Element 01 · IOGP 510
Commitment and Accountability
Purpose
To establish, in writing and from leadership, the organisation's commitments, the accountabilities that bind people to those commitments, the cultural expectations that underpin behaviour, and the ownership of decisions and outcomes at every level.
The challenge it forces
"If a department cannot point to anything it owns in this element, it is operating without a clearly stated commitment from leadership — and is therefore vulnerable when the inevitable trade-off conversation happens. Equally, if the documents in this element are full of process language rather than leadership language, the element has been written for the auditor rather than for the workforce."
What lives here
- ·Policies that declare intent rather than prescribe method (Code of Conduct, Engineering Policy, Wells Policy)
- ·Statements of accountability and authority (Delegation of Authority Matrix, Technical Authority Framework principles)
- ·Cultural and behavioural commitments (Values & Behaviours, Speak-Up, Modern Slavery Statement)
- ·Leadership expectations for a domain (Barrier Philosophy, Data Stewardship Principles)
What does not live here
- →The detailed rules that operationalise the commitmentE2 Policies
- →The procedures that execute against the commitmentE7 Procedures
- →The KPIs that prove the commitment is realE9 Monitoring
By department
IOGP 510 source content
IOGP statement
Commitment is essential for the success of the OMS, as is everyone's responsibility for their actions. Everyone should understand their accountability for OMS policies, systems, decisions, and outcomes; it is a basic requirement for those who direct and control activities. Managers support a strong culture, establish strategic objectives, communicate requirements and provide clear direction to guide the organisation in sustaining responsible operations.
IOGP expectations
- 1.The OMS is in place across the organisation, with priorities established, authorities and accountabilities assigned, and resources allocated to meet OMS Expectations.
- 2.Managers commit to ensuring a culture is developed and maintained to enable safe, reliable, responsible operations and continuous improvement.
- 3.The workforce is committed to performing activities in accordance with company policies, standards and objectives, and in compliance with external requirements.
- 4.A code of conduct is in place to establish behavioural, ethical and compliance obligations for employees.
- 5.Accountabilities are clearly defined and aligned with job responsibilities, authority levels and performance objectives.
- 6.Communication and engagement mechanisms are established and sustained.
- 7.Processes are in place to manage documentation to ensure latest versions are approved, identifiable and available.
- 8.There is a commitment to learning from internal and external sources.