work, including lessons learned, customer behavior
and supplier performance, to ensure all relevant information is identified and incorporated into the new work scope and plans
• We seek input from key people before they leave project execution teams to understand what worked well and where improvements can be made for future projects/contracts; we include performance against agreed indicators and supplier performance as part of this review
• Our people share their knowledge through our organization (eg in discipline forums, using discussion boards, company alerts, OneWay™ moments, reports)
12.6 We analyze data to identify and communicate improvement opportunities
• To ensure the integrity of the assessment process, we regularly review assessment findings to ensure they are consistent with other assessments, approved assessment controls and recognized external standards
• We regularly review the findings of multiple assessments, health checks and other assurance activities to determine performance trends. This includes findings from:
• inspections
• assessments
• peer reviews
• lessons learned
• customer satisfaction surveys
• supplier performance data
• company health checks
• incident and near miss records
• behavioral observation programs
• environmental monitoring
• We communicate findings and trends of data analysis to management to assist in planning and decision-making