CP-122 HSE Code of Practice - PDO
CP-122 HSE Code of Practice - PDO
CP-122 HSE Code of Practice - PDO
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Petroleum Development Oman L.L.C.<br />
Document Title:<br />
Health, Safety, and Environment <strong>Code</strong> <strong>of</strong> <strong>Practice</strong><br />
Document ID<br />
<strong>CP</strong>-<strong>122</strong><br />
Document Type<br />
<strong>Code</strong> <strong>of</strong> <strong>Practice</strong><br />
Security<br />
Unrestricted<br />
Discipline<br />
MSE<br />
Document Owner<br />
MD<br />
Month and Year <strong>of</strong> Issue July 2011<br />
Version 5.0<br />
Keywords<br />
<strong>HSE</strong>, Management System<br />
Copyright: This document is the property <strong>of</strong> Petroleum Development Oman, LLC. Neither the whole<br />
nor any part <strong>of</strong> this document may be disclosed to others or reproduced, stored in a retrieval system,<br />
and/or transmitted in any form by any means (electronic, mechanical, reprographic recording, and/or<br />
otherwise) without prior written consent <strong>of</strong> the owner.
HEALTH, SAFETY AND ENVIRONMENT<br />
CODE OF PRACTICE (<strong>CP</strong>-<strong>122</strong>)<br />
<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
Document Authorisation<br />
Document Owner Document Custodian Document Author<br />
Raoul Restucci<br />
MD<br />
July 2011<br />
Naaman Al Naamany<br />
MSEM<br />
July 2011<br />
Saeed Al Maamary<br />
MSE/5<br />
July 2011<br />
Revision History<br />
The following is a brief summary <strong>of</strong> the four most recent revisions to this document. Details <strong>of</strong> all revisions<br />
prior to these are held on file by the Document Custodian.<br />
Version<br />
No.<br />
Month and<br />
Year<br />
5.0 July 2011<br />
4.0<br />
3.0 <br />
2.0<br />
User Notes:<br />
December<br />
1998<br />
Author’s Name and<br />
Title<br />
Saeed Al Maamary<br />
MSE/5<br />
Gordon Muirhead,<br />
CSM/1<br />
Joppe Cramwinckel<br />
CSM/2<br />
Steve Williams<br />
CSM/2X<br />
Scope / Remarks<br />
Completely revised and aligned with the most<br />
recent international best practices for <strong>HSE</strong><br />
management systems, with added focus on<br />
process safety management.<br />
Revised to more closely align with EP 95-0100<br />
and <strong>HSE</strong> MS elements reduced from 10 to 8.<br />
Definition <strong>of</strong> ‘incident’ and ’environmental<br />
incident’ revised, along with minor editorial<br />
revisions.<br />
Definition <strong>of</strong> ‘significant’ revised in line with <strong>CP</strong><br />
131 – ‘Risk Management,’ along with minor<br />
editorial revisions.<br />
1. The requirements <strong>of</strong> this document are mandatory. Non-compliance shall only be authorised by a<br />
designated authority through STEP-OUT approval as described in this document.<br />
2. A controlled copy <strong>of</strong> the current version <strong>of</strong> this document is on <strong>PDO</strong>'s live link. Before making<br />
reference to this document, it is the user's responsibility to ensure that any hard copy, or<br />
electronic copy, is current. For assistance, contact the Document Custodian.<br />
3. Users are encouraged to participate in the ongoing improvement <strong>of</strong> this document by providing<br />
constructive feedback.<br />
Version 5.0 (July 2011) Page | 1
HEALTH, SAFETY AND ENVIRONMENT<br />
CODE OF PRACTICE (<strong>CP</strong>-<strong>122</strong>)<br />
<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
Related Business Processes & CMF Documents<br />
Related Business Processes<br />
<strong>Code</strong> Business Process (EPBM 4.0)<br />
EP.01<br />
Manage Business Plan, Global Process #20 Risk Management in Projects<br />
Parent Document(s)<br />
Doc. No. Document Title<br />
PL-04 Health, Safety, and Environment Policy<br />
Other Related CMF Document(s)<br />
Doc. No. Document Title<br />
<strong>CP</strong>-107 Corporate Management Framework <strong>Code</strong> <strong>of</strong> <strong>Practice</strong><br />
<strong>CP</strong>-131 Risk and Opportunity Management <strong>Code</strong> <strong>of</strong> <strong>Practice</strong><br />
The related CMF Documents can be retrieved from the Corporate Business Control Documentation<br />
Register CMF.<br />
Version 5.0 (July 2011) Page | 2
HEALTH, SAFETY AND ENVIRONMENT<br />
CODE OF PRACTICE (<strong>CP</strong>-<strong>122</strong>)<br />
<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
Table <strong>of</strong> Contents<br />
Document Authorisation 1<br />
Revision History 1<br />
Related Business Processes & CMF Documents 2<br />
0. INTRODUCTION 4<br />
0.1 OVERVIEW 4<br />
0.1.1 The Structure <strong>of</strong> <strong>PDO</strong>’s <strong>HSE</strong> Management System 5<br />
0.1.2 The Background and Basis <strong>of</strong> <strong>PDO</strong>’s <strong>HSE</strong> Management System 7<br />
0.1.3 Using this <strong>Code</strong> <strong>of</strong> <strong>Practice</strong> 7<br />
0.2 PURPOSE AND OBJECTIVES 9<br />
0.2.1 Purpose <strong>of</strong> <strong>PDO</strong>’s <strong>HSE</strong> Management System 9<br />
0.2.2 Objectives <strong>of</strong> the <strong>HSE</strong> Management System Manual – <strong>Code</strong> <strong>of</strong> <strong>Practice</strong> <strong>CP</strong>-<strong>122</strong> 9<br />
0.3 TARGET AUDIENCE AND DISTRIBUTION 10<br />
0.4 REFERENCE DOCUMENTS 10<br />
0.4.1 Other useful reference documents: 10<br />
0.4.2 Feedback 11<br />
1. LEADERSHIP AND COMMITMENT 12<br />
2. POLICY AND STRATEGIC OBJECTIVES 14<br />
3. ORGANISATION, RESPONSIBILITIES, RESOURCES, STANDARDS, AND DOCUMENTS 18<br />
4. HAZARDS AND EFFECTS MANAGEMENT 27<br />
5. PLANNING AND PROCEDURES 38<br />
6. IMPLEMENTATION AND OPERATION 47<br />
7. ASSURANCE: MONITORING AND AUDIT 57<br />
8. REVIEW 65<br />
9. GLOSSARY 68<br />
10. LIST OF <strong>HSE</strong>-MS DOCUMENTS 87<br />
10.1 LIST OF CODES OF PRACTICE 87<br />
10.2 LIST OF <strong>HSE</strong> COMMON PROCEDURES, SPECIFICATIONS, AND GUIDELINES 88<br />
10.3 LIST OPERATIONAL SAFETY PROCEDURES, SPECIFICATIONS, AND GUIDELINES 89<br />
10.4 LIST OF TECHNICAL SAFETY PROCEDURES, SPECIFICATIONS, AND GUIDELINES 90<br />
10.5 LIST OF OCCUPATIONAL HEALTH PROCEDURES, SPECIFICATIONS, AND GUIDELINES 92<br />
10.6 LIST OF ENVIRONMENTAL PROCEDURES, SPECIFICATIONS, AND GUIDELINES 93<br />
10.7 LIST OF EMERGENCY RESPONSE PROCEDURES, SPECIFICATIONS, AND GUIDELINES 94<br />
July 2011 Page 3
HEALTH, SAFETY AND ENVIRONMENT<br />
CODE OF PRACTICE (<strong>CP</strong>-<strong>122</strong>)<br />
<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
0. INTRODUCTION<br />
0.1 OVERVIEW<br />
<strong>PDO</strong>‟s Health, Safety, and Environment Management System (<strong>HSE</strong> MS) is a structured approach to achieving our <strong>HSE</strong> goals,<br />
objectives, and targets, and managing the <strong>HSE</strong> risks associated with our business. <strong>PDO</strong>‟s Statement <strong>of</strong> General Business<br />
Principles (SGBP) and the <strong>PDO</strong> <strong>Code</strong> <strong>of</strong> Conduct describe how we conduct our business in terms <strong>of</strong> the fundamental<br />
expectations and standards which we set for ourselves. Central to the SGBP is the following statement regarding <strong>HSE</strong> at <strong>PDO</strong>:<br />
“The Company will endeavor to conduct its business in such a way as to protect<br />
the health and safety <strong>of</strong> its employees, its contractor employees, and other<br />
persons affected by its activities, as well as to protect the environment, minimise<br />
pollution, and seek improvement in the efficient use <strong>of</strong> natural resources.”<br />
Therefore, to be properly aligned, <strong>PDO</strong>‟s Health, Safety, and Environmental Protection Policy (PL 04) requires that a systematic<br />
approach shall be applied to <strong>HSE</strong> management in order to achieve this endeavor.<br />
<strong>PDO</strong>‟s <strong>HSE</strong> Management System provides this systematic and structured process for continual improvement in our <strong>HSE</strong><br />
performance. It concentrates, using eight (8) management system processes, on those areas and activities with the potential to<br />
have the greatest impact on harm to people and the environment, to cause damage or loss to assets, to defer oil production, to<br />
cause financial loss, and/or to adversely impact the Company‟s reputation. Continual improvement within the management<br />
system is symbolized by the cyclical arrows and is an ongoing process within the entire <strong>HSE</strong> MS.<br />
July 2011 Page 4
HEALTH, SAFETY AND ENVIRONMENT<br />
CODE OF PRACTICE (<strong>CP</strong>-<strong>122</strong>)<br />
<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
<strong>PDO</strong>’s <strong>HSE</strong> Management System Logo - An Ancient Form is Renewed and Improved!<br />
From ancient times, the spiral-shelled ammonite has been one <strong>of</strong> nature‟s perfect forms and symbols. Over the years, it has also<br />
been adopted and has proven itself to be the trusted symbol <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System, or “<strong>HSE</strong> MS.”<br />
The ammonite shell has particular significance. Its shape is based on the naturally occurring Fibonacci number sequence,<br />
continually spiraling outwards with systematic precision and accuracy.<br />
Also, as a logo for the Company, the stylized ammonite is individual, easily recognized, and is distinctly <strong>PDO</strong>‟s. The remains <strong>of</strong><br />
life on earth from ancient times helped form the varied hydrocarbon resources upon which <strong>PDO</strong> depends, with ammonites and<br />
other fossils leading geologists back to ancient rock deposits in their search for oil and gas.<br />
The logo <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System is also distinctly <strong>PDO</strong>. Its colors represent each process <strong>of</strong> the Management<br />
System. The spiraling outward <strong>of</strong> the ammonite form evokes <strong>PDO</strong>‟s quest for continual and systematic improvement in <strong>HSE</strong><br />
performance.<br />
0.1.1 The Structure <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System<br />
No company can operate effectively without a management system and controls in some form. A management system and its<br />
associated controls are the structured means used to obtain reasonable assurance <strong>of</strong> achieving the Company‟s goals,<br />
objectives, and targets (including its <strong>HSE</strong> goals, objectives, and targets). These controls should be well thought out and<br />
designed, clear, and systematic, so as to be appropriate to the business. Without an appropriate management and business<br />
control framework, the Company and all involved stakeholders with it may be subject to an unacceptable level <strong>of</strong> risk.<br />
Internationally accepted standards and current<br />
good practices have five basic processes <strong>of</strong><br />
business control, typically expressed in a<br />
“Continual Improvement Model” or loop, as follows:<br />
1. Policy<br />
2. Planning<br />
3. Implementation and Operation<br />
4. Checking<br />
5. Review.<br />
<strong>PDO</strong> has adopted these five processes <strong>of</strong> business<br />
control and has developed an overall business<br />
control framework.<br />
This is the Corporate Management Framework or<br />
“CMF.” This is the highest level document in <strong>PDO</strong>‟s<br />
overall management system and describes the way<br />
<strong>PDO</strong> manages its business. <strong>PDO</strong>‟s documentation<br />
hierarchy and framework can be seen in Appendix<br />
One <strong>of</strong> this chapter.<br />
<strong>PDO</strong>‟s <strong>HSE</strong> Management System is an important part <strong>of</strong> <strong>PDO</strong>‟s overall business control framework, and this can be seen in<br />
detail in <strong>CP</strong>-107, the Corporate Management Framework. Table One on the next page gives an overview <strong>of</strong> the structure,<br />
associated documentation hierarchy, and documentation definitions <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System.<br />
July 2011 Page 5
HEALTH, SAFETY AND ENVIRONMENT<br />
CODE OF PRACTICE (<strong>CP</strong>-<strong>122</strong>)<br />
<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
Table One: <strong>PDO</strong>’s Documentation Hierarchy, Definitions, and <strong>HSE</strong> Management System<br />
DOCUMENTATION<br />
HIERACHY AND DEFINITIONS<br />
POLICY<br />
A document broadly defining <strong>PDO</strong>‟s expectations<br />
and requirements.<br />
↕<br />
CODE OF PRACTICE<br />
A high level document that specifies the overall<br />
approach and procedure for performing a business<br />
process / activity, and which states the minimum<br />
requirements expected from employees,<br />
contractors, and/or other relevant stakeholders.<br />
↕<br />
<strong>HSE</strong><br />
Management<br />
System Manual<br />
(<strong>CP</strong>-<strong>122</strong>)<br />
Leadership and<br />
Commitment<br />
Policy and<br />
Strategic<br />
Objectives<br />
Organisation,<br />
Responsibilities,<br />
Resources,<br />
Standards, and<br />
Documents<br />
“Key” <strong>HSE</strong> Management System<br />
Documentation (i.e., high-level hyperlinked<br />
documents in this manual)<br />
PL-04 – Health, Safety, and Environmental Protection<br />
<strong>CP</strong>-107 – Corporate Management Framework<br />
Statement <strong>of</strong> General Business Principles (SGBP)<br />
PL-04 – Health, Safety, and Environmental Protection<br />
PL-10 – Security Policy & Emergency Response Policy<br />
<strong>CP</strong>-100 – Policy Approval<br />
<strong>CP</strong>-107 – Corporate Management Framework<br />
Statement <strong>of</strong> General Business Principles (SGBP)<br />
PL-03 – Risk and Internal Control Policy<br />
PL-04 – <strong>HSE</strong> Policy<br />
PL-05 – Governance Policy<br />
PL-08 – Commercial Policy<br />
PL-09 – Human Resources Policy<br />
<strong>CP</strong>-100 – Policy Approval<br />
<strong>CP</strong>-102 – Corporate Document Management<br />
<strong>CP</strong>-107 – Corporate Management Framework<br />
<strong>CP</strong>-111 – Relationship With Stakeholders<br />
<strong>CP</strong>-123 – Emergency Procedures, Part I<br />
<strong>CP</strong>-129 – Contracting and Procurement<br />
<strong>CP</strong>-141 – Use <strong>of</strong> Concession Land by Third Parties<br />
<strong>CP</strong>-162 – Internal Communication<br />
Asset Level Business Control<br />
Documents and Records (i.e.,<br />
examples <strong>of</strong> key documents and<br />
associated records)<br />
Self Assessment Questionnaires (SAQ)<br />
Statements <strong>of</strong> Fitness<br />
<strong>HSE</strong> Plans<br />
Evidence <strong>of</strong> Leadership Tours, inspections,<br />
communication activities, etc.<br />
<strong>HSE</strong> Legislation<br />
<strong>HSE</strong> licenses / approvals / permits<br />
Etc.<br />
Job descriptions<br />
Minutes <strong>of</strong> committee and other meetings<br />
Training plans<br />
Contract documents<br />
Monthly <strong>HSE</strong> reports<br />
Competency / training records<br />
Reports to external stakeholders<br />
Etc.<br />
inputs<br />
←<br />
←<br />
←<br />
PROCEDURE<br />
A document that specifies the way a work process /<br />
activity / task is to be performed, describing why<br />
(purpose), what (scope), who (responsibility), when<br />
(frequency), how (tasks involved), and how many /<br />
how much (specifications).<br />
Hazards and<br />
Effects<br />
Management<br />
(HEMP)<br />
PL-03 – Risk and Internal Control<br />
PL-04 – Health, Safety, and Environmental Protection<br />
<strong>CP</strong>-131 – Risk and Opportunity Management<br />
Hazards & Effects Registers<br />
<strong>HSE</strong> Cases<br />
Environmental Impact Assessments<br />
Integrated Impact Assessments<br />
Etc.<br />
←<br />
↕<br />
SPECIFICATION<br />
The specific requirements that are mandatory – with<br />
respect to performance, implementation,<br />
monitoring, and reporting. A specification can<br />
apply to materials, products, activities, and/or<br />
services.<br />
↕<br />
GUIDELINES<br />
A non-mandatory document providing<br />
supplementary information about acceptable<br />
methods for implementing requirements found in<br />
policies, business processes, procedures, work<br />
instructions, etc.<br />
↕<br />
RECORDS<br />
A document containing information with respect to<br />
results achieved and/or providing evidence <strong>of</strong><br />
activities performed. (A record is an “output”<br />
document and it typically cannot be revised or<br />
altered. Records are typically created from forms<br />
and templates).<br />
Planning and<br />
Procedures<br />
Implementation<br />
and Operation<br />
Assurance:<br />
Monitoring and<br />
Audit<br />
Review<br />
PL-03 – Risk and Internal Control<br />
PL-04 – Health, Safety, and Environmental Protection<br />
PL-09 – Human Resources<br />
PL-10 – Security and Emergency Response<br />
PL-11 – Asset Integrity and Disposal<br />
<strong>CP</strong>-107 – Corporate Management Framework<br />
<strong>CP</strong>-114 – Maintenance & Integrity Management<br />
<strong>CP</strong>-115 – Operation <strong>of</strong> Surface Product Flow Assets<br />
<strong>CP</strong>-117 – Project Engineering<br />
<strong>CP</strong>-118 – Well Lifecycle Integrity<br />
<strong>CP</strong>-123 – Emergency Response Documents Part I<br />
<strong>CP</strong>-126 – Personnel and Asset Security<br />
<strong>CP</strong>-136 – Planning in <strong>PDO</strong><br />
PL-04 – Health, Safety, and Environmental Protection<br />
PL-06 – Information Management and Internal<br />
Communication<br />
<strong>CP</strong>-114 – Maintenance and Integrity Management<br />
<strong>CP</strong>-115 – Operate Surface Product Flow Assets<br />
<strong>CP</strong>-117 – Project Engineering<br />
<strong>CP</strong>-118 – Well Lifecycle Integrity<br />
<strong>CP</strong> 123 – Emergency Response Documents, Part I<br />
<strong>CP</strong>-136 – Planning in <strong>PDO</strong><br />
PL-03 – Risk and Internal Control<br />
PL-04 – Health, Safety, and Environmental Protection<br />
PL-06 – Information Management and Internal<br />
Communication<br />
PL-03 – Risk and Internal Control<br />
PL-04 – Health, Safety, and Environmental Protection<br />
<strong>CP</strong>-100 – Policy Approval<br />
<strong>CP</strong>-107 – Corporate Management Framework<br />
<strong>CP</strong>-123 – Emergency Response Documents Part I<br />
Asset Manager Mandate(s)<br />
Emergency Response Documents Part II<br />
Specific Contingency Plans<br />
Asset Level <strong>HSE</strong> Plans<br />
Work Permit Procedure<br />
Operational Control documents / procedures<br />
/ work instructions<br />
Etc.<br />
All relevant Asset operational control<br />
procedures<br />
Work Permit Procedure<br />
Management <strong>of</strong> Change Procedure(s)<br />
Etc.<br />
Audit reports<br />
Audit follow-up Action Plans<br />
Monitoring data<br />
Non-compliance report forms<br />
Corrective action plans<br />
Incident reports<br />
Follow-up Action Plans<br />
Etc.<br />
Minutes <strong>of</strong> management review meetings<br />
Etc.<br />
←<br />
outputs<br />
→<br />
→<br />
→<br />
July 2011 Page 6
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CODE OF PRACTICE (<strong>CP</strong>-<strong>122</strong>)<br />
<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
0.1.2 The Background and Basis <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System<br />
This revision to the <strong>HSE</strong> Management System further advances <strong>PDO</strong>‟s continual improvement in <strong>HSE</strong> and its overall Corporate<br />
Management Framework (CMF), a structure and <strong>Code</strong> <strong>of</strong> <strong>Practice</strong> document developed to provide clarity and direction on the<br />
principles by which <strong>PDO</strong> manages its business. <strong>PDO</strong>‟s <strong>HSE</strong> Management System fits within the CMF. As such, the <strong>HSE</strong><br />
Management System is aligned and meets stakeholder aspirations and expectations in that it delivers compliance with the<br />
following:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Omani Law: While there is no specific legal requirement for <strong>PDO</strong> to have an <strong>HSE</strong> Management System in place, Omani<br />
Law essentially requires that many <strong>of</strong> the key processes <strong>of</strong> a Management System are in place.<br />
<strong>PDO</strong> Business Policies: <strong>PDO</strong>‟s Business Policies communicate our intentions and expectations for achieving stated<br />
Business Objectives. <strong>PDO</strong>‟s <strong>HSE</strong> Policy requires that a systematic approach to <strong>HSE</strong> management shall be applied.<br />
The ISO 14001 standard for environmental management systems.<br />
The OHSAS 18001 specification for occupational health and safety management systems.<br />
The Center for Chemical Process Safety (C<strong>CP</strong>S - 20 Elements for Process Safety).<br />
Shell HSSE & SP Control Framework, Version 2, 2009, Shell Group Standards for Health, Security, Safety, the Environment<br />
& Social Performance.<br />
<strong>PDO</strong>‟s Management System hierarchy <strong>of</strong> documents (The Corporate Management Framework [CMF], Policies, <strong>Code</strong>s <strong>of</strong><br />
<strong>Practice</strong>, Procedures, Specifications, Guidelines, and Records).<br />
The ongoing and future vision for <strong>PDO</strong>‟s <strong>HSE</strong> Management System is the systematic review, with revisions as necessary,<br />
leading to the continual improvement <strong>of</strong> measures taken to protect the health, safety, and environment <strong>of</strong> those that may be<br />
affected by the activities <strong>of</strong> <strong>PDO</strong>. This vision is also part <strong>of</strong> <strong>PDO</strong>‟s management commitment so as to ensure the suitability,<br />
adequacy, and effectiveness <strong>of</strong> the <strong>HSE</strong> Management System. See Table Two – ALIGNMENT OF <strong>PDO</strong>‟S <strong>HSE</strong> MANAGEMENT<br />
SYSTEM PROCESSES WITH 1SO 14001, OHSAS 18001, C<strong>CP</strong>S PSM, and the SHELL HSSE & SP CONTROL FRAMEWORK<br />
on the next page for details.<br />
0.1.3 Using this <strong>Code</strong> <strong>of</strong> <strong>Practice</strong><br />
Language<br />
In this document the recommendations for a course <strong>of</strong> action are made with varying degrees <strong>of</strong> emphasis and mandate. As a<br />
rule:<br />
<br />
<br />
<br />
'shall' / „must‟ indicates a required course <strong>of</strong> action at all times, with mandatory status within <strong>PDO</strong>, and a good practice.<br />
'should' indicates a preferred course <strong>of</strong> action, and a best practice.<br />
'may' / „can‟ indicates a possible, optional, and/or supplementary course <strong>of</strong> action.<br />
In this document the collective expressions <strong>of</strong> <strong>PDO</strong> are sometimes used for convenience in contexts where reference is made to<br />
the specific asset and/or for contractors in general. These expressions are used where no useful purpose is served by identifying<br />
the particular asset and/or contractor(s).<br />
Application<br />
In general this <strong>Code</strong> <strong>of</strong> <strong>Practice</strong> is applicable to all <strong>PDO</strong> operations, assets, and facilities, employees, contractors, and other<br />
relevant stakeholders. Should any significant deviations be made from the recommendations in this document, then users are<br />
required to inform <strong>PDO</strong> <strong>of</strong> the nature and justification for these if it is intended that the deviations are to be permanent.<br />
Feedback<br />
The content <strong>of</strong> the <strong>HSE</strong> MS is not static, but a growing and improving collection <strong>of</strong> <strong>HSE</strong> expertise. Consequently, users are<br />
invited to comment on the content to <strong>PDO</strong> and to suggest changes and additional material which they consider would be useful<br />
for inclusion in future revisions. Please refer such comments to MSE52 using the Feedback Form on Page 11.<br />
July 2011 Page 7
HEALTH, SAFETY AND ENVIRONMENT<br />
CODE OF PRACTICE (<strong>CP</strong>-<strong>122</strong>)<br />
<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
Table Two: ALIGNMENT OF <strong>PDO</strong>’S <strong>HSE</strong> MANAGEMENT SYSTEM PROCESSES WITH 1SO 14001,<br />
OHSAS 18001, C<strong>CP</strong>S PSM, and the SHELL HSSE & SP CONTROL FRAMEWORK<br />
<strong>HSE</strong> Management<br />
System Manual /<br />
<strong>CP</strong>-<strong>122</strong><br />
ISO 14001 : 2004 OHSAS 18001 : 2007 C<strong>CP</strong>S PSM<br />
Shell HSSE & SP Control<br />
Framework,<br />
Version 2, 2009<br />
Process / Chapter 1<br />
Leadership and<br />
Commitment<br />
No explicit reference.<br />
4.4.1 Resources, Roles,<br />
Responsibility, Accountability,<br />
and Authority<br />
1. Process Safety Culture 1. Leadership and Commitment<br />
Process / Chapter 2<br />
Policy and Strategic<br />
Objectives<br />
4.1 General Requirements<br />
4.2 Environmental Policy<br />
4.3.2 Legal and Other<br />
Requirements<br />
4.1 General Requirements<br />
4.2 OH&S Policy<br />
4.3.2 Legal and Other<br />
Requirements<br />
2. Compliance with Standards 2. Policy and Objectives<br />
Process / Chapter 3<br />
Organisation,<br />
Responsibilities,<br />
Resources,<br />
Standards, and<br />
Documents<br />
4.4.1 Resources, Roles,<br />
Responsibility, and Authority<br />
4.4.2 Competence, Training, and<br />
Awareness<br />
4.4.3 Communication<br />
4.4.4 Documentation<br />
4.4.5 Control <strong>of</strong> Documents<br />
4.4.1 Resources, Roles,<br />
Responsibility,<br />
Accountability, and Authority<br />
4.4.2 Competence, Training, and<br />
Awareness<br />
4.4.3 Communication, Participation,<br />
and Consultation<br />
4.4.4 Documentation<br />
4.4.5 Control <strong>of</strong> Documents<br />
3. Process Safety Competency<br />
4. Workforce Involvement<br />
5. Stakeholder Outreach<br />
6. Process Knowledge<br />
Management<br />
12. Training and Performance<br />
Assurance<br />
15. Conduct <strong>of</strong> Operations<br />
3. Organisation, Responsibilities,<br />
Resources (including<br />
Competence)<br />
Process / Chapter 4<br />
Hazards and Effects<br />
Management<br />
4.3.1 Environmental Aspects<br />
4.4.7 Emergency Preparedness<br />
and Response<br />
4.3.1 Hazard Identification, Risk<br />
Assessment, and<br />
Determining Controls<br />
4.4.7 Emergency Preparedness<br />
and Response<br />
6. Process Knowledge<br />
Management<br />
7. Hazards Identification and Risk<br />
Analysis<br />
14. Operational Readiness<br />
16. Emergency Management<br />
4. Risk Management<br />
(including Managing Risk<br />
and Risk Assessment Matrix<br />
[RAM])<br />
Process / Chapter 5<br />
Planning and<br />
Procedures<br />
4.3.3 Objectives, Targets, and<br />
Programme(s)<br />
4.4.6 Operational Control<br />
4.4.7 Emergency Preparedness<br />
and Response<br />
4.3.3 Objectives and Programme(s)<br />
4.4.6 Operational Control<br />
4.4.7 Emergency Preparedness<br />
and Response<br />
8. Operating Procedures<br />
9. Safe Work <strong>Practice</strong>s<br />
10. Asset Integrity and Reliability<br />
11. Contractor Management<br />
13. Management <strong>of</strong> Change<br />
15. Conduct <strong>of</strong> Operations<br />
16. Emergency Management<br />
5. Planning and Procedures<br />
(including Emergency<br />
Response, Management <strong>of</strong><br />
Change, Permit to Work,<br />
Planning and Procedures)<br />
Process / Chapter 6<br />
Implementation and<br />
Operation<br />
4.4.6 Operational Control<br />
4.5.4 Control <strong>of</strong> Records<br />
4.4.6 Operational Control<br />
4.5.4 Control <strong>of</strong> Records<br />
6. Process Knowledge<br />
Management<br />
8. Operating Procedures<br />
9. Safe Work <strong>Practice</strong>s<br />
10. Asset Integrity and Reliability<br />
11. Contractor Management<br />
13. Management <strong>of</strong> Change<br />
15. Conduct <strong>of</strong> Operations<br />
6. Implementation Monitoring and<br />
Reporting (specifically –<br />
Implement)<br />
Process / Chapter 7<br />
Assurance:<br />
Monitoring and Audit<br />
4.5.1 Monitoring and Measurement<br />
4.5.2 Evaluation <strong>of</strong> Compliance<br />
4.5.3 Nonconformity, Corrective<br />
Action & Preventive Action<br />
4.5.4 Internal Audit<br />
4.5.1 Performance Measurement<br />
and Monitoring<br />
4.5.2 Evaluation <strong>of</strong> Compliance<br />
4.5.3 Incident Investigation,<br />
Nonconformity, Corrective<br />
Action Preventive & Action<br />
4.5.5 Internal Audit<br />
17. Incident Investigation<br />
18. Measurement and Metrics<br />
19. Auditing<br />
6. Implementation Monitoring<br />
and Reporting (specifically –<br />
Incident Investigation and<br />
Learning, and Performance<br />
Monitoring and Reporting)<br />
7. Assurance<br />
Process / Chapter 8<br />
Review<br />
4.6 Management Review 4.6 Management Review<br />
20. Management Review and<br />
Continuous Improvement<br />
8. Management Review<br />
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<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
<strong>HSE</strong> MS Manual Format<br />
Each <strong>HSE</strong> MS Process chapter contains the following standard sections and format, in order to explain and simplify its content<br />
for the reader:<br />
1. OVERVIEW: This explains the “WHY” or purpose <strong>of</strong> the Process in the overall <strong>HSE</strong> MS.<br />
2. REQUIREMENTS: This explains “WHAT” is required to be implemented in the <strong>HSE</strong> MS Process.<br />
3. PROCEDURES: This explains “HOW” the <strong>HSE</strong> MS Process / activity is to be implemented or conducted.<br />
4. REFERENCES: This explains to the reader “WHERE” to look for further implementation information in other <strong>PDO</strong><br />
documentation.<br />
0.2 PURPOSE AND OBJECTIVES<br />
0.2.1 Purpose <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System<br />
The purpose <strong>of</strong> <strong>PDO</strong>‟s Health, Safety, and Environment Management System is to manage threats, hazards, events, and effects<br />
to health, safety, and the environment in a systematic and structured way. The management <strong>of</strong> these involves a systematic<br />
process <strong>of</strong> risk identification, assessment / evaluation, control, monitoring, and recovery where necessary.<br />
The <strong>HSE</strong> Management System also sets performance standards for managing health, safety, and environment, which will be<br />
assessed and continually improved by a systematic approach to performance monitoring, audits, assessments, and reviews.<br />
0.2.2 Objectives <strong>of</strong> the <strong>HSE</strong> Management System Manual – <strong>Code</strong> <strong>of</strong> <strong>Practice</strong> <strong>CP</strong>-<strong>122</strong><br />
The objectives <strong>of</strong> this <strong>HSE</strong> Management System Manual or CoP <strong>122</strong> are:<br />
<br />
<br />
<br />
<br />
<br />
To inform, by providing all employees, contractors, and other relevant stakeholders with a concise, comprehensive, and<br />
structured description <strong>of</strong> all aspects <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System. As such, the Manual / CoP describes the<br />
„processes‟ for managing <strong>HSE</strong> at the corporate level, and within any Asset Team. It also acts as the main reference<br />
framework for the various documents that make up the <strong>HSE</strong> Management System.<br />
To illustrate the linkages between the <strong>HSE</strong> Management System and the Business Control Framework used to manage<br />
<strong>PDO</strong>‟s Asset Teams.<br />
To provide a high level document which systematically addresses achievement <strong>of</strong>, and alignment to <strong>PDO</strong>‟s Three <strong>HSE</strong><br />
Golden Rules: 1) Comply with the law, standards, and procedures; 2) Intervene in unsafe or non-compliant actions; and 3)<br />
Respect our neighbours.<br />
To provide a high level document which systematically addresses achievement <strong>of</strong>, and alignment to <strong>PDO</strong>‟s Life Saving Rules.<br />
To inform and communicate <strong>PDO</strong>‟s <strong>HSE</strong> Management System to employees, contractors, and other relevant stakeholders in<br />
a way that is interesting and easy to understand. It does this through color coding each chapter to represent each process<br />
<strong>of</strong> the <strong>HSE</strong> Management System and matches the colors on the <strong>HSE</strong> Management System logo, as well as formatting each<br />
chapter in a standardized way as defined above.<br />
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0.3 TARGET AUDIENCE AND DISTRIBUTION<br />
<strong>PDO</strong>‟s <strong>HSE</strong> Management System applies to all <strong>PDO</strong> activities (including those conducted by employees, contractors, suppliers,<br />
and/or other relevant stakeholders). The main target audience for this <strong>HSE</strong> Management System Manual is all <strong>PDO</strong> employees<br />
and contractors; therefore it is designed for the widest circulation possible within <strong>PDO</strong>.<br />
Contractors, suppliers, and other relevant stakeholders may also be considered as a „target audience‟ in that they may wish to<br />
use this Manual / CoP as guidance in developing their own <strong>HSE</strong> Management Systems to meet <strong>PDO</strong> requirements.<br />
Distribution <strong>of</strong> this document is controlled by the Document Owner, the Corporate <strong>HSE</strong> Manager. <strong>PDO</strong>‟s Electronic Document<br />
Management System (EDMS) is used for document control.<br />
This document shall be reviewed annually by the Document Owner. The objective <strong>of</strong> this document review is to determine the<br />
ongoing suitability, adequacy, and effectiveness <strong>of</strong> <strong>CP</strong>-<strong>122</strong>, and to identify any needs for change, updating, and/or continual<br />
improvement. This can be included in or as part <strong>of</strong> the <strong>PDO</strong> <strong>HSE</strong>-MS Management Review process as described in Process 8.<br />
0.4 REFERENCE DOCUMENTS<br />
Reference documents used in the writing <strong>of</strong> this Introduction, which may be used for more information:<br />
<strong>PDO</strong> Policies PL-04 – Health, Safety, and Environmental Protection PL 04<br />
<strong>PDO</strong> <strong>Code</strong>s <strong>of</strong> <strong>Practice</strong><br />
<strong>CP</strong>-102 – Corporate Document Management<br />
<strong>CP</strong>-107 – Corporate Management Framework<br />
<strong>CP</strong> 102<br />
<strong>CP</strong> 107<br />
<strong>PDO</strong> <strong>HSE</strong> Procedures No direct link exists and/or is required. --<br />
<strong>PDO</strong> <strong>HSE</strong> Specifications No direct link exists and/or is required. --<br />
<strong>PDO</strong> <strong>HSE</strong> Guidelines No direct link exists and/or is required. --<br />
Other <strong>PDO</strong> Documents<br />
Statement <strong>of</strong> General Business Principles (SGBP)<br />
<strong>PDO</strong> <strong>Code</strong> <strong>of</strong> Conduct<br />
January 2007<br />
April 2011<br />
Shell Group Documents<br />
Shell HSSE & SP Control Framework, Version 2, (Shell Group Standards for<br />
Health, Security, Safety, the Environment & Social Performance)<br />
December 2009<br />
Other Documents<br />
Occupational Health and Safety Assessment Series<br />
Environmental Management Systems –Specification with Guidance for Use<br />
Quality Management Systems – Requirements<br />
The Center for Chemical Process Safety (C<strong>CP</strong>S - www.aiche.org/ccps)<br />
OHSAS 18001:2007<br />
ISO 14001:2004<br />
ISO 9001:2008<br />
C<strong>CP</strong>S 2010<br />
0.4.1 Other useful reference documents:<br />
Please refer to the individual <strong>HSE</strong> MS Process for further reference documents and their hyper-links, and/or the Glossary for<br />
a complete listing.<br />
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0.4.2 Feedback<br />
FEEDBACK FORM: In the spirit <strong>of</strong> continual improvement, <strong>CP</strong>-<strong>122</strong> will be periodically reviewed and updated as necessary to<br />
incorporate corrections and improvements identified by users. <strong>PDO</strong> would very much welcome your comments and suggestions<br />
to assist this process.<br />
If you would like to make any suggestions for improvement please can you send your comments on an email to MSE52,<br />
organizing the information in a format similar to that shown below.<br />
<strong>CP</strong>-<strong>122</strong> Reference / Section<br />
Suggestions for Improvement<br />
Appendix One: <strong>PDO</strong> Documentation Hierarchy and Framework<br />
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1. LEADERSHIP AND COMMITMENT<br />
1.1 OVERVIEW<br />
<strong>PDO</strong> promotes a strong culture <strong>of</strong> commitment to <strong>HSE</strong> management through:<br />
Its core values <strong>of</strong> honesty, integrity, and respect for people,<br />
Valuing trust and pride in <strong>PDO</strong>,<br />
Openness, teamwork, and pr<strong>of</strong>essionalism.<br />
The leadership in <strong>PDO</strong> is responsible to promote, discuss, provide, and set proper <strong>HSE</strong> examples and behaviours. <strong>PDO</strong><br />
leaders demonstrate their commitment through various walk-the-talk activities.<br />
Leaders / Leadership<br />
A leader is a person who motivates a group <strong>of</strong> people towards achieving a common goal. In <strong>PDO</strong>, there are leaders at all levels<br />
from the Managing Director to the Supervisor. Leadership is the collective function <strong>of</strong> all leaders.<br />
<strong>HSE</strong> Culture<br />
<strong>HSE</strong> culture is the combination <strong>of</strong> <strong>HSE</strong> systems, peoples‟ behaviours, and attitudes.<br />
1.2 REQUIREMENTS<br />
Leaders at all levels in <strong>PDO</strong> shall provide strong<br />
and visible leadership by setting a personal<br />
example to promote a culture in which all<br />
employees and company contractors share a<br />
commitment to <strong>HSE</strong>.<br />
The functions and responsibilities <strong>of</strong> the<br />
leadership shall include the following, within the<br />
limitations <strong>of</strong> their job responsibilities:<br />
1.2.1 Visibility<br />
Participating in <strong>HSE</strong> activities (e.g., training,<br />
behaviour observation, commendation and<br />
coaching schemes, industry and contractor<br />
workshops, forums, and conferences, and<br />
audits / assessments).<br />
Putting <strong>HSE</strong> issues high on the agenda <strong>of</strong> the meetings they are chairing.<br />
Participating in the review <strong>of</strong> performance against all <strong>HSE</strong> plans, goals, objectives, and/or targets.<br />
Providing immediate and visible response and involvement in the case <strong>of</strong> an incident or any other disruption to normal<br />
business.<br />
Seeking internal and external views on <strong>HSE</strong>, and using and managing this knowledge in a meaningful manner.<br />
Recognizing individual and group <strong>HSE</strong> achievements, using positive behaviour reinforcement techniques, and coaching<br />
for correcting behaviour as necessary.<br />
1.2.2 Goals, Objectives, and Targets<br />
Jointly developing and discussing with <strong>PDO</strong> employees and contractors <strong>HSE</strong> „leading‟ and „lagging‟ improvement goals,<br />
objectives, targets, and/or other indicators / KPIs.<br />
Ensuring staff have a balance <strong>of</strong> <strong>HSE</strong> „leading‟ and „lagging‟ goals, objectives, and/or targets in their performance<br />
appraisals.<br />
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1.2.3 <strong>HSE</strong> Culture<br />
Creating and sustaining an <strong>HSE</strong> culture that supports:<br />
The slogan “Safe Production” becoming a core value.<br />
The belief in <strong>PDO</strong>‟s desire to continually improve <strong>HSE</strong> performance.<br />
The motivation to improve individual, team, asset, and company level <strong>HSE</strong> performance.<br />
The acceptance <strong>of</strong> individual accountability and responsibility for <strong>HSE</strong> performance.<br />
Participation and involvement at all levels in the development, implementation, maintenance, and continual<br />
improvement <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System.<br />
Empowerment for all to intervene and stop any substandard and/or hazardous work activity without blame or redress.<br />
Empowerment for all to intervene, commend, and encourage safe work behaviour and activity.<br />
1.2.4 Informed Involvement<br />
Reviewing the progress both in the development and content <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System so as to ensure its ongoing<br />
suitability, adequacy, effectiveness, and continual improvement.<br />
Allocating appropriate resources and expertise to meet <strong>HSE</strong> goals, objectives, and targets (e.g., finance, manpower, time,<br />
technology, skills, and/or training).<br />
Undertaking relevant training and other <strong>HSE</strong> leadership competency development activities themselves.<br />
Being fully aware <strong>of</strong> <strong>PDO</strong>‟s high priority areas for improvements identified in the <strong>HSE</strong> Management System, particularly in<br />
relation to legal compliance, risk level, and stakeholder issues.<br />
Being fully aware <strong>of</strong> the status <strong>of</strong> follow up actions.<br />
<strong>PDO</strong>‟s commitment to <strong>HSE</strong> shall further be demonstrated and strengthened by:<br />
Achieving and maintaining external certification <strong>of</strong> the <strong>HSE</strong> Management System to international standards<br />
Communicating its <strong>HSE</strong> expectations to employees and contractors via various channels and best-practice activities.<br />
Developing annually <strong>HSE</strong> Plan(s) and by including <strong>HSE</strong> issues in strategic planning and business risk assessments.<br />
1.3 PROCEDURES<br />
The procedures specified in Section 1.3 for Leadership and Commitment at all levels shall be met as part <strong>of</strong> the job<br />
accountabilities and responsibilities defined for each individual within the Corporate Management Framework, Job Descriptions,<br />
etc.<br />
1.4 REFERENCES<br />
The following documents provide further / related information on Leadership and Commitment:<br />
<strong>PDO</strong> Policies PL-04 – Health, Safety, and Environmental Protection PL 04<br />
<strong>PDO</strong> <strong>Code</strong>s <strong>of</strong> <strong>Practice</strong> <strong>CP</strong>-107 – Corporate Management Framework <strong>CP</strong> 107<br />
<strong>PDO</strong> <strong>HSE</strong> Procedures No direct link exists and/or is required. --<br />
<strong>PDO</strong> <strong>HSE</strong> Specifications No direct link exists and/or is required. --<br />
<strong>PDO</strong> <strong>HSE</strong> Guidelines No direct link exists and/or is required. --<br />
Other <strong>PDO</strong> Documents<br />
Shell Group Documents<br />
Other Documents<br />
Statement <strong>of</strong> General Business Principles (SGBP)<br />
<strong>PDO</strong> <strong>Code</strong> <strong>of</strong> Conduct<br />
Shell HSSE & SP Control Framework, Version 2, (Shell Group Standards for<br />
Health, Security, Safety, the Environment & Social Performance)<br />
Occupational Health and Safety Assessment Series<br />
The Center for Chemical Process Safety (C<strong>CP</strong>S - www.aiche.org/ccps)<br />
January 2007<br />
April 2011<br />
December 2009<br />
OHSAS 18001:2007<br />
C<strong>CP</strong>S (2010)<br />
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2. POLICY AND STRATEGIC OBJECTIVES<br />
2.1 OVERVIEW<br />
It is <strong>PDO</strong>‟s policy to conduct its business properly with respect to <strong>HSE</strong> (within the scope <strong>of</strong> legal and other requirements), not to<br />
violate these requirements, abide by all legal decisions, and to maintain a positive and proactive team approach to <strong>HSE</strong> at all<br />
times.<br />
<strong>PDO</strong> has a set <strong>of</strong> 15 business policies including the <strong>HSE</strong> Policy (PL-04). The <strong>HSE</strong> policy is the highest level document in <strong>PDO</strong>‟s<br />
<strong>HSE</strong> MS and is aimed at achieving the ultimate goal <strong>of</strong> zero harm to people and the environment.<br />
It is endorsed by the MDC and approved by the Managing Director. Its content is consistent with the requirements <strong>of</strong> the <strong>PDO</strong><br />
Corporate Management Framework, ISO 14001 (for environmental management), OHSAS 18001 (for occupational health and<br />
safety management), and the Center for Chemical Process Safety / C<strong>CP</strong>S (for Process Safety). It also commits <strong>PDO</strong> to comply<br />
with all applicable Omani laws and regulations and continually strive to achieve improvement in <strong>HSE</strong> performance.<br />
<strong>PDO</strong>‟s overall business strategy is to integrate and balance economic, health, safety (occupational and process),<br />
environmental, and social requirements in all that we do, using risk-based approaches.<br />
To help focus our efforts at the strategy level, <strong>PDO</strong> has developed a Statement <strong>of</strong> General Business Principles (SGBP); also,<br />
various strategic objectives for <strong>HSE</strong> are also established, and these are reviewed and revised as required on an annual basis.<br />
2.2 REQUIREMENTS<br />
Senior Leadership at <strong>PDO</strong> shall define and document its<br />
<strong>HSE</strong> policy and strategic objectives and ensure that<br />
they:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Are consistent with those <strong>of</strong> the Company‟s external<br />
stakeholders.<br />
Are relevant to the Company‟s activities, products,<br />
and/or services.<br />
Are consistent with and are <strong>of</strong> equal importance to<br />
<strong>PDO</strong>‟s other business policies and strategic<br />
objectives.<br />
Are publicly available.<br />
Commit the Company to meet or exceed all<br />
relevant regulatory and/or legislative requirements.<br />
Commit the Company to reduce their risks and<br />
hazards to health, safety, and the environment to<br />
levels which are “As Low as Reasonably<br />
Practicable” (ALARP).<br />
Provide a structured framework for achieving<br />
continual improvement in both <strong>HSE</strong> performance<br />
and the management system.<br />
2.2.1 <strong>HSE</strong> Policy<br />
<strong>PDO</strong>‟s <strong>HSE</strong> policy shall be produced in an easy to read format in both Arabic and English, and be approved and dated by <strong>PDO</strong>‟s<br />
Managing Director. To be effective, all employees and company contractors should be made aware <strong>of</strong> the <strong>HSE</strong> policy‟s<br />
existence. Its content, requirements, and intent should be formally distributed, communicated, and explained by all relevant <strong>PDO</strong><br />
Leadership.<br />
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2.2.2 <strong>HSE</strong> Strategic Objectives<br />
<strong>PDO</strong>‟s Statement <strong>of</strong> General Business Principles with respect to <strong>HSE</strong> and the management system shall be supported by goals,<br />
objectives, and targets at the corporate and asset levels, and are developed each year as part <strong>of</strong> <strong>PDO</strong>‟s strategic and business<br />
planning process. Refer to Chapter 5 <strong>of</strong> this Manual “Planning and Procedures” for more details about <strong>PDO</strong>‟s <strong>HSE</strong> planning<br />
process.<br />
Annual <strong>HSE</strong> plans and programs shall be implemented through People & Organisation, Business Processes, and Managing<br />
Assets. The business results <strong>of</strong> these shall be analyzed and reviewed against goals, objectives, and targets, and these results<br />
and feedback used to set future goals, objectives, and targets.<br />
2.3 PROCEDURES<br />
2.3.1 <strong>HSE</strong> Policy<br />
The process and requirements for managing the <strong>PDO</strong> <strong>HSE</strong> Policy is detailed in the flowchart below.<br />
2.3.2 Legal and Other Requirements<br />
In order to ensure that the <strong>HSE</strong> policy, and therefore the strategic objectives are in line with all legal and other requirements, the<br />
following process shall be followed.<br />
Head <strong>of</strong> Corporate Legal Department:<br />
<br />
Maintain a “legal register” <strong>of</strong> all current Royal Decrees (RDs), Ministerial Decisions (MDs), and supporting Ministerial<br />
documents relating to <strong>HSE</strong> management.<br />
Maintain a “register <strong>of</strong> other requirements” document relating to <strong>HSE</strong> management including ISO 14001, OHSAS 18001,<br />
C<strong>CP</strong>S, etc.<br />
<br />
<br />
<br />
Obtain and retain on file a current <strong>of</strong>ficial Arabic transcript <strong>of</strong> each document.<br />
Obtain and retain on file an English translation <strong>of</strong> each document.<br />
Identify and review proposed and actual changes in legal and other requirements, and update the Corporate <strong>HSE</strong> Manager<br />
<strong>of</strong> these changes in legal and other requirements.<br />
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Corporate <strong>HSE</strong> Manager:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Review legal and other requirements, and incorporate these legal and other requirements into the development and<br />
subsequent review <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> MS.<br />
Review all applications for <strong>HSE</strong> licenses, approvals, and/or permits. Where necessary, coordinate negotiating the terms<br />
and conditions with any relevant party(ies).<br />
Submit license, approvals, and/or permit applications to the Ministry <strong>of</strong> Environment and Climate Affairs (MECA).<br />
Coordinate <strong>PDO</strong>‟s participation and input to Omani regulatory authorities in drafting new <strong>HSE</strong> laws and changes to existing<br />
laws.<br />
Develop asset level business controls that incorporate <strong>PDO</strong>‟s <strong>HSE</strong> legal and other requirements.<br />
Develop appropriate business controls to (a) obtain all necessary <strong>HSE</strong> licenses, approvals, and/or permits. Ensure they are<br />
cross referenced to the appropriate legal requirement, and referred to in the „Legal Register,‟ if applicable; (b) meet the<br />
implementation and technical conditions <strong>of</strong> <strong>HSE</strong> licenses, approvals, and/or permits; and (c) ensure proactive and timely<br />
review and renewal <strong>of</strong> <strong>HSE</strong> licenses, approvals, and/or permits.<br />
Review and update business controls to incorporate changes in <strong>PDO</strong>‟s <strong>HSE</strong> legal and other requirements.<br />
Retain on file a current copy <strong>of</strong> all <strong>HSE</strong> licenses, approvals, and/or permits.<br />
2.3.3 <strong>HSE</strong> Strategic Goals, Objectives, and Targets<br />
<strong>PDO</strong> <strong>HSE</strong> strategic objectives and corporate goals and targets for <strong>HSE</strong> performance shall be developed by the Corporate <strong>HSE</strong><br />
Manager in line with the <strong>HSE</strong> policy statement and based on <strong>PDO</strong>‟s risk pr<strong>of</strong>ile. While developing these, all Directors shall be<br />
actively engaged. Once developed, these shall be forwarded to the MDC for review and endorsement.<br />
The MDC endorsed corporate goals, objectives, and targets shall be communicated to the various Directorates. Each<br />
Directorate shall then develop their own goals, objectives, and targets in line with the corporate goals, objectives, and targets,<br />
and based on their own risk pr<strong>of</strong>iles. During this process, all Asset Directors / discipline level leaders, and <strong>HSE</strong> Advisors shall be<br />
actively engaged. <strong>HSE</strong> strategic objectives as well as the corporate / directorate goals, objectives, and targets shall be reviewed<br />
and revised, where necessary, on an annual basis.<br />
The annual <strong>HSE</strong> goals, objectives, and targets are captured in the Annual Business Plans. The <strong>HSE</strong> strategic objectives and the<br />
corporate goals, objectives, and targets shall be distributed, communicated, and explained to all contractors. They shall also be<br />
distributed, communicated, and explained to other key external stakeholders.<br />
l<br />
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2.4 REFERENCES<br />
The following documents provide further / related information on Policy and Strategic Objectives:<br />
<strong>PDO</strong> Policies<br />
<strong>PDO</strong> <strong>Code</strong>s <strong>of</strong> <strong>Practice</strong><br />
PL-04 – Health, Safety, and Environmental Protection<br />
PL-10 – Security Policy and Emergency Response Policy<br />
<strong>CP</strong>-100 – Policy Approval<br />
<strong>CP</strong>-107 – Corporate Management Framework<br />
PL 04<br />
PL 10<br />
<strong>CP</strong> 100<br />
<strong>CP</strong> 107<br />
<strong>PDO</strong> <strong>HSE</strong> Procedures No direct link exists and/or is required. --<br />
<strong>PDO</strong> <strong>HSE</strong> Specifications No direct link exists and/or is required. --<br />
<strong>PDO</strong> <strong>HSE</strong> Guidelines No direct link exists and/or is required. --<br />
Other <strong>PDO</strong> Documents<br />
Statement <strong>of</strong> General Business Principles (SGBP)<br />
<strong>PDO</strong> <strong>Code</strong> <strong>of</strong> Conduct<br />
January 2007<br />
April 2011<br />
Shell Group Documents<br />
Other Documents<br />
Shell HSSE & SP Control Framework, Version 2, (Shell Group Standards<br />
for Health, Security, Safety, the Environment & Social Performance)<br />
Environmental Management Systems –Specification with Guidance for<br />
Use<br />
Occupational Health and Safety Assessment Series<br />
The Center for Chemical Process Safety (C<strong>CP</strong>S - www.aiche.org/ccps)<br />
December 2009<br />
ISO 14001:2004<br />
OHSAS 18001:2007<br />
C<strong>CP</strong>S (2010)<br />
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3. ORGANISATION, RESPONSIBILITIES, RESOURCES, STANDARDS, AND<br />
DOCUMENTS<br />
3.1 OVERVIEW<br />
All employees, individually and collectively, are responsible for <strong>HSE</strong> performance at <strong>PDO</strong>. To develop an effective <strong>HSE</strong> MS<br />
and make it work, line accountability and responsibility, informed involvement, and the active participation <strong>of</strong> all levels <strong>of</strong><br />
leadership, is required. This accountability, responsibility, informed involvement, and active participation are exercised in <strong>PDO</strong><br />
through:<br />
The organisation structure that defines <strong>HSE</strong> accountabilities and responsibilities for each employee.<br />
The resources (human, time, physical, and financial, for <strong>HSE</strong> development, implementation, and continual improvement)<br />
provided.<br />
Communicating <strong>HSE</strong> MS requirements and standards to all employees, suppliers, contractors, and sub-contractors, and<br />
other relevant stakeholders.<br />
Planning and scheduling the development, documentation, implementation, ongoing maintenance, and continual<br />
improvement <strong>of</strong> the <strong>HSE</strong> MS.<br />
Ensuring that <strong>PDO</strong> employees, suppliers, contractors, and sub-contractors are competent, and that training is provided as<br />
needed to fill any competency gaps employees, suppliers, contractors, sub-contractors, and/or other relevant stakeholders<br />
may have for <strong>HSE</strong> success.<br />
3.2 REQUIREMENTS<br />
<strong>PDO</strong>‟s organisational structures at the corporate level and at the directorate levels are available on <strong>PDO</strong>‟s intranet.<br />
3.2.1 <strong>HSE</strong> Organisation<br />
With regard to <strong>HSE</strong> management, the Managing Director<br />
along with the Directors shall have the overall<br />
accountability for <strong>HSE</strong> management in <strong>PDO</strong>. The<br />
responsibility for implementing <strong>HSE</strong> Management System<br />
expectations / requirements and monitoring <strong>HSE</strong><br />
performance shall lie with the Line Leaders.<br />
<strong>HSE</strong> Advisors and Team Leaders shall provide the<br />
necessary technical advice to Line Leaders on <strong>HSE</strong> issues.<br />
The Management Representative for the <strong>HSE</strong> function<br />
shall be the Corporate <strong>HSE</strong> Manager, who shall be<br />
responsible for developing and maintaining the <strong>HSE</strong><br />
Management System as well as for <strong>HSE</strong> compliance<br />
assurance. The Corporate <strong>HSE</strong> Functional Discipline<br />
Heads (CFDHs) shall provide the necessary technical<br />
support to the Corporate <strong>HSE</strong> Manager.<br />
3.2.2 <strong>HSE</strong> Standards<br />
In addition to Omani law, <strong>PDO</strong> bases its <strong>HSE</strong> MS on other external standards and requirements. In line with the <strong>HSE</strong> Policy (PL-<br />
04), which requires a "systematic approach to <strong>HSE</strong> management," <strong>PDO</strong>‟s <strong>HSE</strong> Management System shall comply and be<br />
certified to the requirements <strong>of</strong> ISO 14001.<br />
STANDARD<br />
PERFORMANCE<br />
STANDARD<br />
MANAGEMENT SYSTEM<br />
PERFORMANCE STANDARD<br />
A standard represents agreement on best practice for the technology or process concerned. For example, ISO<br />
14001 is an international standard that represents worldwide agreement on best practices for environmental<br />
management. This is NOT a (technical) performance standard.<br />
A performance standard typically imposes quantifiable limits and targets, such as "how much gas can be<br />
released into the air." Many <strong>of</strong> the Royal Decrees and Ministerial Decisions in Oman are Performance<br />
Standards. These are <strong>of</strong>ten referred to as technical standards.<br />
A management system performance standard is a statement detailing WHO, does WHAT, WHEN and/or HOW<br />
OFTEN. These standards define performance expectations or requirements <strong>of</strong> <strong>PDO</strong> leadership, employees,<br />
and/or suppliers, contractors, and sub-contractors.<br />
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In addition to the above standard, <strong>PDO</strong>‟s <strong>HSE</strong> Management System also addresses other external requirements. Therefore,<br />
<strong>PDO</strong>‟s <strong>HSE</strong> Management System:<br />
Is aligned to and incorporates where relevant the requirements <strong>of</strong> OHSAS 18001, since this is also closely related to the<br />
requirements <strong>of</strong> ISO 14001.<br />
Is aligned to and incorporates where relevant the requirements <strong>of</strong> The Center for Chemical Process Safety (20 C<strong>CP</strong>S<br />
Elements for Process Safety).<br />
Adopts the general structure <strong>of</strong> the Shell HSSE & SP Control Framework (December 2009).<br />
The role <strong>of</strong> <strong>PDO</strong>‟s CFDHs includes responsibilities to screen technical innovation and promote technical <strong>HSE</strong> and business<br />
standards. The Functional Disciplines, therefore, shall be responsible for monitoring the development <strong>of</strong> industry and other<br />
standards, and incorporating them as applicable into <strong>PDO</strong>‟s business and <strong>HSE</strong> controls, and associated documentation.<br />
3.2.3 <strong>HSE</strong> Committees and Meetings<br />
There is a cascading network <strong>of</strong> dedicated <strong>HSE</strong> management committees and meetings within <strong>PDO</strong> for reviewing <strong>HSE</strong><br />
management and <strong>HSE</strong> performance, and which also ensures that current <strong>HSE</strong> issues are identified and communicated to all<br />
levels <strong>of</strong> the organisation in a timely manner. The <strong>HSE</strong> committees and meetings shall interface with business management<br />
committees and meetings at the same level <strong>of</strong> the company, enabling key <strong>HSE</strong> issues to be included on the agenda <strong>of</strong> these<br />
meetings. The reporting relationships between business management committees and meetings, and dedicated <strong>HSE</strong><br />
committees and meetings are as shown in the following figure.<br />
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3.2.4 <strong>HSE</strong> Responsibilities<br />
In <strong>PDO</strong>, <strong>HSE</strong> management shall be a line<br />
leadership and employee responsibility,<br />
requiring the active participation <strong>of</strong> all levels <strong>of</strong><br />
leadership and supervision.<br />
The Corporate <strong>HSE</strong> Manager, <strong>HSE</strong> CFDHs<br />
and the Asset <strong>HSE</strong> Team Leaders and<br />
Advisors shall act in an advisory and/or<br />
support capacity to <strong>PDO</strong>‟s line leaders and<br />
employees.<br />
<strong>PDO</strong>‟s <strong>HSE</strong> Policy, Commitment, and<br />
Accountabilities booklet describes <strong>HSE</strong> roles,<br />
accountabilities, and responsibilities at each<br />
level <strong>of</strong> the organisation.<br />
3.2.5 Individual Responsibilities<br />
Individual responsibilities and accountabilities relating to <strong>HSE</strong> management shall be as defined in individual Job Descriptions, an<br />
individual‟s Personal Performance Contract (PPC), supplemented by the specific requirements defined in the various <strong>HSE</strong><br />
Procedures and Specifications, which are available in <strong>PDO</strong>‟s Electronic Document Management System (EDMS). However, the<br />
key responsibilities and accountabilities with regard to <strong>HSE</strong> are summarized below:<br />
MANAGING DIRECTOR<br />
The Managing Director shall have the ultimate accountability for the <strong>HSE</strong> function in <strong>PDO</strong>. He/She along with the other<br />
members <strong>of</strong> the MDC shall be accountable for the <strong>HSE</strong> policy, strategy, planning, providing the necessary resources, and<br />
management review <strong>of</strong> the <strong>HSE</strong> MS.<br />
DIRECTORS<br />
All directors shall be primarily responsible for reviewing and endorsing the <strong>HSE</strong> policy, strategy, planning, resource allocation,<br />
monitoring <strong>HSE</strong> MS performance, and conducting <strong>HSE</strong> MS management reviews. In addition, Functional Directors as the line<br />
leaders <strong>of</strong> their assets / disciplines shall be accountable for the implementation <strong>of</strong> the <strong>HSE</strong> MS in their areas <strong>of</strong> control.<br />
CORPORATE <strong>HSE</strong> MANAGER<br />
The Corporate <strong>HSE</strong> Manager, as the Management Representative, has overall accountability for coordinating the development,<br />
maintenance, and improvement <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> MS. He/She shall be responsible for developing <strong>HSE</strong> systems, procedures,<br />
standards, as well as <strong>HSE</strong> goals, objectives, and targets on an annual basis, and providing <strong>HSE</strong> compliance assurance to the<br />
management. In addition, he/she shall be responsible for the following:<br />
Providing specialist <strong>HSE</strong> advice to other CFDHs and assets.<br />
Analyzing corporate <strong>HSE</strong> data.<br />
Screening and dissemination <strong>of</strong> technical innovations in <strong>HSE</strong>.<br />
Stimulating creativity with respect to managing <strong>HSE</strong>.<br />
Spreading lateral learning about <strong>HSE</strong> across Asset Teams.<br />
Developing and planning <strong>of</strong> <strong>HSE</strong> with CFDHs, <strong>HSE</strong> Team Leaders, and <strong>HSE</strong> Advisers.<br />
Promoting technical standards on <strong>HSE</strong>.<br />
Managing <strong>HSE</strong> knowledge within <strong>PDO</strong>.<br />
Managing and coordinating <strong>HSE</strong> Assurance activities within <strong>PDO</strong>.<br />
CORPORATE <strong>HSE</strong> FUNCTIONAL DISCIPLINE HEADS<br />
<strong>HSE</strong> CFDHs, each <strong>of</strong> whom is a Subject Matter Expert (SME) in one <strong>of</strong> the <strong>HSE</strong> disciplines shall provide technical assistance to<br />
the Corporate <strong>HSE</strong> Manager in all his/her responsibilities, including <strong>HSE</strong> compliance assurance.<br />
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<strong>HSE</strong> TEAM LEADERS AND <strong>HSE</strong> ADVISORS (ASSETS AND PROJECTS)<br />
<strong>HSE</strong> Team Leaders and <strong>HSE</strong> Advisors (Assets and Projects) are primarily responsible for compliance assurance at the asset /<br />
project level and providing the necessary technical advice and guidance to the Asset / Project / Contractor Managers as and<br />
when needed.<br />
LINE LEADERS (OPERATIONS, ENGINEERING, AND PROJECTS)<br />
Asset Directors / Project Managers shall be accountable for implementing <strong>PDO</strong>‟s <strong>HSE</strong> Policy and the <strong>HSE</strong> Management System<br />
within their assets or projects. They shall have the overall accountability for implementing the <strong>HSE</strong> MS requirements in their<br />
assets / projects / contracts as well as monitoring <strong>HSE</strong> performance.<br />
TEAM LEADERS, LINE SUPERVISORS, AND CONTRACT HOLDERS<br />
Team Leaders, Line Supervisors, and Contract Holders shall be primarily responsible for ensuring that activities are carried out in<br />
accordance with <strong>PDO</strong>‟s <strong>HSE</strong> Policy and other requirements <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System.<br />
EMPLOYEES, SUPPLIERS, CONTRACTORS, AND SUB-CONTRACTORS<br />
All <strong>PDO</strong> employees, suppliers, contractors, and sub-contractors shall be responsible and accountable for following the<br />
instructions <strong>of</strong> their line leader / supervisor, in accordance with <strong>PDO</strong>‟s <strong>HSE</strong> Policy and other requirements <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong><br />
Management System.<br />
3.2.6 Committee / Meeting Responsibilities<br />
The <strong>HSE</strong> roles, responsibilities, and accountabilities <strong>of</strong> <strong>PDO</strong>‟s business management committees and <strong>HSE</strong> committees and<br />
meetings shall be as detailed in their respective Terms <strong>of</strong> Reference (ToR).<br />
3.3 PROCEDURES<br />
3.3.1 Types <strong>of</strong> Resources<br />
Effective operation <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System requires sufficient allocation <strong>of</strong> human, time, physical, and financial<br />
resources. <strong>HSE</strong> resource requirements shall be considered during the <strong>HSE</strong> management planning process (see Process 5 <strong>of</strong><br />
this Manual "Planning and Procedures") and during the <strong>HSE</strong> management review process (see Process 8 <strong>of</strong> this Manual<br />
"Review").<br />
HUMAN RESOURCES<br />
Employees, contractors, sub-contractors, suppliers, and other<br />
relevant stakeholders. Effective <strong>HSE</strong> management relies on the<br />
competence (relevant education, training, and/or experience) <strong>of</strong><br />
these people, and ultimately proactive workforce involvement.<br />
FINANCIAL RESOURCES<br />
Allocation <strong>of</strong> necessary budget(s) for people, equipment, materials,<br />
and the environment, by balancing financial cost against the<br />
expected residual risk. This also relates to the „ALARP‟ concept<br />
described in Process 4: Hazards and Effects Management (HEMP).<br />
TIME RESOURCES<br />
Allocating sufficient time to perform a task or activity in the “right<br />
way” – the healthy way, the safe way, the environmentally friendly<br />
way, the quality way, and the productive way.<br />
PHYSICAL RESOURCES<br />
<strong>PDO</strong>‟s assets (e.g., buildings, equipment, materials, vehicles, tools,<br />
technology, etc.). Allocating physical resources requires<br />
consideration <strong>of</strong> the <strong>HSE</strong> risks that arise in all <strong>of</strong> <strong>PDO</strong>‟s activities,<br />
including the supply chain (i.e., purchasing and procurement<br />
activities).<br />
Sufficient resource allocation shall also be considered in managing change (MOC) and during assessments <strong>of</strong> risk controls as<br />
part <strong>of</strong> HEMP (see Process 4 <strong>of</strong> this Manual "Hazards and Effects Management").<br />
3.3.2 Competence<br />
<strong>PDO</strong> shall maintain processes for ensuring that personnel performing specific <strong>HSE</strong> Critical Roles are competent on the basis <strong>of</strong><br />
education, training, and/or experience. The <strong>HSE</strong> competencies <strong>of</strong> all personnel holding positions with <strong>HSE</strong> Critical Roles shall<br />
be regularly reviewed and assessed, and their personal development and training requirements shall be identified and<br />
established. In short, <strong>PDO</strong> shall manage the fitness to work <strong>of</strong> their employees, taking into account the physical, mental, and<br />
psychological requirements <strong>of</strong> their occupation or function.<br />
<strong>HSE</strong> competence assurance is a process designed to provide adequate confidence to <strong>PDO</strong>‟s management and other<br />
stakeholders that <strong>PDO</strong> employees and contractors have the competence (knowledge and skills) to carry out <strong>HSE</strong> critical tasks <strong>of</strong><br />
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their jobs to the standards expected. <strong>PDO</strong>‟s <strong>HSE</strong> competence assurance process and procedure PR-1029 is largely based on<br />
Shell Group Competence Assurance Standards and Guidelines. All staff holding Senior Leadership Positions, <strong>HSE</strong> Pr<strong>of</strong>essional<br />
Positions, <strong>HSE</strong> Critical Positions (Level 1 & Level 2), Contract Holders (CHs), and Company Site Representatives (CSRs) <strong>of</strong> high<br />
/ medium <strong>HSE</strong> risk contracts are required to complete the <strong>HSE</strong> competence assurance process. Contractors are required to<br />
implement and maintain a competence assurance procedure for their staff that is consistent with <strong>PDO</strong>‟s competence assurance<br />
requirements.<br />
<strong>PDO</strong>‟s competence assurance process is also linked with the Personal Development Plans and Performance Contracts <strong>of</strong><br />
Individuals through the SAPpHiRe system. For <strong>HSE</strong> Pr<strong>of</strong>essional Positions and Level 2 <strong>HSE</strong> Critical Positions, the <strong>HSE</strong><br />
competence requirements are defined in their Job Competence Pr<strong>of</strong>iles (J<strong>CP</strong>s) in SAPpHiRe. All the Level 2 <strong>HSE</strong> Critical<br />
Positions are flagged out in the SAPpHiRe system. For CHs and CSRs <strong>of</strong> high / medium <strong>HSE</strong> risk contracts, there are specific<br />
<strong>HSE</strong> competence requirements in addition to the common requirements as defined in their J<strong>CP</strong>s. There are no specific J<strong>CP</strong>s for<br />
Level 1 <strong>HSE</strong> Critical Positions. These knowledge and skill requirements depend on the type <strong>of</strong> <strong>HSE</strong> critical tasks being carried<br />
out (e.g. driving, gas testing, welding, etc.), and are assured via other schemes and methods such as testing, discipline specific<br />
training, and licensing as appropriate. The “on line” <strong>HSE</strong> competence assurance process through the SAPpHiRe system is<br />
illustrated in the following diagram:<br />
Responsibilities <strong>of</strong> the Individual: Confirm Job Requirements with Supervisor Complete Self Assessment Discuss with<br />
Supervisor Agree Competence Gaps Agree Actions to Address Gaps.<br />
Responsibilities <strong>of</strong> the Supervisor: Ensure Staff Complete the Process Confirm Job Requirements <strong>of</strong> Staff Review Staff<br />
Self Assessment Conduct Open, Objective Discussion Determine Competence Level and Define Competence Gaps <br />
Determine Actions needed to Address Gaps. (Engage an assessor if assistance needed to make objective judgment on<br />
competence or to verify their skills.).<br />
Responsibilities <strong>of</strong> the Assessor (where used):<br />
Supervisor.<br />
Provide specific assessment and judgment support, on request, to the<br />
<strong>PDO</strong>‟s competency skills portfolio matrix is available in <strong>PDO</strong>‟s EDMS.<br />
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3.3.3 <strong>HSE</strong> Training<br />
<strong>PDO</strong> shall maintain procedures to<br />
ensure and increase competence<br />
by identifying training needs and<br />
providing appropriate and needed<br />
training for all employees, suppliers,<br />
contractors, and sub-contractors.<br />
Training may be provided through<br />
internal or external formal courses,<br />
on-the-job training, and/or through<br />
structured development in the<br />
workplace, such as coaching or<br />
mentoring activities.<br />
The extent and nature <strong>of</strong> training should ensure achievement <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Policy and objectives and should meet or exceed<br />
standards required by legislation, regulations, and/or other requirements. Appropriate records <strong>of</strong> training should be maintained<br />
with refresher training scheduled, implemented, and recorded as required, to a defined frequency.<br />
<strong>PDO</strong>‟s requirements for <strong>HSE</strong> training courses are defined in SP-1157 Specification for <strong>HSE</strong> Training. Training requirements for<br />
contractors are specified in PR-1171 Contract <strong>HSE</strong> Management Procedure. Individual responsibilities with regard to <strong>HSE</strong><br />
training are shown in these documents.<br />
3.3.4 Contracting<br />
In carrying out its business activities, <strong>PDO</strong> provides a set <strong>of</strong> core services, concentrating on “what it does best,” while securing<br />
goods (procurement) and services (contracting and sub-contracting) from the market in “what the market does best.” <strong>PDO</strong><br />
therefore depends on suppliers, contractors, and sub-contractors to carry out a wide variety <strong>of</strong> activities. On the downside, many<br />
<strong>of</strong> these activities pose <strong>HSE</strong> threats and risks. On the upside, use <strong>of</strong> suppliers, contractors, and sub-contractors also provides<br />
<strong>PDO</strong> with <strong>HSE</strong> benefits and opportunities.<br />
Recently, the emphasis on managing supplier and contractor <strong>HSE</strong> performance has shifted from monitoring <strong>of</strong> <strong>HSE</strong> performance<br />
after contract award, to early contract phases <strong>of</strong> tender evaluation and mobilization. However, monitoring workplace activity<br />
during execution <strong>of</strong> the work remains a crucial part <strong>of</strong> supplier and contractor <strong>HSE</strong> management. In addition, a final check or<br />
assessment <strong>of</strong> the contractor and work needs to be done to close out the contract appropriately. Overall, supplier, contractor,<br />
and sub-contractor management in <strong>PDO</strong> must nowadays take this holistic “cradle-to-cradle” lifecycle approach.<br />
<strong>PDO</strong> shall maintain procedures to ensure that its suppliers, contractors, and sub-contractors operate a management system that<br />
is consistent with the requirements and provisions <strong>of</strong> <strong>PDO</strong>‟s own <strong>HSE</strong> MS. These procedures provide an interface between<br />
supplier, contractor, and sub-contractor activities and with those <strong>of</strong> <strong>PDO</strong>. This is achieved by implementation <strong>of</strong> these three main<br />
documents:<br />
<br />
<br />
<br />
PR-1233 Contract & Procurement Procedure<br />
PR-1171 Contract <strong>HSE</strong> Management Part I - Mandatory for <strong>PDO</strong> Personnel involved in Contract Management<br />
PR-1171 Contract <strong>HSE</strong> Management Part II - Mandatory for Contractors & Contract Holders.<br />
Significant aspects related to <strong>HSE</strong> in PR-1233 Commercial Procedures and Guidelines and PR-1171 Contract <strong>HSE</strong> Management<br />
Procedure include:<br />
<br />
<br />
Requirements for conducting an assessment <strong>of</strong> the <strong>HSE</strong> risks associated with the contract.<br />
Procedures for selection <strong>of</strong> suppliers, contractors, and sub-contractors (including specific assessment <strong>of</strong> their <strong>HSE</strong> policy,<br />
practices, performance, and the adequacy <strong>of</strong> their <strong>HSE</strong> Management System) in line with the risks associated with the<br />
services to be provided.<br />
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<br />
<br />
<br />
<br />
Effective communication <strong>of</strong> the key elements <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System and <strong>of</strong> the standards <strong>of</strong> worker and<br />
environmental protection expected from the supplier, contractor, and sub-contractor, including agreed <strong>HSE</strong> objectives and<br />
performance criteria.<br />
Sharing, by <strong>PDO</strong> and its suppliers, contractors, and sub-contractors, <strong>of</strong> relevant information which may impact on the <strong>HSE</strong><br />
performance <strong>of</strong> either party.<br />
The requirement that each supplier, contractor, and sub-contractor have an effective and relevant training program, which<br />
includes records and procedures for assessing the need for further training.<br />
Definition <strong>of</strong> methods for monitoring and assessing supplier, contractor, and sub-contractor performance against agreed<br />
<strong>HSE</strong> objectives and other performance criteria.<br />
Additionally, PR-1171:<br />
<br />
<br />
Requires the <strong>PDO</strong> Contract Holder to prepare requirements that define what the supplier, contractor, and sub-contractor<br />
must do to minimize <strong>HSE</strong> risks. These requirements are included in standard contract documentation as Document C-9<br />
<strong>HSE</strong> Requirements (GU-140).<br />
Stipulates that supplier, contractor, and sub-contractor requirements for <strong>HSE</strong> management <strong>of</strong> activities conducted under a<br />
Minor Contract are described in SP-1151 General Conditions for Minor Works and Services Contracts.<br />
3.3.5 Procurement<br />
The activities <strong>of</strong> <strong>PDO</strong>‟s suppliers pose certain <strong>HSE</strong> risks. Where possible, <strong>PDO</strong> seeks to influence improvement in <strong>HSE</strong><br />
performance in its supply chain through the application <strong>of</strong> these documents:<br />
<br />
<br />
<br />
<strong>CP</strong>-129 Contracting and Procurement <strong>Code</strong> <strong>of</strong> <strong>Practice</strong><br />
PR-1233 Contract & Procurement Procedure<br />
GU-425 Contracting and Procurement Guidelines.<br />
3.3.6 Documents<br />
<strong>PDO</strong>‟s <strong>HSE</strong> MS is described by a<br />
hierarchy <strong>of</strong> business control<br />
documents. At the Corporate level, the<br />
<strong>HSE</strong> MS is described in Part I <strong>of</strong> this<br />
Manual‟s "Introduction."<br />
At the Asset level, documents that<br />
describe the implementation <strong>of</strong> <strong>PDO</strong>‟s<br />
<strong>HSE</strong> MS are part <strong>of</strong> the business<br />
management systems used to control<br />
the day-to-day tasks and activities <strong>of</strong><br />
the Asset Team.<br />
To implement and maintain an effective <strong>HSE</strong> MS, these documents shall be developed and managed throughout their lifecycle<br />
according to the flowchart shown here.<br />
Document management and the documents themselves should incorporate the concept <strong>of</strong> traceability, i.e., be legible, dated<br />
(with dates <strong>of</strong> the most current revision), readily identifiable, numbered (with a version number), maintained in an orderly manner,<br />
and retained for a specified period. Procedures should be established for document creation, maintenance, and modification,<br />
and for their availability to employees, contractors, and other relevant parties.<br />
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3.3.7 Stakeholder Communication<br />
Parties interested in <strong>PDO</strong>‟s activities are divided into two groups: Internal Stakeholders and External Stakeholders.<br />
INTERNAL<br />
STAKEHOLDERS<br />
EXTERNAL<br />
STAKEHOLDERS<br />
<strong>PDO</strong> Employees, Contractor Employees, Sub-contractor Employees, and Suppliers.<br />
Shareholders, Regulatory Authorities, The public (including Community Groups), The Media,<br />
Industry Associations, Customers, Suppliers, Non Government Organisations (NGOs),<br />
Educational Establishments, Bankers, Financiers, Insurers, etc.<br />
<strong>PDO</strong> maintains procedures for communicating <strong>HSE</strong> information, consistent with its <strong>HSE</strong> Policy, applicable legislation and<br />
regulations, and other requirements. <strong>PDO</strong>, whilst protecting confidential information, makes its <strong>HSE</strong> experience available to all<br />
employees, suppliers, contractors, sub-contractors, and any other interested stakeholders. <strong>PDO</strong> also maintains procedures for<br />
receiving and responding to communications from employees, suppliers, contractors, sub-contractors, and/or other external<br />
stakeholder concerning its <strong>HSE</strong> performance and management. Community awareness and consultation programs are also<br />
maintained where appropriate, and their effectiveness monitored and improved. <strong>CP</strong>-111 Relationship with Stakeholders<br />
describes <strong>PDO</strong>‟s overall strategy and practice on stakeholder engagement.<br />
Communicating with Internal Stakeholders<br />
<strong>PDO</strong>‟s internal stakeholders shall be communicated with respect to the following:<br />
<br />
<br />
<br />
Importance <strong>of</strong> compliance with <strong>PDO</strong>‟s <strong>HSE</strong> Policy and objectives and their individual roles, responsibilities, and<br />
accountabilities in achieving it.<br />
<strong>HSE</strong> risks and hazards <strong>of</strong> their work activities and the preventive, corrective, and mitigation measures, and the emergency<br />
response procedures that have been established.<br />
Potential consequences <strong>of</strong> departure from agreed operating procedures and mechanisms for suggesting to management<br />
improvements in the procedures which they and others use.<br />
<strong>CP</strong>-162 Internal Communication describes the requirements and the procedure for communication with internal stakeholders.<br />
Maintaining means <strong>of</strong> external communication in times <strong>of</strong> an emergency is especially important and special contingency<br />
arrangements should be in place. Refer to Process 5 <strong>of</strong> this Manual "Planning and Procedures" for more details about<br />
communication in the event <strong>of</strong> an emergency.<br />
Communicating with External Stakeholders<br />
Communication with external stakeholders shall always be through or with the knowledge / consent <strong>of</strong> the External Affairs &<br />
Communication Manager. PR-1957 Issue Identification and Management Process identifies the external stakeholder groups and<br />
describes the scope and the method <strong>of</strong> communicating with them. This procedure is supplemented by PR-1707 Disclosure<br />
Procedure which specifies the restrictions on public disclosure <strong>of</strong> information that could potentially affect <strong>PDO</strong>‟s reputation.<br />
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3.4 REFERENCES<br />
The following documents provide further / related information on Organisation, Responsibilities, Resources, Standards, and<br />
Documents.<br />
<strong>PDO</strong> Policies<br />
<strong>PDO</strong> <strong>Code</strong>s <strong>of</strong> <strong>Practice</strong><br />
<strong>PDO</strong> <strong>HSE</strong> Procedures<br />
PL-03 – Risk and Internal Control Policy<br />
PL-04 – <strong>HSE</strong> Policy<br />
PL-05 – Governance Policy<br />
PL-08 – Commercial Policy<br />
PL-09 – Human Resources Policy<br />
<strong>CP</strong>-100 – Policy Approval<br />
<strong>CP</strong>-102 – Corporate Document Management<br />
<strong>CP</strong>-107 – Corporate Management Framework<br />
<strong>CP</strong>-111 – Relationship With Stakeholders<br />
<strong>CP</strong>-123 – Emergency Procedures, Part I<br />
<strong>CP</strong>-126 – Personnel and Asset Security<br />
<strong>CP</strong>-129 – Contracting and Procurement<br />
<strong>CP</strong>-141 – Use <strong>of</strong> Concession Land by Third Parties<br />
<strong>CP</strong>-162 – Internal Communication<br />
PR-1029 – Competence Assessment and Assurance<br />
PR-1171 – Contract <strong>HSE</strong> Management Part I - Mandatory for <strong>PDO</strong><br />
Personnel involved in Contract Management<br />
PR-1171 – Contract <strong>HSE</strong> Management Part II - Mandatory for<br />
Contractors & Contract Holders<br />
PR-1233 – Contract and Procurement Procedure (<strong>CP</strong>P)<br />
PR-1707 – Disclosure Procedure<br />
PR-1957 – Issue Identification and Management Process<br />
PR-1980 – <strong>HSE</strong> Competence Assurance<br />
PL 03<br />
PL 04<br />
PL 05<br />
PL 08<br />
PL 09<br />
<strong>CP</strong> 100<br />
<strong>CP</strong> 102<br />
<strong>CP</strong> 107<br />
<strong>CP</strong> 111<br />
<strong>CP</strong> 123<br />
<strong>CP</strong> 126<br />
<strong>CP</strong> 129<br />
<strong>CP</strong> 141<br />
<strong>CP</strong> 162<br />
PR 1029<br />
PR 1171<br />
PR 1171<br />
PR 1233<br />
PR 1707<br />
PR 1957<br />
PR 1980<br />
<strong>PDO</strong> <strong>HSE</strong> Specifications SP-1157 – <strong>HSE</strong> Training SP 1157<br />
<strong>PDO</strong> <strong>HSE</strong> Guidelines GU-140 – C9 <strong>HSE</strong> Specification (Contracts) GU 140<br />
Other <strong>PDO</strong> Documents <strong>PDO</strong> <strong>Code</strong> <strong>of</strong> Conduct April 2011<br />
Shell Group Documents<br />
Other Requirements<br />
Shell HSSE & SP Control Framework, Version 2, (Shell Group<br />
Standards for Health, Security, Safety, the Environment & Social<br />
Performance)<br />
Environmental Management Systems –Specification with Guidance for<br />
Use<br />
Occupational Health and Safety Assessment Series<br />
The Center for Chemical Process Safety (C<strong>CP</strong>S -<br />
www.aiche.org/ccps)<br />
Royal Decree 34/73 Oman Labor Law<br />
Royal Decree 10/82 Law for the Conservation <strong>of</strong> the Environment and<br />
Protection <strong>of</strong> Pollution<br />
December 2009<br />
ISO 14001:2004<br />
OHSAS 18001:2007<br />
C<strong>CP</strong>S 2010<br />
RD 34/73<br />
RD 10/82<br />
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4. HAZARDS AND EFFECTS MANAGEMENT<br />
4.1 OVERVIEW<br />
<strong>PDO</strong> activities have the potential to harm people and the environment, to cause damage or loss to assets, to defer oil production,<br />
to cause financial loss, and to adversely impact the Company‟s reputation. A Hazards and Effects Management Process<br />
(HEMP) provides a structured approach to managing the hazards and potential effects <strong>of</strong> <strong>PDO</strong>‟s activities. There are numerous<br />
techniques to carry out HEMP, and the technique chosen should be aligned to the scope <strong>of</strong> work, risk scenarios in that work, etc.<br />
Once this is known, an appropriate technique can be chosen, such as Hazard Identification (HAZID), Hazards Analysis (HAZAN),<br />
Hazards & Operability (HAZOP), Task Risk Assessment (TRA), Quantitative Risk Assessment (QRA), Job Safety Plan (JSP),<br />
etc.<br />
Effective application <strong>of</strong> HEMP involves four steps: identify, assess, control, and recover, and all steps will generate records.<br />
These steps cover identification <strong>of</strong> the major hazards to people and the environment, assessment <strong>of</strong> the related risks, as well as<br />
implementing measures to control these risks, and to recover in case these measures fail.<br />
Although these steps are <strong>of</strong>ten described sequentially, in practice they overlap and are not always distinct. HEMP is an iterative<br />
process, i.e., a repetitive process wherein the HEMP cycle is ongoing and dynamic because the risk picture in <strong>PDO</strong> is always<br />
subject to change as well. HEMP is also a spoken process, ideally conducted using a team approach where everybody on the<br />
team is encouraged to provide their input and knowledge <strong>of</strong> the threats, hazards, and risks involved, as well as the resulting<br />
event that could occur.<br />
This chapter:<br />
<br />
<br />
<br />
<br />
<br />
Introduces <strong>PDO</strong>‟s Hazards and Effects Management Process (HEMP) and describes its role within <strong>PDO</strong>‟s <strong>HSE</strong><br />
Management System.<br />
Describes each stage <strong>of</strong> HEMP.<br />
Describes some commonly used HEMP tools and techniques to assist in developing and implementing each step.<br />
Describes the general scope <strong>of</strong> each step and also provides detailed procedures for carrying out and reporting each step.<br />
Provides additional information sources for implementing HEMP.<br />
4.2 REQUIREMENTS<br />
HEMP shall be conducted for new assets, facilities, and/or activities as well as regularly for existing facilities or operations<br />
whenever major changes take place. HEMP shall cover the lifecycle <strong>of</strong> asset / facility as illustrated below:<br />
LIFECYCLE STAGE<br />
Planning for new assets, facilities, and/or operations<br />
Reviewing existing assets, facilities, and/or operations<br />
Operational and maintenance stages for all assets,<br />
facilities, and/or operations<br />
FOCUS OF HEMP<br />
Identification and assessment <strong>of</strong> threats, hazards, and effects that may be avoided,<br />
reduced, and/or eliminated.<br />
Identification and assessment <strong>of</strong> threats, hazards, and effects that may be avoided,<br />
reduced, and/or eliminated.<br />
- Development and implementation <strong>of</strong> effective controls for HEMP.<br />
- Development and implementation <strong>of</strong> effective recovery preparedness measures.<br />
- Identification <strong>of</strong> new hazards particularly in non-routine operations.<br />
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LIFECYCLE STAGE<br />
Establishing a new Contract or renewing an existing<br />
Contract<br />
Planning for abandonment and decommissioning<br />
Abandonment and decommissioning<br />
FOCUS OF HEMP<br />
Identification and assessment <strong>of</strong> the major threats, hazards, and effects associated<br />
with the Contract so that the Contractor and/or Sub-Contractor can:<br />
- Develop and implement effective controls for hazards and effects management.<br />
- Develop and implement effective recovery and emergency preparedness<br />
measures.<br />
Identification and assessment <strong>of</strong> threats, hazards, and effects that may be avoided,<br />
reduced, and/or eliminated.<br />
Safe clean up and rehabilitation.<br />
4.3 PROCEDURES – IDENTIFY<br />
The first stage in HEMP is to systematically identify the potential health, safety, and environmental threats, hazards, and effects<br />
<strong>of</strong> your activities and operations. Threats, hazards, and effects identification is conducted at an early stage in the design and<br />
development <strong>of</strong> new facilities, equipment, and/or processes. This permits sound <strong>HSE</strong> practices, systems, and equipment to be<br />
'designed-in,' and allows for a wider choice <strong>of</strong> hazard prevention, risk reduction, mitigation, and recovery measures to be<br />
employed than with existing facilities. Continual hazard identification and risk reduction is required at existing facilities to<br />
maintain and improve <strong>HSE</strong> performance. Threats, hazards, and their consequences can be identified and assessed in a number<br />
<strong>of</strong> ways, ranging from the simple to the complex, as shown in the order below:<br />
<br />
<br />
<br />
<br />
Through experience and judgment.<br />
Using checklists.<br />
By referring to regulations, codes, and/or standards.<br />
By undertaking more structured review and analytical techniques.<br />
This first stage in HEMP also begins the formal process <strong>of</strong> documenting and recording the HEMP process. This is an important<br />
activity in that it creates a “risk history” for the organisation, and provides traceability when managing risk overall. This stage is<br />
also where risk(s) can begin to be „registered,‟ whereby a Company, Asset, or local risk register is established and populated<br />
with results <strong>of</strong> HAZID activities, for example.<br />
4.3.1 Scope <strong>of</strong> Identification<br />
Identification <strong>of</strong> threats, hazards, and effects should cover the following:<br />
<br />
<br />
<br />
<br />
All activities, products, and/or services controlled by <strong>PDO</strong>, and those influenced by <strong>PDO</strong>, such as supplier, contractor, and<br />
sub-contractor activities.<br />
All activities, products, and/or services carried out by all personnel having access to the workplace and facilities at the<br />
workplace including suppliers, contractors, and sub-contractors.<br />
Routine (frequently performed), non-routine (infrequently performed), and/or emergency operating conditions and activities.<br />
Sometimes the categories <strong>of</strong> normal and abnormal operating conditions are also considered.<br />
The lifecycle <strong>of</strong> an asset or activity, from the planning stage, through operation to decommissioning, and disposal and<br />
restoration.<br />
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4.3.2 HEMP Tools - Identification<br />
One or more <strong>of</strong> the following tools may be selected to assist in identifying threats, hazards, and effects. This selection ma y<br />
depend on the information available, the scope and/or phase <strong>of</strong> the activity or project, and/or maturity <strong>of</strong> the operation.<br />
Structured review techniques reflect collective knowledge and experience, and<br />
sometimes are codified into regulations, codes, and/or standards. Generally focused<br />
on hazard identification, assessment, and control, they contain specific information<br />
on hazards and their management for particular operations and activities.<br />
Checklists are a useful way <strong>of</strong> ensuring that known threats and hazards have all been<br />
identified and assessed. However, use <strong>of</strong> checklists shouldn‟t limit the scope <strong>of</strong> the review<br />
because checklists should be customized to the area in which they are applied, perhaps<br />
entailing adding several categories to them. Hazard and Effects Registers are particularly<br />
useful as well, as they capture the knowledge derived from using the checklist(s).<br />
4.4 PROCEDURES – ASSESS<br />
Knowledge and the judgment <strong>of</strong> experienced staff is invaluable for threat and hazard identification,<br />
assessment, and control, particularly direct feedback from incidents, accidents, near misses, and Job<br />
Safety Plans.<br />
The second stage in HEMP is to assess the health, safety, and environmental risks <strong>of</strong> all activities, and then to rank these risks.<br />
Once the hazards and effects have been identified, their consequences and likelihood can be assessed, evaluated, and the risk<br />
level determined. It is important to contrast quantitative risk assessment (QRA) with qualitative risk assessment. Neither is a<br />
“better” means <strong>of</strong> evaluating risk than the other, and either or both can be a valid means <strong>of</strong> evaluation <strong>of</strong> a particular risk.<br />
Both methods use the same basic steps <strong>of</strong> hazard identification, consequence assessment, and exposure assessment in order<br />
to characterize risk. The primary differences in the methods are the level <strong>of</strong> complexity in these steps, as well as the level <strong>of</strong><br />
experience and expertise <strong>of</strong> the personnel carrying out the assessment and a commensurate increase in the resources required<br />
to complete the exercise. Typically, qualitative risk assessment is used 1), to determine if a quantitative assessment is required,<br />
and 2), as a screening tool prior to the completion <strong>of</strong> a quantitative assessment.<br />
4.4.1 Scope <strong>of</strong> Qualitative Risk Assessments<br />
Risk assessment <strong>of</strong> hazards and effects should cover the following:<br />
<br />
<br />
<br />
All activities, products, and/or services controlled by <strong>PDO</strong>, and those influenced by <strong>PDO</strong>, such as supplier, contractor, and<br />
sub-contractor activities.<br />
All activities, products, and/or services carried out by all personnel having access to the workplace and facilities at the<br />
workplace including suppliers, contractors, and sub-contractors.<br />
Routine (frequently performed), non-routine (infrequently performed), and/or emergency operating conditions and activities.<br />
Sometimes the categories <strong>of</strong> normal and abnormal operating conditions are also considered.<br />
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<br />
The lifecycle <strong>of</strong> an asset or activity, from the planning stage, through operation to decommissioning, and disposal and<br />
restoration.<br />
Qualitative methods are best used for risk assessments <strong>of</strong> simple facilities or operations, where the exposure <strong>of</strong> the workforce,<br />
public, environment, and/or asset is low. Qualitative risk assessments are typically a combination <strong>of</strong> judgment, opinion, and<br />
experience, and using structured review techniques with as much available risk information as possible.<br />
Qualitative risk assessments should be carried out with input from those people directly involved with the risk, using a team<br />
approach. The logic here is that those directly involved with the risk have the greatest self interest and “buy-in” to subsequently<br />
control it.<br />
Many structured review techniques have and use subjective or qualitative evaluation <strong>of</strong><br />
risk. Techniques such as simple risk assessment, task risk assessment, structured<br />
brainstorming, and group risk assessments are useful here, and by their nature require<br />
team approaches. Procedures or guidelines detailing how to do these techniques should<br />
be available for risk assessment teams to refer to and use.<br />
Risk assessments can be undertaken using experience and judgment. A team approach<br />
is highly recommended because: 1) no one individual knows everything about the<br />
situation being assessed; 2) the quality <strong>of</strong> risk decisions tends to be higher and more<br />
accurate when done with a team; 3) the team approach gets involvement, especially when<br />
involving employees and contractors who face the risk; 4) risk decisions by a team also<br />
get higher levels <strong>of</strong> ownership, as the team also participates in determining and ultimately<br />
implementing the risk controls they have determined as most effective.<br />
4.4.2 HEMP Tools – The <strong>PDO</strong> Risk Assessment Matrix (RAM)<br />
The <strong>PDO</strong> Risk Assessment Matrix (shown below) shall be used to assess and evaluate <strong>HSE</strong> risks. This matrix shows risk as the<br />
product <strong>of</strong> likelihood (or probability) and consequence (or impact). Likelihood here also incorporates the assessment <strong>of</strong><br />
frequency, as frequency is a major influence on probability, the logic typically applying that the higher the frequency the higher<br />
the probability. Consequence is measured against the level <strong>of</strong> severity or “how bad” the outcome could be. It needs to be noted<br />
that there is <strong>of</strong>ten more than one consequence, in that one event could lead to primary, secondary, tertiary consequences, etc.<br />
For example, in process safety incidents, the consequences may include fatalities, injuries, environmental damage (prolonged<br />
release or fire), progressive asset damage, and/or deferred or lost production. However, asset damage normally occurs first,<br />
with secondary or more consequences affecting people, environment, reputation, etc.<br />
The assessment <strong>of</strong> likelihood is shown on the horizontal axis with assessment <strong>of</strong> consequence shown on the vertical axis. Four<br />
categories <strong>of</strong> consequence are considered at <strong>PDO</strong>: the impact on people, assets, environment, and/or reputation. Plotting<br />
the intersection <strong>of</strong> both likelihood and consequence provides a qualitative assessment <strong>of</strong> the risk level.<br />
Use <strong>of</strong> the Risk Assessment Matrix will:<br />
<br />
<br />
<br />
<br />
Enhance appreciation <strong>of</strong> <strong>HSE</strong> risk<br />
and help in reducing the residual<br />
risk to As Low As Reasonably<br />
Practicable (ALARP) at all levels<br />
in <strong>PDO</strong> (see Section 4.5.3<br />
regarding ALARP).<br />
Assist in setting clear risk based<br />
strategic goals, objectives, targets,<br />
and controls.<br />
Provide a systematic, structured,<br />
and standardized basis for<br />
implementation <strong>of</strong> a risk-based<br />
<strong>HSE</strong> Management System.<br />
Provide consistency in evaluating<br />
and managing risk across all <strong>PDO</strong><br />
activities, including contractor<br />
activities.<br />
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4.4.3 Scope <strong>of</strong> Quantitative Risk Assessments<br />
Quantitative Risk Assessments (QRA) are undertaken for more complex facilities or activities, and/or where required by law.<br />
Determining whether a qualitative or quantitative technique is to be used depends on the scope and complexity <strong>of</strong> the scenario<br />
being assessed. However, the application <strong>of</strong> quantitative methods is considered to be desirable under the following situations:<br />
<br />
<br />
<br />
<br />
<br />
When evaluating and comparing risk reduction options and where the relative effectiveness <strong>of</strong> these options is not obvious.<br />
When the exposure <strong>of</strong> the workforce, public or strategic value <strong>of</strong> the asset is high, and risk reduction measures are to be<br />
evaluated<br />
When novel technology is involved resulting in a perceived high level <strong>of</strong> risk for which no historical data is available<br />
When a demonstration that risks are being managed to a level which is as low as reasonably practicable (ALARP) is<br />
required.<br />
The application <strong>of</strong> QRA need not be limited to large, complex and expensive studies, however. It is a technique that can be<br />
applied quickly and inexpensively to help structure the solution to problems for which the solution is not intuitively obvious.<br />
Only staff with adequate training and experience should undertake QRA, although it is critical that personnel familiar with the<br />
operation or facility are involved in the study. QRA <strong>of</strong>ten involves the use <strong>of</strong> specialized s<strong>of</strong>tware.<br />
QRA provides a structured approach to assessing risk, whether the risks are human, hardware /<br />
s<strong>of</strong>tware failure, environmental events, and/or combinations <strong>of</strong> failures and events.<br />
QRA identifies high-risk areas, assists in efficient and effective risk management, and helps<br />
demonstrate that risks are being managed to a level deemed ALARP. Refer to SP 1258 –<br />
Quantitative Risk Assessment for further details on QRA.<br />
4.5 PROCEDURES – CONTROL<br />
4.5.1 Scope <strong>of</strong> Controls<br />
The third stage in HEMP, developing fit-for-purpose risk controls, requires use <strong>of</strong> appropriate risk control identification<br />
techniques, such as HAZOP / PR-1696, for example. Application <strong>of</strong> the technique chosen should cover:<br />
<br />
<br />
<br />
<br />
All activities, products, and/or services controlled by <strong>PDO</strong>, and those influenced by <strong>PDO</strong>, such as supplier, contractor,<br />
and sub-contractor activities.<br />
The activities, products, and/or services carried out by all personnel having access to the workplace and facilities at the<br />
workplace including suppliers, contractors, and/or sub-contractors.<br />
Routine (frequently performed), non-routine (infrequently performed), and/or emergency operating conditions and<br />
activities. Sometimes the categories <strong>of</strong> normal and abnormal operating conditions are also considered.<br />
The lifecycle <strong>of</strong> an asset or activity, from the planning stage, through operation to decommissioning, and disposal and<br />
restoration.<br />
Risk controls should include prevention, mitigation, and recovery measures. The following table illustrates the difference among<br />
these various types <strong>of</strong> controls:<br />
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CONTROL USE DESCRIPTION AND EXAMPLE<br />
PREVENTION<br />
MEASURES<br />
MITIGATION<br />
MEASURES<br />
RECOVERY<br />
MEASURES<br />
To reduce the likelihood /<br />
probability <strong>of</strong> hazards or to prevent<br />
or avoid the release <strong>of</strong> a hazard.<br />
To reduce or limit the number and<br />
severity <strong>of</strong> the consequences<br />
arising from a hazardous event or<br />
effect.<br />
Includes top events.<br />
Examples include guards or shields (coatings, inhibitors, shutdowns), separation<br />
(time and space), reduction in inventory, control <strong>of</strong> energy release (lower speeds,<br />
safety valves, different fuel sources), and administrative (procedures, warnings,<br />
training, drills).<br />
Active systems<br />
- Intended to detect and abate incidents, i.e., gas, fire, and smoke alarms,<br />
shutdowns, deluge systems.<br />
Passive systems<br />
- Intended to guarantee the primary functions, i.e., fire and blast walls, isolation,<br />
separation, protective devices, drainage systems.<br />
Operational (non-physical) systems<br />
- Intended for emergency management, i.e., contingency plans, procedures,<br />
training, drills.<br />
All technical, operational, and organisational measures which can:<br />
- Reduce the likelihood that the first hazardous event or „top event‟ will escalate or<br />
develop into further consequences.<br />
- Provide life saving capabilities should the „top event‟ escalate further.<br />
Development <strong>of</strong> risk controls should consider the “<strong>PDO</strong> Hierarchy <strong>of</strong> Risk Controls” as described below.<br />
<strong>PDO</strong> Hierarchy <strong>of</strong> Risk Controls<br />
In all cases, risk controls should be developed and established so that risk reduction achieves a level that is ALARP. The <strong>PDO</strong><br />
Risk Assessment Matrix is to be used as a standard to identify controls that reduce risk to ALARP. This Matrix for Risk<br />
Management is shown below.<br />
Depending on what the threat and/or hazard is, the same control may be used to prevent, mitigate, and/or recover from a<br />
threatening and/or hazardous event. For example, all measures ranging from the first steps in mitigation through to<br />
reinstatement <strong>of</strong> the operation assist in preparing for recovery.<br />
An important outcome <strong>of</strong> HEMP is identifying the <strong>HSE</strong> risks arising from <strong>PDO</strong> operations that are classified as “high,”<br />
prioritizing these, and identifying the actions that must be taken to manage them. These actions are defined as <strong>HSE</strong><br />
Critical Activities and are a focus <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System.<br />
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4.5.2. Risk Acceptance Criteria<br />
Risk Acceptance Criteria have been established at <strong>PDO</strong> to provide guidance to the question, “If the risk is determined to be Low,<br />
Medium, or High, what should we do with respect to demonstrating ALARP?” For example, SP-1258 – Quantitative Risk<br />
Assessment (QRA) refers to risk acceptance criteria. In general, risk acceptance criteria apply the following concept:<br />
<br />
<br />
<br />
For low risks, there is usually no formal need to demonstrate ALARP; the risks are already low.<br />
For medium risks, sometimes there is a need to demonstrate ALARP by determining and incorporating risk reduction<br />
measures. This can be a leadership decision as to what types <strong>of</strong> controls are required for the various <strong>HSE</strong> risks that are<br />
faced.<br />
High risks require some type <strong>of</strong> immediate risk reduction plan or measures so as to proceed with the work or activity. In<br />
some cases if an immediate risk reduction solution cannot be found and applied, the task or activity may not be allowed to<br />
proceed.<br />
4.5.3 What is ALARP?<br />
ALARP – As Low As Reasonably Practicable - is <strong>of</strong>ten expressed in qualitative or quantitative terms. However, ALARP itself<br />
does not prevent accidents; suitable, adequate, effective, and timely implementation <strong>of</strong> risk controls prevents accidents.<br />
Therefore, the following statements are provided as a guide to determining whether a particular risk is being managed to an<br />
ALARP level:<br />
<br />
<br />
<br />
<br />
<br />
Management ultimately decides whether ALARP is achieved, on a case by case basis, for each particular risk.<br />
For each particular risk, ALARP can only be determined by comparing a number <strong>of</strong> risk control options or strategies.<br />
If risk is not controlled in a manner that meets applicable standards (e.g., Omani Law, industry codes <strong>of</strong> practice, <strong>PDO</strong><br />
Specifications, international standards, and/or other stakeholder concerns / expectations), ALARP has not been achieved.<br />
ALARP has not been achieved if risk can be appreciably reduced further for only a small incremental cost or investment.<br />
There are several quantitative and qualitative tools that may be used to assist in determining and demonstrating that risks<br />
are managed to ALARP levels, e.g. the Risk Assessment Matrix, QRA, HAZID, HAZOP, Task Risk Analysis, Cost Benefit<br />
Analysis (CBA), etc.<br />
Part <strong>of</strong> the ALARP demonstration process will involve assessing and evaluating the magnitude <strong>of</strong> the risk reduction that can be<br />
provided by a proposed option. Along with the benefit, the technical feasibility, cost and effort <strong>of</strong> the proposed risk reduction<br />
option should also be assessed as part <strong>of</strong> CBA. For more information about ALARP, see GU-655 Demonstrating ALARP.<br />
The quantified risk reduction considered within the scope <strong>of</strong> a QRA study, for example, should be limited to options that can be<br />
reasonably evaluated by QRA. These are broadly inherent safety options, but may also include some engineered and<br />
procedural controls. As many <strong>of</strong> the risk reduction options would involve changes to the process design, facility layout,<br />
safeguarding, or operations philosophy, the brainstorming <strong>of</strong> QRA risk reduction options should involve a multi-disciplinary team.<br />
Identified options should be ranked on quantitative risk reduction against cost and effort <strong>of</strong> implementing. The residual risk or the<br />
benefits gained from risk reduction initiatives, once risk reduction initiatives are approved and implemented, should also be<br />
determined by the team.<br />
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Example <strong>of</strong> Managing Risk to ALARP<br />
As a guide to deciding whether risk is managed to ALARP, the following statements can be made about the example above:<br />
<br />
<br />
<br />
Option 1 is not ALARP as the risk is not yet controlled to applicable standards.<br />
Options 2 and 3 may be ALARP. However, if for only a small incremental investment, the risk level could be further reduced<br />
as in Option 4, Option 4 would then be ALARP.<br />
Options 5 and 6 may not be ALARP as the reduction in risk may not be justified by the additional investments required for<br />
control.<br />
4.5.4 Residual Risk<br />
Residual risk is the “remaining” risk after all proposed controls are applied and taking into consideration the quality and<br />
effectiveness <strong>of</strong> the controls in place. The potential difference between inherent and residual risk gives an indication <strong>of</strong> the<br />
quality and effectiveness <strong>of</strong> the controls put in place. When considering residual risk levels, this should be done in the context <strong>of</strong><br />
the overall risk pr<strong>of</strong>ile for the business. In the case <strong>of</strong> <strong>PDO</strong> managing major process plants and other process safety issues,<br />
major accident hazards are still likely to be a significant contributor to the overall <strong>PDO</strong> risk pr<strong>of</strong>ile.<br />
Where the residual risks remain at high levels, <strong>PDO</strong> senior leadership should consider if and what strategic activities are required<br />
to further lower the risk levels during their management review processes. This is applying the concept <strong>of</strong> continual improvement<br />
to the overall HEMP process and the organisation‟s overall Risk Pr<strong>of</strong>ile.<br />
The terms „risk acceptance‟ and „risk appetite‟ require consideration as well. Risk acceptance refers to a set <strong>of</strong> criteria defining<br />
the limits above which risks cannot be tolerated. Risk appetite refers to the positive benefits <strong>of</strong> exploiting a business opportunity<br />
associated with the risks. These two concepts together should be balanced against one another and against the cost <strong>of</strong><br />
managing the exposure. Some other key points regarding residual risk with respect to the managing risk process:<br />
<br />
<br />
Residual risk, initially, is a prediction by the assessment team <strong>of</strong> the risk that will remain, assuming the recommended risk<br />
control(s) are implemented. At this stage it is not yet tested or proven.<br />
Risk controls, once their implementation has begun, must be verified in the field at the point <strong>of</strong> control as to whether the<br />
targeted residual risk level has been achieved or not. At this stage, the key question becomes, “Have the implemented risk<br />
controls brought the risk down to the predicted level?” This is a key part <strong>of</strong> risk monitoring.<br />
Once determined, the original risk assessment documentation has to be reviewed and changed as necessary. For<br />
example, if the original determination was that a high risk could be brought down to a low risk, but field verifications and the<br />
evidence shows the risk level to be actually a medium residual risk, then the risk register and other associated risk<br />
documentation must be changed and updated accordingly.<br />
4.6 PROCEDURES – RECOVER<br />
The fourth and final stage in HEMP is to ensure the necessary steps are planned to be able to recover from the release <strong>of</strong> a<br />
hazard, should the controls that have been put in place fail to prevent its release. Recovery from the consequences <strong>of</strong> the<br />
release <strong>of</strong> a hazard requires careful planning. Even with a comprehensive range <strong>of</strong> controls in place to prevent the release <strong>of</strong><br />
hazards and/or their effects, things can still go wrong.<br />
Should the controls fail to prevent or avoid the release <strong>of</strong> a hazard then some kind <strong>of</strong> counter measures are required to limit<br />
the number and severity <strong>of</strong> the consequences <strong>of</strong> the hazardous event or effect. These counter measures are aimed at<br />
mitigating the consequences <strong>of</strong> the hazard and aid in reinstatement <strong>of</strong> the normal operation or activity.<br />
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Recovery measures can reduce the likelihood or probability that the first hazardous event will develop into further consequences<br />
and provide life saving capabilities should the „top event‟ escalate further. To assist with recovery, it is important that all<br />
personnel are fully briefed and drilled as to the response measures planned, including evacuation and restoration procedures.<br />
For major incidents, this may include also crisis management and business continuity planning.<br />
4.6.1 Scope <strong>of</strong> Recovery<br />
Recovery should include:<br />
<br />
<br />
<br />
<br />
All activities, products, and/or services controlled by <strong>PDO</strong>, and those influenced by <strong>PDO</strong>, such as supplier, contractor, and<br />
sub-contractor activities.<br />
The activities, products, and/or services carried out by all personnel having access to the workplace and facilities at the<br />
workplace including suppliers, contractors, and/or sub-contractors.<br />
Routine (frequently performed), non-routine (infrequently performed), and/or emergency operating conditions and activities.<br />
Sometimes the categories <strong>of</strong> normal and abnormal operating conditions are also considered.<br />
The lifecycle <strong>of</strong> an asset or activity, from the planning stage, through operation to decommissioning, and disposal and<br />
restoration.<br />
In developing recovery measures, consider and include both active (e.g., emergency shutdown procedures, automatic blowdown<br />
systems, alarms, fire protection) and passive emergency preparedness and response arrangements (e.g. emergency response<br />
call out and duty rosters) for both operational and contingency planning (abnormal situations and potential emergencies). Refer<br />
to Chapter 5 <strong>of</strong> this Manual “Planning and Procedures” for more details about emergency preparedness and response.<br />
For effective recovery procedures it is important that each recovery measure be accompanied by formal documentation. For<br />
instance, each action that should be taken in the event that a control fails shall be documented. In addition, the persons<br />
responsible and/or accountable for establishing, maintaining, implementing, and reviewing each associated procedure shall be<br />
defined and competent.<br />
Effective recovery procedures also require testing and review. For instance, all procedures for recovery from high risk and<br />
emergency scenarios shall be in place and subject to testing and defined review periods. In between the defined review periods,<br />
recovery procedures should be reviewed, and possibly updated, for the following situation:<br />
<br />
<br />
<br />
<br />
An incident has occurred.<br />
Following analysis <strong>of</strong> drills and testing.<br />
Any changes in the operational environment occur.<br />
There are changes in legal and other requirements and/or industry best practice.<br />
Performance against all recovery procedures should be recorded and formally reviewed periodically. Such performance may be<br />
linked to Company, Asset, and/or local goals, objectives, and/or targets. Parties responsible and accountable for implementing<br />
recovery procedures shall be competent to do so and clearly understand their roles, responsibilities, and accountabilities.<br />
4.6.2 HEMP Tools - Recovery<br />
Experienced personnel can construct a bow tie diagram as part <strong>of</strong> a hazard analysis<br />
(HAZAN) and use this to consider the chain <strong>of</strong> events resulting from a top event and the<br />
recovery measures required to reduce the probability and effect <strong>of</strong> each consequence.<br />
Knowledge <strong>of</strong> experienced personnel is invaluable for hazard identification and analysis /<br />
assessment, particularly coming from direct feedback from incidents, accidents, near<br />
misses, and/or hazards.<br />
Procedures for recovery from high risk and emergency scenarios should be in place and<br />
subject to drills, testing, and review. Creating simple checklists and/or Work Instructions,<br />
based on procedures, clarify and expedite response in real emergency situations.<br />
All control and recovery procedures should be established, included, and recorded in the <strong>HSE</strong><br />
Management System, an <strong>HSE</strong> Case, MOPO, and/or Job Safety Plans with recovery actions that should<br />
be taken in the event a control fails being documented.<br />
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4.7 PROCEDURES – RECORD<br />
It is important to establish, manage,<br />
maintain, review, and update HEMPrelated<br />
records to demonstrate<br />
traceability and compliance with the<br />
entire HEMP process itself, the <strong>HSE</strong><br />
MS, and/or other requirements. This<br />
includes creating, making available,<br />
maintaining, and reviewing /<br />
updating the documentation for<br />
Safety Critical Equipment, including<br />
data and drawings that are critical to<br />
managing Process Safety /<br />
Technical Integrity. The <strong>PDO</strong> Matrix<br />
for Demonstration <strong>of</strong> Risk<br />
Management shown below shall be<br />
used as a standard for determining<br />
the type <strong>of</strong> HEMP records required<br />
for creating, recording, and retention.<br />
4.7.1 HEMP Tools – Records<br />
The following documents should be kept to describe the hazards and effects identification, analysis, controls results, and their<br />
monitoring requirements.<br />
A Hazard and Effects Register demonstrates that all hazards and effects have been identified, are<br />
understood, and are being properly controlled. The Register is kept current throughout the life<br />
cycle <strong>of</strong> a project, i.e., from the planning and design stage, through operation, to<br />
decommissioning, abandonment, and disposal. The purpose <strong>of</strong> the Hazards and Effects Register<br />
is to present the results <strong>of</strong> the analysis made <strong>of</strong> each hazard or effect present in, or resulting<br />
from, the facility or operation.<br />
Once the Hazards and Effects Register is completed it is possible to complete a Manual <strong>of</strong><br />
Permitted Operations (MOPO) which defines:<br />
The level and number <strong>of</strong> barriers put in place initially and the recovery measures to be put in place.<br />
The limit <strong>of</strong> safe operation if the barriers and/or recovery measures are reduced, removed,<br />
bypassed, and/or purposefully defeated.<br />
The limit <strong>of</strong> safe operation permitted during periods <strong>of</strong> escalated risk in likelihood, consequences,<br />
or both.<br />
Which activities may or may not be carried out concurrently, <strong>of</strong>ten referred to „Simultaneous<br />
Operations.‟<br />
Hazards and effects information gained from the Hazards and Effects Register and a MOPO is now<br />
incorporated into the <strong>HSE</strong> Case. The <strong>HSE</strong> Case must demonstrate that:<br />
All threats, hazards, and effects have been identified.<br />
The likelihood and consequences <strong>of</strong> a hazardous event have been assessed.<br />
Controls to manage potential causes (threat barriers) are in place.<br />
Recovery / emergency preparedness measures to mitigate potential consequences have been taken.<br />
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4.8 REFERENCES<br />
The following documents provide further / related information on the Hazards and Effects Management Process (HEMP):<br />
<strong>PDO</strong> Policies<br />
PL-03 – Risk and Internal Control<br />
PL-04 – Health, Safety, and Environmental Protection<br />
PL 03<br />
PL 04<br />
<strong>PDO</strong> <strong>Code</strong>s <strong>of</strong> <strong>Practice</strong> <strong>CP</strong>-131 – Risk and Opportunity Management <strong>CP</strong> 131<br />
<strong>PDO</strong> <strong>HSE</strong> Procedures<br />
PR-1232 – Design Integrity Review Procedure<br />
PR-1696 – HAZOP Procedure<br />
PR-1971 – HAZID Procedure<br />
PR 1232<br />
PR 1696<br />
PR 1971<br />
<strong>PDO</strong> <strong>HSE</strong> Specifications<br />
SP-1075 – Fire and Explosion Risk Management (FERM)<br />
SP-1258 – Quantitative Risk Assessment (QRA)<br />
SP-2062 – <strong>HSE</strong> Specification: Specifications for <strong>HSE</strong> Cases<br />
SP 1075<br />
SP 1258<br />
SP 2062<br />
<strong>PDO</strong> <strong>HSE</strong> Guidelines<br />
GU-195 – Environment Assessment Guideline<br />
GU-230 – Fire and Explosion Risk Management (FERM) Facility Plan Guideline<br />
GU-432 – Road Transport <strong>HSE</strong> CASE<br />
GU-447 – Integrated Impact Assessment Guidelines<br />
GU-611 – <strong>PDO</strong> Guide to Engineering Standards and Procedure<br />
GU-648 – Guide for Applying Process Safety In Projects<br />
GU-655 – Demonstrating ALARP<br />
GU 195<br />
GU 230<br />
GU 432<br />
GU 447<br />
GU 611<br />
GU 648<br />
GU 655<br />
Other <strong>PDO</strong> Documents No direct link exists and/or is required. --<br />
Shell Group Documents<br />
Shell HSSE & SP Control Framework, Version 2, (Shell Group Standards for<br />
Health, Security, Safety, the Environment & Social Performance)<br />
December 2009<br />
Other Documents<br />
Environmental Management Systems –Specification with Guidance for Use<br />
Occupational Health and Safety Assessment Series<br />
The Center for Chemical Process Safety (C<strong>CP</strong>S - www.aiche.org/ccps)<br />
ISO 14001:2004<br />
OHSAS 18001:2007<br />
C<strong>CP</strong>S 2010<br />
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5. PLANNING AND PROCEDURES<br />
5.1 OVERVIEW<br />
Managing <strong>HSE</strong> risk and improving <strong>HSE</strong> performance requires careful planning at all levels in <strong>PDO</strong>. Goals, objectives, and<br />
targets should be set, with plans established to achieve these. In the event <strong>of</strong> an unplanned event and/or existing plans go<br />
wrong, emergency preparedness, response, and/or contingency plans should be in place.<br />
An important outcome <strong>of</strong> HEMP is identifying the key activities that must be controlled if <strong>PDO</strong> is to adequately manage <strong>HSE</strong> risks<br />
and planning for them. Procedures and work instructions should be established to manage these activities. These procedures<br />
should also address risk control requirements generated from the HEMP process. A Permit to Work system should be<br />
implemented to control work in areas where the area and/or the work itself is deemed to be hazardous and the associated risk<br />
level requires special precautions to be taken.<br />
This Chapter covers <strong>PDO</strong>‟s use <strong>of</strong> plans and procedures to achieve our <strong>HSE</strong> goals, objectives, and targets including:<br />
<br />
<br />
<br />
Background information on the <strong>HSE</strong> planning process (including Corporate and Asset Level <strong>HSE</strong> Plans, goals, objectives,<br />
and targets).<br />
General information regarding planning and procedures for controlling <strong>PDO</strong>‟s implementation and operations. More detailed<br />
information is covered in Process 6, Implementation and Operation with respect to day-to-day implementation <strong>of</strong> plans and<br />
procedures.<br />
General information on emergency response and contingency planning, with links to the detailed documentation.<br />
5.2 REQUIREMENTS<br />
<strong>PDO</strong>‟s planning process is the process by which corporate goals, objectives, and targets are agreed and then converted into<br />
plans and ultimately into budgeted activities, and is described in <strong>CP</strong> 136 Planning in <strong>PDO</strong>. This document also describes <strong>PDO</strong>‟s<br />
Annual Planning Cycle. The purpose <strong>of</strong> <strong>PDO</strong>‟s Annual Planning Cycle is to provide a planning framework for the Company to<br />
review, plan, and submit performance results, future strategies, and investment opportunities to the Company‟s shareholders and<br />
other relevant stakeholders. The main components <strong>of</strong> this planning framework are to:<br />
<br />
<br />
<br />
<br />
<br />
<br />
Analyze and report performance from the previous year (including <strong>HSE</strong>).<br />
Inventory corporate hydrocarbon resources.<br />
Define and confirm the Company‟s long term aspirations and outline and agree with the shareholders the Corporate<br />
Strategies and Objectives to be set for the following year (including <strong>HSE</strong>).<br />
Prepare a five year plan <strong>of</strong> activities comprising investment projects, technology projects, and business improvement<br />
activities which will allow <strong>PDO</strong> to meet the Corporate Objectives (including <strong>HSE</strong>), maximizing the long term value <strong>of</strong> the<br />
business and short term return to shareholders.<br />
Obtain shareholder approval for the programmed activities along with the requisite budgets.<br />
Cascade annual performance goals, objectives, and targets from the Corporate Plan to the teams within <strong>PDO</strong> (including<br />
<strong>HSE</strong> and Technical Integrity), and other relevant stakeholders, such as shareholders.<br />
<strong>CP</strong>-136 Planning in <strong>PDO</strong> also describes how annual plans cascade through business planning (including <strong>HSE</strong> planning) and<br />
budget preparation, to integrated activity plans (i.e., 90 day and 14 day plans) and production forecasting.<br />
5.2.1 <strong>HSE</strong> Goals, Objectives, and Targets<br />
<strong>PDO</strong> goals, objectives, and targets should be:<br />
<br />
<br />
<br />
<br />
<br />
“SMART” – Specific, Measureable, Attainable, Realistic, and Trackable / Time-bound, wherever practicable.<br />
Clearly and unambiguously documented.<br />
Communicated to all employees and contractors.<br />
Reviewed regularly to ensure their continuing suitability, adequacy, and effectiveness.<br />
A mechanism for motivating and delivering continual improvement in <strong>HSE</strong> performance.<br />
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5.2.2 <strong>HSE</strong> Management Plans (Corporate and Asset Level)<br />
<strong>PDO</strong>‟s Corporate <strong>HSE</strong> Plan is annual and is prepared within the Annual Planning Cycle. The Plan is designed to meet <strong>PDO</strong>‟s<br />
Business Objectives, Company Policies, and its continual improvement objectives.<br />
The Corporate <strong>HSE</strong> Plan establishes Company-wide performance indicators and annual targets. It also includes a list <strong>of</strong> action<br />
items to be completed. This Action Plan sets completion target dates and defines action parties.<br />
5.2.3 Activity Planning<br />
Cascading the Annual Exploration and Production Program (including <strong>HSE</strong> issues) to day-to-day activities is achieved through<br />
<strong>PDO</strong>‟s Integrated Planning System (presented below).<br />
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The <strong>PDO</strong> Integrated Planning System<br />
5.2.4 Emergency Response and Contingency Planning<br />
EMERGENCY RESPONSE<br />
Emergency response is an important part <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System. Although every effort is made to ensure that<br />
incidents do not occur, the potential for hazardous events and emergency situations still exists. It is <strong>PDO</strong>‟s responsibility to<br />
ensure that plans, procedures, and resources are in place to respond swiftly and efficiently to any emergency situation and to<br />
minimize any consequential losses. Anybody who witnesses an emergency incident must immediately raise the <strong>PDO</strong><br />
emergency response organisation by calling 5555. Once called, further guidance will be given as necessary on how to manage<br />
the emergency situation by the emergency management center.<br />
Refer to <strong>CP</strong> 123 Emergency Response Part I and PR 1065 Emergency Response Documents Part II – Company Procedure for<br />
more details about <strong>PDO</strong>‟s emergency response procedures.<br />
CONTINGENCY PLANNING<br />
A number <strong>of</strong> assets and activities have been identified as requiring individual emergency response Contingency Plans. These<br />
contain descriptions <strong>of</strong> high-risk emergency scenarios and plans for how to manage them. Refer to Emergency Response<br />
Documents Part III – Contingency Plans for more details about individual <strong>PDO</strong> Contingency Plans.<br />
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5.3 PROCEDURES<br />
All <strong>HSE</strong> Critical Activities and their supporting tasks should have written procedures and/or work instructions in place. If these<br />
are to be effective, they should be simple, unambiguous, understandable, relevant, and detailing clear roles and responsibilities.<br />
More detail regarding their actual implementation is found in <strong>PDO</strong> <strong>HSE</strong>-MS Process 6 – Implementation and Operation.<br />
In addition to controlling activities and tasks, it is important that procedures include measures aimed at improving <strong>HSE</strong><br />
performance or managing <strong>HSE</strong> risk. It is also important to consider how work instructions are communicated to the workforce<br />
ahead <strong>of</strong> job execution (e.g., through Permit to Work Systems).<br />
5.3.1 Developing Procedures<br />
Any activity for which the absence <strong>of</strong> written procedures could result in violations or deviations to the <strong>PDO</strong> <strong>HSE</strong> Policy, breaches<br />
<strong>of</strong> legal, regulatory, and/or other requirements, and/or performance criteria, should be identified. Documented procedures and/or<br />
work instructions should be prepared for such activities, defining how they should be conducted whether by the company's own<br />
employees, or by contractors acting on its behalf to ensure technical integrity and to transfer knowledge effectively. In addition,<br />
not carrying this out risks the issuance <strong>of</strong> a non-conformity with respect to <strong>PDO</strong>‟s ISO 14001 certification.<br />
All written procedures should be stated simply, unambiguously, and understandably, and should indicate the persons responsible<br />
and accountable (i.e., use <strong>of</strong> RASCI), the methods to be used and, where appropriate, performance standards, and other<br />
relevant criteria to be satisfied.<br />
Procedures are also required for procurement and contracted activities, to ensure that suppliers, contractors, and those acting on<br />
the company's behalf comply with the company's policy requirements that relate to them.<br />
It is important to ensure that those who will be responsible and/or accountable for putting procedures and written instructions into<br />
effect are closely involved in their creation, implementation, monitoring, and review with the active engagement <strong>of</strong> affected<br />
stakeholders. Clarity and simplicity <strong>of</strong> style and language are the characteristics to aim for in writing them, consistent with<br />
accurate coverage <strong>of</strong> the activities which they address. For example, effective procedures and work instructions contain several<br />
important features:<br />
1. Start with a statement <strong>of</strong><br />
purpose and task importance.<br />
2. Present the task in a step-bystep<br />
approach.<br />
3. Express what to do positively.<br />
4. Explain the reasons for the<br />
steps.<br />
5. Print / publish in a simple and<br />
functional format.<br />
6. Ensure review and feedback.<br />
This is included to increase motivation and understanding, and thereby retention and<br />
conformance. In other words, explain why the worker should comply with the<br />
standard practice. Relate it to the worker‟s own welfare. Build a bit <strong>of</strong> pride and safe<br />
behaviour into the document.<br />
Define “HOW” to proceed. It is best to embed and reinforce in the relevant steps the<br />
most important <strong>HSE</strong>-related rules. Keep these as short and simple as possible; give<br />
the reasons for the rules and focus on the critical few.<br />
Rather than a long list <strong>of</strong> “don‟ts,” highlight the things that the person can do to ensure<br />
efficient, safe, and productive results. Keep the “thou shalt nots” to a minimum.<br />
Emphasize the positives.<br />
They answer the question “why?” As such, they also point out the most probable<br />
sources <strong>of</strong> problems for the specific task, the things to which special <strong>HSE</strong> attention<br />
should be paid.<br />
Since procedures are primarily teaching and learning tools, they must be clear,<br />
concise, correct, and complete.<br />
Determine periodical review frequencies for task procedures to ensure continual<br />
improvement. Ensure feedback <strong>of</strong> both commendation and correction is<br />
communicated to all relevant parties.<br />
In addition, documents authors should pay attention to:<br />
Sentence structure: Avoid compound and run-on sentences. Comprehension is usually hindered by long sentence<br />
structure.<br />
<br />
Use <strong>of</strong> words: Avoid using words and language that the average reader may not be familiar with. Don't try to impress<br />
people with the use <strong>of</strong> unnecessary tri-syllable words. Try to avoid using words that make suggestions appear to be edicts.<br />
Use words like “I, You, We, They,” as little as possible and seek to avoid repetitious use <strong>of</strong> words. The author should<br />
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<br />
always reread the entire document before having it issued to detect overused words as well as errors that may have been<br />
unintentionally made.<br />
Sequence <strong>of</strong> suggestions: The author should attempt to present and layout the document in a logical way which will<br />
facilitate their implementation. Use <strong>of</strong> standard <strong>PDO</strong> templates facilitates this process, and these can be accessed in the<br />
<strong>PDO</strong> CMF.<br />
Providing instruction on the conduct <strong>of</strong> worksite tasks can take many forms, depending on the complexity <strong>of</strong> the task, the<br />
competence <strong>of</strong> the people performing it, the inherent hazards and risks associated with it, and the effects that it might have on<br />
other aspects <strong>of</strong> the operation or facility.<br />
Thus, verbal instructions will need to be supported with, or replaced by, written procedures or work instructions wherever the<br />
absence <strong>of</strong> written material could threaten proper <strong>HSE</strong> performance. Written work instructions will outline the work scope and<br />
reference any particular direction that is to be followed; similar considerations to those for system procedures also apply t o their<br />
development. Monitoring and other <strong>HSE</strong> requirements, such as applicable rules and personal protective equipment, can be<br />
specified in these documents as well.<br />
For example, in a production facility where hydrocarbons are stored and/or produced, stringent controls are required and most<br />
work is conducted under a 'Permit-to-Work' system. Within this, the work is defined, the precautions specified, other parties<br />
whose activities may be affected are notified, and the permit signed <strong>of</strong>f properly by all parties involved. However, supplementary<br />
documentation is also <strong>of</strong>ten required in the form <strong>of</strong> job safety / hazard analyses, procedures, and/or work instructions for the<br />
task(s) itself.<br />
5.3.2 Issuing Procedures / Work Instructions<br />
Procedures and/or work instructions define the manner <strong>of</strong> conducting tasks at the work-site level, whether conducted by the<br />
company's own employees or by contractors acting on its behalf. In the case <strong>of</strong> <strong>HSE</strong> Critical Tasks, which have the potential for<br />
adverse <strong>HSE</strong> consequences if incorrectly performed, these procedures and/or work instructions should be documented,<br />
communicated to relevant personnel, and be subject to the requirements <strong>of</strong> <strong>PDO</strong>‟s document and records control system. Use <strong>of</strong><br />
standard <strong>PDO</strong> templates facilitates this process, and these can be accessed in the <strong>PDO</strong> CMF.<br />
The activities which can be described as '<strong>HSE</strong> Critical' must have procedures and/or work instructions. An <strong>HSE</strong> Critical activity is<br />
any activity that is undertaken to provide or maintain controls for RAM 3+ consequences. For more information on the <strong>PDO</strong><br />
RAM, see PR-1418.<br />
In situations such as projects and/or major contracts where <strong>PDO</strong> is the overall accountable party, <strong>HSE</strong> Critical activities will also<br />
be identified as such areas where documented procedures are particularly necessary (as opposed to an absence <strong>of</strong> documented<br />
procedures) in order to cover interfaces between different groups or disciplines and where coordination is vital to achieve<br />
successful <strong>HSE</strong> outcomes. This <strong>of</strong>ten requires the use <strong>of</strong> a „bridging document.‟<br />
For example, one or more parties may be using their existing procedures, either from <strong>PDO</strong> or the Contractor‟s organisation to<br />
carry out a work activity, yet these procedures do not completely cover the identified risks and contingencies in the work activity.<br />
In such a case, another document is <strong>of</strong>ten required to „bridge‟ the gaps so as to cover what is needed to be done to completely<br />
cover all risks and contingencies in the work activity. In addition to the points made above, procedures and/or work instructions<br />
should be:<br />
<br />
<br />
<br />
<br />
Subject to a regular and formalized system <strong>of</strong> review, update, approval, and re-issue.<br />
Dated and traceable to the activity involved.<br />
Identified with a custodian.<br />
Accessible to all relevant personnel (not just physically evident but user-friendly and well indexed, either in s<strong>of</strong>t- or<br />
hardcopy).<br />
5.3.3 Accountability and Responsibility for Operational Control<br />
Asset Directors have single point accountability for the day-to-day management, performance, and development <strong>of</strong> all assets.<br />
This accountability includes controlling operations in a way that manages the <strong>HSE</strong> risks associated with each asset. The Asset<br />
Director Mandate describes the assets over which each Asset Director holds single point accountability. An asset may be<br />
passed between different Asset Directors during its life cycle.<br />
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Service Level Agreements (SLA) specify the nature, scope, roles, responsibilities, and accountabilities for the essential services<br />
to be provided by and for each party under the SLA. These also define the boundaries <strong>of</strong> operational control for each party /<br />
Asset Director.<br />
Contract Holders are accountable for specifying the applicable procedures and work instructions for Contractor activities, and for<br />
ensuring that they are complied with. Refer to PR 1171 Contract <strong>HSE</strong> Management for details about controlling and monitoring<br />
Contractor activities.<br />
Operational control documents (written procedures, work instructions, and/or specifications) within <strong>PDO</strong> are generally authored<br />
along Functional lines. When authored, the various roles, responsibilities, and accountabilities should also be clearly stated in<br />
the document, with use <strong>of</strong> the RASCI approach to ensure clarity. It is the accountability <strong>of</strong> individual Asset Directors to<br />
implement these documents within their Directorate Teams.<br />
5.3.4 DCAF<br />
To further assist and improve planning processes, <strong>PDO</strong> also implements the Discipline Controls and Assurance Framework, or<br />
„DCAF.” This framework helps to standardize Quality Control (QC) and Quality Assurance (QA) across all disciplines. Both<br />
Controls and Assurance are covered in DCAF and its associated documentation. DCAF consists <strong>of</strong> three elements:<br />
1. Discipline Standards: Standards (global and local) that<br />
lists all discipline deliverables that need sign-<strong>of</strong>f by an<br />
authorized individual. Note that DCAF does not set the<br />
standards, the relevant Disciplines do.<br />
2. Discipline Authority Manual: A list <strong>of</strong> individuals with their<br />
respective authority-levels.<br />
3. Project / Asset Controls and Assurance Plan: A plan,<br />
listing what needs to be controlled or assured per the<br />
Opportunity Realization Process (ORP) phase. Controls<br />
are routine, risk-based (refer to Process 4, HEMP),<br />
internal steps to confirm the effectiveness <strong>of</strong> a prescribed<br />
process or activity. Assurance is an objective and<br />
independent review (refer to Process 7, Assurance) to<br />
ensure goals, objectives, and targets are met, and<br />
policies, procedures, and processes are adhered to.<br />
DCAF provides clarity; which decisions and deliverables must be quality controlled / assured and who is authorized to do so. It<br />
recognizes both the „Line <strong>of</strong> Sight‟ and the „Matrix‟ as sign-<strong>of</strong>f occurs in the line <strong>of</strong> the Business, while Disciplines are responsible<br />
for providing standards and authorized and expert staff. In <strong>PDO</strong>, the Disciplines set the standards; DCAF does not. More<br />
access to DCAF can be found in the following link: http://sww.shell.com/ep/dcaf<br />
5.3.5 Management <strong>of</strong> Change (MOC)<br />
<strong>PDO</strong>‟s requirements for initiating, planning, controlling, and closing out changes within its operations (both temporary and<br />
permanent), in people, plant, processes, and procedures, are addressed mainly through the Technical Integrity system and its<br />
associated procedures, operations procedures, as well as variance control procedures for projects.<br />
The purpose <strong>of</strong> Management <strong>of</strong> Change in <strong>PDO</strong> is to manage the <strong>HSE</strong> risks resulting from unforeseen consequences <strong>of</strong><br />
changes. This applies to all employees and contractors in <strong>PDO</strong>, but is led by Managers and Management <strong>of</strong> Change process<br />
owners. In <strong>PDO</strong>, management <strong>of</strong> change applies to process changes (hardware, process control and process condition<br />
changes), procedural changes, and organisational changes (both <strong>PDO</strong> and contractors).<br />
Management <strong>of</strong> Change includes the following activities:<br />
<br />
Appointment by <strong>PDO</strong> leadership <strong>of</strong> a management <strong>of</strong> change “Process Owner(s).”<br />
The MOC Process Owner should be responsible for implementation <strong>of</strong> the following:<br />
<br />
<br />
Ensure that all <strong>HSE</strong> Critical Roles / Positions know how to recognize changes covered by this manual.<br />
Know how to initiate the management <strong>of</strong> change process, based on the type <strong>of</strong> change involved (procedural, engineering,<br />
organisational, or combination there<strong>of</strong>).<br />
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<br />
Establish and maintain documented Management Of Change Procedures to cover permanent changes, temporary changes,<br />
and emergency changes, which:<br />
<br />
<br />
Define Change Approval Authorities and communicate who they are.<br />
Describe the stages in the Management Of Change process and approval steps:<br />
- review and approval <strong>of</strong> the concept or proposal,<br />
- review and approval <strong>of</strong> the design or plan, including Hazard screening and Risk analysis,<br />
- review and approval <strong>of</strong> any scope or design changes arising during the work,<br />
- readiness review, handover, and acceptance for use, and<br />
- close-out and learning capture.<br />
<br />
<br />
<br />
<br />
Inform and train the people affected by the change about what they have to do differently.<br />
Manage Temporary Changes, including expiry dates and approval for extensions.<br />
Manage Emergency Changes, including authorization to postpone the MOC process until control is regained.<br />
Track the development and progress <strong>of</strong> change proposals from initiation to closeout.<br />
In the MOC process, it is important to recognize that all changes have a “source.” These sources are many and can include:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Corporate requirement<br />
Budgetary / financial needs<br />
Engineering modification<br />
Operational needs and expenditures<br />
Accidents / incidents / emergencies<br />
Competency gap<br />
Hazard identification and risk assessments<br />
Strategy / policy / objective change<br />
Merger / Acquisition / Divestment<br />
Legislation / regulations<br />
Recognized need to improve<br />
Capital expenditure project<br />
External influence<br />
Inspection / audit / assessment findings<br />
Inadequate systems, procedures, processes, practices<br />
Opportunity analysis<br />
Problem solving results<br />
Anything deemed as “new” and required by <strong>PDO</strong>.<br />
The change source and the request to make the change, if approved, then requires careful planning. The major outcome <strong>of</strong> this<br />
activity should be a documented, risk-based “Change Plan.”<br />
At <strong>PDO</strong>, the relevant management <strong>of</strong> change procedure(s) used should include requirements for preparing change plans and<br />
control the process up to this stage. These procedures should be suitable to address the <strong>HSE</strong> issues involved, according to the<br />
nature <strong>of</strong> the changes and their potential consequences, and should deliver change information addressing:<br />
<br />
<br />
<br />
<br />
Identification and formal approval <strong>of</strong> the proposed change,<br />
Documentation <strong>of</strong> the proposed change and its implementation for its entire life cycle, guaranteeing sufficient traceability<br />
and history <strong>of</strong> the change over time,<br />
Responsibility and accountability for reviewing and recording the potential <strong>HSE</strong> hazards from the change and its<br />
implementation for its entire life cycle,<br />
A documented Change Plan, including change communication requirements and change goals, objectives, and targets for<br />
action tracking, verification, and close-out.<br />
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In <strong>PDO</strong> <strong>HSE</strong>-MS Process 6, Implementation and Operation, general requirements for implementation <strong>of</strong> the change is presented.<br />
5.3.6 Technical Integrity<br />
Technical Integrity and management <strong>of</strong> <strong>HSE</strong> risks are closely linked. Maintaining Technical Integrity is a key element <strong>of</strong> Process<br />
Safety Management, the overall <strong>PDO</strong> <strong>HSE</strong>-MS, and is a major control mechanism to prevent and mitigate loss <strong>of</strong> containment<br />
and high risk process hazards (i.e., those with Severity 5 in the <strong>PDO</strong> RAM).<br />
<strong>PDO</strong> has chosen to align and measure its process safety management system and activities, including technical integrity, with<br />
The Center for Chemical Process Safety (C<strong>CP</strong>S) and their 20 Elements for Process Safety. These elements include, 1) Process<br />
Safety Culture; 2) Compliance with Standards; 3) Process Safety Competency; 4) Workforce Involvement; 5) Stakeholder<br />
Outreach; 6) Process Knowledge Management; 7) Hazards Identification and Risk Analysis (Renamed by <strong>PDO</strong> as Hazards and<br />
Effects Management Process - HEMP); 8) Operating Procedures (Renamed by <strong>PDO</strong> as Plant Operating Procedures); 9) Safe<br />
Work <strong>Practice</strong>s (Renamed by <strong>PDO</strong> as Permit to Work); 10) Asset Integrity and Reliability (Renamed by <strong>PDO</strong> as Technical<br />
Integrity); 11) Contractor Management; 12) Training and Performance Assurance; 13) Management <strong>of</strong> Change; 14) Operational<br />
Readiness; 15) Conduct <strong>of</strong> Operations; 16) Emergency Management; 17) Incident Investigations; 18) Measurement and Metrics;<br />
19) Auditing; 20) Management Review and Continuous Improvement.<br />
These Elements are embedded in the overall <strong>PDO</strong> <strong>HSE</strong>-MS and address Process Safety as and where relevant to <strong>PDO</strong><br />
operations, assets, and activities. <strong>PDO</strong> has developed various types <strong>of</strong> documentation (<strong>Code</strong>s <strong>of</strong> <strong>Practice</strong>, Procedures,<br />
Specifications, Guidelines, etc.) to address Technical Integrity, and these are listed in the References section <strong>of</strong> this process<br />
chapter and others as relevant.<br />
The <strong>PDO</strong> Technical Integrity system addresses areas such as design integrity, start-up, operating integrity, structural integrity,<br />
process containment, ignition control, and systems for protection, detection, shutdown, emergency response, and life saving.<br />
This system ensures that <strong>HSE</strong> critical facilities and equipment which are designed, constructed, procured, supplied,<br />
commissioned, operated, maintained, and/or inspected by <strong>PDO</strong> are suitable for their required purpose and comply with defined<br />
criteria. Only designated personnel can permit deviation(s) from approved technical integrity design practices and standards,<br />
and after a rigorous review and approval process, using the Management <strong>of</strong> Change process and relevant procedure(s). This is<br />
shown in the barrier diagram below.<br />
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5.3.7 Permit to Work<br />
The objective <strong>of</strong> <strong>PDO</strong>‟s Permit to Work System is: "To provide a system to ensure that both routine and non-routine<br />
hazardous activities can be implemented and operated in a safe manner."<br />
To achieve good <strong>HSE</strong> practices in the workplace, the Permit to Work System must ensure that everyone is aware <strong>of</strong> the hazards<br />
involved in their work, and <strong>of</strong> the precautions that they must take to work the „right way,‟ – the health way, the safety way, the<br />
environmental way, and the productive way. <strong>PDO</strong>‟s Permit to Work System is described in detail in PR 1172 - Permit to Work<br />
System procedure.<br />
5.4 REFERENCES<br />
The following documents provide further / related information on Planning and Procedures:<br />
<strong>PDO</strong> Policies<br />
<strong>PDO</strong> <strong>Code</strong>s <strong>of</strong> <strong>Practice</strong><br />
<strong>PDO</strong> <strong>HSE</strong> Procedures<br />
<strong>PDO</strong> <strong>HSE</strong> Specifications<br />
PL-03 – Risk and Internal Control<br />
PL-04 – Health, Safety, and Environmental Protection<br />
PL-09 – Human Resources<br />
PL-10 – Security and Emergency Response<br />
PL-11 – Asset Integrity and Disposal<br />
<strong>CP</strong>-107 – Corporate Management Framework<br />
<strong>CP</strong>-114 – Maintenance & Integrity Management<br />
<strong>CP</strong>-115 – Operation <strong>of</strong> Surface Product Flow Assets<br />
<strong>CP</strong>-117 – Project Engineering<br />
<strong>CP</strong>-118 – Well Lifecycle Integrity<br />
<strong>CP</strong>-123 – Emergency Response Documents Part I<br />
<strong>CP</strong>-126 – Personnel and Asset Security<br />
<strong>CP</strong>-136 – Planning in <strong>PDO</strong><br />
PR-1065 – Emergency Response Documents Part II<br />
PR-1171 – Contract <strong>HSE</strong> Management Part I<br />
PR-1171 – Contract <strong>HSE</strong> Management Part II<br />
PR-1172 – Permit to Work Procedure<br />
PR-1322 – Asset Register – Master Data Maintenance<br />
PR-1418 – Incident Notification, Reporting and Follow-up Procedure<br />
PR-1972 – Safe Driver<br />
PR-1973 – Safe Vehicle<br />
PR-1974 – Safe Journey<br />
SP-1127 – Layout <strong>of</strong> Plant Equipment and Facilities<br />
SP-2001 – Load Safety and Restraining<br />
PL 03<br />
PL 04<br />
PL 09<br />
PL 10<br />
PL 11<br />
<strong>CP</strong> 107<br />
<strong>CP</strong> 114<br />
<strong>CP</strong> 115<br />
<strong>CP</strong> 117<br />
<strong>CP</strong> 118<br />
<strong>CP</strong> 123<br />
<strong>CP</strong> 126<br />
<strong>CP</strong> 136<br />
PR 1065<br />
PR 1171<br />
PR 1171<br />
PR 1172<br />
PR 1322<br />
PR 1418<br />
PR 1972<br />
PR 1973<br />
PR 1974<br />
SP 1127<br />
SP 2001<br />
<strong>PDO</strong> <strong>HSE</strong> Guidelines<br />
GU-611 – <strong>PDO</strong> Guide to Engineering Standards and Procedures<br />
GU-648 – Applying Process Safety in Projects<br />
GU 611<br />
GU 648<br />
Other <strong>PDO</strong> Documents No direct link exists and/or is required. --<br />
Shell Group Documents<br />
Other Documents<br />
Shell HSSE & SP Control Framework, Version 2, (Shell Group Standards for<br />
Health, Security, Safety, the Environment & Social Performance)<br />
International Standard for Environmental Management Systems<br />
Occupational Health and Safety Assessment Series<br />
The Center for Chemical Process Safety (C<strong>CP</strong>S - www.aiche.org/ccps)<br />
December 2009<br />
ISO 14001:2004<br />
OHSAS<br />
18001:2007<br />
C<strong>CP</strong>S 2010<br />
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6. IMPLEMENTATION AND OPERATION<br />
6.1 OVERVIEW<br />
An important outcome <strong>of</strong> HEMP is identifying the critical activities that must be implemented if <strong>PDO</strong> is to adequately manage<br />
<strong>HSE</strong> risks. These are essentially the risk controls – the activities we do day-to-day in the Implementation and Operation process.<br />
Effective implementation and operation <strong>of</strong> these activities involves:<br />
<br />
<br />
<br />
<br />
<br />
Ensuring, that from the Hazard and Effects Management Process, the proper risk controls are defined and determined to be<br />
suitable, adequate, and effective for implementation.<br />
Ensuring, where required, that these controls are documented as <strong>PDO</strong> codes <strong>of</strong> practice, procedures, specifications, work<br />
instructions, and/or guidelines.<br />
Setting performance standards, both managerial and technical, to clearly describe how <strong>HSE</strong> risk management is achieved<br />
and what the required deliverables are.<br />
Ensuring the active involvement and understanding <strong>of</strong> contractors in the implementation process, since they conduct and/or<br />
are involved in a majority <strong>of</strong> the work activities that are carried out at <strong>PDO</strong>.<br />
Drawing on the other processes <strong>of</strong> the <strong>HSE</strong> MS and in the organisation to support and assure proper implementation and<br />
operation, such as training and competence assurance processes, effective planning, <strong>PDO</strong> leadership, consultation and<br />
communication, monitoring <strong>of</strong> implementation activities, application <strong>of</strong> DCAF, etc. At the end <strong>of</strong> the day, “DO” is the critical<br />
word!<br />
This process focuses on and describes how <strong>HSE</strong> Critical Activities are to be performed, and what the expected and required<br />
deliverables are. It does so, taking into account the points listed above.<br />
6.2 REQUIREMENTS<br />
Full implementation and operation <strong>of</strong> the <strong>HSE</strong> Management System means that people are doing what the Management System<br />
says they should be doing, at all levels <strong>of</strong> the organisation. Successful implementation and operation requires embedding <strong>HSE</strong><br />
into:<br />
<br />
<br />
<br />
Company Culture,<br />
Having Clear Responsibilities, and<br />
Ensuring Line Ownership.<br />
Successful implementation <strong>of</strong> the <strong>HSE</strong> Management System requires that it be<br />
viewed as part <strong>of</strong> the way we do things at <strong>PDO</strong> in order to ensure safe<br />
production. <strong>HSE</strong> is an integral part <strong>of</strong> our work. It is not an „add-on.‟ Process<br />
4, the Hazards and Effects Management Process, is one <strong>of</strong> the key ways <strong>PDO</strong><br />
formally embeds <strong>HSE</strong> into the business by taking a risk-based approach to<br />
<strong>HSE</strong> management. This risk-based approach ensures that we perform our<br />
activities „the right way‟ – this includes the safe way, the productive way, the<br />
healthy way, the environmental way, and the quality way. In so doing, over<br />
time, a proactive and positive culture and appreciation develops for <strong>HSE</strong> in<br />
<strong>PDO</strong>.<br />
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<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
Responsibility and accountability for both supervising and conducting <strong>HSE</strong> Critical<br />
Activities must be clearly communicated to the individuals involved. This includes<br />
the complexity <strong>of</strong> the activity including multiple concurrent tasks, non-routine and<br />
unexpected activities, and the competence <strong>of</strong> the individuals performing the<br />
activity. Each accountable person should monitor and regularly report the<br />
implementation performance <strong>of</strong> these critical <strong>HSE</strong> activities using set<br />
performance indicators. In this process, use <strong>of</strong> RASCI Charts is an effective tool<br />
to detail and communicate implementation requirements. Also, refer to Process 3<br />
<strong>of</strong> this Manual "Organisation, Responsibilities, Resources, Standards, and<br />
Documents" for more details about individual <strong>HSE</strong> responsibilities and<br />
accountabilities.<br />
People identified as responsible and accountable for <strong>HSE</strong> critical activities must<br />
take ownership. To achieve this, it is essential for line personnel to be genuinely<br />
involved in developing the <strong>HSE</strong> Management System and <strong>HSE</strong> Cases. Some<br />
examples <strong>of</strong> areas where line personnel can be involved include: conducting<br />
hazard identification, analyses, and reviews; implementing inspections and<br />
observations in the field; implementing procedures according to their<br />
requirements.<br />
6.2.1 Implementation and Operation using DCAF<br />
A specific implementation requirement <strong>of</strong> DCAF is to develop a Project / Asset Controls & Assurance Plan, essentially a plan,<br />
listing what needs to be controlled or assured per Opportunity Realization Process phase(s). DCAF is a simple and structured<br />
approach, focusing on the business-critical elements in projects and/or assets and can be scaled at the project level. These<br />
controls are routine, risk-based, 'internal' steps to confirm the effectiveness <strong>of</strong> a prescribed process or activity.<br />
DCAF consists <strong>of</strong> preparing two lists: a list <strong>of</strong> business / critical deliverables (Controls) and a list <strong>of</strong> authorized competent people<br />
who have the authority to sign <strong>of</strong>f on these deliverables. This provides clarity; which decisions and deliverables must be formally<br />
quality controlled / assured and who is authorized to do so. It recognizes both the Line <strong>of</strong> Sight and the 'Matrix', as sign-<strong>of</strong>f<br />
occurs in the line <strong>of</strong> the Business, while Disciplines are responsible for providing Standards and authorized staff.<br />
Discipline Controls are:<br />
<br />
<br />
<br />
<br />
<br />
Business-critical (incl. <strong>HSE</strong>-critical).<br />
Either a recorded decision or a recognized deliverable, but never an activity.<br />
Known / established in the discipline and the wider function(s), i.e., examples and templates should be available.<br />
Standardized and relevant, i.e., as applicable in the desert <strong>of</strong> Oman as in the main <strong>of</strong>fice.<br />
Not scaled. Scaling preferably should be done only through the Project / Asset Controls and Assurance Plan (PCAP/ACAP)<br />
at the project or asset level.<br />
Examples may include:<br />
<br />
<br />
<br />
Well Proposals<br />
SFR Initiation Notes<br />
HAZID Reports<br />
Cost Estimates CAPEX (+25% / -15%)<br />
<br />
<br />
<br />
<br />
Pore Pressure Prediction reports<br />
Project Controls & Assurance Plans (PCAP)<br />
Concept Selection Reports<br />
Field Development Plans.<br />
More access to DCAF can be found in the following link: http://sww.shell.com/ep/dcaf<br />
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<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
6.3 PROCEDURES<br />
6.3.1 Integrating <strong>HSE</strong> into <strong>PDO</strong> Activities and Tasks<br />
Activities and tasks should be conducted according to procedures and work instructions developed at the planning stage or<br />
earlier, in accordance with the <strong>PDO</strong> <strong>HSE</strong> policy:<br />
<br />
<br />
<br />
At the senior leadership level, the development <strong>of</strong> strategic goals and objectives and high-level planning activities should be<br />
conducted with due consideration for the <strong>HSE</strong> policy and relevant implementation and operation requirements.<br />
At the middle and supervisory leadership level, written documentation regarding activities (which typically involve many<br />
tasks and their work sequencing) will normally take the form <strong>of</strong> site plans and management procedures.<br />
At the work-site level, written documentation regarding tasks will normally be in the form <strong>of</strong> operational procedures and work<br />
instructions, issued in accordance with defined safe systems <strong>of</strong> work (e.g., permits to work, simultaneous operations<br />
procedures, lock-out / tag-out procedures, manuals <strong>of</strong> permitted operations (MOPO), task-specific work instructions, etc.).<br />
Previous sections have described the planning process, from the development <strong>of</strong> procedures covering broad areas <strong>of</strong> activity<br />
down to the level <strong>of</strong> issuing work-site instructions for the conduct <strong>of</strong> specific tasks. The effective practical implementation and<br />
operation <strong>of</strong> these planned arrangements requires that procedures and instructions are followed, at all levels. Therefore, <strong>PDO</strong><br />
employees, suppliers, and contractors should be familiar with relevant procedures and instructions before they start work.<br />
Leadership should ensure, and be responsible and accountable for, the conduct and verification <strong>of</strong> activities and tasks according<br />
to relevant procedures. This responsibility, accountability, and commitment <strong>of</strong> leadership to the implementation <strong>of</strong> policies and<br />
plans includes, amongst other duties, ensuring that <strong>HSE</strong> goals, objectives, and targets are met and that performance criteria and<br />
control limits are not breached. Leadership should ensure the continuing adequacy <strong>of</strong> company <strong>HSE</strong> performance through<br />
assurance activities, discussed in Process 7, Assurance: Monitoring and Audit.<br />
The <strong>PDO</strong> <strong>HSE</strong> Management System applies best practices and principles <strong>of</strong> quality management, and is part <strong>of</strong> the overall<br />
system for managing the business. Only once hazards and effects management processes and controls have been fully<br />
accepted as part <strong>of</strong> everyday responsibility, accountability, implementation, and operation can business integration truly be said<br />
to be achieved. Thus each member <strong>of</strong> the workforce must know his role and how implementation and operation activities<br />
contribute to the management <strong>of</strong> <strong>HSE</strong> risks and be able to recognize how this fits in with corporate <strong>HSE</strong> policy.<br />
6.3.2 RASCI Charting<br />
Experience shows that a critical success factor for effective management system implementation is to ensure that all individuals<br />
have a clear understanding <strong>of</strong> their Health, Safety, and Environmental (<strong>HSE</strong>) roles, responsibilities, and accountabilities with<br />
respect to implementation and operation.<br />
Individual task roles, responsibilities, and accountabilities for <strong>HSE</strong> management must be clearly defined, communicated, and<br />
followed up for all occupations in the organisation if they are to be carried out as intended.<br />
The RASCI chart is a useful tool for describing “who does what and when / how <strong>of</strong>ten.” The RASCI chart is a table which<br />
describes management system activities down the left hand column and organisation functional roles along the top row. The<br />
letter R, A, S, C, or I is entered under the job role to describe the level <strong>of</strong> responsibility that individual has for that particular<br />
activity:<br />
<br />
<br />
<br />
<br />
<br />
Responsible: the person who is owner <strong>of</strong> the activity.<br />
Accountable: the person to whom "R" is Accountable and is the authority who approves to sign <strong>of</strong>f on the activity before it is<br />
deemed effective.<br />
Support: a person who provides resources or plays a supporting role in implementation.<br />
Consulted: a person who provides information and/or expertise necessary to complete the activity / project.<br />
Informed: a person who needs to be notified <strong>of</strong> results but need not necessarily be consulted about the activity.<br />
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<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
A “Site Emergency Plans” activity example is shown below:<br />
<br />
<br />
<br />
<br />
<br />
Responsible<br />
Accountable<br />
Support<br />
Consulted<br />
Informed<br />
For <strong>PDO</strong>, the intended benefits <strong>of</strong> this approach are:<br />
<br />
<br />
<br />
<br />
<br />
<br />
A simple and systematic tool for mapping and communicating <strong>HSE</strong> roles is available, used, and the approach is<br />
consistent.<br />
Individuals have a clear understanding <strong>of</strong> what is expected <strong>of</strong> them within the <strong>PDO</strong> <strong>HSE</strong> MS.<br />
These become the managerial performance indicators, against which performance appraisals can be based.<br />
A basis for monitoring and following up on the individual performance <strong>of</strong> <strong>HSE</strong> roles is automatically created.<br />
RASCI charts can be used to help develop job descriptions and/or role and post pr<strong>of</strong>iles for each role in the organisation.<br />
RASCI charts attach roles and requirements to the organisation, functions, and responsibilities rather than individuals.<br />
If an individual leaves or transfers, his/her replacement can quickly see what their <strong>HSE</strong> performance standards are.<br />
6.3.3 Contractors and Suppliers<br />
Where activities involve contractors and suppliers, the process <strong>of</strong> familiarization with <strong>PDO</strong>‟s plans is especially important.<br />
Involvement <strong>of</strong> contractor and supplier key personnel jointly with <strong>PDO</strong> in the planning stage, whilst desirable, may not always be<br />
feasible. The process <strong>of</strong> initiating familiarization <strong>of</strong> contractors and suppliers with the plan is then essential and is typically<br />
carried out as part <strong>of</strong> a formal kick-<strong>of</strong>f meeting. The initial period <strong>of</strong> a contract can be particularly vulnerable to <strong>HSE</strong> incidents.<br />
For this purpose, <strong>PDO</strong> has established an entire list <strong>of</strong> documentation for the contractor and supplier management process.<br />
Some <strong>of</strong> these critical documents are:<br />
<br />
<br />
<br />
<br />
<br />
PL-08 Commercial Policy,<br />
<strong>CP</strong>-129 Contracting and Procurement,<br />
PR-1171 Contractor <strong>HSE</strong> (Parts I and II),<br />
GU-140 Contractor <strong>HSE</strong> (C9 <strong>HSE</strong> Specifications),<br />
SP-1157 <strong>HSE</strong> Training.<br />
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6.3.4 Management <strong>of</strong> Change (MOC)<br />
As a general “best practice” <strong>PDO</strong> should implement the documented procedures established for management <strong>of</strong> change in <strong>HSE</strong>-<br />
MS Process 5, Planning and Procedures. Again, these should include requirements for planning, implementing, and riskcontrolling<br />
changes, both permanent and temporary, in people, plant, processes, organisation, procedures, and other related<br />
documentation, in order to avoid adverse <strong>HSE</strong> consequences.<br />
In Process 4, reference is given to the managing risk process using the HEMP approach. HEMP should also be applied to<br />
managing risks related to MOC, i.e., the identification, evaluation, control, and monitoring <strong>of</strong> <strong>HSE</strong> risks related to the change. An<br />
output <strong>of</strong> this process is a risk register for the change. These documents – HEMP risk assessments and risk registers form part<br />
<strong>of</strong> the documentation for planning and implementing change as described in <strong>HSE</strong> MS Processes 5 and 6.<br />
In Process 5, reference is given to initiating, assessing, and planning for „the change‟ and the preparation <strong>of</strong> formal Change<br />
Plans. These plans are required to be implemented in Process 6, Implementation and Operation.<br />
In this Process 6, the relevant management <strong>of</strong> change procedure(s) used should include requirements for implementing the<br />
change, based on an agreed and documented Change Plan and implementation procedure addressing:<br />
<br />
<br />
<br />
<br />
<br />
<br />
measures to identify <strong>HSE</strong> hazards and to assess and reduce risks and their effects,<br />
communication, consultation, induction, and/or training requirements,<br />
time limits, addressing as relevant both when and/or how <strong>of</strong>ten, if any,<br />
monitoring and verification requirements,<br />
acceptance criteria and action to be taken if change management activities are found to be noncompliant,<br />
authority for approval to implement the proposed change, including any staged approvals required during the life <strong>of</strong> the<br />
change.<br />
Procedures should also describe how <strong>PDO</strong> will interpret and assess the implications <strong>of</strong> new, planned, and/or amended<br />
legislation and how revised regulatory requirements are to be incorporated into the <strong>HSE</strong>-MS.<br />
Separate change plans and their implementation should be established with respect to the <strong>HSE</strong> management <strong>of</strong> new operations<br />
(relating, for example, to acquisitions, developments, divestments, products, services, and/or processes), or <strong>of</strong> modified<br />
operations where the modification introduces significantly different <strong>HSE</strong> issues, to define:<br />
<br />
<br />
<br />
<br />
<strong>HSE</strong> goals, objectives, and targets to be attained,<br />
mechanisms for their achievement,<br />
resource requirements to achieve <strong>HSE</strong> goals, objectives, and targets,<br />
procedures for dealing with changes and modifications as projects proceed (i.e., change within change),<br />
corrective mechanisms (employed should the need arise), how they should be activated, and their adequacy measured,<br />
Any changes in the personnel, equipment, processes, and/or procedures <strong>of</strong> the company have the potential for adverse effects<br />
on health, occupational and process safety, the environment, assets, and/or company reputation. All changes, both hardware<br />
and organisational, should be considered. These will include not only equipment changes but also organisational changes and<br />
restructurings. Implementation relating to change plans needs to address the <strong>HSE</strong> aspects arising at all stages <strong>of</strong> the<br />
development, to ensure that risks and adverse effects are minimized by effective planning and design. For this reason,<br />
management <strong>of</strong> change is <strong>of</strong>ten directly related to the life-cycle <strong>of</strong> the asset. The diagram below illustrates this concept.<br />
For the same reasons, implementation plans relating to new installations and/or modifications to processes and plant need to<br />
cover all stages <strong>of</strong> the development, from feasibility studies, through planning and design, to construction, commissioning,<br />
operation, maintenance, eventual decommissioning, abandonment, and ultimate disposal.<br />
Changes which may be <strong>HSE</strong>-critical should be reviewed prior to implementation, as well as any necessary amendments made to<br />
the <strong>HSE</strong>-MS to ensure that their introduction does not threaten current <strong>HSE</strong> implementation and/or sound <strong>HSE</strong> performance.<br />
For projects or new developments, change control means the process by which proposals to change from an originally project<br />
plan, agreed scope, and/or terms <strong>of</strong> reference are reviewed and approval sought.<br />
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In an operating plant, a change proposal may include a proposal to change hardware, operating procedures, and/or any aspect<br />
<strong>of</strong> the operation including, for example, level <strong>of</strong> competence, and/or change in input, throughput, or output. A procedure to<br />
ensure that such changes are reviewed must be clearly described and should involve the custodian <strong>of</strong> the appropriate <strong>HSE</strong><br />
Case. He/she should ensure that the <strong>HSE</strong> MS documentation is maintained, up-to-date, and that the necessary hazards and<br />
effects assessment has been undertaken to confirm the continued validity <strong>of</strong> the <strong>HSE</strong> Case.<br />
It is important that related documentation, such as procedures, standards, guidelines, etc., clearly differentiate between the<br />
mandatory requirements and guidance to facilitate the change process.<br />
Of particular concern in the MOC context are gradual or „creeping‟ changes such as discharge composition or production<br />
creeping outside the design envelope. These need particular vigilance because they are <strong>of</strong>ten overlooked or seen as „out <strong>of</strong><br />
scope.‟ Similarly, a change in the type <strong>of</strong> chemicals used or the encroachment <strong>of</strong> local dwellings on land adjacent to a process<br />
plant might all constitute a [creeping] change <strong>of</strong> circumstances requiring re-assessment.<br />
6.3.5 Technical Integrity<br />
Technical Integrity and management <strong>of</strong> <strong>HSE</strong> risks are closely linked. Maintaining Technical Integrity is a key element <strong>of</strong> Process<br />
Safety Management, the overall <strong>PDO</strong> <strong>HSE</strong> MS, and is a major control mechanism to prevent and mitigate loss <strong>of</strong> containment<br />
and high risk process hazards (i.e., those with Severity 5 in the <strong>PDO</strong> RAM). The <strong>PDO</strong> Technical Integrity system addresses<br />
areas such as design integrity, start-up, operating integrity, structural integrity, process containment, ignition control, and<br />
systems for protection, detection, shutdown, emergency response, and life saving.<br />
<strong>HSE</strong> MS Process 6 requires the actual “doing” <strong>of</strong> Technical Integrity activities, based on good Technical Integrity planning in<br />
Process 5, the results <strong>of</strong> accurate HEMP activities in Process 4, etc. How to implement Technical Integrity is described in<br />
numerous <strong>Code</strong>s <strong>of</strong> <strong>Practice</strong>, Procedures, Guidelines, and Specifications. These are the documents which explain the<br />
implementation and operation requirements and guidance to ensure that process safety and <strong>HSE</strong> critical facilities and equipment<br />
which are designed, constructed, procured, supplied, commissioned, operated, maintained, and/or inspected by <strong>PDO</strong> are<br />
suitable for their required purpose and comply with defined criteria.<br />
A key, overall control for these activities is a Statement <strong>of</strong> Fitness for the Asset that must be issued. The Statement <strong>of</strong> Fitness is<br />
issued for 1) starting or commissioning a new asset or a modification to an existing asset; 2) restarting an asset after an incident<br />
involving uncontrolled shutdown, or an overhaul or a turnaround, or when the asset has been subjected to conditions outside the<br />
operational limits or has experienced environmental conditions beyond the original design parameters during operation.<br />
For this reason, <strong>PDO</strong> also subscribes to the requirements <strong>of</strong> the Center for Chemical Process Safety‟s (C<strong>CP</strong>S) 20 element<br />
process safety management system as both a reference for guidance on how to implement process safety management at <strong>PDO</strong>,<br />
and as an audit / assessment tool to measure process safety management activities at <strong>PDO</strong> sites and facilities. Links to these<br />
key documents are provided at the end <strong>of</strong> this chapter.<br />
Management <strong>of</strong> Change is also closely linked to Technical Integrity as well. Only designated personnel can permit deviation(s)<br />
from approved design practices and standards, and after a rigorous review and approval process. If such deviations are<br />
determined to be a „change,‟ as defined by <strong>PDO</strong>, then the relevant Management <strong>of</strong> Change procedure(s) shall be applied as a<br />
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front line <strong>of</strong> defense to ensure that the technical integrity related aspects <strong>of</strong> the change scope are being managed to ALARP<br />
levels.<br />
6.3.6 Permit to Work<br />
The objective <strong>of</strong> <strong>PDO</strong>‟s Permit to Work System is: "To provide a system to ensure that both routine and non-routine<br />
hazardous activities can be implemented and operated in a safe manner."<br />
To comply with <strong>HSE</strong> requirements in the workplace, the Permit to Work System must ensure that everyone is aware <strong>of</strong> the<br />
hazards involved in their work, and <strong>of</strong> the precautions that they must take to work the „right way,‟ – the health way, the safety<br />
way, the environmental way, and the productive way. Detailed information on how to implement <strong>PDO</strong>‟s Permit to Work System<br />
is described in detail in the Permit to Work System procedure, PR 1172, and linked for easy reference at the end <strong>of</strong> this chapter.<br />
However, in terms <strong>of</strong> the overall concept, implementers (e.g., Permit Applicant, Responsible Supervisor, Area Authorities, Permit<br />
Holders, Authorized Gas Testers, other affected Custodians, etc.) <strong>of</strong> the <strong>PDO</strong> Work Permit system should be aware <strong>of</strong>, and be<br />
able to handle potential problems arising from:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Human factors arising during work permit implementation;<br />
Management <strong>of</strong> the work permit systems before, during, and after permit implementation;<br />
Proper supervision and leadership in permit implementation at the site;<br />
Poorly skilled work force, including suppliers and contractors, applying and implementing the system;<br />
Unconscious and conscious incompetence;<br />
Objectives <strong>of</strong> the work permit system;<br />
Types <strong>of</strong> work permits required; and<br />
Contents <strong>of</strong> the work permits.<br />
The following issues may also contribute towards a major hazard or major incident, and therefore require special and continual<br />
attention:<br />
<br />
<br />
<br />
<br />
<br />
Failing <strong>of</strong> the site <strong>HSE</strong> management system to support the Work Permit system itself;<br />
Failure to recognize or identify a hazard before and during maintenance, and/or any potential hazard(s) arising after<br />
maintenance work done under a permit;<br />
Failure to comply with the work permit system in hazardous environments;<br />
Communication failure before, during, and/or even after the use <strong>of</strong> the work permit system; and<br />
Failure to review risks <strong>of</strong> the work activity, changes in the work scope (work environment), and/or change <strong>of</strong> personnel.<br />
To prevent these issues from arising and/or to mitigate these issues, the <strong>PDO</strong> Permit to Work system requires:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Training: To ensure everyone understands the PTW System and how to use it.<br />
Licensing: People signing Permits must be tested to ensure they understand the System and have sufficient knowledge <strong>of</strong><br />
hazards and controls to manage safe working.<br />
Planning: To ensure that work is well planned, with the workforce and equipment prepared for the job.<br />
Work Definition: To ensure that everyone understands the work content, and how and where it shall be done.<br />
Hazard Management: To ensure that the hazards involved in the work are identified, and the precautions and personal<br />
protection required for a task are correctly defined.<br />
Co-ordination: To prevent conflicting activities from being authorized.<br />
Communication: To ensure that all personnel understand the work content and the Job <strong>HSE</strong> Plan.<br />
Authorization: Formal approval to do the work.<br />
Supervision: Providing a person in charge <strong>of</strong> each work site, who is responsible for ensuring that work party complies with<br />
the requirements <strong>of</strong> the Permit to Work.<br />
Briefing: Toolbox Talks at the worksite to discuss the job, how it will be done, and the precautions required.<br />
Discipline: To ensure that everyone knows that they must comply with Permit requirements.<br />
Housekeeping: To ensure that the work site is kept clean and safe at all times.<br />
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<br />
<br />
Verification: An audit program to help ensure requirements <strong>of</strong> the Permit to Work System are being met in all areas <strong>of</strong> <strong>PDO</strong>.<br />
Improvement: A Proposal for Change program, together with audits, to ensure that the system is improved whenever<br />
necessary.<br />
For all work covered by a Permit, it is important that everyone associated with the job:<br />
<br />
<br />
Understands: The work content and how it will be done; the hazards involved, and precautions that are required; the work<br />
area hazards that may be present there and the precautions required; any emergency actions that may be necessary, and<br />
their own responsibilities.<br />
Complies: With all the requirements <strong>of</strong> the Permit to ensure the continued safety <strong>of</strong> personnel, plant, and equipment.<br />
6.4 REFERENCES<br />
The following documents provide further / related information on Implementation and Operation:<br />
<strong>PDO</strong> Policies<br />
<strong>PDO</strong> <strong>Code</strong>s <strong>of</strong> <strong>Practice</strong><br />
<strong>PDO</strong> <strong>HSE</strong> Procedures<br />
PL-04 – Health, Safety, and Environmental Protection<br />
PL-06 – Information Management and Internal Communication<br />
<strong>CP</strong>-114 – Maintenance and Integrity Management<br />
<strong>CP</strong>-115 – Operate Surface Product Flow Assets<br />
<strong>CP</strong>-117 – Project Engineering<br />
<strong>CP</strong>-118 – Well Lifecycle Integrity<br />
<strong>CP</strong> 123 – Emergency Response Documents, Part I<br />
<strong>CP</strong>-136 – Planning in <strong>PDO</strong><br />
PR-1000 – Operations Handover Procedure<br />
PR-1047 – Well Integrity Maintenance<br />
PR-1048 – Well Control / Well Kill<br />
PR-1065 – Emergency Response Documents Part II - Company Procedure<br />
PR-1066 – Emergency Response document Part III Contingency Plan, Volume III<br />
Production Operations<br />
PR-1067 – Emergency Response Documents Part III, Contingency Plan Volume<br />
4 Main Oil Line<br />
PR-1068 – Emergency Response Document part III Contingency Plan Volume V<br />
Terminal & Tank Farm Operations<br />
PR-1069 – Emergency Response Document Part III Contingency Plans Volume<br />
VI Marine Operations<br />
PR-1073 – Gas Freeing, Purging and Leak Testing <strong>of</strong> Process Equipment and<br />
Pipework<br />
PR-1076 – Isolation <strong>of</strong> Process Equipment Procedure<br />
PR-1078 – Hydrogen Sulphide Management Procedure<br />
PR-1081 – The Buddy System Procedure<br />
PR-1084 – Leak / Spill Management, Site Clean-Up and Restoration<br />
PR-1148 – Entry into a Confined Space Procedure<br />
PR-1168 – Emergency Response Documents Part III, Contingency Plan Volume<br />
VII Power Systems Operations Interior<br />
PR-1171 – Contract <strong>HSE</strong> Management Part I - Mandatory for <strong>PDO</strong> Personnel<br />
involved in Contract Management<br />
PR-1171 – Contract <strong>HSE</strong> Management Part II - Mandatory for Contractors &<br />
Contract Holders<br />
PR-1172 – Permit to Work Procedure<br />
PR-<strong>122</strong>3 – Emergency Procedures Part III, Contingency Plans Volume 12<br />
External Affairs & Communications<br />
PR-1243 – Emergency Procedures Part III, Contingency Plans Volume 13<br />
Medical Emergencies<br />
PR-1243B – Emergency Procedures part III- Vol 12 Medical Emergency<br />
Response Manual Part II- Site Specific MER Procedure<br />
PR-1246 – Emergency Procedure Part III, Contingency Plans Volume 14<br />
Government Gas System<br />
PR-1275 – Emergency Procedure Part III, Contingency Plans Volume 15 South<br />
Oman Gas line<br />
PL 04<br />
PL 06<br />
<strong>CP</strong> 114<br />
<strong>CP</strong> 115<br />
<strong>CP</strong> 117<br />
<strong>CP</strong> 118<br />
<strong>CP</strong> 123<br />
<strong>CP</strong> 136<br />
PR 1000<br />
PR 1047<br />
PR 1048<br />
PR 1065<br />
PR 1066<br />
PR 1067<br />
PR 1068<br />
PR 1069<br />
PR 1073<br />
PR 1076<br />
PR 1078<br />
PR 1081<br />
PR 1084<br />
PR 1148<br />
PR 1168<br />
PR 1171<br />
PR 1171<br />
PR 1172<br />
PR <strong>122</strong>3<br />
PR 1243<br />
PR 1243B<br />
PR 1246<br />
PR 1275<br />
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PR-1287 – Emergency Procedures part III Contingency Plans, vol II Well<br />
Engineering Operations.<br />
PR-1301 – Emergency Procedures part III Contingency Plans, vol II Personnel<br />
Centre<br />
PR-1329 – Emergency Procedures part III Contingency Plans, vol 10 Mina al-<br />
Fahal Ras Al- Hamra Building<br />
PR-1419 – Abandonment and Restoration Procedure<br />
PR-1473 – Well Barrier & Isolation<br />
PR-1501 – Fire Brigade Procedure<br />
PR-1515 – Onsite Mercury Management Procedure<br />
PR-1656 – Emergency Response Document Part III Contingency Plans Volume<br />
8 - Information Management & Technology<br />
PR-1708 – Lifting and Hoisting Procedure Inspection Testing and Certification<br />
PR-1709 – Lifting and Hoisting Procedure Lift Planning Execution<br />
PR-1789 – Corporate Business Continuity Plan (B<strong>CP</strong>)<br />
PR-1797 – <strong>PDO</strong> Airports Safety Management System<br />
PR-1961 – Process Leak Management<br />
PR-1972 – Safe Driver<br />
PR-1973 – Safe Vehicle<br />
PR-1974 – Safe Journey<br />
PR-1975 – Waste Management<br />
PR-1976 – Environmental Permitting<br />
PR-1981 – Chemical Management<br />
PR 1287<br />
PR 1301<br />
PR 1329<br />
PR 1419<br />
PR 1473<br />
PR 1501<br />
PR 1515<br />
PR 1656<br />
PR 1708<br />
PR 1709<br />
PR 1789<br />
PR 1797<br />
PR 1961<br />
PR 1972<br />
PR 1973<br />
PR 1974<br />
PR 1975<br />
PR 1976<br />
PR 1981<br />
<strong>PDO</strong> <strong>HSE</strong> Specifications<br />
<strong>PDO</strong> <strong>HSE</strong> Guidelines<br />
Other <strong>PDO</strong> Documents<br />
Shell Group Documents<br />
SP-1005 – Emissions to Atmosphere<br />
SP-1006 – Aqueous Effluents<br />
SP-1008 – Use <strong>of</strong> Energy and Natural Resources<br />
SP-1010 – Environmental Noise<br />
SP-1012 – Land Management and Biodiversity<br />
SP-1075 – Fire and Explosion Risk Management (FERM)<br />
SP-1127 – Layout <strong>of</strong> Plant Equipment and Facilities<br />
SP-1170 – Naturally Occurring Radioactive Materials (NORM)<br />
SP-1230 – Medical Examination, Treatment and Facilities<br />
SP-1231 – Occupational Health<br />
SP-1232 – Public Health<br />
SP-1233 – Smoking, Drugs and Alcohol<br />
SP-1234 – Personal Protective Equipment<br />
SP-1237 – Ionising Radiation<br />
SP-1256 – <strong>HSE</strong> Specification - Camps, Offices, Labs, Workshops and Industrial<br />
Safety<br />
SP-1257 – Scaffolding, Working at Heights or Over Water, Lifting Operations and<br />
Earthworks<br />
SP-1259 – Safety Training Observation Programme (STOP)<br />
SP-2001 – Load Safety and Restraining<br />
SP-2085 – <strong>PDO</strong> Oilfield Transport & Interior Based Vehicle Specifications<br />
SP-2087 – Onsite Mercury Management<br />
SP-2097 – WE Specification for the Prevention <strong>of</strong> Dropped Objects<br />
GU-230 – Fire and Explosion Risk Management (FERM) Facility Plan Guideline<br />
GU-611 – <strong>PDO</strong> Guide to Engineering Standards and Procedures<br />
GU-648 – Guide for Applying Process Safety In Projects<br />
GU-653 – Behaviour Based Safety<br />
Statement <strong>of</strong> General Business Principles (SGBP)<br />
<strong>PDO</strong> <strong>Code</strong> <strong>of</strong> Conduct<br />
Shell HSSE & SP Control Framework, Version 2, (Shell Group Standards for<br />
Health, Security, Safety, the Environment & Social Performance)<br />
SP 1005<br />
SP 1006<br />
SP 1008<br />
SP 1010<br />
SP 1012<br />
SP 1075<br />
SP 1127<br />
SP 1170<br />
SP 1230<br />
SP 1231<br />
SP 1232<br />
SP 1233<br />
SP 1234<br />
SP 1237<br />
SP 1256<br />
SP 1257<br />
SP 1259<br />
SP 2001<br />
SP 2085<br />
SP 2087<br />
SP 2097<br />
GU 230<br />
GU 611<br />
GU 648<br />
GU 653<br />
January 2007<br />
April 2011<br />
December 2009<br />
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Other Documents<br />
International Standard for Environmental Management Systems –Specification<br />
with Guidance for Use<br />
Royal Decree 10/82 Law for the Conservation <strong>of</strong> the Environment and Protection<br />
<strong>of</strong> Pollution<br />
Occupational Health and Safety Assessment Series<br />
The Center for Chemical Process Safety (C<strong>CP</strong>S - www.aiche.org/ccps)<br />
ISO 14001:2004<br />
RD 10/82<br />
OHSAS 18001:2007<br />
C<strong>CP</strong>S 2010<br />
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7. ASSURANCE: MONITORING AND AUDIT<br />
7.1 OVERVIEW<br />
Assurance activities provide <strong>PDO</strong> management with a systematic approach to answer these questions regarding the <strong>HSE</strong>-MS:<br />
<br />
<br />
<br />
<br />
<br />
Are we prioritizing our assurance activities on our <strong>HSE</strong> critical activities?<br />
Are we doing what we said we would be doing based on the <strong>HSE</strong>-MS processes?<br />
Are there sufficient and traceable records to confirm this?<br />
Are we suitably, adequately, and effectively implementing these requirements?<br />
Why and/or why not?<br />
At the implementation and operation level, <strong>PDO</strong> implements and conducts many types <strong>of</strong> inspections and observations to verify<br />
whether what is required in procedures, specifications, etc., is actually done and done well. The focus <strong>of</strong> each is:<br />
1) Inspections focus on conditions – equipment, materials, and the environment. They generate findings that can be both<br />
positive – requiring recognition and commendation, and negative – requiring some type <strong>of</strong> corrective action.<br />
2) Observations focus on people – how people perform their tasks and their behaviour. There are essentially two types <strong>of</strong><br />
observations:<br />
Task observation: A technique to ensure that tasks / procedures are performed efficiently and in compliance with<br />
standards.<br />
Behavioural observation: The process <strong>of</strong> observing how individuals conduct themselves with reference to rules and<br />
practices, in order to reinforce and improve desired standards <strong>of</strong> behaviour.<br />
Again, like inspections, observations can generate findings that can be both positive, requiring commendation, and those which<br />
require improvements, or correction.<br />
At the management system level, <strong>HSE</strong> audits / assessments provide management with a systematic, independent way to assess<br />
the implementation <strong>of</strong> the <strong>HSE</strong> Management System. <strong>PDO</strong> has and uses a three-tiered approach to <strong>HSE</strong> audits / assessments:<br />
1) Level 1: Includes <strong>HSE</strong> audits conducted on behalf <strong>of</strong> <strong>PDO</strong>‟s Internal Audit Committee (IAC) as part <strong>of</strong> the Integrated Audit<br />
Plan, and also includes independent audits carried out by external bodies, such as ISO 14001 certification audits, C<strong>CP</strong>S<br />
process safety management audits, etc.<br />
2) Level 2: Includes <strong>HSE</strong> audits carried out on behalf <strong>of</strong> Asset Managers as part <strong>of</strong> their own Asset Level assurance<br />
processes. These could include internal audits as required by external standards, such as ISO 14001, C<strong>CP</strong>S, etc.<br />
3) Level 3: Includes self-assessments, task / behavioural observations, and workplace inspection activities to supplement the<br />
formal <strong>HSE</strong> audit / assessment process. Refer to Chapter 5 <strong>of</strong> this Manual "Planning and Procedures" for more details<br />
about task observation and workplace inspection procedures.<br />
Of the three types <strong>of</strong> audits carried out at <strong>PDO</strong>, Level 3 audits, because they are more <strong>of</strong> a monitoring activity, are carried out<br />
more frequently than Level 1 and 2 audits. <strong>PDO</strong> maintains procedures for <strong>HSE</strong> audits / assessments to be carried out, as part <strong>of</strong><br />
its normal business activities, in order to:<br />
<br />
<br />
<br />
<br />
<br />
Determine whether or not the processes and activities <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System conform to the planned<br />
arrangements and are being suitably, adequately, and effectively implemented.<br />
Determine whether or not <strong>PDO</strong>‟s <strong>HSE</strong> Management System is fulfilling the Company‟s <strong>HSE</strong> policy, goals, objectives,<br />
targets, and/or other relevant performance criteria.<br />
Determine whether or not <strong>PDO</strong>‟s <strong>HSE</strong> Management System complies with the relevant legal and/or other requirements to<br />
which it subscribes.<br />
Identify areas for improvements in <strong>PDO</strong>‟s <strong>HSE</strong> Management System, with the aim <strong>of</strong> continually improving the <strong>HSE</strong>-MS.<br />
Enable management to ensure that potential and/or actual deficiencies and deviations in the management system are<br />
remedied through their effective identification, evaluation / analysis, follow-up action, verification, and ultimate close-out.<br />
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7.2 REQUIREMENTS<br />
7.2.1 Performance Measures and Indicators<br />
Effective implementation <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System requires both leading and lagging indicators for monitoring.<br />
Leading indicators are pro-active measuring and monitoring criteria, and provide input or activity-based information in the<br />
absence <strong>of</strong> any incident, ill health, and/or damage to the receiving environment. Leading indicators are forward looking and<br />
predictive; they are aimed at raising the awareness <strong>of</strong> the possibility <strong>of</strong> incidents that might happen. They measure and monitor<br />
what we should be doing for managing <strong>HSE</strong>.<br />
Lagging indicators are reactive measuring and monitoring criteria, providing output-based information on incidents that have<br />
occurred and in addition providing insights into means <strong>of</strong> preventing similar incidents in the future. Lagging indicators provide<br />
evidence <strong>of</strong> deficient <strong>HSE</strong> performance. They tell us what has gone “wrong” in managing <strong>HSE</strong>.<br />
LEADING INDICATORS, EXAMPLES<br />
- Number and quality <strong>of</strong> successful emergency drills carried out.<br />
- Measuring the integrity <strong>of</strong> critical safeguarding systems.<br />
- Number and quality <strong>of</strong> progress on close out <strong>of</strong> audit action items.<br />
- Number and quality <strong>of</strong> <strong>PDO</strong> Management <strong>HSE</strong> inspections.<br />
- Number and quality <strong>of</strong> reporting <strong>of</strong> STOP cards, and their analysis.<br />
- Number and quality <strong>of</strong> structured <strong>HSE</strong> meetings conducted.<br />
- Journey Management Rate (JMR).<br />
- Percentage <strong>of</strong> audited MOCs that satisfied all aspects <strong>of</strong> the MOC<br />
procedure<br />
- Training for PSM Critical Positions rate.<br />
- Failure to follow procedures / safe working practices rate.<br />
- On time inspection rate for safety critical items <strong>of</strong> plant / equipment<br />
LAGGING INDICATORS, EXAMPLES<br />
- Statistics on near misses / near-miss frequency rate.<br />
- Lost time injuries and their frequency and severity rates.<br />
- Occupational illnesses and their frequency and severity rates.<br />
- Deviations from permissible discharge levels.<br />
- Number <strong>of</strong> spills and/or spill frequency and severity rate.<br />
- Number and/or fatality rate.<br />
- Number or rate <strong>of</strong> complaints.<br />
- <strong>HSE</strong> performance trend analysis.<br />
- Total Count <strong>of</strong> Process Safety Incidents (PSIC).<br />
- Process Safety Total Incident Rate (PSTIR).<br />
- Process Safety Incident Severity Rate (PSISR).<br />
- Loss <strong>of</strong> Primary Containment (LOPC)<br />
It is important to remember the following logic with respect to selecting and using leading and lagging indicators: the leading<br />
indicators chosen should have a direct cause and effect relationship with the lagging indicators chosen. For example, the<br />
number and quality <strong>of</strong> STOP cards reported directly helps to reduce the lost time injury frequency and/or severity rate. These<br />
types <strong>of</strong> <strong>HSE</strong> performance data are collected for:<br />
<br />
<br />
Internal performance reporting, analysis, review, and follow-up information and evidence.<br />
External performance reporting, analysis, review, and follow-up information and evidence for identified and relevant<br />
stakeholders.<br />
7.2.2 Establishing and Documenting an <strong>HSE</strong> Monitoring System<br />
A monitoring system is required to measure <strong>HSE</strong> performance, and the implementation <strong>of</strong> the <strong>HSE</strong> Management System,<br />
against established goals, objectives, and/or targets.<br />
Leading indicators and measures such as „substandard acts / practices auditing,‟ „site <strong>HSE</strong> inspections,‟ „self-assessments,‟ as<br />
well as reactive measures, shall be used to measure and monitor <strong>HSE</strong> performance and identify opportunities for continual<br />
improvement at <strong>PDO</strong>. A monitoring system should:<br />
<br />
<br />
<br />
<br />
<br />
<br />
Identify the information to be obtained.<br />
Fulfill the “SMART” criteria <strong>of</strong> being specific, measureable, attainable, realistic, and trackable / time-bound.<br />
Define the required accuracy <strong>of</strong> the results.<br />
Specify the monitoring methods / procedures and identify all required monitoring locations.<br />
Specify the frequency <strong>of</strong> monitoring and measuring.<br />
Define roles, responsibilities, and accountabilities for monitoring. Use <strong>of</strong> RASCI charting here is invaluable.<br />
The monitoring system should also regularly examine progress towards achieving Asset level <strong>HSE</strong> goals, objectives, and/or<br />
targets set in <strong>HSE</strong> plans.<br />
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7.2.3 Monitoring Methods<br />
Methods <strong>of</strong> monitoring include:<br />
<br />
<br />
<br />
<br />
<br />
Periodical monitoring <strong>of</strong> leading and lagging indicators set for the Corporate, Asset, and Departmental levels.<br />
Systematic observation <strong>of</strong> the work and behaviour <strong>of</strong> employees (including leaders), suppliers, contractors, and subcontractors<br />
to assess compliance with <strong>PDO</strong> documentation, such as procedures and work instructions. This includes<br />
Contract Holders monitoring and verifying the <strong>HSE</strong> requirements <strong>of</strong> contracts that are relevant to the competence and<br />
fitness to work <strong>of</strong> contractor personnel.<br />
Regular environmental sampling and analysis.<br />
Health surveillance <strong>of</strong> employees (including individual, group, and area exposure monitoring and medical examinations).<br />
Monitoring <strong>of</strong> employee performance and progress against personal <strong>HSE</strong> plans, goals, objectives, and targets.<br />
7.2.4 Quality Control <strong>of</strong> Monitoring and Measurements<br />
Sufficient quality control over monitoring and measurement errors, should they occur, is important to ensure clear and accurate<br />
interpretation <strong>of</strong> monitoring results and to maintain the consistency <strong>of</strong> measurements taken. Competent personnel also should<br />
be properly selected and be given the role:<br />
<br />
<br />
<br />
To calibrate and use monitoring equipment on a regular basis.<br />
To carry out task or behavioural observations.<br />
To carry out <strong>HSE</strong> inspections.<br />
Procedures should be established for the proper collection, analysis, interpretation, and reporting <strong>of</strong> monitoring data.<br />
7.2.5 Records Management<br />
A system for identification <strong>of</strong> the necessary <strong>HSE</strong>-MS records and records management demonstrates the extent <strong>of</strong> measuring<br />
and monitoring done at <strong>PDO</strong>, and provides direct evidence <strong>of</strong> the levels <strong>of</strong> compliance with the <strong>HSE</strong> Management System. The<br />
key to good records management can be summed up in the following “5D” statement: “Diligent documentation delivers due<br />
diligence.”<br />
Examples <strong>of</strong> the <strong>HSE</strong> records generated and maintained by <strong>PDO</strong> under each process <strong>of</strong> the <strong>HSE</strong> Management System are listed<br />
in the following table. If other records are required locally and/or a new type <strong>of</strong> record needs to be created and generated, the<br />
relevant party (Corporate, Asset, site, etc.) should also identify these and include them in their Register <strong>of</strong> <strong>HSE</strong> records.<br />
<strong>HSE</strong> MANAGEMENT SYSTEM PROCESS<br />
Leadership and Commitment<br />
TYPES OF RECORDS<br />
Leadership and Commitment - <strong>HSE</strong> SC/IC Minutes - Management <strong>HSE</strong> Implementation records<br />
Policy and Strategic Objectives<br />
<strong>HSE</strong> Policy and Related Policies<br />
Legal and Other Requirements<br />
Organisation, Responsibilities, Resources,<br />
Standards, and Documents<br />
Organisation, Structure, and Responsibilities<br />
Resources, Awareness, Training, and Competence<br />
Contractor Management<br />
- Copies <strong>of</strong> <strong>HSE</strong> legislation<br />
- <strong>HSE</strong> licenses / approvals / permits<br />
- Job descriptions<br />
- Minutes <strong>of</strong> committees / meetings<br />
- Training / awareness program materials<br />
- Training plans / training need analyses<br />
- Contract documents<br />
- Document C-9 <strong>HSE</strong> Requirements<br />
- Contract <strong>HSE</strong> Management Plan<br />
- Contract <strong>HSE</strong> Certificate (Start-Up)<br />
- Copies <strong>of</strong> other references /<br />
requirements, such as ISO, C<strong>CP</strong>S, etc.<br />
- Terms <strong>of</strong> Reference <strong>of</strong> meetings /<br />
committees<br />
- Competency / training records<br />
- <strong>HSE</strong> training passports<br />
- Competence assessments<br />
- Contract Site Restoration Certificates<br />
- Monthly <strong>HSE</strong> Reports<br />
- Minutes <strong>of</strong> Contractor meetings<br />
Procurement - Supplier records - Purchase Order documents<br />
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<strong>HSE</strong> MANAGEMENT SYSTEM PROCESS<br />
TYPES OF RECORDS<br />
Communication and Reporting<br />
Documentation and Document Management<br />
Hazards and Effects Management Process<br />
(HEMP)<br />
HEMP<br />
Planning and Procedures<br />
Goals, Objectives, Targets, and Management Plans<br />
Operational Control<br />
Emergency Response and Contingency Planning<br />
Implementation and Operation<br />
Key implementation procedures and their evidence <strong>of</strong><br />
implementation: Permit to Work, Management <strong>of</strong><br />
Change, Technical Integrity, etc.<br />
Assurance: Monitoring and Audit<br />
Performance Monitoring and Records<br />
- Newsletters, bulletins, magazines,<br />
booklets<br />
- Letters to regulatory authorities<br />
- Register <strong>of</strong> community complaints<br />
- Register <strong>of</strong> business control documents<br />
- Document review records<br />
- Environmental Assessment reports<br />
- Permit / License Applications<br />
- Health Risk Assessment reports<br />
- HAZOP / HAZAN reports<br />
- Corporate <strong>HSE</strong> Plan<br />
- Asset Manager Mandate<br />
- Tasks and Targets (employees)<br />
- Work Permits<br />
- Service Level Agreements<br />
- Task observation records<br />
- Emergency Exercise and Drill Reports<br />
- Issued work permit forms,<br />
- MOC case documentation,<br />
- Monitoring data (<strong>HSE</strong> leading and lagging<br />
indicator statistics)<br />
- Reports to internal stakeholders<br />
- Reports to external stakeholders<br />
- Minutes <strong>of</strong> committees / meetings<br />
- Step-out approvals<br />
- QRA reports<br />
- Hazards and Effects Registers<br />
- <strong>HSE</strong> Cases<br />
- MOPO‟s<br />
- <strong>PDO</strong> Program Books<br />
- Asset-level <strong>HSE</strong> Plans<br />
- Workplace <strong>HSE</strong> inspection records<br />
- STOP Safety Observation Cards<br />
- Technical integrity inspection reports<br />
- Other reports or surveys<br />
- Equipment calibration records<br />
- Task / behaviour observation records<br />
Non Compliance and Corrective Actions - Non-Compliance Report forms - Corrective action plans<br />
Incident Notification, Analysis, Reporting, and Followup<br />
Audit<br />
Review<br />
Management reviews <strong>of</strong> the <strong>HSE</strong>-MS<br />
7.3 PROCEDURES<br />
- Incident Notification Forms<br />
- Incident reports<br />
- 5 year Integrated Audit Plan<br />
- Internal and external audit reports<br />
- Minutes <strong>of</strong> committees / management<br />
review meetings<br />
- Follow-up action plans<br />
- STOP Safety Observation Cards<br />
- Annual <strong>HSE</strong> Audit Plan<br />
- Audit follow-up action plans<br />
- Letter <strong>of</strong> Representation<br />
- Self Assessment Checklist<br />
Any incident (i.e., accident or near miss) and/or non-compliance must be notified, investigated, analyzed, reported, followed up,<br />
learnings extracted and applied where necessary, and ultimately closed out. This process <strong>of</strong> initiating corrective action is<br />
necessary to ensure that <strong>HSE</strong> Management System requirements are met, <strong>HSE</strong> performance continually improves, and that the<br />
likelihood <strong>of</strong> incidents is minimized. Details for this activity can be found in PR-1418.<br />
The <strong>PDO</strong> Risk Assessment Matrix (RAM) document shall be used as a standard in the process <strong>of</strong> notification, investigation,<br />
analysis, reporting, and follow up <strong>of</strong> incidents for <strong>PDO</strong> sites. The RAM could also be used in the process <strong>of</strong> notification,<br />
investigation, analysis, reporting, and follow up <strong>of</strong> non-compliances.<br />
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7.3.1 Non-Compliance<br />
Non-compliances may be sudden and temporary, or they may persist for long periods. They may result from deficiencies and/or<br />
failures in the Management System itself, failures in plant and/or equipment, and/or from human error / behaviour.<br />
Investigation <strong>of</strong> non-compliance should fully establish the causes, including failures in the Management System.<br />
investigations enable the planning <strong>of</strong> corrective action, including measures for:<br />
These<br />
<br />
<br />
<br />
<br />
<br />
<br />
Restoring compliance as quickly as possible.<br />
Preventing any recurrence.<br />
Evaluating and mitigating any adverse <strong>HSE</strong> effects.<br />
Ensuring satisfactory interaction with other components <strong>of</strong> the management system.<br />
Verifying and assessing the effectiveness <strong>of</strong> the above measures.<br />
Ultimately closing out the non compliance.<br />
Implementing corrective action will not be complete until the effectiveness <strong>of</strong> the above measures has been demonstrated. This<br />
includes making the appropriate changes to <strong>PDO</strong> procedures, records, and/or other relevant factors.<br />
7.3.2 Incident Notification, Investigation, Analysis, Reporting, and Follow-up<br />
The overall incident management process at <strong>PDO</strong> is graphically described below. Incidents may affect people, environment,<br />
assets, and/or the reputation <strong>of</strong> <strong>PDO</strong>. The corresponding consequences <strong>of</strong> incidents are:<br />
<br />
<br />
<br />
<br />
<br />
Personal injury / occupational illness / fatality.<br />
Environmental damage / impacts.<br />
Asset loss / property damage / process loss.<br />
Reputation damage.<br />
Legal fines.<br />
Incident Analysis (Investigation)<br />
Incidents have multiple causes, with underlying causes <strong>of</strong>ten existing away from the site <strong>of</strong> the incident. When investigating<br />
incidents, the team should remember and apply the principle <strong>of</strong> multiple causes:<br />
“Problems and other loss producing events are seldom, if ever, the result <strong>of</strong> a single cause.”<br />
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Proper identification <strong>of</strong> all causes requires timely and methodical investigation, going beyond the immediate causes and<br />
evidence, and looking for basic or root causes which may cause future incidents. For this reason, incident analysis should be<br />
seen as a means to identify not only immediate causes, but also basic causes and failures in the management system.<br />
The purpose <strong>of</strong> conducting an incident analysis and producing a formal report on the findings is:<br />
<br />
<br />
<br />
<br />
<br />
To identify the immediate and basic or root causes <strong>of</strong> an incident.<br />
To prescribe and implement suitable remedial actions to prevent recurrence <strong>of</strong> a similar incident.<br />
To ensure that all legal and other <strong>PDO</strong> requirements on incident reporting are met.<br />
To protect against any unsubstantiated claims.<br />
To provide a means for sharing learning, and the incorporation <strong>of</strong> such learning into <strong>PDO</strong> knowledge management systems.<br />
The incident analysis, reporting, and follow-up process comprise a number <strong>of</strong> consecutive stages once the initial <strong>PDO</strong> notification<br />
procedure has been completed. These stages are:<br />
1. Conducting the initial investigation / evidence collection and preservation.<br />
2. Establishing a full investigation team.<br />
3. Conducting the full investigation by the team, including the collecting <strong>of</strong> relevant evidence.<br />
4. Analyzing the findings.<br />
5. Preparing, reviewing, and publishing the report (including recommendations for remedial action).<br />
6. Implementing the action items as agreed.<br />
7. Verification and follow-up to ensure remedial actions are completed correctly and on time.<br />
8. Incident case and report close out.<br />
Incident Notification, Reporting, and Follow-Up<br />
All incidents (including near misses) require a formal Incident Report in addition to the initial Incident Notification Form, with the<br />
following exceptions:<br />
<br />
Reporting <strong>of</strong> Low Risk incidents is limited to a completely and accurately filled out Notification Form.<br />
To maximize incident learning benefits, relevant findings and conclusions <strong>of</strong> incident investigations should be given as wide a<br />
distribution as practicable. Lessons learnt from incidents, which are believed to be <strong>of</strong> benefit to other relevant internal and<br />
external stakeholders, are communicated throughout <strong>PDO</strong>.<br />
Distribution <strong>of</strong> information can occur through discussions and feedback from <strong>HSE</strong> meetings and team briefings, in addition to<br />
consideration given at the relevant Incident Review Committees. This will help maximize the benefits from the learning point s <strong>of</strong><br />
the incident and help prevent recurrence <strong>of</strong> incidents with similar causes.<br />
<strong>PDO</strong> leadership fully supports the incident management process and its stages, encourages leadership involvement in the<br />
investigations, and requires sufficient allocation <strong>of</strong> resources to act on the resulting recommendations. <strong>PDO</strong> also supports<br />
objective investigations being carried out by competent and unbiased investigators, and taking prompt action to correct<br />
deficiencies.<br />
For the entire process <strong>of</strong> how notification, investigation, analysis, and reporting <strong>of</strong> events are managed in <strong>PDO</strong>, please refer to<br />
PR 1418 Incident Notification, Analysis, Reporting, and Follow-Up for details.<br />
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7.3.3 <strong>HSE</strong> Audits and Hierarchy<br />
The hierarchy <strong>of</strong> <strong>HSE</strong> audits, task observations, and inspections within <strong>PDO</strong> is illustrated below.<br />
7.3.4 Audit Tools<br />
An „Audit Kit‟ contains a set <strong>of</strong> tools to aid an Audit Team Leader to conduct<br />
an audit. It includes sample slide presentations, questionnaires, templates<br />
and guidelines that can be customized and supplemented by the Audit Team<br />
Leader to suit the individual audit requirements. Further guidance on<br />
conducting audits can be found in <strong>PDO</strong> procedures and guidelines. These<br />
include <strong>HSE</strong>-MS, PSUA, and AI-PS audit procedures.<br />
GU 441 <strong>HSE</strong> Inspection Guide, contains checklists and tools for use in<br />
conducting <strong>HSE</strong> Inspections (e.g., Joint Management <strong>HSE</strong> Inspections).<br />
Details on how to conduct audits, audit team composition, audit planning, and audit frequency can be found in specific <strong>PDO</strong><br />
procedures, such as PR-1969 Corporate <strong>HSE</strong> Audits.<br />
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7.4 REFERENCES<br />
The following documents provide further / related information on Assurance: Monitoring and Audit.<br />
<strong>PDO</strong> Policies<br />
PL-03 – Risk and Internal Control<br />
PL-04 – Health, Safety, and Environmental Protection<br />
PL-06 – Information Management & Internal Communication<br />
PL 03<br />
PL 04<br />
PL 06<br />
<strong>PDO</strong> <strong>Code</strong>s <strong>of</strong> <strong>Practice</strong> No direct link exists and/or is required. --<br />
<strong>PDO</strong> <strong>HSE</strong> Procedures<br />
PR-1171 – Contract <strong>HSE</strong> Management Part I - Mandatory for <strong>PDO</strong> Personnel<br />
involved in Contract Management<br />
PR-1171 – Contract <strong>HSE</strong> Management Part II - Mandatory for Contractors &<br />
Contract Holders<br />
PR-1418 – Incident Notification, Reporting and Follow-up Procedure<br />
PR-1712 – Level 3 Audit (Engineering Operations)<br />
PR-1969 – Corporate <strong>HSE</strong> Audits<br />
PR 1171<br />
PR 1171<br />
PR 1418<br />
PR 1712<br />
PR 1969<br />
<strong>PDO</strong> <strong>HSE</strong> Specifications No direct link exists and/or is required. --<br />
<strong>PDO</strong> <strong>HSE</strong> Guidelines<br />
GU-441 – <strong>HSE</strong> Inspection<br />
GU-653 – Behaviour Based Safety<br />
GU 441<br />
GU 653<br />
Other <strong>PDO</strong> Documents Fountain Assurance User Guide --<br />
Shell Group Documents<br />
Shell HSSE & SP Control Framework, Version 2, (Shell Group Standards for<br />
Health, Security, Safety, the Environment & Social Performance)<br />
December 2009<br />
Other Documents<br />
International Standard for Environmental Management Systems –Specification<br />
with Guidance for Use<br />
Royal Decree 10/82 Law for the Conservation <strong>of</strong> the Environment and<br />
Protection <strong>of</strong> Pollution<br />
Occupational Health and Safety Assessment Series<br />
The Center for Chemical Process Safety (C<strong>CP</strong>S - www.aiche.org/ccps)<br />
ISO 14001:2004<br />
RD 10/82<br />
OHSAS 18001:2007<br />
C<strong>CP</strong>S 2010<br />
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8. REVIEW<br />
8.1 OVERVIEW<br />
A key component <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management System is a formal process whereby senior leadership reviews its efforts with<br />
respect to:<br />
<br />
<br />
<br />
Managing <strong>HSE</strong> risks.<br />
Reinforcing efforts to continually improve <strong>HSE</strong> performance.<br />
Ensuring and documenting their decisions regarding the management system‟s continuing suitability, adequacy, and<br />
effectiveness.<br />
In general, <strong>PDO</strong>‟s senior leadership should review the <strong>HSE</strong> Management System at least annually. Review components should<br />
address:<br />
<br />
<br />
<br />
The possible need for changes to <strong>PDO</strong>‟s <strong>HSE</strong> Policy and strategic goals and objectives, in the light <strong>of</strong> changing<br />
circumstances, and the commitment to strive for and make continual improvements to the management system.<br />
Resource allocation for implementation, maintenance, and improvement <strong>of</strong> the <strong>HSE</strong> Management System.<br />
Sites and/or situations requiring special attention or focus, on the basis <strong>of</strong> evaluated hazards and risks and emergency<br />
planning.<br />
These management review processes should be documented, with the results recorded to assist in action tracking and<br />
implementing any review findings, i.e., recommended changes or improvements which become apparent through the review.<br />
This Chapter covers the review components <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Management system. It addresses the various parts <strong>of</strong> formal<br />
management reviews, including review <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Policy and goals / objectives, <strong>HSE</strong> performance, <strong>HSE</strong> documents, and<br />
other <strong>HSE</strong> issues that may arise and are <strong>of</strong> importance. The intent and goal <strong>of</strong> reviews stated here is to determine the suitability,<br />
adequacy, and effectiveness <strong>of</strong> the <strong>HSE</strong>-MS.<br />
8.2 REQUIREMENTS<br />
8.2.1 Scope <strong>of</strong> Review<br />
The scope <strong>of</strong> the review process includes <strong>PDO</strong>‟s activities and its Corporate and Asset level <strong>HSE</strong> Management System<br />
documentation. The review process should begin with the Self Assessment Questionnaire process. Review this link for more<br />
detailed information: http://sww1.pdo.shell.om/dept/cd/csm/blocks/hsefunction/saq/saqhome.htm. Issues to be addressed as<br />
part <strong>of</strong> the review process and agenda should typically include:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Any recommendations which have been made in audit reports.<br />
Any recommendations made in the investigation and analysis <strong>of</strong> incidents.<br />
Extent <strong>of</strong> follow-up on audit and incident action items.<br />
The continuing suitability, adequacy, and effectiveness <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> Policy.<br />
The continuing suitability, adequacy, and effectiveness <strong>of</strong> <strong>PDO</strong>‟s <strong>HSE</strong> goals, objectives, and/or targets, consequent<br />
amendments to the <strong>HSE</strong> Plan, and to <strong>HSE</strong> Management System documentation.<br />
Comparison <strong>of</strong> business results against goals, objectives, targets, and/or KPIs.<br />
Resources allocated to achieve <strong>HSE</strong> goals, objectives, targets, and/or KPIs.<br />
Review <strong>of</strong> goals and strategy.<br />
Status <strong>of</strong> actions in the business plan.<br />
Trend analysis <strong>of</strong> business results.<br />
Assessments <strong>of</strong> the organisation‟s residual risk pr<strong>of</strong>ile – including health, process and occupational safety, and<br />
environmental risks.<br />
Performance benchmarking results.<br />
Assurance activity results (Level I, II, and III audits).<br />
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<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Analysis <strong>of</strong> monitoring reports.<br />
Improvement and action plans.<br />
Stakeholder suggestions.<br />
Status <strong>of</strong> actions from previous management reviews.<br />
External changes which may affect the management system.<br />
Major changes in legal requirements.<br />
Asset performance / condition.<br />
Customer satisfaction results.<br />
8.2.2 Responsibility and Accountability for Review<br />
Reviews are to be carried out by <strong>PDO</strong>‟s senior leadership and/or by competent independent personnel appointed by the senior<br />
leadership. Within <strong>PDO</strong>, the following senior personnel carry out reviews:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Board <strong>of</strong> Shareholders.<br />
The <strong>HSE</strong> Steering Committee.<br />
The Integrated Audit Committee (IAC). More details about the review role <strong>of</strong> the IAC can be found in <strong>PDO</strong>‟s Corporate <strong>HSE</strong><br />
Audits Procedure, PR 1969.<br />
The Emergency Response Steering Committee (ERSC). More details about the review role <strong>of</strong> the ERSC can be found in<br />
<strong>CP</strong> 123 <strong>PDO</strong> Emergency Documents Part 1.<br />
Incident Review Committees (IRCs). More details about the roles <strong>of</strong> IRCs are described in PR 1418 Incident Notification,<br />
Analysis, Reporting, and Follow-Up.<br />
The Managing Director (MD).<br />
Directors, Asset Directors, Project Managers, and/or Line Leaders.<br />
Corporate <strong>HSE</strong> Manager.<br />
8.2.3 Reporting <strong>of</strong> Reviews<br />
Reports <strong>of</strong> reviews shall:<br />
<br />
<br />
<br />
<br />
<br />
<br />
Include the review agenda, and those attending.<br />
Document the results <strong>of</strong> the review.<br />
Identify why the review was conducted (for example, routine management review as required by procedure, organisational<br />
changes, and/or reported deficiencies in <strong>HSE</strong> Management System).<br />
Identify any necessary remedial actions, assign responsibility / accountability, and assign deadlines / time limits.<br />
Ensure proper action tracking, verification, and close out <strong>of</strong> identified remedial actions.<br />
Be distributed and communicated to all relevant internal and external stakeholders.<br />
8.2.4 Applying Continual Improvement to the Review Process<br />
The management review process itself should be subject to continual improvement as well. This should include unbiased<br />
evaluations and activities including:<br />
<br />
<br />
<br />
Evaluation <strong>of</strong> review information to identify the basic causes <strong>of</strong> good and poor business performance.<br />
Evaluation <strong>of</strong> basic causes to identify the strengths and weaknesses <strong>of</strong> the management system.<br />
Evaluation <strong>of</strong> the effectiveness <strong>of</strong> the management review process.<br />
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8.3 PROCEDURES<br />
Conducting <strong>HSE</strong>-MS Reviews at <strong>PDO</strong> leadership levels shall be met as part <strong>of</strong> the job responsibilities defined for each individual<br />
within the Corporate Management Framework, Job Descriptions, Personal Performance Contracts (PPCs), and PR 1970 <strong>HSE</strong>-<br />
MS Review.<br />
8.4 REFERENCES<br />
The following documents provide further / related information on Review.<br />
<strong>PDO</strong> Policies<br />
PL-03 – Risk and Internal Control<br />
PL-04 – Health, Safety, and Environmental Protection<br />
PL 03<br />
PL 04<br />
<strong>PDO</strong> <strong>Code</strong>s <strong>of</strong> <strong>Practice</strong><br />
<strong>PDO</strong> <strong>HSE</strong> Procedures<br />
<strong>CP</strong>-100 – Policy Approval<br />
<strong>CP</strong>-107 – Corporate Management Framework<br />
<strong>CP</strong>-123 – Emergency Response Documents Part I<br />
PR-1418 – Incident Notification, Investigation, Reporting, and Follow-Up<br />
PR-1969 – Corporate <strong>HSE</strong> Audits<br />
PR-1970 – <strong>HSE</strong> MS Review<br />
<strong>CP</strong> 100<br />
<strong>CP</strong> 107<br />
<strong>CP</strong> 123<br />
PR 1418<br />
PR 1969<br />
PR 1970<br />
<strong>PDO</strong> <strong>HSE</strong> Specifications No direct link exists and/or is required. --<br />
<strong>PDO</strong> <strong>HSE</strong> Guidelines No direct link exists and/or is required. --<br />
Other <strong>PDO</strong> Documents Statement <strong>of</strong> General Business Principles (SGBP) January 2007<br />
Shell Group Documents<br />
Shell HSSE & SP Control Framework, Version 2, (Shell Group Standards for<br />
Health, Security, Safety, the Environment & Social Performance)<br />
December 2009<br />
Other Documents<br />
International Standard for Environmental Management Systems<br />
Occupational Health and Safety Assessment Series<br />
The Center for Chemical Process Safety (C<strong>CP</strong>S - www.aiche.org/ccps)<br />
ISO 14001:2004<br />
OHSAS 18001:2007<br />
C<strong>CP</strong>S (2010)<br />
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9. GLOSSARY<br />
Understanding the meaning <strong>of</strong> common terms in the <strong>PDO</strong> <strong>HSE</strong>-MS / <strong>CP</strong>-<strong>122</strong> is an essential part <strong>of</strong> pr<strong>of</strong>essional <strong>HSE</strong><br />
management. It is important that <strong>PDO</strong> establish its own documented definitions and terms for relevant <strong>HSE</strong> management<br />
system terminology, so as to reduce the potential for reporting and other communication problems. This glossary is not<br />
exhaustive, and the definitions and abbreviations provided here are for reference only.<br />
Accident - The term „accident‟ is sometimes used to describe an incident which has caused actual injury, loss, or damage.<br />
For the purposes <strong>of</strong> <strong>PDO</strong> procedures the term „accident‟ shall not be used. (See incident. The following definitions beginning<br />
with the term “accident” are for illustrative purposes only and the term “incident” can be substituted for “accident” here.).<br />
Accident / incident rates - Measures <strong>of</strong> accident / incident loss experience within given time periods, developed as a<br />
means <strong>of</strong> comparison. (Examples: injury frequency rate, injury severity rate, injury index, all injury frequency rate, major<br />
property damage rate, and critical items damage rate).<br />
Accident report - A written summary describing the accident / incident, presenting an analysis <strong>of</strong> causes and suggestions<br />
for remedial action, and documenting actions taken as preventive or control measures.<br />
Accident / incident analysis - Study <strong>of</strong> accident / incident experience through compilation <strong>of</strong> related facts and information<br />
about the nature <strong>of</strong> injuries and/or damage, and the causal factors. The purpose is to define trends and problem areas and<br />
to identify the critical safety problems as a basis for program objectives and activities. Analyses usually include frequency <strong>of</strong><br />
occurrence, severity, nature <strong>of</strong> injury / damage, part <strong>of</strong> body injured, part <strong>of</strong> equipment or material damaged, agency <strong>of</strong> the<br />
accident, substandard practices and conditions, job factors and personal factors. Refer to Basic Causes and Immediate<br />
Causes.<br />
Accident / incident investigation - A systematic search for factual information on the extent and nature <strong>of</strong> a specific loss or<br />
near-miss, the related events, the substandard practices and conditions which influenced the events, the basic or roots<br />
causes, and the management actions needed to prevent or control future occurrences.<br />
AI-PS - Asset Integrity Process Safety.<br />
AIPSALT - Asset Integrity Process Safety Asset Leadership Team.<br />
ALARP - As Low As Reasonably Practicable (ALARP). Risks are said to be reduced to a level <strong>of</strong> ALARP, at a point where<br />
the time, trouble, complexity, difficulty, and cost <strong>of</strong> risk reduction measures have been assessed, and where further risk<br />
reduction measures are considered to be unreasonable in regard to the additional risk reductions obtained versus the costs<br />
and benefits <strong>of</strong> doing so.<br />
All - This term generally refers to a 100% condition. The established method to evaluate an "all" condition is to apply the "3<br />
strikes rule." The "3 strikes rule" means that the third time a deviation is noted, the "all" condition will not be true. (From the<br />
<strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
Aspect - The potential to harm people and the environment, cause damage and/or loss <strong>of</strong> assets, and adversely impact<br />
<strong>PDO</strong>‟s reputation. (See Hazard). When used in conjunction with environment, as environmental aspect, it has a slightly<br />
different meaning (see Environmental aspect).<br />
Assessment - (1) A comprehensive, systematic assessment <strong>of</strong> performance to established and accepted criteria.<br />
(2) (<strong>HSE</strong>Q) A systematic and independent examination to determine whether <strong>HSE</strong>Q activities and related results comply<br />
with planned arrangements and whether these arrangements are adequately and effectively implemented, and are suitable<br />
to achieve objectives. (See Audit).<br />
Asset Integrity - See Technical Integrity.<br />
Assumption - The rationale on which normative behaviours and beliefs are based.<br />
Assurance - A positive declaration intended to give confidence. Full confidence, freedom from doubt, certainty.<br />
Audit - (1) A comprehensive, systematic assessment <strong>of</strong> performance to established and accepted criteria.<br />
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(2) (<strong>HSE</strong>Q) A systematic and independent examination to determine whether <strong>HSE</strong>Q activities and related results comply<br />
with planned arrangements and whether these arrangements are adequately and effectively implemented, and are suitable<br />
to achieve objectives. (See Assessment).<br />
Authority - The capacity to give commands which are accepted as legitimate by others. In the modern organisation the<br />
manager's authority to give instructions to subordinates is drawn primarily from his formal position as a manager, and from<br />
the set <strong>of</strong> rights and obligations formally associated with the post, rather than from the manager's individual leadership<br />
qualities. However, both sources <strong>of</strong> authority can be important.<br />
Banding - A process which details the contractor selection process for High and Medium Risk services to Petroleum<br />
Development Oman (<strong>PDO</strong>). The SP-1171 document describes the methodology that presents a consistent and<br />
standardized approach to <strong>HSE</strong> evaluation <strong>of</strong> contractors. The approach also aims to reduce the repeated data requests, for<br />
<strong>HSE</strong> information, from contractors as part <strong>of</strong> the technical evaluation process. The overriding objective is to reduce<br />
contractor incidents in <strong>PDO</strong> and to prioritize doing business with contractors who have a good <strong>HSE</strong> capability and<br />
performance.<br />
Basic causes - The job and personal factors, such as inadequate engineering, lack <strong>of</strong> knowledge or skill, etc., from which<br />
the substandard acts and/or substandard conditions originate. Basic causes may also be referred to as underlying, root or<br />
real causes, systems defects or contributing causes. Basic causes are most frequently the result <strong>of</strong> an inadequate<br />
management system, inadequate management system standards, and/or inadequate compliance with management system<br />
standards. (See Immediate Causes).<br />
BBS - Behavioural Based Safety. A system or program to identify, evaluate, control, and monitor behaviours in an<br />
organisation in order to change and improve „safe‟ behaviours and/or to reduce „at-risk‟ behaviours.<br />
Behavioural observation - The process <strong>of</strong> observing how individuals conduct themselves with reference to rules and<br />
practices, in order to reinforce and improve desired standards <strong>of</strong> behaviour.<br />
Benchmarking - Predetermined standard(s) against which research or assessments are measured.<br />
Budget - A firm's predetermined financial plan, expressed in quantitative or financial terms, for a given future period.<br />
(Examples: the sales budget is generally compiled with the aid <strong>of</strong> sales forecasts and shows quantities and values <strong>of</strong><br />
planned sales broken down by product group, area and type <strong>of</strong> customer. The distribution costs budget shows planned<br />
distribution activity measured in packages, tonnage, etc., and associated warehousing and transport costs. The master<br />
budget aggregates all other budgets to produce a budgeted “pr<strong>of</strong>it-and-loss account” and “balance sheet.”).<br />
Business Assurance Letter – The Business Assurance Letter is a corporate <strong>PDO</strong> exercise conducted by Finance and with<br />
submissions made to stakeholders. This exercise involves all the functional departments, including MSE. The intent is to<br />
assure, with or without qualifications, that the current implementation status and integrity <strong>of</strong> the <strong>HSE</strong>-MS meets suitability,<br />
adequacy, and effectiveness requirements. <strong>PDO</strong> Leadership should consider whether the Business Assurance Letter can<br />
be made without qualification. In making their appraisal <strong>of</strong> whether or not a Business Assurance Letter can be made without<br />
qualification, Leaders may consider how an auditor would rate compliance with the Letter concerned. Letters should be<br />
qualified if a significant audit finding would be expected. An audit trail should exist to confirm the basis on which all Letters<br />
have been made.<br />
Business continuity planning - Arrangements for restoring business activities as soon as possible following an emergency<br />
to minimize loss to business and impact on stakeholders.<br />
Business controls - Structured means used to provide reasonable assurance that business objectives are properly set and<br />
are likely to be met with little risk <strong>of</strong> unacceptable deviation.<br />
Can - indicates a possible course <strong>of</strong> action. (See May).<br />
C<strong>CP</strong>S - The Center for Chemical Process Safety, an American organisation which has established guidance standards for<br />
developing and implementing process safety management systems. The C<strong>CP</strong>S process safety management system<br />
standards consist <strong>of</strong> 20 elements. For further information see their website at www.aiche.org/ccps<br />
CEPI - Composite Environmental Performance Indicator.<br />
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Chemical - A chemical may be a liquid, gas, solid, or powder which in normal use has the potential to cause a heath and/or<br />
physical hazard, and/or the release <strong>of</strong> toxins into the environment. This definition also includes any materials that will be<br />
created during the manufacturing process, either as intermediates, by-products, and/or wastes. A chemical may be further<br />
defined as: Used or consumed in the manufacturing, R&D, testing or assembly <strong>of</strong> products; Incorporated into the final<br />
product; Used or consumed in the maintenance <strong>of</strong> facilities, grounds and equipment; Raw materials, that when handled /<br />
processed at a site, can cause releases <strong>of</strong> potentially hazardous emissions, by-products or wastes; Any material received on<br />
site with a Material Safety Data Sheet (MSDS); Any material requiring an MSDS, either regulatory, or as required by <strong>PDO</strong><br />
Policy (stated in Chemical Management Standards); Certain metal articles that are consumed (i.e., – tooling, weld rods,<br />
braze tapes, electrodes, etc.). A chemical may be a direct or indirect material. (From the <strong>HSE</strong>-MS Framework Scorecard<br />
[FSC]).<br />
CM - Corrective Maintenance.<br />
Coaching - The day-by-day actions you take to help people perform as well as possible.<br />
<strong>Code</strong> <strong>of</strong> <strong>Practice</strong> (<strong>CP</strong> – <strong>PDO</strong>) - A high level document that specifies the overall approach and procedure for performing a<br />
business process / activity, and which states the minimum requirements expected from employees, contractors, and/or other<br />
relevant stakeholders.<br />
<strong>Code</strong>s - Rules and standards which have been adopted, by a governmental agency or pr<strong>of</strong>essional regulatory body, as<br />
mandatory regulations having the force and effect <strong>of</strong> law.<br />
Commitment, management - Visible participation <strong>of</strong> the (senior) management <strong>of</strong> their organisation's improvement efforts.<br />
Their participation may include establishing and serving on an <strong>HSE</strong> committee, establishing <strong>HSE</strong> policies and goals,<br />
deploying goals to lower levels <strong>of</strong> the organisation, providing the resources and training that the lower levels need to<br />
achieve the goals, participating in quality improvement teams, and reviewing progress organisation-wide.<br />
Communication - What we do to give and get understanding.<br />
Company - This term refers to <strong>PDO</strong>, a <strong>PDO</strong> asset, a <strong>PDO</strong> business facility / operation, or a <strong>PDO</strong> affiliate. It excludes<br />
contractors or other non-<strong>PDO</strong> entities. (From the <strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
Competence - The ability, in terms <strong>of</strong> skill, knowledge, and awareness to perform a role within specified standards.<br />
Competence is developed over time from among a combination <strong>of</strong> education, training, and/or experience.<br />
Competitive strategy - Deciding, on the basis <strong>of</strong> an evaluation <strong>of</strong> the firm's own competitive strengths and weaknesses visà-vis<br />
those <strong>of</strong> its rivals and the requirements <strong>of</strong> the customers, the direction(s) that firm will pursue.<br />
Complete task observation - An observation, planned in advance, <strong>of</strong> the complete task, using the established task<br />
procedure and/or the most recent task analysis worksheet as references, and recording the results on a specific form.<br />
Contingency measures - Measures that could be taken if an event occurs, in order to minimize its consequence.<br />
Consequence - The effect, result, impact, or outcome <strong>of</strong> something occurring earlier.<br />
Continual improvement - The ongoing improvement <strong>of</strong> activities, products, services, and/or processes through small steps<br />
and breakthrough improvements.<br />
Contract - Legally binding document or situation in which a seller undertakes to supply goods or services to a buyer in<br />
consideration <strong>of</strong> some financial or other return.<br />
Contractor - Person or company that conducts work under a contract for the organisation. (See also Sub-contractor).<br />
Contractor banding - See „Banding.‟<br />
Control - (1) The process <strong>of</strong> ensuring that activities are carried out as intended. Control involves monitoring aspects <strong>of</strong><br />
performance, making commendations and taking corrective actions where necessary.<br />
(2) Physical device to regulate a machine, apparatus, or system within prescribed limits or physical standards <strong>of</strong> safety and<br />
operating effectiveness.<br />
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Controls - Controls include preventive measures (reducing the likelihood / probability), mitigative measures (reducing the<br />
number and severity <strong>of</strong> consequence) and recovery or recovery preparedness measures (reducing the chain <strong>of</strong><br />
consequences arising from a top event). Controls are also called risk reduction measures, preventive measures, barriers,<br />
and/or mitigative measures.<br />
Coordination - The process <strong>of</strong> combining the work <strong>of</strong> organisation members and departments to achieve the desired endproduct<br />
or goals <strong>of</strong> the organisation.<br />
Corporate Governance - Defining and implementing a system <strong>of</strong> rules, processes, procedures, and relationships to<br />
manage the organisation and fulfill its legal, financial, and/or ethical obligations.<br />
Corrective action - Any activity undertaken to address an incident or non-compliance, and if possible, to prevent its<br />
recurrence.<br />
Crisis - An emergency where the situation has escalated to the point where there is actual or potential media interest which<br />
might have a negative impact on reputation at the corporate level and could threaten the survival <strong>of</strong> the business.<br />
Critical controls - A control or contingency measure which is absent or ineffective would result in at least one risk becoming<br />
unacceptable.<br />
Critical / vital few - A basic management principle which states that a small percentage <strong>of</strong> specific items, actions, or<br />
activities account for the majority <strong>of</strong> all accidents and costs. Often referred to as the Pareto Principle.<br />
Critical equipment - Machinery, equipment, and/or materials that is likely to result in a major loss to people, property,<br />
process and/or environment when worn, damaged, abused, misused, improperly applied, etc. These critical few pieces <strong>of</strong><br />
machinery, equipment, and/or materials which, when worn, damaged, abused, misused, or improperly applied, are more<br />
likely to result in a major loss.<br />
Critical equipment list - A comprehensive list that includes all critical equipment, machinery, and/or materials at the<br />
location that have historically resulted in the majority <strong>of</strong> losses (including injury or illness) or have the potential to do so. The<br />
list should include a statement <strong>of</strong> the criteria used to identify their criticality.<br />
Critical supplies inventory - Activity to identify, register, and evaluate critical spare parts or components resulting in a<br />
comprehensive list <strong>of</strong> the ones which have historically resulted in major quality problems or nonconformities or which have<br />
the potential to do so.<br />
Critical task - A specific element <strong>of</strong> work which historically has produced and/or which, when not properly performed, may<br />
produce major loss, either during or as a result <strong>of</strong> the task.<br />
CSU - Commissioning and Start Up.<br />
Culture - (1) The customary beliefs, social forms, and material traits <strong>of</strong> a racial, religious, or social group. (2) The<br />
characteristic features <strong>of</strong> everyday existence shared by people in a place or time. (3) The way the organisation believes,<br />
thinks, and acts with respect to risk.<br />
Customer complaint system - A structured method to handle and solve individual customer complaints and to take corrective<br />
actions to avoid or minimize all customer complaints. The system should cover: registration, analysis, solving complaints,<br />
customer feedback, preventive action, information to employees and customer(s), and evaluation <strong>of</strong> actions.<br />
Customer feedback - Information received via meetings, personnel talks, complaint forms, etc., from existing or new<br />
customers.<br />
Customer satisfaction - The most important criteria in all quality work in the organisation. Approximating or exceeding<br />
customer expectations.<br />
DCAF – Discipline Controls and Assurance Framework.<br />
Design - The process <strong>of</strong> translating a product idea into a product which can be produced and marketed on a commercial<br />
basis.<br />
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Design failure - A failure due to inadequate design <strong>of</strong> an item.<br />
Design input - All documents required to serve as source for basic information for development and design. (Examples:<br />
customer requirements, rules and regulations from external authorities, functional requirement lists, contract documents,<br />
engineering handbooks and technical standards, and design data from suppliers).<br />
Design output - The final work result <strong>of</strong> the development and design function.<br />
specifications, manuals and bills <strong>of</strong> materials).<br />
(Examples: drawings, technical<br />
Design review - A formal and independent examination <strong>of</strong> an existing proposed design for the purpose <strong>of</strong> detection and<br />
remedy <strong>of</strong> deficiencies in the requirements and/or design which could affect such things as reliability performance,<br />
maintainability performance, maintenance support performance requirements, fitness for the purpose and the identification<br />
<strong>of</strong> potential improvements. (Note: Design review by itself is not sufficient to ensure proper design.).<br />
Design verification - Activity to check whether the design (work results) meets the input requirements by conducting design<br />
reviews, qualification tests, alternative calculations, and comparison with similar proven designs.<br />
DI - Design Integrity.<br />
Directive, management - Specific instruction from management.<br />
Disability - Any injury or illness, temporary or permanent, which prevents a person from carrying on his or her usual activity.<br />
Disabling injury - A work injury which results in death, permanent total disability, permanent partial disability, temporary<br />
total disability, or restricted ability to perform normal work.<br />
Distribution - The process <strong>of</strong> storing and moving products to customers, <strong>of</strong>ten through intermediates such as wholesalers<br />
and retailers. The task <strong>of</strong> physical distribution management involves moving specified quantities <strong>of</strong> products to places<br />
where customers can conveniently buy them, in time to replenish stocks, in good condition. The objective is to maximize<br />
availability <strong>of</strong> product while minimizing cost <strong>of</strong> distribution (synonym: physical distribution).<br />
Document - A paper and/or electronic file containing information.<br />
Document control - The operational techniques and activities to ensure the right and proper use <strong>of</strong> all documentation in the<br />
organisation. Document control addresses: document layout, approval, issue, changes, modifications, distribution, and<br />
removal <strong>of</strong> obsolete documents.<br />
Document distribution list - Comprehensive list mentioning document numbers, date <strong>of</strong> issue, revision number, document<br />
name, quantity issued, department <strong>of</strong> issue, department <strong>of</strong> destination, file storage place, retention, etc.<br />
Documented - Written information about an activity.<br />
Dosimeter - A personal device used to monitor an individual's exposure to an occupational health hazard, such as radiation,<br />
vibration, noise, etc.<br />
Duty <strong>of</strong> Care - An obligation and concept that a sensible person / organisation would apply or use in circumstances when<br />
acting towards the public, and/or other stakeholders. Considered in some countries to be a legal requirement. If the actions<br />
<strong>of</strong> a person or organisation are not made with watchfulness, attention, caution, and prudence, their actions are considered<br />
negligent. Consequently, the resulting damages may be claimed as negligence in a lawsuit. <strong>PDO</strong> has now formerly<br />
adopted the term to mean it will take full cognizance <strong>of</strong> the health and welfare <strong>of</strong> all employees, contractors, and other<br />
persons that may be affected by its operations in Oman. The duty <strong>of</strong> care shall in particular monitor the working and living<br />
conditions <strong>of</strong> the workforce.<br />
Economic quality - The economic level <strong>of</strong> quality at which the cost <strong>of</strong> securing higher quality would exceed the benefits <strong>of</strong><br />
the improved quality.<br />
Effect - An adverse impact on people, the environment or <strong>PDO</strong>‟s reputation; damage and/or loss <strong>of</strong> assets. (See Impact).<br />
Emergency - A situation that poses an immediate threat to human life, major / serious damage to property / assets, the<br />
environment, product / service and other quality matters, and/or the security <strong>of</strong> the site / organisation.<br />
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Emergency needs assessment - The process <strong>of</strong> recognizing and evaluating potential emergencies that could occur in an<br />
organisation. Used as the basis for developing a comprehensive emergency response plan.<br />
Emergency plan - A comprehensive document to provide guidance on actions to be taken under various possible<br />
emergency conditions. Includes responsibilities <strong>of</strong> individuals / departments, resources available for use, sources <strong>of</strong> aid<br />
outside the organisation, procedures to follow, authority to make decisions, requirements for implementing procedures within<br />
departments, training in and practice <strong>of</strong> emergency procedures, communications, and reports required.<br />
Emergency team - A group <strong>of</strong> employees who act as a unit in some or all types <strong>of</strong> emergencies.<br />
Employee - A person employed by <strong>PDO</strong> who is not directing or controlling the activities <strong>of</strong> a group <strong>of</strong> workers. (From the<br />
<strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
EMS coordinator / Management Representative - A person, reporting to upper management, one <strong>of</strong> whose functions is to<br />
measure and evaluate the environmental management system effectiveness. The coordinator also advises and assists on<br />
matters relating to the environmental management system.<br />
Environment - Surroundings in which an organisation operates, including air, water, land, natural resources, flora, fauna,<br />
humans, and their interrelation.<br />
Environmental accident - An unintended event that results in loss to the environment above an acceptable level / threshold<br />
limit.<br />
Environmental aspect - Element <strong>of</strong> an organisation‟s activities, products, and/or services which can interact with the<br />
environment. Environmental aspects can have both positive and negative consequences or impacts. NOTE: A significant<br />
environmental aspect is one which has or can have a significant environmental impact.<br />
Environmental effect - Any direct or indirect impingement <strong>of</strong> the activities, products, and/or services <strong>of</strong> the organisation<br />
upon the environment, whether adverse (negative) or beneficial (positive).<br />
Environmental hazard - An operating condition that may result in an environmental incident or accident. A negative<br />
environmental aspect is the same as an environmental hazard.<br />
Environmental incident - An unintended event which could or does result in a loss to the environment.<br />
Environmental Management System (EMS) - That part <strong>of</strong> the overall management system which includes organisational<br />
structure, planning activities, responsibilities, practices, procedures, processes, and resources for developing,<br />
implementing, achieving, reviewing, and maintaining the environmental policy.<br />
Environmental objective - Overall environmental goal, arising from the environmental policy, that an organisation sets itself<br />
to achieve, and which is quantified where practicable.<br />
Environmental performance - Measurable results <strong>of</strong> the environmental management system, related to an organisation‟s<br />
control <strong>of</strong> its environmental aspects, based on its environmental policy, objectives, and targets.<br />
Environmental management program - A description <strong>of</strong> the means <strong>of</strong> achieving environmental objectives and targets.<br />
Environmental target - Detailed performance requirement, quantified where practicable, applicable to the organisation or<br />
parts there<strong>of</strong>, that arises from the environmental objectives and that needs to be set and met in order to achieve those<br />
objectives.<br />
EPZ - Emergency Planning Zone.<br />
Ergonomic Risk Factor Analysis - Formally reviewing and documenting the presence and severity <strong>of</strong> ergonomic risk<br />
factors in a job process. (From the <strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
Ergonomic Risk Factors - Forceful exertions, awkward postures, repetitive motions, duration, vibrations, contact stress.<br />
(From the <strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
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Ergonomics Team - A group <strong>of</strong> employees working together to solve ergonomic problems. (From the <strong>HSE</strong>-MS Framework<br />
Scorecard [FSC]).<br />
ERP - Emergency Response Plan.<br />
ESP - Ensure Safe Production.<br />
Established - A routine or procedure that is valid, recognized, and accepted on a permanent basis.<br />
Event - Something that occurs in a certain place during a particular interval <strong>of</strong> time (and after a hazard is released).<br />
Event Tree Analysis (ETA) - Works in the opposite direction to FTA. ETA takes an event and predicts an outcome. Event<br />
Tree Analysis uses inductive reasoning / logic.<br />
Evidence - Information (from documents, records or any other source) given to establish fact.<br />
eWIMS - Electronic Well Integrity Management System.<br />
Exposure hours - Exposure Hours represent the total number <strong>of</strong> hours <strong>of</strong> employment for work as defined under section<br />
2.1.3 <strong>of</strong> the <strong>HSE</strong> Statistics guidelines, including overtime and training but excluding leave, sickness, and/or other absences.<br />
External parties, environmental - Those with an interest in the environmental effects <strong>of</strong> an organisation's activities,<br />
products and services (e.g., government agencies; local residents; the organisation's investors; insurers; customers and<br />
consumers; environmental interest groups; and the general public).<br />
Extrinsic motivation - Means <strong>of</strong> motivating behaviours applied to individuals by outside agents. Characterized by<br />
consequence (reward / punishment) management, observation and coaching processes, promotional activities, etc.<br />
Failure costs, external - The costs arising outside the manufacturing organisation <strong>of</strong> the failure to achieve quality specified.<br />
Failure costs, internal - The costs arising within the manufacturing organisation <strong>of</strong> the failure to achieve quality specified.<br />
The term can include the cost <strong>of</strong> scrap, rework and re-inspection, and also consequential losses within the organisation.<br />
Failure Mode Analysis (FMA) - A procedure to determine which malfunction symptoms appear immediately before or after<br />
a failure <strong>of</strong> a critical parameter in a system. After all the possible causes are listed for each symptom, the product is<br />
designed to eliminate the problems.<br />
Failure Mode and Effect Analysis (FMEA) - A procedure in which each potential failure mode in every sub-item <strong>of</strong> an item<br />
is analyzed to determine its effect on other sub-items and on the required function on the item.<br />
Failure Mode Effects and Criticality Analysis (FMECA) - A procedure that is performed after a failure mode effects<br />
analysis to classify each potential failure effect according to its severity and probability <strong>of</strong> occurrence.<br />
Fatality - A fatality is a classification <strong>of</strong> a death resulting from a Work Injury, or Occupational Illness, regardless <strong>of</strong> the time<br />
intervening between injury / illness and death.<br />
Fault Tree Analysis (FTA) - A procedure / graphical technique that provides a systematic description <strong>of</strong> the combinations <strong>of</strong><br />
possible occurrences in a system, which can result in an undesirable outcome. This technique can combine both hardware<br />
and human failures. Often, while a hazardous event has not occurred before, the preconditions and underlying causes and<br />
failures have. It is therefore possible to synthesize a top event or the undesirable outcome. This technique is one <strong>of</strong> the<br />
most powerful used to examine how failure events can occur following a sequence <strong>of</strong> other faults. Fault Tree Analysis<br />
uses deductive reasoning / logic.<br />
FERM - Fire and Explosion Risk Management.<br />
FIFO - First In, First Out. First goods produced or received should be picked first. Used in purchasing / procurement and<br />
inventory control.<br />
First-aid injury - A minor injury requiring only first-aid treatment, normally given by someone other than a physician.<br />
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First / Front - line management - Those who directly supervise most <strong>of</strong> the non-managerial employees. Typical titles<br />
include: foreman, supervisor, unit supervisor.<br />
Formal - External form or structure. According to fixed customs or rules. Done or made in an orderly fashion: methodical,<br />
definite, and explicit.<br />
Formal Evaluation - A documented review <strong>of</strong> program progress against performance requirements and goals, including<br />
recommendations for future improvements and activities. (From the <strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
FSR - Facility Status Report.<br />
Functional responsibilities - Ensuring an efficient and coordinated effort from the various operational divisions <strong>of</strong> the firm<br />
(marketing, production, etc.) through appropriate management and organisational structures and management control and<br />
reward systems.<br />
Goal - 1) A statement describing a desired level <strong>of</strong> performance. Objectives and targets are both types <strong>of</strong> goals. Goals<br />
should be SMART- Specific, Measurable, Achievable (Attainable), Realistic, and Time bound. 2) The result or achievement<br />
toward which effort is directed. (See Objective and Target).<br />
Good / best practice - An error free, proven and documented working practice that exceeds the norms <strong>of</strong> known, current<br />
operational performance within a specific business environment.<br />
Guideline (GU – <strong>PDO</strong>) - A non-mandatory document providing supplementary information about acceptable methods for<br />
implementing requirements found in policies, business processes, procedures, work instructions, etc.<br />
Hazard - 1) The potential to harm people and the environment, cause damage and/or loss <strong>of</strong> assets, and adversely impact<br />
<strong>PDO</strong>‟s reputation. (See Aspect). 2) A condition, act, and/or practice with the potential for accidental loss.<br />
Hazard classification - A designation <strong>of</strong> relative loss potential. A system to code substandard practices or conditions by<br />
the potential severity <strong>of</strong> the loss, should an accident or loss occur.<br />
Hazards and effects register - A quality record that demonstrates that all hazards and effects have been identified, are<br />
understood, and are being properly controlled. This Register is kept current throughout the life cycle <strong>of</strong> a project or activity,<br />
i.e., from the planning and design stage, through operation, to decommissioning, abandonment, and disposal.<br />
HAZID - Hazard identification. A structured technique used to identify hazards.<br />
HAZOP - Hazard and operability. The application <strong>of</strong> a formal systematic detailed examination <strong>of</strong> the process and<br />
engineering intention <strong>of</strong> new or existing facilities to assess the hazard potential <strong>of</strong> operation outside the design intention or<br />
malfunction <strong>of</strong> individual items <strong>of</strong> equipment and their consequential effects on the facility as a whole. The HAZOP<br />
technique was "defined" in the Chemical Industries Association <strong>Code</strong> and updated more recently in the C<strong>CP</strong>S Hazard<br />
Identification Procedures.<br />
Hearts and Minds - Hearts and Minds is all about developing a safety 'culture.' The Hearts and Minds safety program was<br />
developed by Shell Exploration & Production in 2002, based on research with leading universities since 1986, and is being<br />
successfully applied in Royal Dutch / Shell Group companies around the world. The program uses a range <strong>of</strong> tools and<br />
techniques to help the organisation involve all staff in managing Health, Safety, and Environment as an integral part <strong>of</strong> their<br />
business. Collectively, these tools and techniques are known as the Hearts and Minds Toolkit.<br />
High risk incident / high potential incident - Incident for which the combination <strong>of</strong> potential consequences and probability is<br />
assessed to be in the high risk – red shaded area – <strong>of</strong> the Risk Assessment Matrix.<br />
<strong>HSE</strong> - Health, Safety, and Environment.<br />
<strong>HSE</strong> Case - A demonstration <strong>of</strong> how the Company manages “high” <strong>HSE</strong> risks to a level that is ALARP.<br />
<strong>HSE</strong> Critical Activity - Any activity that is undertaken to provide or maintain controls for RAM 3+ consequences.<br />
<strong>HSE</strong> Critical Roles - Includes any job description with accountabilities and/or responsibilities for conducting <strong>HSE</strong> Critical<br />
Activities.<br />
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<strong>HSE</strong>-MS - Health, Safety, and Environment Management System.<br />
Human resources management - The branch <strong>of</strong> management concerned with administering the employment relationship<br />
and with achieving effective use <strong>of</strong> human resources available in the organisation. The rationale for employing human<br />
resource managers is that specialized knowledge <strong>of</strong> aspects <strong>of</strong> “people management” (recruitment and selection, training,<br />
performance appraisal, welfare, payment systems, labor law, industrial relations) will lead to better managerial and<br />
organisational performance (synonym: personnel management).<br />
Immediate causes - The substandard acts / practices and/or conditions which directly contribute to the occurrence <strong>of</strong> an<br />
accident / incident. Frequently referred to as unsafe acts or conditions, or direct causes.<br />
Impact - An adverse impact on people, the environment or <strong>PDO</strong>‟s reputation; damage and/or loss <strong>of</strong> assets. (See Effect).<br />
Improvement teams - Team approach to achieve objectives.<br />
Incident - 1) An incident is an unplanned and undesired event or chain <strong>of</strong> events that has, or could have, resulted in injury or<br />
illness, damage to assets, the environment, company reputation, and/or consequential business loss. (From <strong>PDO</strong> – from PR-<br />
1418 Incident Notification, Reporting, and Follow-up procedure).<br />
2) The release or near release <strong>of</strong> a hazard, which exceeds a defined limit or threshold limit value. These are unplanned<br />
events or a chain <strong>of</strong> events, which has caused or could have caused injury, illness, damage and loss to assets, the<br />
environment, and/or company reputation. (For Process Safety Management, and for reference in Process 4, HEMP).<br />
Induction - See orientation.<br />
Information management - The process <strong>of</strong> gathering, processing and interpreting data both from the firm's external<br />
environment and from inside the firm, generally using the information technology provided by computers.<br />
Inherent (“gross”) risk - is an assessment without any responses being applied and assuming no controls are in place (or<br />
failure <strong>of</strong> existing ones). (From <strong>CP</strong>-131).<br />
Injury frequency rate - A lagging indicator and an injury experience measurement. An injury frequency rate may also be<br />
referred to as a lost-time frequency rate. Local jurisdictional standards should be consulted.<br />
Injury severity rate - A lagging indicator and a severity <strong>of</strong> injury measurement. Local jurisdictional standards should be<br />
consulted.<br />
Inspection - A scheduled, structured examination <strong>of</strong> a work site with a specific focus on physical conditions and working<br />
acts and/or practices, in addition to normal supervisory duties. (A type <strong>of</strong> monitoring).<br />
Interested Parties (stakeholders) - People or organisations with an interest in the organisation‟s activities, products, and/or<br />
services. This can include government regulators and inspectors, investors, insurance companies, employees, the local<br />
community, customers and consumers, NGO‟s, environmental groups, and the general public.<br />
Intrinsic motivation - A means <strong>of</strong> engaging the individual to develop an internal competence and desire for appropriate<br />
behaviours. Characterized by education and training, empowerment, meaningful tasks, and opportunities, etc.<br />
IPF - Instrumented protective function.<br />
IRPA - Individual risk per annum.<br />
ISO - International Organisation for Standardization - ISO (International Organisation for Standardization) is the world's<br />
largest developer and publisher <strong>of</strong> International Standards. ISO is a network <strong>of</strong> the national standards institutes <strong>of</strong> 163<br />
countries, one member per country, with a Central Secretariat in Geneva, Switzerland, that coordinates the system. ISO is a<br />
non-governmental organisation that forms a bridge between the public and private sectors. On the one hand, many <strong>of</strong> its<br />
member institutes are part <strong>of</strong> the governmental structure <strong>of</strong> their countries, or are mandated by their government. On the<br />
other hand, other members have their roots uniquely in the private sector, having been set up by national partnerships <strong>of</strong><br />
industry associations. The ISO website is: www.iso.org<br />
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Job description - A written statement describing the activities involved with a particular job or occupation, e.g., purpose,<br />
major responsibilities, accountabilities and functions, (synonym: position description).<br />
Job Process - The set <strong>of</strong> tasks that an employee performs. Job processes include assembly, disassembly, testing, repair,<br />
inspection, data entry (<strong>of</strong>fice environment), maintenance, programming, and/or many others. (From the <strong>HSE</strong>-MS<br />
Framework Scorecard [FSC]).<br />
Joint safety and health committee - A committee consisting <strong>of</strong> non-supervisory and supervisory representatives appointed<br />
to consider safety and health matters. The existence <strong>of</strong> a joint safety and health committee is frequently required by law.<br />
JMR - Total number <strong>of</strong> kilometers driven per man-hour worked.<br />
Just-In-Time (JIT) system - A production management system in which materials, components and products are produced<br />
for, or delivered to, the next stage <strong>of</strong> production (or customers) at the exact time needed. JIT seeks to minimize the amount<br />
<strong>of</strong> work-in-process stocks held by a firm by synchronizing the flow <strong>of</strong> materials between production processes; and to<br />
economize on finished product stocks by matching the final assembly <strong>of</strong> products with the rate <strong>of</strong> customers' orders.<br />
Lagging indicators - Measurements <strong>of</strong> consequence or results. Reactive measures.<br />
Leading indicators - Measurements <strong>of</strong> inputs to a process. Answers the question, “How well are we doing our work?”<br />
Proactive measures.<br />
Leadership – 1) Leadership is the collective function <strong>of</strong> all leaders. (from <strong>CP</strong>-<strong>122</strong>, Process 1, Leadership and Commitment).<br />
2) Leadership is the process wherein a leader engages with and mobilizes others to drive change in an organisation. 3) The<br />
process <strong>of</strong> influencing others to achieve certain goals. Effective leadership is <strong>of</strong>ten seen as the outcome <strong>of</strong> leadership<br />
qualities (traits) which some people have and some do not.<br />
Lesson plan - A document which provides guidance to a course instructor regarding the proper presentation <strong>of</strong> a subject.<br />
Lesson plans usually include learner objectives, educational approaches to be used, materials and learning aids to be used,<br />
outlines <strong>of</strong> the presentations and time to be spent in teaching the subjects.<br />
Letter <strong>of</strong> Assurance (LOA) - The LOA is a confirmation from a contractor CEO, with or without qualifications, that the<br />
current implementation status and integrity <strong>of</strong> the Contractor‟s <strong>HSE</strong> management system meets the Contract<br />
requirements. Each Contractor is required to submit one LOA only to cover all contracts with the Company that are<br />
operational on 1 January <strong>of</strong> that year. These statements shall be in bold type and where necessary are followed by<br />
explanatory guidance in italics. Contractor CEOs should consider this guidance in deciding whether or not a statement can<br />
be made without qualification. In making their appraisal <strong>of</strong> whether or not a statement can be made without qualification,<br />
Contractor CEOs should consider how an auditor would rate compliance with the statement concerned. Statements should<br />
be qualified if a significant audit finding would be expected. An audit trail should exist to confirm the basis on which all<br />
statements have been made.<br />
Life cycle, product - Term relating to a generally accepted hypothesis that all products are subject to a pattern <strong>of</strong> demand<br />
which, after its start, grows, stabilizes for a period, then tends to decline and finally disappear. The life cycle contention is<br />
that all products have both a beginning and an end. This dictates the need for new product development; the order <strong>of</strong> time<br />
frame determines the intensity with which such development takes place.<br />
LIFO - Last In, First Out. Last goods produced or received should be picked first. Used in purchasing / procurement and<br />
inventory control.<br />
Likelihood - The expectation, possibility, and/or chance <strong>of</strong> an event happening. Usually expressed as a frequency (i.e.<br />
once every 10 years), but sometimes as a probability (i.e. 0.2, 40% etc.).<br />
Lock-out - A practice for preventing the undesired operation <strong>of</strong> equipment or power systems by the affixing <strong>of</strong> a device with<br />
a lock which prevents anyone from turning on the power or energy source.<br />
Logistics - Term borrowed from the military, describing the science and practice <strong>of</strong> estimating the likely flows and timings <strong>of</strong><br />
company resources for any particular project or campaign and providing the means to achieve them. Primarily used in<br />
physical distribution and the control <strong>of</strong> materials transfer and stock holdings. Logistics consist <strong>of</strong> materials management and<br />
physical distribution (synonym: logistics management).<br />
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Loss - The avoidable waste <strong>of</strong> any resource, such as people, equipment, materials, and/or the environment.<br />
Loss control - Activities to reduce accidental losses to an organisation. These losses may include injuries, occupational<br />
illnesses, property damage, process losses, down-time, quality degradation, environmental impacts, etc. These activities<br />
include anything done to prevent or minimize the risk <strong>of</strong> loss exposures, reduce losses when loss-producing events occur,<br />
and/or terminate or avoid risks.<br />
LSIR - Location specific individual risk.<br />
LTI - Lost Time Injuries are the sum <strong>of</strong> Fatalities, Permanent Total Disabilities, and Lost Workday Cases. N.B. If, in a single<br />
Incident 20 people receive lost time injuries, then it is accounted for corporate reporting purposes as 20 LTI's (not 1 LTI).<br />
LTIF - The Lost Time Injury Frequency is the number <strong>of</strong> Lost Time Injuries per million man-hours worked during the period.<br />
Major hazard - Any hazard giving rise to “high” <strong>HSE</strong> risks.<br />
Major injury / illness - Injury or illness resulting in at least a temporary disability (disabling injury).<br />
Major property damage rate - The degree <strong>of</strong> economic loss determined by the organisation to be significant enough to<br />
require the same management attention normally given a disabling or lost-time injury. See Disabling Injury.<br />
Management - 1) Getting things done through others. The process <strong>of</strong> organizing and directing human and physical<br />
resources within an organisation to meet defined objectives. Key management functions and roles are planning, organizing,<br />
leading, and controlling. 2) A person, or persons, who directs or controls the activities <strong>of</strong> a group <strong>of</strong> employees. (From the<br />
<strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
Management audits - Comprehensive audits <strong>of</strong> managers' compliance with clearly defined criteria, conducted by managers<br />
<strong>of</strong> comparable levels and experience.<br />
Management system - (1) ISO: The part <strong>of</strong> the overall management system that includes organisational structure,<br />
planning activities, responsibilities, practices, procedures, processes, and resources for developing, implementing,<br />
achieving, reviewing, and maintaining the (environmental) policy.<br />
(2) A framework <strong>of</strong> controls for managing organisational risks and driving continual improvement.<br />
Management system performance standard - A management system performance standard is a statement detailing<br />
WHO, does WHAT, WHEN and/or HOW OFTEN. A management system performance standard is a statement detailing<br />
WHO, does WHAT, WHEN and/or HOW OFTEN. These standards define performance expectations or requirements <strong>of</strong><br />
<strong>PDO</strong> leadership, employees, and/or suppliers, contractors, and sub-contractors.<br />
Manual - A document that links the policy with all related codes <strong>of</strong> practice, procedures, specifications, work instructions,<br />
and/or guidelines for performing a business activity.<br />
Manual <strong>of</strong> Permitted Operations (MOPO) - Defines the limit <strong>of</strong> safe operation permitted for a particular asset if control and<br />
or mitigation measures are reduced and/or removed, yet maintaining a tolerable level or risk. It considers combinations <strong>of</strong><br />
hazards and hazardous events.<br />
Materials handling - The physical movement <strong>of</strong> materials from place to place, their packaging (in carton / pallet /<br />
containers) and storage as they proceed through various production, warehousing, and distribution processes. Materials<br />
handling seeks to minimize internal transport costs, damage to, and waste <strong>of</strong>, materials. Handling activities can include:<br />
unloading, sorting, palletizing, storing, order picking, loading, discharging, unpacking.<br />
May - indicates a possible course <strong>of</strong> action. (See Can).<br />
M<strong>CP</strong> - Maintenance craft procedure.<br />
Medical Case Management Representative - Individual contracted or employed by <strong>PDO</strong> to manage: injury costs (worker<br />
compensation), absences, return to work placements, and/or employee health care programs. (From the <strong>HSE</strong>-MS<br />
Framework Scorecard [FSC]).<br />
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Medium and low risk incident - Incident for which the combination <strong>of</strong> potential consequences and probability is assessed<br />
to be in the yellow or blue shaded area <strong>of</strong> the Risk Assessment Matrix.<br />
Middle management - Those between the senior managers and first-line supervisors. Titles typically relate to department<br />
head or general supervisory personnel. (See Senior Management, First-Line Management).<br />
Mission statement - An explicit written statement for the reason an organisation exists, the social needs it fulfils, and its<br />
fundamental business focus. Mission statements are designed to give substance to the perceived purposes <strong>of</strong> the<br />
organisation and provide all employees with an indication <strong>of</strong> what they are attempting to achieve through their collective<br />
endeavor (related terms: policy statement, organisation statement).<br />
Mitigation measures - To reduce or limit the number and severity <strong>of</strong> the consequences arising from a hazardous event or<br />
effect.<br />
Monitoring - To oversee, supervise, or regulate for purposes <strong>of</strong> control, checking continually, and/or keeping track <strong>of</strong>.<br />
Monitoring here may include using specialized equipment, human observation, and/or a combination <strong>of</strong> both.<br />
MOPO - See “Manual <strong>of</strong> Permitted Operations.”<br />
Must - indicates a course <strong>of</strong> action with a required, mandatory status within <strong>PDO</strong>. (See should).<br />
Mutual aid agreements - Formal agreements with local, private organisations to provide resources in the event <strong>of</strong> an<br />
emergency.<br />
Near-miss - An incident that could have caused illness, injury or damage to assets, the environment or company reputation,<br />
or consequential business loss, but did not. All near misses shall be treated as incidents and shall be investigated and<br />
reported according to their potential risk. (From <strong>PDO</strong> PR-1418).<br />
Non-compliance - Failure to meet the <strong>HSE</strong> Management System requirements. Non-compliance may be identified by<br />
monitoring activities, adverse trends in performance indicators, non-completion <strong>of</strong> <strong>HSE</strong> Plans, failure to meet targets,<br />
incident investigations, and/or audits / assessments.<br />
Nonconformity - (1) Deviation from the specified situation.<br />
(2) The non-fulfillment <strong>of</strong> specified requirements.<br />
Norm - A belief or action shared by two or more people.<br />
NORM - Naturally occurring radioactive material.<br />
OAASAWKI - “Our assets are safe and we know it.”<br />
Objective - A statement about where <strong>PDO</strong> wants to be in regard to <strong>HSE</strong> issues, sometime in the future.<br />
Objective setting - Determining the general goals <strong>of</strong> <strong>PDO</strong>, i.e., increasing the rate <strong>of</strong> return on capital employed, increasing<br />
earnings per share, etc. (synonym: goal setting).<br />
OBRA - Occupied Building Risk Assessment.<br />
Observation - Seeing with sufficient care to be able to give an account <strong>of</strong> conditions and behaviour. Observing means to<br />
perceive or identify through various senses (e.g., vision, hearing, taste, smell, touch). Observing includes noticing, noting,<br />
and understanding the significance <strong>of</strong> what you observe. In this sense, observing is more <strong>of</strong> a psychological process.<br />
Occupation - A position title covering all work activities that a person performs while holding that title.<br />
electrician, carpenter, loss control coordinator, welder, doctor).<br />
(Examples:<br />
Occupational illness - (1) Any abnormal condition or disorder <strong>of</strong> an employee, other than one resulting from an<br />
occupational injury, caused by exposure to environmental factors associated with employment.<br />
(2) Any illness that results from a work accident or from an exposure involving a single incident in the work environment.<br />
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Occupational safety - The control <strong>of</strong> personal injury, illness, and property damage in work-related environments and<br />
situations.<br />
Off-site emergency - An emergency occurring outside the boundaries or direct control <strong>of</strong> an organisation, but that affects or<br />
has the potential to affect the organisation‟s stakeholders.<br />
Off-the-job safety - The control <strong>of</strong> exposures to hazards outside the workplace environment.<br />
OI - Operating Integrity.<br />
Operations planning - The planning <strong>of</strong> a firm's production operations including:<br />
(1) The operations or work tasks to be performed.<br />
(2) The order in which they will be carried out.<br />
(3) The time which each operation should take.<br />
(4) The layout <strong>of</strong> plant and machinery <strong>of</strong> the factory.<br />
Opportunity - 1) A possible action with the potential to produce an event with positive consequences. Sometimes referred<br />
to as upside risk. 2) Opportunities are those factors, which could influence the achievement <strong>of</strong> business objectives having<br />
a potential positive consequence. The opportunity can be assessed in terms <strong>of</strong> its probability <strong>of</strong> success and upside<br />
potential. (From <strong>CP</strong>-131).<br />
OR&A - Operations Readiness and Assurance.<br />
Organisation - Any organized body or establishment, such as a business, company, government, department, charity,<br />
and/or society. For bodies or establishments with more than one site, each single site may be defined as an organisation,<br />
and the group is called a corporation.<br />
Orientation - Commonly divided into three types:<br />
(1) General Orientation. A pre-assignment presentation to employees on the major points <strong>of</strong> the organisation's policies,<br />
benefits, services, facilities, general rules and practices, and work environment. Frequently conducted by Human<br />
Resources staff personnel. (Synonym: induction)<br />
(2) Job Orientation. An orientation that is specific in nature and designed to orient the employee to the specific information<br />
necessary to prepare him or her for the specific job. Usually conducted by the employee's immediate supervisor / team<br />
leader. (Synonym: induction)<br />
(3) Leadership Orientation. An orientation that is <strong>HSE</strong> specific in nature and designed to orient a manager / leader to the<br />
specific <strong>HSE</strong> management system information necessary to prepare him or her for the specific job. Usually conducted by<br />
pr<strong>of</strong>essional <strong>HSE</strong> staff. (Synonym: induction)<br />
Pareto principle - See Critical / vital few.<br />
Partial task observation - A planned observation <strong>of</strong> a segment or part <strong>of</strong> a task that includes the noting and recording <strong>of</strong><br />
facts and events relating to the observation. See Random Sampling as a guide to the selection <strong>of</strong> jobs to be partially<br />
observed.<br />
Performance - A measure <strong>of</strong> attainment achieved by an individual, team, organisation, and/ or process.<br />
Performance indicators (KPI) - A proxy measure <strong>of</strong> organisational performance <strong>of</strong>ten used where pr<strong>of</strong>it or “bottom-line”<br />
indicators are either inadequate or irrelevant guides to performance. Use <strong>of</strong> performance indicators is thought to improve<br />
managerial decision making concerning resource allocation.<br />
Performance standard - A performance standard typically imposes quantifiable limits and targets, such as "how much gas can<br />
be released into the air." Many <strong>of</strong> the Royal Decrees and Ministerial Decisions in Oman are Performance Standards. These are<br />
<strong>of</strong>ten referred to as technical standards.<br />
Personnel - The term personnel includes people at all organisational levels including hourly workforce, management /<br />
supervision, and <strong>HSE</strong>. It also includes any special considerations that may be required for the handicapped. (From the<br />
<strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
Physical capability analysis - A systematic analysis <strong>of</strong> jobs or tasks to determine size, strength, endurance, acclimatization,<br />
and other similar physical aspects needed to perform a job or task safely and effectively.<br />
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Plan - A document describing what procedures and/or other associated documents and resources shall be applied by whom<br />
and when / how <strong>of</strong>ten to a specific project, process, activity, and/or contract.<br />
Planned general inspection - A general inspection <strong>of</strong> the overall workplace that is planned in advance.<br />
inspections are usually done at an established frequency and by properly trained operating personnel.<br />
Planned<br />
Planned personal contacts - An intentional daily / weekly meeting <strong>of</strong> a manager and an employee to discuss a critical <strong>HSE</strong><br />
and/or production topic related to that employee's work.<br />
Planning, business - A method <strong>of</strong> controlling the business that involves the setting <strong>of</strong> long-term objectives and the<br />
formulation <strong>of</strong> action programs designed to achieve those objectives.<br />
PM - Planned Maintenance.<br />
Policy, business - (1) The strategies and measures adopted by the organisation to manage the business as a means <strong>of</strong><br />
achieving its organisation objectives.<br />
(2) A concise statement <strong>of</strong> <strong>PDO</strong>‟s attitude on a particular subject in response to business needs. (From <strong>CP</strong>-100).<br />
(3) A senior management statement which guides administration, reflects management's attitudes and commitment to safety<br />
and health, and defines the authority and respective relationships required to accomplish the organisation's objectives.<br />
(4) The overall intentions and direction <strong>of</strong> an organisation regarding quality, as formally expressed by senior management.<br />
<strong>Practice</strong>(s) - General methods or guidelines to follow when performing a task that does not have to be performed identically<br />
each time it is done.<br />
Pre-placement physical examination - A medical examination prior to job placement to determine suitability for work.<br />
Preventive action - Any action taken to investigate, prevent, and/or reduce defects, failures, and other causes <strong>of</strong> loss.<br />
Prevention measures - To reduce the likelihood / probability <strong>of</strong> hazards or to prevent or avoid the release <strong>of</strong> a hazard.<br />
Primary processes - The chain <strong>of</strong> activities which add value to the product, activity, and/or service (i.e., marketing, design<br />
and development, production, distribution, after-sales service). Often referred to as core processes.<br />
Probability - See Likelihood.<br />
Procedure (PR – <strong>PDO</strong>) - A document that specifies the way a work process / activity / task is to be performed, describing<br />
why (purpose), what (scope), who (responsibility), when (frequency), how (tasks involved), and how many / how much<br />
(specifications).<br />
Process - A sequence <strong>of</strong> activities that adds value by producing required outputs from a variety <strong>of</strong> inputs.<br />
Process hazard - The intrinsic property <strong>of</strong> a dangerous substance or physical situation with the potential to cause major<br />
accidental loss.<br />
Process monitoring and control - Checking performance <strong>of</strong> the process at regular intervals in relation to pre-established<br />
norms, including taking corrective action where necessary.<br />
Process safety - The control <strong>of</strong> process hazards with the potential to cause major accidental loss.<br />
Product stewardship - The responsible and ethical management <strong>of</strong> the health, safety, and environmental aspects <strong>of</strong> a<br />
product from its invention through its processes <strong>of</strong> production to its ultimate use and beyond.<br />
Production - The conversion process for transforming inputs such as materials, labor, and capital into goods and services.<br />
Production scheduling - The detailed planning <strong>of</strong> production to achieve production targets within specified timetables and<br />
avoid production delays, while making effective use <strong>of</strong> labor resources and ensuring high rates <strong>of</strong> machine utilization.<br />
Production scheduling is generally undertaken by the production planning department and will be based on orders received<br />
for products or forecasts <strong>of</strong> product demand.<br />
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Program - A description <strong>of</strong> the means <strong>of</strong> achieving objectives and targets.<br />
Project - A project is a temporary and one-time endeavor undertaken to create a unique product or service. This property<br />
<strong>of</strong> being a temporary and one-time undertaking contrasts with processes, or operations, which are permanent or semipermanent<br />
ongoing functional work to create the same product or service over-and-over again.<br />
Protocol(s) - Standardized, documented process for managing a specific illness or injury type according to current medical<br />
practice guidelines. (From the <strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
PS - Performance Standard.<br />
PSM - Process Safety Management.<br />
PSUA - Pre Start Up Audit.<br />
PTW - Permit to Work.<br />
Purchasing - The business function which is involved in procuring raw materials, components, finished goods, and capital<br />
equipment; and ordering and acquiring supplies and services at competitive prices (synonyms: procuring, buying).<br />
QRA - Quantitative Risk Assessment.<br />
Qualified / approved suppliers - A group <strong>of</strong> suppliers or subcontractors who fulfill the approval criteria for purchasing<br />
products or services.<br />
Quality - (1) The degree to which the perceived situation meets the expected situation.<br />
(2) The totality <strong>of</strong> features and characteristics <strong>of</strong> a product or service that determine its ability to satisfy stated or implied<br />
needs.<br />
Quality assurance - All planned and systematic actions necessary to provide adequate confidence that a product or service<br />
will satisfy given requirements for quality.<br />
Quality control - The operational techniques and activities used to fulfill requirements for quality.<br />
Quality management - That aspect <strong>of</strong> the overall management function that determines and implements the quality policy.<br />
Quality manual - A document outlining the general quality policies, procedures, and practices <strong>of</strong> an organisation.<br />
Quality system - The organisational structure, responsibilities, procedures, processes, and resources for implementing<br />
quality management.<br />
Quality-related costs - The expenditure incurred in defect prevention and appraisal activities plus the losses due to internal<br />
and external failure (synonym: costs <strong>of</strong> non-quality).<br />
RAM - Risk Assessment Matrix.<br />
Random sampling - A method for selecting units to be examined or population to be interviewed in an audit which gives<br />
every unit <strong>of</strong> the same type equal chance <strong>of</strong> being selected for inclusion in a sample that is statistically valid. Sample size(s)<br />
can be adjusted for desired accuracy and confidence levels.<br />
RASCI Chart - A RASCI chart is a tool for describing “who does what and when / how <strong>of</strong>ten.” R = Responsible, A =<br />
Accountable, S = Supportive, C = Consulted, and I = Informed. This is taken from the more generic concept <strong>of</strong> “R-A-C-I.”<br />
Record - A document containing information with respect to results achieved and/or providing evidence <strong>of</strong> activities<br />
performed. (A record is an “output” document and it typically cannot be revised or altered.).<br />
Recovery measures - Those measures aimed at reinstating or returning the situation to normal operating conditions.<br />
Regulation - A rule or ordinance, law, and/or device by which people, equipment, materials, and/or the environment are<br />
controlled by an external agency or organisation.<br />
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Residual (“net”) risk - an assessment <strong>of</strong> the risk taking the quality and effectiveness <strong>of</strong> the controls in place and after<br />
responses have been applied. The potential difference between inherent and residual risk gives an indication <strong>of</strong> the quality<br />
and effectiveness <strong>of</strong> the controls in place. (From <strong>CP</strong>-131).<br />
Resource, general - Anything used to produce goods or services.<br />
Responsibility - The obligation to carry out specified duties and tasks (e.g., someone who has responsibility for “X” in an<br />
organisation is obliged to carry them out, or to ensure that others do so). A common problem in organisations is that<br />
responsibilities are weakly defined; it is not fully clear who is responsible for what, with the result that certain functions are not<br />
carried out effectively.<br />
Review, system / management system - A formal evaluation by upper management <strong>of</strong> the status and adequacy <strong>of</strong> a<br />
system in relation to policy and new objectives resulting from changing circumstances.<br />
Risk - The frequency <strong>of</strong> occurrence (likelihood) <strong>of</strong> an undesired event, and the severity <strong>of</strong> the consequences (effects) <strong>of</strong> that<br />
event.<br />
Risk acceptance - A set <strong>of</strong> criteria defining the limits above which risks cannot be tolerated.<br />
Risk analysis - The quantitative or qualitative process to assess the likelihood and potential consequences <strong>of</strong> a possible<br />
event.<br />
Risk appetite - The positive benefits <strong>of</strong> exploiting a business opportunity associated with the risks.<br />
Risk assessment – 1) Any process used to identify, quantify, or rank risks. 2) The total process <strong>of</strong> risk analysis,<br />
interpretation <strong>of</strong> results, and recommendations <strong>of</strong> corrective action (from SP1258). (See Risk analysis).<br />
Risk competence - An individual‟s risk perception, risk acceptance, and knowledge and commitment to norms in order to<br />
be able to correctly identify, evaluate, and control the risks they are exposed to.<br />
Risk evaluation - The process by which risk information is considered against judgment and standards, to ensure that the<br />
controls in place are adequate to reduce risks to an acceptable level.<br />
Risk exposure - The amount <strong>of</strong> risk taken.<br />
Risk management - A process that is used to ensure that all significant risks are identified, evaluated, prioritized, managed<br />
(controlled), and monitored effectively.<br />
Risk management system - A structured approach used by organisations to coordinate risk management related activities<br />
and drive continual improvement.<br />
Risk matrix - A tool for conducting qualitative risk assessment, which characterizes risks based on their likelihood and<br />
consequences.<br />
Risk measures - Measures that effect affect the likelihood and/or the consequences <strong>of</strong> events.<br />
Risk register - A catalogue / inventory <strong>of</strong> risk information.<br />
Routine - Regular course <strong>of</strong> action, unvarying performance <strong>of</strong> certain acts.<br />
Rule - (1) A prescribed guide for conduct or action.<br />
(2) A bylaw governing activity or controlling conduct, instituted by the organisation involved.<br />
Safety - Control <strong>of</strong> accidental loss.<br />
Satisfaction measurement - To measure the satisfaction <strong>of</strong> customers with a product or service via interviews or other<br />
techniques.<br />
SCE - Safety Critical Element.<br />
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Senior management - Group <strong>of</strong> managers who have a substantial role in formulating the objectives and policies <strong>of</strong> the<br />
organisation. Usually managers at the top <strong>of</strong> the hierarchy are described in this way, but where there is substantial<br />
decentralization <strong>of</strong> decision-making; managers at lower levels <strong>of</strong> the organisation may have this status. Typical titles<br />
include: President, Vice-President, General Manager, Plant Manager, etc. (synonyms: top management, upper<br />
management).<br />
Senior manager - The most senior decision-making person at a location.<br />
Service department - Part <strong>of</strong> an organisation concerned with providing after sales service to customers; frequently involved<br />
with the handling <strong>of</strong> complaints which require tactful replacement or rectification to avoid temporary or permanent loss <strong>of</strong><br />
goodwill.<br />
Service Level Agreement - Service Level Agreements specify the nature, scope, and flexibility <strong>of</strong> essential services to be<br />
provided by Service Asset Managers to Product Flow Asset Managers. They also specify quality <strong>of</strong> a service, how it is<br />
measured, on what terms payment is made, deliverables, and responsibilities (including management <strong>of</strong> <strong>HSE</strong> risks).<br />
Severity - A measure <strong>of</strong> the level <strong>of</strong> harm or damage that the accident could cause. Also known as consequence, impact,<br />
or hazard effect. Severity is <strong>of</strong>ten expressed as the level <strong>of</strong> injury or the financial costs <strong>of</strong> damage.<br />
Shall - indicates a course <strong>of</strong> action with a required, mandatory status within <strong>PDO</strong>. (See Must).<br />
Should - indicates a preferred course <strong>of</strong> action.<br />
Significant incident - Incident with actual consequences rating <strong>of</strong> 4 or 5 on the Risk Assessment Matrix.<br />
SIL - Safety Instrumented Level.<br />
SIMOPS - Simultaneous Operations.<br />
Simple risk assessment - The process <strong>of</strong> asking one‟s self a brief, simple series <strong>of</strong> questions relating to a specific task that<br />
enables more effective risk recognition, evaluation, and control.<br />
Site / Operation Ergonomic Priority List - A list <strong>of</strong> job processes that have the highest ergonomic concerns. For small<br />
sites, a general operation level list may be developed instead as long as individual sites can add their own specific priorities.<br />
(From the <strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
Site Medical - Medical pr<strong>of</strong>essionals contracted or employed by <strong>PDO</strong> to service employees at one or more <strong>PDO</strong> sites.<br />
(From the <strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
Skill development coaching - (1) The actions taken to help employees perform as well as possible through techniques<br />
such as performance reviews, discussions, etc.<br />
(2) Actions taken on a day-to-day basis, designed to motivate an employee to improve his or her skills.<br />
Specification (SP – <strong>PDO</strong>) - The specific requirements that are mandatory – with respect to performance, implementation,<br />
monitoring, and/or reporting. A specification can apply to materials, products, activities, and/or services.<br />
Stakeholders - See “Interested parties.” Those groups who affect and/or are affected by the organisation and its activities.<br />
These may include, but are not limited to: owners, trustees, employees, associations, trade unions, customers, members,<br />
partners, suppliers, competitors, government, regulators, the electorate, non-governmental organisations (NGOs) / not-forpr<strong>of</strong>it<br />
organisations, pressure groups and influencers, and/or communities.<br />
Standard - A standard represents agreement on best practice for the technology or process concerned. For example, ISO<br />
14001 is an international standard that represents worldwide agreement on best practices for environmental management.<br />
This is NOT a (technical) performance standard.<br />
Standards, performance - The defined criterion for effective performance <strong>of</strong> work or activities. Performance standards<br />
should define who is responsible for performing what work when or how <strong>of</strong>ten. (See Management system performance<br />
standard).<br />
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Standards, ISO-9000 and ISO 14000 series - A set <strong>of</strong> individual but related international guidelines on quality and<br />
environmental management developed to help companies effectively document the quality and environmental activities to be<br />
implemented to maintain an efficient quality and environmental management system. The standards are developed by the<br />
International Organisation for Standardization (ISO), an international agency composed <strong>of</strong> the national standards bodies <strong>of</strong><br />
160+ countries. (See ISO).<br />
Statistical Process Control (SPC) - The application <strong>of</strong> statistical techniques to control a process. Often the term statistical<br />
quality control is used interchangeably with statistical process control; however, the SPC includes acceptance sampling as<br />
well as statistics process control.<br />
STOP - STOP TM refers to Dupont‟s Safety Training Observation Program (STOP).<br />
Strategic direction - Deciding what business activities the firm should conduct and where. (Examples: continue its existing<br />
activities, divest some <strong>of</strong> them and/or diversify into new product markets, remain a national supplier, etc.).<br />
Strategy - The formulation <strong>of</strong> a unified body <strong>of</strong> strategic plans by a firm in order to achieve its business objectives. Business<br />
strategy integrates all aspects <strong>of</strong> a firm's production activities through all levels, including:<br />
(1) Objective or goal setting, (2) Strategic direction, (3) Choice <strong>of</strong> growth mode, (4) Competitive strategy, and (5) Functional<br />
responsibilities.<br />
(Related terms: business policy, corporate strategy, strategic management).<br />
Structured - The pattern <strong>of</strong> roles and relationships in a group or organisation.<br />
Subcontracting - Arrangement by which a person or a firm, based on a legal contract, supplies goods and/or services to<br />
another person or firm.<br />
Subcontractor - Person or company that does work under a contract with the contractor.<br />
Substandard acts and substandard conditions - Acts or conditions that do not meet established standards; frequently<br />
referred to as unsafe acts or conditions.<br />
Survey - A systematic study to identify and assess a defined issue or condition.<br />
Sustainable development - Defined in the 1987 Report <strong>of</strong> the World Commission on Environment and Development Our<br />
Common Future as “development that meets the needs <strong>of</strong> the present, without compromising the ability <strong>of</strong> future<br />
generations to meet their own needs.”<br />
System - An established way <strong>of</strong> carrying out an activity or series <strong>of</strong> activities, including the identification, training, and<br />
involvement <strong>of</strong> individuals responsible for the activity; a clear definition <strong>of</strong> the activity and how to do it; and a mechanism to<br />
ensure that the activity is performed as expected.<br />
TA - Technical Authority.<br />
TI - Technical Integrity. (See Technical Integrity.)<br />
Target - A specific endpoint, usually either stating the date <strong>of</strong> completion <strong>of</strong> particular actions needed to achieve the<br />
objectives and/or achieving specified quantitative performance measures.<br />
Task - A specific work assignment within an occupation, consisting <strong>of</strong> a definite sequence <strong>of</strong> steps.<br />
Task analysis - A systematic analysis <strong>of</strong> the steps involved in doing a task, the loss exposures involved and the controls<br />
necessary to prevent loss. It is a prerequisite to the development <strong>of</strong> job / task procedures and practices. An important step in<br />
the analysis would be consideration <strong>of</strong> the elimination or reduction <strong>of</strong> loss exposures.<br />
Task instruction - The process <strong>of</strong> transferring the knowledge and skills necessary to properly perform a job / task.<br />
Task observation - Task observation is a technique to ensure that tasks / procedures are performed efficiently and in<br />
compliance with standards.<br />
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Technical Integrity - An asset should be procured, designed, constructed, commissioned, operated, and maintained so<br />
that it is suitable for its required purpose, considering structural integrity, process containment, ignition control and systems<br />
for protection, detection, shutdown, emergency response, and life saving.<br />
Tender - Offer to supply goods or services at a price; usually a detailed document outlining all the conditions which would<br />
relate to any ensuing contract. Commonly associated with government contracts for building, construction service, or periodic<br />
supplies.<br />
Threat - A possible cause that will potentially release a hazard and produce an event.<br />
Top Event - The „release‟ <strong>of</strong> a hazard; something that occurs in a certain place during a particular interval <strong>of</strong> time.<br />
Top Management - The most senior management members at the site, typically a Director, service manager, and/or other<br />
operations managers. (From the <strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
TRC - Total Reportable Cases are the sum <strong>of</strong> Fatalities, Permanent Total Disabilities, Permanent Partial Disabilities, Lost<br />
Workday Cases, Restricted Work Cases, and Medical Treatment Cases. This is sometimes referred to as Total Recordable<br />
Cases.<br />
TRCF - The Total Reportable Case Frequency is the number <strong>of</strong> Total Reportable Cases per million Exposure Hours worked<br />
during the period.<br />
Trend Analysis - This term refers to a process by which data is analyzed to determine underlying contributing factors, such<br />
as but not limited to, root causes, location, department, specific equipment, lack <strong>of</strong> procedures, failure to follow procedures,<br />
and/or improper procedures. (From the <strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
TROIF - The Total Reportable Occupational Illness Frequency is the sum <strong>of</strong> all occupational illnesses whether or not they<br />
have resulted in deaths, permanent total disabilities, permanent partial disabilities, lost workday cases, and/or restricted<br />
workday cases per million working hours during the reporting period.<br />
Unbiased - Independent or impartial. Also, not having a vested interest in the subject or object being evaluated, audited,<br />
and/or assessed.<br />
Unbiased person - A person who, by lack <strong>of</strong> vested interest or external pressure, can render an objective observation or<br />
decision. Usually someone outside <strong>of</strong> the direct line <strong>of</strong> authority.<br />
Values - The understandings and expectations that describe how the organisation‟s people behave and upon which all<br />
business relationships are based (e.g. trust, support, and truth).<br />
VIAR - The Vehicle Injury Accident Rate is the number <strong>of</strong> company and (sub)contractor employees who sustained an injury<br />
as a consequence <strong>of</strong> road traffic accidents per 100 million kilometers driven.<br />
Vision - A statement that describes how the organisation wishes to be or become in the future.<br />
Work Instruction - A document that specifies in a step-by-step manner how a task or a set <strong>of</strong> tasks is to be performed.<br />
(Work Instructions are <strong>of</strong>ten simplified from an associated procedure.)<br />
Work practice - See <strong>Practice</strong>(s).<br />
Work-related - Work related activities are defined as those activities for which management controls are in place, or should<br />
have been in place.<br />
Work Restrictions - Clear definitions <strong>of</strong> the physical activities an employee may perform while recovering from an injury or<br />
illness. (From the <strong>HSE</strong>-MS Framework Scorecard [FSC]).<br />
Zero energy state - The state <strong>of</strong> equipment in which every power source that can produce movement <strong>of</strong> a part <strong>of</strong> the<br />
equipment or release <strong>of</strong> energy has been rendered inactive.<br />
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10. LIST OF <strong>HSE</strong>-MS DOCUMENTS<br />
10.1 LIST OF CODES OF PRACTICE<br />
Hyper-Linked Documents<br />
<strong>CP</strong>-102 - Corporate Document Management<br />
<strong>CP</strong>-107 - Corporate Management Framework<br />
<strong>CP</strong>-111 - Relationship With Stakeholders<br />
<strong>CP</strong>-114 - Maintenance & Integrity Management<br />
<strong>CP</strong>-115 - Operation <strong>of</strong> Surface Product Flow Assets<br />
<strong>CP</strong>-117 - Project Engineering<br />
<strong>CP</strong>-118 - Well Lifecycle Integrity<br />
<strong>CP</strong>-123 - Emergency Response Documents Part I<br />
<strong>CP</strong>-126 - Personnel and Asset Security<br />
<strong>CP</strong>-129 - Contracting and Procurement<br />
<strong>CP</strong>-131 - Risk and Opportunity Management<br />
<strong>CP</strong>-162 - Internal Communication<br />
Referred Documents<br />
<strong>CP</strong>-100 - Policy Approval<br />
<strong>CP</strong>-109 - Delegation <strong>of</strong> Authority<br />
<strong>CP</strong>-116 - Information Planning and Appraisal<br />
<strong>CP</strong>-127 - IM & T Security<br />
<strong>CP</strong>-130 - HLD COP for Learning & Development Services<br />
<strong>CP</strong>-132 - Logistics Services<br />
<strong>CP</strong>-136 - Planning in <strong>PDO</strong><br />
<strong>CP</strong>-139 - Corporate Data Management<br />
<strong>CP</strong>-141 - Use <strong>of</strong> Concession Land by Third Parties<br />
<strong>CP</strong>-145 - Optimisation Management<br />
<strong>CP</strong>-146 - Social Investment<br />
<strong>CP</strong>-148 - Media Relations<br />
<strong>CP</strong>-152 - Resourcing and Leadership Development<br />
<strong>CP</strong>-156 - Integrated Activity Planning<br />
<strong>CP</strong>-174 - Omanisation<br />
<strong>CP</strong>-180 - Recruitment<br />
<strong>CP</strong>-190 - Quality Management System for Project Delivery<br />
<strong>CP</strong>-193 - Inventory Management<br />
<strong>CP</strong>-196 - Surplus Materials Management<br />
Document Author<br />
UIIM<br />
FCC<br />
HXM23<br />
UOP6<br />
UOP6<br />
UEJ1<br />
UPT<br />
UIC4<br />
UID<br />
FPS11<br />
FCC<br />
HRD<br />
Document Author<br />
FCM<br />
FCM<br />
T<strong>CP</strong><br />
UIIC4<br />
HD<br />
UWL412<br />
U<strong>CP</strong>M<br />
UIIM<br />
UPT1<br />
UPT1<br />
CAM23<br />
HXM23<br />
HD<br />
UOX2<br />
HOM<br />
HRD1<br />
UEQ<br />
FPP<br />
FPC33<br />
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10.2 LIST OF <strong>HSE</strong> COMMON PROCEDURES, SPECIFICATIONS, AND GUIDELINES<br />
Hyper-Linked Documents<br />
PR-1078 - Hydrogen Sulphide Management Procedure<br />
PR-1081 - The Buddy System Procedure<br />
PR-1148 - Entry into a Confined Space Procedure<br />
PR-1171 - Contract <strong>HSE</strong> Management Part I - Mandatory for <strong>PDO</strong> Personnel involved in Contract<br />
Management<br />
PR-1171 - Contract <strong>HSE</strong> Management Part II - Mandatory for Contractors & Contract Holders<br />
PR-1418 - Incident Notification, Reporting and Follow-up Procedure<br />
PR-1501 - Fire Brigade Procedure<br />
PR-1515 - Onsite Mercury Management Procedure<br />
PR-1712 - Level 3 Audit (Engineering Operations)<br />
PR-1797 - <strong>PDO</strong> Airports Safety Management System<br />
PR-1969 - Corporate <strong>HSE</strong> Audits<br />
PR-1970 - <strong>HSE</strong>-MS Review<br />
PR-1980 - <strong>HSE</strong> Competence Assurance<br />
PR-1981 - Chemical Management<br />
SP-1157 - <strong>HSE</strong> Training<br />
SP-1234 - Personal Protective Equipment<br />
SP-1259 - Safety Training Observation Programme (STOP)<br />
GU-140 - C9 <strong>HSE</strong> Specification (Contracts)<br />
GU-653 - Behaviour Based Safety<br />
Referred Documents<br />
PR-1263 - Managing <strong>HSE</strong> in Exploration Directorate<br />
PR-1264 - Exploration <strong>HSE</strong> Procedure (Deep Oil)<br />
PR-1357 - HLD - <strong>HSE</strong> Procedure for Learning and Development Centres<br />
PR-1433 - <strong>HSE</strong> Management in Exploration Laboratory<br />
PR-1451 - (HP-GEN-006), Use <strong>of</strong> Equipment in Hazardous Areas<br />
PR-1453 - Hazardous Substances<br />
PR-1502 - Crisis Evacuation Procedure (highly confidential so not in EDMS)<br />
PR-1829 - Exploration Worksite Hazards Procedure<br />
PR-1830 - Exploration Contractor <strong>HSE</strong> Management Procedure<br />
PR-1957 - Issues Identification and Management Process<br />
SP-2087 - Specification for Onsite Mercury Management<br />
GU-441 - <strong>HSE</strong> Guideline - <strong>HSE</strong> Inspection<br />
GU-464 - <strong>HSE</strong> Guideline: <strong>HSE</strong> is Teamwork<br />
GU-573 - <strong>HSE</strong> Guideline - Managing <strong>HSE</strong> Issues in Company Organised or Supported Field Trips<br />
and Social Events<br />
GU-612 - Guidelines - Incident Investigation and Reporting<br />
GU-624 - Permit to Work Licensing Guidelines<br />
Document Author<br />
UOP6<br />
UOP6<br />
UOP6<br />
MSE12<br />
MSE12<br />
MSE52<br />
UIT5<br />
UOP6<br />
UOP6<br />
UWLC<br />
MSE54<br />
MSE52<br />
MSE/6<br />
TKM<br />
HLD8<br />
MSE4<br />
MSE11<br />
FPB<br />
MSE1<br />
Document Author<br />
XPS<br />
XPS<br />
HLD6<br />
XGL<br />
UWH<br />
UWH<br />
UID<br />
XPS<br />
XPS<br />
HXM23<br />
UOP6<br />
MSE4<br />
MSE53<br />
MSE54<br />
MSE52<br />
UOP6<br />
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10.3 LIST OPERATIONAL SAFETY PROCEDURES, SPECIFICATIONS, AND GUIDELINES<br />
Hyper-Linked Documents<br />
PR-1172 - Permit to Work Procedure<br />
PR-1696 - HAZOP Procedure<br />
PR-1708 - Lifting and Hoisting Procedure Inspection Testing and Certification<br />
PR-1709 - Lifting and Hoisting Procedure Lift Planning Execution<br />
PR-1971 - HAZID Procedure<br />
PR-1972 - Safe Driver<br />
PR-1973 - Safe Vehicle<br />
PR-1974 - Safe Journey<br />
SP-1075 - Fire and Explosion Risk Management (FERM)<br />
SP-1127 - Layout <strong>of</strong> plant equipment and facilities<br />
SP-1256 - <strong>HSE</strong> Specification - Camps, Offices, Labs, Workshops and Industrial Safety<br />
SP-1257 - Scaffolding, Working at Heights or Over Water, Lifting Operations and Earthworks<br />
SP-1258 - Quantitative Risk Assessment (QRA)<br />
SP-2001 - Load Safety and Restraining<br />
SP-2062 - <strong>HSE</strong> Specification: Specifications for <strong>HSE</strong> Cases<br />
SP-2085 - <strong>PDO</strong> Oilfield Transport & Interior Based Vehicle Specifications<br />
SP-2097 - WE Specification for the Prevention <strong>of</strong> Dropped Objects<br />
GU-432 - Road Transport <strong>HSE</strong> CASE<br />
Referred Documents<br />
PR-1042 - General Operational Safety<br />
PR-1043 - General Requirements for Well Services Equipment in Hazardous Areas<br />
PR-1045 - Hazardous Substances<br />
PR-1827 - Exploration Office Safety Procedure<br />
SP-1251 - Training Requirement for Lifting Operations Personnel<br />
GU-230 - Fire and Explosion Risk Management (FERM) Facility plan Guideline<br />
GU-375 - Guideline for conducting Defect Elimination Analysis (Root Cause Analysis & Failure<br />
Investigation)<br />
GU-377 - Guideline for carrying out Reliability Centered Maintenance (RCM) Analysis<br />
GU-432A - Appendix - Road Transport <strong>HSE</strong> CASE<br />
GU-437 - Guideline on SIL Assessments and Implementation Guideline<br />
GU-445 - Transport Operations Guidelines<br />
GU-463 - Task Risk Assessment<br />
GU-501 - Guidelines for Excavating and Working Around Live Pipelines<br />
Document Author<br />
UOP7<br />
UEF2<br />
UEC14<br />
UEC14<br />
MSE4<br />
MSE15<br />
MSE15<br />
MSE15<br />
MSE1<br />
MSE4<br />
MSE1<br />
UCE14<br />
MSE45<br />
MSE13<br />
MSE4<br />
UML<br />
UWH2<br />
MSE15<br />
Document Author<br />
UWH21<br />
UWH21<br />
UWH21<br />
XPS<br />
UEC14<br />
MSE1/ UOP7<br />
UEM<br />
UEM<br />
MSE15<br />
UEP351<br />
UWL412<br />
MSE1<br />
UIP5<br />
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10.4 LIST OF TECHNICAL SAFETY PROCEDURES, SPECIFICATIONS, AND GUIDELINES<br />
Hyper-Linked Documents<br />
PR-1000 - Operations Handover Procedure<br />
PR-1029 - Competence Assessment & Assurance<br />
PR-1047 - Well Integrity Maintenance<br />
PR-1048 - Well Control / Well Kill<br />
PR-1076 - Isolation <strong>of</strong> Process Equipment Procedure<br />
PR-1154 - Gas Testing Procedure<br />
PR-1232 - Design Integrity Review Procedure<br />
PR-1233 - Contract & Procurement Procedure (<strong>CP</strong>P)<br />
PR-1961 - Process Leak Management<br />
SP-2110 - AI-PSM Assurance Framework<br />
GU-611 - <strong>PDO</strong> Guide to Engineering Standards and Procedures<br />
GU-625 - <strong>PDO</strong> Operations and Maintenance Related Documents<br />
GU-648 - Guide for Applying Process Safety In Projects<br />
GU-655 - Demonstrating ALARP<br />
Referred Documents<br />
PR-1001a - Facility Change Proposal Procedure<br />
PR-1001b - Trip Alarm SCADA Settings Change Procedure<br />
PR-1001c - Temporary Override <strong>of</strong> Safeguarding System Procedure<br />
PR-1001e - Operations Procedure Temporary Variance<br />
PR-1001x - Operations Variance and Change Management<br />
PR-1002 - Operations Excavation Procedure<br />
PR-1005 - Maintenance and Inspection Activity Variance Control Procedure<br />
PR-1023 - Automation Systems S<strong>of</strong>tware Management Procedure<br />
PR-1033 - Well Test Operations<br />
PR-1034 - Wireline Operations Procedure<br />
PR-1035 - Well Pulling Hoist Operations<br />
PR-1036 - Coiled Tubing Operations<br />
PR-1038 - Workshop Operations<br />
PR-1039 - High Pressure Operations - Fracture Stimulation Operations Procedure<br />
PR-1046 - Concurrent Drilling, Hoist and Production Operations<br />
PR-1052 - Preparation and Updating <strong>of</strong> Station Plant Operating Manuals<br />
PR-1073 - Gas Freeing, Purging and Leak Testing <strong>of</strong> Process Equipment and Pipework<br />
PR-1079 - Gas Freeing and Purging <strong>of</strong> Petroleum Storage Tanks<br />
PR-1083 - Safe Working on the Ro<strong>of</strong> <strong>of</strong> a Floating Ro<strong>of</strong> Tank<br />
PR-1086 - Locked Valve and Spectacle Blind Control<br />
PR-1088 - Organisational & Staff Changes Process Control<br />
PR-1098 - Well Activity Coordination and Control<br />
PR-1106 - Changes and Administration <strong>of</strong> Authorities<br />
PR-1159 - Commissioning and Start-up<br />
PR-1247 - Project Change Control & Standard Variance Procedure<br />
PR-1473 - Well Barrier & Isolation<br />
PR-1721 - Shutdown Management<br />
PR-1947 - Electrical Safety Rules<br />
PR-1948 - Electrical Safety Operating Procedures<br />
PR-1960 - Control <strong>of</strong> Portable Temporary Equipment<br />
SP-1131 - Handover and As-built documentation<br />
SP-1190 - Design for Sour Service Specification<br />
SP-1219 - Well Engineering Hydrogen Sulphide Specification<br />
Document Author<br />
UOP6<br />
UOP6<br />
UWXZ4<br />
UOW & UWH<br />
UOP6<br />
UOP6<br />
UEP3<br />
FPM<br />
UOP7<br />
MSE4<br />
UEP3<br />
UOP6<br />
UEP351<br />
MSE4<br />
Document Author<br />
UOP6<br />
UEV11<br />
UEV11<br />
UOP6<br />
UOP6<br />
UOP6<br />
UOP6<br />
UEC212<br />
UEO<br />
UWXU3 & UWXZ42<br />
UWH21<br />
UWH2<br />
UWH2<br />
UEO<br />
UWS<br />
UEC341<br />
UOP6<br />
UOP6<br />
UOP6<br />
UOP<br />
UEP<br />
UOP6<br />
FCN<br />
UOP6<br />
UEP3<br />
UWX51<br />
UOP3<br />
UIE3S<br />
UIE3S<br />
UOM2<br />
UEV11<br />
UEP1<br />
UWS81<br />
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SP-1278 - Specification for Site Selection and Soil Investigation Works Engineering Guidelines<br />
SP-1284 - Signs and Signboards<br />
SP-2017 - Well Failure Model<br />
SP-2061 - Technical Authority System<br />
SP-2113 - Specification for Commissioning and Start-Up (Key Principals)<br />
GU-289 - <strong>PDO</strong> Security Guide<br />
GU-425 - GU-425 Contracting and Procurement Guidelines<br />
GU-513 - Guidelines for Alarm Management and Rationalisation<br />
GU-622 - Contract Performance Management (<strong>CP</strong>M) Framework Guideline<br />
GU-632 - Water Management Control Framework Guideline<br />
UIB<br />
UIB<br />
UPT<br />
UEQ2<br />
UOP6<br />
UIC4<br />
FPB3<br />
UEP351<br />
FPS12<br />
UCG<br />
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10.5 LIST OF OCCUPATIONAL HEALTH PROCEDURES, SPECIFICATIONS, AND GUIDELINES<br />
Hyper-Linked Documents<br />
SP-1170 - Naturally Occurring Radioactive Materials (NORM)<br />
SP-1230 - Medical Examination, Treatment, and Facilities<br />
SP-1231 - Occupational Health<br />
SP-1232 - Public Health<br />
SP-1233 - Smoking, Drugs, and Alcohol<br />
SP-1237 - Ionising Radiation<br />
Referred Documents<br />
SP-1218 - Radioactive Sources<br />
Document Author<br />
MSE32<br />
MCC<br />
MSE32<br />
MSE32<br />
MSE32<br />
MSE32<br />
Document Author<br />
UWB42 & MSE32<br />
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10.6 LIST OF ENVIRONMENTAL PROCEDURES, SPECIFICATIONS, AND GUIDELINES<br />
Hyper-Linked Documents<br />
PR-1084 - Leak / Spill Management, Site Clean-Up, and Restoration<br />
PR-1419 - Abandonment and Restoration Procedure<br />
PR-1975 - Waste Management<br />
PR-1976 - Environmental Permitting<br />
SP-1005 - Emissions to Atmosphere<br />
SP-1006 - Aqueous Effluents and Accidental Releases to Land and Water<br />
SP-1008 - Conservation <strong>of</strong> Natural Resources<br />
SP-1010 - Environmental Noise<br />
SP-1011 - Biodiversity<br />
SP-1012 - Land Management<br />
GU-195 - Environment Assessment Guideline<br />
GU-447 - Integrated Impact Assessment Guidelines<br />
Referred Documents<br />
SP-<strong>122</strong>5 - Environmental Management<br />
GU-634 - Guidelines for Sampling <strong>of</strong> Sewage for Sewage Treatment Plant<br />
GU-643 - Green IT Strategy<br />
Document Author<br />
UOP6<br />
UOP6<br />
MSE22<br />
MSE21<br />
MSE21<br />
MSE21<br />
MSE21<br />
MSE21<br />
MSE21<br />
MSE21<br />
MSE21<br />
MSE21<br />
Document Author<br />
UWH<br />
UIB4<br />
UIIC<br />
July 2011 Page 93
HEALTH, SAFETY AND ENVIRONMENT<br />
CODE OF PRACTICE (<strong>CP</strong>-<strong>122</strong>)<br />
<strong>PDO</strong> <strong>HSE</strong> Management System Manual<br />
10.7 LIST OF EMERGENCY RESPONSE PROCEDURES, SPECIFICATIONS, AND GUIDELINES<br />
Hyper-Linked Documents<br />
PR-1065 - Emergency Response Documents Part II - Company Procedure<br />
PR-1066 - Emergency Response Document Part III Contingency Plan, Volume III Production<br />
Operations<br />
PR-1067 - Emergency Response Documents Part III, Contingency Plan Volume 4 Main Oil Line<br />
PR-1068 - Emergency Response Document part III Contingency Plan Volume V Terminal & Tank<br />
Farm Operations<br />
PR-1069 - Emergency Response Document Part III Contingency Plans Volume VI Marine Operations<br />
PR-1168 - Emergency Response Documents Part III, Contingency Plan Volume VII Power Systems<br />
Operations Interior<br />
PR-<strong>122</strong>3 - Emergency Procedures Part III, Contingency Plans Volume 12 External Affairs &<br />
Communications<br />
PR-1243 - Emergency Procedures Part III, Contingency Plans Volume 13 Medical Emergencies<br />
PR-1243B - Emergency Procedures part III- Vol 12 Medical Emergency Response Manual Part II-<br />
Site Specific MER Procedure<br />
PR-1246 - Emergency Procedure Part III, Contingency Plans Volume 14 Government Gas System<br />
PR-1275 - Emergency Procedure Part III, Contingency Plans Volume 15 South Oman Gas line<br />
PR-1287 - Emergency Procedures part III Contingency Plans, vol II Well Engineering Operations.<br />
PR-1301 - Emergency Procedures part III Contingency Plans, vol II Personnel Centre<br />
PR-1329 - Emergency Procedures part III Contingency Plans, vol 10 Mina al-Fahal Ras Al- Hamra<br />
Building<br />
PR-1656 - Emergency Response Document Part III Contingency Plans Volume 8 - Information<br />
Management & Technology<br />
PR-1707 - Disclosure Procedure<br />
PR-1789 - Corporate Business Continuity Plan (B<strong>CP</strong>)<br />
Referred Documents<br />
PR-1091 - Operations Emergency Telephone Network Procedure<br />
PR-1147 - Operational Integrity Testing <strong>of</strong> Fixed Firefighting Systems<br />
PR-1299 - Management <strong>of</strong> First Aid and Evacuation Within Corporate Affairs Department<br />
PR-1447 - Emergency Well Control for Central Oman LNG Gas Wells<br />
PR-1618 - Emergency procedures during operation demand<br />
PR-1802 - <strong>PDO</strong> Fahud Emergency Plan<br />
PR-1805 - <strong>PDO</strong> MARMUL Emergency Plan<br />
PR-1808 - <strong>PDO</strong> Qarn Alam Emergency Plan<br />
PR-1958 - Suspected Object Bomb Threat<br />
GU-288 - Emergency Response Document Part IV, Guidelines<br />
GU-576 - Blowout Contingency Plan<br />
Document Author<br />
UIC4<br />
UOP6<br />
UIP61<br />
UIP31<br />
UIT4<br />
UIE3<br />
HXM2<br />
MCO11N & MCO3<br />
MCO11N & MCO3<br />
GGO2<br />
UIP31<br />
UWD1<br />
HRO4<br />
HES4<br />
UIIO12<br />
HXM23<br />
UIC4<br />
Document Author<br />
UEP351<br />
UOP6<br />
MCC<br />
UWX51<br />
UIE3<br />
UWLB21<br />
UWLB21<br />
UWLB1<br />
UIC5<br />
UIC4<br />
UWH2<br />
July 2011 Page 94