Exploration & Production
major projects common process HSSE guidelines
©2007 BP International Limited. All rights reserved.
contents These guidelines for HSSE have been developed as a supplement to MPcp. They provide the structure for ‘how we do HSSE’ in projects, supported by tools and examples from BP projects around the world. The facilities that we operate in the future are determined by the projects that we create today. The HSSE guidelines provide guidance on how we select, design, build, and start-up facilities that are safe, meet our environmental expectations and are healthy for our workers and surrounding communities. Through the consistent application of these guidelines, developed from SPU best practice, we will ensure that our HSSE goals are delivered.
Neil Shaw technology vice president - projects & engineering
MPcp guidelines – overview
7
1
HSSE – summary
13
2
HSSE leadership
19
2.1
Introduction
19
2.2
Strategy and Goals
20
2.3
Roles & Responsibilities, Resources & Organization
21
2.4
Stakeholder Alignment
21
2.5
Performance Review
21
HSSE leadership roadmap
22
3
HSSE management
27
3.1
Introduction
27
3.2
Project HSSE Management Plan
28
3.3
Project Planning
30
3.4
Risk Management
30
3.5
Competency and Training
33
3.6
Incident Reporting and Investigation
33
3.7
Crisis Management and Emergency Response
33
3.8
Regulatory and Compliance
34
3.9
Document Management
35
3.10 Action Tracking
35
3.11 Management of Change (MoC)
36
3.12 Knowledge Management
36
3.13 Monitoring, Assurance and Verification
36
HSSE management roadmap
40
4
Health
47
4.1
Introduction
47
4.2
Scope
47
4.3
Health Resources
48
4.4
Health Impact Assessment (HIA) – Outside the Boundary Fence
49
4.5
Workplace Health Risk Assessment
49
4.6
Health Management Plan
49
©2007 BP International Limited
MPcp HSSE Guidelines
contents
contents
4.7
Crisis Management and Emergency Response
50
8
construction contractor HSSE management
4.8
Contracts and Procurement Strategy
51
8.1
Overview
4.9
Human Factors (HF) and Ergonomics
51
8.2
Planning
health roadmap
52
8.3
Pre-qualification
5
Design safety
59
8.4
Selection
5.1
Introduction
59
8.5
Pre-mobilization
5.2
Scope
59
8.6
Mobilization
5.3
Roles and Responsibilities
61
8.7
5.4
Design Hazard Management (DHM) Overview
61
8.8
5.4.1 Design Hazard Management (DHM) Process
62
8.9
Final Evaluation and Close-out
100
5.4.2 Inherently Safer Design (ISD)
62
construction contractor HSSE management roadmap
104
5.4.3 Safety Critical Design Measures (SCDM) and Performance Standards 63
9
resources
111
5.4.4 Study Programme and Action Management
63
9.1
Projects Cyber Librarian
111
5.4.5 Case for Safety (CfS) in Design and Operations
64
9.2
HSSE training
111
5.5
64
9.3
Tools and examples
111
design safety roadmap
66
terms & definitions
113
6
Security
73
6.1
Introduction
6.2
Risk Assessments
73
6.3
Roles, Responsibilities, Resources, Training and Organization
74
Integrity Management
6.4
Philosophy and Plan to Mitigate Assessed Risk
74
6.5
Technical Security Design and Response
75
6.6
Voluntary Principles on Security and Human Rights
75
security roadmap
78
7
Environmental and social
89
7.1
Introduction
7.2
Scope
7.3
Social Guidelines
89
90
95
95
96
97
97
98
Execution
99
Demobilization
99
90
7.4
Environmental Impact Management Process (EIMP)
90
7.5
Environmental Performance Requirements
91
environmental roadmap
92
MPcp HSSE Guidelines
95
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©2007 BP International Limited
©2007 BP International Limited
MPcp HSSE Guidelines
MPcp guidelines – overview
Our goal is to generate business value by delivering projects, which are efficient in both capital investment and long-term operation. We will do this by consistently creating distinctive projects and delivering them with world class execution. The Major Projects common process (MPcp) is a key part of the overall project system which is designed to support Performance Units in pursuit of this goal. This system includes our people and processes, supported by networks and functional authorities, guidelines, tools and good examples. The MPcp document lists expectations, for each of the ten elements of Projects Excellence, which shall be met before proceeding to the next stage of the project. Associated with each expectation are a number of attributes which describe and support the achievement of that expectation. These attributes are intended to guide project teams in developing their action plans for the stage and to drive consistent good project performance. The MPcp document also describes the governance process, including functional attestation, required to meet the Group Investment Assurance and Approvals Process (GIAAP). Guidelines have been written, for each of the main project disciplines, to provide more detailed support to project teams in the achievement of MPcp expectations. These Guidelines describe the framework and processes which discipline practitioners are expected to follow. They have been compiled from the wisdom and experience which exists in the company. They represent the current view of discipline requirements and good practice, which we want to be applied consistently across our range of projects. They have been entitled Guidelines deliberately because we want people to think about their application and not just follow them by rote. Over time we expect people to identify improvements in the practices described in these Guidelines but we want such improvements to be introduced in a planned and systematic way. For this reason each of the Guidelines has clear ownership by the leader of the relevant project network. A project team should adhere to the Guidelines unless it perceives significant material benefit from departing from them. Where it does perceive such a benefit it should review the proposed departure with the relevant Network Leader beforehand, both to obtain challenge to its view but also to ensure that the experience is visible and can be readily captured for the benefit of others if the departure does lead to improved practice.
©2007 BP International Limited
MPcp HSSE Guidelines
MPcp guidelines – overview
MPcp guidelines – overview
Knowledge Areas
HSSE Leadership HSSE Management Health Design Safety Security Environmental and Social Construction Contractor Management
Project Principles App Sel Def Exe Ope Dashboards MPcp Elements • HSSE MPcp • Subsurface Resource Guidelines Characterization • HSSE • Technology, Engineering & • Appraisal & Technical Definition Pre-development • Project Management & Execution • Engineering & Quality Mgt. • Procurement & Supply Chain • Project Management & Execution Management • Procurement & Supply Chain Mgt. Project Services
App
• Tools
• Templates
Def
Tools
• • Project Services • Organizational Capability • Organizational Design • Commissioning & Operational • Commissioning & Operational Readiness Readiness • Risk Management • Performance & Risk Management • Knowledge Management • Knowledge Management Resources
Sel
Examples
Exe
Level 1: The knowledge areas covered in the HSSE Guidelines
Level 2: The Roadmaps - Activities to be completed for each Knowledge Area and key stages of Project development
Level 3: Tools to assist in completing the activities for each of the key stages
Level 4: Examples from projects
• Examples
figure 1 MPcp and related guidelines
figure 2 structure of the HSSE Guidelines
Health, Safety, Security and Environmental (HSSE) excellence is recognized as a key component of our strategy to become the #1 Projects Operator by creating distinctive projects with world class execution. The HSSE Guidelines are the ‘BP way’ of how we do projects that codifies HSSE best practice and enables knowledge to be shared to achieve best-in-class HSSE performance – we will use them everywhere.
Level 1 – The HSSE Strategic Knowledge Areas
MPcp HSSE Guidelines
©2007 BP International Limited
©2007 BP International Limited
HSSE Guidelines book
The HSSE Guidelines are structured around four levels (figure 2):
HSSE Guidelines CD
The responsibility for implementing the Guidelines lies with Team leaders within Performance Units. It is their further responsibility to ensure that proposed departures from the Guidelines and improvements to them are raised promptly with the relevant Network Leaders.
Sections 2 - 8 of the guidelines are organized around the seven HSSE strategic knowledge areas (SKAs). Each section provides an overview of the knowledge area aligned with a roadmap and lists the MPcp HSSE expectations that must be met before proceeding to the next stage of the Project.
MPcp HSSE Guidelines
MPcp guidelines – overview
Level 2 – The Roadmaps A roadmap is included at the end of sections 2 - 8 of the guidelines. The roadmap for each knowledge area is organized around the four key stages of project development (Appraise, Select, Define and Execute). They describe activities that should be considered before proceeding to the next stage of the project. The actions covered are extensive and some may not be relevant to every project. However, all actions should be considered prior to rejection. Addressing the respective activities for each stage will support the achievement of the stage objectives as well as provide an excellent foundation for the work of the subsequent stage. Level 3 – Tools Tools to assist HSSE professionals, engineers and managers in completing the activities outlined in the roadmaps are located on the companion CD to the HSSE Guidelines and are also available at the ETP & Projects Library located at http://pelib.bpweb.bp.com. Level 4 – Examples HSSE examples from BP Major Projects are also located on the companion CD and at the ETP & Projects Library. The tools and examples are intended to guide the project teams in completing the activities, driving consistency, and incorporating best practices and lessons learned. The HSSE Guidelines provide the structure for ‘how we do HSSE’ in projects, supported by tools and examples that will be invaluable for not only HSSE professionals, but also managers, engineers and other project personnel.
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©2007 BP International Limited
1 HSSE - summary
The HSSE Guidelines are aligned with the Projects & Engineering strategy, the BP Group 5 Year Plan and the Safety & Operations agenda. They seek to: • • • •
Provide a common language and process to guide HSSE in projects. Define HSSE excellence in terms of activities and good practice. Incorporate lessons learned from previous projects. Provide HSSE professionals, engineers and project managers with tools and examples to assist in delivery of HSSE excellence.
Full implementation of these guidelines will result in enhanced project performance, protection of our reputation and improvement of our liability profile. HSSE Leadership ‘HSSE leadership starts at the top, or it does not start at all.’ Management’s strong, visible and demonstrated commitment and leadership is a critical component of HSSE excellence in projects. Management is accountable for implementing these guidelines. During the CVP Appraise and Select stages, management clearly defines and communicates to all project team members (BP and contractor) the HSSE strategy that defines the overall project HSSE philosophy, principles and goals. The HSSE strategy is fully considered when confirming the fundamental viability of the project, selecting the development concept, engineering the facility and during commissioning and start-up. Inherently safe design should be a critical factor in concept selection and can result in a simple to execute and operate design; or, if we get it wrong, a contrived design that is inherently difficult to operate safely. HSSE must be led and managed like all other aspects of the business, and by the same people who manage these aspects – project management and members of the line organization. HSSE success is determined by what management does – not what they say – and managers and supervisors are held accountable for HSSE performance. HSSE is integrated into everything.
©2007 BP International Limited
MPcp HSSE Guidelines
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1 HSSE - summary
1 HSSE - summary
HSSE Management HSSE Management describes the organization, plans and systems that should be developed and implemented to achieve the HSSE goals defined by project leadership. A key component of HSSE management is risk management. Effective management of HSSE risk is recognized across all BP segments as a key component for the delivery of world class projects. Key HSSE management activities include the development of an HSSE risk management strategy (as part of the overall project risk strategy), and the development of a Project HSSE Management Plan. The HSSE Management Plan describes the key management systems that the project will use to manage the risks. Getting HSE right (gHSEr) is the BP HSE Management System Framework which supports the HSE Expectations to be adopted by all BP managers. Managers are accountable for putting in place appropriate documented systems and processes for each Expectation, for ensuring continuing progress towards Project HSSE goals and targets, and for confirming that these processes are effective via the HSSE Assurance process. gHSEr is still the current framework for managing HSSE and should continue to be used until it is replaced by an Operating Management System (OMS). When the OMS is developed, the content of gHSEr will be fully incorporated. Project HSSE Reviews (PHSSERs) are a mandatory element of a project’s assurance strategy and are specifically mandated by the Integrity Management Group Standard. PHSSERs heighten the awareness of HSSE risks and help make HSSE an integral part of the gated decision and approval process for projects within CVP.
risks and completion of a Health Impact Assessment (HIA). Potential health impacts should be considered during concept selection, especially when deciding where to locate facilities. During the Define and Execute stages, a health organization is put into place and the Health Management Plan is updated to include planning for Execute stage activities (e.g. construction). A detailed Health Risk Assessment (HRA) is conducted to identify potential health impacts on workers and health considerations are incorporated into the design of the facility. Execute stage activities are focused on implementing the Health Management Plan and planning for the Operate stage. Design Safety Excellence in design safety is an engineering responsibility and is best achieved through Design Hazard Management. This process involves major hazard identification, evaluation and continuous risk reduction through design safety measures. Design Hazard Management is underpinned by four engineering activities:
Inherently Safer Design Safety Critical Design Measures and Performance Standards Safety Study Programme Case for Safety
Managing hazards in design involves eliminating or minimizing major accident hazards at the source, and preventing those that remain from becoming major accidents. It also involves the provision of sufficient design integrity to control the consequences of a major accident to reduce severity and potential escalation, while providing mitigation and protection for personnel and key facilities from the effects (e.g. heat, smoke, gas, toxic fumes, etc.).
Health Health Risk Assessment (HRA) and health risk management are essential to ensure that personal, occupational, and environmental health risks in projects and operations are managed properly. The Health section of the Guidelines is focused on identifying and managing health risks and driving compliance with local laws and BP standards. Appraise and Select stage activities are focused on identifying and confirming key health risks and developing a health plan for the project. Key health risks in both the project and operational phase are identified through a review of regional health 14
MPcp HSSE Guidelines
©2007 BP International Limited
Security The Group Security Policy underpins and establishes the basis for how BP manages global security. Our fundamental mission is to provide a safe and secure work environment by protecting ourselves, our assets and our operations against risk of injury and loss, or damage from criminal, hostile or malicious acts.
©2007 BP International Limited
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1 HSSE - summary
1 HSSE - summary
One of the key expectations of BP’s Group Security Policy is that security will be taken into consideration during the appraisal, selection, definition and execution of all new capital projects. As the project moves forward, project requirements will change. These adjustments should not prevent security analysis from taking place early, ideally at the Appraise stage. Security risks and plans will inevitably change; indeed early planning will reveal important areas for reconsideration. Project Managers should consider security as early as possible in the process. Bolting security onto a project rather than building it in can be, at best, expensive and, at worst, fatal.
During construction, there are four main tasks that leadership must implement—by doing, not saying—if the project is to achieve best in class HSSE performance:
Environmental and Social The OMS Practice, Environmental Requirements for New Projects, is the basis for the Environmental and Social section of the guidelines. It is a full life-cycle process based on four fundamental principles: • • • •
Define and clearly communicate the HSSE expectations to each contractor and sub-contractor bidding on the job. Consider HSSE as a critical factor in the evaluation of bids and selection of contractor(s). Reinforce the contract HSSE requirements with the successful bidder(s) to ensure that those accountable for managing the project understand the expectations. Manage performance of construction activities through site visits, proactive involvement in HSSE practices, enforcement of the HSSE requirements of the contract, and close out the construction phase with a post-contract joint evaluation of the contractor’s and BP’s HSSE performance.
We will identify and understand our impacts. We will consult with others. We will design to avoid adverse impacts and minimise use of natural resources. We will reduce the adverse residual impacts of our wastes, emissions and discharges.
The early screening of environmental risk brings clarity and transparency to our decision making process and the Environmental Performance Requirements set consistent standards for delivery across the businesses. The Environment and Social section describes the processes to ensure that BP exhibits performance-driven management and that BP is consistent and transparent wherever the company operates. Construction Contractor HSSE Management Construction Contractor HSSE Management describes an eight-phase process for contractor management consistent with the OMS Practice for Working with Contractors. Risk identification is a key part of the process and is a key factor in determining contracting strategy. Active participation by BP and the contractor(s) are essential to achieve excellent HSSE performance.
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MPcp HSSE Guidelines
©2007 BP International Limited
©2007 BP International Limited
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2 HSSE leadership 2.1 Introduction ‘Everybody who works for BP, anywhere, is responsible for getting HSSE right. Good HSSE performance is critical to the success of our business.’
Lord Browne, January 1999
Strong, visible and demonstrated management commitment and leadership is a critical component of HSSE excellence in projects. The HSSE Guidelines are the ‘BP way’ of how we do projects – we use them everywhere. Management is accountable for ensuring that these guidelines are implemented. The attitude of managers and supervisors towards HSSE plays a vital role in achieving excellent HSSE performance. Examples of HSSE Leadership behaviours that promote great HSSE performance are: Set high standards Regularly explain HSSE expectations and verify understanding and compliance. Focus on sustainable performance improvements in HSSE and measure progress via leading and lagging indicators. Continually emphasize that schedule will never compromise HSSE. Consistently recognize good HSSE behaviour and performance. Tackle poor performance. Communicate openly Talk face-to-face with staff about HSSE performance and concerns. Regularly vary communication methods to get the HSSE message across. Keep the HSSE message simple and direct. Provide prompt, honest feedback on concerns raised by the workforce. Show concern for people Ensure effective mechanisms exist for people to raise HSSE and welfare concerns. Be approachable for informal discussions about HSSE concerns. Be personally involved in incident investigation to understand root causes and communicate learning. Proactively involve others Ensure adequate HSSE resources and training are available; allocate sufficient time and priority for HSSE initiatives. Take personal action to improve HSSE performance by showing enthusiasm, decisiveness and support. ©2007 BP International Limited
MPcp HSSE Guidelines
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2 HSSE leadership
2 HSSE leadership
Regularly visit worksites and conduct ASAs Confirm that BP’s HSSE expectations are communicated to the workers. Ensure that the BP Control of Work (CoW) Standard is fully implemented on BP premises and that effective CoW programmes are implemented on contractor sites. Confirm adequate BP presence and contractor supervision onsite to support and monitor work. Review pre-job risk assessments to ensure that they are task specific; available in the language(s) of the workers performing the work and that the workers are aware of the hazards.
2.3 Roles & Responsibilities, Resources & Organization
Although management is ultimately accountable for HSSE performance, BP people at all levels in the project organization are responsible for leading and engaging the workforce in meeting our health, safety, security, technical integrity and environmental goals and objectives. HSSE is integrated as part of everything we do.
2.4 Stakeholder Alignment
The foundation for HSSE excellence in operations begins with creating distinctive projects – choosing the right projects to build during the Appraise and Select stages. During Define and Execute, we design the facility for inherently safe and environmentally sound operations, then build, commission and start-up the facility safely.
Management establishes clear HSSE roles and responsibilities for all project team members and allocates competent HSSE resources, and where necessary, provides specialist expertise to support the line. Recruitment, selection and placement processes ensure that personnel are qualified and competent to perform their tasks. Sufficient thought should be given early in the project to the composition of the HSSE team and the timing when the team members should be committed to the project. There is a strong bias that the Project HSSE Manager is BP staff.
Open and proactive communications are established and maintained with employees, contractors, regulatory agencies, public organizations, communities and JV partners regarding the HSSE aspects of the project. We value the importance of community awareness and will actively engage in dialogue with various stakeholders to maintain public confidence in the integrity of our projects and our commitment to HSSE performance. 2.5 Performance Review
MPcp Expectation (Appraise – Execute) Management commitment to HSSE is strong, visible and demonstrated.
2.2 Strategy and Goals During the CVP Appraise and Select stages, management clearly defines and communicates to all project team members (BP and contractor) the HSSE strategy that defines the overall project HSSE philosophy, principles and goals. The HSSE strategy is fully considered when confirming the fundamental viability of the project, selecting the development concept, engineering the facility, and during construction, commissioning and start-up.
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HSSE performance metrics (both inputs and outputs) are established, communicated and understood throughout the project organization. Project management regularly reviews the HSSE performance metrics to determine progress against objectives and targets and what management system changes are necessary. The Integrity Management Standard requires that the Performance Management System for all projects shall require formal reviews of health, safety, integrity, security and environmental impacts carried out at key stages. For major projects, GP 48-1 HSSE Review of Projects shall be applied.
©2007 BP International Limited
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2 HSSE leadership - roadmap
2 HSSE leadership - roadmap
Words in bold indicate there are tools and examples to support these themes. The actions covered are extensive and some may not be relevant to every project; however, all actions should be considered prior to rejection.
Strategy and Goals
APPRAISE
SELECT
DEFINE
• Establish the HSSE strategy that defines the overall Project HSSE philosophy, culture, principles, drivers, and boundaries.
• Update the HSSE strategy as concept options are evaluated and one is selected.
• Update the HSSE strategy with focus on planning for Execute stage activities (e.g. fabrication, integration and installation).
• Implement HSSE strategy.
• Confirm HSSE goals and objectives.
• Assess performance of Execute stage activities against HSSE targets.
• Define project HSSE high-level goals, objectives, and targets. • Establish the protocol for project leadership to visibly demonstrate and communicate the commitment to HSSE.
Roles and Responsibilities
Resources and Organization
APPRAISE • Set HSSE expectations for project team members for the Appraise and Select stages.
• Define specific HSSE goals and objectives for project and align with project activities and near term field work. • Set specific, measurable HSSE targets for the project. • Review and update protocol for project leadership to align with Select stage activities.
SELECT • Define HSSE roles and responsibilities for project team.
• Assess performance of Define stage activities against HSSE targets. • Review and update protocol for project leadership to align with upcoming project activities.
DEFINE • Review and update (if necessary) HSSE roles and responsibilities.
EXECUTE • Review and update project targets for Execute stage activities.
• Set specific targets for Leadership (BP and contractor) visibility in the field. • Verify that HSSE expectations are understood and implemented at the workface by all contractors and subcontractors.
EXECUTE • Update and communicate HSSE roles and responsibilities for Execute stage activities.
APPRAISE
SELECT
DEFINE
EXECUTE
• Develop a high level project HSSE organizational structure for the Select stage.
• Develop project HSSE resource and organization plan.
• Finalize the project HSSE resource and organization plan for Execute stage activity.
• Implement HSSE resource and organization plan.
• Develop project HSSE cost estimate (inclusive of manpower). • Interface with project services team to effectively track costs. • Obtain JV approval (where applicable) for HSSE resource requirements.
• Identify project HSSE staffing, support needs, and budget for Define and Execute stages. • Interface with project services team to integrate HSSE resource and organization plan into overall project resource forecast and plans. • Obtain JV approval (where applicable) for HSSE resource requirements.
• Hire the project Execute stage HSSE advisors necessary to assist in contractor audits and development of site- specific HSSE plans. • Refine HSSE-related budget/manpower estimates. • Obtain JV approval (where applicable) for HSSE resource requirements.
• Periodically review the effectiveness of the HSSE organization. • Develop operations HSSE staffing plan and consider appropriate timing to hire and assist in the development of HSSE procedures for the new facility/operations. • Develop HSSE transition plan and de-manning strategy from project to operations. • Obtain JV approval (where applicable) for HSSE resource requirements.
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©2007 BP International Limited
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2 HSSE leadership - roadmap
Stakeholder Alignment
Performance Review
APPRAISE • Develop the project external stakeholder engagement strategy in alignment with other project functions.
2 HSSE leadership - roadmap
SELECT • Implement the project external stakeholder engagement strategy and begin the process of active engagement.
DEFINE • Implement the project external stakeholder engagement strategy.
EXECUTE • Implement the external stakeholder engagement strategy. • Openly communicate HSSE performance, achievements, milestones, and issues with external stakeholders. Implement the HSSE Monitoring, Assurance and Verification Plan.
APPRAISE
SELECT
DEFINE
EXECUTE
• Establish an HSSE review process with project and BU leadership to regularly review HSSE performance.
• Assess HSSE performance and use information to improve performance and processes.
• Assess HSSE performance and use information to improve performance and processes.
• Verify that HSSE expectations are understood and implemented at the workface by all contractors and subcontractors. • Assess HSSE performance and use information to improve performance and processes.
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©2007 BP International Limited
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3 HSSE management
3.1 Introduction HSSE Management describes the organization, plans and systems that should be developed and implemented to achieve the HSSE goals and targets defined by project leadership. A key component of HSSE management is risk management. Effective management of HSSE risk is recognized across all BP segments as a key component for the delivery of world class projects. Risk Management Guidelines for Major Projects defines the project level risk management process to ensure that key project risks are managed holistically. Getting HSE right (gHSEr) is the BP HSE Management System Framework which supports the HSE Expectations to be adopted by all BP managers. The Project HSSE Manager is accountable to the PGM for ensuring that the project has a comprehensive overall HSSE strategy and plan for delivering its HSSE goals and targets, is appropriately resourced, has the necessary management systems in place and is working in accordance with those management systems to deliver HSSE performance. Essential responsibilities include:
Confirm that all Health, Safety, Security and Environmental concerns and risks relating to the full lifecycle of the project, novel technology and nature of the location have been identified. Develop a Project HSSE Management Plan that defines HSSE expectations, organizations, and systems to be used to manage HSSE throughout project development and execution. Verify that all applicable regulations, BP standards, practices, requirements and expectations relative to HSSE have been identified and have been met, e.g. o Control of Work o Driving Safety o Integrity Management o Environmental Requirements for New Projects Confirm that HSSE Plans are in place and are being implemented that will assure HSSE performance during design, construction, commissioning and installation. Develop a holistic Case for Safety (CfS). Develop a Transition HSSE Plan that assures operational personnel have adequate HSSE training, emergency response arrangements and procedures have been established, and all notifications, and requirements for regulatory and HSSE contractual compliance have been completed and handed over to the site for ongoing compliance.
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3 HSSE management
3 HSSE management
gHSEr is the current framework for managing HSE and should continue to be used until is replaced by an Operating Management System (OMS). When the OMS is developed, the content of gHSEr will be fully incorporated.
MPcp Expectations Appraise
An HSSE Management Plan has been developed and the Project Leadership Team has clearly defined and communicated to all project team members the HSSE strategy that defines the overall project HSSE philosophy, principles and goals.
Select
The Project HSSE Management Plan adequately addresses the HSSE risks identified and how they will be managed in future stages, including health, occupational and design safety, security, environment and social.
Define
The HSSE Management Plan is updated to reflect Define activities and to identify the HSSE management issues associated with Execute.
MPcp Expectation (Appraise – Execute) A documented HSSE Management system is in place which meets BP’s expectations and requirements.
3.2 Project HSSE Management Plan The Project HSSE Management Plan describes the organization and HSSE management systems implemented to manage HSSE risks. All projects shall implement the following BP Group Standards and future standards as they are developed:
Personal Safety o Control of Work o Driving Safety Integrity Management Marine Operations
Within-Execute The HSSE Management Plan is updated to reflect Execute activities, including construction, installation, hook-up and commissioning.
The intent of the BP Group Standards is to ensure a formal approach to managing risk for BP employees and their contractors. The further intent is to promote adoption of the standards by companies working on behalf of BP on non- BP premises. Projects should endeavour to hire contractors with HSSE programmes that are as protective, or more protective, than BP Group Standards, and encourage those who do not have such programmes to adopt them.
End-of-Execute The project and site are fully implementing robust HSSE Management Plans, processes and procedures to confirm preparedness and obtain approvals for start-up.
The Golden Rules of Safety are minimum standards for safeguarding personal safety and key controls and procedures that must be followed in all places of work. These rules have been created to allow knowledge from past safety incidents to be shared widely across BP, and emphasize the basic rules that should be in place at all locations for managing safety during typical risk activities.
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3 HSSE management
3 HSSE management
3.3 Project Planning The goal of the Project Appraisal Plan (PAP) is to enable an informed decision on project viability and concept selection. Significant HSSE issues that could affect the viability of the potential project should be identified and assessed. HSSE risks, including Major Accident Risks (MAR), are taken into account in the evaluation of project options.
RTC Task Risk Assessment (see figure 3.1) is one example of a risk assessment process that has been implemented to systematically identify and manage hazards associated with specific tasks at the worksite.
RTC
Task Risk Assessment
The Project Execution Plan (PEP) is developed during the Select stage and defines key project strategies and plans necessary to complete the Define and Execute stages of the project. All HSSE concerns and risks relating to the characteristics of the full lifecycle of the project, novel technology, and the nature of the location shall be identified and managed. HSSE management is a critical component of the PEP.
The
Talk it
Check it
RTC Assessment Process is a pre-task risk assessment led by the supervisor prior to the start of each shift, or as necessary throughout the shift.
The System
3.4 Risk Management
The risk assessment form is designed as an Aid Memoir with a systematic approach to identifying the following:
Effective management of risk is recognized across all BP segments as a key component of the delivery of world class projects. The Integrity Management (IM) Standard requires that formal procedures are in place to identify hazards associated with normal and abnormal operations, assess risks, formally document this information and communicate it to affected staff. New projects with the potential for a major incident shall assess their risks using the Group MAR Process (ETP No. GP 48-50 Major Accident Risk Process).
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Risk assess it
• • •
Tasks Involved Hazards Involved Control Measures
RTC is carried out immediately following the regular toolbox talk at the start of the shift, or prior to commencing any new task outside the scope of the initial RTC assessment.
Risk Management Guidelines for Major Projects defines the project level risk management process to ensure that key project risks are managed holistically. Key project HSSE risks are identified and assessed as part of this process and a Project Risk Register is maintained for documenting the results of the process.
The Process
The BP Group Standards (Driving Safety, Control of Work, Integrity Management and Marine Operations) ensure a formal approach to managing risk for BP employees and their contractors for these areas. In addition, detailed HSSE risks are managed at the discipline level (e.g. Health Risk Assessment and Human Rights Risk Assessment) and by site or job-specific risks assessment techniques (e.g. UXO Risk Assessment, job-safety analysis, and task risk assessment). The Diving HSSE Guidelines shall be used in conjunction with other BP Health, Safety, Security and Environment (HSSE) policies, practices and procedures to manage risks associated with diving operations.
• •
MPcp HSSE Guidelines
©2007 BP International Limited
©2007 BP International Limited
• • •
•
The foreman completes the RTC form at the work site prior to commencing work. The foreman and team discuss task specific hazards and control measures. Once everyone understands the tasks, risks and control measures, an RTC form is signed. The foreman inspects the work site and signs the form. A ‘time-out’ is taken if the task changes, additional risks identified or anyone thinks it is not safe to proceed. At the end of the shift, the team signs off on a form confirming that the worksite is clean and safe.
See toolbox for details on how to implement RTC on your site.
figure 3.1 RTC – task risk assessment MPcp HSSE Guidelines
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3.5 Competency and Training MPcp Expectations Appraise
An HSSE risk assessment has been conducted and all significant HSSE risks, along with all their response plans, are documented in the overall project Risk Register with named individuals responsible for managing them and providing input into regular progress reviews.
Recruitment, selection and placement processes should ensure that personnel are qualified, competent, and physically and mentally fit for their assigned tasks. BP and the contractors’ workforce should have the required skills and training to competently perform their tasks in a healthy, safe and environmentally sound manner. A plan should be in place to verify that the contractor demonstrate and document that their workforce (including subcontractors) are trained, competent and meet BP expectations.
Select
The HSSE risk assessment is updated to ensure that all risks relating to the characteristics of the full lifecycle of the project, novel technology and the nature of the location have been identified. All response plans are documented in the overall project Risk Register with named individuals responsible for managing them and providing input into regular progress reviews.
The IM Standard requires that project, design, construction, operations, maintenance and contractor personnel shall be trained in the relevant operating and/or maintenance procedures, and in the potential hazards associated with their work. Understanding of the training received shall be verified, and competence assessed, at regular intervals.
Define
The HSSE risk assessment is updated to reflect all Define activities and to identify the risks associated with Execute. All response plans are documented in the overall project Risk Register with named individuals responsible for managing them and providing input into regular progress reviews.
Within-Execute The HSSE risk assessment is updated to reflect all Execute activities. All response plans are documented in the overall project Risk Register with named individuals responsible for managing them and providing input into regular progress reviews. End-of-Execute The HSSE risk assessment is updated to ensure that all risks associated with handover and transition to Operations have been identified and are being managed. All response plans are documented in a Risk Register with named individuals responsible for managing them and providing input into regular progress reviews.
3.6 Incident Reporting and Investigation All incidents should be reported and investigated to a level appropriate to their potential for harm. The Financial Control and Accounting (FC&A) Incident Reporting & Investigation Procedure defines the requirements for doing this. The E&P Safety and Operations Reporting Decision Tree provides additional guidance to support SPUs in reporting incidents. The IM Standard requires that all significant IM incidents are investigated using a recognized root cause analysis process to determine the possible cause(s) and identify and recommend actions to prevent a recurrence. Group HSSE Reporting Requirements define BP’s mandatory reporting requirements. Traction is the Group web-based tool for reporting incidents and recording investigations and is also used to input performance data such as hours worked. The IM Standard requires “The SPA IM shall also ensure that findings are promptly addressed and that resolutions covering both the technical and human factors leading to the incident are documented in Traction.” 3.7 Crisis Management and Emergency Response The IM Standard requires that all business segments and BP Operations shall develop and maintain Crisis Management and Emergency Response (CM&ER) plans, based on identified hazards and risks including those developed from the MAR process.
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These plans shall be consistent with the Group Crisis Management Framework. The Group Crisis Management Framework sets out a management system for CM&ER in BP, and the recommended good practice for each stage in the process. Across BP, the response priorities should always be: • • • •
1. Risk assessment and prioritisation
2 .Compliance planning
First – People Second – Environment Third – Property Fourth – Business
The fundamental philosophy of over-reaction, assessment, response and subsequent de-escalation should be adopted.
5. Management review and certification
3.Implementation and operation
3.8 Regulatory and Compliance The Global HSSE Compliance Framework details the minimum requirements for HSSE compliance management processes used by BP businesses. It reflects the underlying premise that businesses must prioritize their HSSE compliance management activities based on risk. When effectively implemented, resourced and supported by leadership, HSSE compliance programmes that conform to this framework will enable projects to reduce their business risks associated with HSSE non-compliance and support a culture of integrity. (BP’s 5-Step Compliance Process is illustrated in figure 3.2.) Implementation of this framework is mandatory for all BP businesses where BP is the operator. In all other cases, we should strive to influence our partners to adopt similar processes and procedures.
4. Measurement, evaluation and corrective action
figure 3.2 bp’s 5-step compliance process
3.9 Document Management HSSE documents are developed and controlled in accordance with the project document management system. It is critical that all relevant HSSE documents are transferred to operations personnel prior to start-up. 3.10 Action Tracking HSSE is integrated into the overall project action tracking system. Traction should be used to document and ‘track to closure’ all actions resulting from HSSE incidents and 34
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incident investigations. In addition, actions may result from discipline related activities (e.g. Health Risk Assessments, HAZOPS, ESIAs, Site Security Risk Assessments, etc.). Although a master HSSE action tracking system may not be practical, all action items should be documented with names of responsible managers, due dates and ‘track to closure’ data. HSSE actions should be rigorously reviewed by management on a regular basis to ensure that actions are closed on-time. 3.11 Management of Change (MoC) The IM Standard requires that all BP Operations shall maintain a Management of Change (MoC) system to ensure continued integrity and safe operation in the event of temporary or permanent changes to technology, facilities, equipment, operations or organization. For Major Projects that are executed in or on behalf of the SPU/BU, there is a preference to use the SPU/BU MoC system in order to provide consistency and continuity at handover of the project to operations. The use of one MoC system will also provide the SPU/BU with the ability to easily review the project’s design and execution and understand where exceptions to site technical practices or waivers to industry standards were approved by project management.
Project HSSE Reviews (PHSSERs) are an essential element of a project’s assurance strategy and are specifically mandated by the Integrity Management Group Standard. ETP GP 48-01 Guidance on Practice for HSSE Review of Projects defines the process and detailed procedures for the conduct of PHSSERs. The overall objective of the PHSSER process is to assure the client Business Unit that HSSEsensitive areas have been identified and that the appropriate project, engineering and operational systems have been or will be developed to control the identified risks. Assurance is provided by reviewing proposals at various key stages in their development. (See figure 3.3). PHSSERs heighten the awareness of HSSE risks and help make HSSE an integral part of the gated decision and approval process for projects within CVP. PHSSER reports are an important element of the decision support packages required at each CVP stage gate. Additional requirements of GP 48-01 include: • • •
3.12 Knowledge Management Well managed knowledge is essential to build on the BP way of doing HSSE in projects as described in these guidelines. The key processes, technology applications and supporting roles outlined in the MPcp Knowledge Management Guidelines should be implemented to ensure that we apply our best HSSE knowledge to our projects every time.
Variances from this GP are expected to be rare and must be reviewed and approved by the SPU Engineering Authority, who will consult with the HOD Engineering on significant variances. Projects shall document completion of all HSSE recommendations (PHSSER, HAZOP, etc). Formal acceptance of the Pre-Start-up HSSE Review recommendations by the host site Business Unit Leader or his nominee and completion of priority actions should be a condition of start-up. The 7 PHSSERs ‘Creating Distinctive Projects’
Appraise
Select
‘Delivering with World Class Execution’
Define
Execute
Operate
3.13 Monitoring, Assurance and Verification Key features of HSSE monitoring, assurance and verification are: • • • 36
Management’s accountability for establishing effective documented processes to deliver HSSE performance. Effective monitoring, review and verification processes involving audits, peer reviews, internal assessments and external assessments. Plans to improve HSSE performance and address areas requiring attention.
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Appraise Stage PHSSER
Select Stage PHSSER
figure 3.3 the 7 PHSSERs
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Pre-Sanction Stage PHSSER
Construction Stage PHSSER
Detailed Engineering Stage PHSSER
Operate Stage PHSSER
Pre-Startup Stage PHSSER
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MPcp Expectations Appraise
A plan has been developed for application of GP 48-01 (Guidance on Practice for HSSE Review of Projects), the Appraise PHSSER has been completed, and a plan for the Select PHSSER is available for implementation.
Select
The Select stage PHSSER has been completed and a plan for the Define PHSSER (Pre-Sanction) is available for implementation.
Define
A Pre-Sanction PHSSER is completed and a plan is in place to conduct Detailed Engineering, Construction and PreStart-up PHSSERs.
Within-Execute Detailed Engineering and Construction PHSSERs have been conducted and there are plans for a Pre-Start-up PHSSER. End-of-Execute A Process Safety and Start-up Review (PSSR) and Pre-Startup PHSSER have been completed and actions required for start-up have been completed.
Tools and examples are available via the Projects Library at http://pelib.bpweb.bp.com
and on the CD included with these guidelines
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H
S
E
R
5 STAR Safety PROGRAM The Five Star Safety Program recognises and rewards positive safety behaviours and deters negative safety behaviours by encouraging all site personnel to contribute to site safety and by providing a simple incentive scheme. How it works After receiving the Site HSE Induction, each employee receives the red ‘Five Star’ stickers that are placed fully visible on the right side of the hard hat.
Employees will be rewarded a silver star for exceptional HSE actions or leadership.
Every third star earned will be a gold star.
Violation of one of the Golden Rules results in removal of a red star.
The 5 Star Safety Program is an example of a safety Recognition & Reward program. See the Five Star Program on the Tools and Example CD for additional details.
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Words in bold indicate there are tools and examples to support these themes. The actions covered are extensive and some may not be relevant to every project; however, all actions should be considered prior to rejection.
Project HSSE Management Plan
APPRAISE
SELECT
DEFINE
EXECUTE
• Develop a Project HSSE Management Plan (HSSE-MP) that addresses full cycle activities.
• Update the HSSE-MP to reflect Select stage activities.
• Update the HSSE-MP to reflect Define stage HSSE activities.
• Update the HSSE-MP to reflect Execute stage HSSE activities. • Provide HSSE input into project process for handover to operations. (Go, No-Go, etc.)
• Align the Project Circles of Influence with the scope of project activities and clearly articulate in the HSSE-MP.
Project Planning
Risk Management
Competency and Training
APPRAISE
SELECT
• Provide HSSE input into the Project Appraisal Plan.
• Update HSSE content of the Project Appraisal Plan.
• Provide HSSE input into Define Stage DSP.
• Provide HSSE input into Appraise Stage DSP.
• Provide HSSE input into Select Stage DSP, the Define FM and the PEP.
• Provide HSSE input into the Execute FM.
MPcp HSSE Guidelines
EXECUTE • Monitor Execute stage activities to ensure HSSE conformance to the Project Execution Plan.
APPRAISE
SELECT
DEFINE
EXECUTE
• Develop an HSSE risk management strategy as part of overall Project Risk Management Strategy.
• Develop HSSE risk management plans as an integrated part of overall Project Risk Management Plan.
• Implement the risk management plan and monitor to ensure effectiveness.
• Implement the risk management plan and monitor to ensure effectiveness.
• Conduct an HSSE risk assessment and document all significant HSSE risks in a project risk register.
• Update HSSE risk profile as project risks evolve and update project risk register.
APPRAISE • Develop an HSSE competency and training strategy for the project team, suppliers, agency personnel, and contractors.
SELECT • Develop a HSSE competency and training matrix for the project team and agency personnel. • Integrate contractor HSSE training requirements into the contractor management process.
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• Update HSSE risk profile as project risks evolve and update project risk register.
DEFINE • Implement and monitor the HSSE competency and training delivery plan.
• Update HSSE risk profile as project risks evolve and update project risk register.
EXECUTE • Implement the HSSE competency and training delivery plan.
• Ensure that contractor HSSE training requirements are included in the contractor management process.
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Incident Reporting and Investigation
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APPRAISE
SELECT
DEFINE
EXECUTE
• Develop and communicate HSSE incident reporting and investigation requirements consistent with the FC&A Incident Reporting & Investigation procedure and Group HSSE Reporting Requirements.
• Update incident investigation and reporting procedures in alignment with the Project Circles of Influence.
• Update incident investigation and reporting procedure in alignment with the Project Circles of Influence.
• Update incident investigation and reporting procedure in alignment with the Project Circles of Influence.
• Train new project team members and contractors on incident reporting procedures.
• Train new project team members and contractors on incident reporting procedures.
• Train new project team members and contractors on incident reporting procedures.
.
Crisis Management and Emergency Response
Regulatory and Compliance
APPRAISE • Develop Crisis Management and Emergency Response (CM) plans aligned with identified HSSE hazards and risks, including health, security and those developed from the MAR process.
• Review and update CM plans at least annually.
DEFINE
EXECUTE
• Review and update CM plans at least annually and ensure readiness for Execute Stage activities.
• Review and update CM plans at least annually and ensure readiness for operations.
• Conduct training, drills and exercises for IMT members to ensure competency.
• Conduct training, drills and exercises for IMT members to ensure competency.
APPRAISE
SELECT
DEFINE
EXECUTE
• Develop timeline for implementation of BP Global HSSE Compliance Framework for project.
• Develop a matrix of local, national and international regulatory requirements.
• Implement the strategy and plan to ensure compliance with all regulatory requirements and acquire the regulatory approvals required to operate.
• Implement the strategy and plan to ensure compliance with all regulatory requirements and acquire the regulatory approvals required to operate.
• Develop a plan to ensure site HSSE compliance requirements for Execute are understood and met.
• Implement plan to ensure site HSSE compliance requirements are met for Execute stage activities.
• Identify key regulatory requirements and milestones and incorporate within the Relationship Management Plan.
Document Management
SELECT
APPRAISE • Develop and file HSSE documents consistent with the project document management procedure.
• Develop a strategy and plan to ensure compliance with all regulatory requirements and acquire the regulatory approvals required to operate.
SELECT • Develop and file HSSE documents consistent with the project document management procedure.
DEFINE • Develop and file HSSE documents consistent with the project document management procedure.
EXECUTE • Develop and file HSSE documents consistent with the project document management procedure. • Ensure a process for the transfer of HSSE documents to the Operations Team.
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Action Tracking
APPRAISE
SELECT
DEFINE
EXECUTE
• Integrate HSSE within the overall project action tracking strategy.
• Interface with project services to ensure integration of HSSE actions within the overall project action tracking process.
• Include HSSE actions within the overall project action tracking process.
• Include HSSE actions within the overall project action tracking process.
• Utilize Traction for HSSE incident tracking.
• Ensure a process for the transfer of open HSSE actions to Operations Team.
DEFINE
EXECUTE
• Utilize Traction for HSSE incident tracking.
Management of Change (MoC)
3 HSSE management
APPRAISE • Integrate HSSE within the project MoC system.
• Utilize Traction for HSSE incident tracking.
SELECT • Implement the MoC procedure to manage HSSE risks associated with changes.
• Use the MoC procedure to manage HSSE risks associated with changes. • Periodically audit the MoC system and MoC register to ensure conformance with the MoC procedure.
Knowledge Management
Monitoring, Assurance and Verification
• Periodically audit the MoC system and MoC register to ensure conformance with the MoC procedure. • Develop a process to transfer HSSE MoCs to the Operations Team.
APPRAISE
SELECT
DEFINE
EXECUTE
• Integrate HSSE into the project Knowledge Management Plan.
• Capture Appraise and Select HSSE lessons at the end of Select.
• Incorporate lessons learned from previous projects.
• Capture Define and Execute HSSE lessons at end of Execute.
• Establish a process to incorporate HSSE lessons learned from previous projects.
• Incorporate lessons learned from previous projects.
APPRAISE • Develop and implement an HSSE Monitoring, Assurance and Verification Plan that clearly articulates the assurance activities to be conducted during the project.
SELECT • Conduct Select Stage PHSSER.
• Ensure a process for the transfer of HSSE lessons learned to the Operations Team.
DEFINE • Conduct Pre-Sanction Stage PHSSER.
EXECUTE • Conduct Detailed Engineering, Construction and Pre-Startup PHSSERs. • Conduct Pre-Startup Safety Review (PSSR).
• Conduct Appraise Stage PHSSER.
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4 health
4.1 Introduction The Group Health, Safety, Security & Environment (HSSE) policy underpins and establishes the basis for how BP manages health matters globally. It determines that our fundamental mission is to provide a safe, secure and healthy workforce and working environment by protecting ourselves, our assets, the local community and our operations, while ensuring ‘No Harm to People’. One of the key expectations of BP’s getting HSE right (gHSEr) and getting Health right (GHR) is that health will be taken into consideration during the proposal, planning and implementation stages of all new capital projects. The aim of this section is to provide guidance to project management, project HSSE professionals and contractor groups, to ensure that effective measures are taken at all CVP stages to ensure a healthy workforce and working environment. The benefits of a common process for health are: • • •
• •
Avoidance, control and mitigation of health risks through early identification and planning Full alignment with business objectives and deliverables Simplicity and Efficiency o The use of common language across projects o Reduced workload - no need to reinvent health management for each project o Consistent health management throughout the life of the project Better connectivity and access to timely technical support from the function One ‘BP way’ of delivering Health
4.2 Scope The following guidelines apply to all E&P Major Projects. For projects in existing assets (e.g. North Sea, GoM and Colombia), much of the health infrastructure and processes may already be in place and some actions may not be relevant. However, for projects in new areas or where assets do not currently exist, the actions may be relevant and required. As the project moves forward, the health priorities will change. This should not prevent health analysis from taking place early, where possible at the onset of the Appraise stage. The health risks and required health protection programmes will also ©2007 BP International Limited
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inevitably change; indeed early planning will reveal important areas for reconsideration. Therefore, project managers are strongly advised to consider health matters as early as possible in the process. 4.3 Health Resources A review of pre-Appraise health related activities should be conducted to confirm what health risks were identified and the health policies, procedures and organization implemented to manage them. Prior to the Access stage, a review of the location and the environment should have been conducted to identify the health risks and ensure that health policies and procedures were implemented to protect staff. At the Access stage, competent health resources should have been assigned to support the team. For projects where medium or high health risks are present, a full time Health Manager should be appointed at the start of the Appraise stage. A project health team should be put in place whose composition, size and organizational structure meets the assessed health and industrial hygiene risks in the selected project option. Industrial hygiene and health support staff needs should be assessed, and resources should be defined and regularly reviewed as the project progresses.
4.4 Health Impact Assessment (HIA) – Outside the Boundary Fence A Health Impact Assessment (HIA) is a combination of procedures, methods and tools by which a project may be judged as to its potential effects on the health of a population, and the distribution of those effects within the population. The HIA should be integrated with the Environmental and Social Impact Assessment (ESIA), and the communities’ opinions and needs affected by the project should form an integral part of the assessment. Based on the HIA, health policy and procedures are developed and implemented that mitigate the potential negative health impacts. 4.5 Workplace Health Risk Assessment (HRA) Health Risk Assessment (HRA), in an occupational context, considers all the ways in which the work environment and the actual tasks to be done potentially impact on workers’ health. HRA may need to cover individual cases or may be generic for a group of people doing the same tasks in the same place. HRA should continue for the life of the project and must be appropriate for the degree and complexity of the activities being undertaken. 4.6 Health Management Plan
Occupational Health
BP’s commitment to ‘No Harm to People’ clearly positions health and well-being as integral to the business process. Everyone has a responsibility and a role in ensuring that BP’s activities, products and emissions do not adversely affect the health and well being of employees, contractors, customers or the public.
Disease/Illness Health surveillance Occupational Medicine Occupational Health & Well Being
Exposure Effective control
Industrial Hygiene
Work Activities 48
figure 4.1 occupational health
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Managers have the overall accountability for health, and therefore should establish suitable health programmes. This commitment and responsibility is about much more than maintaining basic health and safety standards or achieving the neutral point that ‘No Harm’ represents. It is about recognizing that health includes mental, physical, social and environmental well-being, and encompasses a spectrum from illness to optimum wellness. Truly effective health management includes creating an environment that provides the opportunities for individuals to optimize their own health and well-being, thereby improving both personal and business performance and fully realizing their potential.
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treatment services. Access to industrial hygiene services outside the local area may also be necessary.
EMPLOYEES HEALTH & PERFORMANCE OPTIMISED
Drills and exercises should be conducted that test the medical emergency response at all levels (first aid to fatality) and Industrial Hygiene procedures.
ILL HEALTH
Chronic Disability
4.8 Contracts and Procurement Strategy
Illness Absence Non Attendance
NEUTRAL POINT
Presenteeism Acceptable Work & Productivity
High Quality Work & Productivity
PEAK CREATIVITY & PRODUCTIVITY OPTIMUM WELLNESS
OPTIMUM PERFORMANCE
figure 4.2 employees’ health and performance optimized
4.7 Crisis Management and Emergency Response Clearly defined and well thought-out plans for medical and industrial hygiene are essential components of the project’s Crisis Management and Emergency Response (CM&ER) plan. The plan should describe the response to various medical emergencies utilizing available resources. Epidemiological information and accident and illness data can provide this. Multiple casualty scenarios, unforeseen events, spillages and emissions, and emerging illnesses such as food poisoning and Avian Influenza, should also be considered. An assessment of local health and industrial hygiene facilities and services will be needed and should include consideration of their ability to manage the full range of serious medical conditions, especially in emergency situations. If necessary, arrangements should be made for access to international medical evacuation, repatriation and 50
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Health requirements should be incorporated into the contractor pre-qualification and selection process and the health performance of contractors should be tracked during Execute stage activities. Contractors play a major role in projects, and due diligence background checks should be performed for potential contractors. Health expectations should be included in the Invitation to Tender and processes should be implemented to ensure contractor groups understand the BP Health requirements and that they have suitable programmes, resources and competencies to meet them. 4.9 Human Factors (HF) and Ergonomics Human Factors (HF) and Ergonomics considerations should be incorporated into the design, commissioning, and operation of equipment and facilities. Facilities that eliminate or minimize human failure should also be designed to mitigate the consequences of any human failures that do occur. Incorporation of human factors and ergonomics considerations into design is an iterative process. It requires good management and end user participation, the application of human factors and ergonomic design standards, and lessons learned from previous projects.
Tools and examples are available via the Projects Library at http://pelib.bpweb.bp.com
and on the CD included with these guidelines
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Words in bold indicate there are tools and examples to support these themes. The actions covered are extensive and some may not be relevant to every project; however, all actions should be considered prior to rejection.
Health Resources
APPRAISE • Identify competent health advisor. • Develop Health Risk Plan for the Project team (access to primary care, emergency and travel health).
Health Impact Assessment (HIA) – Outside the Boundary Fence
APPRAISE • Review and update existing screening Health Impact Assessment (HIA) or conduct initial screening HIA.
SELECT • Define the strategy for resourcing for Project Health Plan including ▪ Health professionals (including definition of skills and competencies required) ▪ Primary health care ▪ Secondary health care ▪ Emergency response ▪ Travel Health ▪ Industrial Hygiene ▪ Facilities and equipment required ▪ Training and development programme
SELECT • Conduct full HIA (consider reputation and cost impact; remember stakeholders).
DEFINE • Put in place the health resources. • Ensure alignment of contractor resources. • Identify medical cover, support and resources which may be needed, including industrial hygiene, human factors and food hygiene expertise, etc.
DEFINE • Implement necessary HIA actions through Health Management Plan.
EXECUTE • Ensure health organization is in place for Execute activities. • Define/establish health organization for operate. • Maintain and monitor adequate health resources throughout Execute.
EXECUTE • Review and implement actions for Health Impact Assessment.
• Integrate HIA with ESIA. • Incorporate health considerations into concept selection, e.g. choice of location.
Workplace Health Risk Assessment (HRA)
APPRAISE
SELECT
DEFINE
EXECUTE
• Conduct Health Risk Assessment (HRA) - anticipate health hazards which may be present in the workplace during planned future works.
• Conduct high level risk assessment for Project - Healthmap http://healthmap. bpweb.bp.com and/or Health/Boston matrix.
• Conduct detailed HRA for specific Project health hazards, e.g. noise and vibration.
• Address the actions from HRA and monitor.
• Integrate with ENVID and HAZID. • Incorporate health considerations into design including medical facilities. • Identify all types of health hazards.
• Provide health input into Project requirements for work in fabrication yards, e.g. fitness for work and Industrial Hygiene.
• Update HRA in preparation for Operate stage.
• Define Execute stage Industrial Hygiene programmes. • Define and implement assessment and monitoring programmes for construction and refurbishment phases. • Incorporate health considerations into design, including medical facilities.
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Health Management Plan
APPRAISE • Develop Project Health Management Strategy, e.g. philosophy, ethics, partnerships, compliance and contractors as part of HSSE Management Plan.
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SELECT • Develop Project Health Management Plan (HMP) based on findings from HIA and HRA.
• Review the Project Health Management Plan (HMP) in preparation for Execute, e.g. additional catering and welfare. • Align Project Health Management Plan (HMP) with overall Project HSSE Management Plan and integrate into Projects cost basis.
• Outline the Project Health Management Plan (HMP). • Implement the Health actions for the Project team.
Crisis Management and Emergency Response
DEFINE
EXECUTE • Implement the Project HMP (plan, do, measure, learn). • Prepare for transition to Operate, e.g. resources such as health professionals, ambulances, health records and Industrial Hygiene programmes. • Define health plan for Operate.
APPRAISE
SELECT
DEFINE
EXECUTE
• Provide health input into the Crisis Management and Emergency Response (CM) plans.
• Get competent advice on OSHA 300.
• Update the health section of CM plans involving all contractors.
• Update the CM plans and contact information regularly.
• Communicate the plan response expectations.
• Conduct periodic drills to test the medical emergency response at all levels (first aid to fatality) and Industrial Hygiene procedures.
• Ensure illness data is captured and investigated.
• Update specific emergency plan for Medical and Industrial Hygiene, and incorporate into Project CM plans.
• Prepare to transition health emergency plan to Operate.
Contracts and Procurement Strategy
APPRAISE • Specify spectrum of Project health requirements and decide on whether or not to contract out.
SELECT • Build health requirements into the project’s tender process, including contractor prequalification, evaluation, engineering, and contractor terms and conditions.
DEFINE • Participate in technical evaluation of bids.
EXECUTE • Track and monitor Contractors’ health performance in Execute. • Prepare to transition to Operate.
• Define health milestones and performance metrics.
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Human Factors (HF) and Ergonomics
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APPRAISE
SELECT
DEFINE
EXECUTE
• Establish Human Factors integration plan and Human Factors issues list.
• Update and maintain Human Factors integration plan and Human Factors issues register.
• Review and update Human Factors integration plan and Human Factors issues register.
• Maintain Human Factor issues register.
• Identify Human Factors specifications for facility design and Execute and Operate stages.
• Ensure Human Factors integration into design process, e.g. equipment layout, human-machine interface. • Carry out iterative verification of Human Factors in design.
• Monitor Human Factor integration plan. • Undertake Human Factor inspections, ensure adherence to design specs, and conduct MoC as required. • Prepare plan to assess effectiveness of Human Factor interventions at start-up and throughout Operate. • Incorporate lessons learned into the Shared Learning System. • Handover Human Factor programme for start -up and Operate.
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5 design safety
5.1 Introduction The Design Safety Guidelines provide guidance for project managers, engineering managers and design development teams in achieving excellence in design safety for new projects, conversions, or modifications of existing facilities. They are part of the Major Project Common Process (MPcp) for engineering excellence. Additional guidance, including the Design Safety MPcp Expectations, can be found in the MPcp Engineering and Quality Management Guidelines. Excellence in design safety is best achieved through Design Hazard Management (DHM), which is a process involving major hazard identification, evaluation and continuous risk reduction through design safety measures. Figure 5.1 illustrates the DHM process. The guidance provided represents the accumulated best practice derived from recent design projects throughout the BP Group. Managing hazards in design involves eliminating or minimizing Major Accident Hazards (MAH) at the source and preventing those that remain from becoming major accidents. It also involves the provision of sufficient design integrity to control the consequences of a major accident to reduce severity and potential escalation, while providing mitigation and protection for personnel and key facilities from the effects (e.g. heat, smoke, gas, toxic fumes, etc.). Project teams are expected to apply the guidance defined herein to all design activities falling within the scope defined below, or explain the reasons for any significant deviation in the Case for Safety. 5.2 Scope The guidance provided covers all Design Safety activities for a new facility and modification of an existing facility within the following: • Offshore Installations and Mobile Drilling Facilities • Sub-sea Offshore Pipelines and other facilities • Onshore Facilities and Jetty • Onshore Pipelines (including Pump Stations and Compression) • LNG Plant The scope covers all parts of the design, whether performed by the primary design contractor or by equipment and package suppliers. ©2007 BP International Limited
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5 design safety APPRAISE • REJECT any with Major Accident Risk above Group Risk Reporting Line SELECT Conduct Continuous Risk Reduction (CRR) Cycles to Eliminate or Reduce Risk
5 design safety
REVIEW EACH DESIGN For Key Major Accident Hazards Preliminary Hazard Identification & evaluation
Optimise Layout & Design of Plant
• Explain Any High Criticality Design Safety Measures Required in Case for Safety
DEFINE
Design Concepts
MAR Assessment • Establish Main Safety Critical Design Measures (SCDM)
The Process Safety and Risk Engineer is responsible for establishing a clear design safety strategy and goals and advising the MPEA/EM on how best to achieve these throughout the design development. The Process Safety and Risk Engineer is also responsible for:
(Acceptable Major Accident Risk)
Continue ISD Optimisation
Basis of Design (BOD) Refine Safety Critical Design Measures
Hazards Register Design Action Register
SET Performance Standards
Further Continuous Risk Reduction (CRR) Cycles to Eliminate or Reduce Risk
RE-Evaluate MA risK
• HAZID, Design Review • Fire & Explosion Hazard Evaluation • Emergency Response Study • Emergency Systems Study • Dropped Object Risk • Identified Specialist Studies • Critical Review of P&IDs using HAZOP Methodology • Integrity Level (IL) & Layers of Protection (LOPA) Assessment • QRA
Design Risk Assessments
Develop Basis of Design
The Major Projects Engineering Authority/Engineering Manager (MPEA/EM) has overall accountability for ensuring that design safety is an integral part of the design strategy and that the necessary resources are in place. There is a strong bias that the Major Projects Engineering Manager (EM) also assumes the role of the Engineering Authority (EA), hence use of the term ‘Major Projects Engineering Authority/Engineering Manager’. The MPEA/EM is also required to provide ongoing and active support for Continuous Risk Reduction (CRR) in design and the achievement of Safety Critical Design Measures (SCDM) performance standards.
• Identify Areas Most at Risk • Determine Major Accident Scenarios
For Inherently Safer Design (ISD)
Show Design Safety Influence in Concept Selection in Case for Safety
5.3 Roles and Responsibilities
All Important Design Safety Decisions Made
Design Case for Safety
EXECUTE
• Refine Safety Critical Design Measure & Performance Standards • Close Outstanding Design Actions
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Defining the range of design safety studies to be conducted Advising on contracting strategy to achieve the desired results Monitoring progress on Continuous Risk Reduction (CRR) Reporting any potential problems to the MPEA/EM Developing a Case for Safety for each CVP stage that provides assurance of Design Safety Integrity
The Major Projects EA/EM is responsible for monitoring the implementation of design safety strategy, the effectiveness of Continuous Risk Reduction (CRR) and assurance that the Case for Safety is valid. Additional details regarding the relationship of design safety and engineering processes can be found in the Engineering and Quality Management Guidelines.
Basis of Design Frozen for Execute
5.4 Design Hazard Management (DHM) Overview
CONTINUE THE DESIGN SAFETY PROGRAM • Conduct Detailed Design Risk Assessments • Manage Design Change
• Detailed HAZOP for Process Safety Assurance
• Prepare for Operation
• Prepare for Construction, Installation and Commissioning • Manage Site Queries and Design Changes
Operations Case for Safety
figure 5.1 design hazard management (DHM) process
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• • • • •
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The Design Safety roadmap outlines the activities recommended for the Appraise, Select, Define and Execute stages – E&P (Engineering & Procurement) and Execute – Build & HUC (Hook-up and Commissioning). The roadmap addresses the following five major functions for each of these project stages: 1. Design Hazard Management (DHM) Process 2. Inherently Safer Design (ISD) ©2007 BP International Limited
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5 design safety
3. Safety Critical Design Measures (SCDM) & Performance Standards 4. Study Programme & Action Management 5. Case for Safety (CfS) in Design & Operation These activities are described briefly below. 5.4.1 Design Hazard Management (DHM) Process The DHM philosophy and strategy are developed during the Appraise stage and define the goals and standards against which design hazard management is measured. Beginning at the Select stage, the BP team develops the DHM Implementation Plan which defines how the standards will be implemented and how the goals will be achieved. This plan is updated during the Define stage. Other critical activities include management of actions arising from DHM studies, management of design change and incorporation of the DHM strategy in the Invitation to Tender for contractors and vendors. 5.4.2 Inherently Safer Design (ISD) Design Hazard Management (DHM) requires multiple levels of design measures to reduce risk. Inherently Safer Design (ISD) is one element of the DHM approach and involves the elimination of hazards, where possible, and the optimization of layout and primary structural and system integrity to minimize the impact of those remaining. The greatest opportunity for achieving a cost effective, inherently safer design is during the Appraise, Select and early Define stages. By the end of the Define stage, all the key ISD measures should have been determined and included in the contracts for the Execute stage. During the Execute stage, there will be limited opportunity for significant design changes. Execute contractors will be focused on a very rapid development through detailed design into construction, and design change proposals will be strongly challenged and probably rejected.
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5.4.3 Safety Critical Design Measures (SCDM) and Performance Standards While Inherently Safer Design (ISD) measures form an underlying level of hazard management, a diverse range of passive and active design measures provide additional levels of hazard management. These measures are referred to as Safety Critical Design Measures (SCDM), and they are required to achieve specified performance standards throughout the life of the facility. SCDM have the following Design Hazard Management roles: • • • •
Prevention Control Mitigation Emergency Response
Safety Critical Equipment (SCE) schedules are derived from SCDM, and items of equipment (identified by tag number) whose failure could lead to failure of the SCDM should be designated ‘Safety High’ criticality in the operations maintenance system. A Hazards Register should be developed in the Select stage and updated with design development and understanding of the Major Accident Hazards (MAH) and their associated risks. The Hazards Register should include a summary of identified MAH, their possible causes, consequences, and the ISD and SCDM implemented to reduce risk. Design Performance Standards for SCDM are developed in parallel with understanding of the MAH and will therefore be developed throughout the design phases. Appropriate verification schemes are required to ensure that the SCDM and associated SCE achieve the required performance during factory acceptance tests, and mechanical completion and commissioning tests conducted prior to start-up. 5.4.4 Study Programme and Action Management Design Hazard Management (DHM) reviews (e.g. HAZID, HAZOP, Fire and Explosion Analysis, Layout Optimization Reviews, etc.) should be coordinated with the project schedule to ensure that important study results are available in a timely manner to influence design decisions. Actions from the reviews should be documented and tracked to closure. ©2007 BP International Limited
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A programme of DHM reviews and studies should be included in the DHM Implementation Plan. Studies and reviews may be conducted by BP, design contractors or specialist consultants in line with the agreed scope of work. The programme of reviews and studies will: • • • •
Contribute to Continuous Risk Reduction (CRR) in design Develop performance standards for SCDM Demonstrate meeting Legislative, MAR and project risk criteria Support the Case for Safety (CfS) for the Define and Operations stages
Systematic management of actions resulting from the study programme is critical to ensure that all actions are recorded and tracked to closure. All actions should be tracked and managed on a common Project-wide action management system. 5.4.5 Case for Safety (CfS) in Design and Operations A Case for Safety (CfS) is required at the end of each CVP stage, each with progressively more detail. The CfS provides the Project Management Team, and later the Operations Team, with a summary of Design Hazard Management (DHM) and assurance that the risk to personnel who will be required to operate the facility is within the Group Risk Reporting requirements. Before handing over to Operations, the CfS should be updated to provide the Operations Team with a good explanation of the Major Accident Hazards (MAH), and why the DHM measures included in the design will provide for safe operation. It should also provide clear assurance that the design objectives have been achieved. An important benefit of the CfS is that the diverse range of information sources relating to design safety is compiled in one central location and is structured for ease of use by the Operations Team. 5.5 Integrity Management The Integrity Management Segment Implementation Guide – Exploration & Production has been written as a stand alone document for the E&P Segment and contains relevant material from the Group Integrity Management (IM) Standard and the Group IM Guidance. Appendix 1 (IM in Major Projects) in this document should be consulted for additional guidance regarding typical CVP stage activities and deliverables. 64
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The actions covered are extensive and some may not be relevant to every project; however, all actions should be considered prior to rejection. Detailed guidance and project examples related to implementation of actions in the Design Safety roadmap are provided on the CD included with these guidelines.
Design Hazard Management (DHM) Process
APPRAISE • Define design hazard management goals, philosophy and strategy for the Project (including application of ETPS) and obtain Project Management Team approval. • Obtain endorsement of the document by the Project Manager and issue for Project use. • Employ DHM Assurance Process – PEER Assist, PHSSER. • Establish a simple system for recording any design or operational hazard management actions.
Inherently Safer Design (ISD)
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APPRAISE • Review concept options and eliminate those that present MAH that will result in unacceptable risk. • Identify any location or environmental conditions that may impact concept selection. • For those concepts carried forward, identify any unusual hazards or novel design requirements that may require highly critical design measures to manage.
SELECT
DEFINE
EXECUTE (Design)
EXECUTE-BUILD & HUC
• Design Safety input should influence concept selection, particularly if hazards associated with any of the options could lead to unacceptable risk. • Update DHM and Emergency Response Strategy for Define Stage (if necessary). Include details for the conduct of DHM during Define Stage and the obligations of contractors for seamless integration of Continuous Risk Reduction (CRR) to influence the design decisions. • Develop an outline emergency response strategy for a major accident on the facility. • Prepare a DHM Implementation Plan for Define Stage. • Define the strategy for the management of actions arising from the various studies to be conducted throughout the project Design Stages. • Ensure that Define contractor understands the action management requirements and commits to operating the system effectively. • Prepare input to Invitation to Tender for Define contractor – define level of competency required.
• Take positive action to ensure that the Define contractor(s) understand that they are expected to build on the preliminary hazard management work with seamless, integrated Continuous Risk Reduction (CRR). • Ensure that the interfaces between contractors are well defined and do not become an obstacle to CRR. • Update DHM Implementation Plan for Execute (Design) Stage to include an outline plan, defining minimum content of Execute (Design) contractors for inclusion in Invitation To Tender and contracts. • Implement a safety study actions management system acceptable to BP. Develop the system for transfer into the Execute (Design) Stage with particular reference to a common reporting process for all contractor groups. • Implement a Project process for managing design changes that may affect DHM. BP Design Safety Advisor must authorize changes. • Prepare input to Contracting Strategy for Execute Stage to include an updated DHM Implementation Plan to identify activities and key Design Deliverables for the Execute Stage.
• Ensure that contractors understand the DHM expectations and that they know how to provide consistency between each other and the BP DHM team. • Ensure that the interfaces between contractors are well defined and do not become an obstacle to CRR. • Verify that contractors are complying with the commitments made within their agreed DHM Implementation Plan(s) and update to include additional requirements when necessary. • Ensure that the agreed process for managing design changes is implemented across all contracts. • Ensure that the Action Management System is implemented across all contracts and that actions are closed with the proper authority. • Ensure that arrangements are in place for sub contractors and package vendors to be integrated into the hazard management process. • Include requirements for support of those groups that do not have the required competency in DHM.
• Verify compliance with DHM Implementation Plans and CRR. Update where required to include HUC, SIMOPS etc., and Operation Readiness Reviews for main pre-ops activities. • Provide ongoing design office support for site to assess and advise on variations from design intent. Providesupport for training, maintenance technical queries, as-built, tech database. • Review and participate in readiness reviews. • Close all remaining design Actions and prepare for transfer of information to operations. • Ensure that provision is made for inherent safety measures and SCDM performance to be verified on completion and commissioning. • Provide input to Emergency Response Plans (for accident on the Facility).
SELECT
DEFINE
EXECUTE (Design)
EXECUTE-BUILD & HUC
• Identify key risks for Concept Options and produce a register of major accident hazards. • Carry out preliminary design optimisation on the preferred concept options to reduce the likelihood and possible consequences of major accidents associated with environmental conditions, impact (collisions), release of hazardous substances, toxic release, explosion and fire, loss of stability (e.g., flooding of floating facilities) and other credible scenarios. • Assess impact on design of riser, drilling, well operations, sub-sea, pipeline and SIMOPS hazards for offshore facilities. • Consider location and protection of facilities required in an emergency, including refuge (where required).
• Continue the inherent safe design to optimise the significant Separation and segregation of hazardous facilities from each other and from nonhazardous areas. • Location and protection of living quarters, offices, refuges, escape routes and emergency response facilities. • Location and elevation of air intakes for refuges to provide reliable clean air intake during gas and smoke conditions. • Structural strength required to tolerate accidental loads. • Blast and fire barriers or breaks. • Location and protection of risers or pipeline terminations. • Consistent design standards and approach across contractor boundaries. • By the end of Define Stage, fix inherently safer design measures in the Basis of Design.
• Raise awareness of Inherent Safe Design for all contractors, vendors and significant equipment suppliers. • Continue optimization process for detailed design of systems and equipment in line with the CRR. • Progressively firm up design assumptions/uncertainties in relation to inherent safe design measures and emergency response measures. • Preserve basis of design for inherent safe design measures by ensuring that all contractors have arrangements in place to ensure that proposed design changes are subject to review for impact on overall hazard management. • Impose consistent design standards and approach across contractor boundaries.
• Upon completion, verify that inherent safe design measures are carried out, as analyzed in the various safety studies. Re-assess any significant variations for impact on hazard management. • Define Inherent Safe Design measures in the Operations Case for Safety. • Transfer to the operations team, knowledge of any assumptions made during Design Stage about how specific facilities will be operated. • Review temporary operations provisions that may impact safety.
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Safety Critical Design Measures (SCDM) and Performance Standards
Study Program and Action Management
APPRAISE
SELECT
• Review concept options and define a preliminary register of SCDM and identify any residual MAH that may require highly critical or unusual measures to manage.
• Issue a preliminary register of SCDM required to manage residual MAH and to provide effective emergency response for a major accident on the facility. • Define the outline hazard management and emergency response role of each SCDM and high-level design performance required. • Develop the requirements for further SCDM development to include more detailed performance requirements. • Develop the process to be followed in Define Stage to ensure that the equipment critical to the performance of SCDM (Safety Critical Equipment) becomes an integral part of the Design Stage development. • Develop preliminary hazard register. • Ensure that Define Stage contractors understand the implications for design development, whether they are expected to develop the SCDM definitions, or BP retains control of the activity.
• Identify any new or innovative requirements for the management of residual hazards and report the level of uncertainty involved for consideration during the Select Stage.
APPRAISE • Conduct a preliminary hazard type appraisal for each concept using safety review/HAZID techniques and experienced team. • Record any design or operational hazard management actions arising for later resolution.
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DEFINE
EXECUTE (Design)
• Update the preliminary schedule of SCDM, specify further SCDM, as required, to manage identified MAH and emergency response and define more detailed performance requirements. • Identify the Safety Critical Equipment within each SCDM. • Develop hazard register in line with growing understanding of major hazards and performance of SCDM using study program output and experience of similar facilities as a guide. • By the end of Define Stage, ensure that SCDM and SCE schedules and performance standards are sufficiently well defined to form a contractual basis for detailed design and procurement in Execute (Design) Stage contents. • Also specify that the performance standards will be updated during Execute (Design) Stage in line with the availability of detailed design data. • Define how SCDM performance will be verified during design and procurement (e.g., by Factory Acceptance Tests, Design Review, etc.).
• Engage primary contractors in progressively updating SCDM, SCE and performance standards in light of detailed safety studies and CRR requirements. • Remove obstacles to consistent design of SCDM that cross contract boundaries. • Progressively firm up on design assumptions/uncertainties. • Verify that final SCDM performance standards have been achieved in Design Stage. • Produce inspection and test schemes for Factory Acceptance Tests, construction completion, and HUC to demonstrate achievement of SCDM performance. • Finalize hazard register in line with final schedule of major accident hazards, inherently safer design measures, SCDM and their performance standards.
EXECUTE-BUILD & HUC • Coordinate with construction completion, and HUC teams to produce inspection and test schemes for remaining Factory Acceptance Tests, construction completion and HUC to demonstrate achievement of SCDM performance. • Monitor for any dilution of SCDM intent and re-assess impact on hazard management and risk. • Ensure that SCDM implemented during design are defined in operations procedures and the Operations Case for Safety. • Coordinate with the Operations Read-iness Team to develop Safety Critical Equipment (SCE) schedules from the SCDM and develop suitable maintenance programs in line with integrity management standards.
SELECT
DEFINE
EXECUTE (Design)
EXECUTE-BUILD & HUC
• Conduct DHM reviews and studies to support DHM input to design development to include: o Hazard identification and evaluation to understand possible causes and consequences. o Carry out specialist review of explosion and fire hazards to establish likely consequences (e.g., BP EPTG specialists). o Carry out reviews for emergency response, layout optimization, emergency systems required and operation and manning. o Ensure that all actions are properly defined, clear and actionable; then record in the Action Management System. o Conduct MAR assessment of the chosen concept design using the risk assessment tool defined. • Define the programme of DHM reviews and studies required during Define Stage.
• Continue CRR by conducting DHM reviews and studies. The following are some examples: o HAZID and design safety reviews o Critical Review when P&IDs are developed to a point where they form the basis for detailed design o Detailed inventory assessment and preliminary fire and explosion analysis o Smoke and gas dispersion, ingress to refuge/utility spaces Emergency Response Analysis Optimization of Refuge ‘life support’ o Emergency Systems Analysis and SIL/Risk Graph assessments o FMECA where required o Use results to update hazards register • For Execute contracts: define the study program required during Execute and suitable timing to align with design milestone. Include in the outline DHM Implementation.
• Continue CRR by updating design safety reviews and studies conducted during Define Stage as greater design detail becomes available. • Identify and conduct additional studies as required by any new hazards or changes in those already identified. • Conduct hazard analysis of operating procedures – particularly any unusual requirements. • Appoint competent coordinators (e.g., Process Engineer) to ensure that actions are well defined, closed effectively and independently verified. Close-out design actions where possible. • Ensure that the operations team is made aware of and takes responsibility for operations actions identified in the Project phases (actions identified during Design Stage that require operations response).
• Includes actions recorded during Define Stage and execute specifically intended for the operations team. • Partake in pre-start-up readiness review – link up to HUC road-map. • For unusual processes planned or conduct procedural HAZID where there are concerns about the process . • Safety critical procedures should be identified and reviewed in a manner consistent with the design intent and safety philosophy. • Finalize any outstanding studies from detailed design. • Transfer actions tracking register and close out information to operations team. • Support start-up readiness review.
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Case for Safety in Design and Operation
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APPRAISE
SELECT
DEFINE
EXECUTE (Design)
EXECUTE-BUILD & HUC
• Provide assurance that design safety Issues are likely to be manageable during subsequent phases or highlight those that may present difficulties.
• Produce a Preliminary Case for Safety to include a summary of DHM activities to date and the extent to which design safety considerations influenced concept selection.
• Prepare the information required for the operations team to understand the hazards, hazard management and safety features built into the design.
• Prepare final Operations Case for Safety based on the combined design and operational knowledge available.
• Show how safety has influenced appraisal, and identify recommendations or conclusions.
• If lowest risk option was not selected, then include an explanation of why (in accordance with MAR Process).
• Produce a Design Case for Safety to include sufficient design hazard management information to explain the DHM work done prior to and during Define Stage to provide for inherent safety and specification of SCDM. • Explain how the DHM objectives established in the project HSSE philosophy was achieved and the the level of risk, assessed or calculated. • Ensure an integrated Design Case for Safety that includes all elements of design, regardless of contract boundaries.
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• Demonstrate that safety and environmental design objectives were achieved. • Identify any key design limitations for safe operation.
• Include a demonstration of fitness to enter service (summary of DHM, QRA, Hazards Register). • Define frequency of case for safety update and process for significant design changes.
• Develop a dossier of all safety study work carried out and transfer to operations.
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6.1 Introduction The Group Security Policy underpins and establishes the basis for how BP manages security globally. It determines that our fundamental mission is to provide a safe and secure working environment by protecting ourselves, our assets and our operations against risk of injury, loss or damage from criminal, hostile or malicious acts. One of the key expectations of BP’s Group Security Policy is that security will be taken into consideration during the proposal, planning and implementation stages of all new capital projects. The aim of these guidelines is to provide guidance to project management and to security professionals to ensure that cost effective measures are taken at all CVP stages to ensure a peaceful working environment fully integrated with HSSE and project management. As the project moves forward, project requirements will change. These adjustments should not prevent security analysis from taking place early, ideally at the Appraise stage. Project Managers are strongly advised to consider security as early as possible in the process; bolting security onto a project rather than building it in can be, at best, expensive and, at worst, fatal. The benefits of a common process for security are: • • • • • •
Achieving full alignment with business objectives and deliverables. Providing for better connectivity through direct involvement in the project. Using common language. Allowing for timely input in support of project decision making. Identifying risks early and planning for their avoidance and mitigation. Consistent security management throughout the life of the project.
6.2 Risk Assessments Security Risk Assessments occur at three levels – Regional, Country and Project. It is important to confirm that regional security is likely to remain sufficiently stable to allow the project and operations to proceed peacefully for the foreseeable future. The Country Risk Assessment assesses the evolving and changing security environment in the host country/countries and confirms that the project is achievable. Project sitespecific risk assessments confirm viability of project sites and must involve main contractors and their senior management. ©2007 BP International Limited
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In addition, a human rights assessment is conducted to determine whether there are risks associated with the provision of security to the project by external agencies, both private and from the host nation. This should also include an assessment of the ‘rule-of -law’ in the country. A human rights risk assessment for the country must be completed regardless of whether BP is the operator or not. 6.3 Roles, Responsibilities, Resources, Training and Organization
A security mission should be agreed with the Project Management Team and included in the Project Commitment Statement. The project Security Management Plan (SMP) should cover mitigation measures to meet the assessed risks and project options. Contractors play a major role in site security, therefore due diligence background checks should be performed for potential contractors. Security expectations should be included in the Invitation to Tender, and processes must be implemented to ensure contractor compliance with project security requirements.
A Project Security Team should be put in place whose composition, size and organizational structure meets the assessed security risk for the selected project option. For high or (some) medium security risk projects, a full time Project Security Manager (PSM) should be appointed early in the Appraise stage.
It is important to link security incident management with project Emergency Response and Crisis Management plans and the Business Continuity Plan. These plans must also be linked with host government plans and all plans must be tested.
A Technical Security Adviser (TSM) should be appointed to ensure that any Integrated Electronic Security Systems (IESS) and Electronic Access Control Systems (EACS) that are considered are practical for security use, particularly as they relate to quick reaction. The TSM has a key role in ensuring that the supervising contractors provide technical security support.
6.5 Technical Security Design and Response Designing technical protective security measures into a project is more cost effective than retrofitting the facility after it has been constructed. A critical first step in mitigating security risk is judicious facility location and pipeline routing. Technical security design should be based on the site-specific risks identified for each facility location or along the pipeline right-of-way.
6.4 Philosophy and Plan to Mitigate Assessed Risk Security must be embedded in legal investment arrangements, Host Government Agreements (HGAs) or equivalent agreements with host governments. For example, in BTC security responsibility was defined in the HGAs and supplemented in subsequent Protocols. If BP is operator, the BP commercial team should ensure that: • • • •
The host government accepts ownership and responsibility for all project security requiring response outside of BP’s normal domestic security remit, such as dispersal of illegal demonstrators on a pipeline right-of-way. The host government deploys and funds a dedicated security force. The HGA specifies BP security obligations and limitations. BP’s obligation is discharged in accordance with international human rights commitments.
6.6 Voluntary Principles on Security and Human Rights The Voluntary Principles on Security and Human Rights (VPs) have been agreed by most major extractive industry companies, responsible NGOs and the governments of the US, UK, Norway and the Netherlands. The VPs are designed to safeguard human rights by ensuring that police, security forces or private guards assigned to protect energy sites or pipelines, are properly trained and closely monitored. BP implements the VPs in all projects. In projects where BP is not the operator, we seek to work with our business partners to ensure the VPs are effectively applied and adhered to. See the next page for a brief description of implementation of the VPs in Tangguh.
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The Voluntary Principles on Security and Human Rights in action in Tangguh
During 2005, we continued to apply the VPs at our LNG project under construction at Tangguh, Papua, Indonesia. In this project we have an integrated Community Based Security programme that aims to protect human rights through good relations between the project, the police and the community. Activities in 2005 included supporting the establishment of community forums, promoting community policing, training security guards in human rights and developing a procedure to respond to allegations or incidents of human rights violations. The community forum covers 24 local villages and is being set up by villagers with assistance from the Centre for Human Rights Studies at the Indonesian Islamic University. The purpose of these forums is to enable villagers to discuss and resolve security issues in the village in a peaceful and agreed manner. BP has facilitated this process but is not present on the forum as the issues are those that arise in the village and do not necessarily relate to BP.
Tools and examples are available via the Projects Library at http://pelib.bpweb.bp.com
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Words in bold indicate there are tools and examples to support these themes. The actions covered are extensive and some may not be relevant to every project; however, all actions should be considered prior to rejection.
Risk Assessments Regional Security Risk Assessments
Country Security Risk Assessment
Project Security Risk Assessment
APPRAISE • Review any existing regional risk assessments including relevant regional conflict analysis. •Ensure security risk assessments are based for the life operations.
APPRAISE • Develop or update Country Risk Assessment as a base document from which to assess the evolving security environment in the host country/countries.
SELECT
DEFINE
EXECUTE
• Review and reissue against a base risk assessment at each CVP gate.
• Confirm that regional security is likely to remain sufficiently stable to allow the project and operations to proceed peacefully for the foreseeable future.
• Confirm that regional security is likely to remain sufficiently stable to allow the project and operations to proceed peacefully for the foreseeable future.
• Ensure high security risks are included in the project risk matrix
SELECT • Confirm that the project is viable. • Consult with Project Information Manager (PIM) to ensure all aspects of Digital security are included in the country risk assessments.
APPRAISE
SELECT
• Conduct a project risk study that examines the level of security risk to construction and related activities. This level will be based on the prevailing security environment assessed in the regional and country assessments.
• Carry out detailed site-specific risk assessments. Confirm viability of sites from a security perspective.
DEFINE • Review and re-issue the Country Risk Assessment, considering full ‘life risks’ against base risk assessment at each CVP gate.
DEFINE • Ensure main contractors understand the risks and develop a process that is ‘owned’ by their senior management
• Include risks to the community from the project.
• Consider that facility locations and pipeline routes may be influenced by the findings.
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APPRAISE • Conduct a human rights assessment (regardless of whether BP is operator or not).
SELECT • Review risks against base security human rights risk assessment.
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DEFINE • Review risks against base security human rights risk assessment.
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EXECUTE • Confirm that the country specific security environment is likely to remain sufficiently stable to allow transition to operations.
EXECUTE • Continue to develop, review and implement the Security Management Plan (SMP) to mitigate identified changing risks; ensure alignment of contractors • Issue a monthly site security risk assessment. • Develop a security process for operations. • Embed site security reviews as part of any line management audit process.
EXECUTE • Review risks against base security human rights risk assessment.
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Roles, Responsibilities, Resources, Training and Organization Security Management Technical Security Advice
APPRAISE
SELECT
DEFINE
EXECUTE
• Appoint a full time Project Security Manager (PSM) for high or (some) medium security risk projects early in Appraise. Consult Group Security.
• Identify the scale and organization of a Project Security Team required to meet the assessed security risks in each project option. • Consider the need for rotational positions. • The PSM should establish appropriate government and international security relationships.
• Review and confirm organizational structure of a Project Security Team whose composition, size, and organization meet the assessed security risk in the selected project option.
• Establish and appoint an operations security team. • Implement the SMP, specifically infrastructure/hardware (CAPEX). • Conduct fit for role security training to fill competency gaps. • The operations security team takes security lead.
• Identify a security point of contact for low security risk projects. Contact will be the Business Services Manager (BSM) or Regional Security Advisor (RSA).
APPRAISE • Appoint Technical Security Consultant (TSC). Consult Group Security. TSC to liaise and coordinate with project telecoms engineers and contractors. • Appoint a Project Digital Security resource, accredited to Central DCT Digital Security.
Philosophy and Plan to Mitigate Assessed Risk
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SELECT • TSC to ensure that Integrated Electronic Security Systems (IESS) and Electronic Access Control Systems (EACS) considered are practical for security use, particularly as they relate to quick reaction.
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• TSC to confirm designs meet practical security needs, including trigger to response.
EXECUTE • TSC to ensure facilities are built as specified and meet security needs. • TSC to supervise commissioning and ensures that operational requirements are met.
APPRAISE
SELECT
DEFINE
EXECUTE
• Ensure the human rights commitments are incorporated in the plans of private security providers and, where possible, public security forces.
• If necessary, reinforce the legal regime of the project with security protocols signed with host government. Signed security protocols should commit both parties to the standards laid down in the Voluntary Principles on Security and Human Rights (VPs).
• Monitor all embedded project legal requirements including security human rights performance by public and private security providers.
APPRAISE • Agree security mission with the Project Management Team and ensure mission is included in the Project Commitment Statement. • Develop Project Security Concept document and publish it on project website.
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DEFINE
• Embed security in legal investment arrangements, Host Government Agreements (HGAs) or equivalent.
Legal Security Documentation
Security Mission and Concept
• Plan security training for non-security personnel including management.
SELECT • Confirm security mission and refine security concept to highlight potential security impact.
DEFINE • Confirm security mission and concept for Execute. Align with project.
• Identify major issues affecting viability of project including availability of critical security assets (embargos, etc.) available options.
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• Adjust or augment legal arrangements as needed.
EXECUTE • Redefine mission and concept for Operate. Ensure operations team, including functional leaders, are aligned with security mission and concept. • Embed security mission and concept in operations plan.
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Project Security Management Plan
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APPRAISE
SELECT
DEFINE
• Develop project Security Management Plan (SMP) to include mitigation measures to meet the assessed risks and project options.
• Prepare implementation programme for Execute, including contractor alignment.
• Update plan for Execute. • Finalize Implementation programme for Execute. • Ensure main contractors are fully aligned with plan and incorporate into their overall project construction plan and their security plan. • Ensure contractors write detailed logistics security plan for goods in transit.
• Implement plan for Execute phase, ensuring all contractors’ plans remain fully aligned with SMP. • Prepare Security Plan for Operations and develop an implementation programme. • Operations manager or relevant PUL to issue operations security plan. • Prepare to handover to operations security team.
SELECT
DEFINE
EXECUTE
• Write Security Management Plan as draft base document.
Contractor Relationship
APPRAISE • Ensure project (commercial) team planning and pre-tender process is secured from potential fraud and information brokering risk.
• Carry out due diligence and background checks to appraise companies or individuals short listed to provide services. • Develop security expectations for Invitation to Tender (Contractors and Dealers – ITT Security Conditions) required for FEED.
Security Budget
APPRAISE • Agree security cost (CAPEX and OPEX) and Budgeting Policy for project.
• Define security requirements for main contractors, suppliers, and sub-contractors. • Ensure all fixed price contracts specify security expectations in detail and ensure Security expectations, including GSR, are included, in detail, in all contracts. • Achieve buy-in from contractors (hold work-shops).
APPRAISE • Integrate security incident management, Crisis and Emergency Plans and Business Continuity Plan (BCP) with project Crisis Management & Emergency Response plans (CM&ER), BCP and incident management plans.
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• Develop security action tracking process with contractors. • Ensure planned Operations phase suppliers and contractors conform to BP Security Standards.
SELECT
DEFINE
EXECUTE
• Implement budget review and audit mechanism.
• Update security cost and budgeting policy.
SELECT • Ensure project CM&ER plans include potential security incidents and response drills. • Ensure project is aligned with host government Key Point (KP) plan. • Implement a Human Rights Response Plan aligned to project incident processes. Develop training and testing exercising processes.
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• Ensure compliance verification programme for all contractors, including on-site reviews.
• Ensure security cost and budgeting policy, including cost based targets, meet project requirements.
• Define budgeting policy for operations.
• Implement security contracting and budget process.
Crisis Management and Emergency Response
EXECUTE
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DEFINE • Develop plans with contractors to support project ER&CM and BCP. • Ensure alignment of plans with host Government plans: Exercise. • Incorporate and rehearse contractor security incident and emergency process with Project procedures.
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EXECUTE • Exercise processes, including with contractors and host governments agencies. • Develop operations incident management, crisis and emergency plan in line with overall operations plans and with host government. • Implement and exercise operations incident management, crisis and emergency plan.
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Technical Security Design and Response Construction, Hardware and Support Infrastructure
Facility (and Pipeline) Protection
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APPRAISE
SELECT
DEFINE
EXECUTE
• Develop a process, together with project management, for mitigating assessed security risk by judicious facility location and pipeline routing.
• Confirm location/routing and reassess detailed designs to mitigate security risk at each location or along pipeline Right-of-Way (ROW).
• Confirm location/routing and reassess security designs accordingly.
• Ensure security factors are continuously reviewed throughout construction.
• Involve main contractors in site-specific security planning.
• Confirm security in design mitigates risks during commissioning.
• Design security to mitigate the defined risk.
APPRAISE • Develop a risk-based physical and electronic facility (and pipeline) protection policy.
SELECT • Together with project engineers, design, define, select, and cost the project hardening, Integrated Electronic Security Systems (IESS), Intrusion Detection Systems, and Electronic Access Control Systems (EACS).
DEFINE • Ensure technical security design and construction (hardware, support infrastructure, etc.) meet project requirements.
EXECUTE • Technical Security Adviser is to ensure systems are security suitable and fitted as specified and close out changes and design variations. • Ensure testing and inspection process in place for commissioning.
• Integrate with the security lighting.
• Prepare operational procedures.
• Include contracting and supply policy processes working with Project telecoms engineers and contractors.
• Train technical security equipment operators and maintenance engineers. • Develop reaction plan to IESS alarms.
• Include process control network digital security.
• Prepare systems information pack for operations team. • Prepare for commissioning and transition to operations.
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Voluntary Principles on Security and Human Rights Human Rights Programme
Voluntary Principles on Security And Human Rights (VPs)
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APPRAISE
SELECT
DEFINE
EXECUTE
• Develop a process for the implementation and monitoring of VPs as part of the project Human Rights Risk Assessment and Programme (Fundamental Human Rights and Rule of Law) in tandem with project C&PA team.
• Coordinate and align all aspects of the VP programme with overall project Human Rights plan, including operations.
• Coordinate and align all aspects of the VP programme with overall project Human Rights plan, including operations.
• Coordinate and align all aspects of the VP programme with overall project Human Rights plan, including operations.
• Develop a Human Rights Incident Response Plan.
• Ensure community security risks are considered in the ESIA.
• Embed VPs in operational procedures.
APPRAISE • Identify obstacles to adoption of VPs as a non-negotiable principle for the project. • Adapt VPs as ‘rules of engagement’ for project. • Assess, long term, how the project can improve the ‘rule-of-law’ in the host country. • Work with C&PA team (legal lead) and stakeholders to develop a plan to minimize legal and reputation risk and maximize development of rule of law. • Develop a policy for the use of weapons (Fire Arms and the Use of Force). • Conduct detailed discussions with host government security providers to assess feasibility of project providing appropriate human rights based security training for government forces tasked with project protection.
SELECT • Review plans for embedding the VPs in the project with responsible NGOs. • Align plan with Project C&PA and social functions. • Plan for provision for both internal and external security monitoring of the project security human rights commitments. • If training is acceptable to host government select and contract (NGO) partner. • Identify appropriate security monitors and define terms for periodic security monitoring (see Human Rights Programme). • Consider Provision of Logistic Military Assistance to Host Government Security Forces. • Align with partners.
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DEFINE
EXECUTE
• Continue to work with stakeholders, including responsible NGOs to ensure VPs continue as effective project security rules of engagement. Publish actions on the project website.
• Implement monitoring programme.
• Ensure all security contracts include a commitment to the VPs and relevant training.
• Consider possibility of widening the training to include other host government security agencies.
• Commence the monitoring of security human rights performance by public and private security providers as required under the VPs.
• Continue Training.
• Continue training programmes on an as needed basis to ensure host country security standards are maintained.
• Start monitoring.
• Start appropriate training of government security forces.
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7 environmental and social
7.1 Introduction BP Group seeks to conduct environmentally sound operations by undertaking the Group’s activities in a manner, consistent with the Board Goals, that is environmentally responsible with the aspiration of “no damage to the environment.” To assist in this process, BP has developed an OMS Practice: Environmental Requirements for New Projects (ERNP) to: •
• •
Ensure a systematic and formal delivery of environmentally sound operations in new projects across the BP Group through a full life-cycle process aimed at identifying, understanding, avoiding, minimising, mitigating and remediating the impacts of its operations on the environment. Ensure that internal decision makers are informed about significant environmental issues and risks prior to making key decisions. Drive down the environmental impact of BP’s operations by reducing waste, emissions, and discharges, and by using energy efficiently.
ERNP represents a life-cycle process based on four fundamental principles: • • • •
We will identify and understand our impacts. We will consult with others. We will design to avoid adverse impacts and minimise use of natural resources. We will reduce the adverse residual impacts of our wastes, emissions and discharges.
Three important new aspects to the ERNP are: • • •
Early screening of environmental risk. Environmental Performance Requirements (EPR) set consistent standards. Group Chief Executive approval is required for any project to occur within certain types of protected areas.
The reference numbers in the guidelines provide a direct link to the specific requirements within ERNP. ERNP contains detailed guidance and shall be consulted for authoritative guidance for environmental planning for new projects. This practice has been approved by SGVP S&O. Accountability for delivering the Practice lies with the Segments. Safety & Operations will continue to support implementation through the provision of relevant tools and resources, and will be responsible for updating the Practice. The Director Environmental Operations within S&O is the Custodian for the Practice.
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7.2 Scope ERNP is one of several BP OMS Practices issued under Executive Authority within the policy architecture of BP’s Management Framework and BP’s Operating Management System. It is mandatory for all projects, and Operations is encouraged to apply it to their activities.
The Environmental BOD will also be clearly communicated to contractors. Major Projects shall formally ensure that contractors have the necessary capability to meet all relevant environmental standards (both in terms of their deliverables and their own operations), and shall take steps to procure specialist environmental services where adequate assurance is not available. The BOD will incorporate provision for any necessary environmental and emission monitoring, and will take full account of wastes likely to be generated during commissioning and start-up processes.
7.3 Social Guidelines Socio-economic, security, conflict and health impacts are key components of any impact management process. They will generally be integrated with the environmental management processes outlined in this document. Whilst ERNP describes the integrated processes which take place, it does not yet provide specific guidance on social requirements. Specific guidance on these issues should be sought from the Corporate Responsibility team in Communications & External Affairs.
7.5 Environmental Performance Requirements The Environmental Performance Requirements (EPRs) define the criteria that projects are required to meet to achieve consistent delivery of environmental performance. There are 12 Environmental Performance Requirements (EPRs) and they are not dependent on project categorization nor on CVP stage. The twelve Environmental Performance Requirements are listed in the roadmap.
7.4 Environmental Impact Management Process (EIMP) The Environmental Impact Management Process (EIMP) is a full life-cycle process with the requirement for the project team to identify and understand the project’s environmental impacts in order to avoid, minimize, mitigate and remediate them. The EIMP has nine components, shown in the Environmental roadmap. A significant new piece of process is EIMP 1; Screening and categorization. This is a structured process for the very early assessment of the environmental sensitivity associated with all projects. Screening is required to take place in the Access or earlier stage of a project.
Tools and examples are available via the Projects Library at http://pelib.bpweb.bp.com
and on the CD included with these guidelines
Regular workshops (e.g. Environmental Identification [ENVIDs] or similar workshops) should be conducted with the full participation of project management and engineering teams to understand the interface between environmental management and environmental engineering. These workshops ensure that engineering design is based on current and valid environmental information and that any commitments made in the ES(H)IA are achievable through the design. The Environmental Basis of Design (BOD) is established by the Select stage. The ENVID process ensures that the BOD is regularly updated through an ENVID Register (or equivalent) and then regularly reviewed through to the FEED and Detailed Design. 90
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Environmental Impact Management Process (EIMP 1-9)
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APPRAISE
SELECT
• Review project environmental risks identified during screening and ensure project sensitivity categorisation is understood and communicated within the project.
• Reassess Categorisation at decision gate based on new information and ensure that it is reflected in the Define FM.
• Reference BP’s OMS Practice: Environmental Requirements for New Projects and follow requirements depending on project categorisation.
• Reference BP’s OMS Practice: Environmental Requirements for New Projects and follow requirements depending on project categorisation.
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APPRAISE
SELECT
• Consider Performance Requirements (PRs) for early works or appraisal activities.
• Ensure that applicable PR requirements are incorporated into Basis of Design. • Complete and document Select stage PR Compliance Report. • Undertake peer review of deviations against PRs.
DEFINE
EXECUTE
DEFINE
• Reference BP’s OMS Practice: Environmental Requirements for New Projects and follow requirements depending on project categorisation.
• Reference BP’s OMS Practice: Environmental Requirements for New Projects and follow requirements depending on project categorisation.
• Complete and document Define stage PR Compliance Report.
EXECUTE • Verify compliance with PRs.
• Undertake peer review of any deviations against PRs.
The twelve EPRs are:
EIMP 1. Screening and Categorisation EIMP 2. Environmental Assessments EIMP 3. Consultation and Disclosure EIMP 4. Compliance EIMP 5. Resourcing and Contracting EIMP 6. Residual Impacts EIMP 7. Environmental Management System EIMP 8. Assurance and Lessons Learnt EIMP 9. Reporting
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Environmental Performance Requirements (EPR 1-12)
EPR 1. Air Quality EPR 2. Community Disturbance EPR 3. Cultural Property EPR 4. Drilling, Completions and Workover Wastes and Discharges EPR 5. Energy Efficiency EPR 6. Environmental Liability Prevention EPR 7. Flaring and Venting EPR 8. Marine Mammals EPR 9. Ozone Depleting Substances EPR 10. Physical and Ecological Impacts EPR 11. Waste Management EPR 12. Water Management
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8 construction contractor HSSE management
8.1 Overview These guidelines provide consistent HSSE management practices for working with contractors in the Execute stage of Major Projects. The guidelines are based on good practices and lessons learned, and should be implemented in alignment with OMS Practice for Working with Contractors. They are also consistent with industry guidance, such as that provided by the International Association of Oil and Gas Producers.1 Although the focus is on Execute stage activities (e.g. fabrication, construction and installation), the principles can be applied to other contracted work (e.g. geophysical, drilling and engineering). Refer to the MPcp Procurement and Supply Chain Management Guidelines for additional information. The guidelines define an eight-phase process for construction contractor HSSE management: • • • • • • • •
Planning Pre-qualification Selection Pre-mobilization Mobilization Execution De-mobilization Final evaluation and close-out
Risk identification is a key part of the process and a key factor in determining contracting strategy. Active participation from BP and the contractor(s) is essential to achieving excellent HSSE performance. 8.2 Planning The objectives of this phase are to clearly define the scope of work, assess the HSSE risks associated with the work, and clearly define Project HSSE standards. The contracting strategy is selected based on many factors, including the nature of the work and the risks identified. 1 HSSE management – guidelines for working together in a contract environment, International Association of Oil & Gas Producers, Report No 6.64/291, September 1999
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Applications (Circles of Influence) should be developed for the scope of work and prospective contractors. Key outputs are: • • •
A documented HSSE management process for selection, working with and retention of contractors, that meets the requirements of OMS Practice for Working with Contractors Risk Assessment – HSSE risks captured from Golden Safety Rules assessments, health impact assessments, ESIAs, security risk assessments, etc Contracting Strategy - Recommendation to the Project Leadership Team as to whether the work will be managed under BP or the contractor’s HSSE Management System.
8.3 Pre-qualification The HSSE objective of the pre-qualification phase is to screen potential contractors to ensure that they meet BP’s minimum HSSE requirements and that they are capable of conducting the work in a safe, healthy and environmentally sound manner. Key activities in this phase are: • • •
Short listing and screening of contractors Establishing bid evaluation HSSE criteria Assessment of the potential contractor’s project site, infrastructure and equipment
Assessment of the contractors’ site infrastructure and equipment is necessary to identify the time and resources required to bring them into compliance with Project HSSE standards. Special attention should be focused on heavy equipment used during onshore construction and offshore installation, such as barges, heavy trucks, side booms, excavators and cranes, etc. An assessment of the existing HSSE culture at the facility will give an early indication of the potential issues which will need to be managed. “Subject to existing contractual constraints, contractors shall demonstrate and document that their staff are competent to carry out their assigned work.” (BP Group Standard for Integrity Management). 96
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8.4 Selection The objective of the selection phase is to assess the short list of potential contractors against the bid evaluation criteria, then select the contractor to perform the work. A senior HSSE Manager with construction experience should be part of the contractor selection team and HSSE should be an integral part of the decision-making process. Key activities in this phase include: • • •
Preparation of bid documentation by BP Evaluation of contractors’ bid and HSSE Plan Contract award
BP should endeavor to hire contractors with Control of Work (CoW) programmes and Integrity Management Standards that are as protective, or more protective, than the BP Group Standards for CoW and Integrity Management; and encourage those who do not have such a programmes to adopt one. The programmes should be agreed prior to selection of the contractor, and the agreement should be an absolute prerequisite for selecting the contractor. The construction contractor should be required to disclose all relevant subcontractors working within the BP scope of work, and should be required to implement appropriate processes to ensure that the subcontractors conform to BP safety requirements. Consideration should be given to a reimbursable contract for HSSE work scope. 8.5 Pre-mobilization The objectives of the pre-mobilization phase are to ensure that the relevant aspects of the contract risk assessments and any other HSSE aspects of the contract are communicated and understood by all parties prior to implementation of the contract. Key activities in this stage include: • •
Kick-off meetings between BP project management and contractors to review major hazards, communicate BP’s HSSE expectations, and ensure that the Construction HSSE Plan is fit for purpose A Pre-mobilization Review and formal ‘go’ or ‘no go’ decision made by management regarding mobilization
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Planning prior to mobilizing the BP site team to the construction site is critical to ensuring BP’s HSSE expectations are met. The Construction HSSE Plan defines HSSE responsibilities, assurance processes and the relationships between BP, construction contractors, contractors’ workforce, and subcontractors. The plan describes how the gaps will be addressed where gaps in the Contractor HSSE-MS have been identified. A Pre-mobilization Review should be conducted to ensure that all necessary HSSE plans are in place prior to mobilizing the BP project team to the site. The review is initiated prior to any construction mobilization and results in a ‘go’ or ‘no go’ decision to mobilize endorsed by the appropriate level of management. 8.6 Mobilization The objective of the Mobilization phase is to ensure that BP and contractor personnel are mobilized to the work site safely. Key activities include: •
8.7 Execution The objectives of the Execution phase are to performance-manage the work and assure that the work is conducted according to the Construction HSSE Plan. Key activities in this phase include: • •
BP managers are accountable for visiting the worksite and ensuring: • •
During mobilization, BP and contractor(s) ensure that each sets up operations in accordance with the agreed Construction HSSE Plan. One critical objective during mobilization is to ensure communication of the HSSE Plan, BP HSSE expectations and any other significant aspects of the contract. A culture needs to be in place to ensure that HSSE is embedded within line management down to foreman level (i.e. owned by BP’s and contractor’s leadership and supervision, rather than HSSE specialists).
•
A system must be in place to ensure that all equipment identified as necessary for safe completion of the task (including contractor supplied equipment) is checked by a competent person prior to work commencement to ensure it is of an adequate specification for the task, within date for testing and re-certification, and free from obvious defects / excessive wear (BP Group Standard for Control of Work).
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Monitoring and auditing to ensure that Control of Work (CoW) procedures are implemented and enforced Conducting a Construction Stage PHSSER
On BP premises, the BP Group Standard for CoW shall be implemented for BP employees and every employee of any other company that has been engaged to perform work on BP premises. The further intent is to promote adoption of the standard by companies working on behalf of BP on non-BP premises. Rigorous enforcement of CoW procedures is critical to maintaining safe operations.
Implementation and communication of the Construction HSSE Plan to all relevant personnel Auditing or reviewing against the Construction HSSE Plan during the final stages of mobilization to determine compliance with the plan
•
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•
•
BP’s HSSE expectations have been communicated to the workers BP’s CoW procedures are fully implemented and rigorously enforced on BP premises CoW programmes implemented on contractor premises are as protective as BP’s CoW procedures and rigorously enforced Adequate BP presence and contractor supervision onsite to support and monitor the work Pre-job risk assessments are task specific, available in the language(s) of the workers performing the work, and workers are aware of the hazards associated with their work
The Construction Stage PHSSER shall be used to verify that the contractor’s HSSE management system and the Construction HSSE Plan is in place, that it is being implemented, and that it will assure HSSE performance during construction. 8.8 Demobilization The objective of the demobilization phase is to ensure that hazards associated with demobilization are identified and appropriate Management of Change for organizational structures and HSSE remain intact until activities have been safely completed. ©2007 BP International Limited
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The job isn’t over until all work is completed and the paperwork is finished. This message needs to remain constant and be consistently re-enforced with everyone. The last minute demob to save money must be avoided by both BP and the contractors. It is important to maintain focus on HSSE until the very end of operations. This is especially challenging when there is no additional immediate work for the workforce and workers; they are more concerned about the ‘next paycheck’ rather than completing the current job safely.
8 construction contractor HSSE management
Learning from Project Fatalities In the period 2002 to 2006 we had 15 Major Project related fatalities. All fatalities were contractor personnel and the types of incidents are shown below. Incidents involving mobile vehicles and heavy equipment were the biggest source of fatalities. Moving vehicles on sloping ground require particularly careful control, close supervision, good training and competency assessment of drivers.
All Fatalities - Incident Type 8.9 Final Evaluation and Close-out
CFE - Fire, 1
The objectives of this phase are to conduct a joint evaluation of the contractor and BP’s HSSE performance and to provide feedback to the contractor(s) and the Contract Accountable Manager (CAM - typically a Delivery Manager). This serves as a reference for future work with the contractor.
Drowning - 1
The key deliverable in this stage is the Final Evaluation and Report.
Fall, 2
Vehicle, 7
Electrical, 1
Tools and examples are available via the Projects Library at http://pelib.bpweb.bp.com
Struck-by Crush, 3
and on the CD included with these guidelines
Recurring themes in the root causes of the fatalities include inadequate contractor oversight, inadequate identification of worksite hazards, inadequate control of work, and lack of required competency to perform the tasks. All of the 15 fatalities were preventable. Some of the fatalities involved sub-contractors insulated by multiple management interfaces from BP direct management. Ask yourself – am I really connecting with, influencing and controlling the people at the workface on my project? Do I really know who they are? Are they competent to perform the work? Are they aware of the hazards? Are they following the safety policies and procedures? Do they know what BP’s safety expectations are? Often, multiple languages were spoken at the work sites. Are you sure that the safety policies and procedures are available at your worksites in the language(s) of 100
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the workers performing the work? Do all workers understand the safety policies and procedures? Can all workers actively participate in and understand the pre-job risk assessment? Can they demonstrate their competency? Inadequate control of work was the root cause of several of the fatalities. The new BP Control of Work Standard ensures that there is a formal approach to managing risk for BP employees and their contractors. This Standard shall be applied to all contractors and their associated subcontractors who perform work at BP premises. Are you familiar with the Standard? Do you have plans to implement the Standard on your site? The further intent is to promote adoption of the Standard by companies working on behalf of BP on non BP Premises. You should endeavour to hire contractors with CoW programmes that are as protective, or more protective, than this Standard and encourage those who do not have such a programme to adopt one. Below is a simple check list to use when thinking about your workface activities. A more comprehensive checklist can be found in the ‘E&P Major Project Fatalities – Summary and Analysis’ slide pack in the toolbox on the CD included with these guidelines. HSE Delivery via Contractors – Checklist • • • • • • • •
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Is there adequate BP presence onsite to support and monitor contractor(s) work? Does the contractor have adequate supervision onsite and does the supervisor have the necessary safety leadership skills to ensure safe operations? Are work procedures fit for purpose, fully understood by the workforce, implemented and enforced? Is there zero tolerance for not following safety policies, standards and procedures? Do contractor vehicles and heavy equipment meet project safety specifications and are they maintained in safe working order? Are operators of vehicles and heavy equipment trained and competent? Are risk assessments task specific, and are mitigations identified to ensure safe work and understood by all workers? Are there language interfaces between my management team and the people doing the work? Are BP’s expectations adequately communicated across these interfaces, and how do you know?
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Words in bold indicate there are tools and examples to support these themes. The actions covered are extensive and some may not be relevant to every project; however, all actions should be considered prior to rejection.
Planning
APPRAISE • Define and document the HSSE management process for selection, working with and retention of contractors, for the entire CVP cycle of the project. • Prepare and implement an HSSE training plan for those with HSSE accountabilities for working with contractors for all CVP stages. • Review Financial Control & Accounting (FC&A) reporting guidelines and develop project specific applications (Circles of Influence).
Pre-qualification
APPRAISE • Establish minimum HSSE requirements against which contractors are assessed during the pre-qualification process.
SELECT
DEFINE
EXECUTE
• Review and update HSSE elements of the project’s contracting strategy for Define and Execute.
• Review and update the HSSE management process for working with contractors with particular emphasis on verification of contractors HSSE preparedness at pre-mobilization and mobilization.
• Review and update HSSE risks assessments including mitigation measures.
• Update the project’s HSSE boundaries of BP control and influence to be in line with the project’s prequalification plans for major Execute stage contracts. • Consider the potential for exposure to hazards identified in BP’s Golden Rules of Safety as well as in any of the S&O standards or practices, when assessing the appropriate risk category.
SELECT • Evaluate BP’s experience with proposed bidders and determine, on a risk basis, the need to conduct a site visit in order to gain an understanding of HSSE performance and exposure. • Ensure that pre-qualification or retention of any contractor who does not meet BP’s minimum HSSE requirements is formally authorized by management on the basis of a plan to remedy identified deficiencies.
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• Review and update HSSE risk assessments for the Execute stage including mitigation measures.
• Update the project’s HSSE boundaries of BP control in line with Execute stage subcontracts listing. Include a formal review and endorsement process by Project Manager.
• Assess exposure to the hazards identified in the Golden Rules of Safety for the main contractors and subcontractors.
SELECT • On a risk basis, continue to visit the sites of major contractors, potential bidders, or sub-contractors – onshore and offshore – in order to gain an understanding of HSSE performance and exposure. • Conduct special verification work in those cases where a remediation plan is approved for a particular contractor.
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EXECUTE • Continue with additional verifications, where relevant, in order to ensure that the main contractors have established similar minimum HSSE requirements for the pre-qualification and selection of their sub-contractors, and in particular to those that will perform work at BP control boundary sites.
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Selection
DEFINE TENDER • Tenders and contracts should clearly define HSSE requirements, including the processes for verifying compliance and include key HSSE documentation. REVIEW • Assess whether bidder’s proposals against acceptance criteria or model answers have been met and provide final HSSE assessment results. • Verify suitability of the bidder’s HSSE Plan. • Verify bidder’s compliance with the Golden Safety Rules and where appropriate check that an improvement plan has been prepared. • Endeavour to hire contractors with Control of Work (CoW) programmes that are as protective, or more protective, than the BP Group Standard for CoW and encourage those who do not have such a programme to adopt one.
Pre-mobilization
DEFINE
DEFINE (cont.)
DEFINE (cont.)
EXECUTE
SUBCONTRACTORS • Verify that the selected contractor has established similar minimum HSSE requirements for the pre-qualification of their subcontractors and in particular those who will perform work at BP Control boundary sites.
AWARD • Ensure significant weighting in the overall evaluation criteria for the HSSE element and in relation to the level of risk. • Carry out pre-award meetings, internally as well as jointly, with the selected contractor in order to clarify and further assess suitability of contractor’s HSSE plans. • Provide feedback to contractor on evaluations results of their proposal and request an improvement plan where necessary. • Conduct special verification work in those cases where a remediation plan is approved for a particular contractor.
• Conduct additional verifications, where relevant, to ensure that the main contractor has established similar HSSE selection criteria and requirements of their sub-contractors, and in particular those that will perform work at BP control boundary sites.
• Require Bidders to disclose all relevant subcontractors working within the boundary of BP control and implement appropriate processes to ensure subcontractors conform to BP’s HSSE requirements.
DEFINE (cont.)
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EXECUTE
• Once contracts are awarded and prior to mobilization, review the Contractor’s HSSE plan and ensure fit for purpose and in alignment with BP expectations.
EXECUTE (cont.)
• Conduct a Pre-mobilization Review to ensure that all necessary HSSE plans are in place prior to mobilizing the BP project team to the site. • Make a formal ‘go’ or ‘no go’ decision to mobilize endorsed by the appropriate level of management. • Establish performance and compliance monitoring arrangements, e.g. develop leadership performance contracts with contractor senior management. • Establish a kick-off meeting protocol for key sites that involve personnel from base offices and site teams, including sub-contractors. • Ensure that Contractor discloses all relevant sub-contractors working within the boundary of BP control and implements appropriate processes to ensure sub-contractors conform to BP’s HSSE requirements. • Implement Emergency Response Strategy and verify contractor’s compliance with requirements, conduct first table top or emergency drills.
• Management to ensure that HSSE expectations are clear at the outset for major activities and a plan is implemented to build communications and teamwork with the contractors involved. • Refine/review and update HSSE risk assessments for the Execute stage including mitigation measures. • Ensure that an HSSE Plan is developed to manage HSSE risks during mobilization and construction. • Ensure that Contractor Control Plans have been developed and contractor has adequate plans in place to comply with the environmental and social commitments made in the ESIA commitments register. • Develop and document an Emergency Response Strategy that addresses company interfaces with contractors, accountabilities and primacy, bridging documentation and drills with relevant scenarios that consider country capability.
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Mobilization
DEFINE
EXECUTE
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De-Mobilization
DEFINE • Identify all HSSE legal requirements pertinent to demobilization of equipment and personnel.
• Continue to hold site HSSE kick-off meetings and involve sub-contractors whenever relevant.
EXECUTE • Continue to provide suitable manning levels including HSSE personnel.
• Continue HSSE site-specific training and induction. • Confirm that an HSSE Plan is being implemented to manage risks during mobilization.
Execution
DEFINE
EXECUTE
• Clearly define site boundaries, interfaces, and authorities during contract execution for all contractors involved in Execute stage activities
• Refine/review and update HSSE risks assessments for the Execute stage, including mitigation measures.
Final Evaluation and Close-out
DEFINE
EXECUTE • Conduct and document a joint evaluation of the company and the contractor’s HSSE performance.
• Implement the BP CoW Standard for all contractors and subcontractors who perform work on BP premises. • Promote adoption of the BP CoW Standard by companies working on behalf of BP on non BP remises. • Confirm that the HSSE Plan is being implemented to manage risks during construction. • Continue with emergency response drills. • Monitor and audit Contractors’ HSSE performance and review on a regular basis during contract execution
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9 resources
9.1 Projects Cyber Librarian The Projects Cyber Librarian administers the Projects Library and Shared Learning System (SLS). The Projects Cyber Librarian is available to assist any user: • •
Navigate the guidance, templates, tools and examples in the Projects Library. Find relevant lessons and information in the P&E SLS.
The Projects Cyber Librarian is also available to assist: • •
Network Leaders locate, develop and organize contents in the Projects Library and the P&E SLS. Project teams set up their local Shared Learning Systems.
Contact the Projects Cyber Librarian at
[email protected]. 9.2 HSSE Training A high level overview of HSSE is provided in the Project Management College in the ‘Projects the BP Way’ course. The PMC also offers instructor led training in HSSE. These courses are offered as part of their curriculum on specialized topics and is aimed initially at an internal audience of participants from the Project Management community at BP desiring to improve their practical competency in the application of HSSE practices. Visit http://projects. bpweb.bp.com/pmc to get a complete listing of the training offered. 9.3 Tools and Examples The companion CD to the HSSE Guidelines contains numerous tools and examples from BP Major Projects worldwide that will assist the user in implementing these guidelines. Many of these tools and examples are available at the ETP & Projects Library accessible via the ETP Projects Homepage at http://etp.bpweb.bp.com.
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C&EA Communications and External Affairs function Category A Project Category A refers to high sensitivity projects with the potential, using a Precautionary Principle (see definition), to have chronic or irreversible adverse impacts on sensitive environments. Category B Project Category B refers to medium sensitivity projects whose potential adverse impacts on the environment are generally localised, reversible, and in most cases, where mitigation measures can be designed more readily than for Category A projects. Category C Project Category C refers to low sensitivity projects likely to have minimal or no adverse environmental impacts (e.g. projects located in previously or currently developed and developing areas, where there is significant precedence and prior experience, and where the environmental risks are low and manageable). Circles of Influence Circles of Influence describes what the project will ‘control and record’, ‘track and influence’ and ‘monitor and engage’. Competency and Training Delivery Plan The Competency and Training Delivery Plan defines how the project will ensure proper processes to demonstrate and record the skills and abilities of a workforce. Construction HSSE Plan The Construction HSSE Plan is a potential subset of the Project HSSE plan that defines HSSE expectations, organization, and HSSE procedures, facilities, and processes to be used during project construction. The plan defines management systems for construction safety including HSSE responsibilities, subcontracting strategy, assurance processes and the relationships between the client, construction contractor and subcontractors. Construction Stage HSSE Review (Construction Stage PHSSER) The Construction Stage HSSE Review is a Project HSSE Review (PHSSER) conducted during the Execute Stage (construction phase), typically soon after commencement of significant piping installation. This PHSSER should be conducted at the construction site. ©2007 BP International Limited
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Control of Work (CoW) Standard The Control of Work (CoW) Standard focuses on the safe execution of workplace activities. The standard covers five key areas: planning a task, assessing and managing risk, controlling the work, capturing learning, and stopping work that is unsafe. A total of 12 elements are included within these areas. CRR Continuous Risk Reduction is a Major Accident Risk (MAR) process requirement. The following is an interpretation of GP 48-50 requirements: During all phases, opportunities for risk reduction will arise as more detailed design decisions are made. These should be explored by the design teams involved as an integral part of the approach to design hazard management and suitable measures included to reduce risk. The objective is to achieve a MAR profile that is below the ‘Group Risk Reporting’ line for the type of project concerned. A demonstration is made (by design) to show that major accident hazard effects and risk are reduced to a level where further expenditure on additional hazard management measures would be disproportionate to the benefit achieved. DHM Design Hazard Management is the method of achieving Design Safety through management of hazards. ‘Managing’ hazards involves eliminating or minimizing major accident hazards at source and preventing those that remain from becoming major accidents. It also involves the provision of sufficient design integrity to control the consequences of a major accident to reduce severity and potential escalation, while providing mitigation and protection for personnel and key facilities from the effects (e.g. heat, smoke, gas, toxic fumes etc.). Environmental Impact Assessment (EIA) or Environmental and Social Impact Assessment (ESIA) Environmental Impact Assessment (or Environmental and Social Impact Assessment) is a formal process used to predict the environmental and social consequences of all stages of any development project. EIA (or ESIA) is a process that attempts to identify, predict and assess the likely consequences of proposed development activities. EIA (or ESIA) ensures that the potential problems are foreseen and addressed at an early stage in the project planning and design.
GVP Group Vice President Hazard Register A Hazard Register is a document summarising the major accident hazards and the design measures in place to manage them. Health Impact Assessment (HIA) A Health Impact Assessment is a combination of procedures, methods, and tools by which a policy, programme or project may be judged as to its potential effects on the health of a population and the distribution of those effects within the population. HMP Hazard Management Process HSSE-MP The HSSE Management Plan describes the organization and HSSE management systems implemented to manage HSSE risks and deliver the HSSE goals and targets. Human Factors (HF) Human Factors are the environmental and organizational job factors and human, individual characteristics which influence behaviour at work. ISD Inherently Safer Design is the design principle of reducing the risk of harm to personnel, assets and the environment by means of underlying design integrity and layout. ISO 14001 ISO 14001 is one of the ISO 14000 series of standards, an international series of standards detailing Environmental Management System requirements for organizations to help minimise the harmful effects on the environment caused by their activities, and to deliver continual improvement of their environmental performance.
Golden Rules of Safety The Golden Rules of Safety are the key safe work practices that are rigorously followed by BP employees and contractors performing work on behalf of BP. 114
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MA A Major Accident is a serious accident arising from a Major Accident Hazard (MAH), including: (a) a fire, explosion or the release of a dangerous substance involving death or serious personal injury to persons on the installation or engaged in an activity on or in connection with it. (b) any event involving major damage to the structure of the installation or plant affixed thereto or any loss in the stability of the installation. (c) the collision of a helicopter with the installation. (d) the failure of life support systems for diving operations in connection with the installation, the detachment of a diving bell used for such operations or the trapping of a diving bell or other sub sea chamber used for such operations. (e) any other event arising from a work activity involving death or serious personal injury to five or more persons on the installation or engaged in an activity in connection with it. MAH A Major Accident Hazard is an identified hazard capable of causing a Major Accident (MA). These are defined under the following categories: Controllable Hazard, Evacuation Hazard, Catastrophic Hazard. MAH Management Major Accident Hazard Management includes the methods employed to reduce the probability of a MAH occurring, and to limit the potential effects should an accident occur. MAR A Major Accident Risk (see GP 48-50) is the result of frequency of occurrence and potential consequences arising from realisation of the Major Accident Hazard (MAH). MAR Process The Major Accident Risk Process is the risk assessment process required for all projects, usually at the final selection of the design concept to be carried forward, or early in the Define stage.
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MPcp Major Projects Common Process is a set of project guidance that codifies best practice and enables knowledge and lessons to be shared. OMS Framework The OMS Framework describes the elements of operating that the local OMS will address. It is a process required to deliver continuous improvement in the elements of operating and the role of standards and practices in the local OMS. PEP The Project Execution Plan is a document developed during the Select stage which defines key strategies and plans necessary to complete the Define and Execute stages of the project. Where the technical definition describes what is to be designed and built, the PEP describes how it is to be designed and built. PHSSER Project Health, Safety, Security and Environmental Review is a seven-stage process required by the BP Group Integrity Management (IM) Standard and linked to the CVP stages, which provides external reviews of Health, Safety, Security and Environmental (HSSE) activities of projects. PHSSER provides assurance to management that projects are setting appropriate HSSE standards and meeting those standards. Ref BP ETP GP 48-01. Primary Health Care Primary Health Care is health services provided outside hospital by medical practitioners and community health services. Project Gatekeeper The Project Gatekeeper is the individual responsible and accountable for the decision made at the end of each CVP stage. This person also secures resources and funds for the next stage of a project, once it is approved or sanctioned to move forward.
MOC Management of Change is a formalized process for managing and controlling changes in a project’s scope and execution plans.
Public Consultation and Disclosure Plan (PCDP) The Public Consultation and Disclosure Plan is a plan for the project stakeholders, which sets out BP’s approach to consultation and communication, that will be conducted through the EIA process(es). It covers complete details regarding what information will be disclosed, including what relevant languages, by what means, and at what time; and how the public’s comments will be addressed in the project’s design and execution.
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Risk Assessment A Risk Assessment is the process of estimating the probability of an incident occurring; estimating the magnitude of the resulting impact, including environmental impact; and making a judgment about the significance and reasonableness of the risk. Risk is a function of both probability and consequence.
Sensitivity Sensitivity is a qualitative assessment of the potential risk to the environment as a result of the impact of our operations with respect to our ability to manage those impacts. SGVP Senior Group Vice President
S&O Safety and Operations function SCDM (Protective Systems) Safety Critical Design Measure is defined in the E&P Integrity Management Segment Implementation Guide as ‘safety systems, devices, and controls which are designed to prevent, detect, control or mitigate a major accident, or facilitate the escape and survival of people (e.g. ISD measures, Prevention of Ignition, Fire & Gas Detection, ESD System). Note: ‘Protective Systems’ referred to in The E&P Integrity Management Segment Implementation Guide are the same as the SCDM.
Stakeholder A Stakeholder is a person, group, or business unit that has a share or an interest in a particular activity, set of activities, Project or Operation. Traction Traction is a global database for management of work-related incidents.
SCE The Safety Critical Equipment is the individual tagged items of equipment within each Safety Critical Design Measure (SCDM) or Protective System, which must be identified in the operational maintenance matrices (e.g. Maximo) as critical to the function of an SCDM. Only those items of equipment that could cause serious impairment or failure of an SCDM should be regarded as critical. Note: The E&P Integrity Management Segment Implementation Guide does not provide a clear definition of SCE, but states that the most critical of the items identified as important to the function of SCDM (Protective Systems) should be classed as Safety Critical Equipment. Secondary Health Care Secondary Health Care is hospital-based care used when capabilities of primary health care are exceeded. Sensitive Areas Sensitive Areas are areas of land and sea which have been designated, or are generally recognized, as being of particular biological, geological, topographical, historical, cultural, or spiritual importance or which have particularly significant or unique socio-economic conditions.
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©2007 BP International Limited. All rights reserved. This document is the confidential and proprietary property of BP and is provided solely for use within BP by its employees or contractors having a confidential relationship with BP. Use or reproduction of this document is only by permission of BP and only for the purpose or project for which it is disclosed and authorized. BP makes no warranty or representation as to the accuracy, completeness, or usefulness of the information contained in the document, or that the same may not infringe any third party rights. BP assumes no liability for any damages that arise from the use of information contained in this document.
EPTF Projects & Engineering BP Exploration Chertsey Road Sunbury on Thames Middlesex TW16 7LN Date of publication March 2007
