HSE Mgt.system

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White Nile (5B) Petroleum Operating CompanyLtd

White Nile (5B) Petroleum Operating CompanyLtd

Health, Safety & Environment

Management System

Health, Safety & Environment

Management System

(HSEMS) (HSEMS)

ManualManual





CONTENTS

Page No.

Preliminary

Document –New/Amendment Request (DNAR) i

Document Change History (DCH) ii

Document distribution iii

Preface iv

Abbreviations v

HSE management documentation structure vi

Overview

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

Purpose 2

Scope 2

References 2

Definitions 3

HSE Management System

HSE Management System Structure Overview 4

1.0 Leadership & Commitment 51.1 Demonstration of Commitment 6

2.0 Policy & Strategic Objectives 8

2.1 HSE Policy 9

2.2 HSE Policy Dissemination 9

2.2.1 HSE Policy Review 9

2.3 Strategic Objectives 9

3.0 Organisation, Responsibilities, Resources & Documentation 12

3.1 Organisation Structure 13

3.1.1 Responsibilities 13

3.2 Resources 14

3.3 Competence 14

3.4 Contractor HSE Management 15

3.4.1 Invitation To Bid 15

3.4.2 Evaluation and Contract Award 16

3.4.3 Mobilisation 16

3.4.4 Work Execution 16



3.4.5 Demobilisation 17

3.4.6 Contract Close Out 17

3.5 Communication 17

3.5.1 Internal communication 17

3.5.2 HSE Committees 17

3.6 Legal Requirements 19

3.7 Documentation & Document Control 19

3.7.1 Documentation 19

3.7.2 Document Control 19

4.0 HSE Risk Management 20

4.1 HSE Risk Management Objectives & Principles 21

4.2 HSE Risk Management Process 21

4.2.1 HSE Risk Definitions 22

4.2.2 Hazard Identification 23

4.2.3 Assessing the Risks 23

4.2.4 Analysing Control Measures 24

4.2.5 Decision Making 25

4.2.6 Implementing Controls 25

4.2.7 Reviewing Effectiveness of Controls 265.0 Planning & Procedures 27

5.1 HSE Plans 28

5.2 Procedures & Working Instructions 28

5.3 Management of Change 29

5.4 Emergency Planning 30

5.4.1 Tier 1 Response 30



5.4.4 Drills 31

6.0 Implementation & Monitoring 32

6.1 Performance Monitoring 33

6.1.1 Proactive Indicators 33

6.1.2 Reactive Indicators 33

6.2 Non-compliance & Corrective Action 34

6.3 Incident Investigation & Follow-up 34



7.0 Audits 35

7.1 Audit Plan 36

7.2 Audit Competency 36

8.0 Management Review 37

8.1 HSE Management Review 38

Appendices

Appendix 1 Organisation Structure 39

Appendix 2 HSE Roles and Responsibilities 40

Appendix 3 HSE Training Matrix 46

Appendix 4 HSE Committees 50

Appendix 5 HSE Legal Register 55

Appendix 6 Hazard Register Template 56

Appendix 7 HSE Critical Activity Competency Template 57

Appendix 8 Remedial Action Register Template 58

Appendix 9 HSE Procedures Register 59



White Nile (5B) PetroleumOperating Company Ltd.

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i

PreliminaryD O C U M E N T N U M B E R :

WNPOC/LI/HSE/001

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

E F F E C T I V E / R E V I S I O N D A T E : R E V I S I O N N U M B E R :

D O C U M E N T - N E W / A M E N D M E N T R E Q U E S T ( D N A R )

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

Status of Document:

New Revised Cancellation

Reasons of Changes:

New procedure establishment

Details of Changes

PART WAS

Page No Para/Clause Description

None

CHANGE TO

Page No Para/Clause Description

New document

Initial DateQA Check

Prepared by Reviewed by Approved by

HSE Manager Senior Manager, Operations PRESIDENT

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

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

NoStatus of Change

(New / Revised / Cancellation)

Effective /

RevisionDate

Preparedby

Reviewedby

Approved by

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

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DISTRIBUTION

Copy No Position Title

1 President

2 Vice President

3 General Manager, Exploration & Development

4 General Manager, Production

5 General Manager, Finance & Planning

6 General Manager, HR & Procurement

7 HSE Manager

8 Manager, Corporate Affairs & CD

9 Senior Manager, Exploration

10 Senior Manager Operation

11 Manager, Technical Services

12 Senior Manager, Petroleum Development

13 Manager, Facilities Development

14 Manager, Production 5A

15 Manager, Production 5B

16 Manager, Production 8

17 Manager, Finance & Accounts

18 Manager, Planning and IT

19 Manager, Human Resource

20 Manager, Contracts, Procurement & Logistics

21 Manager, Legal

22 Manager, security

23

24

25

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WNPOC/LI/HSE/001


PREFACE

White Nile (5B) Petroleum Operating Company (WNPOC) Ltd. recognises and believes excellentHealth, Safety & Environment (HSE) management and performance is essential to achievework efficiency, productivity, profitability and growth for the organisation and its shareholdersin the different production blocks 5A, 5B and 8. It is, therefore, essential that HSE is managedthrough a structured Health, Safety and Environment Management System (HSEMS) thatcomplements the overall Business Management System of WNPOC.

This HSEMS manual is based on the Oil & Gas Producers’ Association (OGPA) guidelines, theOccupational Health and Safety Assessment Series (OHSAS) 18001, the ISO 14001Environment Management System Standards and best practices from the industry. The HSEMScan, therefore, be accredited to the internationally recognised OHSAS 18001 and ISO 14001.

The HSEMS manual describes the structured framework that demonstrates the commitment to

proactively manage HSE in all our operations. Many of the features described in this manualare indistinguishable from the sound management practices advocated by the proponents of

quality and business excellence. It describes the essential elements required to effectivelymanage HSE issues so that losses are prevented and gain optimised. The HSEMS manual isstructured such that it can be used in any geographical region and be adapted to includeparticular governmental legislations. Effective HSE management has become a requirementwith all major oil and gas operators and with the advent of this HSEMS manual as standard,WNPOC is assuring all stakeholders that there is a structured HSE Management System inplace.

The requirements set down in this document constitute the minimum expectations for

compliance with the WNPOC HSE policy and it is expected that all WNPOC employees and

contractors will adhere to them whilst ensuring that all the legal requirements in Sudan and

the expectations of the host authorities, such as the Oil Exploration & Production Authority

(OEPA), Sudanese Petroleum Corporation and the Ministry of Energy & Mining (MEM), are duly

met. To enable this, WNPOC is committed to provide the necessary resources to effectively

implement the HSE Management System.

Abu Bakar MohamedPresident

White Nile (5B) Petroleum Operating Company Ltd.

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ABBREVIATIONS

Abbreviation Description

WNPOC White Nile (5B) Petroleum Operating Company Ltd.

HSEMS Health, Safety & Environment Management System

HSE Health, Safety & Environment

OGPA Oil & Gas Producers’ Association (formerly the E & P Forum)

OHSAS 18001 Occupational Health & Safety Assessment System Standard18001

ISO 14001 International Standards Organisation Standard on Environment 14001

HAZID Hazard Identification

HAZAN Hazard Analysis

EIA Environmental Impact Assessment

HRA Health Risk AssessmentCHRA Chemical Health Risk Assessment

KPI Key Performance Indicator

PRA Project Risk Assessment

EPSA Exploration and Production Sharing Agreements

JOA Joint Operators Agreement

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WNPOC/LI/HSE/001


HSE MANAGEMENT SYSTEM DOCUMENTATION STRUCTURE

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

Level 2

Level 1

Site Work Instructions,Job Safety Analysis

HSE Plans,Hazards register,Critical Activities,

Procedures

HSEMSManual

Level 3

Records – HSE Performance,Corrective Actions, KPIs

Level 4

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OverviewD O C U M E N T N U M B E R :

WNPOC/LI/HSE/001


White Nile (5B) Petroleum Operating Company Ltd.

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

Block 5A - PETRONAS Carigali (Overseas) Sdn. Bhd., ONGC Videsh Ltd., & SUDAPET Ltd.;

Block 5B - PETRONAS Carigali White Nile (5B) Ltd., ONGC Videsh Ltd., SUDAPET Ltd. & LundinSudan Block 5B Ltd; and

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

WNPOC has begun development to start operations to produce crude oil from Block 5A inSudan. Block 5A is located onshore within the Muglad Basin in Southern Sudan 950 km southof capital Khartoum. The block covers an area of approximately 7.4 million acres. The TharJath field that is being developed first is approximately 13.5 km long and at the widest sectionis 4 km wide. The oil from the wells is sweet and heavy (20oAPI) with a low Gas Oil Ratio(GOR). The oil from Thar Jath is to be pumped through a 24” pipeline to Heiglig where it will be

injected into the current crude pipeline that transports crude from GNPOC blocks 1, 2 & 4concession areas to Port Sudan, 750 km North of Khartoum. Block 5A is in an area that isclassified as Savannah Grassland and is under developed with little or no local infrastructure.

Currently only Tar Jath is being drilled to produce crude oil that is collected at Oil & GasManifolds (OGMs) and piped to the Central Processing Facilities (CPF). The separated crude isthen stored in one crude storage tank before it is exported through the 24” pipeline to Heiglig

where the crude is stored in one buffer tank (that is normally empty) before being injected intothe main pipeline from Heiglig to Port Sudan. The Central Processing Facilities is powered by a

heavy fuel power generation system. The power system also provides the required power forthe fire fighting system that is used for emergencies as well as for the accommodation facilitiesthat houses the crew operating the field and processing facilities.

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

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Purpose

The purpose of the WNPOC HSEMS manual is to aid WNPOC in achieving HSE excellence byguiding WNPOC management and staff in the effective management of HSE matters whist

conducting all its business activities as a reliable and safe oil & gas operator that takes care ofthe safety and health of its employees as well as the environment.

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

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

• Controls have been developed to proactively manage these risks;

• Mitigation measures have been identified to deal with these risks and the consequences

should the proactive controls fail or cease to become effective; and

•

The necessary processes and procedures are in place to proactively manage the risksand for continuous improvementAll HSE procedures, legal requirements and industry HSE best practices are referenced tothis manual.

Scope

The scope of the HSEMS includes all the business and operational activities of WNPOCbeginning with seismic acquisition and exploration drilling, extending through the constructionof facilities and pipelines, to the operational and production phase. The HSEMS requirementsare also applicable to all contractors and suppliers associated with the activities of WNPOC.

The HSEMS also covers how HSE is to be managed in non-operational areas such as offices,base camps and warehouse operations.

References

• Occupational Health & Safety Assurance System 18001 (OHSAS 18001)

• ISO 14001 Environment Management System

• Oil & Gas Producers’ Association HSEMS guidelines

• MEM HSE Manual

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Definitions

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

Definitions

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

Activity Work to be carried out as part of a process characterised by a set ofspecific inputs and tasks that produce a set of outputs to meetcustomer requirements.

Audit A systematic and independent assessment of the effectiveness of an

WNPOC’s HSE policy, management, organisation, procedures, controlsand practices that will give assurance to the stakeholders that HSE riskswithin the operations and due to the operations’ activities are managedto a level which is ‘As Low As Reasonably Practicable’ (ALARP)

Contractor An organisation or individual who is employed by WNPOC to provideservices to assist in the execution of the projects throughout theduration.

HSE Policy A public statement of principles that WNPOC has adopted with regards

to Health, Safety and Environment issues in its operations

HSEManagementSystem

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

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

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

Non-conformance

Any deviation from the HSEMS requirements.

Performance

Indicators

Comparative, quantitative measures of actual events, against

previously specified targets, which provide a qualitative indication offuture projected performance based on current achievement

RiskManagement

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

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HSEMS StructureD O C U M E N T N U M B E R :

WNPOC/LI/HSE/001

MAIN ELEMENTS SUB-ELEMENTS


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0

ESPONSIBILITIESCUMENTATION

3.ORGANISATION, R RESOURCES & DO

1.LEADERSHIP & COMMITMENT

2.POLICY & STRATEGIC OBJECTIVES

ANAGEMEN4.HSE RISK M T

5.PLANNING & PROCEDURES

ONITORING

UDITS

EVIEW

f

ommitment

issemination

6.IMPLEMENTATION & M

7. A

8. MANAGEMENT R

1. Demonstration o

C

1. Policy Content

2. Policy D3. Strategic Objectives

esponsibilities

on

nts.

hange

1. Structure & R

2. Resources3. Competence

4. Contractors

5. Communicati

6. Legal Requireme7. Documentation & Doc

Control

1.Hazard Identification

2. Assessing the Risks3. Analyze Risk

Controls

4. Decision making5. Implementation of

Controls

1.HSE Plan

2. Procedures & WorkInstructions

3. Management of C

4. Emergency Planning

onitoring

liance &

&

1.Performance m

2.Non-comp

Corrective Action3. Incident Reporting

Follow-up

1.Audit Plan2. Audit C

ompetency

eview1. HSE Management R




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Leadership & CommitmentD O C U M E N T N U M B E R :

WNPOC/LI/HSE/001


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1.LEADERSHIP & COMMITMENT




ONITORING

UDITS

EVIEW

f

ommitment


7. A

8. MANAGEMENT R

1. Demonstration o

C




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WNPOC/LI/HSE/001


1.1 Demonstration of Commitment

WNPOC believes that in order to manage HSE effectively there shall be a positivedemonstration of proactive Leadership and Commitment at all levels beginning with the seniormanagement and encompassing the lowest graded employee. WNPOC management and staffdemonstrate their Leadership & commitment to positive HSE management as per the matrixbelow.

Position Demonstration of HSE Leadership & Commitment

SeniorManagement(President, Vice

President, GMExploration &

Development,GM Production,GM Finance &

Planning, GMHR &Procurement,

Manager Legal,Head Security,Head Corp.

Affairs & CD)

Drive HSE management initiatives by:• Establishing and endorsing the annual HSE programme

• Discussing HSE at every management meeting as the 1st itemon the agenda

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

operations• Reviewing and approving the necessary resources required to

maintain the acceptable risk level

• Conducting six monthly HSE inspections at worksites

• Participating actively in HSE dialogue sessions with clients andauthorities

• Ensuring that HSE accountabilities & responsibilities areincluded in all Job Profiles together with Key PerformanceIndicators

• Leading Management System audits & serious incidentinvestigations

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

MiddleManagement(Departmental& Section

Heads)

Provide leadership in execution of HSE initiatives by:• Developing plan and activities to implement HSE programme

• Discussing HSE at project/departmental meetings

• Analysing the risks and develop risk controls

• Conducting monthly worksite inspections

• Participating in HSE dialogues with clients and contractors

• Participating in Management System audits

• Leading investigations into incidents

• Implementing recommendations from audits and incidentinvestigations

Executives &

Supervisors

Provide site supervision in implementation of HSEinitiatives by:

• Implementing the activities in the HSE programme

• Providing feedback on HSE issues regularly• Identifying the hazards at work and implement the risk

controls

• Conducting weekly Unsafe Act/ Unsafe Conditioninspections

• Motivating workforce through regular discussions

• Conducting daily toolbox meetings

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Employees

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

•

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

• Attending toolbox talks

• Working safely using correct procedures at all times

• Daily housekeeping

Contractors

Support the implementation of HSE initiatives by:• Providing competent workforce at all times

• Following all the safety requirements at all times

• Supervisors conducting unsafe act/condition inspections

• Daily housekeeping

Office StaffSupport the Company commitment to HSE by:• Identifying hazards in the office and rectifying them

• Daily housekeeping to reduce hazardous conditions

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

Their action plans are then cascaded down the line such that every member of WNPOC hasannual personal HSE action plans that link to the President’s and Vice President’s HSE plans.

To ensure that these plans are successfully implemented, KPIs are developed and theperformances are reviewed quarterly as part of the Performance Planning and Appraisal

exercise.

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Policy & StrategicObjectives

D O C U M E N T N U M B E R :

WNPOC/LI/HSE/001


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OMMITMENT1.LEADERSHIP & C






ONITORING

UDITS

EVIEW


7. A

8. MANAGEMENT R

1. Policy Content2. Policy D

3. Strate

issemination

gic Objectives




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WNPOC/LI/HSE/001


2.1 HSE Policy

The WNPOC HSE Policy is approved and signed by the President. The Policy recognisesthe importance of managing HSE effectively to achieve WNPOC’s business vision,objectives and shareholders expectations. The policy reflects WNPOC’s commitment toprotect the health and safety of its workforce whilst preserving the environment in all

its activities in accordance with applicable national and international legislation. WNPOCis committed to continuous improvement by regularly reviewing its HSE practices and

revising them based on best industry practices.

2.2 HSE Policy Dissemination

The dissemination of the HSE Policy is carried out through:

•

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

• The inclusion of a copy of the policy in the HSE manuals and contract documents;

• The posting at strategic locations; and

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

adhered to at all times

2.2.1 HSE Policy Review

The WNPOC Management reviews the HSE Policy whenever there is:

• Change in the legal requirements in Sudan;

•

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

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

• New developments in the Oil & Gas industry affecting HSE

The HSE manager initiates the review through the HSE Steering Committee.

2.3 Strategic Objectives

The HSE policy is put into operation through the development of HSE StrategicObjectives that complement the Business Vision and Objectives. The StrategicObjectives comprise the HSE goals that WNPOC intends to achieve over a 5-yearperiod. From these Strategic Objectives the yearly HSE Plans and programmes are

developed and implemented. The Strategic Objectives are also used to plan for theresources required to fulfil the Business Plan objectives whilst adhering to the HSE

Policy requirements.

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

Objectives.

The HSE Strategic Objectives have been set as:

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1. To comply with all the HSE legislation and regulations in the

Republic of Sudan and adopt internationally accepted industryHSE best practices and standards by;

a. Having communication sessions with all management, staff and contractorsto explain the implications of the current legislation and regulations onWNPOC business and the responsibilities of all to adhere to this requirement;

b. Ensuring that these requirements are included in all operating procedures

through review and revision of current operating procedures; andc. Ensuring that WNPOC management updates existing HSE standards by

participating in international HSE forums and adopting the Oil & GasProducers Association guidelines on HSE.

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

a. Implementing a HSE MS that is in line with OGPA guidelines and OSHAS18001/ ISO 14001;

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

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

3. To proactively manage Operational HSE risks by:

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

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

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

d. Developing a Risk Assessment Register for all risks; ande. Ensuring that competencies required for managing proactive controls and

recovery measures are identified and continuously developed.

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

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

b. Implementing the training matrix;c. Developing and regularly updating a Contractor HSE management manual

that specifies minimum contractor competency requirements

5. To provide open and effective communication to all staff and

contractors by:

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

c. Daily tool box talks;

d. HSE open days and contractor dialogue sessions

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6. To Champion HSE initiatives and demonstrate leadership at all

levels by:

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

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

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

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

a. Implementing an annual audit programme as part of the annual HSE plan;

b. Training competent auditors;c. Ensuring that senior managers lead the internal audit teams;d. Ensuring that the remedial actions identified are implemented and reviewed

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Organisation,Responsibilities, Resources


WNPOC/LI/HSE/001

& Documentation




OMMITMEN




ONITORING

UDITS

EVIEW


7. A

8. MANAGEMENT R

T1.LEADERSHIP & C

1. Structure & R

2. Resources

esponsibilities

on

ts.

3. Competence4. Contractors

5. Communicati

6. Legal Requiremen7. Documentation & Doc

Control

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WNPOC/LI/HSE/001

& Documentation


3.1 Organisation Structure

To operate Blocks 5A, 5B and 8 on behalf of the respective shareholders WNPOC has

set up an organisation structure that is divided into 5 main divisions:1. President’s Office

2. Vice President’s Office3. Exploration and Development Division4. Production Division5. Finance and Planning Division6. HR and Procurement division

Appendix 1 gives details of the organisation structure.

The heads of all the above-mentioned divisions and departments report directly to the

President. The President’ s office consists of the Legal, Security, Corporate Affairs &Community Development and the HSE departments who provide support for the othermain divisions and also provide critical essential advice to the President and VicePresident regarding the relevant matters that affect or impose additional risks on thebusiness.

The Exploration and Development division is headed by a General Manager andcomprises Exploration, Operation, Technical Services, Petroleum Development and

Facilities Development departments. Their initial functions are at the front end anddetail design aspects of the operations. The drilling, design and operation of each assetis carried out by the Exploration and Development Division. Once production hascommenced these departments are responsible to support the production departments.

The General Manager, Production is responsible for the production from all three Blocks,5A, 5B and 8. A Production Manager who is the asset owner is responsible for asset

growth, the production throughput and maintaining the integrity of the productionfacilities in each block. The Production Division is responsible for production planningactivities once production is commenced after completion of drilling.

The General Manager, Finance and Planning is responsible for production planning aswell as managing the cost of production and the expenditure in WNPOC to ensure thecontinuous profitability of the business. Manager, Planning & IT and Manager, Finance

and Accounts assist him.

The Human Resource Management and the Contracts, Procurement & Logistics

functions are managed by a General Manager. A HR Manager and aContracts/Procurement/Logistics Manager assist him in running this division.

3.1.1 Responsibilities

The detail roles, responsibilities and accountabilities of people in the organisation to

ensure the effective management of HSE in WNPOC activities are described inAppendix 2.

The responsibilities of the President are basically the company’s HSE responsibilities.These are then cascaded down to the General Managers of the various divisions who inturn cascade these responsibilities to their subordinates. This process is repeated until

the lowest grade employee in WNPOC has HSE responsibilities assigned that directly

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& Documentation


relate to the company’s responsibilities. Line management is responsible for the

administration and implementation of the system in their area. Every employee isresponsible and held accountable for obeying the law and standards, following WNPOC’sprocedures and policies and for performing their functions in a responsible mannerrespective to occupational health, safety and the environment.

3.2 Resources

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

• Conduct the work safely

• Manage HSE issues as they arise

•

Provide specialist advise and training on HSE• Be equipped to handle emergencies should the need arise

• Liase with the relevant authorities on HSE issues

Hardware resources are always selected for safety integrity and operational capabilitybefore they are purchased by Procurement and inspected by Logistics before they aresent to worksite for use. At the worksite they are further checked before use. WNPOCmanagement is committed to ensure that any defective hardware or hardware ofunacceptable quality is never used at any worksite in order to reduce any potentialaccidents that may result when such resources are used.

3.3 Competence

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

The initial recruitment and selection criteria are based on:

• Personal abilities

• Acquired knowledge

• Skills developed through experience in carrying out similar activities

• Understanding the legal HSE requirements and the need to create a healthyand safe working environment that does not cause any damage to theenvironment.

Once the selection and recruitment has been done, systems and processes are put in

place to ensure that the competencies are maintained and enhanced. These include:

• The development of a HSE Training Matrix matching the position and the HSEknowledge and/or skill required.

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

• Implementation of the training programme based on the training matrix

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

• Competence review on the adaptability to changing activities and technologies

• The provision of correct procedures, tools and equipment

• The assessment on the correct usage of the procedures, tools and equipment

• Assessment of personnel performance against the criteria set for the job profile

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• Documentation of the personnel competence levels and training attended.

Competency requirements for HSE Critical Activities (activities that are required to becarried to maintain risk controls) are listed in the document ref:WNPOC/LII/HSE/022. Training is carried out as a continuous learning process based on the Training Matrix inAppendix 3. The requirements and time frame for refresher training are specified inthe training matrix. The HSE Manager is responsible for identifying suitable training

programmes and select appropriate training providers to ensure that the training matrixrequirements are met as planned.

As a minimum, it is considered mandatory that all staff and contractors undergo HSEawareness programmes on the legislation in Sudan and the WNPOC HSEMSrequirements.

Training is conducted through formal courses and On Job Training (OJT). The line

department heads ensure that staff and contractors are released for the requiredmandatory and compulsory training programmes.The HSE department prepares the budget requirements for approval annually throughthe annual Work Programme and Budget exercise and also maintains training records.

3.4 Contractor HSE Management

Contractors play a major part in WNPOC’s activities. Contractors are used in variousactivities such as Seismic evaluation, Drilling, Facilities Design, Construction, andCommissioning as well as Facility and System Maintenance and Production. ContractorHSE Management is therefore a critical activity in WNPOC’s business management. Tomanage the contractors especially in terms of HSE, WNPOC has adopted the ContractorHSE Management guidelines issued by the Oil & Gas Producers’ Association. Theseguidelines have been converted into a guidebook procedure that is used throughoutWNPOC. HSE requirements are made clear at each stage of the contract beginning with

the Invitation To Bid (ITB) and ending with the Contract Close Out and PerformanceEvaluation. Contractor HSE Management is the joint responsibility of the DivisionalGeneral Managers and Managers. The HSE Manager provides specialised HSE input.

3.4.1 Invitation to Bid

At this stage WNPOC provides the contractor with the following information:

• The WNPOC HSE policy and HSE goals for the project

• The detailed Scope of Work (SOW)• The hazards associated with the work to be performed and the WNPOC’s

expectations in managing the risks

• The category and competency of personnel required to perform the job

• The list of procedures (including HSE) to be used on the project

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

tendered for

• The HSE programme for the duration of the project

• The communication system during project executionThe above information is provided to the contractor to ensure that the contractor is fullyprepared to ensure that the work is carried out as per requirements and the HSEexpectations are fully met. Clarifications are resolved at dialogue sessions with

contractors prior to contractors’ submission of bids.

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3.4.2 Evaluation and Contract Award

During the bid evaluation and prior to contract award, WNPOC holds discussions with

the bidders on their proposals to ensure that:

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

• Contractor has submitted a HSE plan that meets the contract requirements

• Bids have included scope and costs for HSE requirements

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

3.4.3 Mobilisation

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

• People;

• Equipment;

• Tools; and

• Procedures

for use on the job.This exercise is repeated at work site to give an assurance that the relevant, necessaryand correct resources are available to complete the project as per WNPOC’sexpectations in a safe, healthy and environmentally friendly manner.

During the mobilisation phase WNPOC and the contractor also conduct a joint review of

the Contractor’s HSE plan as well as to confirm that the personnel have undergone thenecessary HSE training required.

3.4.4 Work Execution

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

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

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

• Daily toolbox meetings are held;

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

• Contractors participate in the Emergency Response drill;

• Contractors report all incidences including near misses and rectify the failures;

• Contractors maintain the work quality and condition of their resources;

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

• Disposal of waste generated during work execution is properly administered

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

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3.4.5 Demobilisation

On completion of the contract and the contractor is being demobilised, activities are

monitored to ensure that the additional HSE risks are controlled especially during theclean up operations to restore the work site to safe condition and on disposal of any

waste generated.

3.4.6 Contract Close Out

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

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

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

improvement;• Ensure feedback is given for continuous improvement.

3.5 Communication

Communication is a vital element in effective HSE management and WNPOC believes

that open and frank communication on HSE issues is essential to maximise productivityand improve morale among the company and contractor staff.

3.5.1 Internal Communication

Internal communication in WNPOC begins with senior management and cascades down

to all levels in the organisation. The structured communication process comprises:1. HSE Committees2. Daily tool box meetings at work sites3. HSE talks4. Project mobilisation HSE briefing and induction5. HSE alerts6. Incident investigation lessons learnt presentations

3.5.2 HSE Committees

In order to have effective communication on HSE issues, WNPOC believes thatstructured process and organisation should be established. In WNPOC, the following

HSE committees are established:

HSE Steering Committee (meets quarterly)

• Chaired by the President;

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

• Secretary is the HSE Manager;

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

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

• Reviews the progress on the implementation of the HSE programme;

• Endorse the HSE training matrix and ensure its implementation;

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

implement the recommendations;• Reviews reports of major incidents and endorses plan to prevent recurrence;

• Reviews overall HSE performance; and

• Endorses the quarterly and annual HSE report

Divisional HSE Committees (meets monthly)

• Chaired by Division General Manager

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

• Secretary is the Divisional HSE focal point

• Sets HSE performance targets for each division

•

Endorses the HSE programme for each division• Appoints leaders for audits and incident investigations

• Reviews, endorses and monitors the implementation of action plans resulting from

HSE audits and incident investigations on projects

• Reviews and endorses the Divisional HSE report

Site HSE meetings (meets weekly) - during construction phase

• Chaired by Construction Superintendent

• Secretary – Site Senior Safety Officer

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

•

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

the objectives

Site HSE meetings (meets weekly) – during operation phase

• Chaired by Installation superintendent/manager

• Secretary – Site Senior Safety Officer

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

• Ensures that project HSE programmes are implemented so that objectives are met

• Monitors the progress and implements corrective actions where required to meet

the objectives

Office HSE Committee (quarterly)• Chaired by Facilities Development Manager

• Secretary – Section Head, HSE

• Comprises executives and non-executives

• Reviews general office safety conditions especially tripping and slipping hazards

• Organises Safety & Health walkabouts in the office

• Reviews ergonomic safety requirements in the office

• Reviews cleanliness in the office and pantries

• Sets rules for food consumption in office premises

• Organises wellness talks for staff

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The secretaries of the committees are responsible to programme the sitting of these

committees and include them in the annual HSE plans.The HSE committee structures and functions are defined in Appendix 4.

3.6 Legal requirements

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

3.7 Documentation and Document Control

3.7.1 Documentation

The HSE documentation is structured into 4 levels:

1. Level 1 is the HSE MS manual that describes the elements of the HSE managementsystem. This is then translated into HSE Case documentation for each operationalsite. The HSE Case is the HSEMS at the operational level and the Risk Assessment

Register will address the specific HSE risks at each operational site.2. Level 2 consists of the HSE plans, Hazard register, HSE Critical activities catalogue

and procedures that are used in the business.3. Level 3 comprises the Work Instructions that are used by the front line personnel to

manage the HSE risks whilst carrying out the work.4. Level 4 consists of records of HSE performance, trends and progress of HSE plan

implementation

3.7.2 Document Control

The custodian of the HSE documentation is the HSE manager. He is responsible to:

1. Ensure that the HSE documentation is controlled as per the company QualityAssurance procedure on Document Control.

2. Ensure that the documents are approved at the appropriate level and makearrangements to educate all staff on the relevant procedures required for theirwork.

3. Develop a process and plan for reviewing and updating the HSEMS, procedures andwork instructions in order to accommodate changes in the legislative requirements,

risk assessments and industry best practices.

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

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HSE Risk ManagementD O C U M E N T N U M B E R :

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4.1 HSE Risk Management Objectives and Principles

The objectives of HSE Risk Management are:• To maximise operations capability; and

• To conserve personnel and resourcesby preventing / mitigating losses and optimising gain through identificationopportunities for improvement.

HSE Risk management is the process of identifying, assessing, and controlling HSE risksarising from the operational activities and making decisions that balance risk costs withoperational and business benefits. Risk management is integrated into planning at alllevels to improve operational effectiveness by identifying the hazards and implementingproactive controls to reduce the potential losses.

The basic principles adopted in HSE risk management are:

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

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

3. Anticipate and manage risks by effective planning4. Make risk decisions at the appropriate level

4.2 HSE Risk Management Process

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

The 6 basic steps in the risk management process that has been adopted are:

1. Identify the Hazards2. Assess the Risks3. Analyse risk control measures4. Make Risk Control Decisions

5. Implement Risk Controls6. Review Control Effectiveness

6. Review

Control

Effectiveness

3. Analyse

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2. Assessthe Risks

1. Identifythe Hazards

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4. Make

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

Activity Responsible Party

1. Identification of Hazards Front line supervisors and workers

2. Assessing the Risks Managers, discipline engineers, front linesupervisors

3. Analysing Control Measures Discipline engineers. Managers

4. Making Control Decisions Senior management, Managers

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

6. Reviewing ControlEffectiveness

All staff

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

4.2.1 HSE Risk definitions

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

damage to property, plant, products or the environment, production losses or increasedliabilities

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

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

• Damage to property,

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

• Environmental pollution, and/or

• Negative impression of the responsibility of the company

Threats – any unsafe act or unsafe condition that causes the hazard (that is normallycontained) to be released to be a consequence

Barriers (Preventive/Proactive Controls) – Physical or procedural measures thathave been instituted within the company business process to prevent the threats from

releasing the hazard and causing harm

Recovery Measures (Reactive Controls) – Reactive measures that have beendeveloped in case the barriers fail and the hazard is released. Two types of RecoveryMeasures are normally identified:

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

continued release of the hazard

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

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

4.2.2 Hazard Identification

The hazard identification process adopted in WNPOC is as follows:

• WNPOC business process stages are defined

• The major activities in each stage are then listed out

• The sub activities are then identified

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

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

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

• When there is a change in the facilities used

• When new business is embarked upon

4.2.3 Assessing the Risks

The hazards are then assessed to determine what the risks are when they are released.The risk is a factor of the severity of the impact caused by the released hazardand the likelihood of the hazard being released from its normal containment.

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

HSE RISK ASSESSMENT MATRIX (RAM)

I M PACT

Negligible Minor Moderate Major Catastrophic

LIKELIHOOD

Remote L L L L M

Unlikely L L L M M

Moderate L L M M H

Likely L M M H H

Frequent M M H H H

The RAM is used to determine the impact of the hazard release on the people (Health &

Safety), the asset (equipment and facilities), the environment and the reputation ofWNPOC.The project managers, field engineers and the front line supervisors carry out thisassessment.

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a) HSE Risk Matrix Definitions

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

Likelihood Description

Remote This risk may only occur in exceptional circumstances. Never heardin the industry.

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

industry.

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

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

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

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

b) Qualitative situations

Impact Qualitative Description

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

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

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

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

Insignificant Negligible impact

4.2.4 Analysing Control Measures

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

a) Prevent the hazard from being released through:

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

II. Identifying the barrier for each cause or threat that can prevent the

hazard from being released

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

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I. Containment – to limit the release of the hazard II. Mitigation– to minimize the impact of the consequences that have

resulted from the hazard releaseThe criteria used for determining risk control measures is dependent on thecriticality of the risk and the following guidelines are used:

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

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

• LOW risks – 2 procedural/ administrative barrier

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

controls at workplace.

4.2.5 Decision Making

A decision is then made whether the benefits to be obtained outweigh the cost ofimplementing these controls. The As Low As Reasonably Practicable (ALARP)

principle is used as the basis for making the Risk Control decisions. The level ofauthority given is:

a. The senior management team of WNPOC decides on the controls for the HIGH risks

b. The operations, technical and production managers decide on the MEDIUM riskcontrols

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

supervisors

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

4.2.6 Implementing Controls

The discipline engineers, the front line supervisors and workers implement the riskcontrol measures. The field engineers are responsible for any design or proceduralchanges and these are communicated to the front line staff before they are enforced.

Discipline engineers help develop training, job aids and measurement packages to helpimplement the risk controls effectively so that risks are eliminated or reduced to a

minimum level that is As Low As Reasonably Practicable (ALARP).

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4.2.7 Reviewing Control Effectiveness

To ensure the controls are implemented effectively and maintained, competentpersonnel and supervisors are engaged to carry out the job. The competencyrequirements are specified in a HSE Critical Activity Catalogue (refer to Appendix 7 fortemplate). HSE Critical activities are activities that are carried out to ensure that thecontrols – both proactive and reactive - always work as required. Close supervision isenforced until it has become part of the normal operating procedure. In order to ensure

that these controls are indeed sufficient to manage the risks, measurement isconducted through the establishment of KPIs (Key Performance Indicators). This then isthe feedback cycle where the controls are reviewed and improved as and whennecessary.Any gaps found in the risk management process are registered and tracked through theRemedial Action Register (refer to Appendix 8 for template).

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5.1 HSE Plans

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

• Achieving the company’s objectives

• Company HSE programme

o HSE days

o HSE promotional programmeso Environmental management programmes

Waste managemento Occupational Health programmes

Health surveillance Confined Space Entry training

• HSE Inspections

• Management HSE facility visits

• HSE audits

• Emergency Response Drills

• HSE training programme

• Plans to close the gaps in the risk management programme

The HSE plans incorporate the resources required to implement the activities as well asschedules and performance metrics to measure the effectiveness of theimplementation. The company HSE plans are drafted by the HSE Manager and endorsedby the HSE Steering Committee.

The company HSE objectives and HSE plans are incorporated into Project and

Production HSE Plans. These plans are to:

• Ensure a healthy and safe working environment for company and contractors alike

• Protect the environment and community from the hazards arising from activities atproject sites

• Prevent loss or damages to company’s assets

• Safeguard the natural environment

5.2 Procedures and Work Instructions

To ensure that the planned activities and activities that specifically manage HSE risk arecarried out effectively; procedures have been developed and documented. These

procedures also cover activities that need to be conducted to meet the legalrequirements in Sudan, the WNPOC accepted HSE standards and international bestpractices.

The procedures are documented as per ISO 9000 requirements and clearly state thepurpose, scope, reference documents, persons responsible, methods to be used,performance standards used and criteria used for performance measurement. A processhas been included for the regular review of the procedures to ensure their continuedapplicability, to meet latest revisions of legal requirements and keeping in line with

industry best practices.

The procedures cover all the activities in WNPOC including drilling, design, construction,

commissioning and operations/productions including the support activities such asprocurement and contracted activities to ensure that suppliers and contractors comply

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with the WNPOC HSE policy requirements. The custodian of the HSE procedures is theHSE Manager who ensures that the procedures are integrated with the Quality

Management System.

The procedures have been converted to Work Instructions in order to define the mannerin which tasks at work site have to be conducted. The critical task work instructionshave been developed using the Job Safety Analysis technique in order that the hazardshave been identified, assessed and precautions have been included to ensure safeimplementation. The discipline supervisors conduct Job Safety Analyses on the tasks to

be carried out and convert them into the relevant work Instructions.

All procedures and work instructions are developed in consultation with those usingthem and further enhanced during the daily toolbox talks that are used to furtheremphasize the precautions to be taken on the daily activities.

The list of level II procedures used to manage HSE is listed in Appendix 9.Some of the critical HSE procedures that are in use in WNPOC are:

• Permit – To – Work

• Job Safety Analysis (used in all critical tasks)

• Lock Out Tag Out

• HSE Risk Management

• HSE Barrier and Recovery Measure effectiveness and maintenance

• Management of Change

• Emergency Response and Management

• Oil Spill Response and Management

• Waste management

• Air and Effluent Pollution Control Management

• Audit • Safe Use of Explosives

• Safe Driving

5.3 Management of Change

The Management of Change is a critical procedure that is used to plan and control

changes that have an HSE impact whenever there is a change to:

• People in critical positions

• Work processes and procedures

• Critical equipment used in the processes

• Legal requirements

The procedure addresses the following requirements:

• Identify and document the changes and their implementation

• Assign responsibility for reviewing and recording the potential HSE hazards thatresult from the change

• Authority to implement the change

• Review of the improvement resulting from the change

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5.4 Emergency Planning

WNPOC recognises that to provide and maintain a safe and healthy work environment,it is vital to look into all the aspects of HSE related activities. The Hazard Registeraddresses the need to have containment and mitigation recovery measures identifiedshould instituted barriers or preventive controls fail and cause HSE incidents. AnEmergency Response Plan (ERP) is developed based on the Recovery Measuresidentified in the Hazard Register. The ERP comprises a matrix of plans to handle the

various potential emergencies that might arise out of WNPOC’s activities and lists outthe organisation as well as the resources required to manage each specific emergencysituation.In order to operationalise the ERP, the Emergency Response Procedure Manual (ERPM)has been developed. The ERPM defines how and what organisation is set up to handleemergencies. The ERPM defines the organisation, responsibilities, resources requiredand communication channels able to handle emergency situations. WNPOC emergencymanagement organisation is split into 3 stages i.e.

• Tier 1 – Frontline response at worksite

• Tier 2 – Emergency management support from the Emergency Control Centre (ECC)based in WNPOC headquarters

• Tier 3 – Support is required from the Government authorities and/or other PSCcontract companies

A separate Oil Spill Response Plan (OSRP) is developed to handle oil spill incidents sincethe consequences arising from an oil spill vary and have different impacts to theWNPOC business.

5.4.1 Tier 1 Response

The front line supervisor and the workforce normally form the frontline response team

to physically attend to the emergency. The initial response team is led by the SiteInstallation Superintendent as the On-Scene Commander and comprises the siteengineers, supervisors, the operators and technicians to manage the whole emergencyoperations.


Whenever there is an emergency, the Duty Manager at the headquarters in Khartoum isnotified. Should the situation at site get out of control or the site response team needsresource assistance, the Duty Manager activates the Emergency Management Team atthe Emergency Control Centre (ECC). The EMT led by the Duty Emergency ResponseManager (ERM) comprises members from Security, Production, Operations, TechnicalServices, Logistics, HR, and HSE as a minimum. The President, Vice President, ManagerSecurity and Head Corporate Affairs & Community Development are also advised so

that they can be on standby to provide any assistance required to manage theemergency.

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Tier 3-response support is required when the emergency escalates to a situation whereassistance is required beyond WNPOC’s capabilities. This response is sought through aMutual Aid Agreement with the other EPSA operators in the vicinity of WNPOC’soperating blocks as well as the Sudanese Government through the offices of theMinistry of Energy and Mining.

5.4.4 Drills

To measure the effectiveness of the ERP, drills are conducted at various times duringthe project execution to ensure that staff are prepared to handle the emergenciesshould the need arise. The ERP is updated based on the findings from the drills. The

frequency and type of drills to be conducted are included in the Company annual HSE

Plans.

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6.1 Performance Monitoring

WNPOC monitors closely the implementation of the activities and tasks to ensure thatthey are conducted according to the relevant procedures and work instructions thatwere developed during the planning stage. Competent supervision and competentworkforce is employed to attend to the HSE Critical Activities – the activities that need

to ensure that the barriers and recovery measures identified during the riskmanagement process – are effectively and efficiently carried out. The project and

operations engineering team carry out verification tasks to ascertain that theseactivities and tasks are performed such that HSE objectives and performance criteriaare met.

Programmed HSE Management Inspections, Production HSE inspections and workforce

unsafe act/unsafe condition inspections are carried out to ensure that HSE issues are

being regularly addressed at worksite.

WNPOC has procedures for both active and reactive monitoring. Leading and ReactiveIndicators have been developed to supplement the monitoring.

6.1.1 Proactive Indicators

• HSEMS implementation – percentage implementation

• HSE inspections – planned v actual

• HSE audits - planned v actual

• Implementation of audit findings

• HSE training implementation – planned v actual

• Safe working hours – percentage of available working hours

• Occupational Health Surveillance monitoring

• Waste management monitoring

• Effluent discharge monitoring

6.1.2 Reactive Indicators

• Fatalities

• Lost Time Injury frequency per million man-hours

• Total Reportable Case Frequency per million man-hours

• Hearing damage cases

• Effluent discharge exceeding legal limits

• Waste storage above legal limits

Records of the performances based on the Leading and Trailing Indicators aremaintained by the HSE department, trended and reported to the management. Theseare then analysed and discussed at HSE meetings. The records are maintained as Level

4 documents. Recommendations to improve performance are decided and included inthe Remedial Action Register.

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6.2 Non-compliances and Corrective Actions

Non-compliances to:

• HSEMS implementation

• Legal requirements

• Company procedures and work instructions

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

6.3 Incident Investigation and Follow-up

All incidents including near misses that occur in WNPOC are investigated as per theIncident Investigation procedure.

• All major incidents

o Fatalities

o Lost Time Injurieso Partial or Permanent disability incidentso Major Environment spillso Occupational Health disabilitieso Major Property damage

are investigated by a senior management member appointed by the HSE

Committee and analysed using methodologies endorsed by the HSE Committeeor as per policy.

• A team led by the most senior manager at the work site investigates allother incidents.

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

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AuditsD O C U M E N T N U M B E R :

WNPOC/LI/HSE/001


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ONITORING

UDITS

EVIEW


7. A

8. MANAGEMENT R

1.Audit Plan

2. Audit C

ompetency




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36

AuditsD O C U M E N T N U M B E R :

WNPOC/LI/HSE/001


7.1 Audit Plan

WNPOC believes that audits are essential to measure the efficiency and effectiveness ofthe HSE Management System and also to determine whether the implementations ofthe risk controls are effective. Audits are conducted based on the Internal HSE Auditingprocedure.

There are 3 levels of audit implemented in WNPOC:

Level 1 – Compliance Audit - compliance to procedures, legal requirements, HSEinspections, contractor HSE competency audits.

Level 2 – Internal HSEMS audit – audit of the HSEMS by WNPOC internal staff led by

a senior management staff.

Level 3 – External audit by Partners or Authorities – these are project HSE auditsconducted by partners with participation from WNPOC senior staff. Hostauthorities may also conduct audits on WNPOC operations.

These audits are structured and planned. The audit plans are included in the annual

HSE plans and Project HSE plans.

Actions to correct Audit findings are included in the Remedial Action Register. Theseactions are then assigned target dates and resources to ensure that they are completedand findings closed out on a timely basis.

7.2 Audit Competency

The audit procedure describes the audit process in detail explaining the auditor’s

competency requirements, the interviewing requirements, the recording of findings,evaluating audit results and preparing recommendations.

The Training Matrix includes audit training for senior managers, managers and otheridentified WNPOC staff to ensure that they are capable of conducting effective HSEaudits.

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Management ReviewD O C U M E N T N U M B E R :

WNPOC/LI/HSE/001


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ONITORING

UDITS

EVIEW8. MANAGEMENT R


7. A

1. HSE Management R

eview




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Management ReviewD O C U M E N T N U M B E R :

WNPOC/LI/HSE/001


8.1 HSE Management Review

WNPOC management reviews HSE activities and performance once a year and thetopics include:

• Compliance to legal requirements;

• HSEMS implementation;

• Organizational and resource requirement;

• Organization competency;

• Resource suitability

• HSE Strategic Objectives;

• HSE Plan implementation;

• HSE Performance; and

• Project HSE Reviews

This review is an integral part of the WNPOC Business Review Process. The HSE

Manager initiates this process and the HSE Steering Committee carries out the review.A HSE Management Review is also conducted at the end of each project. The ProjectManager together with the HSE Manager and his Project HSE executive conduct thereview on:

• HSE performance

• Implementation of Project HSE plan

• Lessons Learnt

The HSE Management Review procedure (WNPOC/LII/HSE/026) sets out the guidelines

for conducting this review.

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White Nile (5B) Petroleum Operating CompanyLtd.

Appendix 1- Organization Structure

President

Vice President

CorporLegal

Security

General Manager

Ex loration & Develo ment

General Manager

Finance & Plannin

General Manager

HR & Procurement

Exploration

O eration

Technical

Services

PetroleumDevelo ment

FacilitiesDevelo ment

Finance &

Accounts

Planning &

Human Resource

Contracts

ProcurementLogistics

WNPOC Board

HEALTH, SAFETY & ENVIRONMENTMA N A G E M E N T S Y S T E M

E F F E C T I V E/ R E V I S I O N D A T E :

24 JU L Y 2005




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40

Appendix 2 – HSEResponsibilities


WNPOC/LI/HSE/001

H EALTH, SAFETY &ENVIRONMENT MA N A G E M E N T

S

HSE ResponsibilitiesPresident

• Assume overall responsibility for HSE matters in WNPOC;

• Set HSE objectives and strategies complete with KPIs to operationalise the WNPOC HSE

policy, both short term and long term and ensure its implementation;

• Establish a structured system to manage HSE;

• Be an Advisor to the WNPOC Emergency Management Team;

• Demonstrate leadership and commitment in HSE through participation in inspections,

sponsoring in-house HSE forums and promotions and presenting HSE papers at internal &

external conferences;

• Ensure that HSE risks in the business have been identified and appropriate controls have

been incorporated to manage these risks to ALARP (As Low As Reasonably Practicable);

• Appoint Lead investigators for incident investigations & review investigation reports

(through the HSE Committee) on serious incidents and ensure recommendations have been

implemented; and

• Review audit reports (through the HSE Committee) and ensure corrective actions have

been implemented.

Vice President

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

• Chair WNPOC HSE Committee (in the absence of the President) that meets quarterly to

review HSE issues and performance with a view for continuous improvement;

• Be an Advisor to the WNPOC Emergency Management Team;




• Ensure that HSE risks in the business have been identified and appropriate controls have

been incorporated to manage these risks to ALARP (As Low As Reasonably Practicable);and

• Review audit reports (through the HSE Committee) and ensure corrective actions have

been implemented.

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WNPOC/LI/HSE/001


S

General Manager, Exploration and Development

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

• Implement the HSE management system in the division;

• Be a member of the HSE Steering Committee

• Chair the HSE Committee in the division;

• Ensure that the HSE Management System has been applied to all petroleum development

and facilities development projects;

• Ensure that the HSE legal requirements have been included in development projects and

during drilling;

• Ensure that Contractors who work on the projects either have a HSEMS of their own or

implement the elements of the WNPOC HSEMS;

• Be a member of the WNPOC Emergency Management Team;

• Ensure each project has an Emergency Response Plan;




• Develop a programme to ensure competency of staff and contractors are maintained or

improved through training;

• Implement a risk identification process to determine the HSE risks in the division and

implement the controls; and

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

implemented.

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WNPOC/LI/HSE/001


S

General Manager, Production

• Assume overall responsibility for HSE during the production phase;

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

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

• Chair the HSE committee meetings in each asset every month;

• Be a member of the WNPOC HSE Steering Committee;


• Ensure each asset has an Emergency Response Plan;




• Ensure all incidents in assets are investigated, reviewed and corrective actions

implemented;

• Appoint teams to investigate “serious” incidents in assets;

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

asset; and

• Ensure corrective action tracking programme is implemented.

General Manager, HR and Procurement

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

• Be a member of the HSE Steering Committee;


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

• Ensure that the HSE competencies are included in the selection of contractors and

contracts include specific HSE requirements;• Ensure that vendors are aware of the HSE requirements when procuring equipment, tools,

PPE etc.;

• Ensure that all Job Profiles include HSE responsibilities; and

• Demonstrate HSE leadership by participating in Management Facility Inspections.

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WNPOC/LI/HSE/001


S

General Manager, Finance and Planning


• Be a member of the HSE Steering Committee;


• Ensure that the necessary financial facilities are available to proactively manage HSE and

also for responding to emergency situations;

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

• Demonstrate HSE leadership by participating in Management Facility Inspections.

Senior Manager, Operations


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

Objectives;

• Implement the HSE management system in operations;

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

• Ensure that all legal requirements are adhered to;

• Ensure that subcontract workers are all competent to carry out work in compliance with

WNPOC HSE requirements;





• Ensure that HSE operational risks have been identified, documented and communicated to

all operational staff;

•

Ensure controls have been implemented to manage HSE risks;• Ensure a HSE audit programme is implemented and corrective actions implemented;

• Ensure corrective action tracking programme is implemented; and


improved through training.

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WNPOC/LI/HSE/001


S

Senior Manager, Petroleum development

• Assume HSE responsibility for all sub surface activities;

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

• Ensure that staff and contractors engaged sub surface activities have all undergone the

relevant HSE training;

• Be a member of the WNPOC Emergency Response Team;




• Ensure that HSE operational risks have been identified, documented and communicated to

all operational staff;

• Ensure controls have been implemented to manage HSE risks;

• Conduct HSE inspections;

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

• Ensure corrective action tracking programme is implemented.

Senior Manager, Exploration

• Overall responsible for HSE in exploration and drilling work;

• Implement HSEMS in exploration and drilling activities;

• Ensure that competent staff are available to carry out the job and they have all gone for

the mandatory HSE training required for their work;





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

them; and

• Develop programme and conduct audit on effectiveness of procedures, work instructions

and work practices in managing the risks.

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WNPOC/LI/HSE/001


S

Senior Manager, Production

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

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

Strategic Objectives;

• Implement the HSE management system in asset ;

• Chair HSE committee at site every quarter;

• Ensure that all legal requirements are adhered to;

• Ensure that subcontract workers are all competent to carry out work in compliance with

WNPOC HSE requirements;

•

Be the Head of the WNPOC Emergency Management Team for the asset;• Demonstrate leadership and commitment in HSE through participation in inspections,



• Ensure that HSE risks in production operations have been identified, documented and

communicated to all operational staff;

• Ensure controls have been implemented to manage HSE risks;

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

• Ensure corrective action tracking programme is implemented; and


improved through training.

Senior Manager, Technical Services

• Ensure that all contractors conducting the Geological, Geophysical and Petrophysical

operations in WNPOC areas of operation are abiding with WNPOC HSE standards.




external conferences; and

• Ensure that all Geological, Geophysical and Petrophysical operations have considered

dealing with HSE aspects in their procedures.

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WNPOC/LI/HSE/001


S

Senior Manager, Surface Development

• Ensure that all facilities and modifications are designed taking HSE hazards into account

and hazard management controls have been included;

• Ensure during facility constructions that hazard controls have been implemented;




external conferences; and

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

HSE Manager

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

• Be the custodian for the HSEMS

• Develop the HSE training matrix

• Ensure that the training matrix requirements are implemented by identifying the resources,

type of training etc. for the line

• Secretary for the HSE steering Committee

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

• Maintain all HSE performance records and trend the performance

• Track and update the implementation of HSE action items resulting from incident

investigations, audit findings and the remedial action plan

• Review HSE procedures and update to meet changes in business practices, legal

requirements and specific clients’ needs

• Advise management on changes in HSE legislation that affect the business

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Appendix 3 – Training Matrix



24 JU L Y 2005

H S E M S t r a i n

i n g

H S E a w a r e n

e s s

H S E A u d i t

H S E I n s p e c t i o n

H S E R

i s k

m a n a g e m

e n t

I n c i d e n t i n v e s t i g a t i o n

O f f i c e s a f e t y

L e g a l r e q u i r e m e

n t s

E m e r g e n c y R e s p o

n s e

F i r s t - A i d

F i r e f i g h t i n g

President C C O O C C O O

Vice President C C O O C C O O

GM Exploration & Development C O C O O O C C O O

GM Production C O C O O O C C O O GM Finance & Planning C O C O O O C C O O

GM HR & Procurement C O C O O O C C O O

Corporate Affairs & CD Manager C O C O O O C C O O

Security Manager C C O O O C C O O

Legal Counsel C C O O O C C O O

Senior Manager Exploration C C C C C O C C O O

Senior Manager Operations C C C C C O C C O O

Senior Manager Petroleum Development C C C C C O C C O O

Senior Manager Technical Services C C C C C O

Senior Manager Surface Development C C C C C O C C O O

Manager Finance & Accounts C O C O O C C O O O Manager Planning & IT C O C O O C C C O O

Manager HR C O C O O C C C O O

Manager Contracts, Procurement & Logist ics C O C O O C C C O O

PMT Directors C C C C C O C C O O




Appendix 3 – Training Matrix



24 JU L Y 2005

H S E M S t r a i n i n g

H S E a w a r

e n e s s

H S E

A u d i t


H S E R i s k

m a n a g e m e n t



L e g a l r e q u i r e m e n t s

E m e r g e n c y R e s p o n s e

F i r s

t - A i d


P T W

Section Heads – Technical Services C O O C O C C O O

Section Heads – Surface Development O C O O C

Section Heads – Non-technical C O O C O O C C O

Executives - Technical C O C C C C O C C C C C

Executives – Non-technical C O O C O O C C OHSE Manager & executives C C C C C O C C C C C

Field Security Heads & supervisors C C C C C C C C

Office Admin C C C C C C C O C C O

Operation Supervisors C C O O C C C C

Operation Technic ians C C C C C O O C C C C

Warehouse personnel C C O O C C O C C C C

LegendC Compulsory O Optional




Appendix 3 – Training Matrix(Contractors)

H S E M S t r a i n i n g

H S E a w a r e n e s s

H S E A u d i t


H S E R i s k

m a n a g e m e n t



L e g a l r e q u i r e m e n t s

E m e r g e n c y R e s p o n s e

F i r s t - A i d


P T W

Contract Project Manager C C C C C C C O O C

Contract Project Supervisor C C C C C C C C C

Contact Drillers C C O C C C C

Contract Mechanics C C O C C C C

Contract Riggers C C O C C C C

Contract Welders C C O C C C C

Contract Fitters C C O C C C C

Contract Electricians C C O C C C C

LegendC Compulsory O Optional



24 JU L Y 2005




Appendix 4 – HSE Committees

HEALTH, SAFETY & ENVIRONMENT

WNPOC HSE COMMITTEE


U L Y

Notes:• Chaired by the President• Secretary is the HSE Manager• Membership - Vice President, GM E&D, GM F&P, GM HR&P, GM Production and Security Manager.

Vice President /PMT Director

HSE ManageSECRETARY

GM HR&PGM F&P

HSE Trainin

GM E&D

President

CHAIRMAN

HSEPromotions

Contractor HSEManagement

HSEAudits

• Frequency of meeting: Once in every 3 monthsRoles:•Sets the Strategic Objectives and endorses the annual HSE programme

• Appoints senior management staff to lead HSE system audits and major incident investigations (if any)• Reviews the progress on the implementation of the HSE programme• Endorses the HSE training matrix and ensure its implementation• Reviews system audit findings, endorses the recommendations and implement the recommendations• Reviews reports of major incidents and endorses plan to prevent recurrence• Reviews overall HSE performance• Endorses the quarterly and annual HSE report

MA N A G E M E N T S Y S T E M 24 J 2005





HEALTH, SAFETY & ENVIRONMENT E F F E C T I V E/ R E V I S I O N D A T E :

U L Y

Notes:• Chaired by General Manager Exploration & Development• Comprises Managers and PMT with activities in Block 5A/5B/8• Secretary is the E & D Planner

E & D PlannerSECRETARY

TechnicalServices

Manager

ExplorationManager

OperationsManager

PetroleumDevelopment

Manager

D

GM E & D

CHAIRMANBBlloocckk 55AA//55BB//88 HHSSEE CCoommmmiitttteeee ((EExxpplloorraattiioonn & & DDeevveellooppmmeenntt))

• Frequency of Meeting: Monthly

Roles:•Sets HSE performance targets for each Block• Endorses the HSE programme for each Block• Appoints leaders for audits and incident investigations• Reviews, endorses and monitors the implementation of action plans resulting from HSE audits and incide• Reviews and endorses each Block HSE report







HSE Section HSECRETAR

CommunityDevelopment

Security Exploration Operations TechnicalServices

Finance & Planning

PetroleumDevelopment

FacilityDevelopment

Procurement& Logistics

P

Facilities Dev

Manager CHAIRMAN

WWNNPPOOCC’’ss OOf f f f iiccee HHSSEE CCoommmmiitttteeee

Notes:• Chaired by Facilities Development Manager• Secretary – HSE Section Head• Comprises Executives from departments• Frequency: Quarterly

Roles:• Reviews HSE requirements

• Organises Safety & Health walkabouts in and outside the office• Reviews ergonomic safety requirements in the office• Reviews cleanliness in the office, cafeteria and its premises• Sets rules for food consumption in office, cafeteria and premises• Organises wellness talks for staff


U L Y

SSii ttee LLooccaatt iioonn HHSSEE CCoommmmii tt tteeee ((DDr r ii ll ll iinngg RRiigg))







HSE Focal Point

SECRETARY

ContractorRig

Manager

ContractorHSE

SecuritySupervisor

Geologist Camp Boss

Person In-Charge

CHAIRMAN

Notes:• Chaired by Person in-charge of the Drilling Rig• Secretary – Site HSE focal point

• Comprises Geologist, Security Supervisor, Contractor Rig Manager, Contractor HSE, Camp Boss & Radio O• Frequency of meeting: Weekly

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

MA N A G E M E N T S Y S T E M 24 J 2005E F F E C T I V E/ R E V I S I O N D A T E :

U L Y

SSiittee LLooccaattiioonn HHSSEE CCoommmmiitttteeee(TThhaarr JJaatthh CCaammp)






HSE Focal PointSECRETARY

MaintenanceSupervisor

Camp BossConstructionSupervisor

SecuritySupervisor

Administrator

Base

SuperintendentCHAIRMAN

Notes:• Chaired by Person in-charge of the site locations (Base Superintendent)• Secretary – Site HSE focal point• Comprises Security Supervisor, Construction Supervisor, Maintenance Supervisor, Camp Boss, Administr

Reps• Frequency of meeting: Weekly

Roles:• Ensures that project HSE programmes are implemented so that objectives are met

• Monitors the progress and implements corrective actions where required to meet the objectives

MA N A G E M E N T S Y S T E M 24 J 2005E F F E C T I V E/ R E V I S I O N D A T E :

U L Y




PAGE NUMBER:

55

Appendix 5 – Legal RegisterD O C U M E N T N U M B E R :

WNPOC/LI/HSE/001


HSE Legislation issued by:

Ministry of Energy & MiningSudanese Petroleum CorporationAdvisory Commission for Environment and SafetyKhartoum Sudan

No Document Title Volume

1 HSE Directory for Petroleum Industry in Sudan I

2 HSE Program II

3 HSE General Instruction III

4 HSE Engineering Standard IV

5 HSE Assessment Program V

6 Disaster Control Plan VI

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Appendix 6 – Hazard Register Template

Main Activity:

Sub Activity:

ItemHazard

DescriptionThreats Barriers

TopEvent

RecoveryMeasures

Consequence



24 JU L Y 2005




Appendix 7 – HSE Critical activityCompetency Template

Main Activity:

Sub Activity

Hazard:Threat:

Barrier:

Item Task to ensureintegrity of barrier

Input Output Competencyrequired to

perform

task

SupervisoryCompetency

required



24 JU L Y 2005




Appendix 8 – Remedial Action RegisterTemplate

Item Description of Action Target DateResponsible

party

Resources

Required



24 JU L Y 2005




PAGE NUMBER:

59

Appendix 9 – HSEProcedures Register


WNPOC/LI/HSE/001

Document No. Procedure Description

WNPOC/LII/HSE/001 Emergency Response Management Manual

WNPOC/LII/HSE/002 Oil Spill Response Plan

WNPOC/LII/HSE/003 Management of Change

WNPOC/LII/HSE/004 Environment Management Manual

WNPOC/LII/HSE/005 General Workplace HSE Practices

WNPOC/LII/HSE/006 Safe Use of Explosives

WNPOC/LII/HSE/007 Site Hazardous Waste Management

WNPOC/LII/HSE/008 Site Domestic and Sewage Waste Management

WNPOC/LII/HSE/009 Accident & Incident Reporting and InvestigationWNPOC/LII/HSE/010 Dangerous Substance Handling

WNPOC/LII/HSE/011 Entering & Working in Vessel & Enclosed Space

WNPOC/LII/HSE/012 Electrical Safety

WNPOC/LII/HSE/013 Scaffolding

WNPOC/LII/HSE/014 Pressure Testing

WNPOC/LII/HSE/015 Chemical Cleaning

WNPOC/LII/HSE/016 Safe Operation of Machinery

WNPOC/LII/HSE/017 Gas Cutting and Welding

WNPOC/LII/HSE/018 Job Safety Analysis

WNPOC/LII/HSE/019 Permit To Work

WNPOC/LII/HSE/020 Lock Out Tag OutWNPOC/LII/HSE/021 Hazards Register

WNPOC/LII/HSE/022 HSE Critical Activity Catalogue

WNPOC/LII/HSE/023 Corrective and Preventive Action Request

WNPOC/LII/HSE/024 Internal HSE Auditing Procedure

WNPOC/LII/HSE/025 Remedial Action Register

WNPOC/LII/HSE/026 HSE Management Review

WNPOC/LII/HSE/027 Safe Driving

WNPOC/LII/HSE/028 Safety Passport

WNPOC/LII/HSE/029 Contractor HSE Management

Documents

HSE Mgt.system