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White Nile (5B) Petroleum Operating Company

Ltd

White Nile (5B) Petroleum Operating Company

Ltd

Health, Safety & Environment

Management System

Health, Safety & Environment

Management System

(HSEMS)

(HSEMS)

Manual

Manual

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Page No.

Preliminary

Document –New/Amendment Request (DNAR) i

Document Change History (DCH) ii

Document distribution iii

Preface iv

Abbreviations v

HSE management documentation structure vi

Overview Overview - White Nile (5B) Petroleum Operating Company Ltd. 1

Purpose 2 Scope 2

References 2

Definitions 3

HSE Management System HSE Management System Structure Overview 4

1.0 Leadership & Commitment 5

1.1 Demonstration of Commitment 6

2.0 Policy & Strategic Objectives 8 2.1 HSE Policy 9

2.2 HSE Policy Dissemination 9

2.2.1 HSE Policy Review 9

2.3 Strategic Objectives 9

3.0 Organisation, Responsibilities, Resources & Documentation 12 3.1 Organisation Structure 13

3.1.1 Responsibilities 13

3.2 Resources 14

3.3 Competence 14 3.4 Contractor HSE Management 15

3.4.1 Invitation To Bid 15

3.4.2 Evaluation and Contract Award 16 3.4.3 Mobilisation 16

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3.4.6 Contract Close Out 17

3.5 Communication 17

3.5.1 Internal communication 17

3.5.2 HSE Committees 17

3.6 Legal Requirements 19

3.7 Documentation & Document Control 19

3.7.1 Documentation 19

3.7.2 Document Control 19

4.0 HSE Risk Management 20 4.1 HSE Risk Management Objectives & Principles 21

4.2 HSE Risk Management Process 21

4.2.1 HSE Risk Definitions 22

4.2.2 Hazard Identification 23

4.2.3 Assessing the Risks 23

4.2.4 Analysing Control Measures 24

4.2.5 Decision Making 25

4.2.6 Implementing Controls 25

4.2.7 Reviewing Effectiveness of Controls 26 5.0 Planning & Procedures 27

5.1 HSE Plans 28

5.2 Procedures & Working Instructions 28

5.3 Management of Change 29 5.4 Emergency Planning 30 5.4.1 Tier 1 Response 30 5.4.2 Tier 2 Response 30 5.4.3 Tier 3 Response 31 5.4.4 Drills 31

6.0 Implementation & Monitoring 32

6.1 Performance Monitoring 33

6.1.1 Proactive Indicators 33

6.1.2 Reactive Indicators 33

6.2 Non-compliance & Corrective Action 34 6.3 Incident Investigation & Follow-up 34

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7.1 Audit Plan 36

7.2 Audit Competency 36

8.0 Management Review 37

8.1 HSE Management Review 38

Appendices

Appendix 1 Organisation Structure 39

Appendix 2 HSE Roles and Responsibilities 40

Appendix 3 HSE Training Matrix 46

Appendix 4 HSE Committees 50

Appendix 5 HSE Legal Register 55

Appendix 6 Hazard Register Template 56

Appendix 7 HSE Critical Activity Competency Template 57

Appendix 8 Remedial Action Register Template 58

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i

Preliminary

DO C U M E N T NU M B E R:

WNPOC/LI/HSE/001

HEALTH, SAFETY &

ENVIRONMENT MA N A G E M E N T EF F E C T I V E/ RE V I S I O N DA T E: RE V I S I O N NU M B E R: DO C U M E N T - NE W / AM E N D M E N T RE Q U E S T ( D N A R )

DNAR No. WNPOC/DNAR/HSE/01 DNAR Date 24.07.05

Status of Document:

New Revised Cancellation

Reasons of Changes:

New procedure establishment Details of Changes

PART WAS

Page No Para/Clause Description

None

CHANGE TO

Page No Para/Clause Description

New document

Initial Date

QA Check

Prepared by Reviewed by Approved by

HSE Manager Senior Manager, Operations PRESIDENT

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ii

Preliminary

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WNPOC/LI/HSE/001

HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

DO C U M E N T CH A N G E HI S T O R Y ( D C H )

Details refer to Document New / Amendment Request (DNAR) Revision

No (New / Revised / Cancellation) Status of Change

Effective / Revision

Date Prepared

by Reviewed by Approved by

0 New procedure establishment 24/07/05 HSE Mgr. SM Ops. President

SY S T E M 24 JU L Y 2005 0

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iii

Preliminary

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WNPOC/LI/HSE/001

HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

DISTRIBUTION

Copy No Position Title

1 President 2 Vice President

3 General Manager, Exploration & Development 4 General Manager, Production

5 General Manager, Finance & Planning 6 General Manager, HR & Procurement

7 HSE Manager

8 Manager, Corporate Affairs & CD 9 Senior Manager, Exploration 10 Senior Manager Operation 11 Manager, Technical Services

12 Senior Manager, Petroleum Development 13 Manager, Facilities Development

14 Manager, Production 5A 15 Manager, Production 5B 16 Manager, Production 8

17 Manager, Finance & Accounts 18 Manager, Planning and IT 19 Manager, Human Resource

20 Manager, Contracts, Procurement & Logistics 21 Manager, Legal 22 Manager, security 23 24 25 SY S T E M 24 JU L Y 2005 0 EF F E C T I V E/ RE V I S I O N DA T E: RE V I S I O N NU M B E R:

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iv

Preliminary

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WNPOC/LI/HSE/001

HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

PREFACE

White Nile (5B) Petroleum Operating Company (WNPOC) Ltd. recognises and believes excellent Health, Safety & Environment (HSE) management and performance is essential to achieve work efficiency, productivity, profitability and growth for the organisation and its shareholders in the different production blocks 5A, 5B and 8. It is, therefore, essential that HSE is managed through a structured Health, Safety and Environment Management System (HSEMS) that complements the overall Business Management System of WNPOC.

This HSEMS manual is based on the Oil & Gas Producers’ Association (OGPA) guidelines, the Occupational Health and Safety Assessment Series (OHSAS) 18001, the ISO 14001 Environment Management System Standards and best practices from the industry. The HSEMS can, therefore, be accredited to the internationally recognised OHSAS 18001 and ISO 14001. The HSEMS manual describes the structured framework that demonstrates the commitment to proactively manage HSE in all our operations. Many of the features described in this manual are indistinguishable from the sound management practices advocated by the proponents of quality and business excellence. It describes the essential elements required to effectively manage HSE issues so that losses are prevented and gain optimised. The HSEMS manual is structured such that it can be used in any geographical region and be adapted to include particular governmental legislations. Effective HSE management has become a requirement with all major oil and gas operators and with the advent of this HSEMS manual as standard, WNPOC is assuring all stakeholders that there is a structured HSE Management System in place.

The requirements set down in this document constitute the minimum expectations for compliance with the WNPOC HSE policy and it is expected that all WNPOC employees and contractors will adhere to them whilst ensuring that all the legal requirements in Sudan and the expectations of the host authorities, such as the Oil Exploration & Production Authority (OEPA), Sudanese Petroleum Corporation and the Ministry of Energy & Mining (MEM), are duly met. To enable this, WNPOC is committed to provide the necessary resources to effectively implement the HSE Management System.

Abu Bakar Mohamed President

White Nile (5B) Petroleum Operating Company Ltd.

SY S T E M 24 JU L Y 2005 0

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HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

ABBREVIATIONS

Abbreviation Description

WNPOC White Nile (5B) Petroleum Operating Company Ltd. HSEMS Health, Safety & Environment Management System HSE Health, Safety & Environment

OGPA Oil & Gas Producers’ Association (formerly the E & P Forum) OHSAS 18001 Occupational Health & Safety Assessment System Standard18001 ISO 14001 International Standards Organisation Standard on Environment 14001 HAZID Hazard Identification

HAZAN Hazard Analysis

EIA Environmental Impact Assessment HRA Health Risk Assessment

CHRA Chemical Health Risk Assessment KPI Key Performance Indicator PRA Project Risk Assessment

EPSA Exploration and Production Sharing Agreements JOA Joint Operators Agreement

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HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

HSE MANAGEMENT SYSTEM DOCUMENTATION STRUCTURE

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

Level 2 Level 1

Site Work Instructions, Job Safety Analysis

HSE Plans, Hazards register, Critical Activities, Procedures HSEMS Manual Level 3

Records – HSE Performance, Corrective Actions, KPIs

Level 4

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1

Overview

DO C U M E N T NU M B E R:

WNPOC/LI/HSE/001

HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

White Nile (5B) Petroleum Operating Company Ltd.

The White Nile Petroleum (5B) Operating Company (WNPOC) is appointed by the shareholders under the Joint Operators’ Agreements with the Oil Exploration & Production Administration (OEPA), Sudanese Petroleum Corporation and the Ministry of Energy & Mining (MEM) to be the Operator for Blocks 5A, 8 & 5B. The shareholders in the areas operated by WNPOC are:

Block 5A - PETRONAS Carigali (Overseas) Sdn. Bhd., ONGC Videsh Ltd., & SUDAPET Ltd.; Block 5B - PETRONAS Carigali White Nile (5B) Ltd., ONGC Videsh Ltd., SUDAPET Ltd. & Lundin Sudan Block 5B Ltd; and

Block 8 - PETRONAS Carigali (Overseas) Sdn.Bhd., SUDAPET Ltd. & Hi Tec Ltd.

WNPOC has begun development to start operations to produce crude oil from Block 5A in Sudan. Block 5A is located onshore within the Muglad Basin in Southern Sudan 950 km south of capital Khartoum. The block covers an area of approximately 7.4 million acres. The Thar Jath field that is being developed first is approximately 13.5 km long and at the widest section is 4 km wide. The oil from the wells is sweet and heavy (20oAPI) with a low Gas Oil Ratio

(GOR). The oil from Thar Jath is to be pumped through a 24” pipeline to Heiglig where it will be injected into the current crude pipeline that transports crude from GNPOC blocks 1, 2 & 4 concession areas to Port Sudan, 750 km North of Khartoum. Block 5A is in an area that is classified as Savannah Grassland and is under developed with little or no local infrastructure. Currently only Tar Jath is being drilled to produce crude oil that is collected at Oil & Gas Manifolds (OGMs) and piped to the Central Processing Facilities (CPF). The separated crude is then stored in one crude storage tank before it is exported through the 24” pipeline to Heiglig where the crude is stored in one buffer tank (that is normally empty) before being injected into the main pipeline from Heiglig to Port Sudan. The Central Processing Facilities is powered by a heavy fuel power generation system. The power system also provides the required power for the fire fighting system that is used for emergencies as well as for the accommodation facilities that houses the crew operating the field and processing facilities.

Health, Safety and Environment have been given the utmost consideration in seismic and exploration activities as well as during the facilities design, construction and operation.

SY S T E M 24 JU L Y 2005 0

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2

Overview

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WNPOC/LI/HSE/001

HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

Purpose

The purpose of the WNPOC HSEMS manual is to aid WNPOC in achieving HSE excellence by guiding WNPOC management and staff in the effective management of HSE matters whist conducting all its business activities as a reliable and safe oil & gas operator that takes care of the safety and health of its employees as well as the environment.

The HSEMS Manual is the Level 1 document that describes the elements that are necessary to ensure that:

• The health, safety and environmental risks in WNPOC’s operations have been systematically identified;

• Controls have been developed to proactively manage these risks;

• Mitigation measures have been identified to deal with these risks and the consequences should the proactive controls fail or cease to become effective; and

• The necessary processes and procedures are in place to proactively manage the risks and for continuous improvement

All HSE procedures, legal requirements and industry HSE best practices are referenced to this manual.

Scope

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

References

• Occupational Health & Safety Assurance System 18001 (OHSAS 18001) • ISO 14001 Environment Management System

• Oil & Gas Producers’ Association HSEMS guidelines • MEM HSE Manual

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Overview

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HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

Definitions

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

Definitions

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

Activity Work to be carried out as part of a process characterised by a set of

specific inputs and tasks that produce a set of outputs to meet customer requirements.

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

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

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

HSE

Management System

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

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

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

Non-conformance Any deviation from the HSEMS requirements. Performance

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

Risk

Management A process that is used to identify, assess, analyse the HSE risks and implement proactive controls to manage the risks as well as implementing recovery measures to contain & mitigate the

consequences of resulting from the release of hazards

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4

HSEMS Structure

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WNPOC/LI/HSE/001

MAIN ELEMENTS SUB-ELEMENTS

HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T SY S T E M EF F E C T I V E/ RE V I S I O N DA T E: 24 JU L Y 2005 RE V I S I O N NU M B E R: 0

ESPONSIBILITIES

CUMENTATION

3.ORGANISATION, R

RESOURCES & DO

1.LEADERSHIP & COMMITMENT

2.POLICY & STRATEGIC OBJECTIVES

ANAGEMEN

4.HSE RISK M

T

5.PLANNING & PROCEDURES

ONITORING

UDITS

EVIEW

f ommitment issemination

6.IMPLEMENTATION & M

7. A

8. MANAGEMENT R

1. Demonstration o C 1. Policy Content 2. Policy D 3. Strategic Objectives esponsibilities on nts . hange 1. Structure & R 2. Resources 3. Competence 4. Contractors 5. Communicati 6. Legal Requireme 7. Documentation & Doc Control

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

2. Procedures & Work Instructions 3. Management of C 4. Emergency Planning onitoring liance & & 1.Performance m 2.Non-comp Corrective Action 3. Incident Reporting Follow-up 1.Audit Plan 2. Audit Competency eview 1. HSE Management R

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5

Leadership & Commitment

DO C U M E N T NU M B E R:

WNPOC/LI/HSE/001

HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T SY S T E M EF F E C T I V E/ RE V I S I O N DA T E: 24 JU L Y 2005 RE V I S I O N NU M B E R: 0

3.ORGANISATION, R

RESOURCES & DO

CUMENTATION

ESPONSIBILITIES

1.LEADERSHIP & COMMITMENT

2.POLICY & STRATEGIC OBJECTIVES

ANAGEMEN

4.HSE RISK M

T

5.PLANNING & PROCEDURES

ONITORING

UDITS

EVIEW

f ommitment

6.IMPLEMENTATION & M

7. A

8. MANAGEMENT R

1. Demonstration o C

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Leadership & Commitment

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HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

1.1 Demonstration of Commitment

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

Position Demonstration of HSE Leadership & Commitment

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

Drive HSE management initiatives by:

• Establishing and endorsing the annual HSE programme

• Discussing HSE at every management meeting as the 1st item

on the agenda

• Deciding on the acceptable risk level for the company’s operations

• Reviewing and approving the necessary resources required to maintain the acceptable risk level

• Conducting six monthly HSE inspections at worksites

• Participating actively in HSE dialogue sessions with clients and authorities

• Ensuring that HSE accountabilities & responsibilities are included in all Job Profiles together with Key Performance Indicators

• Leading Management System audits & serious incident investigations

• Reviewing all audit and serious incident investigation reports & endorsing the implementation of the recommendations

Middle

Management (Departmental & Section Heads)

Provide leadership in execution of HSE initiatives by: • Developing plan and activities to implement HSE programme • Discussing HSE at project/departmental meetings

• Analysing the risks and develop risk controls • Conducting monthly worksite inspections

• Participating in HSE dialogues with clients and contractors • Participating in Management System audits

• Leading investigations into incidents

• Implementing recommendations from audits and incident investigations

Executives & Supervisors

Provide site supervision in implementation of HSE initiatives by:

• Implementing the activities in the HSE programme • Providing feedback on HSE issues regularly

• Identifying the hazards at work and implement the risk controls

• Conducting weekly Unsafe Act/ Unsafe Condition inspections

• Motivating workforce through regular discussions • Conducting daily toolbox meetings

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Leadership & Commitment

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HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

Employees

Implement the HSE initiatives by: • Identifying hazards at work site

• Giving feedback on safe working methods • Using the correct PPE at all times

• Attending toolbox talks

• Working safely using correct procedures at all times • Daily housekeeping

Contractors Support the implementation of HSE initiatives by: • Providing competent workforce at all times • Following all the safety requirements at all times

• Supervisors conducting unsafe act/condition inspections • Daily housekeeping

Office Staff Support the Company commitment to HSE by: • Identifying hazards in the office and rectifying them • Daily housekeeping to reduce hazardous conditions

To further demonstrate the management leadership and commitment to HSE, the President and the Vice President shall develop personal HSE Action Plans on a yearly basis. These plans are derived from the company Strategic Objectives and plans.

Their action plans are then cascaded down the line such that every member of WNPOC has annual personal HSE action plans that link to the President’s and Vice President’s HSE plans. To ensure that these plans are successfully implemented, KPIs are developed and the

performances are reviewed quarterly as part of the Performance Planning and Appraisal exercise. SY S T E M EF F E C T I V E/ RE V I S I O N DA T E: 24 JU L Y 2005 RE V I S I O N NU M B E R: 0

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Policy & Strategic

Objectives

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WNPOC/LI/HSE/001

HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T SY S T E M EF F E C T I V E/ RE V I S I O N DA T E: 24 JU L Y 2005 RE V I S I O N NU M B E R: 0

OMMITMENT

1.LEADERSHIP & C

3.ORGANISATION, R

RESOURCES & DO

CUMENTATION

ESPONSIBILITIES

2.POLICY & STRATEGIC OBJECTIVES

ANAGEMEN

4.HSE RISK M

T

5.PLANNING & PROCEDURES

ONITORING

UDITS

EVIEW

6.IMPLEMENTATION & M

7. A

8. MANAGEMENT R

1. Policy Content 2. Policy D

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Policy & Strategic

Objectives

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WNPOC/LI/HSE/001

HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

2.1 HSE Policy

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

2.2 HSE Policy Dissemination

The dissemination of the HSE Policy is carried out through:

• The issuance of a copy to all WNPOC employees and contractors who work for WNPOC;

• The inclusion of a copy of the policy in the HSE manuals and contract documents; • The posting at strategic locations; and

• Communication sessions for staff and contractors to explain the intent of the policy and everyone’s obligations and responsibilities to ensure the policy is adhered to at all times

2.2.1 HSE Policy Review

The WNPOC Management reviews the HSE Policy whenever there is: • Change in the legal requirements in Sudan;

• Additional requirements imposed by the Shareholders, the Oil Exploration & Production Authority (OEPA) and the Ministry of Energy & Mining (MEM);

• Change in the WNPOC’s activities and processes that introduces new risks thereby increasing WNPOC’s risk exposure; and

• New developments in the Oil & Gas industry affecting HSE

The HSE manager initiates the review through the HSE Steering Committee. 2.3 Strategic Objectives

The HSE policy is put into operation through the development of HSE Strategic Objectives that complement the Business Vision and Objectives. The Strategic Objectives comprise the HSE goals that WNPOC intends to achieve over a 5-year period. From these Strategic Objectives the yearly HSE Plans and programmes are developed and implemented. The Strategic Objectives are also used to plan for the resources required to fulfil the Business Plan objectives whilst adhering to the HSE Policy requirements.

The HSE goals set in the Strategic Objectives are the President’s Targets. Each department in the organisation set their own targets that not only contribute to but also form a component of the President’s targets. These targets are then cascaded to the levels below until every staff and contractor employed by the organisation have targets that can relate to the President’s HSE targets and the organisation’s Strategic Objectives.

The HSE Strategic Objectives have been set as:

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Policy & Strategic

Objectives

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HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

1. To comply with all the HSE legislation and regulations in the Republic of Sudan and adopt internationally accepted industry HSE best practices and standards by;

a. Having communication sessions with all management, staff and contractors to explain the implications of the current legislation and regulations on WNPOC business and the responsibilities of all to adhere to this requirement; b. Ensuring that these requirements are included in all operating procedures

through review and revision of current operating procedures; and

c. Ensuring that WNPOC management updates existing HSE standards by participating in international HSE forums and adopting the Oil & Gas Producers Association guidelines on HSE.

2. To have a certifiable, fully implemented and regularly maintained HSE Management System through:

a. Implementing a HSE MS that is in line with OGPA guidelines and OSHAS 18001/ ISO 14001;

b. Preparing the line to be fully responsible for HSE management; and

c. Assisting major contractors to develop their own HSEMS in support of WNPOC’s HSE goals.

3. To proactively manage Operational HSE risks by:

a. Identification of all HSE risks during design and operational phases;

b. Assessing and implementing proactive and recovery controls for the HSE risks beginning with the design stage and continuing during construction and operational/production phases;

c. Ensuring that associated operating procedures include how to use, maintain and improve the proactive controls identified;

d. Developing a Risk Assessment Register for all risks; and

e. Ensuring that competencies required for managing proactive controls and recovery measures are identified and continuously developed.

4. To provide adequate and competent resources to manage WNPOC Operations effectively and efficiently by:

a. Developing and regularly updating a HSE training Matrix for all management, staff and contractors;

b. Implementing the training matrix;

c. Developing and regularly updating a Contractor HSE management manual that specifies minimum contractor competency requirements

5. To provide open and effective communication to all staff and contractors by:

a. Regular programmed communication sessions; b. Regular site visits by management;

c. Daily tool box talks;

d. HSE open days and contractor dialogue sessions

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Policy & Strategic

Objectives

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HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

6. To Champion HSE initiatives and demonstrate leadership at all levels by:

a. Ensuring that all HSE initiatives will be headed by a senior management team member with members from down the line;

b. Having a HSE inspection programme that requires the participation of all levels;

c. Formalising that major incident investigations be led by senior managers and minor ones by line supervisors

7. To regularly review the HSE MS and practices by:

a. Implementing an annual audit programme as part of the annual HSE plan; b. Training competent auditors;

c. Ensuring that senior managers lead the internal audit teams;

d. Ensuring that the remedial actions identified are implemented and reviewed

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Organisation,

Responsibilities, Resources

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WNPOC/LI/HSE/001

& Documentation

HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

3.ORGANISATION, R

RESOURCES & DO

CUMENTATION

ESPONSIBILITIES

OMMITMEN

2.POLICY & STRATEGIC OBJECTIVES

ANAGEMEN

4.HSE RISK M

T

5.PLANNING & PROCEDURES

ONITORING

UDITS

EVIEW

6.IMPLEMENTATION & M

7. A

8. MANAGEMENT R

T

1.LEADERSHIP & C

1. Structure & R 2. Resources esponsibilities on ts . 3. Competence 4. Contractors 5. Communicati 6. Legal Requiremen 7. Documentation & Doc Control SY S T E M EF F E C T I V E/ RE V I S I O N DA T E: 24 JU L Y 2005 RE V I S I O N NU M B E R: 0

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Organisation,

Responsibilities, Resources

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& Documentation

HEALTH, SAFETY & ENVIRONMENT MA N A G E M E N T

3.1 Organisation Structure

To operate Blocks 5A, 5B and 8 on behalf of the respective shareholders WNPOC has set up an organisation structure that is divided into 5 main divisions:

1. President’s Office 2. Vice President’s Office

3. Exploration and Development Division 4. Production Division

5. Finance and Planning Division 6. HR and Procurement division

Appendix 1 gives details of the organisation structure.

The heads of all the above-mentioned divisions and departments report directly to the President. The President’ s office consists of the Legal, Security, Corporate Affairs & Community Development and the HSE departments who provide support for the other main divisions and also provide critical essential advice to the President and Vice President regarding the relevant matters that affect or impose additional risks on the business.

The Exploration and Development division is headed by a General Manager and comprises Exploration, Operation, Technical Services, Petroleum Development and Facilities Development departments. Their initial functions are at the front end and detail design aspects of the operations. The drilling, design and operation of each asset is carried out by the Exploration and Development Division. Once production has commenced these departments are responsible to support the production departments. The General Manager, Production is responsible for the production from all three Blocks, 5A, 5B and 8. A Production Manager who is the asset owner is responsible for asset growth, the production throughput and maintaining the integrity of the production facilities in each block. The Production Division is responsible for production planning activities once production is commenced after completion of drilling.

The General Manager, Finance and Planning is responsible for production planning as well as managing the cost of production and the expenditure in WNPOC to ensure the continuous profitability of the business. Manager, Planning & IT and Manager, Finance and Accounts assist him.

The Human Resource Management and the Contracts, Procurement & Logistics functions are managed by a General Manager. A HR Manager and a Contracts/Procurement/Logistics Manager assist him in running this division.

3.1.1 Responsibilities

The detail roles, responsibilities and accountabilities of people in the organisation to ensure the effective management of HSE in WNPOC activities are described in

Appendix 2.

The responsibilities of the President are basically the company’s HSE responsibilities. These are then cascaded down to the General Managers of the various divisions who in turn cascade these responsibilities to their subordinates. This process is repeated until the lowest grade employee in WNPOC has HSE responsibilities assigned that directly

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

3.2 Resources

WNPOC is committed to ensure that adequate resources are provided to effectively manage HSE in all its activities. The resources are in the form of budget allocations, tools & equipment and also competent personnel who will:

• Conduct the work safely

• Manage HSE issues as they arise

• Provide specialist advise and training on HSE

• Be equipped to handle emergencies should the need arise Liase with the relevant authorities on HSE issues

Hardware resources are always selected for safety integrity and operational capability before they are purchased by Procurement and inspected by Logistics before they are sent to worksite for use. At the worksite they are further checked before use. WNPOC management is committed to ensure that any defective hardware or hardware of unacceptable quality is never used at any worksite in order to reduce any potential accidents that may result when such resources are used.

3.3 Competence

WNPOC recognises that to effectively manage HSE there is a critical requirement to have competent personnel and contractors who have been selected to carry out the company’s activities.

The initial recruitment and selection criteria are based on: • Personal abilities

• Acquired knowledge

• Skills developed through experience in carrying out similar activities

• Understanding the legal HSE requirements and the need to create a healthy

and safe working environment that does not cause any damage to the environment.

Once the selection and recruitment has been done, systems and processes are put in place to ensure that the competencies are maintained and enhanced. These include: • The development of a HSE Training Matrix matching the position and the HSE

knowledge and/or skill required.

• Matching the competence levels required for maintaining the proactive and reactive risk controls developed through the risk assessment carried out.

• Implementation of the training programme based on the training matrix

• Review and assessment of the competence levels annually through a Training Needs Analysis procedure

• Competence review on the adaptability to changing activities and technologies • The provision of correct procedures, tools and equipment

• The assessment on the correct usage of the procedures, tools and equipment • Assessment of personnel performance against the criteria set for the job profile

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• Documentation of the personnel competence levels and training attended.

Competency requirements for HSE Critical Activities (activities that are required to be carried to maintain risk controls) are listed in the document ref:

WNPOC/LII/HSE/022.

Training is carried out as a continuous learning process based on the Training Matrix in

Appendix 3. The requirements and time frame for refresher training are specified in

the training matrix. The HSE Manager is responsible for identifying suitable training programmes and select appropriate training providers to ensure that the training matrix requirements are met as planned.

As a minimum, it is considered mandatory that all staff and contractors undergo HSE awareness programmes on the legislation in Sudan and the WNPOC HSEMS requirements.

Training is conducted through formal courses and On Job Training (OJT). The line department heads ensure that staff and contractors are released for the required mandatory and compulsory training programmes.

The HSE department prepares the budget requirements for approval annually through the annual Work Programme and Budget exercise and also maintains training records. 3.4 Contractor HSE Management

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

3.4.1 Invitation to Bid

At this stage WNPOC provides the contractor with the following information: • The WNPOC HSE policy and HSE goals for the project

• The detailed Scope of Work (SOW)

• The hazards associated with the work to be performed and the WNPOC’s expectations in managing the risks

• The category and competency of personnel required to perform the job • The list of procedures (including HSE) to be used on the project

• The list and standards of equipment and tools to be used for the work being tendered for

• The HSE programme for the duration of the project • The communication system during project execution

The above information is provided to the contractor to ensure that the contractor is fully prepared to ensure that the work is carried out as per requirements and the HSE expectations are fully met. Clarifications are resolved at dialogue sessions with contractors prior to contractors’ submission of bids.

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3.4.2 Evaluation and Contract Award

During the bid evaluation and prior to contract award, WNPOC holds discussions with the bidders on their proposals to ensure that:

• Contractors are clear on the HSE expectations of the contract;

• Contractor has submitted a HSE plan that meets the contract requirements • Bids have included scope and costs for HSE requirements

• Contractors are committed to providing personnel of required competencies and approved hardware that can be demonstrated as safe to use and are needed for efficient/ effective completion of the contract.

3.4.3 Mobilisation

Prior to mobilisation to site, WNPOC conducts an audit / inspection on selected contractors to ensure that the contractors have the correct and sufficient:

• People; • Equipment; • Tools; and • Procedures for use on the job.

This exercise is repeated at work site to give an assurance that the relevant, necessary and correct resources are available to complete the project as per WNPOC’s expectations in a safe, healthy and environmentally friendly manner.

During the mobilisation phase WNPOC and the contractor also conduct a joint review of the Contractor’s HSE plan as well as to confirm that the personnel have undergone the necessary HSE training required.

3.4.4 Work Execution

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

• Work performed is conducted according to the agreed HSE plan;

• Additional HSE risks that arise during work execution are properly and competently addressed;

• Daily toolbox meetings are held;

• HSE committee meetings are held and issues resolved with an appropriate timeframe;

• Contractors participate in the Emergency Response drill;

• Contractors report all incidences including near misses and rectify the failures; • Contractors maintain the work quality and condition of their resources;

• Competence of personnel provided is continuously maintained to carry out the work safely;

• Disposal of waste generated during work execution is properly administered

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

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3.4.5 Demobilisation

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

3.4.6 Contract Close Out

A joint evaluation with the contractor on the HSE performance is carried out at the end of the contract. The key objectives are to:

• Assess the effectiveness of the Contractor HSE Plan and its implementation;

• Capture lessons learnt so that in future contracts that these are rectified for mutual improvement;

• Ensure feedback is given for continuous improvement. 3.5 Communication

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

3.5.1 Internal Communication

Internal communication in WNPOC begins with senior management and cascades down to all levels in the organisation. The structured communication process comprises: 1. HSE Committees

2. Daily tool box meetings at work sites 3. HSE talks

4. Project mobilisation HSE briefing and induction 5. HSE alerts

6. Incident investigation lessons learnt presentations 3.5.2 HSE Committees

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

HSE Steering Committee (meets quarterly) • Chaired by the President;

• Membership comprises the Vice President, Head Corporate Affairs and Community Development, Manager Security, Head Legal Affairs and the GMs of Exploration & Development, Production, Finance & Planning, and HR & Procurement;

• Secretary is the HSE Manager;

• Sets the Strategic Objectives and endorses the annual HSE programme;

• Appoints senior management staff to lead HSE system audits and major incident investigations (if any);

• Reviews the progress on the implementation of the HSE programme; • Endorse the HSE training matrix and ensure its implementation;

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• Reviews system audit findings, endorses the recommendations and plan to implement the recommendations;

• Reviews reports of major incidents and endorses plan to prevent recurrence; • Reviews overall HSE performance; and

• Endorses the quarterly and annual HSE report

Divisional HSE Committees (meets monthly) • Chaired by Division General Manager

• Comprises Managers of each department, contractor project manager (if applicable) and supervisors

• Secretary is the Divisional HSE focal point • Sets HSE performance targets for each division • Endorses the HSE programme for each division

• Appoints leaders for audits and incident investigations

• Reviews, endorses and monitors the implementation of action plans resulting from HSE audits and incident investigations on projects

• Reviews and endorses the Divisional HSE report

Site HSE meetings (meets weekly) - during construction phase • Chaired by Construction Superintendent

• Secretary – Site Senior Safety Officer

• Comprises Supervisors, Lead Discipline Technicians, Contractor supervisors & Catering Reps

• Ensures that project HSE programmes are implemented so that objectives are met • Monitors the progress and implements corrective actions where required to meet

the objectives

Site HSE meetings (meets weekly) – during operation phase • Chaired by Installation superintendent/manager

• Secretary – Site Senior Safety Officer

• Comprises Supervisors, Lead Discipline Technicians, Contractor supervisors & Catering Reps

• Ensures that project HSE programmes are implemented so that objectives are met • Monitors the progress and implements corrective actions where required to meet

the objectives

Office HSE Committee (quarterly) • Chaired by Facilities Development Manager • Secretary – Section Head, HSE

• Comprises executives and non-executives

• Reviews general office safety conditions especially tripping and slipping hazards • Organises Safety & Health walkabouts in the office

• Reviews ergonomic safety requirements in the office • Reviews cleanliness in the office and pantries

• Sets rules for food consumption in office premises • Organises wellness talks for staff

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The secretaries of the committees are responsible to programme the sitting of these committees and include them in the annual HSE plans.

The HSE committee structures and functions are defined in Appendix 4. 3.6 Legal requirements

WNPOC is committed to ensure complete adherence to the HSE legislations (and subsequent regulations) of Sudan as well as the international HSE best practices.

The legislation that is applicable to WNPOC’s business in Sudan is listed in Appendix 5. 3.7 Documentation and Document Control

3.7.1 Documentation

The HSE documentation is structured into 4 levels:

1. Level 1 is the HSE MS manual that describes the elements of the HSE management system. This is then translated into HSE Case documentation for each operational site. The HSE Case is the HSEMS at the operational level and the Risk Assessment Register will address the specific HSE risks at each operational site.

2. Level 2 consists of the HSE plans, Hazard register, HSE Critical activities catalogue and procedures that are used in the business.

3. Level 3 comprises the Work Instructions that are used by the front line personnel to manage the HSE risks whilst carrying out the work.

4. Level 4 consists of records of HSE performance, trends and progress of HSE plan implementation

3.7.2 Document Control

The custodian of the HSE documentation is the HSE manager. He is responsible to: 1. Ensure that the HSE documentation is controlled as per the company Quality

Assurance procedure on Document Control.

2. Ensure that the documents are approved at the appropriate level and make arrangements to educate all staff on the relevant procedures required for their work.

3. Develop a process and plan for reviewing and updating the HSEMS, procedures and work instructions in order to accommodate changes in the legislative requirements, risk assessments and industry best practices.

4. Ensure that the relevant HSE documentation is issued to the relevant personnel at the appropriate level in the organisation.

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4.1 HSE Risk Management Objectives and Principles The objectives of HSE Risk Management are:

• To maximise operations capability; and • To conserve personnel and resources

by preventing / mitigating losses and optimising gain through identification opportunities for improvement.

HSE Risk management is the process of identifying, assessing, and controlling HSE risks arising from the operational activities and making decisions that balance risk costs with operational and business benefits. Risk management is integrated into planning at all levels to improve operational effectiveness by identifying the hazards and implementing proactive controls to reduce the potential losses.

The basic principles adopted in HSE risk management are:

1. Accept no unnecessary risks that impact life, assets, the environment or the reputation of WNPOC.

2. To reduce the risk to a level that is As Low As Reasonably Practicable (ALARP) i.e. to accept risks only when the benefits outweigh the costs

3. Anticipate and manage risks by effective planning 4. Make risk decisions at the appropriate level 4.2 HSE Risk Management Process

Risk is characterized by both the probability of hazard being released and the severity of the consequences that result from the release of the hazard. Since risk perception varies within WNPOC, a structured approach is undertaken to assess and manage the risks.

The 6 basic steps in the risk management process that has been adopted are: 1. Identify the Hazards

2. Assess the Risks

3. Analyse risk control measures 4. Make Risk Control Decisions 5. Implement Risk Controls 6. Review Control Effectiveness

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

Activity Responsible Party 1. Identification of Hazards Front line supervisors and workers 2. Assessing the Risks Managers, discipline engineers, front line

supervisors

3. Analysing Control Measures Discipline engineers. Managers 4. Making Control Decisions Senior management, Managers

5. Implementing Risk Controls Discipline engineers, front line supervisors & staff

6. Reviewing Control

Effectiveness All staff Various tools are used to identify the hazards e.g.

HAZOP

Job Safety Analysis HAZID

HAZAN EIA HRA CHRA

4.2.1 HSE Risk definitions

Hazard – An energy form that has the potential to cause harm, ill health or injury,

damage to property, plant, products or the environment, production losses or increased liabilities

Top or Risk Event - The first event resulting from the release of a hazard

Consequence – The incident that results from the release of the hazard that causes

• Damage to property,

• Injury and / or has adverse health effects to people, • Environmental pollution, and/or

• Negative impression of the responsibility of the company

Threats – any unsafe act or unsafe condition that causes the hazard (that is normally

contained) to be released to be a consequence

Barriers (Preventive/Proactive Controls) – Physical or procedural measures that

have been instituted within the company business process to prevent the threats from releasing the hazard and causing harm

Recovery Measures (Reactive Controls) – Reactive measures that have been

developed in case the barriers fail and the hazard is released. Two types of Recovery Measures are normally identified:

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

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

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

severity of the impact of the consequences of the event 4.2.2 Hazard Identification

The hazard identification process adopted in WNPOC is as follows: • WNPOC business process stages are defined

• The major activities in each stage are then listed out • The sub activities are then identified

• The front line supervisors and workers then identify the hazards that are associated with each sub-activity.

These are then compiled into a Hazard Register (refer to Appendix 6 for template). The line managers and supervisors together with HSE manager and his staff update the Hazard Register:

• When there is a change in the process and thereby resulting in a variation in the risk assessment

• When there is a change in the facilities used • When new business is embarked upon

4.2.3 Assessing the Risks

The hazards are then assessed to determine what the risks are when they are released.

The risk is a factor of the severity of the impact caused by the released hazard and the likelihood of the hazard being released from its normal containment.

Whether the risk is High, Medium or Low is then determined using the Risk Assessment Matrix (RAM).

HSE RISK ASSESSMENT MATRIX (RAM)

IMPACT

Negligible Minor Moderate Major Catastrophic

LIKELIHOOD Remote L L L L M Unlikely L L L M M Moderate L L M M H Likely L M M H H Frequent M M H H H

The RAM is used to determine the impact of the hazard release on the people (Health & Safety), the asset (equipment and facilities), the environment and the reputation of WNPOC.

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a) HSE Risk Matrix Definitions

The likelihood of a risk event and its consequences occurring are as per the matrix: Likelihood Description

Remote This risk may only occur in exceptional circumstances. Never heard

in the industry.

Unlikely This risk could occur at some time. Heard of the event in the industry.

Moderate This risk should occur at some time. Event has occurred in our company.

Likely The risk will probably occur in most circumstances. Happens several times a year, generally 3 times or more in company.

Frequent The risk is expected to occur in most circumstances. Happens several times a year, generally 3 times or more in location.

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

b) Qualitative situations

Impact Qualitative Description

Catastrophic Loss of ability to sustain ongoing operations. A situation that would cause the company to cease operations.

Major Significant impact of the achievement of the company’s strategic objectives and targets relating to its business plans

Moderate Disruptions of normal operations with a limited effect on the achievement of strategic objectives or targets relating to the company’s business plan

Minor No material impact on the achievement of the company’s business objectives or strategies

Insignificant Negligible impact

4.2.4 Analysing Control Measures

The project managers, field engineers and front line supervisors together then identify the Risk Control Measures that need to be instilled to:

a) Prevent the hazard from being released through:

I. Determining the causes or threats (unsafe acts or unsafe conditions) that can release the hazard to cause an undesirable event (Top or Risk Event) that can lead to consequences that have an impact on people, assets, the environment and/or the company’s reputation

II. Identifying the barrier for each cause or threat that can prevent the hazard from being released

b) Recovery from any incident should the barriers fail and release the hazard. Two types of Recovery Measures are considered:

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I. Containment – to limit the release of the hazard

II. Mitigation– to minimize the impact of the consequences that have resulted from the hazard release

The criteria used for determining risk control measures is dependent on the criticality of the risk and the following guidelines are used:

• HIGH risks – at least 2 hardware and 1 procedural/administrative barriers • MEDIUM risks – at least 1 hardware and 1 procedural/administrative barriers • LOW risks – 2 procedural/ administrative barrier

The key consideration in implementing the risk control measures is that the benefit > risk and the residual risk is manageable through administrative and procedural controls.

The results are then presented to the management team for endorsement of the controls at workplace.

4.2.5 Decision Making

A decision is then made whether the benefits to be obtained outweigh the cost of implementing these controls. The As Low As Reasonably Practicable (ALARP) principle is used as the basis for making the Risk Control decisions. The level of authority given is:

a. The senior management team of WNPOC decides on the controls for the HIGH risks b. The operations, technical and production managers decide on the MEDIUM risk

controls

c. The LOW risk controls are left jointly to the discipline engineers and front line supervisors

The decisions are then communicated through the various HSE Committees and through memorandums to the appropriate level in the organisation that is impacted by them.

4.2.6 Implementing Controls

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

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4.2.7 Reviewing Control Effectiveness

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

Any gaps found in the risk management process are registered and tracked through the Remedial Action Register (refer to Appendix 8 for template).

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1.HSE Plan

2. Procedures & Work Instructions 3. Management of C 4. Emergency Planning hange

References

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