OneWay(TM) Handbook

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Personal CommitmentAchieving zero harm starts with a personal commitment from everyone in WorleyParsons to embrace the expectations contained in this handbook both at work and at home. Link to the OneWay™ Commitment Template on the OneWay™ SharePoint site, add your own personal message and photo of your family and friends, print it and attach it to the inside of this handbook or pin it up on your wall.

Link to Personal OneWay™ Commitment:

>>> http://oneway.worleyparsons.com/Lists/Resources/AllItems.aspx

CMS-199 (020906) MSP-0017 Rev 4 (August 2013)

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Each of us must understand how OneWay™ applies to our roles and be fully committed to zero harm outcomes.

OneWay™ is WorleyParsons’ enterprise-wide integrity management framework. It consists of simple expectations that align our entire business on a path toward zero harm. It applies to every single person that works for WorleyParsons, regardless of location or role.

OneWay™ is not a process. It is a frame of reference that we use in every location, on every project and in our day to day work, to systematically assess where our performance meets acceptable standards and where we need to improve. OneWay™ is supported by a comprehensive set of processes, systems, policies and standards that describe in detail what needs to be done.

Each of us must understand how OneWay™ applies to our roles and be fully committed to zero harm outcomes. Join me in leading our company by positively contributing to this journey of improvement.

For WorleyParsons to be successful, we must collaborate to deliver predictable, consistent outcomes across our entire business. That starts with zero harm to people and assets, and zero environmental incidents. OneWay™ is our means of achieving this.

Andrew Wood CEO WorleyParsons

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ContentsVision of Zero Harm 5OneWay™ Scope and Intent 6OneWay™ Framework 7Meeting the expectations 8The Elements of OneWay™ 10

1. LEADERSHIP AND GOVERNANCE 12

2. RISK MANAGEMENT 14

3. CARING FOR OUR PEOPLE AND THE ENVIRONMENT 15

4. SELECTION AND COMPETENCY 16

5. WORKING WITH OUR CUSTOMERS 18

6. ENGINEERING 20

7. WORKING WITH THE SUPPLY CHAIN 22

8. FIELD ACTIVITIES 24

9. MANAGEMENT OF CHANGE 26

10. CRITICAL INCIDENT AVOIDANCE, RESPONSE AND RECOVERY 28

11. INCIDENT AND BEHAVIOR ANALYSIS 29

12. ASSESSMENT AND IMPROVEMENT 30

Glossary 32Resources and Information 35

NOW

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• Leadership• Communication• Management of risks• Care for people and the

environment• Personal commitment and

desired behaviors• Learning, development and

competence• Alignment with our customers• Safe engineering practices

• Goods and services that meet standards

• Safe construction, maintenance and operating practices

• Management of changes• Management of security and

critical incidents• Incident investigation and

behavior analysis• Assessment and improvement

Vision of Zero HarmVision: Zero harm to people and assets Zero environmental incidents

Progressing this vision needs action

Supported by people applying our systems, processes and policies

• We keep our people safe and healthy at work

• We avoid environmental incidents and minimize the impact on the community

• We design, construct and operate safely

• We protect physical and other assets from damage

• We are alert for potential problems

• We respond quickly and effectively to issues

• We learn from our experience to help prevent recurrence of issues

• We act in a socially responsible manner

To deliver superior business outcomes

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OneWay™ Scope and IntentOneWay™ is an enterprise-wide integrity management framework which establishes corporate expectations for zero harm to our business. 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.

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OneWay™ Framework

Scope and Intent

The breadth and coverage of OneWay™ Elements

Elements

The twelve business areas within which specific activities need to take place in order to attain the vision of zero harm

...for each Element:

Intent

High level objectives or outcomes for the business area

Expectations

Specific behaviors, actions and/or outcomes required to meet the intent

Clarifications

Further explanation of specific behaviors actions and/or deliverables needed to meet the expectations

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Meeting the expectationsThe 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.

Our Integrity Framework provides assurance that we are delivering high quality outcomes across all areas of our business. It starts with understanding the expectations of our customers and extends through all our delivery streams to the final handover of our work. Every person plays a part by being actively involved in our drive to achieve zero harm.

Marian McLean Director Delivery Integrity

<<<

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By taking a holistic approach to driving zero harm outcomes we not only deliver zero harm, we deliver consistently across each function.

David Steele Managing Director Delivery <<<

Stuart Bradie Managing Director Operations <<<

We work collaboratively with customers to understand their expectations. We constantly strive to meet or exceed them.

We use OneWay™ to identify our operational strengths and weakness which helps us improve our performance.

A highly capable team sharing our values and beliefs, who

demonstrate commitment to zero harm is what sets us

apart from our competitors.

We constantly strive to provide value to our customers and in doing so we often utilize their proven work processes and

systems. OneWay™ allows us to provide our services through the Improve business

while acknowledging each customer’s unique requirements.

Iain Ross Managing Director Development >>>

Barry Bloch Managing Director

People >>>

Randy Karren Group Managing Director

Improve >>>

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1 LEAdERShIP And GOvERnAnCEWe 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.

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

3 CARInG FOR OuR PEOPLE And ThE EnvIROnMEnT

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.

4 SELECTIOn And COMPETEnCyWe select and recognize people who demonstrate competence and a deep commitment to our vision of zero harm.

5 WORkInG WITh OuR CuSTOMERSWe 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.

6 EnGInEERInGEngineering develops solutions that meet our company’s requirements and are compliant with our customers’ needs. Design and planning minimizes risk in later phases.

7 WORkInG WITh ThE SuPPLy ChAIn

Goods and services provided to us or our customers meet required standards and reflect our corporate social responsibilities.

8 FIELd ACTIvITIES 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.

9 MAnAGEMEnT OF ChAnGE 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.

10 CRITICAL InCIdEnT AvOIdAnCE, RESPOnSE And RECOvERy

We prepare for and manage critical incidents.

11 InCIdEnT And BEhAvIOR AnALySIS

We report and investigate hazards, at-risk behaviors, incidents and near misses to identify causes. We take steps to prevent their recurrence.

12 ASSESSMEnT And IMPROvEMEnT

We assess our performance and take action to continuously improve.

The Elements of OneWay™

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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 OneWay™

• The OneWay™ Steering Committee reviews organizational performance in meeting OneWay™ expectations and stewards action to address gaps

• The Chief Executive Officer’s Committee 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 management

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, endorwsed

• 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. LEAdERShIP And GOvERnAnCE

IntentWe 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

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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 creates 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-to-day 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 the enterprise management system (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 all current legislation, codes and

standards applicable to our organization and ensure they are properly communicated to all our stakeholders

• We have measures in place to ensure these obligations are properly met

• Where necessary, the hierarchy of requirements is defined

1.11 Our partners also meet our standards• We assess the potential risk of entering into

a contractual relationship with a partner and carrying out work to standards or following processes other than our own

• We agree acceptable integrity management practice with our partners; if we are unable to reach agreement, we consider the appropriateness of the relationship

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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

2. RISk MAnAGEMEnT

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


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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

issues

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

3. CARInG FOR OuR PEOPLE And ThE EnvIROnMEnT

IntentOur 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.


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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 employment

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 of a commitment to achieving zero harm

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. SELECTIOn And COMPETEnCy

IntentWe select and recognize people who demonstrate competence and a deep commitment to our vision of zero harm.


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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 all 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)

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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 documentation, such as the contract

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:

5. WORkInG WITh OuR CuSTOMERS

IntentWe 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.


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• 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 possible

• 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

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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 flow-on 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 or 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. EnGInEERInG

IntentEngineering develops solutions that meet our company’s requirements and are compliant with our customers’ needs. Design and planning minimizes risk in later phases.


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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

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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 in:• 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

7. WORkInG WITh ThE SuPPLy ChAIn

IntentGoods and services provided to us or our customers meet required standards and reflect our corporate social responsibilities.


• 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

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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 (eg.in 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,

8. FIELd ACTIvITIES

IntentWe 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.


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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, non-conformance 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

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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 re-organization 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. MAnAGEMEnT OF ChAnGE

IntentWe manage change in our organization, throughout projects and complete asset lifecycles. Effective change management principles are used to identify, assess, approve and implement changes.


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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

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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

10. CRITICAL InCIdEnT AvOIdAnCE, RESPOnSE And RECOvERy

IntentWe prepare for and manage critical incidents.


• 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

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11. InCIdEnT And BEhAvIOR AnALySIS

IntentWe report and investigate hazards, at-risk behaviors, incidents and near misses to identify causes. We take steps to prevent their recurrence.

Expectations and Clarifications11.1 We report and investigate hazards, at-risk behaviors, incidents and near misses• We clearly define and implement requirements

for identifying, reporting, classifying, investigating and recording incidents and near-misses: • we take actions to prevent recurrence• this includes situations where there are

multiple reporting requirements• We proactively address hazards and 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 hazard, 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 misses based 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, hazards 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

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12. ASSESSMEnT And IMPROvEMEnT

IntentWe assess our performance and take action to continuously improve.

Expectations and Clarifications12.1 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 on-going 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 learning • 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)

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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

12.7 We take preventive and corrective actions• We use risk management processes to identify,

evaluate and mitigate potential risks through preventive action

• We take corrective action against existing systemic risks identified (eg through incidents investigations, assessments, management reviews) to prevent recurrence

• We include customer, partner and regulatory requirements and inputs in our identification of potential and existing sources of harm

• Preventive and corrective actions are based on root causes; we allocate actions to appropriate people for completion within a defined timeframe

• We undertake formal root cause analysis for higher risk issues

• We manage preventive and corrective actions to completion and independently verify their effectiveness prior to closure

• We clearly communicate the progress and closure of preventive and corrective actions with the company’s wider assurance community

12.8 Our business’ performance is subject to management review• We establish the effectiveness of the

management system, as well as opportunities for its continuous improvement, through management review; this includes ensuring our locations:• consistently meet OneWay™ expectations • undertake project, location and functional

reviews • review the effectiveness of their assessment

and other assurance processes• collate and prioritize output for management

action and consideration during the business planning cycle

• Projects with their own management systems that do not exclusively follow EMS processes conduct their own management review by applying the principles outlined above

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GlossaryBridging documentation

Output of a gap analysis or assessment identifying differences between OneWay™ expectations and integrity requirements of other entities that we deal with (especially customers and contractors).

Company Any WorleyParsons entity, including joint ventures and other partnerships over which WorleyParsons has control. Sometimes referred to as our organization.

Completions Management System

A software system to track the status of completion of plant and equipment through construction verification, pre-commissioning, commissioning and into operations.

Contractor A supplier who primarily provides services (people) even if some goods and/or materials are provided for their use.

Controlled Process/document

A process or document that is traceable and has been subject to formal document control, including signatories, revision numbers and dates of approval.

Corrective Action

Action taken to eliminate the cause of a detected nonconformity or other undesirable situation.

Core Expectations

Expectations specific to a person’s role. They may include OneWay™ expectations and expectations from other functions not relating to zero harm.

Critical device A physical protection instrument or device installed on a piece of plant or equipment that is designed to detect and/or relieve abnormal process conditions and thereby prevent catastrophic failure of the plant or equipment that it protects.

Critical Incident All manner of crisis, emergency, protective security (personnel, physical and information) and business disruption (business continuity, disaster and data recovery) events

Criticality Rating

An assessment used to determine the quality process requirements for project equipment and materials. The assessment is based on the intended use in the plant, financial consequences, safety factors, design factors and manufacturing complexity.

Customer The person or party requesting work to be completed, whether internal or external to the company.

development Plan

An individual plan to bridge gaps in the person’s skills and experience and/or prepare them for future positions, agreed between the individual and their manager as part of the ongoing performance review process.

Environmental Aspect

Any element of an organization’s activities, products or services that can interact with the environment.

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Environmental Impact

Any change to the environment, whether adverse or beneficial, wholly or partially resulting from an organization’s activities, products or services.

Field Activities Any work that is associated with a construction, commissioning, operating or decommissioning/demolition environment irrespective of whether the work takes place in such an environment or in an office; eg erecting partitions or maintaining light fittings in an office are Field Activities and the requirements pertaining to them are the same as if they were taking place at a construction site. Field activities also include strategy and planning specifically related to the above.

hierarchy of Application

A list of requirements that are applied in order of which takes precedence.

hSE Health, safety and environment(al).

Improve Provision of services for a portfolio of work for a customer under a single contract. Improve contracts tend to be longer term than individual/stand-alone projects. Improve contracts are covered by the term “project” in this document.

Integrity/Integrity Management

Consistent delivery in accordance with agreed minimum standards, including technical, quality, sustainability, corporate responsibility health, safety and environmental.

Integrity Management Measures

Key performance indicators or metrics to measure the performance standards required against technical, quality, sustainability, corporate responsibility and/or health, safety and environment.

Integrity Management Requirements

Necessary levels of performance or delivery across technical, quality, sustainability, corporate responsibility health, safety and environmental areas. These are defined in standards and/or other documents.

Integrity Programs

All manner of work to promote integrity and/or its improvement in the organization.

Leadership/Leader

Anyone who, through either their position within their organization or through personal qualities irrespective of their position, has the ability to influence groups of others through their attitudes and behaviors.

Location A geographically distinct part of our company’s operations that is accountable for its own profit and loss. Locations may include more than one office, business entity and/or country.

Major Project A Major Project is one with reimbursable engineering services of >USD30Million, reimbursable other services of >USD10Million and/or lump sum >USD10Million.

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Management/Manager

Position(s) that makes decisions relating to goals, strategic plans and the direction of their part of the business.

Organization Any WorleyParsons entity, including joint ventures and other partnerships over which WorleyParsons has control. Sometimes referred to as the company.

People Anyone engaged in work on behalf of WorleyParsons. This includes direct employees as well as those who are employed by organizations with specified/contractual obligations to WorleyParsons.

Position description

A description that fully articulates the details of a particular role, including the specific set of its responsibilities; as opposed to a job description which is generic consisting of high level accountabilities.

Preventive Action

Action taken to eliminate the cause of a potential nonconformity or other potentially undesirable situation.

Process All approved and endorsed company policies, directives, standards and procedures as well as their supporting guidelines, forms and templates. Corporate level processes are found in EMS. Project level processes comply with minimum requirements defined in EMS but may be held in stand-alone project documentation that may be stored on network drives, SharePoint sites and/or Customer/JV partner systems.

Project Refers to all services provided by WorleyParsons including Improve contracts, consulting practices, construction management or other services.

Role The function assumed or part played by a person in a particular situation. A person could have more than one role.

Root Cause Analysis

Technique of performing investigations to identify the systemic causes that ultimately led to a failure. Formal root cause analysis requires the application of an approved root cause analysis tool.

Stakeholder Any party with an interest in the outcome of an activity.

Steward Oversee and provide governance.

Strategy A long term plan for success. It may include high level objectives and targets.

Supplier A provider of goods, materials and/or services.

Team A group that works together to achieve a common goal.

Workshare Method of delivering work by the organization using multiple offices.

Zero harm Our philosophy and aspirational goal for us to strive towards. It is summarized in the vision statement “zero harm to people and assets; zero environmental incidents”.

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Resources and Information OneWay™ resources include: Documents describing OneWay™ and its application:

• OneWay™ Handbook• OneWay™ Implementation Guide

Training materials:

• On-line – Overview and 12 Elements• Leadership Engagement• Employee Engagement• Location Element Owner

OneWay™ Video

OneWay™ Moment Library

OneWay™ Element Owners at local and global and levels

These resources and many others are available on the OneWay™ SharePoint site, accessed via the OneWay™ link on NOW.

Customers, suppliers and contractors: Customers, suppliers and contractors should contact their WorleyParsons’ representatives for more information or visit the WorleyParsons’ website at www.worleyparsons.com

The Elements of OneWay™Selection and Competency

Critical Incident Avoidance,

Response and Recovery

Leadership and Governance

Working with the Supply Chain

Risk Management

Field Activities

Caring for our People

and the Environment

Management of Change

Working with our Customers

Incident and Behavior

Analysis

Engineering

Assessment and Improvement