AirBP_Engineering_Guide.pdf

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1 INTRODUCTION ... 1-2

2 HEALTH, SAFETY, ENVIRONMENT AND SECURITY ... 2-1

3 PROJECT MANAGEMENT & CONTROL... 3-1

4 PLANNING & FORECASTING ... 4-1

5 DEPOT DESIGN & ENGINEERING ... 5-2

6 HYDRANT DESIGN & ENGINEERING ... 6-1

7 GENERAL AVIATION... 7-1

8 MODULAR EQUIPMENT ... 8-1

9 OTHER FACILITIES ENGINEERING ... 9-1

10 HAZARDOUS AREA CLASSIFICATION ... 10-1

11 ELECTRICAL ... 11-2

12 CONTROL... 12-2

13 MATERIALS PROCUREMENT ... 13-1

14 CONSTRUCTION, INSPECTION AND TESTING ... 14-1

15 COMMISSIONING... 15-1

16 VEHICLES... 16-1

17 ENVIRONMENTAL... 17-2

18 DEMOLITION, ABANDONMENT & RESTORATION... 18-1

A

DEFINITIONS AND ABBREVIATIONS...A-1

B

PROJECT CONTROL CHECKLIST...B-1

A

TYPICAL STATEMENT OF REQUIREMENTS...B-1

C

TYPICAL PROJECT STRATEGY...C-2

D

PROJECT CO-ORDINATION PROCEDURE ...D-2

E

INFORMATION GATHERING CHECKLIST...E-2

F

INITIAL DESIGN STUDY... F-2

G

TYPICAL DETAILED DRAWINGS... G-2

H

SOAK TESTING ...H-1

I

MESH SCREENS FOR TANK VENTS ... I-1

J

CALCULATION OF PEAK HYDRANT FLOW RATE ... J-2

K

CALCULATION OF TANK LEVEL ...K-1

L

EXAMPLES OF CONSTRUCTION SITE REPORTING DOCUMENTS ... L-1

M

PRODUCT AND ENGINEERING DATA ... M-1

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Air BP Engineering Guide 1-2  Air BP 2001

1 INTRODUCTION

1.1 PURPOSE ... 1-3

1.2 INTENDED USE OF THESE GUIDELINES ... 1-3

1.3 NATIONAL AND LOCAL REQUIREMENTS... 1-4

1.4 RELATED BP AND AIR BP PUBLICATIONS ... 1-4

1.5 AIR BP ENGINEERING STANDARDS... 1-4

1.6 EXPLANATIONS AND EXAMPLES ... 1-4

1.7 FEEDBACK AND FUTURE REVISIONS... 1-4

1.8 USE OF LANGUAGE ... 1-4

1.9 DEFINITIONS AND ABBREVIATIONS ... 1-5

1.10 UNITS ... 1-5

1.11 DISTRIBUTION... 1-5

1.12 COPYRIGHT... 1-5

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1.1 PURPOSE

This

Air BP Engineering Guide

('AEG') replaces the Air BP Aviation

Engineering Practice ('AEP') last issued in 1975.

The purpose of AEG is to provide guidance on the planning, design,

construction and commissioning of safe, efficient and cost effective airfield

aviation fuel facilities for civil use.

The guidance given in AEG is based on experience gained since 1926 of

the design, construction and operation of many aviation fuel facilities

around the world. It therefore provides a sound basis for similar projects in

the future.

In general the guidance meets or exceeds the requirements for jointly

owned/operated facilities given in the Guidelines for Aviation Fuel Quality

Control and Operating Procedures for:

• Jointly Operated Supply & Distribution Facilities

• Joint Airport Depots

• Joint Into-Plane Fuelling Services.

It is not intended to preclude the use of alternative designs, or construction

methods, where these can be proven to provide equivalent standards of

safety and product quality, but confirmation should be sought from Air BP

Centre Technical Branch, before such changes are implemented. This

may need to be in the form of a waiver in accordance with the procedure

given in

ADM 30

.

AEG is not intended to be directly applicable to ‘off-airport’ projects in the

supply chain, but the content may be useful when considering aviation fuel

related issues.

Key Considerations:

AEG is a guide, not a specification.

The designer is responsible for the end-product.

Queries can be referred to Air BP Centre Engineering for advice.

AEG is intended for Air BP internal use and to aid the briefing of external

consultants.

Use BP Group and Air BP standard documents whenever possible.

Feed back lessons learned.

Protect Air BP’s copyright on AEG

1.2 INTENDED USE OF THESE GUIDELINES

The engineering guidance given should be used by Air BP and authorised

third parties for feasibility studies, planning, detailed design, construction

and commissioning of new or modified aviation fuel facilities.

AEG is applicable to:

1. Airport depot installations, for the receipt, storage and supply into

aircraft (via fuel hydrants or fuellers) of both kerosene and gasoline

types of aviation fuels.

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3. Aviation fuel dispensing and related vehicles (e.g. dispensers, fuellers

and pit cleaning vehicles).

Designs for new facilities or for modifications to existing facilities should

follow the guidance given here from the date of issue (or revision). At

existing facilities it may be difficult to adopt all of the recommendations, but

such improvements that are reasonably practicable should be made,

taking into account the hazards that may exist at a given site and the

feasibility of additional safety precautions.

1.3 NATIONAL AND LOCAL REQUIREMENTS

All applicable national and local (including aviation authorities) statutory

requirements and/or standards must be complied with and in the case of

any conflict with the guidance given in this document the most stringent

requirement shall be applied subject to fitness-for-purpose considerations.

In cases of any doubt, further guidance should be sought from Air BP

Centre Technical Branch.

1.4 RELATED BP AND AIR BP PUBLICATIONS

The hierarchy of documentation and other publications into which AEG fits

is shown on the Air BP Documentation Map, Get latest one from Albert B

in PDF format.

1.5 AIR BP ENGINEERING STANDARDS

References are made in AEG to detailed Air BP Engineering

Specifications and Standard Drawings. A list of

Air BP Engineering

Specifications

is also available on the Intranet. Details of Standard

Drawings are available from Air BP Centre Technical Branch.

Copies of specifications and drawings are available either by downloads

from the Intranet or from Air BP Centre Technical Branch.

1.6 EXPLANATIONS

AND

EXAMPLES

As far as possible, explanation for the reasoning, the background and/or

examples are included in the text to help in the interpretation and

application of the guidance given. Some sections of AEG including this

introduction start with a list of “Key Considerations” to aid the designer.

1.7 FEEDBACK

AND

FUTURE

REVISIONS

The value of AEG to its users will be significantly enhanced by

participation in its improvement and updating. For this reason, users are

encouraged to inform Colin Robson (

[email protected]

), the Engineering

Team Leader, or the Section Owner (whose email address appears at the

end of each section) with their comments in all aspects of its application.

1.8 USE OF LANGUAGE

In this document, the words 'will', 'may', 'should', 'shall', and 'must', when

used in the context of actions by BP or others, have specific meanings as

follows:

'Will' is used normally in connection with an action by BP (or authorised

third party) rather than by a contractor or supplier.

'May' is used where alternatives are equally acceptable.

'Should' is used where a provision is preferred.

'Shall' is used where a provision is mandatory.

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1.9 DEFINITIONS

AND

ABBREVIATIONS

Refer to Appendix A for a list the definitions and abbreviations used in the

AEG.

1.10 UNITS

SI metric units are used throughout these pages, with the imperial

equivalents given in brackets. The use of SI units is encouraged in all

cases, even where local practice differs.

1.11 DISTRIBUTION

AEG should be made available to all Air BP staff and authorised third

parties engaged in the design and construction of aviation fuelling

facilities. Copies (or appropriate extracts) should also be issued to any

BP Group staff who are engaged by Air BP in the design or construction of

aviation fuelling facilities.

It is intended that these pages will contain the most up-to-date copy of

AEG. Paper copies, preferably limited to extracts, can be issued to those

persons without access to the Intranet.

1.12 COPYRIGHT

Attention is drawn to the copyright notice at the front of this document.

The issue of AEG to external consultants and contractors should be strictly

controlled and all copies or extracts from AEG (and associated Air BP

Specifications or Standard Drawings) should be returned on completion of

the project.

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2 HEALTH, SAFETY, ENVIRONMENT AND SECURITY

2.1 INTRODUCTION...2-2

2.1.1 Group Policy ...2-2

2.1.2 Aim 2-2

2.1.3 HSE Expectations/Capital Value Process...2-2

2.2 PRINCIPLES...2-2

2.2.1 BATNEEC 2-2

2.3 HSES MANAGEMENT ...2-2

2.4 SECURITY 2-3

2.5 APPLICATION OF HSES STANDARDS TO AIR BP FUEL FACILITY

DESIGN AND CONSTRUCTION ...2-3

2.5.1 Design Safety...2-3

2.5.2 Construction Safety ...2-3

2.5.3 Environmental Considerations...2-3

2.5.4 Legislation 2-3

2.5.5 Site Investigations ...2-4

2.5.6 Noise Control ...2-4

2.5.7 Environmental Monitoring...2-4

2.5.8 Vapour Emissions ...2-4

2.5.9 Emergency Spill Containment / Clean Up...2-4

2.6 CONSIDERATIONS ...2-1

2.6.1 Element 1 – Leadership and Accountability...2-1

2.6.2 Risk Assessment and Management ...2-3

2.6.3 People, Training and Behaviours ...2-5

2.6.4 Working With Contractors and Others ...2-7

2.6.5 Facilities Design and Construction ...2-9

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2.1 INTRODUCTION

2.1.1 Group

Policy

BP Group HSE Policy (March 1999) makes a commitment to Health Safety

and Environment performance and states three simple goals:

• No accidents

• No harm to people

• No damage to the environment

Air BP endorses the principles set out in the BP Group commitment to

Health Safety and Environment performance and the BP Group Security

Policy.

2.1.2 Aim

The aim of this section is to highlight the HSE issues that can be

influenced by the engineer in order to allow engineers to minimise risks by

good planning, design and project management.

This section uses the Thirteen Elements of BP’s HSE Management

System Framework to ensure all issues are covered and to make it simple

for the engineer to cross reference with the Group’s HSE Expectations.

2.1.3 HSE Expectations/Capital Value Process

There is significant overlap between these two tools. Before reading this

section you should be familiar with the Capital Value Process (CVP) and

its terminology.

2.2 PRINCIPLES

2.2.1 BATNEEC

B – Best

A – Available

T – Technology

N – Not

E – Entailing

E – Excessive

C - Cost

2.3 HSES

MANAGEMENT

Within Air BP, HSES management is viewed as a significant tool in

ensuring that our business is run efficiently. The objectives are

appropriate standards of employee welfare, ensuring our licence to

operate and meeting Society's expectations. HSES management is

important from the outset when a new facility is considered; from the initial

site visit, through design, procurement, construction and commissioning to

the eventual operation, all aspects of HSES need to be carefully

considered.

Many HSES topics will be noted throughout AEG and the associated

Specifications. These range from the methodologies adopted to maintain

the aviation products on specification to consideration of the Health and

Safety aspects associated with the operation of the facilities and protection

of the environment from damage.

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From acquisition or design, through to abandonment or divestiture the

HSES risks associated with Air BP facilities, equipment and operations,

should be assessed and managed. Air BP’s aim is to address HSES

concerns throughout the entire life of the facilities and operations.

2.4 SECURITY

Appropriate provisions need to be made to ensure the security of each

operation. An overall security plan should be developed for each site

taking due accounts of all existing airport security arrangements where

appropriate.

Reference should be made to the BP Group Security Policy.

2.5 APPLICATION OF HSES STANDARDS TO AIR BP FUEL

FACILITY DESIGN AND CONSTRUCTION

Specific application of HSES Standards to Air BP fuel facility design and

construction are incorporated in the appropriate sections of AEG and

associated Air BP Engineering Standards. However, some general points

are noted in the following sections.

2.5.1 Design

Safety

All facilities and equipment should be designed, so as to be safe in

operation and to minimise risks to personnel, our customers and the

surrounding public when properly used. For aviation fuel facilities this

includes the design aspects that ensure the quality of the product.

The design process should consider HSES aspects through the

construction, commissioning and projected life of the facility.

2.5.2 Construction

Safety

Construction safety covers all aspects of the physical building and

commissioning of a facility so as to ensure this work is carried out in a safe

manner. This involves the selection of contractors, control and monitoring

of the site work and maintaining appropriate standards of safety at all

times. The Client and Contractor(s) responsibility for safety needs to be

clearly defined in the project documentation.

GEN 5 provides a detailed guide to Construction Health and Safety.

Special considerations also apply when undertaking work on existing

facilities and guidance on this aspect is given in GEN 10.

Further guidance on the qualification of contractors is given in GEN 15.

2.5.3 Environmental

Considerations

When considering both design safety and construction safety, any adverse

physical effects on the environment should be minimised both in the short

term (during construction) and in the longer term (during the operational

life and decommissioning of the facility).

The aim in the design stage is to reduce the impact of Air BP’s activities on

the environment at all our facilities and throughout our operations. This

should include the minimisation of waste through prevention, recycling or

re-use. From the outset, consideration should be given to the means of

disposal of all waste in accordance with local legislation.

2.5.4 Legislation

Legal responsibilities and duties relating to safety in design and

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BP operates, these should be understood and adhered to. In the event of

conflict with Air BP practices, procedures, standards or specifications,

guidance should be sought from Air BP Technical Centre.

2.5.5 Site

Investigations

Before the acquisition of any new site or taking over an existing site a

detailed site investigation shall be carried out to determine if there is any

pre-existing soil or groundwater contamination. The records of such

investigations shall be agreed and filed with local authorities where

possible. Reference should be made to the BP Oil Guidelines on the

Evaluation of Acquisitions and Disposals (click on the link and follow the

"Learning Lessons (Post Project Appraisal)" and then "Green

Booklets"options)

2.5.6 Noise

Control

Local legislative requirements shall be adhered to and due consideration

given to Air BP’s own staff, contracted staff and neighbouring third parties.

2.5.7 Environmental

Monitoring

All sites should include at least two appropriately located wells and routine

sampling procedures to monitor for product loss into the soil or

groundwater (possibly from adjacent facilities).

2.5.8 Vapour

Emissions

Local legislative requirements shall be adhered to.

2.5.9 Emergency Spill Containment / Clean Up

Appropriate emergency spill containment and clean-up procedures and

associated equipment and services need to be prepared and in place

during construction and commissioning phases. National legislation shall

be complied with and a comprehensive philosophy developed suitable for

a given site.

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AEG Issue 1 2-1  Air BP 2001

2.6 CONSIDERATIONS

2.6.1 Element 1 – Leadership and Accountability

EXPECTATION ENGINEERING

CONSIDERATIONS

Leaders model positive HSE behaviours by

personal example both on and off the job, and

reinforce and reward positive behaviours.

• The Engineer should set an example to all involved in the project; contractors,

site staff and anyone involved in the project.

• Issue copies of the BP HSE Expectations to Contractors.

Leaders engage in clear, two-way

communication with employees, contractors

and others on HSE issues

• Ensure all involved in the project (both internal and external) are aware of the

methods of communication.

• Encourage regular HSE reporting. This is best done in the form of a one page

weekly report that asks for project progress, near miss and other HSE

information. These reports should be circulated to the assets HSE coordinator

and possibly the projects SPA (see Appendix ?? for an example). The reports

are useful when reviewing the project in the Execute Stage.

• If you are not based on the site during the works make contact daily.

Leaders integrate the HSE Expectations into

business planning and decision-making

processes, ensuring that documented systems

are in place to deliver these Expectations.

• The relevant HSE Expectations shall be considered alongside the CVP when

planning any engineering projects. If the CVP is followed then this should

happen.

Leaders establish clear HSE goals and

objectives, roles and responsibilities,

performance measures and allocate competent

resources and, where necessary, specialist

expertise.

• Appoint key personnel early on in the project. If necessary bring in specialists

such as site supervisors.

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EXPECTATION ENGINEERING

CONSIDERATIONS

HSE mgt systems are developed, documented,

implemented and supported throughout the

organisation. These address health, safety,

technical integrity, environmental, security,

product and operational risks in accordance

with the appropriate expectations.

• Insist that all tender applications are accompanied by a detailed HSE plan that

shows how the contractor manages HSE issues.

• Provide support to contractors who are new to the BP HSE Expectations.

• Register project on Air BP Engineering Project Database.

Leaders' HSE performance is assessed against

their annual objectives, based on feedback

from line management, peers and others in the

Business Unit.

• N/A

Leaders integrate Group HSE targets into their

business activities. (These include, for

example, external verifications, climate change,

sustainable development, biodiversity and

emissions reduction.

• N/A

Leaders promote the sharing of HSE lessons

learned inside and outside their Business Unit.

• Communicate “lesson learnt” on projects to colleagues, persons working on

similar projects and relevant networks (e.g. AGNES).

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2.6.2 Risk Assessment and Management

EXPECTATION ENGINEERING

CONSIDERATIONS

Leaders put into place and promote the

use of processes to identify hazards

associated with BP's activities, assess

risks, control the hazards and manage

the risks to acceptable levels.

• Encourage HSE awareness by unannounced site visits and ASAs.

• Develop site audit checklist and use it!

• Insist on Method Statements and accompanying risk assessments for all activities.

• Use Air BP Spec GEN 10 to communicate Expectations.

Potential hazards and risks to

personnel, facilities, the public,

customers and the environment are

assessed for existing operations,

products, business developments,

acquisitions, modifications, new

projects, closures, divestments and

decommissioning.

• Provide contractors with information on all known hazards on the site.

• Carry out Project Loss Control Reviews (PLCR) as often as you see necessary and at least

when specified in the CVP.

Assessed risks are addressed by levels

of management appropriate to the

nature and magnitude of the risk.

Decisions are clearly documented and

resulting actions implemented through

local procedures.

• Follow the CVP.

• Do not ignore financial risks.

Risk assessments and risk

management / control measures are

referenced in project approval

documentation.

• Ensure all Risk Assessments and Method Statements are checked and filed in the project

Health & Safety file.

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EXPECTATION ENGINEERING

CONSIDERATIONS

specified intervals and as changes are

planned.

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2.6.3 People, Training and Behaviours

EXPECTATION

ENGINEERING CONSIDERATIONS

Employees and contractors practice,

encourage, and reinforce safe,

healthy and environmentally sound

behaviours.

• All Air BP staff involved in the project shall set an example to all contractors.

• Insist on weekly reports. Stop work if HSE standards or procedures are violated.

HSE roles, responsibilities and

accountabilities are developed and

used to define individual

performance targets. These are

documented, and feedback on

personal performance is provided.

• Ensure all involved in the project (both internal and external) are aware of the HSE

Expectations.

• Make performance targets and penalties clear in the tender/contract documentation.

Recruitment, selection and

placement process ensure that

personnel are qualified, competent,

and physically and mentally fit for

their assigned tasks.

• Insist on contractors’ certificates of competency, qualifications, health and insurance

certificates.

BP’s workforce has the required

skills and training to competently

perform their tasks in a healthy, safe,

and environmentally sound manner.

Training is evaluated to determine its

effectiveness.

• Ensure all Air BP staff on the project are trained in the relevant skills.

• Carry out inspections and ASAs.

With employees’ involvement,

physical, chemical, biological,

• Plan for the worst case (e.g. asbestos, equipment that has been used with Avgas – lead) and

mitigate risks with control measures.

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EXPECTATION

ENGINEERING CONSIDERATIONS

ergonomic and psychological health

hazards are identified and the risks

managed in the workplace.

mitigate risks with control measures.

• Seek expert advice (from Head Office) if unsure.

Each worksite has access to an

appropriate level of medical support

and to resource/facilities that

promote health and wellness

• Provide facilities, as required ensuring any use of existing site facilities does not have a

detrimental effect on local staff.

• Monitor working hours of Air BP staff and contractors (weekly report).

A programme is in place to ensure

that drugs or alcohol do not impair

the performance of our workforce

and others on our premises.

• Inform contractors of site policies.

New or transferred employees,

contractors and other visiting

personnel undergo appropriate site

orientation/induction training that

covers HSE rules and emergency

procedures.

• Ensure principle contractor and permit issuing authority has a suitable site induction training

package. The regular site induction is almost certain not suitable.

• Consider increasing visitor restrictions to the site. Have a “by appointment only” policy to

avoid visitors impacting site safety and project productivity.

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2.6.4 Working With Contractors and Others

EXPECTATION

ENGINEERING CONSIDERATIONS

Pre-qualification and retention criteria are

established for work performed by

contractors, suppliers and others,

including a system for assuring their

compliance.

• Assess contractors before committing to a contract against the Group HSE

Expectations. See Appendix ?? for an example questionnaire.

• Are internal audits undertaken?

Hazards and risks associated with

contractor and procurement activities in

our businesses are identified, managed

and communicated.

• Provide contractors with information on all known hazards on the site.

• Ensure all risk assessments are recorded in the Health & Safety file and

communicated to affected parties.

• Carry out Project Loss Control Reviews (PLCR) as often as you see necessary

and at least when specified in the CVP.

Interfaces between BP and suppliers of

services and products are identified and

effectively managed.

• Ensure a clear contract is in place. Use BP Legal for more complex projects.

Contact Head Office for a suitable example of a contract.

Clear deliverables and performance

standards are agreed to and systems are

put in place to assure HSE and technical

compliance.

• Break projects into manageable sections to allow simple quantification.

• Set clear standards in the project specification (part of the contract).

• Provide relevant Air BP Specifications and guideline.

• Reference relevant National and IP Standards to be followed.

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EXPECTATION

ENGINEERING CONSIDERATIONS

where possible, verified as meeting

national / international health, safety and

environmental standards.

indirectly) complies with Air BP Specifications, National and Industry Standards.

Joint venture and alliance partners have

HSE management systems that are

aligned with those of BP’s, meet legal

compliance requirements and satisfy the

Group's Expectations and targets.

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2.6.5 Facilities Design and Construction

EXPECTATION

ENGINEERING CONSIDERATIONS

Baseline technical, environmental and health data are collected

before the development of any new operation, facility or major

modification.

• Consider commissioning an (baseline) environmental audit

of the site especially if it is a new location or a

decommissioning.

• Topographical and geo-technical surveys are invaluable if

the ground make-up is not known or unreliable.

Facilities are designed and constructed using technology, which

balances commercial risks and financial benefits to manage

technical risk and minimise or eliminate emissions, discharges,

impacts on biodiversity and other environmental impacts.

• Ensure all practices follow Air BP specifications and

procedures.

• Ensure Air BP and/or the relevant Competent Authority

approves all equipment used.

• “Design out” HSE risks as much as possible.

• Apply BATNEEC to all designs and technology with the aim

of minimising impact on the environment.

• Consider design innovations.

• Consider commissioning and operation when designing;

involve operators in the design.

Project management systems and procedures addressing technical

integrity and HSE accountabilities are documented and well

understood. Design, procurement and construction standards are

formally approved by the designated technical/engineering

authority. Formal design review, verification and validation studies

are carried out based on risk assessment.

• Use CVP.

• Carry out PLCR.

• Apply all appropriate construction regulations e.g. CDM in

the UK).

• Apply for planning permission and other necessary

permissions/consents (e.g. consent to discharge).

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EXPECTATION

ENGINEERING CONSIDERATIONS

Operational, maintenance and HSE expertise are integrated early in

the project/design stage. Experience from previous projects and

current operations is applied.

• Appoint key personnel early on in the project. If necessary

bring in specialists such as site supervisors.

• Seek advice from asset HSE advisors.

• Consult discipline experts.

• Involve operations and maintenance staff in design and

PLCRs.

Potential hazards are identified and HSE risks assessed using

appropriate risk assessment tools (e.g. quantified risk assessments,

HAZOPS, and HSE reviews) at specific stages of a project from

concept through to start-up, and risks are mitigated through risk

management techniques.

• Insist that all tender applications are accompanied by a

detailed HSE plan that shows how the contractor manages

HSE issues.

• Provide support to contractors who are new to the BP HSE

Expectations.

• Provide Risk Assessment assistance to contractors.

• Carry out HAZOPs for all changes.

• Check all relevant site visit reports for required and/or

suggested changes/modifications.

Deviations from design standards are identified and managed at an

appropriate level, with the reasons documented and retained.

• Specify in contract that all deviations from the construction

drawings & specification are to be authorised by the project

engineer.

• Carry out PLCR and risk assessment(s) if changes are

significant.

• Ensure construction drawings/specifications are amended

so that accurate as built drawings can be produced.

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EXPECTATION

ENGINEERING CONSIDERATIONS

Local regulatory requirements are met or exceeded. Where these

are absent or inadequate, standards are set that protect people and

the environment.

• Planning permission.

• Building warrant.

• Consent to discharge.

Quality assurance and inspection systems are in place to ensure

that facilities meet design and procurement specifications and that

construction is in accordance with approved standards.

• Arrange a GEN 500 inspection on completion of new site.

• Documented pre-start up reviews are carried out for all newly

installed or modified equipment to confirm that construction is in

accordance with design, all required verification testing is complete

and acceptable, and all recommendations/deviations are closed

and approved by the designated technical authority.

• Carry out “close-out” PLCR.

• Document commissioning procedure.

• Obtain necessary Competent Authority

completion/compliance documentation (e.g. building

certificate for buildings).

No. EXPECTATION

ENGINEERING

CONSIDERATIONS

Post-start up reviews are carried out for all newly installed or

modified equipment to confirm that construction is in accordance

with design, all required verification testing is complete and

acceptable, and all recommendations/deviations are closed and

approved by the designated technical authority.

• The operate stage of the CVP.

• Amend construction drawings so that as built drawings can

be produced.

• Do not close contracts until all “snags” have been resolved.

Applicable regulatory requirements are met or exceeded and

operational/technical/mechanical integrity is maintained by use of

clearly defined and documented operational maintenance

• Follow local CA guidelines.

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No. EXPECTATION

ENGINEERING

CONSIDERATIONS

clearly defined and documented operational, maintenance,

inspection and corrosion control systems.

maintenance schedule.

• Provide all relevant technical documentation to site and/or

Maintenance engineer Manager.

• Recommend inspection programmes.

Key operating parameters are established and regularly monitored.

The workforce understands their roles and responsibilities to

maintain operations within these parameters.

• Ensure operating procedures are drawn up.

Clearly defined start-up, operating, maintenance and shutdown

procedures are in place with designated authorities identified (e.g.

permit to work, hand-over, equipment and process isolation, etc.)

• Ensure operating procedures are drawn up.

Equipment that has been out of service for maintenance or

modification is subject to documented inspection and testing prior to

use.

• Get all “recycled” equipment is reconditioned/overhauled

before reuse.

Reliability and availability of protective systems are maintained by

appropriate testing and maintenance programmes, including

management of temporary disarming or deactivation.

• Ensure all safety equipment is added to the planned

maintenance system.

• Write procedures for emergency equipment override.

Risks introduced by simultaneous operations are assessed and

managed.

• Carry out risk assessments in the design phase in order to

mitigate risks.

HSE impacts associated with waste, emissions, noise, biodiversity

and energy use are monitored and minimised.

• Consider in design phase.

• Operating procedures should be written so as to minimise

impact.

Comprehensive waste management programmes are in place to

ensure that wastes are minimised re used recycled or properly

•

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No. EXPECTATION

ENGINEERING

CONSIDERATIONS

ensure that wastes are minimised, re-used, recycled, or properly

disposed of.

• Provide suitable equipment to assist recycling and, if

necessary, disposal of materials.

Decommissioning, remediation and restoration plans are

established using risk-based studies for end of life equipment/

facilities.

• Consider in Select stage of CVP.

A quality assurance programme exists to ensure that equipment

replacement or modification maintains operations integrity.

• Planned maintenance.

The health, safety, security, environmental, technical and other

impacts of temporary and permanent changes are formally

assessed, managed, documented and approved.

• Covered by PLCR process..

Changes in legal and regulatory requirements, technical codes, and

knowledge of health and environmental effects, are tracked and

appropriate changes implemented.

• Ensure you are applying up to date Standards and codes to

the design.

Effects of change on the workforce/organization, including training

requirements, are assessed and managed.

• Local staff will require training on new equipment. Does

the project result in more/less staff?

The impact on product quality of changes in manufacturing

processes is assessed, associated hazards are evaluated and risks

are controlled.

• N/A

The original scope and duration of temporary changes are not

exceeded without review and approval.

• A waiver from the local fuels quality advisor should cover

all changes affecting fuel quality.

(24)

No. EXPECTATION

ENGINEERING

CONSIDERATIONS

A system is in place to securely manage drawings, design data and

maintaining this information.

• Set up a filing system in the Appraise stage.

• Ensure the H&S file is kept up to date and reviewed

frequently.

Applicable regulations, permits, codes, standards and practices are

identified. The resultant operating requirements are documented

and communicated to the workforce.

• Identify all relevant standards and codes early on and if

necessary include them in tender documentation.

Pertinent records are maintained, available and retained as

necessary. Obsolete documentation is identified and removed from

circulation.

• Ensure drawings are kept up to date and revisions

maintained.

Scope and format of technical documentation will be agreed for

each facility and will form part of the design input for new facilities

and modifications.

• Follow CVP and Air BP specification ADM 1 (documents) &

ADM 20 (drawings).

Employee health, medical and occupational exposure records are

maintained with appropriate confidentiality and retained as

necessary.

• N/A

Assessments are conducted for new products prior to marketing or

distribution, to identify health, safety and environmental hazards

and risks associated with normal use and foreseeable misuse.

• Only use approved equipment.

Periodic reassessments are conducted for all manufactured and

re-branded products and intermediate streams. This includes a review

of adverse effects reported or experienced by those handling these

products.

• N/A

New uses or markets for existing products are evaluated to ensure

that health; safety and environmental hazards and risks are

identified and addressed.

(25)

No. EXPECTATION

ENGINEERING

CONSIDERATIONS

Records of assessment, background information and conclusions

are kept up-to-date throughout the product’s life and retained as

appropriate.

• N/A

Up-to-date information on health, safety and environmental hazards

and risks relating to the use, storage, handling, transport and

disposal of our products is available to the workforce, customers

and others. Material Safety Data Sheets (MSDS), labels and other

information are developed and issued to handlers and users in

accordance with legislative and customer requirements, and as

information changes.

• Provide contractors will all necessary MSDS and COSHH

assessment forms.

A system exists to collect and review adverse effects reported or

experienced by those handling our products. Causes for concern

are identified and actions are taken.

• N/A

An effective recall system exists for products where a defect could

give rise to health, safety or environmental hazards.

• N/A

A system is in place to respond on a 24-hour basis to emergency

requests for product health, safety and environmental information.

• A contact list should be generated, circulated and

maintained. The local emergency contact (in the Air BP

Emergency Contact Directory) should be made aware of

the project.

Open and proactive communications are established and

maintained with employees, contractors, regulatory agencies, public

organizations and communities regarding the HSE aspects of our

business.

• Consult the relevant Competent Authorities regarding the

project design and possible impacts.

• Ensure all consents are got before work commences (e.g.

planning permission, consent to discharge).

BP recognizes and responds to government and community HSE

related expectations and concerns about our operations and our

(26)

No. EXPECTATION

ENGINEERING

CONSIDERATIONS

related expectations and concerns about our operations and our

products.

HSE impacts of new business development on local communities

are openly assessed, communicated, and integrated into the

business case.

• PLCR

HSE impacts of any divestment or decommissioning on existing

operations, neighbours or local community (originally identified

during the new business development stage) are reviewed,

communicated and managed.

• Keep neighbours (e.g. Airport Authority) informed of

developments and changes.

Major business operations periodically issue an externally verified

statement relating to HSE performance and programmes.

• Provide the local HSE advisor with the necessary

information to publish an informed bulletin.

Emergency management plans are based on the risks that

potentially impact the business. These plans are documented,

accessible, clearly communicated and align to the BP Group’s

emergency management system.

• Equipment, facilities and personnel needed for emergency

response are identified, tested and available.

• Personnel are trained and understand emergency plans, their roles

and responsibilities, and the use of crisis management tools and

resources.

(27)

No. EXPECTATION

ENGINEERING

CONSIDERATIONS

Drills and exercises are conducted to assess and improve

emergency response/crisis management capabilities, including

liaison with and involvement of external organizations.

• Periodic updates of plans and training are used to incorporate

lessons learned from previous incidents and exercises.

• All health, safety, technical integrity, security and environmental

incidents, including near misses, are openly reported, investigated,

analysed and documented.

• Major incidents are investigated by a multi-function/level team with

participation and leadership from outside the business unit.

• Incident investigations, including identification of root causes and

preventive actions, are documented and closed-out.

• Information gathered from incident investigations is analysed to

(28)

No. EXPECTATION

ENGINEERING

CONSIDERATIONS

Lessons learned from investigations are shared across BP and

personnel take appropriate action upon receipt of such information.

• Mutual sharing of lessons learned and good practice is encouraged

within the wider energy and chemical industry.

• HSE performance indicators (both inputs and outcomes) are

established, communicated and understood throughout the

organization.

• The workforce is actively involved in periodic self-assessments of

the effectiveness of processes and procedures to meet the HSE

Expectations.

• HSE performance indicators are regularly used to determine when

and what management system changes are necessary. When

changes occur in one HSE Element the impact on the entire

management system is evaluated.

• A system exists to continually improve HSE behaviours through

observation, recording, and coaching.

• A documented, risk-based audit programme exists to periodically

(29)

No. EXPECTATION

ENGINEERING

CONSIDERATIONS

the effectiveness of the Business Unit management system(s).

The Business Unit, in co-operation with the audit team, plans

audits, which are objective and systematic. These are documented

and conducted using expertise from inside and outside the unit.

• Findings from learning processes (e.g. audits, incident

investigations, near misses, HAZOPS, etc.) are prioritised, tracked

and used to systematically improve the HSE management system.

• The Business Unit leadership team reviews the management

system to ensure it is continually delivering consistent, desired

performance. Based on the review, new risk-based targets are

considered and established wherever necessary.

• Business Units report HSE performance data, as part of the

Group’s HSE Reporting Requirements.

• A process is in place whereby assurance is regularly provided to

the Group Chief Executive demonstrating effective implementation

of the BP HSE Policy and Expectations. Annual self-assessments

against these Expectations are carried out by each Business Unit,

along with external audits at least every three years.

(30)

3 PROJECT MANAGEMENT & CONTROL

3.1 GENERAL...3-2

3.2 BP GROUP TOOLS ...3-2

3.3 STATEMENT OF REQUIREMENTS ...3-4

3.4 PROJECT STRATEGY ...3-4

3.5 CONTRACTS...3-5

3.5.1 Contract Strategy ...3-5

3.5.2 Forms of Contract ...3-5

3.6 PROJECT CO-ORDINATION...3-6

3.7 COST ESTIMATES ...3-6

3.8 PROJECT LOSS CONTROL REVIEW PROCEDURE & RISK

ASSESSMENT...3-6

3.9 VALUE ENGINEERING ...3-7

3.10 QUALITY ASSURANCE AND CONTROL ...3-7

3.11 PROJECT DOCUMENTATION ...3-8

3.12 POST-PROJECT APPRAISALS...3-9

(31)

3.1 GENERAL

In this section, guidance is given on the management and control of

projects.

What is a “project” ?

A project is any situation that involves change – usually new works or

modifications to existing facilities but can be non-physical e.g. a

reorganisation or system implementation.

The first step in a successful project is to recognise that a change is taking

place !

Key Considerations:

Recognise the change and manage it.

Use BP Group tools e.g. CVP

Identify the client and key players.

Define the opportunity / problem.

Consider all the solutions and pros v. cons.

Consider HSE issues from the start.

Key decisions are at the front end (most influence).

Cost of a change increases as a project proceeds.

Consider all the risks and effect on the project’s payback.

Develop a project strategy

Use standard documents whenever possible.

Do Loss Control Reviews at key stages.

Review and feed back lessons learned (technical and commercial).

3.2 BP GROUP TOOLS

Reference should be made to The BP Group ‘

Getting HSE Right’

Expectations Document, Section 5 - Facilities Design and Construction

and the

BP Group Project Management Guidelines

available on the

Intranet.

Air BP projects of estimated value > $5M must follow the

BP Group Capital Value Process.

Air BP projects of estimated value < $5M but > $1M must follow the

Air BP Simplified Capital Value Process.

(32)

Air BP projects of estimated value < $1M should follow the principles of the

Air BP Simplified Capital Value Process.

The Capital Value Process is to ensure that a project is aligned with the

business strategy and is implemented efficiently. 'Front End Loading' is

the term used to apply resources at an early stage where the influence is

greatest and the most value can be extracted. Air BP Engineers are

encouraged to participate in the Appraise and Select stages to ensure

that the right technical solution is chosen.

It is important from the outset of any project to be fully aware of the factors

that impact on its successful implementation. These include not only the

technical design and detailed specifications, but also legal, tax, local

regulations, and other factors that could enhance or detract from the

project adding value to Air BP's operation and which should all be

considered in the preparation of a sound commercial case. The principles

of how a project is to be managed and controlled from initial concept to

construction and commissioning also need to be carefully considered at an

early stage.

In order to highlight the phases of a typical project and the general order in

which things should be done, a Project Control Checklist has been

produced and is given in Appendix B. (add link)

Key points to note are:

• It is important to clearly identify the Client, Single Point Accountability

and Gatekeeper at the start of any project.

• It is essential to understand the project's commercial objective and a

preliminary Finance Memorandum should be prepared at an early

stage to help understand the cost, schedule and operability drivers

together with HSE implications.

(33)

• A written Statement of Requirements (SoR) should be prepared at an

early stage and formally agreed with the Client. (see below)

• A comprehensive data gathering exercise is often necessary, with site

visit(s), in order to prepare initial designs and layouts, size facilities

and make first order cost estimates. During this phase, many factors

other than those of a purely technical nature need to be considered

which could have a significant impact on the project, both upside and

downside.

• The client needs to be able to make a business decision on the

strength of the case(s) presented, which will often need to be prepared

with their co-operation to develop the full commercial position. The

use of risk modelling to analyse the sensitivities of the case(s) to

variations in assumptions should be considered.

Lessons from similar past and current projects should be carefully

considered.

3.3 STATEMENT OF REQUIREMENTS

A Statement of Requirements (SoR) is an unambiguous definition of the

services and/or facilities required by the Client. This may include several

options yet to be evaluated, but it should be as precise and

comprehensive as possible to ensure that all parties involved know what is

to be delivered.

The SoR should be prepared and agreed with the Client before any

significant work commences on the project. Any subsequent change or

deviation from the agreed SoR, whether at the request of the Client or

through the design/construction process, should be noted in a revision to

the SoR, clearly identifying the reason(s) for the change.

A description of the contents for a typical SoR is given in Appendix C.

3.4 PROJECT

STRATEGY

To have the best chance of completing a project safely, to specification, on

time and within budget a clear and coherent project strategy should be

defined at an early stage.

This should identify how the project is to be managed, the responsibilities

and interfaces for all parties concerned with the project, the resources

required, a cost estimate, project programme, quality assurance and

control procedures, the contract and purchasing strategy, cost controls,

loss control review procedures and how these should be managed.

It is important to ensure that the Project Manager and project team have

the relevant knowledge and experience. To ensure consistency the

Project Manager should ideally be appointed prior to the preparation of the

project strategy and not changed for the duration of the project.

Reference should be made to a Project Co-ordination Procedure for more

details of the inter-relationships, responsibilities and limits of authority.

(34)

It is important to make sure that timescales are realistic. Tight timescales

and compressed schedules are likely to force Project Management

compromises that will invariably be costly.

A description of the contents for a typical Project Strategy is given in

Appendix D.

3.5 CONTRACTS

In general terms a Contract awarded to a contractor for work associated

with a project includes:

• A Contract Agreement (signed by both parties)

• Conditions of Contract (including the responsibilities of both parties,

programme dates to be met and the method and timing of payments)

• A Technical Specification (for the work or services)

• Co-ordination Procedures.

3.5.1 Contract

Strategy

A Contract Strategy should be evolved early in the life of the project as

part of the overall project strategy. It should give the number and types of

contract that will result in the optimum allocation of resources and

risks/responsibilities between BP, contractor(s) and the Client in order to

achieve project completion to programme, budget and operability targets.

Before implementation, the contract strategy must be endorsed by the

appropriate BP Contract Committee prior to any authorisation required

from the Client (or Partners).

3.5.2 Forms of Contract

There are three principal types of contract:

(a) Lump (fixed) Sum Contracts

These are favoured where clear definition of the scope of work is possible

and the risks and liabilities are clearly identified so that prospective

contractors can estimate the time and effort and costs involved. It is

essential to allow sufficient time for the preparation of the scope of work

before such lump sum bids are sought, as bids against a poorly defined

scope of work will typically need to be revised upwards.

(b) Measured Contracts

These use Bills of Materials (or Quantities) that are detailed listings of

each element of construction work against which prospective contractors

can quote unit cost rates. Final cost is agreed based on actual

measurement of the work completed, and the Bills and measurement of

work are usually prepared and administered by independent Quantity

Surveyors. If the scope against which the Bill is prepared is not varied, a

measured contract will effectively become a fixed (lump sum) contract.

(c) Reimbursable Contracts

These do not require a high degree of definition of the scope of work but

need to be put together carefully so that the expenditure can be properly

controlled. Such contracts can include incentives e.g. risk / reward

payments based on outturn measures which could include for example -

cost, programme, safety, operating performance of the new asset.

(35)

All these forms of contract can include an element of design. The design

responsibilities, risks and liabilities should be clearly defined. Where a

project can be adequately defined at the start, it is generally preferable to

place work on a Lump Sum or Measured basis because this means

payment is for the contractor's actual output rather than for the time taken.

The contractor therefore has an incentive to be as efficient as possible.

3.6 PROJECT

CO-ORDINATION

A Project Co-ordination procedure should be prepared to clearly identify

the inter-relationships between all of the parties involved in a project, the

responsibilities and limits of authority. This generally covers four

categories of work, which may need to be detailed as the project

proceeds: (i) Initial Design / Specification, (ii) Contractor(s) (iii)

Construction and (iv) Commissioning

Local regulations applicable to Construction, Design and Management

shall be taken into consideration to ensure that all parties involved

understand their health and safety responsibilities.

A description of the contents for a typical project Co-ordination Procedure

is given in Appendix E (add link).

3.7 COST

ESTIMATES

Reliable cost estimates are essential. An underestimate may lead to a

non-viable project, and an overestimate could result in rejection of a sound

investment. The accuracy of an estimate is directly related to the level of

technical definition - this should improve as the project develops and the

financial case should be checked regularly testing the upside and

downside cost estimate limits. Consideration should be given to the use

of probabilistic techniques to determine the estimate accuracy or range of

probable costs.

3.8 PROJECT LOSS CONTROL REVIEW PROCEDURE & RISK

ASSESSMENT

Loss control reviews of all projects will be carried out to ensure that the

facilities are designed and constructed in the best interests of BP and in

accordance with national legislative requirements, BP group policies and

accepted good engineering and construction practices, so as to minimise

the potential for loss.

Losses include those arising from misconceived objectives, safety, design

and environmental aspects as well as construction, commissioning and

operational practices. Reviews shall be conducted for all new projects,

major facility extensions and modifications.

It is important that the opportunity to review the commercial viability of a

project and its impact on surrounding activities is taken at appropriate Loss

Control Reviews.

(36)

Guidance on the type of review and the procedure to be adopted is given

in

GEN 40

.

An essential consideration during this process is Risk Assessment – you

must understand the risks to the project. This is done in three stages:

FIGURE 3-1RISK MANAGEMENT PROCESS

The objective is to move from the RED situation where risks are not fully

understood to the GREEN situation where risks are being managed.

Firstly risks are identified and can be logged in a Risk Register. The risks

are then evaluated in terms of probability and likely consequences.

Finally, a decision can then be made on each risk:

ACCEPT and do nothing

MITIGATE the risk by design and/or operational practices

ELIMINATE the risk e.g. don’t do something, do it differently or insure

3.9 VALUE

ENGINEERING

There is often scope for capital cost savings by means of a cost reduction

exercise. Ideally this should be done at the design stage, considering the

full cost of technically acceptable alternatives where they exist. However,

a review of areas of potential cost saving should be undertaken as part of

the Loss Control Review process, described above.

The BP Capital Value Process includes a toolbox of

Value Improving

Practices

.

3.10 QUALITY

ASSURANCE

AND

CONTROL

It is important to ensure that project implementation fully meets all of the

standards specified and adequate records demonstrate that this so. This

is achieved by following a pre-established, methodical, procedural

approach to all project work by all people - project, contractor and

suppliers - involved with all stages of the project.

(37)

Before any work commences, a Quality Assurance and Control Plan

should be agreed, setting out the specific quality practices to be followed.

This should clearly identify all stages of supply, manufacture or

construction when inspection and/or special tests are required and give

details of the inspection and/or tests to be carried out, the certification to

be supplied and who is responsible for the testing.

In general, suppliers or contractors should be responsible for the

preparation and execution of Quality Plans for their work. These should

be reviewed and agreed by Air BP before the work is executed. Air BP

may undertake to make additional inspections as deemed necessary, but

these should not in any way absolve the supplier or contractor from their

responsibilities.

It is important to ensure that orders and contracts oblige the supplier or

contractor to give sufficient notice of all activities and allow freedom of

access for Air BP to its works throughout the period of the order or

contract.

The qualifications of inspection and testing personnel should be carefully

vetted prior to engagement (whether working directly for Air BP, a supplier

or a contractor) and their ability to adhere to the required procedures

during the project regularly monitored.

3.11 PROJECT

DOCUMENTATION

In addition to meeting any statutory requirements, a comprehensive and

up-to-date set of records (commonly known as a Project Dossier or

'As-Built' records) for Air BP's facilities is essential. Without such records any