Emergency Response and Contingency Plans

Operations Integrity Management System
Document Title: Emergency Response and Contingency Planning

Standard
Document Code: OS-HQGN-S004
Revision Date: Page:
Rev. No: V03
21-April-2015 1 of 15
Emergency Response and Contingency Planning

Standard
Reference: OS–HQGN–S004
Version: V03
Document Control
Release Date: 21 – Apr - 2015
Produced: 05 - Jan - 2010
Owner: OiLSERV
Author: David Allison
Reviewer: Nouman Akbar
Approver: David Allison (Q&SSHE Vice President)
Prepared By: David Allison Reviewed By: Nouman Akbar Approved By: David Allison
Revision No. : V03 Issued Date: 21-Apr-15 Controlled Copy Online
Standard
Rev. No: V03
21-April-2015 2 of 15
Revision History
Revision Effective Date Description By
V01 22nd Feb 2010 First draft Andres Mejia
V02 15th December 2014 Revision & formatting David Allison
Addition of Contingency as David Allison &

V03 21st April 2015
per API Q2 Nouman Akbar
Standard
Rev. No: V03
21-April-2015 3 of 15
Table of Contents
1. Statement ................................................................................................................................. 4
2. Objectives ................................................................................................................................. 4
3. Scope ........................................................................................................................................ 4
4. Definitions and Abbreviations .................................................................................................. 4
5. Implementation and Monitoring .............................................................................................. 5
5.1 Roles, Responsibilities and Authorities. ...................................................................................... 5
5.1.1 Line Management..................................................................................................................... 5
5.1.2 SQ&SSHE Teams ....................................................................................................................... 5
5.1.3 All Employees ........................................................................................................................... 5
5.1.4 BU Emergency Response Team Leader .................................................................................... 6
5.2 Implementation .......................................................................................................................... 6
5.2.1 Risk Management ..................................................................................................................... 6
5.2.2 Definition of Scenarios ................................................................................................................. 7
5.2.3 Contingency Planning................................................................................................................... 7
5.3 Development of plans ................................................................................................................. 9
5.3.1 Categories ................................................................................................................................. 9
5.3.2 Emergency Management Stages .............................................................................................. 9
5.4 Event Reporting ........................................................................................................................ 10
5.4.1 Internal and External Communications .................................................................................. 11
6. Training ................................................................................................................................... 12
6.1 Drills .......................................................................................................................................... 12
7. Auditing, Monitoring, Reviewing & Records .......................................................................... 12
8. References .............................................................................................................................. 13
9. Appendix 1 – Event Flowchart ................................................................................................ 15
Standard
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1. Statement
OiLSERV’s activities have inherent risks, and in adherence to the Management System, OiLSERV
actions are aimed at protecting people, equipment, processes, environment, operations and goodwill.
OiLSERV BUs shall maintain emergency and contingency procedures to handle significant risk
scenarios which will be identified and planned for, and by systematic drills, reviews and analysis,
losses must be prevented or their affects mitigated.
2. Objectives
This Standard is intended to act as a guide for all OS Operating entities to recognize the potential
hazards which may exist in the workplace, in order to develop and maintain appropriate action plans
to deal with all possible situations which compromise human life, health, saftety, security, the
environment or the business itself.
The standard also aids in establishing the correct procedures for communicating internally within
OiLSERV as well as with Clients, the local, national or international authorities and other external
parties such as the media.
3. Scope
This Standard must be applied in the OiLSERV HQ, Business Groups, Lines or Units. The document
intended to provide a guideline for ERP and Continency Controls for OiLSERV operations and their
effective implmeneation, management and compilance resecptviety at all levels & BUs.
The Requirements of local governments, regulatory, clients, suppliers and subcontractors and the
means of communication must also be considered and incorporated into any plans established.
4. Definitions and Abbreviations

Term/Abbreviation Definition
Contingency A future event or circumstance which is possible but cannot be predicted with certainty.
Something considered by the organisation or client as indispensable or essential to
Critical
complete a task or purpose.
An incident at BU level which requires HQ support in order to control damage to overall
Crisis
business resilience.
Disruption Disturbance or problems which interrupt an event, activity, or process.
An incident that may cause injuries, illness, loss of life, destruction of property or damage
Emergency to the environment to such an extent that it has the potential to quickly escalate to a crisis
if immediate action is not taken.
A clearly defined and documented plan of action to commence immediately after the
Emergency Management
occurrence of an emergency to prevent the loss of life and minimize injury, environmental
Plan
and property damage.
Standard
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Any object, product, physical condition, or physical effect that has the potential to cause
Hazard
an undesired event.
A member of the HQ Crisis Management Team trained for and tasked with
Spokesperson
communicating externally.
5. Implementation and Monitoring
5.1 Roles, Responsibilities and Authorities.
5.1.1 Line Management

HQ Top Management with the support of the HQ Functions is responsible to
 Establish Emergency Teams at HQ level to enable support of BUs should an emergency escalate
into a Crisis.
 Identify spokespersons authorised to communicate with external bodies
 Ensure that all BUs and BLs under its control have robust contingency plans in place with
sufficent numbers of trained personnel.
 Regularly review plans with direct reports in BUs.
Business Unit Line Managers are responsible to ensure that:
 Trained and competent Emergency Response Teams are in place.

 Identify personnel authorised to manage emergencies and communicate with internal
resources.
 Sufficient resources are available for all contingencies.
 Scheduled test exercises of their different scenario plans are carried out.
 Ensure time for training, meetings and inspections to the Emergency Response Team.
5.1.2 SQ&SSHE Teams

 Supporting Management in development plans and training of employees.
 Ensure regular drills and effectiveness of ERPs are monitored, reviewed and upgraded
 Update plan as owner on the BU level.
5.1.3 All Employees

 Participate in training sessions.
 Identify and report effectively, any possible contingency or emergency.
 Support the Emergency Response Team as active members.
 Participate in emergency drills, cooperating with SQ&SSHE and Local Management.
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5.1.4 BU Emergency Response Team Leader

 Run Emergency Response Drills with the BU VP, site managers and SQ & SSHE Team
 Maintain updated the list of available resources.
 Ensure all necessary training to ensure no gaps in capabilities of team.
5.2 Implementation
5.2.1 Risk Management

OiLSERV's personnel work with equipment and substances and in security situations which can be
life threatening, physically harmful or pose environmental risks. These risks shall be managed in
an effective manner to avoid the losses as much as possible to maintain business continuity, having
as its first objective the Protection of Life.
Each BU must ensure that a full Risk analysis of the operating environment, including a full
environmental impact assessment, is carried out as per OS Risk Management Standard, OS-HQGN-
S015. Scenarios must be identified and plans developed to deal with them.
To give guidance typical Hazards encountered by OiLSERV may be classified in the following
categories.
 Working in non OS managed pressurised process environments, (Wells, production facilities

etc.)
 Toxic Gases and Corrosive Substances.
 Use and control of Flammable Substances.
 Using Machinery, Equipment and Tools
 Exposure to Energised systems: (Fluid, air, electrical, mechanical, etc)
 Exposure to Radioactive Material.
 Use of Explosives.
 Working at Heights.
 Working in Confined Spaces.
 Use of Mechanical Lifting equipment.
 Manual Stepping Handling and Lifting
 Transportation by land, air or sea.
 Security exposures. (Crime & Terrorism)
 Natural phenomenon
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5.2.2 Definition of Scenarios

Scenarios must be defined and can be considered as when any of the following events has occurred;
 Loss of primary containment of hazardous substances in any facility,
 An explosion or fire,
 A serious environmental incident,
 Any injury,
 Loss of control of Explosive or radioactive materials,
 Security issues – kidnap, violent crime, threats or attacks on facilities,
 Natural phenomenon which interupts business activities,
 Medical emergencies, including pandemics,
 Equipment failure,
 Logistical problems,
 Labour disputes such as strike action,
 Supplier or sub contractor failures,
 Human Factors, examples being fatigue, negligence, or deliberate acts.
All BUs must develop specific Scenario lists and plans in correlation with their risk
profiles.
5.2.3 Contingency Planning
The contingency planning for any disruption in services or supporting services or processes due to
any event is tackled by OiLSERV through the following methodlies:
 Emergency Response Plans (ERPs for BUs or BLs or for specific Projects)
 Operational Do’s & Don’ts feasibilities (real time in office, client or OiLSERV facility doing
detailed and comprehensive risk, hazard and scenario studies on paper) preventing &
mitigating operational or non operational risk or disruptive scenarios in OS services or
support activities
 Using HQGN-Pr007 – HAZOP Procedure (where required / applicable)
 Hazard Control Hierarchy as mentioned below in the figure & Risk Management Standard
(S015):
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All above contingency planning methodologies are integrated into services and supporting
processes between OiLSERV, client and its sub-contractor. These are planned, communicated, and
checked for effectiveness and reviewed whenever a major operational or non-operational change
happen to busienss or its services.
These activities and tools are properly documented and communicated to all stakeholders as and
when required or needed for operations to minimize the likelihood; reduce the duration of
disruption in service execution & provide substitute measure to have unaffected service delivery.
Contingency planning activities provide you a clear action trackor in response of any significant
risks & hazards identified (example HAZOP studies & Do’s & Don’ts: If this happen then what….?)
for operations enabling the organization to have strong control & mitigation measures incase of
disruptive events. Action trackors resulted from these practices also clearly identifiy
responsibilities & asign authorities with proper internal and external communication controls as
mentioned in the standard to effectively and efficiently managed the cycle of contingency
planning at OiLSERV.
Standard
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5.3 Development of plans

Business units must develop Contingency plans to cover the following scenarios:
5.3.1 Categories
 Category 1: Those that can be managed with local resources and do not require suspending the
company's operational activities to be controlled;
 Category 2: Those emergencies that requires partial suspension of operational activities and
the collaboration of external support agencies;
 Category 3: Crisis - Emergencies which have National and International Level effect and require
a complete suspension of operations and immediate intervention lead by Management of the
HQ.
5.3.2 Emergency Management Stages

There are defined two stages per emergencies: Emergency and Crisis.
Once the situation happens and the loss has occurred, the EMT (Emergency Response Team) have
to align efforts to avoid an escalation to Crisis.
5.3.2.1 Strategic Stage (What to do):

The strategic stage must be considered during the planning stage to attain the principal objective
which is to reduce the damage and prevent major losses which may affect to: People, Assets,
Buildings, Product or Service Delivery, Business Continuity. The strategic Stage must be defined
by the Senior Management, supported by the SQ & SSHE Team. This particular Stage requires:
 Identifying a group of people capable to attend to minor emergencies which includes: Small
Fires, Leaks, First Aid, activation of alarms. These people must be trained and certified.
 Developing a list of resources to attend the possible emergencies including: Fire Extinguishers,
First Aid Kits, Spill Control Kits, Smoke detectors, Alarms, T Card Boards, communications and
training, specialist equipment, etc.
 Define responsibilities and specific activities to be covered by the involved parties: Emergency
Response Leader, Spokesperson, Line Management, Human Resouces, Logistics and Supply
Chain, Legal, Medical advisors, SQ & SSHE Coordinators, SQ & SSHE Manager, Guards, Subject
Mater experts, etc.
 Inventory of necessary telephone contacts and places to mobilize people and equipment.
Standard
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5.3.2.2 Tactical Stage (How to do):

The tactical stage is considered once the strategic stage has been defined. To reduce (mitigate)
the damage produced by disruptions, there are some specific steps to be followed by the EMT.
This stage requires:
 Define standard procedures to attend the possible emergencies which may occur according
to the risk profile.
 Muster Points.
 Notification trees and agreed escalation stages.
 Inventory of External Support to be contacted in case of emergency.
 Inventory of external resources nearby the area: i.e: Hospitals, surgery cappabilities, bank of
blood, specialties, total capacity, pharmacies, contact telephones, etc.
5.2.2.3 Drills, Tests and Desk top practice

All developed contingency plans must be subjected to practice drills and tested to identify
improvement opportunities. BUs must develop an annual plan for testing all Scenarios and
record the results in the ORBIS system, such drills can be practical or desk top in format.
5.4 Event Reporting

Follow the event reporting tree requires; defining roles and responsibilities before attend the
emergency, and faster and PRECISE information:
EMERGENCY OCURRED
If the emergency can be attended
Evaluate The Emergency with local Resources, continue, if
not see green boxes
Command , Emergency Response
Define Roles and Responsibilities Team, Spokesman
Notify to Local Management Ask for external support like

Record activities in the Emergency
ambulances, firemen, etc. Notify
Immediately Response Log Book
local Management Immediatly
Maintain Communication with Top
Secure People area , Processes and Maintain people in a safe place until the
Management with accurate and
equipment during emergency external support give instructions
verified information
Report in ORBIS (24 hours after
Report in ORBIS (24 hours after Top Management is responsible to
ocurred max) and develop an
ocurred max) develop investigation appoint the Investigation Team
Investigation
Conclusion and lesson learnt Conclusion and leason learnt Continuous Improvement and
communicated communicated feeadback.
Standard
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 All incidents of any severity must be reported in an ORBIS Loss Event Report and then acted
upon by all affected parties. This also makes Incident Tracking and risk profiles easier to
monitor.
 All CMS accidents will be investigated thoroughly by an investigation team made up of Line
Manager, SQ & SSHE Team and any third party specialty consulting services required to assist
in the investigation. The outcome of the investigation will be published and the findings and
recommendations disclosed to all personnel at general safety meetings.
 Line managers will monitor the progress of the remedial actions to observe if the positive
changes requested in work behavior, safety and policy are being adhered to as per the
investigation recommendations.
When the Management is notified, the information must be clear, precise, avoid overstated
effects, if anything is unknown, in this moment, just tell the things which have been verified.
5.4.1 Internal and External Communications

Wherever OiLSERV conduct activities, there shall be available a telephone and e mail list, of the
people who must be notified during an emergency. This table must be maintained regularly, at
least monthly, and shall contain at least:
 BU and BL Managers
 SQ & SSHE Resources
 Journey Management Centre
 Company Doctor
 Ambulance Service
 Hospital
 Police
 Fire
 Client Representative
 Radiation Safety Engineer
 Explosives Safety Engineer
 HQ Contact details
All BUS must develop flow charts, as per appendix 1, to define who has the authority to act in any
given scenario.
Standard
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6. Training
To participate in Emergency Response activities specific training is required and must be recorded
in the SQ&SSHE Passport and training data base.
The following, is the general list of SQ & SSHE Safety Training, it is not exhaustive, and the SQ&SSHE
adviser must be consulted:
 Managing Emergencies.
 Communications Training.
 Risk Management.
 Environmental management.
 PPE Advanced training.
 HAZMAT-HAZCOM.
 Fire Prevention, First Aid Advanced, Spill Control.
 Reporting and Investigation of Incidents (events)
Specific training such as external communications training, may be required and must be arranged
via HQ and BU SQ&SSHE Function.
6.1 Drills
Each location must develop an annual Drill plan for all emergency types identified in the risk
management stage. This plan must be provided to HQ by the end of January each year. Results of
Drills and corrective action plans must be recorded in ORBIS and lessons learnt communicated to
all concerned.
7. Auditing, Monitoring, Reviewing & Records
This plans required by this Standard must be developed per each BU and BL, and must be reviewed
and updated at least yearly, or before, if the Risk Profile is changed, the telephone contacts has
changed or different resources were identified and should be included in the Plan.
The implementation of this standard must be audited yearly in each location, and every three years
must be object of formal audit by the OS Organization. All relevant records will be maintained on SKY
or physically at each BU / location.
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All events or suggestions / RIC / assessment / audit reports will be logged into ORBIS (OiLSERV Risk &
Barrier Information System) for reporting, recording, investigation, analysis and action tracker closure
tool.
Senior management of each BU must review the adequacy of this Standard at least annually.
8. References
8.1 Informative References
ISO 9000:2000 Quality Management Systems - Fundamentals and Vocabulary.

API Q2 1st Edition Specification for QMS requirements for Service Supply Organizations for the
Petroleum and Natural Gas Industries
API Q1 9th Edition & Petroleum, petrochemical and natural gas industries – Sector-specific quality
TS/ISO-29001:2010 management systems – Requirements for product and service supply
organizations
ISO 9001:2015 Quality Management Systems - Requirements
ISO 9004:2004 Quality Management Systems - Guidelines for Performance Improvement.
ISO 14001:2004 Environmental Management Systems – Requirements with guidance for use.
ISO 14004:2004 Environmental Management Systems – General guidelines on principles,
systems and supporting techniques.
OHSAS 18001:2007 Occupational Health & Safety Management Systems Requirements.
OHSAS 18002:1999 Guidelines for the Implementation of OHSAS 18001:1999
8.2 Normative References
OS Policies
OS-HQGN-P003 Driving
OS-HQGN-P005 Safety, Security, Health and Environment
OS-HQGN-P004 Service Quality
OS-HQGN-P006 Substance Abuse
OS-HQGN-P007 Information Technology
Manuals/Handbooks
OS-HQGN-M001 Operational Integrity Management System
OS-HQGN-M002 Safety, Security, Health and Environment MS
OS-HQGN-M003 Quality Management System
OS-HQGN-H001 OS Safety Handbook
Standard
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Standards
OS-HQGN-S001 Land Transport
OS-HQGN-S002 Permit to Work
OS-HQGN-S003 Security
OS-HQGN-S004 Emergency Response & Contingency Planning
OS-HQGN-S005 Competency
OS-HQGN-S006 Lifting of Loads
OS-HQGN-S007 Radiation Handling
OS-HQGN-S008 Explosives Handling
OS-HQGN-S009 Management of Hazardous Chemicals
OS-HQGN-S010 Personal Protective Equipment
OS-HQGN-S011 Safe Movement Standard
OS-HQGN-S012 Management of Change
OS-HQGN-S013 Behavioural Based Observation and Intervention
OS-HQGN-S014 Reporting
OS-HQGN-S015 Risk Management
OS-HQGN-S016 Health and Wellbeing
OS-HQGN-S017 Environmental
OS-HQGN-S018 Pressure
OS-HQGN-S019 Hydrogen Sulphide
Guidelines
OS-HQGN-G001 Safe Systems of Work
OS-HQGN-G002 Personal Protective Equipment
OS-HQGN-G003 Lifting and Hoisting
OS-HQGN-G005 Equipment Access Design
Procedures
OS-HQGN-Pr001 Control of Documents
OS-HQGN-Pr002 Contractor Management
OS-HQGN-Pr003 Internal Audits
OS-HQGN-Pr004 Opportunity and Proposal Management
OS-HQGN-Pr005 Customer Property
OS-HQGN-Pr006 Confined Space Entry
OS-HQGN-Pr007 HAZOP
OS-HQGN-Pr008 Bypassing Process Safety & Control System
OS-HQGN-Pr009 Event Investigation
OS-HQGN-Pr010 Employee Non-Compliance Consequence
OS-HQGN-Pr012 Outsourcing
OS-HQGN-Pr013 Purchasing
OS-HQGN-Pr014 Customer Satisfaction
Standard
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9. Appendix 1 – Event Flowchart

Incident
Occurred
Define Roles and Responsibilities.

Who will call to whom?, who will
attend the Emergency. Report
Immediately to the Line
Management.
Protect the area and avoid residual

or collateral events which can
increase the severity of the
emergency
Evacuation required?
YES
Activate the alarm and protect the

people in the Muster Point. Isolate
NO ignition Sources and determine the
severity.
External Support
NO Required? YES
Attend the emergency with

Life, Environment, Assets,
local resources: First Aiders,
Business or Security seriously
Fire Fighters, Spill Control YES
Compromised?
Crew, etc.
NO
The emergency can
escalate into a crisis?
Contact external Support

Collect all information YES
and wait for Instructions.
possible, and establish
Keep the People at the
communication with the ERT
Muster Point Follow the Crisis
Management Plan
Provide a formal report to the

local Authority (Client, Line
Manager, etc.). Notify all
necessary parties.
YES
Report the event Formally in

the data base NO
Conduct the Investigation

and send the Lesson
Event Under Control?
Learned to the involved
parties
YES
END

Emergency Response and Contingency Plans

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Operations Integrity Management System

Document Title: Emergency Response and Contingency Planning

Emergency Response and Contingency Planning

V01 22nd Feb 2010 First draft Andres Mejia

V02 15th December 2014 Revision & formatting David Allison

Addition of Contingency as David Allison &

4. Definitions and Abbreviations

5. Implementation and Monitoring

5.1 Roles, Responsibilities and Authorities.

5.1.1 Line Management

Business Unit Line Managers are responsible to ensure that:

 Trained and competent Emergency Response Teams are in place.

5.1.2 SQ&SSHE Teams

5.1.3 All Employees

5.1.4 BU Emergency Response Team Leader

5.2.1 Risk Management

 Working in non OS managed pressurised process environments, (Wells, production facilities

5.2.2 Definition of Scenarios

5.2.3 Contingency Planning

5.3 Development of plans

5.3.2 Emergency Management Stages

5.3.2.1 Strategic Stage (What to do):

5.3.2.2 Tactical Stage (How to do):

5.2.2.3 Drills, Tests and Desk top practice

5.4 Event Reporting

Notify to Local Management Ask for external support like

5.4.1 Internal and External Communications

7. Auditing, Monitoring, Reviewing & Records

8.1 Informative References

ISO 9000:2000 Quality Management Systems - Fundamentals and Vocabulary.

8.2 Normative References

9. Appendix 1 – Event Flowchart

Define Roles and Responsibilities.

Protect the area and avoid residual

Activate the alarm and protect the

Attend the emergency with

Contact external Support

Provide a formal report to the

Report the event Formally in

Conduct the Investigation

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