Trinity Technical Authorities
Management System Framework Models/IOGP 510/Element 01
Element 01 · IOGP 510

Commitment and Accountability

Purpose

To establish, in writing and from leadership, the organisation's commitments across every function — the accountabilities that bind people to those commitments, the cultural expectations that underpin behaviour, and the ownership of decisions and outcomes at every level, enterprise-wide.

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
Upstream O&G expectations (8)
  • 1.1The OMS is in place across the whole enterprise — every function — with priorities established, authorities and accountabilities assigned, and resources allocated to meet OMS Expectations.
  • 1.2Managers commit to ensuring a culture is developed and maintained to enable safe, reliable, responsible operations and continuous improvement.
  • 1.3The workforce is committed to performing activities in accordance with company policies, standards and objectives, and in compliance with external requirements.
  • 1.4A code of conduct is in place to establish behavioural, ethical and compliance obligations for all employees.
  • 1.5Accountabilities are clearly defined and aligned with job responsibilities, authority levels and performance objectives.
  • 1.6Communication and engagement mechanisms are established and sustained.
  • 1.7Processes are in place to manage documentation to ensure latest versions are approved, identifiable and available.
  • 1.8There is a commitment to learning from internal and external sources.
Upstream O&G adaptation notes

Status:Same as IOGP, applied at full enterprise scope

The company applies this element across the whole organisation — leadership commitment is expected from operations, HSSE, engineering, subsurface, wells, HR, finance, legal and commercial leadership equally.

  • ·Scope of application is enterprise-wide. The company uses the IOGP 510 base content unchanged, but applies it to every department rather than only to operations and HSSE.
Framework comparison — IOGP 510 base · Upstream O&G adaptation
IOGP 510 base expectations
  1. 1.The OMS is in place across the organisation, with priorities established, authorities and accountabilities assigned, and resources allocated to meet OMS Expectations.
  2. 2.Managers commit to ensuring a culture is developed and maintained to enable safe, reliable, responsible operations and continuous improvement.
  3. 3.The workforce is committed to performing activities in accordance with company policies, standards and objectives, and in compliance with external requirements.
  4. 4.A code of conduct is in place to establish behavioural, ethical and compliance obligations for employees.
  5. 5.Accountabilities are clearly defined and aligned with job responsibilities, authority levels and performance objectives.
  6. 6.Communication and engagement mechanisms are established and sustained.
  7. 7.Processes are in place to manage documentation to ensure latest versions are approved, identifiable and available.
  8. 8.There is a commitment to learning from internal and external sources.
Upstream O&G adapted expectations
  1. 1.The OMS is in place across the whole enterprise — every function — with priorities established, authorities and accountabilities assigned, and resources allocated to meet OMS Expectations.
  2. 2.Managers commit to ensuring a culture is developed and maintained to enable safe, reliable, responsible operations and continuous improvement.
  3. 3.The workforce is committed to performing activities in accordance with company policies, standards and objectives, and in compliance with external requirements.
  4. 4.A code of conduct is in place to establish behavioural, ethical and compliance obligations for all employees.
  5. 5.Accountabilities are clearly defined and aligned with job responsibilities, authority levels and performance objectives.
  6. 6.Communication and engagement mechanisms are established and sustained.
  7. 7.Processes are in place to manage documentation to ensure latest versions are approved, identifiable and available.
  8. 8.There is a commitment to learning from internal and external sources.
By department
Engineering
This is where leadership says — in writing and in name — that technical integrity is non-negotiable and the engineering function has the authority to enforce it. Without Element 1, every other element…
7 docs →
Operations & Maintenance
This is where leadership commits to how the asset will be operated and sustained — operating philosophy, integrity ownership and the cultural commitments that hold under production pressure.
5 docs →
HSSE
This is where leadership states its HSSE commitment in its own name — the HSSE policy, the life-saving rules, and the expectation that contractors are held to the same standard as employees.
7 docs →
Commercial
This is where the company commits to what it stands for in the market — ethical sourcing, anti-bribery, ESG and the framework of authority that governs spend.
4 docs →
Finance & Legal
This is where the company commits to financial integrity and legal conduct — code of conduct, anti-bribery, financial integrity, and the corporate governance commitments that bind the board and the ex…
4 docs →
HR / People
This is where HR sets out what the company stands for as a place to work — the cultural commitments, behavioural expectations and ethical baseline that bind every employee, regardless of function.
3 docs →
Business Services
This element holds the governance of the management system itself — its principles, how governing documents are created and withdrawn, and how deviations from it are handled.
4 docs →
Subsurface
This is where the company commits to how it makes decisions about the subsurface — a domain dominated by uncertainty, where governance discipline is the only meaningful protection.
3 docs →
Wells
This is where the company declares how seriously it takes well risk — barrier philosophy, well integrity policy and well control commitment.
2 docs →