Hse Mgt.system

White Nile (5B) Petroleum Operating Company Ltd

Health, Safety & Environment Management System (HSEMS) Manual

CONTENTS Page No. Preliminary Document –New/Amendment Request (DNAR)

i

Document Change History (DCH)

ii

Document distribution

iii

Preface

iv

Abbreviations

v

HSE management documentation structure

vi

Overview Overview - White Nile (5B) Petroleum Operating Company Ltd.

1

Purpose

2

Scope

2

References

2

Definitions

3

HSE Management System HSE Management System Structure Overview

4

1.0

Leadership & Commitment

5

1.1

6

2.0

Policy & Strategic Objectives

8

2.1

HSE Policy

9

2.2

HSE Policy Dissemination

9

2.2.1

9

2.3 3.0

Demonstration of Commitment

HSE Policy Review

Strategic Objectives

9

Organisation, Responsibilities, Resources & Documentation

12

3.1

Organisation Structure

13

3.1.1

13

Responsibilities

3.2

Resources

14

3.3

Competence

14

3.4

Contractor HSE Management

15

3.4.1

Invitation To Bid

15

3.4.2

Evaluation and Contract Award

16

3.4.3

Mobilisation

16

3.4.4

Work Execution

16

3.5

4.0

5.0

6.0

3.4.5

Demobilisation

17

3.4.6

Contract Close Out

17

Communication

17

3.5.1

Internal communication

17

3.5.2

HSE Committees

17

3.6

Legal Requirements

19

3.7

Documentation & Document Control

19

3.7.1

Documentation

19

3.7.2

Document Control

19

HSE Risk Management

20

4.1

HSE Risk Management Objectives & Principles

21

4.2

HSE Risk Management Process

21

4.2.1

HSE Risk Definitions

22

4.2.2

Hazard Identification

23

4.2.3

Assessing the Risks

23

4.2.4

Analysing Control Measures

24

4.2.5

Decision Making

25

4.2.6

Implementing Controls

25

4.2.7

Reviewing Effectiveness of Controls

26

Planning & Procedures

27

5.1

HSE Plans

28

5.2

Procedures & Working Instructions

28

5.3

Management of Change

29

5.4

Emergency Planning

30

5.4.1

Tier 1 Response

30

5.4.2

Tier 2 Response

30

5.4.3

Tier 3 Response

31

5.4.4

Drills

31

Implementation & Monitoring

32

6.1

Performance Monitoring

33

6.1.1

Proactive Indicators

33

6.1.2

Reactive Indicators

33

6.2

Non-compliance & Corrective Action

34

6.3

Incident Investigation & Follow-up

34

7.0

8.0

Audits

35

7.1

Audit Plan

36

7.2

Audit Competency

36

Management Review

37

8.1

38

HSE Management Review

Appendices Appendix 1 Organisation Structure

39

Appendix 2 HSE Roles and Responsibilities

40

Appendix 3 HSE Training Matrix

46

Appendix 4 HSE Committees

50

Appendix 5 HSE Legal Register

55

Appendix 6 Hazard Register Template

56

Appendix 7 HSE Critical Activity Competency Template

57

Appendix 8 Remedial Action Register Template

58

Appendix 9 HSE Procedures Register

59

White Nile (5B) Petroleum Operating Company Ltd.

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Preliminary

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i WNPOC/LI/HSE/001

DOCUMENT - NEW / AMENDMENT REQUEST (DNAR) DNAR No.

WNPOC/DNAR/HSE/01

DNAR Date

24.07.05

Status of Document:

√

New

Revised

Cancellation

Reasons of Changes: New procedure establishment Details of Changes PART WAS Page No

Para/Clause

Description None

CHANGE TO Page No

Para/Clause

Description New document

QA Check

Initial

Date

Prepared by

Reviewed by

Approved by

HSE Manager

Senior Manager, Operations

PRESIDENT

HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

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Preliminary

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ii WNPOC/LI/HSE/001

DOCUMENT CHANGE HISTORY (DCH) Revision No 0

Status of Change (New / Revised / Cancellation)

Effective / Revision Date

Details refer to Document New / Amendment Request (DNAR) Prepared Reviewed Approved by by by

New procedure establishment

24/07/05

HSE Mgr.

HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

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SM Ops.

President

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DISTRIBUTION Copy No

Position Title

1

President

2

Vice President

3

General Manager, Exploration & Development

4

General Manager, Production

5

General Manager, Finance & Planning

6

General Manager, HR & Procurement

7

HSE Manager

8

Manager, Corporate Affairs & CD

9

Senior Manager, Exploration

10

Senior Manager Operation

11

Manager, Technical Services

12

Senior Manager, Petroleum Development

13

Manager, Facilities Development

14

Manager, Production 5A

15

Manager, Production 5B

16

Manager, Production 8

17

Manager, Finance & Accounts

18

Manager, Planning and IT

19

Manager, Human Resource

20

Manager, Contracts, Procurement & Logistics

21

Manager, Legal

22

Manager, security

23 24 25

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iv WNPOC/LI/HSE/001

PREFACE White Nile (5B) Petroleum Operating Company (WNPOC) Ltd. recognises and believes excellent Health, Safety & Environment (HSE) management and performance is essential to achieve work efficiency, productivity, profitability and growth for the organisation and its shareholders in the different production blocks 5A, 5B and 8. It is, therefore, essential that HSE is managed through a structured Health, Safety and Environment Management System (HSEMS) that complements the overall Business Management System of WNPOC. This HSEMS manual is based on the Oil & Gas Producers’ Association (OGPA) guidelines, the Occupational Health and Safety Assessment Series (OHSAS) 18001, the ISO 14001 Environment Management System Standards and best practices from the industry. The HSEMS can, therefore, be accredited to the internationally recognised OHSAS 18001 and ISO 14001. The HSEMS manual describes the structured framework that demonstrates the commitment to proactively manage HSE in all our operations. Many of the features described in this manual are indistinguishable from the sound management practices advocated by the proponents of quality and business excellence. It describes the essential elements required to effectively manage HSE issues so that losses are prevented and gain optimised. The HSEMS manual is structured such that it can be used in any geographical region and be adapted to include particular governmental legislations. Effective HSE management has become a requirement with all major oil and gas operators and with the advent of this HSEMS manual as standard, WNPOC is assuring all stakeholders that there is a structured HSE Management System in place. The requirements set down in this document constitute the minimum expectations for compliance with the WNPOC HSE policy and it is expected that all WNPOC employees and contractors will adhere to them whilst ensuring that all the legal requirements in Sudan and the expectations of the host authorities, such as the Oil Exploration & Production Authority (OEPA), Sudanese Petroleum Corporation and the Ministry of Energy & Mining (MEM), are duly met. To enable this, WNPOC is committed to provide the necessary resources to effectively implement the HSE Management System.

Abu Bakar Mohamed President White Nile (5B) Petroleum Operating Company Ltd.

HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

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ABBREVIATIONS Abbreviation

Description

WNPOC HSEMS HSE OGPA OHSAS 18001 ISO 14001 HAZID HAZAN EIA HRA CHRA

White Nile (5B) Petroleum Operating Company Ltd. Health, Safety & Environment Management System Health, Safety & Environment Oil & Gas Producers’ Association (formerly the E & P Forum) Occupational Health & Safety Assessment System Standard18001 International Standards Organisation Standard on Environment 14001 Hazard Identification Hazard Analysis Environmental Impact Assessment Health Risk Assessment Chemical Health Risk Assessment

KPI

Key Performance Indicator

PRA EPSA JOA

Project Risk Assessment Exploration and Production Sharing Agreements Joint Operators Agreement

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HSE MANAGEMENT SYSTEM DOCUMENTATION STRUCTURE White Nile (5B) Operating Company Ltd. HSE management documentation is structured into 4 levels:

HSEMS Manual

Level 1

HSE Plans, Hazards register, Critical Activities, Procedures

Level 2

Site Work Instructions, Job Safety Analysis

Records – HSE Performance, Corrective Actions, KPIs

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Level 3

Level 4

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Overview

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1 WNPOC/LI/HSE/001

White Nile (5B) Petroleum Operating Company Ltd. The White Nile Petroleum (5B) Operating Company (WNPOC) is appointed by the shareholders under the Joint Operators’ Agreements with the Oil Exploration & Production Administration (OEPA), Sudanese Petroleum Corporation and the Ministry of Energy & Mining (MEM) to be the Operator for Blocks 5A, 8 & 5B. The shareholders in the areas operated by WNPOC are: Block 5A - PETRONAS Carigali (Overseas) Sdn. Bhd., ONGC Videsh Ltd., & SUDAPET Ltd.; Block 5B - PETRONAS Carigali White Nile (5B) Ltd., ONGC Videsh Ltd., SUDAPET Ltd. & Lundin Sudan Block 5B Ltd; and Block 8 - PETRONAS Carigali (Overseas) Sdn.Bhd., SUDAPET Ltd. & Hi Tec Ltd. WNPOC has begun development to start operations to produce crude oil from Block 5A in Sudan. Block 5A is located onshore within the Muglad Basin in Southern Sudan 950 km south of capital Khartoum. The block covers an area of approximately 7.4 million acres. The Thar Jath field that is being developed first is approximately 13.5 km long and at the widest section is 4 km wide. The oil from the wells is sweet and heavy (20oAPI) with a low Gas Oil Ratio (GOR). The oil from Thar Jath is to be pumped through a 24” pipeline to Heiglig where it will be injected into the current crude pipeline that transports crude from GNPOC blocks 1, 2 & 4 concession areas to Port Sudan, 750 km North of Khartoum. Block 5A is in an area that is classified as Savannah Grassland and is under developed with little or no local infrastructure. Currently only Tar Jath is being drilled to produce crude oil that is collected at Oil & Gas Manifolds (OGMs) and piped to the Central Processing Facilities (CPF). The separated crude is then stored in one crude storage tank before it is exported through the 24” pipeline to Heiglig where the crude is stored in one buffer tank (that is normally empty) before being injected into the main pipeline from Heiglig to Port Sudan. The Central Processing Facilities is powered by a heavy fuel power generation system. The power system also provides the required power for the fire fighting system that is used for emergencies as well as for the accommodation facilities that houses the crew operating the field and processing facilities. Health, Safety and Environment have been given the utmost consideration in seismic and exploration activities as well as during the facilities design, construction and operation.

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Purpose The purpose of the WNPOC HSEMS manual is to aid WNPOC in achieving HSE excellence by guiding WNPOC management and staff in the effective management of HSE matters whist conducting all its business activities as a reliable and safe oil & gas operator that takes care of the safety and health of its employees as well as the environment. The HSEMS Manual is the Level 1 document that describes the elements that are necessary to ensure that: • The health, safety and environmental risks in WNPOC’s operations have been systematically identified; • Controls have been developed to proactively manage these risks; • Mitigation measures have been identified to deal with these risks and the consequences should the proactive controls fail or cease to become effective; and • The necessary processes and procedures are in place to proactively manage the risks and for continuous improvement All HSE procedures, legal requirements and industry HSE best practices are referenced to this manual.

Scope The scope of the HSEMS includes all the business and operational activities of WNPOC beginning with seismic acquisition and exploration drilling, extending through the construction of facilities and pipelines, to the operational and production phase. The HSEMS requirements are also applicable to all contractors and suppliers associated with the activities of WNPOC. The HSEMS also covers how HSE is to be managed in non-operational areas such as offices, base camps and warehouse operations.

References • • • •

Occupational Health & Safety Assurance System 18001 (OHSAS 18001) ISO 14001 Environment Management System Oil & Gas Producers’ Association HSEMS guidelines MEM HSE Manual

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Overview

WNPOC/LI/HSE/001

Definitions The following definitions apply to this HSEMS Manual. Definitions relating to Risk Management are included in the Hazard Register.

Definitions Accident

An unplanned event or chain of events that has caused injury, illness and/or damage (loss) to assets, the environment or third parties.

Activity

Work to be carried out as part of a process characterised by a set of specific inputs and tasks that produce a set of outputs to meet customer requirements.

Audit

A systematic and independent assessment of the effectiveness of an WNPOC’s HSE policy, management, organisation, procedures, controls and practices that will give assurance to the stakeholders that HSE risks within the operations and due to the operations’ activities are managed to a level which is ‘As Low As Reasonably Practicable’ (ALARP)

Contractor

An organisation or individual who is employed by WNPOC to provide services to assist in the execution of the projects throughout the duration.

HSE Policy

A public statement of principles that WNPOC has adopted with regards to Health, Safety and Environment issues in its operations

HSE Management System HSE Plan

The arrangements that have been put in place to proactively manage HSE issues in WNPOC operations

Incident

An event or chain of events that has caused or could have caused injury, illness and/or damage (loss) to assets, the environment or third parties. An incident involves the release or near release of a hazard.

Nonconformance

Any deviation from the HSEMS requirements.

Performance Indicators

Comparative, quantitative measures of actual events, against previously specified targets, which provide a qualitative indication of future projected performance based on current achievement

Risk Management

A process that is used to identify, assess, analyse the HSE risks and implement proactive controls to manage the risks as well as implementing recovery measures to contain & mitigate the consequences of resulting from the release of hazards

Activities to be implemented to fulfil the intent of HSE policy and the Strategic Objectives

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MAIN ELEMENTS

1.LEADERSHIP & COMMITMENT

2.POLICY & STRATEGIC OBJECTIVES

3.ORGANISATION, RESPONSIBILITIES RESOURCES & DOCUMENTATION

4.HSE RISK MANAGEMENT

5.PLANNING & PROCEDURES

6.IMPLEMENTATION & MONITORING

7. AUDITS

8. MANAGEMENT REVIEW

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SUB-ELEMENTS 1. Demonstration of Commitment

1. Policy Content 2. Policy Dissemination 3. Strategic Objectives

1. 2. 3. 4. 5. 6. 7.

Structure & Responsibilities Resources Competence Contractors Communication Legal Requirements Documentation & Doc. Control

1.Hazard Identification 2. Assessing the Risks 3. Analyze Risk Controls 4. Decision making 5. Implementation of Controls

1.HSE Plan 2. Procedures & Work Instructions 3. Management of Change 4. Emergency Planning

1.Performance monitoring 2.Non-compliance & Corrective Action 3. Incident Reporting & Follow-up

1.Audit Plan 2. Audit Competency

1. HSE Management Review

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White Nile (5B) Petroleum Operating Company Ltd. Leadership & Commitment

1.LEADERSHIP & COMMITMENT

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1. Demonstration of Commitment

2.POLICY & STRATEGIC OBJECTIVES

3.ORGANISATION, RESPONSIBILITIES RESOURCES & DOCUMENTATION

4.HSE RISK MANAGEMENT

5.PLANNING & PROCEDURES

6.IMPLEMENTATION & MONITORING

7. AUDITS

8. MANAGEMENT REVIEW

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Demonstration of Commitment

WNPOC believes that in order to manage HSE effectively there shall be a positive demonstration of proactive Leadership and Commitment at all levels beginning with the senior management and encompassing the lowest graded employee. WNPOC management and staff demonstrate their Leadership & commitment to positive HSE management as per the matrix below.

Position Senior Management (President, Vice President, GM Exploration & Development, GM Production, GM Finance & Planning, GM HR & Procurement, Manager Legal, Head Security, Head Corp. Affairs & CD)

Demonstration of HSE Leadership & Commitment Drive HSE management initiatives by: • •

• • • • • • •

Establishing and endorsing the annual HSE programme Discussing HSE at every management meeting as the 1st item on the agenda Deciding on the acceptable risk level for the company’s operations Reviewing and approving the necessary resources required to maintain the acceptable risk level Conducting six monthly HSE inspections at worksites Participating actively in HSE dialogue sessions with clients and authorities Ensuring that HSE accountabilities & responsibilities are included in all Job Profiles together with Key Performance Indicators Leading Management System audits & serious incident investigations Reviewing all audit and serious incident investigation reports & endorsing the implementation of the recommendations

Provide leadership in execution of HSE initiatives by: Middle Management (Departmental & Section Heads)

Executives & Supervisors

• • • • • • • •

Developing plan and activities to implement HSE programme Discussing HSE at project/departmental meetings Analysing the risks and develop risk controls Conducting monthly worksite inspections Participating in HSE dialogues with clients and contractors Participating in Management System audits Leading investigations into incidents Implementing recommendations from audits and incident investigations

Provide site supervision in implementation of HSE initiatives by: • Implementing the activities in the HSE programme • Providing feedback on HSE issues regularly • Identifying the hazards at work and implement the risk controls • Conducting weekly Unsafe Act/ Unsafe Condition inspections • Motivating workforce through regular discussions • Conducting daily toolbox meetings

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Implement the HSE initiatives by:

Employees

• • • • • •

Identifying hazards at work site Giving feedback on safe working methods Using the correct PPE at all times Attending toolbox talks Working safely using correct procedures at all times Daily housekeeping

Support the implementation of HSE initiatives by:

Contractors

• • • •

Office Staff

•

Providing competent workforce at all times Following all the safety requirements at all times Supervisors conducting unsafe act/condition inspections Daily housekeeping

Support the Company commitment to HSE by:

•

Identifying hazards in the office and rectifying them Daily housekeeping to reduce hazardous conditions

To further demonstrate the management leadership and commitment to HSE, the President and the Vice President shall develop personal HSE Action Plans on a yearly basis. These plans are derived from the company Strategic Objectives and plans. Their action plans are then cascaded down the line such that every member of WNPOC has annual personal HSE action plans that link to the President’s and Vice President’s HSE plans. To ensure that these plans are successfully implemented, KPIs are developed and the performances are reviewed quarterly as part of the Performance Planning and Appraisal exercise.

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Policy & Strategic Objectives

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1.LEADERSHIP & COMMITMENT

2.POLICY & STRATEGIC OBJECTIVES

1. Policy Content 2. Policy Dissemination 3. Strategic Objectives

3.ORGANISATION, RESPONSIBILITIES RESOURCES & DOCUMENTATION

4.HSE RISK MANAGEMENT

5.PLANNING & PROCEDURES

6.IMPLEMENTATION & MONITORING

7. AUDITS

8. MANAGEMENT REVIEW

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Policy & Strategic Objectives

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HSE Policy The WNPOC HSE Policy is approved and signed by the President. The Policy recognises the importance of managing HSE effectively to achieve WNPOC’s business vision, objectives and shareholders expectations. The policy reflects WNPOC’s commitment to protect the health and safety of its workforce whilst preserving the environment in all its activities in accordance with applicable national and international legislation. WNPOC is committed to continuous improvement by regularly reviewing its HSE practices and revising them based on best industry practices.

2.2

HSE Policy Dissemination The dissemination of the HSE Policy is carried out through: • • • •

The issuance of a copy to all WNPOC employees and contractors who work for WNPOC; The inclusion of a copy of the policy in the HSE manuals and contract documents; The posting at strategic locations; and Communication sessions for staff and contractors to explain the intent of the policy and everyone’s obligations and responsibilities to ensure the policy is adhered to at all times

2.2.1 HSE Policy Review The WNPOC Management reviews the HSE Policy whenever there is: • Change in the legal requirements in Sudan; • Additional requirements imposed by the Shareholders, the Oil Exploration & Production Authority (OEPA) and the Ministry of Energy & Mining (MEM); • Change in the WNPOC’s activities and processes that introduces new risks thereby increasing WNPOC’s risk exposure; and • New developments in the Oil & Gas industry affecting HSE The HSE manager initiates the review through the HSE Steering Committee.

2.3

Strategic Objectives The HSE policy is put into operation through the development of HSE Strategic Objectives that complement the Business Vision and Objectives. The Strategic Objectives comprise the HSE goals that WNPOC intends to achieve over a 5-year period. From these Strategic Objectives the yearly HSE Plans and programmes are developed and implemented. The Strategic Objectives are also used to plan for the resources required to fulfil the Business Plan objectives whilst adhering to the HSE Policy requirements. The HSE goals set in the Strategic Objectives are the President’s Targets. Each department in the organisation set their own targets that not only contribute to but also form a component of the President’s targets. These targets are then cascaded to the levels below until every staff and contractor employed by the organisation have targets that can relate to the President’s HSE targets and the organisation’s Strategic Objectives. The HSE Strategic Objectives have been set as:

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Policy & Strategic Objectives

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To comply with all the HSE legislation and regulations in the Republic of Sudan and adopt internationally accepted industry HSE best practices and standards by; a. Having communication sessions with all management, staff and contractors to explain the implications of the current legislation and regulations on WNPOC business and the responsibilities of all to adhere to this requirement; b. Ensuring that these requirements are included in all operating procedures through review and revision of current operating procedures; and c. Ensuring that WNPOC management updates existing HSE standards by participating in international HSE forums and adopting the Oil & Gas Producers Association guidelines on HSE.

2.

To have a certifiable, fully implemented and regularly maintained HSE Management System through: a. Implementing a HSE MS that is in line with OGPA guidelines and OSHAS 18001/ ISO 14001; b. Preparing the line to be fully responsible for HSE management; and c. Assisting major contractors to develop their own HSEMS in support of WNPOC’s HSE goals.

3.

To proactively manage Operational HSE risks by: a. Identification of all HSE risks during design and operational phases; b. Assessing and implementing proactive and recovery controls for the HSE risks beginning with the design stage and continuing during construction and operational/production phases; c. Ensuring that associated operating procedures include how to use, maintain and improve the proactive controls identified; d. Developing a Risk Assessment Register for all risks; and e. Ensuring that competencies required for managing proactive controls and recovery measures are identified and continuously developed.

4.

To provide adequate and competent resources to manage WNPOC Operations effectively and efficiently by: a. Developing and regularly updating a HSE training Matrix for all management, staff and contractors; b. Implementing the training matrix; c. Developing and regularly updating a Contractor HSE management manual that specifies minimum contractor competency requirements

5.

To provide open and effective communication to all staff and contractors by: a. b. c. d.

Regular programmed communication sessions; Regular site visits by management; Daily tool box talks; HSE open days and contractor dialogue sessions

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Policy & Strategic Objectives

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To Champion HSE initiatives and demonstrate leadership at all levels by: a. Ensuring that all HSE initiatives will be headed by a senior management team member with members from down the line; b. Having a HSE inspection programme that requires the participation of all levels; c. Formalising that major incident investigations be led by senior managers and minor ones by line supervisors

7.

To regularly review the HSE MS and practices a. b. c. d.

by:

Implementing an annual audit programme as part of the annual HSE plan; Training competent auditors; Ensuring that senior managers lead the internal audit teams; Ensuring that the remedial actions identified are implemented and reviewed

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Organisation, Responsibilities, Resources & Documentation

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W N P O C / L I /HSE/001

1.LEADERSHIP & COMMITMENT

2.POLICY & STRATEGIC OBJECTIVES

3.ORGANISATION, RESPONSIBILITIES RESOURCES & DOCUMENTATION

1. 2. 3. 4. 5. 6. 7.

Structure & Responsibilities Resources Competence Contractors Communication Legal Requirements Documentation & Doc. Control

4.HSE RISK MANAGEMENT

5.PLANNING & PROCEDURES

6.IMPLEMENTATION & MONITORING

7. AUDITS

8. MANAGEMENT REVIEW

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Organisation Structure To operate Blocks 5A, 5B and 8 on behalf of the respective shareholders WNPOC has set up an organisation structure that is divided into 5 main divisions: 1. President’s Office 2. Vice President’s Office 3. Exploration and Development Division 4. Production Division 5. Finance and Planning Division 6. HR and Procurement division Appendix 1 gives details of the organisation structure. The heads of all the above-mentioned divisions and departments report directly to the President. The President’ s office consists of the Legal, Security, Corporate Affairs & Community Development and the HSE departments who provide support for the other main divisions and also provide critical essential advice to the President and Vice President regarding the relevant matters that affect or impose additional risks on the business. The Exploration and Development division is headed by a General Manager and comprises Exploration, Operation, Technical Services, Petroleum Development and Facilities Development departments. Their initial functions are at the front end and detail design aspects of the operations. The drilling, design and operation of each asset is carried out by the Exploration and Development Division. Once production has commenced these departments are responsible to support the production departments. The General Manager, Production is responsible for the production from all three Blocks, 5A, 5B and 8. A Production Manager who is the asset owner is responsible for asset growth, the production throughput and maintaining the integrity of the production facilities in each block. The Production Division is responsible for production planning activities once production is commenced after completion of drilling. The General Manager, Finance and Planning is responsible for production planning as well as managing the cost of production and the expenditure in WNPOC to ensure the continuous profitability of the business. Manager, Planning & IT and Manager, Finance and Accounts assist him. The Human Resource Management and the Contracts, Procurement & Logistics functions are managed by a General Manager. A HR Manager and a Contracts/Procurement/Logistics Manager assist him in running this division.

3.1.1 Responsibilities The detail roles, responsibilities and accountabilities of people in the organisation to ensure the effective management of HSE in WNPOC activities are described in Appendix 2. The responsibilities of the President are basically the company’s HSE responsibilities. These are then cascaded down to the General Managers of the various divisions who in turn cascade these responsibilities to their subordinates. This process is repeated until the lowest grade employee in WNPOC has HSE responsibilities assigned that directly HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

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relate to the company’s responsibilities. Line management is responsible for the administration and implementation of the system in their area. Every employee is responsible and held accountable for obeying the law and standards, following WNPOC’s procedures and policies and for performing their functions in a responsible manner respective to occupational health, safety and the environment.

3.2

Resources WNPOC is committed to ensure that adequate resources are provided to effectively manage HSE in all its activities. The resources are in the form of budget allocations, tools & equipment and also competent personnel who will: • Conduct the work safely • Manage HSE issues as they arise • Provide specialist advise and training on HSE • Be equipped to handle emergencies should the need arise • Liase with the relevant authorities on HSE issues Hardware resources are always selected for safety integrity and operational capability before they are purchased by Procurement and inspected by Logistics before they are sent to worksite for use. At the worksite they are further checked before use. WNPOC management is committed to ensure that any defective hardware or hardware of unacceptable quality is never used at any worksite in order to reduce any potential accidents that may result when such resources are used.

3.3

Competence WNPOC recognises that to effectively manage HSE there is a critical requirement to have competent personnel and contractors who have been selected to carry out the company’s activities. The initial recruitment and selection criteria are based on: • Personal abilities • Acquired knowledge • Skills developed through experience in carrying out similar activities • Understanding the legal HSE requirements and the need to create a healthy and safe working environment that does not cause any damage to the environment. Once the selection and recruitment has been done, systems and processes are put in place to ensure that the competencies are maintained and enhanced. These include: • The development of a HSE Training Matrix matching the position and the HSE knowledge and/or skill required. • Matching the competence levels required for maintaining the proactive and reactive risk controls developed through the risk assessment carried out. • Implementation of the training programme based on the training matrix • Review and assessment of the competence levels annually through a Training Needs Analysis procedure • Competence review on the adaptability to changing activities and technologies • The provision of correct procedures, tools and equipment • The assessment on the correct usage of the procedures, tools and equipment • Assessment of personnel performance against the criteria set for the job profile

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• Documentation of the personnel competence levels and training attended. Competency requirements for HSE Critical Activities (activities that are required to be carried to maintain risk controls) are listed in the document ref: WNPOC/LII/HSE/022. Training is carried out as a continuous learning process based on the Training Matrix in Appendix 3. The requirements and time frame for refresher training are specified in the training matrix. The HSE Manager is responsible for identifying suitable training programmes and select appropriate training providers to ensure that the training matrix requirements are met as p lan n ed . As a minimum, it is considered mandatory that all staff and contractors undergo HSE awareness programmes on the legislation in Sudan and the WNPOC HSEMS requirements. Training is conducted through formal courses and On Job Training (OJT). The line department heads ensure that staff and contractors are released for the required mandatory and compulsory training programmes. The HSE department prepares the budget requirements for approval annually through the annual Work Programme and Budget exercise and also maintains training records.

3.4

Contractor HSE Management Contractors play a major part in WNPOC’s activities. Contractors are used in various activities such as Seismic evaluation, Drilling, Facilities Design, Construction, and Commissioning as well as Facility and System Maintenance and Production. Contractor HSE Management is therefore a critical activity in WNPOC’s business management. To manage the contractors especially in terms of HSE, WNPOC has adopted the Contractor HSE Management guidelines issued by the Oil & Gas Producers’ Association. These guidelines have been converted into a guidebook procedure that is used throughout WNPOC. HSE requirements are made clear at each stage of the contract beginning with the Invitation To Bid (ITB) and ending with the Contract Close Out and Performance Evaluation. Contractor HSE Management is the joint responsibility of the Divisional General Managers and Managers. The HSE Manager provides specialised HSE input.

3.4.1 Invitation to Bid At • • •

this stage WNPOC provides the contractor with the following information: The WNPOC HSE policy and HSE goals for the project The detailed Scope of Work (SOW) The hazards associated with the work to be performed and the WNPOC’s expectations in managing the risks • The category and competency of personnel required to perform the job • The list of procedures (including HSE) to be used on the project • The list and standards of equipment and tools to be used for the work being tendered for • The HSE programme for the duration of the project • The communication system during project execution The above information is provided to the contractor to ensure that the contractor is fully prepared to ensure that the work is carried out as per requirements and the HSE expectations are fully met. Clarifications are resolved at dialogue sessions with contractors prior to contractors’ submission of bids. HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

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3.4.2 Evaluation and Contract Award During the bid evaluation and prior to contract award, WNPOC holds discussions with the bidders on their proposals to ensure that: • Contractors are clear on the HSE expectations of the contract; • Contractor has submitted a HSE plan that meets the contract requirements • Bids have included scope and costs for HSE requirements • Contractors are committed to providing personnel of required competencies and approved hardware that can be demonstrated as safe to use and are needed for efficient/ effective completion of the contract.

3.4.3 Mobilisation Prior to mobilisation to site, WNPOC conducts an audit / inspection on selected contractors to ensure that the contractors have the correct and sufficient: • People; • Equipment; • Tools; and • Procedures for use on the job. This exercise is repeated at work site to give an assurance that the relevant, necessary and correct resources are available to complete the project as per WNPOC’s expectations in a safe, healthy and environmentally friendly manner. During the mobilisation phase WNPOC and the contractor also conduct a joint review of the Contractor’s HSE plan as well as to confirm that the personnel have undergone the necessary HSE training required.

3.4.4 Work Execution During the work execution, the performance of the contractor is supervised and monitored by WNPOC supervisory staff to ensure that: • • • • • • • • •

Work performed is conducted according to the agreed HSE plan; Additional HSE risks that arise during work execution are properly and competently addressed; Daily toolbox meetings are held; HSE committee meetings are held and issues resolved with an appropriate timeframe; Contractors participate in the Emergency Response drill; Contractors report all incidences including near misses and rectify the failures; Contractors maintain the work quality and condition of their resources; Competence of personnel provided is continuously maintained to carry out the work safely; Disposal of waste generated during work execution is properly administered

Audits and inspections are programmed during work execution to ensure that contractors comply with the requirements as agreed to in the award of the contract.

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3.4.5 Demobilisation On completion of the contract and the contractor is being demobilised, activities are monitored to ensure that the additional HSE risks are controlled especially during the clean up operations to restore the work site to safe condition and on disposal of any waste generated.

3.4.6 Contract Close Out A joint evaluation with the contractor on the HSE performance is carried out at the end of the contract. The key objectives are to: • Assess the effectiveness of the Contractor HSE Plan and its implementation; • Capture lessons learnt so that in future contracts that these are rectified for mutual improvement; • Ensure feedback is given for continuous improvement.

3.5

Communication Communication is a vital element in effective HSE management and WNPOC believes that open and frank communication on HSE issues is essential to maximise productivity and improve morale among the company and contractor staff.

3.5.1 Internal Communication Internal communication in WNPOC begins with senior management and cascades down to all levels in the organisation. The structured communication process comprises: 1. HSE Committees 2. Daily tool box meetings at work sites 3. HSE talks 4. Project mobilisation HSE briefing and induction 5. HSE alerts 6. Incident investigation lessons learnt presentations

3.5.2 HSE Committees In order to have effective communication on HSE issues, WNPOC believes that structured process and organisation should be established. In WNPOC, the following HSE committees are established:

HSE Steering Committee (meets quarterly) • • • • • • •

Chaired by the President; Membership comprises the Vice President, Head Corporate Affairs and Community Development, Manager Security, Head Legal Affairs and the GMs of Exploration & Development, Production, Finance & Planning, and HR & Procurement; Secretary is the HSE Manager; Sets the Strategic Objectives and endorses the annual HSE programme; Appoints senior management staff to lead HSE system audits and major incident investigations (if any); Reviews the progress on the implementation of the HSE programme; Endorse the HSE training matrix and ensure its implementation;

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Reviews system audit findings, endorses the recommendations and plan to implement the recommendations; Reviews reports of major incidents and endorses plan to prevent recurrence; Reviews overall HSE performance; and Endorses the quarterly and annual HSE report

Divisional HSE Committees (meets monthly) • • • • • • • •

Chaired by Division General Manager Comprises Managers of each department, contractor project manager (if applicable) and supervisors Secretary is the Divisional HSE focal point Sets HSE performance targets for each division Endorses the HSE programme for each division Appoints leaders for audits and incident investigations Reviews, endorses and monitors the implementation of action plans resulting from HSE audits and incident investigations on projects Reviews and endorses the Divisional HSE report

Site HSE meetings (meets weekly) - during construction phase • • • • •

Chaired by Construction Superintendent Secretary – Site Senior Safety Officer Comprises Supervisors, Lead Discipline Technicians, Contractor supervisors & Catering Reps Ensures that project HSE programmes are implemented so that objectives are met Monitors the progress and implements corrective actions where required to meet the objectives

Site HSE meetings (meets weekly) – during operation phase • • • • •

• • • • • • • • •

Chaired by Installation superintendent/manager Secretary – Site Senior Safety Officer Comprises Supervisors, Lead Discipline Technicians, Contractor supervisors & Catering Reps Ensures that project HSE programmes are implemented so that objectives are met Monitors the progress and implements corrective actions where required to meet the objectives

Office HSE Committee (quarterly)

Chaired by Facilities Development Manager Secretary – Section Head, HSE Comprises executives and non-executives Reviews general office safety conditions especially tripping and slipping hazards Organises Safety & Health walkabouts in the office Reviews ergonomic safety requirements in the office Reviews cleanliness in the office and pantries Sets rules for food consumption in office premises Organises wellness talks for staff

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The secretaries of the committees are responsible to programme the sitting of these committees and include them in the annual HSE plans. The HSE committee structures and functions are defined in Appendix 4.

3.6

Legal requirements WNPOC is committed to ensure complete adherence to the HSE legislations (and subsequent regulations) of Sudan as well as the international HSE best practices. The legislation that is applicable to WNPOC’s business in Sudan is listed in Appendix 5.

3.7

Documentation and Document Control 3.7.1 Documentation The HSE documentation is structured into 4 levels: 1. Level 1 is the HSE MS manual that describes the elements of the HSE management system. This is then translated into HSE Case documentation for each operational site. The HSE Case is the HSEMS at the operational level and the Risk Assessment Register will address the specific HSE risks at each operational site. 2. Level 2 consists of the HSE plans, Hazard register, HSE Critical activities catalogue and procedures that are used in the business. 3. Level 3 comprises the Work Instructions that are used by the front line personnel to manage the HSE risks whilst carrying out the work. 4. Level 4 consists of records of HSE performance, trends and progress of HSE plan implementation

3.7.2 Document Control The custodian of the HSE documentation is the HSE manager. He is responsible to: 1. Ensure that the HSE documentation is controlled as per the company Quality Assurance procedure on Document Control. 2. Ensure that the documents are approved at the appropriate level and make arrangements to educate all staff on the relevant procedures required for their work. 3. Develop a process and plan for reviewing and updating the HSEMS, procedures and work instructions in order to accommodate changes in the legislative requirements, risk assessments and industry best practices. 4. Ensure that the relevant HSE documentation is issued to the relevant personnel at the appropriate level in the organisation.

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1.LEADERSHIP & COMMITMENT

2.POLICY & STRATEGIC OBJECTIVES

3.ORGANISATION, RESPONSIBILITIES RESOURCES & DOCUMENTATION

4.HSE RISK MANAGEMENT

1.Hazard Identification 2. Assessing the Risks 3. Analyse Risk Controls 4. Decision making 5. Implementation of Controls

5.PLANNING & PROCEDURES

6.IMPLEMENTATION & MONITORING

7. AUDITS

8. MANAGEMENT REVIEW

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HSE Risk Management Objectives and Principles The objectives of HSE Risk Management are: • To maximise operations capability; and • To conserve personnel and resources by preventing / mitigating losses and optimising opportunities for improvement.

gain

through

identification

HSE Risk management is the process of identifying, assessing, and controlling HSE risks arising from the operational activities and making decisions that balance risk costs with operational and business benefits. Risk management is integrated into planning at all levels to improve operational effectiveness by identifying the hazards and implementing proactive controls to reduce the potential losses. The basic principles adopted in HSE risk management are: 1. Accept no unnecessary risks that impact life, assets, the environment or the reputation of WNPOC. 2. To reduce the risk to a level that is As Low As Reasonably Practicable (ALARP) i.e. to accept risks only when the benefits outweigh the costs 3. Anticipate and manage risks by effective planning 4. Make risk decisions at the appropriate level

4.2

HSE Risk Management Process Risk is characterized by both the probability of hazard being released and the severity of the consequences that result from the release of the hazard. Since risk perception varies within WNPOC, a structured approach is undertaken to assess and manage the risks. The 6 basic steps in the risk management process that has been adopted are: 1. 2. 3. 4. 5. 6.

Identify the Hazards Assess the Risks Analyse risk control measures Make Risk Control Decisions Implement Risk Controls Review Control Effectiveness

6. Review Control Effectiveness 5. Implement Risk Controls 4. Make Control Decision

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1. Identify the Hazards

2. Assess the Risks 3. Analyse Risk Control

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The Risk Management Process is carried out using all the personnel in the company beginning with the front line staff and ending with the management staff as follows:

Activity

Responsible Party

1. Identification of Hazards 2. Assessing the Risks 3. Analysing Control Measures 4. Making Control Decisions 5. Implementing Risk Controls 6. Reviewing Control Effectiveness

Front line supervisors and workers Managers, discipline engineers, front line supervisors Discipline engineers. Managers Senior management, Managers Discipline engineers, front line supervisors & staff All staff

Various tools are used to identify the hazards e.g. HAZOP Job Safety Analysis HAZID HAZAN EIA HRA CHRA

4.2.1 HSE Risk definitions Hazard – An energy form that has the potential to cause harm, ill health or injury, damage to property, plant, products or the environment, production losses or increased liabilities Top or Risk Event - The first event resulting from the release of a hazard Consequence – The incident that results from the release of the hazard that causes • • • •

Damage to property, Injury and / or has adverse health effects to people, Environmental pollution, and/or Negative impression of the responsibility of the company

Threats – any unsafe act or unsafe condition that causes the hazard (that is normally contained) to be released to be a consequence Barriers (Preventive/Proactive Controls) – Physical or procedural measures that have been instituted within the company business process to prevent the threats from releasing the hazard and causing harm Recovery Measures (Reactive Controls) – Reactive measures that have been developed in case the barriers fail and the hazard is released. Two types of Recovery Measures are normally identified: •

Containment – measures that limit the amount of hazard released or stop the continued release of the hazard

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Mitigation – measures that minimise the impact of the consequences resulting from the hazard released

Risk - the product of the likelihood that a specified undesired event will occur and the severity of the impact of the consequences of the event

4.2.2 Hazard Identification The hazard identification process adopted in WNPOC is as follows: • • • •

WNPOC business process stages are defined The major activities in each stage are then listed out The sub activities are then identified The front line supervisors and workers then identify the hazards that are associated with each sub-activity.

These are then compiled into a Hazard Register (refer to Appendix 6 for template). The line managers and supervisors together with HSE manager and his staff update the Hazard Register: • When there is a change in the process and thereby resulting in a variation in the risk assessment • When there is a change in the facilities used • When new business is embarked upon

4.2.3 Assessing the Risks The hazards are then assessed to determine what the risks are when they are released. The risk is a factor of the severity of the impact caused by the released hazard and the likelihood of the hazard being released from its normal containment. Whether the risk is High, Medium or Low is then determined using the Risk Assessment Matrix (RAM).

HSE RISK ASSESSMENT MATRIX (RAM)

Negligible

Minor

IMPACT Moderate

Major

Catastrophic

LIKELIHOOD Remote

Unlikely Moderate Likely Frequent

L L L L M

L L L M M

L L M M H

L M M H H

M M H H H

The RAM is used to determine the impact of the hazard release on the people (Health & Safety), the asset (equipment and facilities), the environment and the reputation of WNPOC. The project managers, field engineers and the front line supervisors carry out this assessment.

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a) HSE Risk Matrix Definitions The likelihood of a risk event and its consequences occurring are as per the matrix:

Likelihood Remote Unlikely Moderate Likely Frequent

Description This risk may only occur in exceptional circumstances. Never heard in the industry. This risk could occur at some time. Heard of the event in the industry. This risk should occur at some time. Event has occurred in our company. The risk will probably occur in most circumstances. Happens several times a year, generally 3 times or more in company. The risk is expected to occur in most circumstances. Happens several times a year, generally 3 times or more in location.

The severity or the impact of consequences resulting from a risk event are categorized into qualitative and quantitative considerations:

b) Qualitative situations Impact Catastrophic Major Moderate Minor Insignificant

Qualitative Description Loss of ability to sustain ongoing operations. A situation that would cause the company to cease operations. Significant impact of the achievement of the company’s strategic objectives and targets relating to its business plans Disruptions of normal operations with a limited effect on the achievement of strategic objectives or targets relating to the company’s business plan No material impact on the achievement of the company’s business objectives or strategies Negligible impact

4.2.4 Analysing Control Measures The project managers, field engineers and front line supervisors together then identify the Risk Control Measures that need to be instilled to: a) Prevent the hazard from being released through: I. Determining the causes or threats (unsafe acts or unsafe conditions) that can release the hazard to cause an undesirable event (Top or Risk Event) that can lead to consequences that have an impact on people, assets, the environment and/or the company’s reputation II. Identifying the barrier for each cause or threat that can prevent the hazard from being released b) Recovery from any incident should the barriers fail and release the hazard. Two types of Recovery Measures are considered: HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

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I. Containment – to limit the release of the hazard II. Mitigation– to minimize the impact of the consequences that have resulted from the hazard release The criteria used for determining risk control measures is dependent on the criticality of the risk and the following guidelines are used: •

HIGH risks – at least 2 hardware and 1 procedural/administrative barriers

•

MEDIUM risks – at least 1 hardware and 1 procedural/administrative barriers

•

LOW risks – 2 procedural/ administrative barrier

The key consideration in implementing the risk control measures is that the benefit > risk and the residual risk is manageable through administrative and procedural controls. The results are then presented to the management team for endorsement of the controls at workplace.

4.2.5 Decision Making A decision is then made whether the benefits to be obtained outweigh the cost of implementing these controls. The As Low As Reasonably Practicable (ALARP) principle is used as the basis for making the Risk Control decisions. The level of authority given is: a. The senior management team of WNPOC decides on the controls for the HIGH risks b. The operations, technical and production managers decide on the MEDIUM risk controls c. The LOW risk controls are left jointly to the discipline engineers and front line supervisors The decisions are then communicated through the various HSE Committees and through memorandums to the appropriate level in the organisation that is impacted by them.

4.2.6 Implementing Controls The discipline engineers, the front line supervisors and workers implement the risk control measures. The field engineers are responsible for any design or procedural changes and these are communicated to the front line staff before they are enforced. Discipline engineers help develop training, job aids and measurement packages to help implement the risk controls effectively so that risks are eliminated or reduced to a minimum level that is As Low As Reasonably Practicable (ALARP).

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4.2.7 Reviewing Control Effectiveness To ensure the controls are implemented effectively and maintained, competent personnel and supervisors are engaged to carry out the job. The competency requirements are specified in a HSE Critical Activity Catalogue (refer to Appendix 7 for template). HSE Critical activities are activities that are carried out to ensure that the controls – both proactive and reactive - always work as required. Close supervision is enforced until it has become part of the normal operating procedure. In order to ensure that these controls are indeed sufficient to manage the risks, measurement is conducted through the establishment of KPIs (Key Performance Indicators). This then is the feedback cycle where the controls are reviewed and improved as and when necessary. Any gaps found in the risk management process are registered and tracked through the Remedial Action Register (refer to Appendix 8 for template).

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1.LEADERSHIP & COMMITMENT

2.POLICY & STRATEGIC OBJECTIVES

3.ORGANISATION, RESPONSIBILITIES RESOURCES & DOCUMENTATION

4.HSE RISK MANAGEMENT

5.PLANNING & PROCEDURES

1.HSE Plan 2. Procedures & Work Instructions 3. Management of Change 4. Emergency Planning

6.IMPLEMENTATION & MONITORING

7. AUDITS

8. MANAGEMENT REVIEW

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HSE Plans The WNPOC HSE Strategic Objectives are converted into annual HSE plans. The plans consist of activities that relate to: • •

• • • • • •

Achieving the company’s objectives Company HSE programme o HSE days o HSE promotional programmes o Environmental management programmes Waste management o Occupational Health programmes Health surveillance Confined Space Entry training HSE Inspections Management HSE facility visits HSE audits Emergency Response Drills HSE training programme Plans to close the gaps in the risk management programme

The HSE plans incorporate the resources required to implement the activities as well as schedules and performance metrics to measure the effectiveness of the implementation. The company HSE plans are drafted by the HSE Manager and endorsed by the HSE Steering Committee. The company HSE objectives and HSE plans are incorporated into Project and Production HSE Plans. These plans are to: • • • •

5.2

Ensure a healthy and safe working environment for company and contractors alike Protect the environment and community from the hazards arising from activities at project sites Prevent loss or damages to company’s assets Safeguard the natural environment

Procedures and Work Instructions To ensure that the planned activities and activities that specifically manage HSE risk are carried out effectively; procedures have been developed and documented. These procedures also cover activities that need to be conducted to meet the legal requirements in Sudan, the WNPOC accepted HSE standards and international best practices. The procedures are documented as per ISO 9000 requirements and clearly state the purpose, scope, reference documents, persons responsible, methods to be used, performance standards used and criteria used for performance measurement. A process has been included for the regular review of the procedures to ensure their continued applicability, to meet latest revisions of legal requirements and keeping in line with industry best practices. The procedures cover all the activities in WNPOC including drilling, design, construction, commissioning and operations/productions including the support activities such as procurement and contracted activities to ensure that suppliers and contractors comply

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with the WNPOC HSE policy requirements. The custodian of the HSE procedures is the HSE Manager who ensures that the procedures are integrated with the Quality Management System. The procedures have been converted to Work Instructions in order to define the manner in which tasks at work site have to be conducted. The critical task work instructions have been developed using the Job Safety Analysis technique in order that the hazards have been identified, assessed and precautions have been included to ensure safe implementation. The discipline supervisors conduct Job Safety Analyses on the tasks to be carried out and convert them into the relevant work Instructions. All procedures and work instructions are developed in consultation with those using them and further enhanced during the daily toolbox talks that are used to further emphasize the precautions to be taken on the daily activities. The list of level II procedures used to manage HSE is listed in Appendix 9. Some of the critical HSE procedures that are in use in WNPOC are: • Permit – To – Work • Job Safety Analysis (used in all critical tasks) • Lock Out Tag Out • HSE Risk Management • HSE Barrier and Recovery Measure effectiveness and maintenance • Management of Change • Emergency Response and Management • Oil Spill Response and Management • Waste management • Air and Effluent Pollution Control Management • Audit • Safe Use of Explosives • Safe Driving

5.3

Management of Change The Management of Change is a critical procedure that is used to plan and control changes that have an HSE impact whenever there is a change to: • • • •

People in critical positions Work processes and procedures Critical equipment used in the processes Legal requirements

The procedure addresses the following requirements: • • • •

Identify and document the changes and their implementation Assign responsibility for reviewing and recording the potential HSE hazards that result from the change Authority to implement the change Review of the improvement resulting from the change

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Emergency Planning WNPOC recognises that to provide and maintain a safe and healthy work environment, it is vital to look into all the aspects of HSE related activities. The Hazard Register addresses the need to have containment and mitigation recovery measures identified should instituted barriers or preventive controls fail and cause HSE incidents. An Emergency Response Plan (ERP) is developed based on the Recovery Measures identified in the Hazard Register. The ERP comprises a matrix of plans to handle the various potential emergencies that might arise out of WNPOC’s activities and lists out the organisation as well as the resources required to manage each specific emergency situation. In order to operationalise the ERP, the Emergency Response Procedure Manual (ERPM) has been developed. The ERPM defines how and what organisation is set up to handle emergencies. The ERPM defines the organisation, responsibilities, resources required and communication channels able to handle emergency situations. WNPOC emergency management organisation is split into 3 stages i.e. • Tier 1 – Frontline response at worksite • Tier 2 – Emergency management support from the Emergency Control Centre (ECC) based in WNPOC headquarters • Tier 3 – Support is required from the Government authorities and/or other PSC contract companies A separate Oil Spill Response Plan (OSRP) is developed to handle oil spill incidents since the consequences arising from an oil spill vary and have different impacts to the WNPOC business.

5.4.1 Tier 1 Response The front line supervisor and the workforce normally form the frontline response team to physically attend to the emergency. The initial response team is led by the Site Installation Superintendent as the On-Scene Commander and comprises the site engineers, supervisors, the operators and technicians to manage the whole emergency operations.

5.4.2 Tier 2 Response Whenever there is an emergency, the Duty Manager at the headquarters in Khartoum is notified. Should the situation at site get out of control or the site response team needs resource assistance, the Duty Manager activates the Emergency Management Team at the Emergency Control Centre (ECC). The EMT led by the Duty Emergency Response Manager (ERM) comprises members from Security, Production, Operations, Technical Services, Logistics, HR, and HSE as a minimum. The President, Vice President, Manager Security and Head Corporate Affairs & Community Development are also advised so that they can be on standby to provide any assistance required to manage the emergency.

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5.4.3 Tier 3 Response Tier 3-response support is required when the emergency escalates to a situation where assistance is required beyond WNPOC’s capabilities. This response is sought through a Mutual Aid Agreement with the other EPSA operators in the vicinity of WNPOC’s operating blocks as well as the Sudanese Government through the offices of the Ministry of Energy and Mining.

5.4.4 Drills To measure the effectiveness of the ERP, drills are conducted at various times during the project execution to ensure that staff are prepared to handle the emergencies should the need arise. The ERP is updated based on the findings from the drills. The frequency and type of drills to be conducted are included in the Company annual HSE Plans.

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Implementation & Monitoring

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1.LEADERSHIP & COMMITMENT

2.POLICY & STRATEGIC OBJECTIVES

3.ORGANISATION, RESPONSIBILITIES RESOURCES & DOCUMENTATION

4.HSE RISK MANAGEMENT

5.PLANNING & PROCEDURES

6.IMPLEMENTATION & MONITORING

1.Performance monitoring 2.Non-compliance & Corrective Action 3. Incident Reporting & Follow-up

7. AUDITS

8. MANAGEMENT REVIEW

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Implementation & Monitoring

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Performance Monitoring WNPOC monitors closely the implementation of the activities and tasks to ensure that they are conducted according to the relevant procedures and work instructions that were developed during the planning stage. Competent supervision and competent workforce is employed to attend to the HSE Critical Activities – the activities that need to ensure that the barriers and recovery measures identified during the risk management process – are effectively and efficiently carried out. The project and operations engineering team carry out verification tasks to ascertain that these activities and tasks are performed such that HSE objectives and performance criteria are met. Programmed HSE Management Inspections, Production HSE inspections and workforce unsafe act/unsafe condition inspections are carried out to ensure that HSE issues are being regularly addressed at worksite. WNPOC has procedures for both active and reactive monitoring. Leading and Reactive Indicators have been developed to supplement the monitoring.

6.1.1 Proactive Indicators • • • • • • • • •

HSEMS implementation – percentage implementation HSE inspections – planned v actual HSE audits - planned v actual Implementation of audit findings HSE training implementation – planned v actual Safe working hours – percentage of available working hours Occupational Health Surveillance monitoring Waste management monitoring Effluent discharge monitoring

6.1.2 Reactive Indicators • • • • • •

Fatalities Lost Time Injury frequency per million man-hours Total Reportable Case Frequency per million man-hours Hearing damage cases Effluent discharge exceeding legal limits Waste storage above legal limits

Records of the performances based on the Leading and Trailing Indicators are maintained by the HSE department, trended and reported to the management. These are then analysed and discussed at HSE meetings. The records are maintained as Level 4 documents. Recommendations to improve performance are decided and included in the Remedial Action Register.

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Implementation & Monitoring

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Non-compliances and Corrective Actions Non-compliances to: • • •

HSEMS implementation Legal requirements Company procedures and work instructions

are identified through communication from the workforce, contractors, clients and authorities and recorded. These non-compliances are investigated to determine the causes and a plan of action or improvement plan is developed. This plan includes actions to prevent recurrence by applying new controls and revision of existing procedures. The corrective action plan is included in the Remedial Action Register.

6.3

Incident Investigation and Follow-up All incidents including near misses that occur in WNPOC are investigated as per the Incident Investigation procedure. •

All major incidents o o o o o o

Fatalities Lost Time Injuries Partial or Permanent disability incidents Major Environment spills Occupational Health disabilities Major Property damage

are investigated by a senior management member appointed by the HSE Committee and analysed using methodologies endorsed by the HSE Committee or as per policy. •

A team led by the most senior manager at the work site investigates all other incidents.

All investigations are reported and recorded as per the agreed procedure. Recommendations to prevent recurrence of such incidents are discussed and included in the Remedial Action Register for immediate implementation.

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1.LEADERSHIP & COMMITMENT

2.POLICY & STRATEGIC OBJECTIVES

3.ORGANISATION, RESPONSIBILITIES RESOURCES & DOCUMENTATION

4.HSE RISK MANAGEMENT

5.PLANNING & PROCEDURES

6.IMPLEMENTATION & MONITORING

7. AUDITS

1.Audit Plan 2. Audit Competency

8. MANAGEMENT REVIEW

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Audit Plan WNPOC believes that audits are essential to measure the efficiency and effectiveness of the HSE Management System and also to determine whether the implementations of the risk controls are effective. Audits are conducted based on the Internal HSE Auditing procedure. There are 3 levels of audit implemented in WNPOC: Level 1 – Compliance Audit - compliance to procedures, legal requirements, HSE inspections, contractor HSE competency audits. Level 2 – Internal HSEMS audit – audit of the HSEMS by WNPOC internal staff led by a senior management staff. Level 3 – External audit by Partners or Authorities – these are project HSE audits conducted by partners with participation from WNPOC senior staff. Host authorities may also conduct audits on WNPOC operations. These audits are structured and planned. The audit plans are included in the annual HSE plans and Project HSE plans. Actions to correct Audit findings are included in the Remedial Action Register. These actions are then assigned target dates and resources to ensure that they are completed and findings closed out on a timely basis.

7.2

Audit Competency The audit procedure describes the audit process in detail explaining the auditor’s competency requirements, the interviewing requirements, the recording of findings, evaluating audit results and preparing recommendations. The Training Matrix includes audit training for senior managers, managers and other identified WNPOC staff to ensure that they are capable of conducting effective HSE audits.

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1.LEADERSHIP & COMMITMENT

2.POLICY & STRATEGIC OBJECTIVES

3.ORGANISATION, RESPONSIBILITIES RESOURCES & DOCUMENTATION

4.HSE RISK MANAGEMENT

5.PLANNING & PROCEDURES

6.IMPLEMENTATION & MONITORING

7. AUDITS

8. MANAGEMENT REVIEW

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HSE Management Review WNPOC management reviews HSE activities and performance once a year and the topics include: • • • • • • • • •

Compliance to legal requirements; HSEMS implementation; Organizational and resource requirement; Organization competency; Resource suitability HSE Strategic Objectives; HSE Plan implementation; HSE Performance; and Project HSE Reviews

This review is an integral part of the WNPOC Business Review Process. The HSE Manager initiates this process and the HSE Steering Committee carries out the review. A HSE Management Review is also conducted at the end of each project. The Project Manager together with the HSE Manager and his Project HSE executive conduct the review on: • HSE performance • Implementation of Project HSE plan • Lessons Learnt The HSE Management Review procedure (WNPOC/LII/HSE/026) sets out the guidelines for conducting this review.

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Appendix 1- Organization Structure

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WNPOC Board

Legal

President

Security

General Manager Exploration & Development

Exploration

Operation

Corporate Affairs & CD

Vice President

General Manager Finance & Planning

Finance & Accounts

Planning & IT

HSE

General Manager HR & Procurement

Human Resource

Contracts Procurement Logistics

General Manager Production

Production 5A

Production 5B

Production 8 Technical Services

Petroleum Development

Facilities Development

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HSE Responsibilities President •

Assume overall responsibility for HSE matters in WNPOC;

•

Set HSE objectives and strategies complete with KPIs to operationalise the WNPOC HSE policy, both short term and long term and ensure its implementation;

•

Establish a structured system to manage HSE;

•

Be an Advisor to the WNPOC Emergency Management Team;

•

Demonstrate leadership and commitment in HSE through participation in inspections, sponsoring in-house HSE forums and promotions and presenting HSE papers at internal & external conferences;

•

Ensure that HSE risks in the business have been identified and appropriate controls have been incorporated to manage these risks to ALARP (As Low As Reasonably Practicable);

•

Appoint Lead investigators for incident investigations & review investigation reports (through the HSE Committee) on serious incidents and ensure recommendations have been implemented; and

•

Review audit reports (through the HSE Committee) and ensure corrective actions have been implemented.

Vice President •

Assumes joint overall responsibility for HSE matters in WNPOC together with the President;

•

Chair WNPOC HSE Committee (in the absence of the President) that meets quarterly to review HSE issues and performance with a view for continuous improvement;

•

Be an Advisor to the WNPOC Emergency Management Team;

•

Demonstrate leadership and commitment in HSE through participation in inspections, sponsoring in-house HSE forums and promotions and presenting HSE papers at internal & external conferences;

•

Ensure that HSE risks in the business have been identified and appropriate controls have been incorporated to manage these risks to ALARP (As Low As Reasonably Practicable);and

•

Review audit reports (through the HSE Committee) and ensure corrective actions have been implemented.

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General Manager, Exploration and Development •

Develop a programme to implement the WNPOC HSE objectives relevant to the division;

•

Implement the HSE management system in the division;

•

Be a member of the HSE Steering Committee

•

Chair the HSE Committee in the division;

•

Ensure that the HSE Management System has been applied to all petroleum development and facilities development projects;

•

Ensure that the HSE legal requirements have been included in development projects and during drilling;

•

Ensure that Contractors who work on the projects either have a HSEMS of their own or implement the elements of the WNPOC HSEMS;

•

Be a member of the WNPOC Emergency Management Team;

•

Ensure each project has an Emergency Response Plan;

•

Demonstrate leadership and commitment in HSE through participation in inspections, sponsoring in-house HSE forums and promotions and presenting HSE papers at internal & external conferences;

•

Develop a programme to ensure competency of staff and contractors are maintained or improved through training;

•

Implement a risk identification process to determine the HSE risks in the division and implement the controls; and

•

Ensure a HSE audit programme is implemented for all projects and corrective actions implemented.

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General Manager, Production •

Assume overall responsibility for HSE during the production phase;

•

Ensure the implementation of the HSE management system in each asset;

•

Ensure that all legal requirements are adhered to in each asset operation;

•

Chair the HSE committee meetings in each asset every month;

•

Be a member of the WNPOC HSE Steering Committee;

•

Be a member of the WNPOC Emergency Management Team;

•

Ensure each asset has an Emergency Response Plan;

•

Demonstrate leadership and commitment in HSE through participation in inspections, sponsoring in-house HSE forums and promotions and presenting HSE papers at internal & external conferences;

•

Ensure

all

incidents

in

assets

are

investigated,

reviewed

and

corrective

actions

implemented; •

Appoint teams to investigate “serious” incidents in assets;

•

Ensure a HSE audit programme is implemented and corrective actions implemented in each asset; and

•

Ensure corrective action tracking programme is implemented.

General Manager, HR and Procurement •

Assume responsibility for HSE in all operational activities in the division;

•

Be a member of the HSE Steering Committee;

•

Be a member of the WNPOC Emergency Management Team;

•

Provide the necessary resources to ensure that HSE training matrix is implemented;

•

Ensure that the HSE competencies are included in the selection of contractors and contracts include specific HSE requirements;

•

Ensure that vendors are aware of the HSE requirements when procuring equipment, tools, PPE etc.;

•

Ensure that all Job Profiles include HSE responsibilities; and

•

Demonstrate HSE leadership by participating in Management Facility Inspections.

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General Manager, Finance and Planning •

Assume responsibility for HSE in all operational activities in the division;

•

Be a member of the HSE Steering Committee;

•

Be a member of the WNPOC Emergency Management Team;

•

Ensure that the necessary financial facilities are available to proactively manage HSE and also for responding to emergency situations;

•

Ensure that HSE is being considered in production planning and forecasting;

•

Demonstrate HSE leadership by participating in Management Facility Inspections.

Senior Manager, Operations •

Assume responsibility for HSE in all operational activities in the division;

•

Develop Strategic Objectives for operations activities in line with overall WNPOC Strategic Objectives;

•

Implement the HSE management system in operations;

•

Participate at least one Site HSE committee per site once a year;

•

Ensure that all legal requirements are adhered to;

•

Ensure that subcontract workers are all competent to carry out work in compliance with WNPOC HSE requirements;

•

Be a member of the WNPOC Emergency Management Team;

•

Demonstrate leadership and commitment in HSE through participation in inspections, sponsoring in-house HSE forums and promotions and presenting HSE papers at internal & external conferences;

•

Ensure that HSE operational risks have been identified, documented and communicated to all operational staff;

•

Ensure controls have been implemented to manage HSE risks;

•

Ensure a HSE audit programme is implemented and corrective actions implemented;

•

Ensure corrective action tracking programme is implemented; and

•

Develop a programme to ensure competency of staff and contractors are maintained or improved through training.

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Senior Manager, Petroleum development •

Assume HSE responsibility for all sub surface activities;

•

Ensure that all sub surface operating procedures have included HSE considerations;

•

Ensure that staff and contractors engaged sub surface activities have all undergone the relevant HSE training;

•

Be a member of the WNPOC Emergency Response Team;

•

Demonstrate leadership and commitment in HSE through participation in inspections, sponsoring in-house HSE forums and promotions and presenting HSE papers at internal & external conferences;

•

Ensure that HSE operational risks have been identified, documented and communicated to all operational staff;

•

Ensure controls have been implemented to manage HSE risks;

•

Conduct HSE inspections;

•

Ensure a HSE audit programme is implemented and corrective actions implemented; and

•

Ensure corrective action tracking programme is implemented.

Senior Manager, Exploration •

Overall responsible for HSE in exploration and drilling work;

•

Implement HSEMS in exploration and drilling activities;

•

Ensure that competent staff are available to carry out the job and they have all gone for the mandatory HSE training required for their work;

•

Be a member of the WNPOC Emergency Response Team;

•

Demonstrate leadership and commitment in HSE through participation in inspections, sponsoring in-house HSE forums and promotions and presenting HSE papers at internal & external conferences;

•

Ensure that worksite hazards have been identified and controls implemented to manage them; and

•

Develop programme and conduct audit on effectiveness of procedures, work instructions and work practices in managing the risks.

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Senior Manager, Production •

Assume responsibility for HSE in all production operations activities in the asset;

•

Develop Strategic Objectives for production operations activities in line with overall WNPOC Strategic Objectives;

•

Implement the HSE management system in asset ;

•

Chair HSE committee at site every quarter;

•

Ensure that all legal requirements are adhered to;

•

Ensure that subcontract workers are all competent to carry out work in compliance with WNPOC HSE requirements;

•

Be the Head of the WNPOC Emergency Management Team for the asset;

•

Demonstrate leadership and commitment in HSE through participation in inspections, sponsoring in-house HSE forums and promotions and presenting HSE papers at internal & external conferences;

•

Ensure that HSE risks in production operations have been identified, documented and communicated to all operational staff;

•

Ensure controls have been implemented to manage HSE risks;

•

Ensure a HSE audit programme is implemented and corrective actions implemented;

•

Ensure corrective action tracking programme is implemented; and

•

Develop a programme to ensure competency of staff and contractors are maintained or improved through training.

Senior Manager, Technical Services •

Ensure that all contractors conducting the Geological, Geophysical and Petrophysical operations in WNPOC areas of operation are abiding with WNPOC HSE standards.

•

Be a member of the WNPOC Emergency Response Team;

•

Demonstrate leadership and commitment in HSE through participation in inspections, sponsoring in-house HSE forums and promotions and presenting HSE papers at internal & external conferences; and

•

Ensure that all Geological, Geophysical and Petrophysical operations have considered dealing with HSE aspects in their procedures.

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Senior Manager, Surface Development •

Ensure that all facilities and modifications are designed taking HSE hazards into account and hazard management controls have been included;

•

Ensure during facility constructions that hazard controls have been implemented;

•

Be a member of the WNPOC Emergency Response Team;

•

Demonstrate leadership and commitment in HSE through participation in inspections, sponsoring in-house HSE forums and promotions and presenting HSE papers at internal & external conferences; and

•

Ensure that all operational activities have considered HSE aspects in their procedures.

HSE Manager •

Responsible to ensure that a HSEMS has been developed and implemented by the line

•

Be the custodian for the HSEMS

•

Develop the HSE training matrix

•

Ensure that the training matrix requirements are implemented by identifying the resources, type of training etc. for the line

•

Secretary for the HSE steering Committee

•

Develop HSE programmes for the company and guide the line in its implementation

•

Maintain all HSE performance records and trend the performance

•

Track and update the implementation of HSE action items resulting from incident investigations, audit findings and the remedial action plan

•

Review HSE procedures and update to meet changes in business practices, legal requirements and specific clients’ needs

•

Advise management on changes in HSE legislation that affect the business

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President Vice President GM Exploration & Development GM Production GM Finance & Planning GM HR & Procurement Corporate Affairs & CD Manager Security Manager Legal Counsel Senior Manager Exploration Senior Manager Operations Senior Manager Petroleum Development Senior Manager Technical Services Senior Manager Surface Development Manager Finance & Accounts Manager Planning & IT Manager HR Manager Contracts, Procurement & Logistics PMT Directors HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

C C C C C C C C C C C C C C C C C C C

O O O O O

C C C C C O O O O C

C C C C C C C C C C C C C C C C C C C

O O O O O O O O O C C C C C O O O O C

O O O O O O O C C C C C O O O O C

47

O O O O O O O O O O O O O O C C C C O

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C C C C C C C C C C C C

C C C C C C C C C C C C

O O O O O O O O O O O O

O O O O O O O O O O O O

C C C C C C

C O C C C C

O O O O O O

O O O O O O

Welding Safety

Supervisory Safety

H2S Awareness

Rigging & Slinging

JSA

PTW

Fire fighting

First -Aid

Emergency Response

Legal requirements

WNPOC/LI/HSE/001

Office safety

Incident investigation

HSE Inspection HSE Risk management

DOCUMENT NUMBER:

HSE Audit

Appendix 3 – Training Matrix

HSE awareness

PAGE NUMBER:

HSE MS training

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O

O O O O O

C

O O O O O

C

O O O O

O

O

O O O O O O O O

O C

REVISION NUMBER:

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C

Section Heads – Technical Services Section Heads – Surface Development Section Heads – Non-technical Executives - Technical Executives – Non-technical HSE Manager & executives Field Security Heads & supervisors Office Admin Operation Supervisors Operation Technicians Warehouse personnel Legend C Compulsory

O

C

O

O

C

C C C C C C C C C

O C O C

O C O C C C C C O

C C C C C C O C C

O

C

C

C

C O

C C C C C C

O O O O O O C O O

48

C C O C O C C O C O O

C C C C C C C C C C

O O C C C C C C C C C

O O O C O C C O C C C

C

O

C

C

C

C

O C O C C

C C

C C

O C C

Welding Safety

Supervisory safety

H2S Awareness

Rigging & Slinging

JSA

PTW

Fire fighting

First -Aid

Emergency Response

WNPOC/LI/HSE/001

Legal requirements

Office safety

Incident investigation

HSE Inspection HSE Risk management

DOCUMENT NUMBER:

HSE Audit

Appendix 3 – Training Matrix HSE awareness

PAGE NUMBER:

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O

O

C

C

C

C

C

C C

C C

O O

Optional

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Contract Project Manager Contract Project Supervisor Contact Drillers Contract Mechanics Contract Riggers Contract Welders Contract Fitters Contract Electricians

Legend C Compulsory

O

C C

C C C C C C C

C C

C C C C C C C C

C C

49

C C O O O O O O

C C C C C C C C

O C C C C C C C

O C C C C C C C

C C C C C C C C

C C C C C C C C

O O C O O O

C C C C C C C C

C C O O O O O O

Welding Safety

Supervisory safety

H2S Awareness

Rigging & Slinging

JSA

PTW

Fire fighting

First -Aid

Emergency Response

WNPOC/LI/HSE/001

Legal requirements

Office safety

Incident investigation

HSE Inspection HSE Risk management

DOCUMENT NUMBER:

HSE Audit

Appendix 3 – Training Matrix (Contractors)

HSE awareness

PAGE NUMBER:

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C C

Optional

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Appendix 4 – HSE Committees

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50 WNPOC/LI/HSE/001

WNPOC HSE COMMITTEE President

CHAIRMAN

HSE Manager SECRETARY

Vice President / PMT Director

GM E&D

GM F&P

GM HR&P

GM Production

HSE Promotions

Contractor HSE Management

HSE Audits

HSE Training

Operational HSE Issues

Notes: • Chaired by the President • Secretary is the HSE Manager • Membership - Vice President, GM E&D, GM F&P, GM HR&P, GM Production and Security Manager. • Frequency of meeting: Once in every 3 months Roles: •Sets the Strategic Objectives and endorses the annual HSE programme • Appoints senior management staff to lead HSE system audits and major incident investigations (if any) • Reviews the progress on the implementation of the HSE programme • Endorses the HSE training matrix and ensure its implementation • Reviews system audit findings, endorses the recommendations and implement the recommendations • Reviews reports of major incidents and endorses plan to prevent recurrence • Reviews overall HSE performance • Endorses the quarterly and annual HSE report HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

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Security Manager

Incident Investigations

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Appendix 4 – HSE Committees

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Block 5A/5B/8 HSE Committee (Exploration & Development)

51 WNPOC/LI/HSE/001

GM E & D CHAIRMAN

E & D Planner SECRETARY

Operations Manager

Exploration Manager

Technical Services Manager

Petroleum Development Manager

PMT Assistant Director

Facilities Development Manager

Notes: • Chaired by General Manager Exploration & Development • Comprises Managers and PMT with activities in Block 5A/5B/8 • Secretary is the E & D Planner • Frequency of Meeting: Monthly Roles: •Sets HSE performance targets for each Block • Endorses the HSE programme for each Block • Appoints leaders for audits and incident investigations • Reviews, endorses and monitors the implementation of action plans resulting from HSE audits and incident investigations on projects • Reviews and endorses each Block HSE report HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

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Appendix 4 – HSE Committees

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WNPOC’s Office HSE Committee

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Facilities Dev Manager CHAIRMAN HSE Section Head SECRETARY

Security

Exploration

Community Development

Technical Services

Operations

Petroleum Development

Facility Development

HR & Admin.

Finance & Planning

Procurement & Logistics

PMT

Notes: • Chaired by Facilities Development Manager • Secretary – HSE Section Head • Comprises Executives from departments • Frequency: Quarterly Roles: • Reviews HSE requirements • Organises Safety & Health walkabouts in and outside the office • Reviews ergonomic safety requirements in the office • Reviews cleanliness in the office, cafeteria and its premises • Sets rules for food consumption in office, cafeteria and premises • Organises wellness talks for staff

Site Location HSE Committee (Drilling Rig) HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

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Person In-Charge CHAIRMAN HSE Focal Point SECRETARY

Geologist

Security Supervisor

Contractor Rig Manager

Contractor HSE

Camp Boss

Radio Operator

Notes: • Chaired by Person in-charge of the Drilling Rig • Secretary – Site HSE focal point • Comprises Geologist, Security Supervisor, Contractor Rig Manager, Contractor HSE, Camp Boss & Radio Operator • Frequency of meeting: Weekly Roles: • Ensures that project HSE programmes are implemented so that objectives are met • Monitors the progress and implements corrective actions where required to meet the objectives

Site Location HSE Committee (TH hE aA r LJTaHth , SC Aa Fm E TpY)& E N V I R O N M E N T MANAGEMENT SYSTEM

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Appendix 4 – HSE Committees

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Base Superintendent CHAIRMAN HSE Focal Point SECRETARY

Security Supervisor

Construction Supervisor

Maintenance Supervisor

Camp Boss

Administrator

Contractors’ Representative

Notes: • Chaired by Person in-charge of the site locations (Base Superintendent) • Secretary – Site HSE focal point • Comprises Security Supervisor, Construction Supervisor, Maintenance Supervisor, Camp Boss, Administrator & Contractor Reps • Frequency of meeting: Weekly Roles: • Ensures that project HSE programmes are implemented so that objectives are met • Monitors the progress and implements corrective actions where required to meet the objectives

HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

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White Nile (5B) Petroleum Operating Company Ltd. Appendix 5 – Legal Register

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55 DOCUMENT NUMBER:

W N P O C / L I /HSE/001

HSE Legislation issued by: Ministry of Energy & Mining Sudanese Petroleum Corporation Advisory Commission for Environment and Safety Khartoum Sudan

No 1 2 3 4 5 6

Document Title HSE Directory for Petroleum Industry in Sudan HSE Program HSE General Instruction HSE Engineering Standard HSE Assessment Program Disaster Control Plan

H EALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

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Volume I II III IV V VI

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Appendix 6 – Hazard Register Template

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56 WNPOC/LI/HSE/001

Main Activity: Sub Activity: Item

Hazard Description

Threats

HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

Barriers

Top Event

Recovery Measures

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Consequences

Risk Category Initial

Final

Remedial Action

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Appendix 7 – HSE Critical activity Competency Template

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Main Activity: Sub Activity Hazard: Threat: Barrier: Item Task to ensure integrity of barrier

Input

HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

Output

Competency required to perform task

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Supervisory Competency required

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KPI

Remarks

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Item

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Appendix 8 – Remedial Action Register Template

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Description of Action

Target Date

HEALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

Responsible party

Resources Required

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Status

KPI

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Appendix 9 – HSE Procedures Register

DOCUMENT NUMBER:

Document No. WNPOC/LII/HSE/001 WNPOC/LII/HSE/002 WNPOC/LII/HSE/003 WNPOC/LII/HSE/004 WNPOC/LII/HSE/005 WNPOC/LII/HSE/006 WNPOC/LII/HSE/007 WNPOC/LII/HSE/008 WNPOC/LII/HSE/009 WNPOC/LII/HSE/010 WNPOC/LII/HSE/011 WNPOC/LII/HSE/012 WNPOC/LII/HSE/013 WNPOC/LII/HSE/014 WNPOC/LII/HSE/015 WNPOC/LII/HSE/016 WNPOC/LII/HSE/017 WNPOC/LII/HSE/018 WNPOC/LII/HSE/019 WNPOC/LII/HSE/020 WNPOC/LII/HSE/021 WNPOC/LII/HSE/022 WNPOC/LII/HSE/023 WNPOC/LII/HSE/024 WNPOC/LII/HSE/025 WNPOC/LII/HSE/026 WNPOC/LII/HSE/027 WNPOC/LII/HSE/028 WNPOC/LII/HSE/029

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Procedure Description Emergency Response Management Manual Oil Spill Response Plan Management of Change Environment Management Manual General Workplace HSE Practices Safe Use of Explosives Site Hazardous Waste Management Site Domestic and Sewage Waste Management Accident & Incident Reporting and Investigation Dangerous Substance Handling Entering & Working in Vessel & Enclosed Space Electrical Safety Scaffolding Pressure Testing Chemical Cleaning Safe Operation of Machinery Gas Cutting and Welding Job Safety Analysis Permit To Work Lock Out Tag Out Hazards Register HSE Critical Activity Catalogue Corrective and Preventive Action Request Internal HSE Auditing Procedure Remedial Action Register HSE Management Review Safe Driving Safety Passport Contractor HSE Management

H EALTH, SAFETY & ENVIRONMENT MANAGEMENT SYSTEM

EFFECTIVE/REVISION DATE: 24 JULY 2005

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