mpcp hsse guidelines

©2007 BP International Limited. All rights reserved.

Exploration & Production

major projects common processHSSE guidelines

Exploration & Production

©2007 BP International Limited MPcp HSSE Guidelines �

These guidelines for HSSE have been developed as a supplement to MPcp. They provide the structure for ‘how we do HSSE’ in projects, supported by tools and examples from BP projects around the world.

The facilities that we operate in the future are determined by the projects that we create today. The HSSE guidelines provide guidance on how we select, design, build, and start-up facilities that are safe, meet our environmental expectations and are healthy for our workers and surrounding communities.

Through the consistent application of these guidelines, developed from SPU best practice, we will ensure that our HSSE goals are delivered.

Neil Shawtechnology vice president - projects & engineering

contents

MPcp guidelines – overview 7

1 HSSE – summary 13

2 HSSE leadership 19

2.1 Introduction 19

2.2 Strategy and Goals 20

2.� Roles & Responsibilities, Resources & Organization 21

2.4 Stakeholder Alignment 21

2.5 Performance Review 21

HSSE leadership roadmap 22

� HSSE management 27

�.1 Introduction 27

�.2 Project HSSE Management Plan 28

�.� Project Planning 30

�.4 Risk Management 30

�.5 Competency and Training 33

�.6 Incident Reporting and Investigation 33

�.7 Crisis Management and Emergency Response 33

�.8 Regulatory and Compliance 34

�.9 Document Management 35

�.10 Action Tracking 35

�.11 Management of Change (MoC) 36

�.12 Knowledge Management 36

�.1� Monitoring, Assurance and Verification 36

HSSE management roadmap 40

4 Health 47

4.1 Introduction 47

4.2 Scope 47

4.� Health Resources 48

4.4 Health Impact Assessment (HIA) – Outside the Boundary Fence 49

4.5 Workplace Health Risk Assessment 49

4.6 Health Management Plan 49

MPcp HSSE Guidelines ©2007 BP International Limited4 ©2007 BP International Limited MPcp HSSE Guidelines 5

4.7 Crisis Management and Emergency Response 50

4.8 Contracts and Procurement Strategy 51

4.9 Human Factors (HF) and Ergonomics 51

health roadmap 52

5 Design safety 59

5.1 Introduction 59

5.2 Scope 59

5.� Roles and Responsibilities 61

5.4 Design Hazard Management (DHM) Overview 61

5.4.1 Design Hazard Management (DHM) Process 62

5.4.2 Inherently Safer Design (ISD) 62

5.4.� Safety Critical Design Measures (SCDM) and Performance Standards 63

5.4.4 Study Programme and Action Management 63

5.4.5 Case for Safety (CfS) in Design and Operations 64

5.5 Integrity Management 64

design safety roadmap 66

6 Security 73

6.1 Introduction 73

6.2 Risk Assessments 73

6.� Roles, Responsibilities, Resources, Training and Organization 74

6.4 Philosophy and Plan to Mitigate Assessed Risk 74

6.5 Technical Security Design and Response 75

6.6 Voluntary Principles on Security and Human Rights 75

security roadmap 78

7 Environmental and social 89

7.1 Introduction 89

7.2 Scope 90

7.� Social Guidelines 90

7.4 Environmental Impact Management Process (EIMP) 90

7.5 Environmental Performance Requirements 91

environmental roadmap 92

contents contents

8 construction contractor HSSE management 95

8.1 Overview 95

8.2 Planning 95

8.� Pre-qualification 96

8.4 Selection 97

8.5 Pre-mobilization 97

8.6 Mobilization 98

8.7 Execution 99

8.8 Demobilization 99

8.9 Final Evaluation and Close-out 100

construction contractor HSSE management roadmap 104

9 resources 111

9.1 Projects Cyber Librarian 111

9.2 HSSE training 111

9.� Tools and examples 111

terms & definitions 113

©2007 BP International Limited MPcp HSSE Guidelines 7

Our goal is to generate business value by delivering projects, which are efficient in both capital investment and long-term operation. We will do this by consistently creating distinctive projects and delivering them with world class execution. The Major Projects common process (MPcp) is a key part of the overall project system which is designed to support Performance Units in pursuit of this goal. This system includes our people and processes, supported by networks and functional authorities, guidelines, tools and good examples.

The MPcp document lists expectations, for each of the ten elements of Projects Excellence, which shall be met before proceeding to the next stage of the project. Associated with each expectation are a number of attributes which describe and support the achievement of that expectation. These attributes are intended to guide project teams in developing their action plans for the stage and to drive consistent good project performance.

The MPcp document also describes the governance process, including functional attestation, required to meet the Group Investment Assurance and Approvals Process (GIAAP).

Guidelines have been written, for each of the main project disciplines, to provide more detailed support to project teams in the achievement of MPcp expectations. These Guidelines describe the framework and processes which discipline practitioners are expected to follow. They have been compiled from the wisdom and experience which exists in the company. They represent the current view of discipline requirements and good practice, which we want to be applied consistently across our range of projects. They have been entitled Guidelines deliberately because we want people to think about their application and not just follow them by rote.

Over time we expect people to identify improvements in the practices described in these Guidelines but we want such improvements to be introduced in a planned and systematic way. For this reason each of the Guidelines has clear ownership by the leader of the relevant project network. A project team should adhere to the Guidelines unless it perceives significant material benefit from departing from them. Where it does perceive such a benefit it should review the proposed departure with the relevant Network Leader beforehand, both to obtain challenge to its view but also to ensure that the experience is visible and can be readily captured for the benefit of others if the departure does lead to improved practice.

MPcp guidelines – overview



The responsibility for implementing the Guidelines lies with Team leaders within Performance Units. It is their further responsibility to ensure that proposed departures from the Guidelines and improvements to them are raised promptly with the relevant Network Leaders.

figure 1 MPcp and related guidelines

Health, Safety, Security and Environmental (HSSE) excellence is recognized as a key component of our strategy to become the #1 Projects Operator by creating distinctive projects with world class execution. The HSSE Guidelines are the ‘BP way’ of how we do projects that codifies HSSE best practice and enables knowledge to be shared to achieve best-in-class HSSE performance – we will use them everywhere.

ProjectPrinciples

App Sel Def Exe Ope

Dashboards

MPcp Elements• HSSE

• Subsurface ResourceCharacterization

• Technology, Engineering &Technical Definition

• Project Management & Execution• Procurement & Supply Chain

Management• Project Services

• Organizational Capability• Commissioning & Operational

Readiness• Performance & Risk Management

• Knowledge Management

MPcpGuidelines

• HSSE• Appraisal & Pre-development

• Engineering & Quality Mgt.

• Project Management & Execution

• Procurement & Supply Chain Mgt.

• Project Services

• Organizational Design

• Commissioning & Operational Readiness

• Risk Management

• Knowledge Management

Resources • Tools • Templates • Examples

The HSSE Guidelines are structured around four levels (figure 2):

figure 2 structure of the HSSE Guidelines

Level 1 – The HSSE Strategic Knowledge Areas

Sections 2 - 8 of the guidelines are organized around the seven HSSE strategic knowledge areas (SKAs). Each section provides an overview of the knowledge area aligned with a roadmap and lists the MPcp HSSE expectations that must be met before proceeding to the next stage of the Project.


Examples

Tools

HSSE

Gui

delin

es b

ook

HSSE

Gui

delin

es C

D

Knowledge AreasHSSE Leadership

HSSE ManagementHealth

Design SafetySecurity

Environmental and SocialConstruction Contractor Management

Level 1: The knowledge areas covered in theHSSE Guidelines

Level 2: The Roadmaps - Activities to becompleted for each Knowledge Area and keystages of Project development

Level 3: Tools to assist in completing theactivities for each of the key stages

Level 4: Examples from projects

App Sel ExeDef

MPcp HSSE Guidelines ©2007 BP International Limited10

Level 2 – The Roadmaps

A roadmap is included at the end of sections 2 - 8 of the guidelines. The roadmap for each knowledge area is organized around the four key stages of project development (Appraise, Select, Define and Execute). They describe activities that should be considered before proceeding to the next stage of the project. The actions covered are extensive and some may not be relevant to every project. However, all actions should be considered prior to rejection. Addressing the respective activities for each stage will support the achievement of the stage objectives as well as provide an excellent foundation for the work of the subsequent stage.

Level � – Tools

Tools to assist HSSE professionals, engineers and managers in completing the activities outlined in the roadmaps are located on the companion CD to the HSSE Guidelines and are also available at the ETP & Projects Library located athttp://pelib.bpweb.bp.com.

Level 4 – Examples

HSSE examples from BP Major Projects are also located on the companion CD and at the ETP & Projects Library.

The tools and examples are intended to guide the project teams in completing the activities, driving consistency, and incorporating best practices and lessons learned.

The HSSE Guidelines provide the structure for ‘how we do HSSE’ in projects, supported by tools and examples that will be invaluable for not only HSSE professionals, but also managers, engineers and other project personnel.


http://pelib.bpweb.bp.com

©2007 BP International Limited MPcp HSSE Guidelines 1�

The HSSE Guidelines are aligned with the Projects & Engineering strategy, the BP Group 5 Year Plan and the Safety & Operations agenda. They seek to:

• Provide a common language and process to guide HSSE in projects.• Define HSSE excellence in terms of activities and good practice.• Incorporate lessons learned from previous projects.• Provide HSSE professionals, engineers and project managers with tools and

examples to assist in delivery of HSSE excellence.

Full implementation of these guidelines will result in enhanced project performance, protection of our reputation and improvement of our liability profile.

HSSE Leadership

‘HSSE leadership starts at the top, or it does not start at all.’

Management’s strong, visible and demonstrated commitment and leadership is a critical component of HSSE excellence in projects. Management is accountable for implementing these guidelines.

During the CVP Appraise and Select stages, management clearly defines and communicates to all project team members (BP and contractor) the HSSE strategy that defines the overall project HSSE philosophy, principles and goals. The HSSE strategy is fully considered when confirming the fundamental viability of the project, selecting the development concept, engineering the facility and during commissioning and start-up. Inherently safe design should be a critical factor in concept selection and can result in a simple to execute and operate design; or, if we get it wrong, a contrived design that is inherently difficult to operate safely.

HSSE must be led and managed like all other aspects of the business, and by the same people who manage these aspects – project management and members of the line organization. HSSE success is determined by what management does – not what they say – and managers and supervisors are held accountable for HSSE performance. HSSE is integrated into everything.

1 HSSE - summary


HSSE Management

HSSE Management describes the organization, plans and systems that should be developed and implemented to achieve the HSSE goals defined by project leadership. A key component of HSSE management is risk management. Effective management of HSSE risk is recognized across all BP segments as a key component for the delivery of world class projects.

Key HSSE management activities include the development of an HSSE risk management strategy (as part of the overall project risk strategy), and the development of a Project HSSE Management Plan. The HSSE Management Plan describes the key management systems that the project will use to manage the risks.

Getting HSE right (gHSEr) is the BP HSE Management System Framework which supports the HSE Expectations to be adopted by all BP managers. Managers are accountable for putting in place appropriate documented systems and processes for each Expectation, for ensuring continuing progress towards Project HSSE goals and targets, and for confirming that these processes are effective via the HSSE Assurance process.

gHSEr is still the current framework for managing HSSE and should continue to be used until it is replaced by an Operating Management System (OMS). When the OMS is developed, the content of gHSEr will be fully incorporated.

Project HSSE Reviews (PHSSERs) are a mandatory element of a project’s assurance strategy and are specifically mandated by the Integrity Management Group Standard. PHSSERs heighten the awareness of HSSE risks and help make HSSE an integral part of the gated decision and approval process for projects within CVP.

Health

Health Risk Assessment (HRA) and health risk management are essential to ensure that personal, occupational, and environmental health risks in projects and operations are managed properly. The Health section of the Guidelines is focused on identifying and managing health risks and driving compliance with local laws and BP standards.Appraise and Select stage activities are focused on identifying and confirming key health risks and developing a health plan for the project. Key health risks in both the project and operational phase are identified through a review of regional health

1 HSSE - summary

risks and completion of a Health Impact Assessment (HIA). Potential health impacts should be considered during concept selection, especially when deciding where to locate facilities.

During the Define and Execute stages, a health organization is put into place and the Health Management Plan is updated to include planning for Execute stage activities (e.g. construction). A detailed Health Risk Assessment (HRA) is conducted to identify potential health impacts on workers and health considerations are incorporated into the design of the facility. Execute stage activities are focused on implementing the Health Management Plan and planning for the Operate stage.

Design Safety

Excellence in design safety is an engineering responsibility and is best achieved through Design Hazard Management. This process involves major hazard identification, evaluation and continuous risk reduction through design safety measures. Design Hazard Management is underpinned by four engineering activities:

� Inherently Safer Design� Safety Critical Design Measures and Performance Standards� Safety Study Programme� Case for Safety

Managing hazards in design involves eliminating or minimizing major accident hazards at the source, and preventing those that remain from becoming major accidents. It also involves the provision of sufficient design integrity to control the consequences of a major accident to reduce severity and potential escalation, while providing mitigation and protection for personnel and key facilities from the effects (e.g. heat, smoke, gas, toxic fumes, etc.).

Security

The Group Security Policy underpins and establishes the basis for how BP manages global security. Our fundamental mission is to provide a safe and secure work environment by protecting ourselves, our assets and our operations against risk of injury and loss, or damage from criminal, hostile or malicious acts.

1 HSSE - summary


One of the key expectations of BP’s Group Security Policy is that security will be taken into consideration during the appraisal, selection, definition and execution of all new capital projects. As the project moves forward, project requirements will change. These adjustments should not prevent security analysis from taking place early, ideally at the Appraise stage. Security risks and plans will inevitably change; indeed early planning will reveal important areas for reconsideration. Project Managers should consider security as early as possible in the process. Bolting security onto a project rather than building it in can be, at best, expensive and, at worst, fatal.

Environmental and Social The OMS Practice, Environmental Requirements for New Projects, is the basis for the Environmental and Social section of the guidelines. It is a full life-cycle process based on four fundamental principles:

� We will identify and understand our impacts. � We will consult with others. � We will design to avoid adverse impacts and minimise use of natural resources. � We will reduce the adverse residual impacts of our wastes, emissions and

discharges.

The early screening of environmental risk brings clarity and transparency to our decision making process and the Environmental Performance Requirements set consistent standards for delivery across the businesses. The Environment and Social section describes the processes to ensure that BP exhibits performance-driven management and that BP is consistent and transparent wherever the company operates.

Construction Contractor HSSE Management Construction Contractor HSSE Management describes an eight-phase process for contractor management consistent with the OMS Practice for Working with Contractors. Risk identification is a key part of the process and is a key factor in determining contracting strategy. Active participation by BP and the contractor(s) are essential to achieve excellent HSSE performance.

1 HSSE - summary

During construction, there are four main tasks that leadership must implement—by doing, not saying—if the project is to achieve best in class HSSE performance:

� Define and clearly communicate the HSSE expectations to each contractor and sub-contractor bidding on the job.

� Consider HSSE as a critical factor in the evaluation of bids and selection of contractor(s).

� Reinforce the contract HSSE requirements with the successful bidder(s) to ensure that those accountable for managing the project understand the expectations.

� Manage performance of construction activities through site visits, proactive involvement in HSSE practices, enforcement of the HSSE requirements of the contract, and close out the construction phase with a post-contract joint evaluation of the contractor’s and BP’s HSSE performance.

1 HSSE - summary


2.1 Introduction

‘Everybody who works for BP, anywhere, is responsible for getting HSSE right. Good HSSE performance is critical to the success of our business.’

Lord Browne, January 1999

Strong, visible and demonstrated management commitment and leadership is a critical component of HSSE excellence in projects. The HSSE Guidelines are the ‘BP way’ of how we do projects – we use them everywhere. Management is accountable for ensuring that these guidelines are implemented.

The attitude of managers and supervisors towards HSSE plays a vital role in achieving excellent HSSE performance. Examples of HSSE Leadership behaviours that promote great HSSE performance are:

Set high standards� Regularly explain HSSE expectations and verify understanding and compliance.� Focus on sustainable performance improvements in HSSE and measure progress

via leading and lagging indicators.� Continually emphasize that schedule will never compromise HSSE.� Consistently recognize good HSSE behaviour and performance. Tackle poor

performance.

Communicate openly� Talk face-to-face with staff about HSSE performance and concerns.� Regularly vary communication methods to get the HSSE message across.� Keep the HSSE message simple and direct.� Provide prompt, honest feedback on concerns raised by the workforce.

Show concern for people� Ensure effective mechanisms exist for people to raise HSSE and welfare

concerns.� Be approachable for informal discussions about HSSE concerns.� Be personally involved in incident investigation to understand root causes and

communicate learning.

Proactively involve others� Ensure adequate HSSE resources and training are available; allocate sufficient

time and priority for HSSE initiatives.� Take personal action to improve HSSE performance by showing enthusiasm,

decisiveness and support.

2 HSSE leadership


Regularly visit worksites and conduct ASAs� Confirm that BP’s HSSE expectations are communicated to the workers.� Ensure that the BP Control of Work (CoW) Standard is fully implemented on BP

premises and that effective CoW programmes are implemented on contractor sites.

� Confirm adequate BP presence and contractor supervision onsite to support and monitor work.

� Review pre-job risk assessments to ensure that they are task specific; available in the language(s) of the workers performing the work and that the workers are aware of the hazards.

Although management is ultimately accountable for HSSE performance, BP people at all levels in the project organization are responsible for leading and engaging the workforce in meeting our health, safety, security, technical integrity and environmental goals and objectives. HSSE is integrated as part of everything we do.

The foundation for HSSE excellence in operations begins with creating distinctive projects – choosing the right projects to build during the Appraise and Select stages. During Define and Execute, we design the facility for inherently safe and environmentally sound operations, then build, commission and start-up the facility safely.

MPcp Expectation(Appraise – Execute) Management commitment to HSSE is strong, visible

and demonstrated.

2.2 Strategy and Goals

During the CVP Appraise and Select stages, management clearly defines and communicates to all project team members (BP and contractor) the HSSE strategy that defines the overall project HSSE philosophy, principles and goals. The HSSE strategy is fully considered when confirming the fundamental viability of the project, selecting the development concept, engineering the facility, and during construction, commissioning and start-up.

2 HSSE leadership

2.� Roles & Responsibilities, Resources & Organization

Management establishes clear HSSE roles and responsibilities for all project team members and allocates competent HSSE resources, and where necessary, provides specialist expertise to support the line. Recruitment, selection and placement processes ensure that personnel are qualified and competent to perform their tasks. Sufficient thought should be given early in the project to the composition of the HSSE team and the timing when the team members should be committed to the project. There is a strong bias that the Project HSSE Manager is BP staff.

2.4 Stakeholder Alignment

Open and proactive communications are established and maintained with employees, contractors, regulatory agencies, public organizations, communities and JV partners regarding the HSSE aspects of the project. We value the importance of community awareness and will actively engage in dialogue with various stakeholders to maintain public confidence in the integrity of our projects and our commitment to HSSE performance.

2.5 Performance Review

HSSE performance metrics (both inputs and outputs) are established, communicated and understood throughout the project organization. Project management regularly reviews the HSSE performance metrics to determine progress against objectives and targets and what management system changes are necessary.

The Integrity Management Standard requires that the Performance Management System for all projects shall require formal reviews of health, safety, integrity, security and environmental impacts carried out at key stages. For major projects, GP 48-1 HSSE Review of Projects shall be applied.

2 HSSE leadership

MPcp HSSE Guidelines ©2007 BP International Limited22 ©2007 BP International Limited MPcp HSSE Guidelines 2�

Words in bold indicate there are tools and examples to support these themes.The actions covered are extensive and some may not be relevant to every project; however, all actions should be considered prior to rejection.

2 HSSE leadership - roadmap

� Set HSSE expectations for project team members for the Appraise and Select stages.

� Define HSSE roles and responsi-bilities for project team.

Roles and Responsibilities

APPRAISE SELECT

Strategy and Goals APPRAISE SELECT

� Establish the HSSE strategy that defines the overall Project HSSE phi-losophy, culture, principles, drivers, and boundaries.

� Define project HSSE high-level goals, objectives, and targets.

� Establish the protocol for project leadership to visibly demonstrate and communicate the commit-ment to HSSE.

� Update the HSSE strategy as con-cept options are evaluated and one is selected.

� Define specific HSSE goals and ob-jectives for project and align with project activities and near term field work.

� Set specific, measurable HSSE tar-gets for the project.

� Review and update protocol for proj-ect leadership to align with Select stage activities.

Resources and Organization

APPRAISE SELECT

� Develop a high level project HSSE organizational structure for the Select stage.

� Develop project HSSE cost estimate (inclusive of manpower).

� Interface with project services team to effectively track costs.

� Obtain JV approval (where applicable) for HSSE resource requirements.

� Develop project HSSE resource and organization plan.

� Identify project HSSE staffing, sup-port needs, and budget for Define and Execute stages.

� Interface with project services team to integrate HSSE resource and or-ganization plan into overall project resource forecast and plans.



� Review and update (if necessary) HSSE roles and responsibilities.

� Update and communicate HSSE roles and responsibilities for Execute stage activities.

DEFINE EXECUTE

DEFINE EXECUTE

� Update the HSSE strategy with focus on planning for Execute stage activi-ties (e.g. fabrication, integration and installation).

� Confirm HSSE goals and objectives.

� Assess performance of Define stage activities against HSSE targets.

� Review and update protocol for proj-ect leadership to align with upcom-ing project activities.

� Implement HSSE strategy.

� Review and update project targets for Execute stage activities.

� Assess performance of Execute stage activities against HSSE tar-gets.

� Set specific targets for Leadership (BP and contractor) visibility in the field.

� Verify that HSSE expectations are understood and implemented at the workface by all contractors and sub-contractors.

DEFINE EXECUTE

� Finalize the project HSSE resource and organization plan for Execute stage activity.

� Hire the project Execute stage HSSE advisors necessary to assist in con-tractor audits and development of site- specific HSSE plans.

� Refine HSSE-related budget/man-power estimates.


� Implement HSSE resource and orga-nization plan.

� Periodically review the effectiveness of the HSSE organization.

� Develop operations HSSE staffing plan and consider appropriate timing to hire and assist in the development of HSSE procedures for the new fa-cility/operations.

� Develop HSSE transition plan and de-manning strategy from project to operations.




� Develop the project external stakehold-er engagement strategy in alignment with other project functions.

� Implement the project external stake-holder engagement strategy and begin the process of active engagement.

Stakeholder Alignment

APPRAISE SELECT

Performance Review

APPRAISE SELECT

� Establish an HSSE review process with project and BU leadership to regularly review HSSE performance.

� Assess HSSE performance and use information to improve performance and processes.


DEFINE EXECUTE

� Implement the project external stake-holder engagement strategy.

� Implement the external stakeholder engagement strategy.

� Openly communicate HSSE perfor-mance, achievements, milestones, and issues with external stakehold-ers. Implement the HSSE Monitor-ing, Assurance and Verification Plan.

DEFINE EXECUTE


� Verify that HSSE expectations are understood and implemented at the workface by all contractors and sub-contractors.



�.1 Introduction

HSSE Management describes the organization, plans and systems that should be developed and implemented to achieve the HSSE goals and targets defined by project leadership. A key component of HSSE management is risk management. Effective management of HSSE risk is recognized across all BP segments as a key component for the delivery of world class projects. Risk Management Guidelines for Major Projects defines the project level risk management process to ensure that key project risks are managed holistically.

Getting HSE right (gHSEr) is the BP HSE Management System Framework which supports the HSE Expectations to be adopted by all BP managers. The Project HSSE Manager is accountable to the PGM for ensuring that the project has a comprehensive overall HSSE strategy and plan for delivering its HSSE goals and targets, is appropriately resourced, has the necessary management systems in place and is working in accordance with those management systems to deliver HSSE performance. Essential responsibilities include:

� Confirm that all Health, Safety, Security and Environmental concerns and risks relating to the full lifecycle of the project, novel technology and nature of the location have been identified.

� Develop a Project HSSE Management Plan that defines HSSE expectations, organizations, and systems to be used to manage HSSE throughout project development and execution.

� Verify that all applicable regulations, BP standards, practices, requirements and expectations relative to HSSE have been identified and have been met, e.g.o Control of Work o Driving Safetyo Integrity Managemento Environmental Requirements for New Projects

� Confirm that HSSE Plans are in place and are being implemented that will assure HSSE performance during design, construction, commissioning and installation.

� Develop a holistic Case for Safety (CfS).� Develop a Transition HSSE Plan that assures operational personnel have adequate

HSSE training, emergency response arrangements and procedures have been established, and all notifications, and requirements for regulatory and HSSE contractual compliance have been completed and handed over to the site for ongoing compliance.

3 HSSE management


gHSEr is the current framework for managing HSE and should continue to be used until is replaced by an Operating Management System (OMS). When the OMS is developed, the content of gHSEr will be fully incorporated.

MPcp Expectation(Appraise – Execute) A documented HSSE Management system is in place

which meets BP’s expectations and requirements.

�.2 Project HSSE Management Plan

The Project HSSE Management Plan describes the organization and HSSE management systems implemented to manage HSSE risks. All projects shall implement the following BP Group Standards and future standards as they are developed:

� Personal Safety o Control of Work o Driving Safety� Integrity Management� Marine Operations

The intent of the BP Group Standards is to ensure a formal approach to managing risk for BP employees and their contractors. The further intent is to promote adoption of the standards by companies working on behalf of BP on non- BP premises. Projects should endeavour to hire contractors with HSSE programmes that are as protective, or more protective, than BP Group Standards, and encourage those who do not have such programmes to adopt them.

The Golden Rules of Safety are minimum standards for safeguarding personal safety and key controls and procedures that must be followed in all places of work. These rules have been created to allow knowledge from past safety incidents to be shared widely across BP, and emphasize the basic rules that should be in place at all locations for managing safety during typical risk activities.

3 HSSE management

MPcp Expectations

Appraise An HSSE Management Plan has been developed and the Project Leadership Team has clearly defined and communicated to all project team members the HSSE strategy that defines the overall project HSSE philosophy, principles and goals.

Select The Project HSSE Management Plan adequately addresses the HSSE risks identified and how they will be managed in future stages, including health, occupational and design safety, security, environment and social.

Define The HSSE Management Plan is updated to reflect Define activities and to identify the HSSE management issues associated with Execute.

Within-Execute The HSSE Management Plan is updated to reflect Execute activities, including construction, installation, hook-up and commissioning.

End-of-Execute The project and site are fully implementing robust HSSE Management Plans, processes and procedures to confirm preparedness and obtain approvals for start-up.

3 HSSE management

MPcp HSSE Guidelines ©2007 BP International Limited�0 ©2007 BP International Limited MPcp HSSE Guidelines �1

�.� Project Planning

The goal of the Project Appraisal Plan (PAP) is to enable an informed decision on project viability and concept selection. Significant HSSE issues that could affect the viability of the potential project should be identified and assessed. HSSE risks, including Major Accident Risks (MAR), are taken into account in the evaluation of project options.

The Project Execution Plan (PEP) is developed during the Select stage and defines key project strategies and plans necessary to complete the Define and Execute stages of the project. All HSSE concerns and risks relating to the characteristics of the full lifecycle of the project, novel technology, and the nature of the location shall be identified and managed. HSSE management is a critical component of the PEP.

�.4 Risk Management

Effective management of risk is recognized across all BP segments as a key component of the delivery of world class projects. The Integrity Management (IM) Standard requires that formal procedures are in place to identify hazards associated with normal and abnormal operations, assess risks, formally document this information and communicate it to affected staff. New projects with the potential for a major incident shall assess their risks using the Group MAR Process (ETP No. GP 48-50 Major Accident Risk Process).

Risk Management Guidelines for Major Projects defines the project level risk management process to ensure that key project risks are managed holistically. Key project HSSE risks are identified and assessed as part of this process and a Project Risk Register is maintained for documenting the results of the process.

The BP Group Standards (Driving Safety, Control of Work, Integrity Management and Marine Operations) ensure a formal approach to managing risk for BP employees and their contractors for these areas. In addition, detailed HSSE risks are managed at the discipline level (e.g. Health Risk Assessment and Human Rights Risk Assessment) and by site or job-specific risks assessment techniques (e.g. UXO Risk Assessment, job-safety analysis, and task risk assessment). The Diving HSSE Guidelines shall be used in conjunction with other BP Health, Safety, Security and Environment (HSSE) policies, practices and procedures to manage risks associated with diving operations.

3 HSSE management

RTC Task Risk Assessment (see figure 3.1) is one example of a risk assessment process that has been implemented to systematically identify and manage hazards associated with specific tasks at the worksite.

RTC

Task Risk Assessment

Risk assess it Talk it Check it

The RTC Assessment Process is a pre-task risk assessment led by the supervisor prior to the start of each shift, or as necessary throughout the shift.

The System

The risk assessment form is designed as an Aid Memoir with a systematic approach to identifying the following:

• Tasks Involved• Hazards Involved• Control Measures

RTC is carried out immediately following the regular toolbox talk at the start of the shift, or prior to commencing any new task outside the scope of the initial RTC assessment.

The Process

• The foreman completes the RTC form at the work site prior to commencing work.

• The foreman and team discuss task specific hazards and control measures. • Once everyone understands the tasks, risks and control measures, an RTC form

is signed.• The foreman inspects the work site and signs the form.• A ‘time-out’ is taken if the task changes, additional risks identified or anyone

thinks it is not safe to proceed.• At the end of the shift, the team signs off on a form confirming that the worksite

is clean and safe.

See toolbox for details on how to implement RTC on your site.

figure 3.1 RTC – task risk assessment

3 HSSE management

MPcp HSSE Guidelines ©2007 BP International Limited�2 ©2007 BP International Limited MPcp HSSE Guidelines ��

MPcp Expectations

Appraise An HSSE risk assessment has been conducted and all significant HSSE risks, along with all their response plans, are documented in the overall project Risk Register with named individuals responsible for managing them and providing input into regular progress reviews.

Select The HSSE risk assessment is updated to ensure that all risks relating to the characteristics of the full lifecycle of the project, novel technology and the nature of the location have been identified. All response plans are documented in the overall project Risk Register with named individuals responsible for managing them and providing input into regular progress reviews.

Define The HSSE risk assessment is updated to reflect all Define activities and to identify the risks associated with Execute. All response plans are documented in the overall project Risk Register with named individuals responsible for managing them and providing input into regular progress reviews.

Within-Execute The HSSE risk assessment is updated to reflect all Execute activities. All response plans are documented in the overall project Risk Register with named individuals responsible for managing them and providing input into regular progress reviews.

End-of-Execute The HSSE risk assessment is updated to ensure that all risks associated with handover and transition to Operations have been identified and are being managed. All response plans are documented in a Risk Register with named individuals responsible for managing them and providing input into regular progress reviews.

3 HSSE management

�.5 Competency and Training

Recruitment, selection and placement processes should ensure that personnel are qualified, competent, and physically and mentally fit for their assigned tasks. BP and the contractors’ workforce should have the required skills and training to competently perform their tasks in a healthy, safe and environmentally sound manner. A plan should be in place to verify that the contractor demonstrate and document that their workforce (including subcontractors) are trained, competent and meet BP expectations.

The IM Standard requires that project, design, construction, operations, maintenance and contractor personnel shall be trained in the relevant operating and/or maintenance procedures, and in the potential hazards associated with their work. Understanding of the training received shall be verified, and competence assessed, at regular intervals.

�.6 Incident Reporting and Investigation

All incidents should be reported and investigated to a level appropriate to their potential for harm. The Financial Control and Accounting (FC&A) Incident Reporting & Investigation Procedure defines the requirements for doing this. The E&P Safety and Operations Reporting Decision Tree provides additional guidance to support SPUs in reporting incidents. The IM Standard requires that all significant IM incidents are investigated using a recognized root cause analysis process to determine the possible cause(s) and identify and recommend actions to prevent a recurrence.

Group HSSE Reporting Requirements define BP’s mandatory reporting requirements. Traction is the Group web-based tool for reporting incidents and recording investigations and is also used to input performance data such as hours worked. The IM Standard requires “The SPA IM shall also ensure that findings are promptly addressed and that resolutions covering both the technical and human factors leading to the incident are documented in Traction.”

�.7 Crisis Management and Emergency Response

The IM Standard requires that all business segments and BP Operations shall develop and maintain Crisis Management and Emergency Response (CM&ER) plans, based on identified hazards and risks including those developed from the MAR process.

3 HSSE management


These plans shall be consistent with the Group Crisis Management Framework.

The Group Crisis Management Framework sets out a management system for CM&ER in BP, and the recommended good practice for each stage in the process. Across BP, the response priorities should always be:

• First – People• Second – Environment• Third – Property• Fourth – Business

The fundamental philosophy of over-reaction, assessment, response and subsequent de-escalation should be adopted.

�.8 Regulatory and Compliance

The Global HSSE Compliance Framework details the minimum requirements for HSSE compliance management processes used by BP businesses. It reflects the underlying premise that businesses must prioritize their HSSE compliance management activities based on risk. When effectively implemented, resourced and supported by leadership, HSSE compliance programmes that conform to this framework will enable projects to reduce their business risks associated with HSSE non-compliance and support a culture of integrity. (BP’s 5-Step Compliance Process is illustrated in figure 3.2.)

Implementation of this framework is mandatory for all BP businesses where BP is the operator. In all other cases, we should strive to influence our partners to adopt similar processes and procedures.

3 HSSE management

figure 3.2 bp’s 5-step compliance process

�.9 Document Management

HSSE documents are developed and controlled in accordance with the project document management system. It is critical that all relevant HSSE documents are transferred to operations personnel prior to start-up.

�.10 Action Tracking

HSSE is integrated into the overall project action tracking system. Traction should be used to document and ‘track to closure’ all actions resulting from HSSE incidents and

3 HSSE management

1. Risk assessment and prioritisation

2 .Compliance planning

5. Management review and certification

3.Implementation and operation

4. Measurement, evaluation and corrective action


incident investigations. In addition, actions may result from discipline related activities (e.g. Health Risk Assessments, HAZOPS, ESIAs, Site Security Risk Assessments, etc.). Although a master HSSE action tracking system may not be practical, all action items should be documented with names of responsible managers, due dates and ‘track to closure’ data. HSSE actions should be rigorously reviewed by management on a regular basis to ensure that actions are closed on-time.

�.11 Management of Change (MoC)

The IM Standard requires that all BP Operations shall maintain a Management of Change (MoC) system to ensure continued integrity and safe operation in the event of temporary or permanent changes to technology, facilities, equipment, operations or organization. For Major Projects that are executed in or on behalf of the SPU/BU, there is a preference to use the SPU/BU MoC system in order to provide consistency and continuity at handover of the project to operations. The use of one MoC system will also provide the SPU/BU with the ability to easily review the project’s design and execution and understand where exceptions to site technical practices or waivers to industry standards were approved by project management.

�.12 Knowledge Management

Well managed knowledge is essential to build on the BP way of doing HSSE in projects as described in these guidelines. The key processes, technology applications and supporting roles outlined in the MPcp Knowledge Management Guidelines should be implemented to ensure that we apply our best HSSE knowledge to our projects every time.

�.1� Monitoring, Assurance and Verification

Key features of HSSE monitoring, assurance and verification are:

• Management’s accountability for establishing effective documented processes to deliver HSSE performance.

• Effective monitoring, review and verification processes involving audits, peer reviews, internal assessments and external assessments.

• Plans to improve HSSE performance and address areas requiring attention.

3 HSSE management

Project HSSE Reviews (PHSSERs) are an essential element of a project’s assurance strategy and are specifically mandated by the Integrity Management Group Standard. ETP GP 48-01 Guidance on Practice for HSSE Review of Projects defines the process and detailed procedures for the conduct of PHSSERs. The overall objective of the PHSSER process is to assure the client Business Unit that HSSE-sensitive areas have been identified and that the appropriate project, engineering and operational systems have been or will be developed to control the identified risks. Assurance is provided by reviewing proposals at various key stages in their development. (See figure 3.3). PHSSERs heighten the awareness of HSSE risks and help make HSSE an integral part of the gated decision and approval process for projects within CVP. PHSSER reports are an important element of the decision support packages required at each CVP stage gate.

Additional requirements of GP 48-01 include:

• Variances from this GP are expected to be rare and must be reviewed and approved by the SPU Engineering Authority, who will consult with the HOD Engineering on significant variances.

• Projects shall document completion of all HSSE recommendations (PHSSER, HAZOP, etc).

• Formal acceptance of the Pre-Start-up HSSE Review recommendations by the host site Business Unit Leader or his nominee and completion of priority actions should be a condition of start-up.

figure 3.3 the 7 PHSSERs

Appraise Select OperateDefine Execute

The 7 PHSSERs

‘Creating Distinctive Projects’ ‘Delivering with World Class Execution’

Appraise Stage PHSSER

Select Stage PHSSER

Pre-Sanction Stage

PHSSER

Detailed Engineering

Stage PHSSER

Construction Stage

PHSSER

Pre-Startup Stage

PHSSER

Operate Stage

PHSSER

3 HSSE management


MPcp Expectations

Appraise A plan has been developed for application of GP 48-01 (Guidance on Practice for HSSE Review of Projects), the Appraise PHSSER has been completed, and a plan for the Select PHSSER is available for implementation.

Select The Select stage PHSSER has been completed and a plan for the Define PHSSER (Pre-Sanction) is available for implementation.

Define A Pre-Sanction PHSSER is completed and a plan is in place to conduct Detailed Engineering, Construction and Pre-Start-up PHSSERs.

Within-Execute Detailed Engineering and Construction PHSSERs have been conducted and there are plans for a Pre-Start-up PHSSER.

End-of-Execute A Process Safety and Start-up Review (PSSR) and Pre-Start-up PHSSER have been completed and actions required for start-up have been completed.

Tools and examples are available via the Projects Library athttp://pelib.bpweb.bp.comand on the CD included with these guidelines

3 HSSE management

G H S E R

5 STARSafety PROGRAM

The Five Star Safety Program recognises and rewards positive safety behaviours and deters negative safety behaviours by encouraging all site personnel to contribute to site safety and by providing a simple incentive scheme.

How it works After receiving the Site HSE Induction, each

employee receives the red ‘Five Star’ stickers that are placed fully visible on the right side of the hard hat.

Employees will be rewarded a silver star for exceptional HSE actions or leadership.

Every third star earned will be a gold star.

Violation of one of the Golden Rules results in removal of a red star.

The 5 Star Safety Program is an example of a safety Recognition & Reward program. See the Five Star Program on the Tools and Example CD for additional details.

3 HSSE management



� Develop a Project HSSE Manage-ment Plan (HSSE-MP) that address-es full cycle activities.

� Align the Project Circles of Influ-ence with the scope of project ac-tivities and clearly articulate in the HSSE-MP.

� Update the HSSE-MP to reflect Se-lect stage activities.

SELECT

SELECT

Project HSSE Management Plan

APPRAISE

Project Planning APPRAISE SELECT

� Provide HSSE input into the Project Ap-praisal Plan.

� Provide HSSE input into Appraise Stage DSP.

� Update HSSE content of the Project Ap-praisal Plan.

� Provide HSSE input into Select Stage DSP, the Define FM and the PEP.

APPRAISE

� Develop an HSSE risk management strategy as part of overall Project Risk Management Strategy.

� Conduct an HSSE risk assessment and document all significant HSSE risks in a project risk register.

� Develop HSSE risk management plans as an integrated part of overall Project Risk Management Plan.

� Update HSSE risk profile as project risks evolve and update project risk register.

Risk Management

3 HSSE management - roadmap


Competency and Training

APPRAISE SELECT

� Develop an HSSE competency and train-ing strategy for the project team, suppli-ers, agency personnel, and contractors.

� Develop a HSSE competency and training matrix for the project team and agency personnel.

� Integrate contractor HSSE training re-quirements into the contractor manage-ment process.

DEFINE EXECUTE

� Provide HSSE input into Define Stage DSP.

� Provide HSSE input into the Execute FM.

� Monitor Execute stage activities to ensure HSSE conformance to the Project Execution Plan.

DEFINE EXECUTE

� Update the HSSE-MP to reflect De-fine stage HSSE activities.

� Update the HSSE-MP to reflect Ex-ecute stage HSSE activities.

� Provide HSSE input into project pro-cess for handover to operations. (Go, No-Go, etc.)

DEFINE EXECUTE

� Implement the risk management plan and monitor to ensure effectiveness.


� Implement the risk management plan and monitor to ensure effective-ness.


EXECUTEDEFINE

� Implement and monitor the HSSE com-petency and training delivery plan.

� Ensure that contractor HSSE training re-quirements are included in the contrac-tor management process.

� Implement the HSSE competency and training delivery plan.

3 HSSE management - roadmap


� Develop and communicate HSSE incident reporting and investiga-tion requirements consistent with the FC&A Incident Reporting & In-vestigation procedure and Group HSSE Reporting Requirements.

� Update incident investigation and re-porting procedures in alignment with the Project Circles of Influence.

� Train new project team members and contractors on incident reporting pro-cedures.

3 HSSE management

Crisis Management and Emergency Response

APPRAISE SELECT

� Develop Crisis Management and Emer-gency Response (CM) plans aligned with identified HSSE hazards and risks, including health, security and those de-veloped from the MAR process.

� Review and update CM plans at least annually.

Incident Reporting and Investigation

APPRAISE SELECT

Regulatory and Compliance

APPRAISE SELECT

� Develop timeline for implementation of BP Global HSSE Compliance Framework for project.

� Identify key regulatory requirements and milestones and incorporate within the Relationship Management Plan.

� Develop a matrix of local, national and international regulatory requirements.

� Develop a strategy and plan to ensure compliance with all regulatory require-ments and acquire the regulatory ap-provals required to operate.

Document Management

APPRAISE SELECT

� Develop and file HSSE documents consistent with the project document management procedure.

� Develop and file HSSE documents consistent with the project document management procedure.

3 HSSE management

DEFINE EXECUTE

� Update incident investigation and re-porting procedure in alignment with the Project Circles of Influence.

� Train new project team members and contractors on incident reporting pro-cedures.

.

� Update incident investigation and re-porting procedure in alignment with the Project Circles of Influence.

� Train new project team members and contractors on incident reporting procedures.

DEFINE EXECUTE

� Review and update CM plans at least an-nually and ensure readiness for Execute Stage activities.

� Conduct training, drills and exercises for IMT members to ensure competency.

� Review and update CM plans at least annually and ensure readiness for op-erations.

� Conduct training, drills and exercises for IMT members to ensure compe-tency.

DEFINE EXECUTE

� Implement the strategy and plan to ensure compliance with all regulatory requirements and acquire the regula-tory approvals required to operate.

� Develop a plan to ensure site HSSE compliance requirements for Execute are understood and met.

� Implement the strategy and plan to ensure compliance with all regulatory requirements and acquire the regula-tory approvals required to operate.

� Implement plan to ensure site HSSE compliance requirements are met for Execute stage activities.

DEFINE EXECUTE

� Develop and file HSSE documents con-sistent with the project document man-agement procedure.

� Develop and file HSSE documents con-sistent with the project document man-agement procedure.

� Ensure a process for the transfer of HSSE documents to the Operations Team.


Action Tracking APPRAISE SELECT

� Integrate HSSE within the overall project action tracking strategy.

� Utilize Traction for HSSE incident tracking.

� Interface with project services to ensure integration of HSSE actions within the overall project action track-ing process.

� Utilize Traction for HSSE incident track-ing.

Monitoring, Assurance and Verification

APPRAISE SELECT

� Develop and implement an HSSE Moni-toring, Assurance and Verification Plan that clearly articulates the assur-ance activities to be conducted during the project.

� Conduct Appraise Stage PHSSER.

� Conduct Select Stage PHSSER.

Knowledge Management

APPRAISE SELECT

� Integrate HSSE into the project Knowledge Management Plan.

� Establish a process to incorporate HSSE lessons learned from previ-ous projects.

� Capture Appraise and Select HSSE les-sons at the end of Select.

� Incorporate lessons learned from pre-vious projects.

Management of Change (MoC)

APPRAISE SELECT

� Integrate HSSE within the project MoC system.

� Implement the MoC procedure to manage HSSE risks associated with changes.

3 HSSE management 3 HSSE management

DEFINE EXECUTE

� Include HSSE actions within the overall project action tracking process.

� Utilize Traction for HSSE incident track-ing.

� Include HSSE actions within the overall project action tracking process.

� Ensure a process for the transfer of open HSSE actions to Operations Team.

DEFINE EXECUTE

� Conduct Pre-Sanction Stage PHSSER. � Conduct Detailed Engineering, Con-struction and Pre-Startup PHSSERs.

� Conduct Pre-Startup Safety Review (PSSR).

DEFINE EXECUTE

� Incorporate lessons learned from pre-vious projects.

� Capture Define and Execute HSSE lessons at end of Execute.

� Ensure a process for the transfer of HSSE lessons learned to the Opera-tions Team.

DEFINE EXECUTE

� Use the MoC procedure to manage HSSE risks associated with changes.

� Periodically audit the MoC system and MoC register to ensure conformance with the MoC procedure.

� Periodically audit the MoC system and MoC register to ensure confor-mance with the MoC procedure.

� Develop a process to transfer HSSE MoCs to the Operations Team.


4.1 Introduction

The Group Health, Safety, Security & Environment (HSSE) policy underpins and establishes the basis for how BP manages health matters globally. It determines that our fundamental mission is to provide a safe, secure and healthy workforce and working environment by protecting ourselves, our assets, the local community and our operations, while ensuring ‘No Harm to People’. One of the key expectations of BP’s getting HSE right (gHSEr) and getting Health right (GHR) is that health will be taken into consideration during the proposal, planning and implementation stages of all new capital projects. The aim of this section is to provide guidance to project management, project HSSE professionals and contractor groups, to ensure that effective measures are taken at all CVP stages to ensure a healthy workforce and working environment.

The benefits of a common process for health are:

• Avoidance, control and mitigation of health risks through early identification and planning

• Full alignment with business objectives and deliverables• Simplicity and Efficiency

o The use of common language across projectso Reduced workload - no need to reinvent health management for each

project o Consistent health management throughout the life of the project

• Better connectivity and access to timely technical support from the function• One ‘BP way’ of delivering Health

4.2 Scope

The following guidelines apply to all E&P Major Projects. For projects in existing assets (e.g. North Sea, GoM and Colombia), much of the health infrastructure and processes may already be in place and some actions may not be relevant. However, for projects in new areas or where assets do not currently exist, the actions may be relevant and required.

As the project moves forward, the health priorities will change. This should not prevent health analysis from taking place early, where possible at the onset of the Appraise stage. The health risks and required health protection programmes will also

4 health


inevitably change; indeed early planning will reveal important areas for reconsideration. Therefore, project managers are strongly advised to consider health matters as early as possible in the process.

4.� Health Resources

A review of pre-Appraise health related activities should be conducted to confirm what health risks were identified and the health policies, procedures and organization implemented to manage them. Prior to the Access stage, a review of the location and the environment should have been conducted to identify the health risks and ensure that health policies and procedures were implemented to protect staff. At the Access stage, competent health resources should have been assigned to support the team.

For projects where medium or high health risks are present, a full time Health Manager should be appointed at the start of the Appraise stage. A project health team should be put in place whose composition, size and organizational structure meets the assessed health and industrial hygiene risks in the selected project option. Industrial hygiene and health support staff needs should be assessed, and resources should be defined and regularly reviewed as the project progresses.

figure 4.1 occupational health

4 health

Occupational Health

Disease/Illness

Health surveillanceOccupational

Medicine

Industrial Hygiene

OccupationalHealth &

Well BeingEffective control

Exposure

Work Activities

4.4 Health Impact Assessment (HIA) – Outside the Boundary Fence

A Health Impact Assessment (HIA) is a combination of procedures, methods and tools by which a project may be judged as to its potential effects on the health of a population, and the distribution of those effects within the population. The HIA should be integrated with the Environmental and Social Impact Assessment (ESIA), and the communities’ opinions and needs affected by the project should form an integral part of the assessment. Based on the HIA, health policy and procedures are developed and implemented that mitigate the potential negative health impacts.

4.5 Workplace Health Risk Assessment (HRA)

Health Risk Assessment (HRA), in an occupational context, considers all the ways in which the work environment and the actual tasks to be done potentially impact on workers’ health. HRA may need to cover individual cases or may be generic for a group of people doing the same tasks in the same place. HRA should continue for the life of the project and must be appropriate for the degree and complexity of the activities being undertaken.

4.6 Health Management Plan

BP’s commitment to ‘No Harm to People’ clearly positions health and well-being as integral to the business process. Everyone has a responsibility and a role in ensuring that BP’s activities, products and emissions do not adversely affect the health and well being of employees, contractors, customers or the public.

Managers have the overall accountability for health, and therefore should establish suitable health programmes. This commitment and responsibility is about much more than maintaining basic health and safety standards or achieving the neutral point that ‘No Harm’ represents. It is about recognizing that health includes mental, physical, social and environmental well-being, and encompasses a spectrum from illness to optimum wellness. Truly effective health management includes creating an environment that provides the opportunities for individuals to optimize their own health and well-being, thereby improving both personal and business performance and fully realizing their potential.

4 health


figure 4.2 employees’ health and performance optimized

4.7 Crisis Management and Emergency Response

Clearly defined and well thought-out plans for medical and industrial hygiene are essential components of the project’s Crisis Management and Emergency Response (CM&ER) plan. The plan should describe the response to various medical emergencies utilizing available resources. Epidemiological information and accident and illness data can provide this.

Multiple casualty scenarios, unforeseen events, spillages and emissions, and emerging illnesses such as food poisoning and Avian Influenza, should also be considered. An assessment of local health and industrial hygiene facilities and services will be needed and should include consideration of their ability to manage the full range of serious medical conditions, especially in emergency situations. If necessary, arrangements should be made for access to international medical evacuation, repatriation and

4 health

EMPLOYEES HEALTH & PERFORMANCE OPTIMISED

ILL HEALTH

OPTIMUM WELLNESS OPTIMUM PERFORMANCE

NEUTRAL POINT

Chronic Disability

Illness Absence

Non Attendance

Presenteeism

Acceptable Work & Productivity

High Quality Work & Productivity

PEAK CREATIVITY & PRODUCTIVITY

treatment services. Access to industrial hygiene services outside the local area may also be necessary.

Drills and exercises should be conducted that test the medical emergency response at all levels (first aid to fatality) and Industrial Hygiene procedures.

4.8 Contracts and Procurement Strategy

Health requirements should be incorporated into the contractor pre-qualification and selection process and the health performance of contractors should be tracked during Execute stage activities. Contractors play a major role in projects, and due diligence background checks should be performed for potential contractors. Health expectations should be included in the Invitation to Tender and processes should be implemented to ensure contractor groups understand the BP Health requirements and that they have suitable programmes, resources and competencies to meet them.

4.9 Human Factors (HF) and Ergonomics

Human Factors (HF) and Ergonomics considerations should be incorporated into the design, commissioning, and operation of equipment and facilities. Facilities that eliminate or minimize human failure should also be designed to mitigate the consequences of any human failures that do occur. Incorporation of human factors and ergonomics considerations into design is an iterative process. It requires good management and end user participation, the application of human factors and ergonomic design standards, and lessons learned from previous projects.


4 health




4 health - roadmap

Workplace Health Risk Assessment (HRA)

APPRAISE SELECT

� Conduct Health Risk Assessment (HRA) - anticipate health hazards which may be present in the work-place during planned future works.

� Conduct high level risk assessment for Project - Healthmap http://healthmap.bpweb.bp.com and/or Health/Boston matrix.

� Integrate with ENVID and HAZID.

� Incorporate health considerations into design including medical facili-ties.

� Identify all types of health hazards.

Health Resources APPRAISE SELECT

� Identify competent health advisor.

� Develop Health Risk Plan for the Project team (access to primary care, emergency and travel health).

� Define the strategy for resourcing for Project Health Plan including

▪Health professionals (including definition of skills and competen-cies required)

▪ Primary health care▪ Secondary health care▪ Emergency response▪ Travel Health▪ Industrial Hygiene▪ Facilities and equipment required▪ Training and development pro-

gramme

Health Impact Assessment (HIA) – Outside the Boundary Fence

APPRAISE SELECT

� Review and update existing screening Health Impact Assessment (HIA) or conduct initial screening HIA.

� Conduct full HIA (consider reputation and cost impact; remember stakehold-ers).

� Integrate HIA with ESIA.

� Incorporate health considerations into concept selection, e.g. choice of loca-tion.

4 health - roadmap

DEFINE EXECUTE

� Conduct detailed HRA for specific Proj-ect health hazards, e.g. noise and vibra-tion.

� Provide health input into Project require-ments for work in fabrication yards, e.g. fitness for work and Industrial Hygiene.

� Define Execute stage Industrial Hygiene programmes.

� Define and implement assessment and monitoring programmes for construc-tion and refurbishment phases.

� Incorporate health considerations into design, including medical facilities.

� Address the actions from HRA and monitor.

� Update HRA in preparation for Operate stage.

DEFINE EXECUTE

� Put in place the health resources.

� Ensure alignment of contractor resources.

� Identify medical cover, support and re-sources which may be needed, includ-ing industrial hygiene, human factors and food hygiene expertise, etc.

� Ensure health organization is in place for Execute activities.

� Define/establish health organization for operate.

� Maintain and monitor adequate health resources throughout Execute.

DEFINE EXECUTE

� Implement necessary HIA actions through Health Management Plan.

� Review and implement actions for Health Impact Assessment.

http://healthmap.bpweb.bp.com

http://healthmap.bpweb.bp.com


4 health - roadmap


APPRAISE SELECT

� Provide health input into the Crisis Management and Emergency Re-sponse (CM) plans.

� Ensure illness data is captured and investigated.

� Get competent advice on OSHA 300.

� Update specific emergency plan for Medical and Industrial Hygiene, and incorporate into Project CM plans.

Contracts and Procurement Strategy

APPRAISE SELECT

� Specify spectrum of Project health re-quirements and decide on whether or not to contract out.

� Build health requirements into the project’s tender process, including contractor pre-qualification, evaluation, engineering, and contractor terms and conditions.

� Define health milestones and performance metrics.

Health Management Plan

APPRAISE SELECT

� Develop Project Health Management Strategy, e.g. philosophy, ethics, part-nerships, compliance and contractors as part of HSSE Management Plan.

� Outline the Project Health Management Plan (HMP).

� Implement the Health actions for the Project team.

� Develop Project Health Management Plan (HMP) based on findings from HIA and HRA.

4 health - roadmap

DEFINE EXECUTE

� Update the health section of CM plans involving all contractors.

� Communicate the plan response ex-pectations.

� Update the CM plans and contact information regularly.

� Conduct periodic drills to test the medical emergency response at all levels (first aid to fatality) and Indus-trial Hygiene procedures.

� Prepare to transition health emer-gency plan to Operate.

DEFINE EXECUTE

� Participate in technical evaluation of bids. � Track and monitor Contractors’ health performance in Execute.

� Prepare to transition to Operate.

DEFINE EXECUTE

� Review the Project Health Management Plan (HMP) in preparation for Execute, e.g. additional catering and welfare.

� Align Project Health Management Plan (HMP) with overall Project HSSE Manage-ment Plan and integrate into Projects cost basis.

� Implement the Project HMP (plan, do, measure, learn).

� Prepare for transition to Operate, e.g. resources such as health profession-als, ambulances, health records and Industrial Hygiene programmes.

� Define health plan for Operate.


4 health - roadmap

Human Factors (HF) and Ergonomics

APPRAISE SELECT

� Establish Human Factors integra-tion plan and Human Factors issues list.

� Update and maintain Human Factors integration plan and Human Factors issues register.

� Identify Human Factors specifications for facility design and Execute and Op-erate stages.

4 health - roadmap

DEFINE EXECUTE

� Review and update Human Factors integration plan and Human Factors issues register.

� Ensure Human Factors integration into design process, e.g. equipment layout, human-machine interface.

� Carry out iterative verification of Hu-man Factors in design.

� Maintain Human Factor issues reg-ister.

� Monitor Human Factor integration plan.

� Undertake Human Factor inspections, ensure adherence to design specs, and conduct MoC as required.

� Prepare plan to assess effectiveness of Human Factor interventions at start-up and throughout Operate.

� Incorporate lessons learned into the Shared Learning System.

� Handover Human Factor programme for start -up and Operate.


5.1 Introduction

The Design Safety Guidelines provide guidance for project managers, engineering managers and design development teams in achieving excellence in design safety for new projects, conversions, or modifications of existing facilities. They are part of the Major Project Common Process (MPcp) for engineering excellence. Additional guidance, including the Design Safety MPcp Expectations, can be found in the MPcp Engineering and Quality Management Guidelines.

Excellence in design safety is best achieved through Design Hazard Management (DHM), which is a process involving major hazard identification, evaluation and continuous risk reduction through design safety measures. Figure 5.1 illustrates the DHM process. The guidance provided represents the accumulated best practice derived from recent design projects throughout the BP Group.

Managing hazards in design involves eliminating or minimizing Major Accident Hazards (MAH) at the source and preventing those that remain from becoming major accidents. It also involves the provision of sufficient design integrity to control the consequences of a major accident to reduce severity and potential escalation, while providing mitigation and protection for personnel and key facilities from the effects (e.g. heat, smoke, gas, toxic fumes, etc.).

Project teams are expected to apply the guidance defined herein to all design activities falling within the scope defined below, or explain the reasons for any significant deviation in the Case for Safety.

5.2 Scope

The guidance provided covers all Design Safety activities for a new facility and modification of an existing facility within the following:

• Offshore Installations and Mobile Drilling Facilities• Sub-sea Offshore Pipelines and other facilities• Onshore Facilities and Jetty• Onshore Pipelines (including Pump Stations and Compression)• LNG Plant The scope covers all parts of the design, whether performed by the primary design contractor or by equipment and package suppliers.

5 design safety


figure 5.1 design hazard management (DHM) process

5 design safety

� Refine Safety Critical Design Measure & Performance Standards

� Close Outstanding Design Actions

� Conduct Detailed Design Risk Assessments

� Manage Design Change

� Detailed HAZOP for Process Safety Assurance

� Prepare for Construction, Installation and Commissioning

� Manage Site Queries and Design Changes

� HAZID, Design Review� Fire & Explosion Hazard

Evaluation� Emergency Response Study � Emergency Systems Study� Dropped Object Risk� Identified Specialist Studies� Critical Review of P&IDs using HAZOP Methodology� Integrity Level (IL) & Layers of

Protection (LOPA) Assessment� QRA

� REJECT any with Major Accident Risk above Group Risk Reporting Line

� Explain Any High Criticality Design Safety Measures Required in Case for Safety

Operations Case for Safety

APPRAISE

SELECT

DEFINE

EXECUTE

Show Design Safety Influence in Concept

Selection in Case for Safety

� Identify Areas Most at Risk� Determine Major Accident

Scenarios

� Establish Main Safety Critical Design Measures (SCDM)

Conduct Continuous Risk Reduction (CRR) Cycles to Eliminate or Reduce Risk

Basis of Design (BOD)

Design ActionRegister

Hazards Register

Dev

elop

Bas

is o

f D

esig

n

Design R

isk Assessm

ents

Further Continuous Risk Reduction (CRR) Cycles to Eliminate or Reduce Risk

Design Case for Safety

MAR Assessment

BASIS OF DESIGNFrozen for Execute

REVIEW EACH DESIGNFor Key Major Accident

Hazards

CONTINUE ISD OPTIMISATION

SET PERFORMANCE STANDARDS

REFINE SAFETY CRITICAL DESIGN MEASURES

RE-EVALUATE MA RISK

DESIGN CONCEPTS (Acceptable Major

Accident Risk)

OPTIMISE LAYOUT & DESIGN OF PLANT

For Inherently Safer Design (ISD)

PRELIMINARY HAZARD IDENTIFICATION &

EVALUATION

All Important DesignSafety Decisions Made

� Prepare for Operation

CONTINUE THE DESIGNSAFETY PROGRAM

5.� Roles and Responsibilities

The Major Projects Engineering Authority/Engineering Manager (MPEA/EM) has overall accountability for ensuring that design safety is an integral part of the design strategy and that the necessary resources are in place. There is a strong bias that the Major Projects Engineering Manager (EM) also assumes the role of the Engineering Authority (EA), hence use of the term ‘Major Projects Engineering Authority/Engineering Manager’. The MPEA/EM is also required to provide ongoing and active support for Continuous Risk Reduction (CRR) in design and the achievement of Safety Critical Design Measures (SCDM) performance standards. The Process Safety and Risk Engineer is responsible for establishing a clear design safety strategy and goals and advising the MPEA/EM on how best to achieve these throughout the design development. The Process Safety and Risk Engineer is also responsible for:

• Defining the range of design safety studies to be conducted• Advising on contracting strategy to achieve the desired results • Monitoring progress on Continuous Risk Reduction (CRR)• Reporting any potential problems to the MPEA/EM• Developing a Case for Safety for each CVP stage that provides assurance of Design Safety Integrity

The Major Projects EA/EM is responsible for monitoring the implementation of design safety strategy, the effectiveness of Continuous Risk Reduction (CRR) and assurance that the Case for Safety is valid.

Additional details regarding the relationship of design safety and engineering processes can be found in the Engineering and Quality Management Guidelines.

5.4 Design Hazard Management (DHM) Overview

The Design Safety roadmap outlines the activities recommended for the Appraise, Select, Define and Execute stages – E&P (Engineering & Procurement) and Execute – Build & HUC (Hook-up and Commissioning). The roadmap addresses the following five major functions for each of these project stages:

1. Design Hazard Management (DHM) Process2. Inherently Safer Design (ISD)

5 design safety


�. Safety Critical Design Measures (SCDM) & Performance Standards4. Study Programme & Action Management5. Case for Safety (CfS) in Design & Operation

These activities are described briefly below.

5.4.1 Design Hazard Management (DHM) Process

The DHM philosophy and strategy are developed during the Appraise stage and define the goals and standards against which design hazard management is measured. Beginning at the Select stage, the BP team develops the DHM Implementation Plan which defines how the standards will be implemented and how the goals will be achieved. This plan is updated during the Define stage.

Other critical activities include management of actions arising from DHM studies, management of design change and incorporation of the DHM strategy in the Invitation to Tender for contractors and vendors.

5.4.2 Inherently Safer Design (ISD)

Design Hazard Management (DHM) requires multiple levels of design measures to reduce risk. Inherently Safer Design (ISD) is one element of the DHM approach and involves the elimination of hazards, where possible, and the optimization of layout and primary structural and system integrity to minimize the impact of those remaining. The greatest opportunity for achieving a cost effective, inherently safer design is during the Appraise, Select and early Define stages. By the end of the Define stage, all the key ISD measures should have been determined and included in the contracts for the Execute stage.

During the Execute stage, there will be limited opportunity for significant design changes. Execute contractors will be focused on a very rapid development through detailed design into construction, and design change proposals will be strongly challenged and probably rejected.

5 design safety

5.4.� Safety Critical Design Measures (SCDM) and Performance Standards

While Inherently Safer Design (ISD) measures form an underlying level of hazard management, a diverse range of passive and active design measures provide additional levels of hazard management. These measures are referred to as Safety Critical Design Measures (SCDM), and they are required to achieve specified performance standards throughout the life of the facility.

SCDM have the following Design Hazard Management roles:

� Prevention � Control � Mitigation � Emergency Response

Safety Critical Equipment (SCE) schedules are derived from SCDM, and items of equipment (identified by tag number) whose failure could lead to failure of the SCDM should be designated ‘Safety High’ criticality in the operations maintenance system.

A Hazards Register should be developed in the Select stage and updated with design development and understanding of the Major Accident Hazards (MAH) and their associated risks. The Hazards Register should include a summary of identified MAH, their possible causes, consequences, and the ISD and SCDM implemented to reduce risk.

Design Performance Standards for SCDM are developed in parallel with understanding of the MAH and will therefore be developed throughout the design phases. Appropriate verification schemes are required to ensure that the SCDM and associated SCE achieve the required performance during factory acceptance tests, and mechanical completion and commissioning tests conducted prior to start-up.

5.4.4 Study Programme and Action Management

Design Hazard Management (DHM) reviews (e.g. HAZID, HAZOP, Fire and Explosion Analysis, Layout Optimization Reviews, etc.) should be coordinated with the project schedule to ensure that important study results are available in a timely manner to influence design decisions. Actions from the reviews should be documented and tracked to closure.

5 design safety


A programme of DHM reviews and studies should be included in the DHM Implementation Plan. Studies and reviews may be conducted by BP, design contractors or specialist consultants in line with the agreed scope of work. The programme of reviews and studies will:

• Contribute to Continuous Risk Reduction (CRR) in design • Develop performance standards for SCDM• Demonstrate meeting Legislative, MAR and project risk criteria• Support the Case for Safety (CfS) for the Define and Operations stages

Systematic management of actions resulting from the study programme is critical to ensure that all actions are recorded and tracked to closure. All actions should be tracked and managed on a common Project-wide action management system.

5.4.5 Case for Safety (CfS) in Design and Operations

A Case for Safety (CfS) is required at the end of each CVP stage, each with progressively more detail. The CfS provides the Project Management Team, and later the Operations Team, with a summary of Design Hazard Management (DHM) and assurance that the risk to personnel who will be required to operate the facility is within the Group Risk Reporting requirements.

Before handing over to Operations, the CfS should be updated to provide the Operations Team with a good explanation of the Major Accident Hazards (MAH), and why the DHM measures included in the design will provide for safe operation. It should also provide clear assurance that the design objectives have been achieved.An important benefit of the CfS is that the diverse range of information sources relating to design safety is compiled in one central location and is structured for ease of use by the Operations Team.

5.5 Integrity Management

The Integrity Management Segment Implementation Guide – Exploration & Production has been written as a stand alone document for the E&P Segment and contains relevant material from the Group Integrity Management (IM) Standard and the Group IM Guidance. Appendix 1 (IM in Major Projects) in this document should be consulted for additional guidance regarding typical CVP stage activities and deliverables.

5 design safety


The actions covered are extensive and some may not be relevant to every project; however, all actions should be considered prior to rejection. Detailed guidance and project examples related to implementation of actions in the Design Safety roadmap are provided on the CD included with these guidelines.

5 design safety - roadmap

Inherently Safer Design (ISD)

APPRAISE SELECT

� Review concept options and elimi-nate those that present MAH that will result in unacceptable risk.

� Identify any location or environmen-tal conditions that may impact con-cept selection.

� For those concepts carried forward, identify any unusual hazards or novel design requirements that may re-quire highly critical design measures to manage.

� Identify key risks for Concept Op-tions and produce a register of major accident hazards.

� Carry out preliminary design optimisa-tion on the preferred concept options to reduce the likelihood and possible consequences of major accidents as-sociated with environmental condi-tions, impact (collisions), release of hazardous substances, toxic release, explosion and fire, loss of stability (e.g., flooding of floating facilities) and other credible scenarios.

� Assess impact on design of riser, drilling, well operations, sub-sea, pipeline and SIMOPS hazards for off-shore facilities.

� Consider location and protection of facilities required in an emergency, including refuge (where required).

Design Hazard Management(DHM) Process

APPRAISE SELECT

� Define design hazard management goals, philosophy and strategy for the Project (including application of ETPS) and obtain Project Management Team approval.

� Obtain endorsement of the document by the Project Manager and issue for Project use.

� Employ DHM Assurance Process – PEER Assist, PHSSER.

� Establish a simple system for record-ing any design or operational hazard management actions.

� Design Safety input should influence concept selection, particularly if haz-ards associated with any of the options could lead to unacceptable risk.

� Update DHM and Emergency Re-sponse Strategy for Define Stage (if necessary). Include details for the conduct of DHM during Define Stage and the obligations of contractors for seamless integration of Continuous Risk Reduction (CRR) to influence the design decisions.

� Develop an outline emergency re-sponse strategy for a major accident on the facility.

� Prepare a DHM Implementation Plan for Define Stage.

� Define the strategy for the manage-ment of actions arising from the various studies to be conducted throughout the project Design Stages.

� Ensure that Define contractor un-derstands the action management requirements and commits to operating the system effectively.

� Prepare input to Invitation to Tender for Define contractor – define level of competency required.


DEFINE EXECUTE (Design)

� Continue the inherent safe design to optimise the significant Separation and segregation of hazardous facili-ties from each other and from non-hazardous areas.

� Location and protection of living quar-ters, offices, refuges, escape routes and emergency response facilities.

� Location and elevation of air intakes for refuges to provide reliable clean air intake during gas and smoke con-ditions.

� Structural strength required to toler-ate accidental loads.

� Blast and fire barriers or breaks.� Location and protection of risers or

pipeline terminations.� Consistent design standards and ap-

proach across contractor boundaries.� By the end of Define Stage, fix inher-

ently safer design measures in the Basis of Design.

� Raise awareness of Inherent Safe De-sign for all contractors, vendors and significant equipment suppliers.

� Continue optimization process for de-tailed design of systems and equip-ment in line with the CRR.

� Progressively firm up design assump-tions/uncertainties in relation to inher-ent safe design measures and emer-gency response measures.

� Preserve basis of design for inherent safe design measures by ensuring that all contractors have arrange-ments in place to ensure that pro-posed design changes are subject to review for impact on overall hazard management.

� Impose consistent design standards and approach across contractor boundaries.

� Upon completion, verify that inher-ent safe design measures are carried out, as analyzed in the various safety studies. Re-assess any significant variations for impact on hazard man-agement.

� Define Inherent Safe Design mea-sures in the Operations Case for Safety.

� Transfer to the operations team, knowledge of any assumptions made during Design Stage about how spe-cific facilities will be operated.

� Review temporary operations provi-sions that may impact safety.

EXECUTE-BUILD & HUC


� Take positive action to ensure that the Define contractor(s) understand that they are expected to build on the preliminary hazard management work with seamless, integrated Continuous Risk Reduction (CRR).

� Ensure that the interfaces between contractors are well defined and do not become an obstacle to CRR.

� Update DHM Implementation Plan for Execute (Design) Stage to include an outline plan, defining minimum con-tent of Execute (Design) contractors for inclusion in Invitation To Tender and contracts.

� Implement a safety study actions man-agement system acceptable to BP. De-velop the system for transfer into the Execute (Design) Stage with particular reference to a common reporting pro-cess for all contractor groups.

� Implement a Project process for man-aging design changes that may affect DHM. BP Design Safety Advisor must authorize changes.

� Prepare input to Contracting Strategy for Execute Stage to include an up-dated DHM Implementation Plan to identify activities and key Design Deliv-erables for the Execute Stage.

� Ensure that contractors understand the DHM expectations and that they know how to provide consistency between each other and the BP DHM team.

� Ensure that the interfaces between contractors are well defined and do not become an obstacle to CRR.

� Verify that contractors are complying with the commitments made within their agreed DHM Implementation Plan(s) and update to include additional requirements when necessary.

� Ensure that the agreed process for managing design changes is imple-mented across all contracts.

� Ensure that the Action Management System is implemented across all con-tracts and that actions are closed with the proper authority.

� Ensure that arrangements are in place for sub contractors and package ven-dors to be integrated into the hazard management process.

� Include requirements for support of those groups that do not have the re-quired competency in DHM.

� Verify compliance with DHM Imple-mentation Plans and CRR. Update where required to include HUC, SI-MOPS etc., and Operation Readiness Reviews for main pre-ops activities.

� Provide ongoing design office support for site to assess and advise on varia-tions from design intent. Providesup-port for training, maintenance technical queries, as-built, tech database.

� Review and participate in readiness reviews.

� Close all remaining design Actions and prepare for transfer of information to operations.

� Ensure that provision is made for inher-ent safety measures and SCDM per-formance to be verified on completion and commissioning.

� Provide input to Emergency Response Plans (for accident on the Facility).

EXECUTE-BUILD & HUC



Safety Critical Design Measures (SCDM) and Performance Standards

APPRAISE SELECT� Review concept options and define

a preliminary register of SCDM and identify any residual MAH that may require highly critical or unusual measures to manage.

� Identify any new or innovative re-quirements for the management of residual hazards and report the level of uncertainty involved for consider-ation during the Select Stage.

� Issue a preliminary register of SCDM required to manage residual MAH and to provide effective emergency response for a major accident on the facility.

� Define the outline hazard manage-ment and emergency response role of each SCDM and high-level design performance required.

� Develop the requirements for further SCDM development to include more detailed performance requirements.

� Develop the process to be followed in Define Stage to ensure that the equip-ment critical to the performance of SCDM (Safety Critical Equipment) be-comes an integral part of the Design Stage development.

� Develop preliminary hazard register.� Ensure that Define Stage contrac-

tors understand the implications for design development, whether they are expected to develop the SCDM definitions, or BP retains control of the activity.

� Conduct a preliminary hazard type appraisal for each concept using safety review/HAZID techniques and experienced team.

� Record any design or operational

hazard management actions arising for later resolution.

� Conduct DHM reviews and studies to support DHM input to design de-velopment to include:o Hazard identification and evalu-

ation to understand possible causes and consequences.

o Carry out specialist review of ex-plosion and fire hazards to estab-lish likely consequences (e.g., BP EPTG specialists).

o Carry out reviews for emergency response, layout optimization, emergency systems required and operation and manning.

o Ensure that all actions are prop-erly defined, clear and actionable; then record in the Action Man-agement System.

o Conduct MAR assessment of the chosen concept design using the risk assessment tool defined.

� Define the programme of DHM re-views and studies required during Define Stage.

Study Program and Action Management

APPRAISE SELECT


� Update the preliminary schedule of SCDM, specify further SCDM, as re-quired, to manage identified MAH and emergency response and define more detailed performance requirements.

� Identify the Safety Critical Equipment within each SCDM.

� Develop hazard register in line with growing understanding of major haz-ards and performance of SCDM using study program output and experience of similar facilities as a guide.

� By the end of Define Stage, ensure that SCDM and SCE schedules and performance standards are sufficiently well defined to form a contractual basis for detailed design and procurement in Execute (Design) Stage contents.

� Also specify that the performance standards will be updated during Ex-ecute (Design) Stage in line with the availability of detailed design data.

� Define how SCDM performance will be verified during design and procure-ment (e.g., by Factory Acceptance Tests, Design Review, etc.).

� Engage primary contractors in pro-gressively updating SCDM, SCE and performance standards in light of detailed safety studies and CRR requirements.

� Remove obstacles to consistent de-sign of SCDM that cross contract boundaries.

� Progressively firm up on design as-sumptions/uncertainties.

� Verify that final SCDM performance standards have been achieved in De-sign Stage.

� Produce inspection and test schemes for Factory Acceptance Tests, con-struction completion, and HUC to demonstrate achievement of SCDM performance.

� Finalize hazard register in line with final schedule of major accident haz-ards, inherently safer design mea-sures, SCDM and their performance standards.

� Coordinate with construction com-pletion, and HUC teams to produce inspection and test schemes for re-maining Factory Acceptance Tests, construction completion and HUC to demonstrate achievement of SCDM performance.

� Monitor for any dilution of SCDM in-tent and re-assess impact on hazard management and risk.

� Ensure that SCDM implemented dur-ing design are defined in operations procedures and the Operations Case for Safety.

� Coordinate with the Operations Read-iness Team to develop Safety Critical Equipment (SCE) schedules from the SCDM and develop suitable maintenance programs in line with integrity management standards.

DEFINE EXECUTE (Design) EXECUTE-BUILD & HUC

DEFINE EXECUTE (Design) EXECUTE-BUILD & HUC

� Continue CRR by conducting DHM reviews and studies. The following are some examples:o HAZID and design safety reviewso Critical Review when P&IDs are

developed to a point where they form the basis for detailed design

o Detailed inventory assessment and preliminary fire and explosion analysis

o Smoke and gas dispersion, in-gress to refuge/utility spaces Emergency Response Analysis Optimization of Refuge ‘life sup-port’

o Emergency Systems Analysis and SIL/Risk Graph assessments

o FMECA where requiredo Use results to update hazards

register� For Execute contracts: define the

study program required during Ex-ecute and suitable timing to align with design milestone. Include in the outline DHM Implementation.

� Continue CRR by updating design safety reviews and studies conduct-ed during Define Stage as greater design detail becomes available.

� Identify and conduct additional stud-ies as required by any new hazards or changes in those already identi-fied.

� Conduct hazard analysis of operat-ing procedures – particularly any unusual requirements.

� Appoint competent coordinators (e.g., Process Engineer) to ensure that actions are well defined, closed effectively and independently verified. Close-out design actions where possible.

� Ensure that the operations team is made aware of and takes responsi-bility for operations actions identi-fied in the Project phases (actions identified during Design Stage that require operations response).

� Includes actions recorded during Define Stage and execute spe-cifically intended for the operations team.

� Partake in pre-start-up readiness re-view – link up to HUC road-map.

� For unusual processes planned or conduct procedural HAZID where there are concerns about the pro-cess .

� Safety critical procedures should be identified and reviewed in a manner consistent with the design intent and safety philosophy.

� Finalize any outstanding studies from detailed design.

� Transfer actions tracking register and close out information to opera-tions team.

� Support start-up readiness review.



Case for Safety in Design and Operation

APPRAISE SELECT

� Provide assurance that design safety Issues are likely to be manageable during subsequent phases or high-light those that may present difficul-ties.

� Show how safety has influenced appraisal, and identify recommenda-tions or conclusions.

� Produce a Preliminary Case for Safe-ty to include a summary of DHM activities to date and the extent to which design safety considerations influenced concept selection.

� If lowest risk option was not se-lected, then include an explanation of why (in accordance with MAR Process).



� Produce a Design Case for Safety to include sufficient design hazard management information to explain the DHM work done prior to and during Define Stage to provide for inherent safety and specification of SCDM.

� Explain how the DHM objectives es-tablished in the project HSSE philos-ophy was achieved and the the level of risk, assessed or calculated.

� Ensure an integrated Design Case for Safety that includes all elements of design, regardless of contract boundaries.

� Prepare the information required for the operations team to understand the hazards, hazard management and safety features built into the design.

� Demonstrate that safety and envi-ronmental design objectives were achieved.

� Identify any key design limitations for safe operation.

� Develop a dossier of all safety study work carried out and transfer to op-erations.

� Prepare final Operations Case for Safety based on the combined design and operational knowledge available.

� Include a demonstration of fitness to enter service (summary of DHM, QRA, Hazards Register).

� Define frequency of case for safety update and process for significant design changes.

EXECUTE-BUILD & HUC


6.1 Introduction

The Group Security Policy underpins and establishes the basis for how BP manages security globally. It determines that our fundamental mission is to provide a safe and secure working environment by protecting ourselves, our assets and our operations against risk of injury, loss or damage from criminal, hostile or malicious acts.

One of the key expectations of BP’s Group Security Policy is that security will be taken into consideration during the proposal, planning and implementation stages of all new capital projects. The aim of these guidelines is to provide guidance to project management and to security professionals to ensure that cost effective measures are taken at all CVP stages to ensure a peaceful working environment fully integrated with HSSE and project management.

As the project moves forward, project requirements will change. These adjustments should not prevent security analysis from taking place early, ideally at the Appraise stage. Project Managers are strongly advised to consider security as early as possible in the process; bolting security onto a project rather than building it in can be, at best, expensive and, at worst, fatal.

The benefits of a common process for security are:

• Achieving full alignment with business objectives and deliverables.• Providing for better connectivity through direct involvement in the project.• Using common language.• Allowing for timely input in support of project decision making.• Identifying risks early and planning for their avoidance and mitigation.• Consistent security management throughout the life of the project.

6.2 Risk Assessments

Security Risk Assessments occur at three levels – Regional, Country and Project.

It is important to confirm that regional security is likely to remain sufficiently stable to allow the project and operations to proceed peacefully for the foreseeable future. The Country Risk Assessment assesses the evolving and changing security environment in the host country/countries and confirms that the project is achievable. Project site-specific risk assessments confirm viability of project sites and must involve main contractors and their senior management.

6 security


In addition, a human rights assessment is conducted to determine whether there are risks associated with the provision of security to the project by external agencies, both private and from the host nation. This should also include an assessment of the ‘rule-of -law’ in the country. A human rights risk assessment for the country must be completed regardless of whether BP is the operator or not.

6.� Roles, Responsibilities, Resources, Training and Organization

A Project Security Team should be put in place whose composition, size and organizational structure meets the assessed security risk for the selected project option. For high or (some) medium security risk projects, a full time Project Security Manager (PSM) should be appointed early in the Appraise stage.

A Technical Security Adviser (TSM) should be appointed to ensure that any Integrated Electronic Security Systems (IESS) and Electronic Access Control Systems (EACS) that are considered are practical for security use, particularly as they relate to quick reaction. The TSM has a key role in ensuring that the supervising contractors provide technical security support.

6.4 Philosophy and Plan to Mitigate Assessed Risk

Security must be embedded in legal investment arrangements, Host Government Agreements (HGAs) or equivalent agreements with host governments. For example, in BTC security responsibility was defined in the HGAs and supplemented in subsequent Protocols.

If BP is operator, the BP commercial team should ensure that:

• The host government accepts ownership and responsibility for all project security requiring response outside of BP’s normal domestic security remit, such as dispersal of illegal demonstrators on a pipeline right-of-way.

• The host government deploys and funds a dedicated security force. • The HGA specifies BP security obligations and limitations. • BP’s obligation is discharged in accordance with international human rights

commitments.

If BP is non-operator, BP’s commitment to the Voluntary Principles on Security and Human Rights (VPs) should be communicated to the operator and other partners.

6 security

A security mission should be agreed with the Project Management Team and included in the Project Commitment Statement. The project Security Management Plan (SMP) should cover mitigation measures to meet the assessed risks and project options.

Contractors play a major role in site security, therefore due diligence background checks should be performed for potential contractors. Security expectations should be included in the Invitation to Tender, and processes must be implemented to ensure contractor compliance with project security requirements.

It is important to link security incident management with project Emergency Response and Crisis Management plans and the Business Continuity Plan. These plans must also be linked with host government plans and all plans must be tested.

6.5 Technical Security Design and Response

Designing technical protective security measures into a project is more cost effective than retrofitting the facility after it has been constructed. A critical first step in mitigating security risk is judicious facility location and pipeline routing. Technical security design should be based on the site-specific risks identified for each facility location or along the pipeline right-of-way.

6.6 Voluntary Principles on Security and Human Rights

The Voluntary Principles on Security and Human Rights (VPs) have been agreed by most major extractive industry companies, responsible NGOs and the governments of the US, UK, Norway and the Netherlands. The VPs are designed to safeguard human rights by ensuring that police, security forces or private guards assigned to protect energy sites or pipelines, are properly trained and closely monitored.

BP implements the VPs in all projects. In projects where BP is not the operator, we seek to work with our business partners to ensure the VPs are effectively applied and adhered to.

See the next page for a brief description of implementation of the VPs in Tangguh.

6 security


6 security

The Voluntary Principles on Security and HumanRights in action in Tangguh

During 2005, we continued to apply the VPs at our LNG project under construction at Tangguh, Papua, Indonesia. In this project we have an integrated Community Based Security programme that aims to protect human rights through good relations between the project, the police and the community.

Activities in 2005 included supporting the establishment of community forums, promoting community policing, training security guards in human rights and developing a procedure to respond to allegations or incidents of human rights violations.

The community forum covers 24 local villages and is being set up by villagers with assistance from the Centre for Human Rights Studies at the Indonesian Islamic University. The purpose of these forums is to enable villagers to discuss and resolve security issues in the village in a peaceful and agreed manner. BP has facilitated this process but is not present on the forum as the issues are those that arise in the village and do not necessarily relate to BP.




SELECT

SELECT

APPRAISE

APPRAISE SELECT

APPRAISE

APPRAISE SELECT


6 security - roadmap

Risk Assessments

Regional Security Risk Assessments

� Review any existing regional risk assessments including relevant re-gional conflict analysis.

�Ensure security risk assessments are based for the life operations.

� Review and reissue against a base risk assessment at each CVP gate.

� Ensure high security risks are included in the project risk matrix

Country Security Risk Assessment � Develop or update Country Risk As-

sessment as a base document from which to assess the evolving security environment in the host country/coun-tries.

� Confirm that the project is viable.

� Consult with Project Information Manager (PIM) to ensure all aspects of Digital secu-rity are included in the country risk assess-ments.

Project Security Risk Assessment � Conduct a project risk study that

examines the level of security risk to construction and related activi-ties. This level will be based on the prevailing security environment as-sessed in the regional and country assessments.

� Consider that facility locations and pipeline routes may be influenced by the findings.

� Carry out detailed site-specific risk assessments. Confirm viability of sites from a security perspective.

� Include risks to the community from the project.

Security Human Rights Risk Assessment

� Conduct a human rights assessment (regardless of whether BP is operator or not).

� Review risks against base security human rights risk assessment.


DEFINE EXECUTE

DEFINE EXECUTE

DEFINE EXECUTE

EXECUTEDEFINE

� Review and re-issue the Country Risk Assessment, considering full ‘life risks’ against base risk assessment at each CVP gate.

� Confirm that the country specific se-curity environment is likely to remain sufficiently stable to allow transition to operations.

� Confirm that regional security is likely to remain sufficiently stable to allow the project and operations to proceed peacefully for the foreseeable future.

� Confirm that regional security is likely to remain sufficiently stable to allow the project and operations to proceed peacefully for the foreseeable future.

� Ensure main contractors understand the risks and develop a process that is ‘owned’ by their senior management

� Continue to develop, review and imple-ment the Security Management Plan (SMP) to mitigate identified changing risks; ensure alignment of contractors

� Issue a monthly site security risk as-sessment.

� Develop a security process for opera-tions.

� Embed site security reviews as part of any line management audit process.

� Review risks against base security human rights risk assessment.

� Review risks against base security hu-man rights risk assessment.


SELECT

SELECT

APPRAISE

APPRAISE SELECT

APPRAISE

APPRAISE SELECT


Roles, Responsibilities, Resources, Training and Organization

Security Management

� Appoint a full time Project Security Manager (PSM) for high or (some) medium security risk projects early in Appraise. Consult Group Secu-rity.

� Identify a security point of contact for low security risk projects. Contact will be the Business Services Man-ager (BSM) or Regional Security Advisor (RSA).

� Identify the scale and organization of a Project Security Team required to meet the assessed security risks in each project option.

� Consider the need for rotational posi-tions.

� The PSM should establish appropriate government and international security relationships.

Technical Security Advice � Appoint Technical Security Consultant

(TSC). Consult Group Security. TSC to liaise and coordinate with project tele-coms engineers and contractors.

� Appoint a Project Digital Security re-source, accredited to Central DCT Digital Security.

� TSC to ensure that Integrated Elec-tronic Security Systems (IESS) and Electronic Access Control Systems (EACS) considered are practical for security use, particularly as they re-late to quick reaction.

Philosophy and Plan to Mitigate Assessed Risk

Legal Security Documentation

� Embed security in legal investment arrangements, Host Government Agreements (HGAs) or equivalent.

� Ensure the human rights commit-ments are incorporated in the plans of private security providers and, where possible, public security forces.

Security Mission and Concept � Agree security mission with the Project

Management Team and ensure mission is included in the Project Commitment Statement.

� Develop Project Security Concept doc-ument and publish it on project website.

� Confirm security mission and refine security concept to highlight poten-tial security impact.

� Identify major issues affecting viabil-ity of project including availability of critical security assets (embargos, etc.) available options.


DEFINE EXECUTE

DEFINE EXECUTE

DEFINE EXECUTE

EXECUTEDEFINE

� Review and confirm organizational struc-ture of a Project Security Team whose composition, size, and organization meet the assessed security risk in the selected project option.

� Plan security training for non-security personnel including management.

� Establish and appoint an operations security team.

� Implement the SMP, specifically in-frastructure/hardware (CAPEX).

� Conduct fit for role security training to fill competency gaps.

� The operations security team takes security lead.

� TSC to confirm designs meet practical security needs, including trigger to re-sponse.

� TSC to ensure facilities are built as specified and meet security needs.

� TSC to supervise commissioning and ensures that operational requirements are met.

� If necessary, reinforce the legal regime of the project with security protocols signed with host government. Signed security protocols should commit both parties to the standards laid down in the Voluntary Principles on Security and Human Rights (VPs).

� Monitor all embedded project legal requirements including security hu-man rights performance by public and private security providers.

� Adjust or augment legal arrange-ments as needed.

� Confirm security mission and concept for Execute. Align with project.

� Redefine mission and concept for Op-erate. Ensure operations team, includ-ing functional leaders, are aligned with security mission and concept.

� Embed security mission and concept in operations plan.



SELECT

SELECT

APPRAISE

APPRAISE SELECT

APPRAISE

APPRAISE SELECT

Project Security Management Plan � Develop project Security Manage-

ment Plan (SMP) to include mitigation measures to meet the assessed risks and project options.

� Write Security Management Plan as draft base document.

� Prepare implementation programme for Execute, including contractor align-ment.

Contractor Relationship � Ensure project (commercial) team plan-

ning and pre-tender process is secured from potential fraud and information brokering risk.

� Carry out due diligence and back-ground checks to appraise compa-nies or individuals short listed to provide services.

� Develop security expectations for In-vitation to Tender (Contractors and Dealers – ITT Security Conditions) required for FEED.

Security Budget� Agree security cost (CAPEX and

OPEX) and Budgeting Policy for project.

� Implement security contracting and budget process.

� Ensure security cost and budgeting policy, including cost based targets, meet project requirements.


� Integrate security incident management, Crisis and Emergency Plans and Busi-ness Continuity Plan (BCP) with proj-ect Crisis Management & Emergency Response plans (CM&ER), BCP and incident management plans.

� Ensure project CM&ER plans include potential security incidents and re-sponse drills.

� Ensure project is aligned with host government Key Point (KP) plan.

� Implement a Human Rights Re-sponse Plan aligned to project inci-dent processes. Develop training and testing exercising processes.


DEFINE EXECUTE

DEFINE EXECUTE

DEFINE EXECUTE

EXECUTEDEFINE

� Update plan for Execute.� Finalize Implementation programme for

Execute.� Ensure main contractors are fully aligned

with plan and incorporate into their over-all project construction plan and their security plan.

� Ensure contractors write detailed logis-tics security plan for goods in transit.

� Implement plan for Execute phase, ensuring all contractors’ plans remain fully aligned with SMP.

� Prepare Security Plan for Opera-tions and develop an implementa-tion programme.

� Operations manager or relevant PUL to issue operations security plan.

� Prepare to handover to operations security team.

� Define security requirements for main contractors, suppliers, and sub-contrac-tors.

� Ensure all fixed price contracts specify security expectations in detail and en-sure Security expectations, including GSR, are included, in detail, in all con-tracts.

� Achieve buy-in from contractors (hold work-shops).

� Ensure compliance verification pro-gramme for all contractors, including on-site reviews.

� Develop security action tracking process with contractors.

� Ensure planned Operations phase suppli-ers and contractors conform to BP Secu-rity Standards.

� Implement budget review and audit mechanism.

� Update security cost and budgeting policy.

� Define budgeting policy for opera-tions.

� Develop plans with contractors to support project ER&CM and BCP.

� Ensure alignment of plans with host Gov-ernment plans: Exercise.

� Incorporate and rehearse contractor secu-rity incident and emergency process with Project procedures.

� Exercise processes, including with con-tractors and host governments agen-cies.

� Develop operations incident manage-ment, crisis and emergency plan in line with overall operations plans and with host government.

� Implement and exercise operations in-cident management, crisis and emer-gency plan.



Facility (and Pipeline) Protection

APPRAISE SELECT

� Develop a risk-based physical and elec-tronic facility (and pipeline) protection policy.

� Together with project engineers, de-sign, define, select, and cost the proj-ect hardening, Integrated Electronic Security Systems (IESS), Intrusion Detection Systems, and Electronic Access Control Systems (EACS).

� Integrate with the security lighting.

� Include contracting and supply policy processes working with Project tele-coms engineers and contractors.

� Include process control network digital security.

Technical Security Design and Response

Construction, Hardware and Support Infrastructure

APPRAISE SELECT

� Develop a process, together with project management, for mitigating assessed security risk by judicious facility location and pipeline routing.

� Design security to mitigate the de-fined risk.

� Confirm location/routing and reassess detailed designs to mitigate security risk at each location or along pipeline Right-of-Way (ROW).


� Ensure technical security design and con-struction (hardware, support infrastructure, etc.) meet project requirements.

� Technical Security Adviser is to ensure systems are security suitable and fitted as specified and close out changes and design variations.

� Ensure testing and inspection process in place for commissioning.

� Prepare operational procedures.

� Train technical security equipment opera-tors and maintenance engineers.

� Develop reaction plan to IESS alarms.

� Prepare systems information pack for operations team.

� Prepare for commissioning and transition to operations.

DEFINE EXECUTE

DEFINE EXECUTE

� Confirm location/routing and reassess security designs accordingly.

� Involve main contractors in site-specific security planning.

� Ensure security factors are continuously reviewed throughout construction.

� Confirm security in design mitigates risks during commissioning.



Voluntary Principles on Security And Human Rights (VPs)

APPRAISE SELECT

� Identify obstacles to adoption of VPs as a non-negotiable principle for the project.

� Adapt VPs as ‘rules of engagement’ for project.

� Assess, long term, how the project can improve the ‘rule-of-law’ in the host country.

� Work with C&PA team (legal lead) and stakeholders to develop a plan to mini-mize legal and reputation risk and maxi-mize development of rule of law.

� Develop a policy for the use of weapons (Fire Arms and the Use of Force).

� Conduct detailed discussions with host government security providers to assess feasibility of project pro-viding appropriate human rights based security training for govern-ment forces tasked with project pro-tection.

� Review plans for embedding the VPs in the project with responsible NGOs.

� Align plan with Project C&PA and so-cial functions.

� Plan for provision for both internal and external security monitoring of the project security human rights commitments.

� If training is acceptable to host government select and contract (NGO) partner.

� Identify appropriate security moni-tors and define terms for periodic security monitoring (see Human Rights Programme).

� Consider Provision of Logistic Military Assistance to Host Gov-ernment Security Forces.

� Align with partners.

Voluntary Principles on Security and Human Rights

Human Rights Programme

APPRAISE SELECT

� Develop a process for the implemen-tation and monitoring of VPs as part of the project Human Rights Risk Assessment and Programme (Fun-damental Human Rights and Rule of Law) in tandem with project C&PA team.

� Coordinate and align all aspects of the VP programme with overall project Hu-man Rights plan, including operations.

� Develop a Human Rights Incident Response Plan.


DEFINE EXECUTE

� Continue to work with stakeholders, in-cluding responsible NGOs to ensure VPs continue as effective project security rules of engagement. Publish actions on the project website.

� Ensure all security contracts include a commitment to the VPs and relevant train-ing.

� Commence the monitoring of security hu-man rights performance by public and pri-vate security providers as required under the VPs.

� Start appropriate training of government security forces.

� Implement monitoring programme.

� Continue training programmes on an as needed basis to ensure host country security standards are maintained.

� Consider possibility of widening the train-ing to include other host government security agencies.

� Continue Training.

� Start monitoring.

DEFINE EXECUTE


� Ensure community security risks are considered in the ESIA.


� Embed VPs in operational procedures.


7.1 Introduction

BP Group seeks to conduct environmentally sound operations by undertaking the Group’s activities in a manner, consistent with the Board Goals, that is environmentally responsible with the aspiration of “no damage to the environment.” To assist in this process, BP has developed an OMS Practice: Environmental Requirements for New Projects (ERNP) to:

� Ensure a systematic and formal delivery of environmentally sound operations in new projects across the BP Group through a full life-cycle process aimed at identifying, understanding, avoiding, minimising, mitigating and remediating the impacts of its operations on the environment.

� Ensure that internal decision makers are informed about significant environmental issues and risks prior to making key decisions.

� Drive down the environmental impact of BP’s operations by reducing waste, emissions, and discharges, and by using energy efficiently.

ERNP represents a life-cycle process based on four fundamental principles:

� We will identify and understand our impacts. � We will consult with others. � We will design to avoid adverse impacts and minimise use of natural resources. � We will reduce the adverse residual impacts of our wastes, emissions and

discharges.

Three important new aspects to the ERNP are:

� Early screening of environmental risk.� Environmental Performance Requirements (EPR) set consistent standards.� Group Chief Executive approval is required for any project to occur within certain

types of protected areas.

The reference numbers in the guidelines provide a direct link to the specific requirements within ERNP. ERNP contains detailed guidance and shall be consulted for authoritative guidance for environmental planning for new projects.

This practice has been approved by SGVP S&O. Accountability for delivering the Practice lies with the Segments. Safety & Operations will continue to support implementation through the provision of relevant tools and resources, and will be responsible for updating the Practice. The Director Environmental Operations within S&O is the Custodian for the Practice.

7 environmental and social


7.2 Scope

ERNP is one of several BP OMS Practices issued under Executive Authority within the policy architecture of BP’s Management Framework and BP’s Operating Management System. It is mandatory for all projects, and Operations is encouraged to apply it to their activities.

7.� Social Guidelines

Socio-economic, security, conflict and health impacts are key components of any impact management process. They will generally be integrated with the environmental management processes outlined in this document. Whilst ERNP describes the integrated processes which take place, it does not yet provide specific guidance on social requirements. Specific guidance on these issues should be sought from the Corporate Responsibility team in Communications & External Affairs.

7.4 Environmental Impact Management Process (EIMP)

The Environmental Impact Management Process (EIMP) is a full life-cycle process with the requirement for the project team to identify and understand the project’s environmental impacts in order to avoid, minimize, mitigate and remediate them. The EIMP has nine components, shown in the Environmental roadmap. A significant new piece of process is EIMP 1; Screening and categorization. This is a structured process for the very early assessment of the environmental sensitivity associated with all projects. Screening is required to take place in the Access or earlier stage of a project.

Regular workshops (e.g. Environmental Identification [ENVIDs] or similar workshops) should be conducted with the full participation of project management and engineering teams to understand the interface between environmental management and environmental engineering. These workshops ensure that engineering design is based on current and valid environmental information and that any commitments made in the ES(H)IA are achievable through the design.

The Environmental Basis of Design (BOD) is established by the Select stage. The ENVID process ensures that the BOD is regularly updated through an ENVID Register (or equivalent) and then regularly reviewed through to the FEED and Detailed Design.


The Environmental BOD will also be clearly communicated to contractors. Major Projects shall formally ensure that contractors have the necessary capability to meet all relevant environmental standards (both in terms of their deliverables and their own operations), and shall take steps to procure specialist environmental services where adequate assurance is not available. The BOD will incorporate provision for any necessary environmental and emission monitoring, and will take full account of wastes likely to be generated during commissioning and start-up processes.

7.5 Environmental Performance Requirements

The Environmental Performance Requirements (EPRs) define the criteria that projects are required to meet to achieve consistent delivery of environmental performance. There are 12 Environmental Performance Requirements (EPRs) and they are not dependent on project categorization nor on CVP stage.

The twelve Environmental Performance Requirements are listed in the roadmap.





7 environmental - roadmap

APPRAISE SELECT

� Review project environmental risks identified during screening and en-sure project sensitivity categori-sation is understood and communi-cated within the project.

� Reference BP’s OMS Practice: En-

vironmental Requirements for New Projects and follow requirements depending on project categorisation.

� Reassess Categorisation at decision gate based on new information and ensure that it is reflected in the Define FM.

� Reference BP’s OMS Practice: En-vironmental Requirements for New Projects and follow requirements depending on project categorisation.

Environmental Impact Management Process (EIMP 1-9)

EIMP 1. Screening and CategorisationEIMP 2. Environmental AssessmentsEIMP 3. Consultation and DisclosureEIMP 4. ComplianceEIMP 5. Resourcing and ContractingEIMP 6. Residual ImpactsEIMP 7. Environmental Management SystemEIMP 8. Assurance and Lessons LearntEIMP 9. Reporting

DEFINE EXECUTE



7 environmental - roadmap

APPRAISE SELECT

� Consider Performance Require-ments (PRs) for early works or ap-praisal activities.

� Ensure that applicable PR require-ments are incorporated into Basis of Design.

� Complete and document Select stage PR Compliance Report.

� Undertake peer review of deviations against PRs.

Environmental Performance Requirements(EPR 1-12)

The twelve EPRs are:

EPR 1. Air Quality EPR 2. Community DisturbanceEPR 3. Cultural PropertyEPR 4. Drilling, Completions and Workover Wastes and Discharges EPR 5. Energy EfficiencyEPR 6. Environmental Liability PreventionEPR 7. Flaring and VentingEPR 8. Marine MammalsEPR 9. Ozone Depleting SubstancesEPR 10. Physical and Ecological ImpactsEPR 11. Waste Management EPR 12. Water Management

DEFINE EXECUTE

� Complete and document Define stage PR Compliance Report.

� Undertake peer review of any devia-tions against PRs.

� Verify compliance with PRs.


8.1 Overview

These guidelines provide consistent HSSE management practices for working with contractors in the Execute stage of Major Projects. The guidelines are based on good practices and lessons learned, and should be implemented in alignment with OMS Practice for Working with Contractors. They are also consistent with industry guidance, such as that provided by the International Association of Oil and Gas Producers.1 Although the focus is on Execute stage activities (e.g. fabrication, construction and installation), the principles can be applied to other contracted work (e.g. geophysical, drilling and engineering). Refer to the MPcp Procurement and Supply Chain Management Guidelines for additional information.

The guidelines define an eight-phase process for construction contractor HSSE management:

� Planning� Pre-qualification� Selection� Pre-mobilization� Mobilization� Execution� De-mobilization� Final evaluation and close-out

Risk identification is a key part of the process and a key factor in determining contracting strategy. Active participation from BP and the contractor(s) is essential to achieving excellent HSSE performance.

8.2 Planning

The objectives of this phase are to clearly define the scope of work, assess the HSSE risks associated with the work, and clearly define Project HSSE standards. The contracting strategy is selected based on many factors, including the nature of the work and the risks identified.

1 HSSE management – guidelines for working together in a contract environment, International Association of Oil & Gas Producers, Report No 6.64/291, September 1999

8 construction contractor HSSE management


Applications (Circles of Influence) should be developed for the scope of work and prospective contractors.

Key outputs are:

� A documented HSSE management process for selection, working with and retention of contractors, that meets the requirements of OMS Practice for Working with Contractors

� Risk Assessment – HSSE risks captured from Golden Safety Rules assessments, health impact assessments, ESIAs, security risk assessments, etc

� Contracting Strategy - Recommendation to the Project Leadership Team as to whether the work will be managed under BP or the contractor’s HSSE Management System.

8.� Pre-qualification

The HSSE objective of the pre-qualification phase is to screen potential contractors to ensure that they meet BP’s minimum HSSE requirements and that they are capable of conducting the work in a safe, healthy and environmentally sound manner.

Key activities in this phase are:

� Short listing and screening of contractors� Establishing bid evaluation HSSE criteria� Assessment of the potential contractor’s project site, infrastructure and

equipment

Assessment of the contractors’ site infrastructure and equipment is necessary to identify the time and resources required to bring them into compliance with Project HSSE standards. Special attention should be focused on heavy equipment used during onshore construction and offshore installation, such as barges, heavy trucks, side booms, excavators and cranes, etc.

An assessment of the existing HSSE culture at the facility will give an early indication of the potential issues which will need to be managed. “Subject to existing contractual constraints, contractors shall demonstrate and document that their staff are competent to carry out their assigned work.” (BP Group Standard for Integrity Management).


8.4 Selection

The objective of the selection phase is to assess the short list of potential contractors against the bid evaluation criteria, then select the contractor to perform the work. A senior HSSE Manager with construction experience should be part of the contractor selection team and HSSE should be an integral part of the decision-making process. Key activities in this phase include:

� Preparation of bid documentation by BP� Evaluation of contractors’ bid and HSSE Plan� Contract award

BP should endeavor to hire contractors with Control of Work (CoW) programmes and Integrity Management Standards that are as protective, or more protective, than the BP Group Standards for CoW and Integrity Management; and encourage those who do not have such a programmes to adopt one. The programmes should be agreed prior to selection of the contractor, and the agreement should be an absolute pre-requisite for selecting the contractor.

The construction contractor should be required to disclose all relevant subcontractors working within the BP scope of work, and should be required to implement appropriate processes to ensure that the subcontractors conform to BP safety requirements. Consideration should be given to a reimbursable contract for HSSE work scope.

8.5 Pre-mobilization

The objectives of the pre-mobilization phase are to ensure that the relevant aspects of the contract risk assessments and any other HSSE aspects of the contract are communicated and understood by all parties prior to implementation of the contract.

Key activities in this stage include:

� Kick-off meetings between BP project management and contractors to review major hazards, communicate BP’s HSSE expectations, and ensure that the Construction HSSE Plan is fit for purpose

� A Pre-mobilization Review and formal ‘go’ or ‘no go’ decision made by management regarding mobilization



Planning prior to mobilizing the BP site team to the construction site is critical to ensuring BP’s HSSE expectations are met. The Construction HSSE Plan defines HSSE responsibilities, assurance processes and the relationships between BP, construction contractors, contractors’ workforce, and subcontractors. The plan describes how the gaps will be addressed where gaps in the Contractor HSSE-MS have been identified.

A Pre-mobilization Review should be conducted to ensure that all necessary HSSE plans are in place prior to mobilizing the BP project team to the site. The review is initiated prior to any construction mobilization and results in a ‘go’ or ‘no go’ decision to mobilize endorsed by the appropriate level of management.

8.6 Mobilization

The objective of the Mobilization phase is to ensure that BP and contractor personnel are mobilized to the work site safely. Key activities include:

� Implementation and communication of the Construction HSSE Plan to all relevant personnel

� Auditing or reviewing against the Construction HSSE Plan during the final stages of mobilization to determine compliance with the plan

During mobilization, BP and contractor(s) ensure that each sets up operations in accordance with the agreed Construction HSSE Plan. One critical objective during mobilization is to ensure communication of the HSSE Plan, BP HSSE expectations and any other significant aspects of the contract. A culture needs to be in place to ensure that HSSE is embedded within line management down to foreman level (i.e. owned by BP’s and contractor’s leadership and supervision, rather than HSSE specialists).

A system must be in place to ensure that all equipment identified as necessary for safe completion of the task (including contractor supplied equipment) is checked by a competent person prior to work commencement to ensure it is of an adequate specification for the task, within date for testing and re-certification, and free from obvious defects / excessive wear (BP Group Standard for Control of Work).


8.7 Execution

The objectives of the Execution phase are to performance-manage the work and assure that the work is conducted according to the Construction HSSE Plan. Key activities in this phase include:

� Monitoring and auditing to ensure that Control of Work (CoW) procedures are implemented and enforced

� Conducting a Construction Stage PHSSER

On BP premises, the BP Group Standard for CoW shall be implemented for BP employees and every employee of any other company that has been engaged to perform work on BP premises. The further intent is to promote adoption of the standard by companies working on behalf of BP on non-BP premises. Rigorous enforcement of CoW procedures is critical to maintaining safe operations.

BP managers are accountable for visiting the worksite and ensuring:

• BP’s HSSE expectations have been communicated to the workers� BP’s CoW procedures are fully implemented and rigorously enforced on BP

premises� CoW programmes implemented on contractor premises are as protective

as BP’s CoW procedures and rigorously enforced� Adequate BP presence and contractor supervision onsite to support and

monitor the work� Pre-job risk assessments are task specific, available in the language(s) of

the workers performing the work, and workers are aware of the hazards associated with their work

The Construction Stage PHSSER shall be used to verify that the contractor’s HSSE management system and the Construction HSSE Plan is in place, that it is being implemented, and that it will assure HSSE performance during construction.

8.8 Demobilization

The objective of the demobilization phase is to ensure that hazards associated with demobilization are identified and appropriate Management of Change for organizational structures and HSSE remain intact until activities have been safely completed.



The job isn’t over until all work is completed and the paperwork is finished. This message needs to remain constant and be consistently re-enforced with everyone. The last minute demob to save money must be avoided by both BP and the contractors. It is important to maintain focus on HSSE until the very end of operations. This is especially challenging when there is no additional immediate work for the workforce and workers; they are more concerned about the ‘next paycheck’ rather than completing the current job safely.

8.9 Final Evaluation and Close-out

The objectives of this phase are to conduct a joint evaluation of the contractor and BP’s HSSE performance and to provide feedback to the contractor(s) and the Contract Accountable Manager (CAM - typically a Delivery Manager). This serves as a reference for future work with the contractor.

The key deliverable in this stage is the Final Evaluation and Report.



Learning from Project Fatalities

In the period 2002 to 2006 we had 15 Major Project related fatalities. All fatalities were contractor personnel and the types of incidents are shown below. Incidents involving mobile vehicles and heavy equipment were the biggest source of fatalities. Moving vehicles on sloping ground require particularly careful control, close supervision, good training and competency assessment of drivers.

Recurring themes in the root causes of the fatalities include inadequate contractor oversight, inadequate identification of worksite hazards, inadequate control of work, and lack of required competency to perform the tasks. All of the 15 fatalities were preventable.

Some of the fatalities involved sub-contractors insulated by multiple management interfaces from BP direct management. Ask yourself – am I really connecting with, influencing and controlling the people at the workface on my project? Do I really know who they are? Are they competent to perform the work? Are they aware of the hazards? Are they following the safety policies and procedures? Do they know what BP’s safety expectations are?

Often, multiple languages were spoken at the work sites. Are you sure that the safety policies and procedures are available at your worksites in the language(s) of

All Fatalities - Incident Type

Drowning - 1

CFE - Fire, 1

Fall, 2

Electrical, 1

Vehicle, 7

Struck-byCrush, 3




the workers performing the work? Do all workers understand the safety policies and procedures? Can all workers actively participate in and understand the pre-job risk assessment? Can they demonstrate their competency?

Inadequate control of work was the root cause of several of the fatalities. The new BP Control of Work Standard ensures that there is a formal approach to managing risk for BP employees and their contractors. This Standard shall be applied to all contractors and their associated subcontractors who perform work at BP premises. Are you familiar with the Standard? Do you have plans to implement the Standard on your site?

The further intent is to promote adoption of the Standard by companies working on behalf of BP on non BP Premises. You should endeavour to hire contractors with CoW programmes that are as protective, or more protective, than this Standard and encourage those who do not have such a programme to adopt one.

Below is a simple check list to use when thinking about your workface activities. A more comprehensive checklist can be found in the ‘E&P Major Project Fatalities – Summary and Analysis’ slide pack in the toolbox on the CD included with these guidelines.

HSE Delivery via Contractors – Checklist

� Is there adequate BP presence onsite to support and monitor contractor(s) work?

� Does the contractor have adequate supervision onsite and does the supervisor have the necessary safety leadership skills to ensure safe operations?

� Are work procedures fit for purpose, fully understood by the workforce, implemented and enforced?

� Is there zero tolerance for not following safety policies, standards and procedures?

� Do contractor vehicles and heavy equipment meet project safety specifications and are they maintained in safe working order?

� Are operators of vehicles and heavy equipment trained and competent?� Are risk assessments task specific, and are mitigations identified to ensure

safe work and understood by all workers?� Are there language interfaces between my management team and the

people doing the work? Are BP’s expectations adequately communicated across these interfaces, and how do you know?




Pre-qualification APPRAISE

� Establish minimum HSSE require-ments against which contractors are assessed during the pre-qualification process.

� Evaluate BP’s experience with pro-posed bidders and determine, on a risk basis, the need to conduct a site visit in order to gain an understanding of HSSE performance and exposure.

� Ensure that pre-qualification or re-tention of any contractor who does not meet BP’s minimum HSSE re-quirements is formally authorized by management on the basis of a plan to remedy identified deficiencies.

Planning APPRAISE SELECT

� Define and document the HSSE management process for selec-tion, working with and retention of contractors, for the entire CVP cycle of the project.

� Prepare and implement an HSSE training plan for those with HSSE ac-countabilities for working with con-tractors for all CVP stages.

� Review Financial Control & Ac-counting (FC&A) reporting guide-lines and develop project specific applications (Circles of Influence).

� Review and update HSSE elements of the project’s contracting strategy for Define and Execute.

� Update the project’s HSSE bound-aries of BP control and influence to be in line with the project’s pre-qualification plans for major Execute stage contracts.

� Consider the potential for exposure to hazards identified in BP’s Golden Rules of Safety as well as in any of the S&O standards or practices, when assessing the appropriate risk category.

SELECT

8 construction contractor HSSE management - roadmap

SELECT EXECUTE

� On a risk basis, continue to visit the sites of major contractors, potential bidders, or sub-contractors – onshore and offshore – in order to gain an un-derstanding of HSSE performance and exposure.

� Conduct special verification work in those cases where a remediation plan is approved for a particular contractor.

� Continue with additional verifications, where relevant, in order to ensure that the main contractors have established similar minimum HSSE requirements for the pre-qualification and selection of their sub-contractors, and in particu-lar to those that will perform work at BP control boundary sites.

DEFINE EXECUTE

� Review and update the HSSE man-agement process for working with contractors with particular emphasis on verification of contractors HSSE preparedness at pre-mobilization and mobilization.

� Review and update HSSE risk as-sessments for the Execute stage including mitigation measures.

� Assess exposure to the hazards iden-tified in the Golden Rules of Safety for the main contractors and subcon-tractors.

� Review and update HSSE risks as-sessments including mitigation mea-sures.

� Update the project’s HSSE boundar-ies of BP control in line with Execute stage subcontracts listing. Include a formal review and endorsement pro-cess by Project Manager.



Pre-mobilization DEFINE

� Management to ensure that HSSE expectations are clear at the outset for major activities and a plan is implemented to build communica-tions and teamwork with the con-tractors involved.

� Refine/review and update HSSE risk assessments for the Execute stage including mitigation measures.

� Ensure that an HSSE Plan is devel-oped to manage HSSE risks during mobilization and construction.

� Ensure that Contractor Control Plans have been developed and con-tractor has adequate plans in place to comply with the environmental and social commitments made in the ESIA commitments register.

� Develop and document an Emergen-cy Response Strategy that addresses company interfaces with contrac-tors, accountabilities and primacy, bridging documentation and drills with relevant scenarios that consider country capability.

Selection DEFINE DEFINE (cont.)

TENDER� Tenders and contracts should clearly de-

fine HSSE requirements, including the processes for verifying compliance and include key HSSE documentation.

REVIEW� Assess whether bidder’s proposals

against acceptance criteria or model answers have been met and provide final HSSE assessment results.

� Verify suitability of the bidder’s HSSE Plan.

� Verify bidder’s compliance with the Golden Safety Rules and where ap-propriate check that an improvement plan has been prepared.

� Endeavour to hire contractors with Control of Work (CoW) programmes that are as protective, or more pro-tective, than the BP Group Standard for CoW and encourage those who do not have such a programme to adopt one.

SUBCONTRACTORS� Verify that the selected contractor

has established similar minimum HSSE requirements for the pre-quali-fication of their subcontractors and in particular those who will perform work at BP Control boundary sites.

� Require Bidders to disclose all rel-evant subcontractors working within the boundary of BP control and implement appropriate processes to ensure subcontractors conform to BP’s HSSE requirements.

DEFINE (cont.)


EXECUTE EXECUTE (cont.)

� Conduct a Pre-mobilization Review to ensure that all necessary HSSE plans are in place prior to mobilizing the BP project team to the site.

� Make a formal ‘go’ or ‘no go’ decision to mobilize endorsed by the appropri-ate level of management.

� Establish performance and compliance monitoring arrangements, e.g. develop leadership performance contracts with contractor senior management.

� Establish a kick-off meeting protocol for key sites that involve personnel from base offices and site teams, in-cluding sub-contractors.

� Ensure that Contractor discloses all relevant sub-contractors working within the boundary of BP control and implements appropriate processes to ensure sub-contractors conform to BP’s HSSE requirements.

� Implement Emergency Response Strategy and verify contractor’s com-pliance with requirements, conduct first table top or emergency drills.

DEFINE (cont.) EXECUTE

AWARD� Ensure significant weighting in the

overall evaluation criteria for the HSSE element and in relation to the level of risk.

� Carry out pre-award meetings, in-ternally as well as jointly, with the selected contractor in order to clarify and further assess suitability of con-tractor’s HSSE plans.

� Provide feedback to contractor on evaluations results of their proposal and request an improvement plan where necessary.

� Conduct special verification work in those cases where a remediation plan is approved for a particular con-tractor.

� Conduct additional verifications, where relevant, to ensure that the main con-tractor has established similar HSSE se-lection criteria and requirements of their sub-contractors, and in particular those that will perform work at BP control boundary sites.

� Once contracts are awarded and prior to mobilization, review the Contractor’s HSSE plan and ensure fit for purpose and in alignment with BP expectations.



Mobilization DEFINE EXECUTE

� Continue to hold site HSSE kick-off meetings and involve sub-contrac-tors whenever relevant.

� Continue HSSE site-specific training and induction.

� Confirm that an HSSE Plan is being implemented to manage risks during mobilization.


Execution DEFINE EXECUTE

� Clearly define site boundaries, inter-faces, and authorities during contract execution for all contractors involved in Execute stage activities

� Refine/review and update HSSE risks assessments for the Execute stage, in-cluding mitigation measures.

� Implement the BP CoW Standard for all contractors and subcontractors who perform work on BP premises.

� Promote adoption of the BP CoW Stan-dard by companies working on behalf of BP on non BP remises.

� Confirm that the HSSE Plan is being implemented to manage risks during construction.

� Continue with emergency response drills.

� Monitor and audit Contractors’ HSSE performance and review on a regular basis during contract execution

Final Evaluation and Close-out

DEFINE EXECUTE

� Conduct and document a joint evalua-tion of the company and the contrac-tor’s HSSE performance.


De-Mobilization DEFINE

� Identify all HSSE legal require-ments pertinent to demobilization of equipment and personnel.

� Continue to provide suitable man-ning levels including HSSE person-nel.

EXECUTE


9.1 Projects Cyber Librarian

The Projects Cyber Librarian administers the Projects Library and Shared Learning System (SLS). The Projects Cyber Librarian is available to assist any user:

• Navigate the guidance, templates, tools and examples in the Projects Library.• Find relevant lessons and information in the P&E SLS.

The Projects Cyber Librarian is also available to assist:

• Network Leaders locate, develop and organize contents in the Projects Library and the P&E SLS.

• Project teams set up their local Shared Learning Systems.

Contact the Projects Cyber Librarian at [email protected].

9.2 HSSE Training

A high level overview of HSSE is provided in the Project Management College in the ‘Projects the BP Way’ course.

The PMC also offers instructor led training in HSSE. These courses are offered as part of their curriculum on specialized topics and is aimed initially at an internal audience of participants from the Project Management community at BP desiring to improve their practical competency in the application of HSSE practices. Visit http://projects.bpweb.bp.com/pmc to get a complete listing of the training offered.

9.� Tools and Examples

The companion CD to the HSSE Guidelines contains numerous tools and examples from BP Major Projects worldwide that will assist the user in implementing these guidelines. Many of these tools and examples are available at the ETP & Projects Library accessible via the ETP Projects Homepage at http://etp.bpweb.bp.com.

9 resources

http://projects.bpweb.bp.com/pmc

http://projects.bpweb.bp.com/pmc

http://etp.bpweb.bp.com


C&EACommunications and External Affairs function

Category A ProjectCategory A refers to high sensitivity projects with the potential, using a Precautionary Principle (see definition), to have chronic or irreversible adverse impacts on sensitive environments.

Category B ProjectCategory B refers to medium sensitivity projects whose potential adverse impacts on the environment are generally localised, reversible, and in most cases, where mitigation measures can be designed more readily than for Category A projects.

Category C ProjectCategory C refers to low sensitivity projects likely to have minimal or no adverse environmental impacts (e.g. projects located in previously or currently developed and developing areas, where there is significant precedence and prior experience, and where the environmental risks are low and manageable).

Circles of InfluenceCircles of Influence describes what the project will ‘control and record’, ‘track and influence’ and ‘monitor and engage’.

Competency and Training Delivery PlanThe Competency and Training Delivery Plan defines how the project will ensure proper processes to demonstrate and record the skills and abilities of a workforce.

Construction HSSE PlanThe Construction HSSE Plan is a potential subset of the Project HSSE plan that defines HSSE expectations, organization, and HSSE procedures, facilities, and processes to be used during project construction. The plan defines management systems for construction safety including HSSE responsibilities, subcontracting strategy, assurance processes and the relationships between the client, construction contractor and subcontractors.

Construction Stage HSSE Review (Construction Stage PHSSER) The Construction Stage HSSE Review is a Project HSSE Review (PHSSER) conducted during the Execute Stage (construction phase), typically soon after commencement of significant piping installation. This PHSSER should be conducted at the construction site.

terms & definitions


Control of Work (CoW) StandardThe Control of Work (CoW) Standard focuses on the safe execution of workplace activities. The standard covers five key areas: planning a task, assessing and managing risk, controlling the work, capturing learning, and stopping work that is unsafe. A total of 12 elements are included within these areas.

CRRContinuous Risk Reduction is a Major Accident Risk (MAR) process requirement. The following is an interpretation of GP 48-50 requirements: During all phases, opportunities for risk reduction will arise as more detailed design decisions are made. These should be explored by the design teams involved as an integral part of the approach to design hazard management and suitable measures included to reduce risk. The objective is to achieve a MAR profile that is below the ‘Group Risk Reporting’ line for the type of project concerned. A demonstration is made (by design) to show that major accident hazard effects and risk are reduced to a level where further expenditure on additional hazard management measures would be disproportionate to the benefit achieved.

DHMDesign Hazard Management is the method of achieving Design Safety through management of hazards. ‘Managing’ hazards involves eliminating or minimizing major accident hazards at source and preventing those that remain from becoming major accidents. It also involves the provision of sufficient design integrity to control the consequences of a major accident to reduce severity and potential escalation, while providing mitigation and protection for personnel and key facilities from the effects (e.g. heat, smoke, gas, toxic fumes etc.).

Environmental Impact Assessment (EIA) or Environmental and Social Impact Assessment (ESIA)Environmental Impact Assessment (or Environmental and Social Impact Assessment) is a formal process used to predict the environmental and social consequences of all stages of any development project. EIA (or ESIA) is a process that attempts to identify, predict and assess the likely consequences of proposed development activities. EIA (or ESIA) ensures that the potential problems are foreseen and addressed at an early stage in the project planning and design.

Golden Rules of SafetyThe Golden Rules of Safety are the key safe work practices that are rigorously followed by BP employees and contractors performing work on behalf of BP.

terms & definitions

GVPGroup Vice President

Hazard RegisterA Hazard Register is a document summarising the major accident hazards and the design measures in place to manage them.

Health Impact Assessment (HIA) A Health Impact Assessment is a combination of procedures, methods, and tools by which a policy, programme or project may be judged as to its potential effects on the health of a population and the distribution of those effects within the population.

HMPHazard Management Process

HSSE-MPThe HSSE Management Plan describes the organization and HSSE management systems implemented to manage HSSE risks and deliver the HSSE goals and targets.

Human Factors (HF)Human Factors are the environmental and organizational job factors and human, individual characteristics which influence behaviour at work.

ISDInherently Safer Design is the design principle of reducing the risk of harm to personnel, assets and the environment by means of underlying design integrity and layout.

ISO 14001ISO 14001 is one of the ISO 14000 series of standards, an international series of standards detailing Environmental Management System requirements for organizations to help minimise the harmful effects on the environment caused by their activities, and to deliver continual improvement of their environmental performance.

terms & definitions


MAA Major Accident is a serious accident arising from a Major Accident Hazard (MAH), including:

(a) a fire, explosion or the release of a dangerous substance involving death or serious personal injury to persons on the installation or engaged in an activity on or in connection with it.(b) any event involving major damage to the structure of the installation or plant affixed thereto or any loss in the stability of the installation.(c) the collision of a helicopter with the installation.(d) the failure of life support systems for diving operations in connection with the installation, the detachment of a diving bell used for such operations or the trapping of a diving bell or other sub sea chamber used for such operations.(e) any other event arising from a work activity involving death or serious personal injury to five or more persons on the installation or engaged in an activity in connection with it.

MAHA Major Accident Hazard is an identified hazard capable of causing a Major Accident (MA). These are defined under the following categories: Controllable Hazard, Evacuation Hazard, Catastrophic Hazard.

MAH ManagementMajor Accident Hazard Management includes the methods employed to reduce the probability of a MAH occurring, and to limit the potential effects should an accident occur.

MARA Major Accident Risk (see GP 48-50) is the result of frequency of occurrence and potential consequences arising from realisation of the Major Accident Hazard (MAH).

MAR ProcessThe Major Accident Risk Process is the risk assessment process required for all projects, usually at the final selection of the design concept to be carried forward, or early in the Define stage.

MOCManagement of Change is a formalized process for managing and controlling changes in a project’s scope and execution plans.

terms & definitions

MPcpMajor Projects Common Process is a set of project guidance that codifies best practice and enables knowledge and lessons to be shared.

OMS FrameworkThe OMS Framework describes the elements of operating that the local OMS will address. It is a process required to deliver continuous improvement in the elements of operating and the role of standards and practices in the local OMS.

PEPThe Project Execution Plan is a document developed during the Select stage which defines key strategies and plans necessary to complete the Define and Execute stages of the project. Where the technical definition describes what is to be designed and built, the PEP describes how it is to be designed and built.

PHSSERProject Health, Safety, Security and Environmental Review is a seven-stage process required by the BP Group Integrity Management (IM) Standard and linked to the CVP stages, which provides external reviews of Health, Safety, Security and Environmental (HSSE) activities of projects. PHSSER provides assurance to management that projects are setting appropriate HSSE standards and meeting those standards. Ref BP ETP GP 48-01.

Primary Health CarePrimary Health Care is health services provided outside hospital by medical practitioners and community health services.

Project GatekeeperThe Project Gatekeeper is the individual responsible and accountable for the decision made at the end of each CVP stage. This person also secures resources and funds for the next stage of a project, once it is approved or sanctioned to move forward.

Public Consultation and Disclosure Plan (PCDP)The Public Consultation and Disclosure Plan is a plan for the project stakeholders, which sets out BP’s approach to consultation and communication, that will be conducted through the EIA process(es). It covers complete details regarding what information will be disclosed, including what relevant languages, by what means, and at what time; and how the public’s comments will be addressed in the project’s design and execution.

terms & definitions


Risk AssessmentA Risk Assessment is the process of estimating the probability of an incident occurring; estimating the magnitude of the resulting impact, including environmental impact; and making a judgment about the significance and reasonableness of the risk. Risk is a function of both probability and consequence.

S&OSafety and Operations function

SCDM (Protective Systems)Safety Critical Design Measure is defined in the E&P Integrity Management Segment Implementation Guide as ‘safety systems, devices, and controls which are designed to prevent, detect, control or mitigate a major accident, or facilitate the escape and survival of people (e.g. ISD measures, Prevention of Ignition, Fire & Gas Detection, ESD System).Note: ‘Protective Systems’ referred to in The E&P Integrity Management Segment Implementation Guide are the same as the SCDM.

SCEThe Safety Critical Equipment is the individual tagged items of equipment within each Safety Critical Design Measure (SCDM) or Protective System, which must be identified in the operational maintenance matrices (e.g. Maximo) as critical to the function of an SCDM. Only those items of equipment that could cause serious impairment or failure of an SCDM should be regarded as critical.Note: The E&P Integrity Management Segment Implementation Guide does not provide a clear definition of SCE, but states that the most critical of the items identified as important to the function of SCDM (Protective Systems) should be classed as Safety Critical Equipment.

Secondary Health CareSecondary Health Care is hospital-based care used when capabilities of primary health care are exceeded.

Sensitive AreasSensitive Areas are areas of land and sea which have been designated, or are generally recognized, as being of particular biological, geological, topographical, historical, cultural, or spiritual importance or which have particularly significant or unique socio-economic conditions.

terms & definitions

SensitivitySensitivity is a qualitative assessment of the potential risk to the environment as a result of the impact of our operations with respect to our ability to manage those impacts.

SGVP Senior Group Vice President

StakeholderA Stakeholder is a person, group, or business unit that has a share or an interest in a particular activity, set of activities, Project or Operation.

TractionTraction is a global database for management of work-related incidents.

terms & definitions

©2007 BP International Limited. All rights reserved.

This document is the confidential and proprietary property of BP and is provided solely for use within BP by its employees or contractors having a confidential relationship with BP. Use or reproduction of this document is only by permission of BP and only for the purpose or project for which it is disclosed and authorized. BP makes no warranty or representation as to the accuracy, completeness, or usefulness of the information contained in the document, or that the same may not infringe any third party rights. BP assumes no liability for any damages that arise from the use of information contained in this document.

EPTF Projects & EngineeringBP ExplorationChertsey RoadSunbury on ThamesMiddlesexTW16 7LN

Date of publication March 2007

mpcp hsse guidelines

Documents