contractor operational

excellence management:
enterprise OE process
Chevron Technical Center HSE
November 2021

Version Date Approver

1.0 Pending Pending
 © 2021 Chevron. All rights reserved.
Company confidential information for internal use only. Uncontrolled when printed.
This document contains Chevron’s confidential and proprietary information. Any use of this document
without express, prior, written permission from Chevron and/or its affiliates is prohibited.
 Contractor Operational Management: Enterprise OE Process
Chevron Technical Center HSE, November 2021

Contents
1 Process overview ................................................................................................................ 1
1.1 Purpose and objectives.............................................................................................. 1
1.2 Scope ........................................................................................................................ 1
1.3 OE expectations met.................................................................................................. 1
1.4 Requirements ............................................................................................................ 2
1.4.1 Consequence Assessment ............................................................................. 2
1.4.2 COEM Capability Assessment........................................................................ 3
1.4.3 Pre-work execution......................................................................................... 5
1.4.4 Work in Progress (WIP) .................................................................................. 8
1.5 Linkages to other documents ..................................................................................... 9
1.5.1 Internal documents ......................................................................................... 9
1.5.2 External documents........................................................................................ 9
2 Procedures ......................................................................................................................... 9
3 Roles and responsibilities.................................................................................................... 9
4 Measurement and verification ............................................................................................10
4.1 Measurement ............................................................................................................10
4.2 Verification of process effectiveness .........................................................................10
5 Continual improvement ......................................................................................................10
Appendix A: Roles, responsibilities and competencies ........................................................... 11

Tables
Table 1: Contract modes ............................................................................................................ 2
Table 2: Level of COEM Capability Assessment ........................................................................ 4
Table 3: COEM capability designation ....................................................................................... 4
Table 4: Methodology for assessing contractor OE OE/HSE performance during WIP............... 7

Figures
Figure 1: COEM minimum requirements .................................................................................... 2

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1 Process overview
1.1 Purpose and objectives
The purpose of the Contractor Operational Excellence Management (COEM) process
is to ensure operational excellence (OE)/health, safety and environment (HSE) risks
are managed effectively during contract execution.
Objectives of the COEM process include:
• Establishing a consistent workflow to systematically manage contractors
conducting work activities on behalf of Chevron
• Defining a risk-based approach for managing contracted work, including the
identification of hazards, potential consequences and effective safeguards
• Enabling Procurement/Supply Chain Management (P/SCM) contracting processes

1.2 Scope
The COEM process applies to work performed by Chevron, contractors and
subcontractors. This includes work performed at locations within the scope of the OE
Data Reporting standard as implemented locally. The target audience for the COEM
process is Chevron personnel responsible for the contractor selection process and for
managing third-party contractors or fabrication service providers.
Subcontractors are considered part of the contractor workforce. Therefore, the COEM
process applies to subcontractors, including lower-tier subcontractors performing work
for Chevron. It is understood through contractual language that it is the responsibility
of primary contractors to ensure their subcontractors meet Chevron’s OE
expectations, including the COEM process requirements.
The COEM process does not directly address facility design/engineering contractors
that may have a direct or indirect impact on Process Safety Management (e.g.,
designing instrument protective systems) that could result in process safety events.
Existing Facilities Design and Solutions processes and associated subject matter
experts (SMEs) must be used to assess and manage such contractors.

1.3 OE expectations met

The COEM process is intended to meet the applicable expectations listed under the
OEMS Common Expectations.

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1.4 Requirements
The following subsections provide minimum requirements for COEM and context to
clarify the intent of those requirements. The sequence of the information in this section
follows the COEM process workflow, which is in four distinct phases:

2.
3. 4.
1. Consequence COEM
Pre-work Work-in-
assessment capability
execution progress
assessment

Figure 1: COEM minimum requirements

1.4.1 Consequence Assessment

The purpose of the Consequence Assessment phase is to properly identify potential
consequences based on the scope of work in the context of where the work will be
performed (e.g., location, regulatory environment, simultaneous operations, contract
schedule, availability of resources).
Understanding scope and identifying potential consequences: To identify
potential consequences, the right people need to be involved in the assessment.
Requirement 1. The COEM advisor shall ensure an assessment of the contract work
scope, including the context in which the work will be performed, to determine whether
a credible high-consequence OE outcome exists if safeguards are not in place and
effective. This shall be done with support of the COEM business owner, other SME
resources as needed (e.g., risk management, rigging and lifting) and other
stakeholders associated with scope execution (e.g., operations, wells, construction).
Determining contract mode: Contract mode refers to the combination of where the
work will be performed and the OE/HSE management system that will have primacy
during work execution. In alignment with the International Association of Oil & Gas
Producers (IOGP), contract modes are defined in Table 1.
Requirement 2. The COEM business owner, with support from the COEM advisor,
shall ensure the identification of the applicable contract mode for the contracted work,
communicate the contract mode to P/SCM and record it in a system of record.

Table 1: Contract modes

Mode Description
Mode 1 Work performed primarily under Chevron’s OE/HSE management system within Chevron
reporting boundaries
Mode 2 Work performed primarily under the contractor’s OE/HSE management system within
Chevron reporting boundaries (note: a bridging document is typically required) (e.g., Wells,
greenfield MCP)
Mode 3 Work performed primarily under the contractor’s OE/HSE management system outside of
Chevron reporting boundaries (note: a bridging document is typically not required) (e.g.,
fabrication shops)

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1.4.2 COEM Capability Assessment

The purpose of the COEM Capability Assessment phase is to meet P/SCM’s due
diligence requirements and determine a contractor’s OE/HSE capability.
Determining the need for a COEM Capability Assessment: Not all
contractors/service providers require a COEM Capability Assessment. Contracted
work that meets one or more of the criteria in Requirement 3 is in scope for COEM.
Contracted work that does not meet one or more of the criteria listed in Requirement 3
is out of scope for COEM (i.e., the COEM workflow stops). Business units may choose
to implement selected elements of the COEM process for contracted work activities
that are determined to be out of COEM scope.
Requirement 3. The COEM advisor shall ensure the assessment of a contractor’s
OE/HSE capability and apply the COEM process when any of the following conditions
exist:
1. Results of the Consequence Assessment (Requirement 1) indicate there is a
credible high-consequence outcome if safeguards are not in place and effective
(only applicable to contract modes 1 and 2).
2. Local regulatory requirements mandate an OE/HSE-related assessment.
3. Description of trigger(s) for a contractor COEM Capability Assessment as
established for marine-related activities as set forth by the Chevron Marine
Corporate OE Standard.
4. All aviation contractor(s) are required to be audited per the Global Aviation Safety
Process (GASP). The aviation audit conclusion statement will state that the
operator is “qualified,” “qualified with conditions,” or “not qualified.” The conclusion
statement will be shared with the local COEM advisor. Under no circumstances will
an aviation contractor be selected for use if determined to be not qualified. All
other OE/HSE capability requirements reside with the local HSE function.
Determining rigor for COEM Capability Assessment: A fit-for-purpose assessment
is needed to determine if a contractor is capable to execute a defined scope of work.
Requirement 4. The COEM advisor ensures coordination with P/SCM to determine
the level of verification rigor required for the COEM Capability Assessment based on
the contractor’s experience with Chevron in alignment with Table 2.

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Table 2: Level of COEM Capability Assessment

Experience Definition COEM Capability COEM Capability Assessment

type Assessment type verification
New to Contractor has not Full COEM Capability The full COEM Capability
Chevron been under an active Assessment Assessment questionnaire will be
contract for any questionnaire verified in accordance with the
Chevron business unit business unit’s consequence
within the last two potential-based assessment
years process. The business unit’s
verification process must be
documented.
Enterprise Contractor has had a Simplified COEM Review the completed full
incumbent full COEM Capability Capability Assessment questionnaire from the other
Assessment completed questionnaire business unit(s) to determine
and has had an active what (if any) additional
contract for a Chevron information is needed.
business unit within the The simplified COEM Capability
last two years Assessment questionnaire will be
verified in accordance with the
business unit’s consequence
potential-based assessment
process. The business unit’s
verification process must be
documented.

Designating contractor OE/HSE capability: The OE/HSE capability designation is

used to communicate required preparation and contractor readiness before the
execution of work.
Requirement 5. The COEM advisor shall ensure designation and documentation of
the contractor’s OE/HSE capability based on the COEM Capability Assessment
results in alignment with Table 3. The documented OE/HSE capability designation
remains in place until performance data has been collected to establish the Work-in-
Progress (WIP) rating.

Table 3: COEM capability designation

Designation Description Special requirements for contractor to start Score1

COEM qualified No restrictions None ≥80
COEM qualified Contractor has The COEM business owner shall: ≥50 and
with conditions capability gaps; • Identify improvement actions that must be <80
some gaps may closed prior to start of work (if any)
need to be closed
prior to starting • Work with the P/SCM representative to
work onsite incorporate these improvement actions into
the contract and define “who provides/who
pays” relating to action items
• Verify OE/HSE gap closure for action items
designated as needing to be closed prior to
the start of work

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Designation Description Special requirements for contractor to start Score1

Not COEM Contractor has The COEM business owner shall: <50
qualified significant gaps in • Obtain and document an executive exception2
OE/HSE to use the contractor
performance and
there is elevated • Identify improvement actions that must be
OE/HSE risk to closed prior to start of work
Chevron • Work with P/SCM representative to
associated with incorporate identified improvement actions
awarding work to into the contract and define “who
the contractor provides/who pays” relating to action items
Notes: 1 Score thresholds for each OE/HSE capability designation in this table are applied when a full
COEM Capability Assessment questionnaire is completed. When the COEM Capability Assessment for a
contractor designated as enterprise incumbent is leveraged from another business unit, the COEM
Capability Assessment score from the incumbent business unit may be used in the new business unit.
2 A documented executive exception shall be from no lower than one level below the highest-ranking

person in the business unit.

1.4.3 Pre-work execution

The purpose of the post-contract award activities is to facilitate a successful
partnership between Chevron and the contractor. Collectively, these activities are
intended to:
• Understand risks and identify effective safeguards for the contracted work
• Document required OE/HSE and management system bridging agreements
• Define assurance/engagement activities agreed between Chevron and contractor
• Confirm that hazards, safeguards and metrics are understood by Chevron and
contractor personnel
Assessing contract-specific risk: A risk assessment is conducted to understand the
risk associated with the scope of work and considering the contractor’s capability to
apply effective safeguards.
Requirement 6. The COEM advisor, in coordination with the COEM business owner,
shall ensure a contract-specific risk assessment is conducted based on the scope of
work, the context in which the work is to be performed and the contractor’s capability
to identify and deploy effective safeguards. Results of the contract-specific risk
assessment shall be used to inform the COEM plan.
Developing a Contractor OE Management Plan: The level of engagement, as well
as the type/frequency of safeguard assurance activities captured in the contract-
specific COEM plan, should be based on the assessed risk (e.g., a more robust plan
may be appropriate when the risk level is determined to be high, while less frequent
engagement/assurance may be appropriate for lower risk levels).
Requirement 7. The COEM business owner shall partner with the contractor
management representative (CMR), involve relevant SMEs and the COEM advisor to
develop and periodically update a contract specific COEM plan. The plan shall
document the following in a system of record:
1. Improvement actions needed to address contractor OE/HSE capability and/or
performance opportunities, both pre-work and on an ongoing basis.

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2. Required Chevron and contractor safeguard assurance activities (e.g., Start Work
Checks, Verification and Validation, Essentials Checklists). Safeguard assurance
activities may also relate to other OE/HSE processes (e.g., Occupational Hygiene,
Environmental, Motor Vehicle Safety). Contractor assurance activities with respect
to subcontractors are in scope for the COEM plan.
3. Engagement activities and frequency/schedule appropriate for the risk, ongoing
contractor performance and as required by the business unit.
Developing an OE/HSE bridging agreement: A documented OE/HSE bridging
agreement is required when Chevron agrees to primarily use the contractor’s OE/HSE
management system for work performed within Chevron reporting boundaries (i.e.,
work conducted in contract mode 2). Use of a bridging agreement for work in contract
mode 3 is optional based on contract-specific conditions.
Requirement 8. The COEM advisor will ensure coordination with the contractor and
other necessary SMEs to develop a documented bridging agreement when Chevron
agrees to primarily use the contractor’s OE/HSE management system.
Requirement 9. The COEM business owner shall ensure coordination with the
P/SCM representative to incorporate the bridging document into the contract or
service order as a legally enforceable agreement between Chevron and the contractor
prior to the start of work.
Conducting post-award meetings: Post-award meetings are intended to ensure
Chevron and contractor personnel understand the contract and contractor personnel
are familiar with site specific expectations.
Requirement 10. The COEM business owner with support from the COEM advisor
shall ensure a post-award meeting is conducted and documented to familiarize the
contractor with the location, facility and personnel, and to ensure mutual
understanding of hazards, applicable OE requirements and OE performance
expectations.
Managing contractor short-service employees (SSEs): Contractors are expected
to use a program to manage SSEs.
Requirement 11. The COEM advisor shall ensure that contractors have a program in
place to manage workers that have less than three months of full-time work
experience in the industry or less than three months in the same trade/craft (i.e.,
SSEs). The COEM advisor shall ensure the contractor’s SSE program requirements
are assessed against business unit-established requirements.
Incorporating contractor performance measures: Contractor performance
measures are intended to reflect the contractor’s OE/HSE capability while work is in
progress.
Requirement 12. The business unit shall establish measures to evaluate contractor
performance. The business unit measures shall include the elements below with the
details as described in Table 4:
1. Business unit actual serious injury and fatality (SIF) count
2. Assurance activities: The COEM advisor will partner within the business unit to
define appropriate scope-based and risk-based assurance activities
3. Follow-up on improvement opportunities: This metric represents whether
improvement action items (if any) are completed correctly in a timely manner

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4. Business unit-specific items (optional): This can include one or more business unit-
specified items
The COEM business owner ensures the minimum business unit measures are
incorporated into the COEM plan.

Table 4: Methodology for assessing contractor OE OE/HSE performance during WIP

WIP status report

Category Weight Calculation Score Interval Source
range
Business 5–15% Count Pass (5–15) Rolling, IIR, SIF dashboard
unit actual Fail (0) annual (contractor specific)
SIF
Business 40– Percentage Business unit-defined Business Business unit-
unit- 75% of target targets for each unit- defined (contractor
determined rate contributing assurance defined specific)
assurance (varying activity
activities weight)
Contractor 15– Count • Acceptable (100% Live IIR, contractor
follow-up on 25% completed and on engagements,
improvement time) = full points qualification action
opportunities • Needs improvement improvement items,
(any open action safeguard
items <30 days past assurance
due) = half points (contractor specific)

• Unacceptable (any
open action items
>30 days past due) =
zero points
Business 0–40% Business Business unit-defined Business Business unit-
unit-specific unit defined unit- defined (contractor
items defined specific)
Note: Business units select weighting for each category within the ranges provided. Selected weighting
will be applied equally to all BU contractors and contractor status will be designated as follows: COEM
qualified WIP, 80–100%; COEM qualified with conditions WIP, 60–79%; not COEM qualified WIP, <60%.

Confirming contractor readiness: The intent of the readiness check is to confirm the
contractor is ready to start work and that the contractor and Chevron are partnering to
identify and mitigate hazards with effective safeguards.
Requirement 13. The COEM business owner shall ensure confirmation of the
contractor’s readiness prior to the commencement of site activities. At a minimum, the
evaluation to confirm contractor readiness includes the following:
1. Contractor personnel are trained and qualified as defined by the contract
2. Contractor personnel have completed general and site-specific orientations
3. Contractor equipment is appropriate for the scope of work
4. Determination of if the contracted scope of work has changed and if the associated
hazard assessment(s) need to be reevaluated (if hazards have changed, the type
and frequency of assurance activities will be adjusted as necessary)

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5. If a bridging agreement is required, all gaps are closed and the bridging agreement
is understood by personnel executing the work
6. For contractors that have been designated as ‘qualified with conditions’ or ‘not
COEM qualified’ with respect to the COEM Capability Assessment, improvement
actions due before start of work have been completed and verified

1.4.4 Work-in-Progress (WIP)

The WIP phase supports the Monitor Contract phase in Chevron’s P/SCM Post-Award
Contract Management process.
Managing ongoing contractor OE/HSE performance: Ensure safeguards are
effectively applied and work is completed without any serious injuries or fatalities, or
any other high-consequence potential outcomes.
Requirement 14. During the phase, the COEM business owner shall ensure:
1. Completion of identified improvement opportunities by the required due date,
assignment of new improvement actions (if necessary) and document in a system
of record.
2. Completion of assurance activities as identified in the COEM plan and document in
a system of record. Assurance activities may be adjusted based on assurance
results.
3. Execution of planned engagement/partnership activities with the contractor
(document in a system of record and adjust schedules as appropriate).
4. Monitoring of performance to ensure that hazards relating to the scope of work are
periodically checked for potential changes. If the scope of work and/or associated
hazards have changed or contractor performance lags, engage the right SMEs,
reassess the safeguards and consider adjusting the type and frequency of
assurance activities as necessary and the documented COEM plan is updated to
reflect any changes.
5. Monitoring of contractor’s actual SIFs and other high-consequence contractor
incidents, business unit-identified metrics, completion of improvement, assurance
and engagement actions and/or activities.
6. Updates are shared with the COEM advisor and/or P/SCM regarding changes in
contractor work status or contract mode.
7. If applicable, update of bridging documents to manage change in scope of work or
contract mode.
Requirement 15. The COEM business owner shall ensure a fit-for-purpose COEM
Capability Assessment is performed in partnership with the COEM advisor and where
applicable P/SCM if any of the following conditions are met during WIP:
1. In the event of a fatality, serious injury or illness or other high-consequence
incident (e.g., process safety or environmental) involving a contractor, the OE/HSE
capability relevant to the incident shall be reassessed (as applicable in alignment
with Incident Investigation and Reporting (II&R) process activities/corrective
actions.
2. For new scopes of work involving activities with a credible high-consequence
outcome, determine whether the existing COEM Capability Assessment applies to

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the new scope of work. If not, assess the contractor’s OE/HSE capability to
perform the new scope of work.
3. If a contractor’s OE/HSE management system has undergone major changes due
to contractor change in ownership, the content and applicability of the
new/modified OE/HSE management system of the new entity shall be assessed.
4. If the contractor will include subcontractors to execute the work where
subcontractor use was previously not applicable.
5. If there is a change in the applicable contract mode.

1.5 Linkages to other documents

1.5.1 Internal documents
The COEM process references the following internal processes and documents:
• Corporate Policy 530 (Operational Excellence)
• OE Management System (OEMS)
• OE Audit and Assurance
• HSE Functional Governance
• Leadership and OE Culture
• Management System Cycle (MSC)
• OE Data Reporting Standard (OEDRS)
• OE Risk Management
• Control of Work (CoW)
• Facility Integrity and Reliability Management (FIRM)
• Pre-Award Contracting Process
• Post Award Contracting Process

1.5.2 External documents

The COEM process uses the following external industry processes and documents:
• IOGP Report No. 423: HSE management – guidelines for working together in a
contract environment, April 2017

2 Procedures
Business units are encouraged to develop internal procedure(s) to enable business
unit implementation of the COEM process requirements.

3 Roles and responsibilities

Refer to Appendix A for a complete list of COEM roles and responsibilities.

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4 Measurement and verification

4.1 Measurement
Business units shall establish, track and review leading and lagging metrics to
determine the effectiveness in meeting the purpose and objectives of the COEM
process.

4.2 Verification of process effectiveness

Business units shall establish and implement verification approaches to assure
conformance with the COEM process. This may be accomplished, for example, by
using the OE assurance plan, OE self-assessment tools, process metrics, peer
assists, benchmarking data and stakeholder inquiries.

5 Continual improvement
Business units shall evaluate the execution effectiveness of the COEM process during
the annual MSC through review of leading and lagging metrics, verification programs
and assurance activities. COEM improvement opportunities shall be directed by
business unit leadership based on the results of the MSC review.
As part of the annual enterprise MSC, the Enterprise Workforce Safety and Health
Focus Area sponsor and advisor shall review performance of the COEM process.

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Appendix A: Roles, responsibilities and competencies

Role Overall Consequence Assessment COEM Capability Assessment Pre-work Work-in-Progress Competencies
BU COEM An active role throughout the various Ensures: Ensures: Ensures: Ensures: • Awareness of the OEMS
advisor(s)1 phases of the COEM workflow: • Completion of the Consequence • Support for the business unit in • Completion of the contract-specific • Monitoring and completion of • Understanding of how the COEM
• Coordinating the business unit’s Assessment determining the need for a COEM risks assessment to identify assurance and engagement process links with other OE and
efforts to meet the enterprise • Support for the COEM business Capability Assessment on a case- effective safeguards activities P/SCM processes
COEM process, including the owner in identifying the contract by-case basis for each • Support of the COEM business • Monitoring of contractor status • General understanding of OE risk
provision of COEM training mode new/reauthorized contract owner to define the required reports and support of the COEM management/assessment and
• Tracking the business unit’s • Support for determining the need Chevron and contractor assurance business owner as appropriate to ability to work with other OE
overall performance with respect for and the required level of activities as part of COEM plan address improvement processes and SMEs
to meeting COEM process assessment rigor for the COEM development opportunities • Understand the intent and scope
requirements (e.g., improvement Capability Assessment • COEM plans have documented • Coordination with the appropriate of the COEM process
actions are completed in a timely • Adequate consulting with P/SCM, improvement actions and SMEs and resources
manner, assurance plan activities • COEM Capability Assessment and
SMEs and the COEM business engagement activities • Reassessment of contractor’s contractor/office field audits or
are being completed) owner to determine if additional • Tracking and completion of OE/HSE capability if any of the equivalent audit experience
• Participating in enterprise due diligence activities are improvement actions required triggers in the process are met
community of practice (COP) to required • Possesses relevant field
before start of work (if any) • Updates to bridging agreement experience
share and leverage best practices • Coordination and execution of the
across the corporation • The development of the contract documents to clarify any changed Desired:
COEM Capability Assessment and specific OE/HSE bridging conditions and/or responsibilities
• Supporting the business unit’s documentation of the document (if required) (if required) • Strong assurance background
MSC activities by informing outcome/results
applicable focus area sponsors of
contractor OE/HSE performance
COEM business Primary point of contact for Ensures: Ensures: Ensures: Ensures: • Awareness of the applicable
owner2 contractors working within Chevron: • Identification of potential work- • Support for the completion of the • Bridging document (if required) is • The contract specific COEM plan OE/HSE regulations, standards,
• Responsible for related consequences by providing COEM Capability Assessment finalized before start of work and is updated operating procedures and policies
engaging/partnering with and SME resources (as needed) to the • Executive exception approval is coordinates with P/SCM to include • Partnership with the CMR to fully • Demonstrate strong
providing overall management of COEM advisor during the fit-for- secured for use of contractors the bridging document in contract execute the contract specific communication skills
the contractor while they are purpose Consequence designated not COEM qualified documentation COEM plan • Demonstrate partnership,
working for Chevron Assessment • OE/HSE expectations are collaboration and teamwork
• Tracking and documentation of the
• Accountable for contractor’s • Identification of contract mode communicated and understood in contractor WIP OE/HSE • Relevant field experience or
compliance with COEM post-award meeting(s) performance capability to ensure identification
requirements and the contract • Partnership with the CMR to of hazards and/or gaps in
specific COEM Plan • Notification to impacted parties if
develop the contract specific there are changes that may trigger contractor’s OE/HSE capability
• Ambassador of Chevron’s OE COEM plan and communicate an updated COEM Capability
culture target OE/HSE metrics with Assessment and/or contract(s) as
contractor appropriate
Contractor • Act a representative for the • N/A • Supplies required information to • Reviews COEM process • Leads their contractor company in • Determined by contracting
Management contracting organization Chevron communication package the alignment and implementation organization
representative • Attend scheduled engagement • Where contractor is designated as • Work with COEM business owner of Chevron requirements and
(CMR) meetings, ensure improvement not COEM Qualified, coordinates to agree on COEM plan and to improvements within their
actions are progressed to actions to close gaps ensure execution from their workforce
completion and support ongoing • Ensures leadership accountability workforce • Attends engagement meetings
safeguard assurance efforts for alignment with Chevron’s • Attends post-award meeting(s) and agrees on action items with
OE/HSE requirements, safeguard COEM business owner
• Ensures improvement actions are
implementation and assurance completed on time • Ensures improvement actions are
activities completed on time
• Supports development of the
bridging document (if required)

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Role Overall Consequence Assessment COEM Capability Assessment Pre-work Work-in-Progress Competencies
Subject matter • Provide support the COEM • Supports the completion of the • Supports completion of the COEM • Supports the contract-specific risk • Supports the COEM business • Technical background in
expert (SME)3 business owner and/or COEM Consequence Assessment Capability Assessments in area of assessment and identify required owner as needed to assess specialized field
advisor in all phases of COEM expertise, identifying gaps to track safeguards contractor capability if new work • Knowledge of the applicable
to closure through the COEM plan • Supports the COEM business scopes are added to an existing OE/HSE regulations, standards,
• If required, reviews findings and owner conducting the post-award contract operating procedures and policies
opportunities identified during the meeting to familiarize the • Provides support and expertise on in field
COEM Capability Assessment contractor(s) with hazards and an ad-hoc basis • Relevant field experience or
activities safeguards in area of expertise capability to ensure identification
• Supports the COEM business of hazards and safeguards in
owner to define appropriate relevant field
assurance activities
Procurement/ • Supply chain follows the P/SCM • Prepares the tender package for • Initiates the COEM Capability • Incorporates the completed • N/A • See P/SCM processes
Supply Chain pre-award and post-award new contracts Assessment by notifying the bridging document (if required)
Management contracting processes to ensure • Provides information necessary to COEM advisor and provides the into the contract or service order
(P/SCM) efficient and effective tender, complete the Consequence required information prior to the start of work as a
representative award and ongoing contractor Assessment • Ensures that any gaps identified legally enforceable agreement
performance management during the COEM Capability • Documents improvement
• Participates in the Consequence
Assessment as needed Assessment are documented and opportunities identified for
communicated to the contractor contractors designated not COEM
qualified or COEM qualified with
conditions that must be addressed
by contractor prior to start of work
Business unit OE • Monitor overall COEM business • N/A • N/A • N/A • Meet at a frequency determined by • N/A
governance board, owner performance and ensure the business unit to review COEM
business unit OE they are competent metrics
leadership team, • Have the appropriate level of • Provide general stewardship for
COEM leadership authority and adequate time to the COEM process
team or similar4 perform their COEM duties
COEM sponsor, • Serve as an advocate of the • N/A • N/A • N/A • Allocate resources toward COEM • Understand the COEM process in
OE focus area process with the OpCo/business stewardship detail
sponsor, common unit • Be accountable for overall • Facilitative leadership skills
expectation • Periodically measure process implementation of COEM
sponsor or effectiveness and efficiency
similar5
1 The term COEM advisor is a role/responsibility, not a position title. Business units may have COEM advisors that have additional responsibilities beyond COEM. Business units are expected to have resources necessary to support the COEM process. The COEM advisor
role may be filled by multiple people (e.g., advisor/co-advisor).
2 The term business owner comes from the P/SCM pre-award and post-award contracting process documents. The term COEM business owner was created to align with P/SCM documentation. COEM business owner responsibilities may be fulfilled by different people
throughout the COEM workflow. Examples of titles that may fill the COEM business owner role include but are not limited to business manager, project manager, construction manager, field engineer, facility engineer, maintenance supervisor and head operator.
3The title subject matter expert (SME) is widely used, but not well defined. COEM business owners and COEM advisors are encouraged to engage SMEs whenever needed. The SME responsibilities identified above are examples, but SMEs may also be needed to
support other aspects of COEM.
4 It is not required for a business unit to have a dedicated COEM leadership team, but business units are free to have a dedicated COEM leadership team if they choose. The responsibilities for this role may be covered by existing general HSE/OE oversight
teams/committees.
5 It is not required for a business unit to have a dedicated COEM sponsor, but business units are free to have a dedicated COEM sponsor if they choose. The responsibilities for this role may be covered by general/focus area/common expectation sponsors, or other
leaders assigned to support COEM stewardship.

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