fats) Emergency Preparedness Objective Saudi Aramco shall be prepared to manage emergencies wherever it operates. To achieve this, viable emergency response and recovery plans shall be in place to protect people, assets, the environment, communities, and business interests.oh) Element & Cite mats) Expectations Emergency risk assessment Conduct emergency risk assessments for foreseeable emergency scenarios that may adversely affect Saudi Aramco business. Emergency plans Develop, communicate, and maintain comprehensive emergency response and recovery plans, including procedures for managing and progressively expanding emergency response efforts. Emergency response organization Establish and define the organization of emergency responders and their responsibilities based on the structure of the incident command system (ICS). Communication Establish processes to ensure effective internal and external notifications and ongoing communications. Resources Define, identify, maintain, and test emergency response resources for readiness. Training ‘Train all emergency responders to understand their roles and responsibilities. Drills and exercises Regularly conduct, critique, and document emergency response drills and exercises to assess and improve emergency preparedness capabilities. Periodic review and improvement Review and improve plans and overall emergency preparedness to update information and incorporate lessons learned. Safety Management system [73Emergency Preparedness Baucus Introduction Emergency preparedness plans define all responsibilities, procedures, and resources required for preparedness, response, and recovery. This element outlines the development, execution, and main- tenance of clearly defined plans to effectively respond to emergencies consistently across departments. This element also describes the incident command system (ICS) and the part individual emergency response plans play in the company’s overall emergency response capability. If serious emergencies or catastrophes occur beyond local emergency response capabilities, the ICS framework allows ap- plication and integration with higher level crisis management, A brief look at the basic levels of emergency management and the terminology associated with the various types of emergency response is helpful. See Figure 8-1. = Includes the activities typically directed by an on-scene incident commander (e.g., superintendent) and response team to protect life, property, and the environment, The emergency response organization is based on an ICS orga nizational structure. Additional coordination may be provided by a local incident manager (e-g., refinery manager). These plans. apply to the facility, refinery, or operating unit and the designated people best equipped to respond and manage the local ‘These local plans should link to the following plans when response and resources are required. ‘Are usually broader in scope and involve managing resources beyond. the capabilities available for local emergency response. They are inte- ‘arated to ensure coordination actoss organizational lines andior tailored to a specific type of emergency (e.g., disaster contingency plan, offshore A spill contingency plan, information technology [IT] business recovery plan). 2 ‘Means additional active management support, initiated by a higher level crisis management team, as necessary should an emergency escalate beyond the capabilities and resources of local emergency response and/or contingency plans. 74) Safety Management 5)oh) Element & Cite mats) Figure 8.2 illustrates the key steps necessary to prepare for an emergency, applicable to all three levels of emergency management summarized earlier. Organization Communication Resources = Command ® Personnel + Roles * Facilities “© ¢Responsibites ae = Emergency Risk Assessment ‘A planning team will assess reasonably foreseeable incidents (scenarios) andl estimate their probability and impact, identify appropriate emergency response strategies for each, and establish business recov- ery and restoration efforts necessary alter the emergency has been contained. Plans and scenarios evaluate potential effects on people, the environment, assets, and business. Alternative response strategies should be developed for emergency scenarios. safety Management system [75aes Citar Element 8 Identify Emergency Scenarios ‘The first step in determining emergency response resource requirements is to develop a list of credible potential emergency scenarios, assess the consequences of each, and then decide how to best address them in the planning process. Some examples follow: * Firefexplosion » Natural disaster Shipwreck Building collapse Medical emergency + Flammable vapor release = Well control incident * Toxic vapor release (e.g., H:S) + Hazardous material spill * Epidemic * Remote location . rupture + Fatalities/multiple injury/illness/hospitalizations __* Security incident © Plane crash * Business interruption. Appropriate emergency response strategies must be developed based on the following consider- ations (in order of priority) 1. Protect the life of personnel and third parties 2. Minimize business interruptions, asset losses, and property damage 3. Minimize environmental effects 4, Preserve business reputation. ‘To agree upon a response strategy for each scenario, planners must assess the consequences and then determine the resources needed for effective responses. The same process is performed for the entire organization to assess major emergency scenarios that could escalate to the crisis management level. Once the appropriate response strategies for all reasonably foreseeable scenarios have been identified, emergency plans are developed. Emergency Plans Comprehensive emergency plans are established for every facility and significant operation to en- able the organization to respond to and recover from foreseeable incidents for the three levels of response noted earlier. Effective, comprehensive emergency response and recovery considers the following: * Orderly shutdown of operations + Evacuation routes and assembly areas for personnel accounting * Incident command post establishment = Emergency treatment of injured and ill, including triage * Logistics for delivery of resources = Damage control to prevent secondary losses, = Orderly recovery of operations or business systems. All plans must function under normal and abnormal operating conditions. For example, abnormal operating conditions might include situations where water, power, or transportation may not be available. Summary plans are concise documents recommended to assist response personnel as they respond to scenarios at the emergency site. All emergency plans will address issues including organization, communications, resources, and training. 76) Safety Management systemfaCitieem Emergency Preparedness Emergency Response ‘The plan will define the c of the response or- ganization (c. of the event). ‘The structure is based on the ICS s , Figure 8:3. Incident Command System typical structure 1e site—there jint an emergency Note that the on-scene incident can be only one person in preparedness coordinator, an ex} with knowledge of emergency response activities and the authority to obtain commitments and follow actions through to completion. This person is assigned as the plan’s caretaker. Communication Efficient and accurate communications are crucial to effective emergency response. The emergency plan will clearly define notifications, response team communications, and internal and external communications. Notification Notification is the initial communication, including sounding of the alarm, that indicates an emer- gency has been declared. Mobilization to respond to the emergency begins when the alarm sounds. safety Management system (77Ciitsre Element 8 tute) Necessary notifications are made, including those to management (see also Element 9, “Incident Reporting and Analysis”). A one-page, easy- to-follow (and update) emergency response plan summary, with noti- fication contact information, is essential. These contacts must also be documented in the emergency response plan, Communication withiwithin the Response Tearm(s) ‘The plan enables first responders to initiate the response and, as neces- sary, to mobilize additional assistance until an on-scene incident com- ‘mand is established. There must also be a simple process for the incident ‘manager to mobilize his support team, as well as to communicate details of the incident and the response efforts to senior management and members of the crisis management team. Communication systems, including backup systems, should also be specified within and between each response team. When outside teams are involved, the planning process must en- sure compatibility of communication equipment, Internal Communications Allemployees and relevant contractors must be kept informed of the status of the incident and the progress of the response. Timely and fac- tual updates, using written or verbal briefing and electronic media when appropriate, will help employees cope with a serious incident. Emergency response dil External Communications Neighbors/Communities: Maintaining internal communications is important; itis equally impor- tant to maintain communications outside the organization. Planning ‘must determine which neighbors or communities could be directly affected by the scenario (or the response) being considered and their involvement or response. The plan must ensure that all potentially involved individuals and communities have been advised in advance of the potential risk, how the company will respond to an incident, what is expected of them (e.g., shelter in place or evacuation), and how they will be contacted. The emergency communication method chosen (¢.2., alarm, telephone call, personal visit) must be tested regularly to demon- strate how it works and to ensure that it functions properly, Local and National Government: Based on Saudi Aramco policy, only representatives from Saudi Aramco Affairs (SAA) are authorized and specifically designated to deal with government agencies (see also Element 3, “Communications”) Media Representatives: Based on Saudi Aramco policy, only Public Relations (PR) Department representatives are authorized and specifically designated to deal with the media (see also Element 3, “Communications”). 78) Safety Management systema(utaieem Emergency Preparedness Resources Developing the emergency plai ‘Typically, these resources are detailed in the plan’s appendices for easy review and update. The plan specifies the personnel, facilities, and equipment required for effective response and recovery. It also indicates resource availability and arrangements for rapidly obtaining additional required resources not maintained or readily available on-site, cludes clearly defining the resources required to implement it. Personnel required to implement the response and recovery must be clearly specified in terms of the number of people needed and the necessary capabilities, including experience, skills, and competen- cies. The time and means for mobilization must also be specified in the response plan. When many responders are required (e.g., onshore effects of a marine oil spill), contract arrangements will be established to ensure availability of necessary additional manpower. Facilities may include the command center and control rooms, hospitals and first aid centers for treating the injured, accommodation and welfare arrangements for responders, and secure storage for equipment. To support business recovery efforts, plans should identify alternate or temporary offices, buildings, or equipment to be used until operations are fully functional again, Some alternate or temporary facilities may currently exist or could be quickly constructed, but the planning team must ensure that they are fit for purpose. If not, provisions for appropriate modifications should be planned so that the alternate or temporary facilities can function as required. Equipment specified in the plan may include personal protective equipment (PPE), ambulances and other first aid equipment, search-and-rescue aircraft and vehicles, fire and explosion detection and/or suppression equipment, fixed and/or mobile firefighting devices, oil spill containment equipment, phones, and radios. The required capability and maintenance of each must be clearly specified in the plan, including testing of communications equipment. If equipment is insufficient to implement the strategy, then consideration must be given to the potential for mutual aid (i.e., using equipment from aan adjacent Saudi Aramco or third-party site). Training Personnel Designated in Emergency Plan All personnel designated in the emergency plan will be trained in both the overall plan contents and their specific roles and responsibilities. Everyone involved in the plan must be able to perform their assigned duties. The plan will specify the skills, experience, and competencies that each responder ‘must have to function as a team. Examples include firefighting, first aid, search and rescue, and spill control. This includes training incident commanders, emergency managers, and crisis managers. The training plan outlines delivery of the necessary competencies and training. Training records should be well-documented. Everyone Else on the Site ‘The emergency plan will be communicated in an appropriate form to all employees, contractors, visi tors, external agencies, and relevant members of the public so that they understand that the plan is in place and what they are expected to do. All employees, contractors, and visitors to the site should receive appropriate orientation training in proper actions in the event of an emergency, including how the alarm will be sounded and how and where to evacuate. Salety Management System [79Emergency Preparedness ataumued Drills and Exercises A variety of drills and exercises will be in place to regularly test all levels of the emergency plan against realistic objectives and scenarios and to lear from such exercises to improve response capabilities. The program will include a mix of the following: » Announced and unannounced drills * Technical exercises enabling teams to practice their skills without pressure + Tabletop drills enabling the interfaces between different parts of the plan to be tested and managers to understand their roles and planning assumptions + Low. intensity mobilization of response teams to practice deployment + Full-site mobilization of a major scenario response, including mutual aid + Full mobilization up to and including crisis management response, including goverment agency and media interfaces. Documented drills and exercises will be preplanned and approved by the appropriate manager. Pre- planning should include a planned drill scenario, documented expected actions, and a safety review to eliminate risk of injury or incident, Actions and response times should be documented during the drill. Independent critique and review discussions following the drill will result in for improvement that are communicated among responders. These recommendations shi tion items to improve the response and upgrade the plan. Figure 8-4 contains an. Emergency Drill Planning and Critique Fachyavea ate 7 ‘Seenaro Prepsted by speedy objec of ni ‘Scmuro Deion "Bipot Aine i te | Oberved AtonsTines: tt isElement & Nett ee ee) Periodic Review and Improvement ‘The plan will be reviewed at least annually to ensure that the assessed emergency risks remain valid, that it reflects the current organization, and that the responses are appropriate. This review should validate the proper organization and command, appropriate training, adequate resources, and effective communication. Valuable insight can be gained through review of documented drills and exercises. Additionally, this review ensures that all information is current (e.., telephone num- bers, resources). A process should be in place to communicate plan changes and distribute updated copies to all plan holders. Significant changes should be tested as soon as possible through a drill or exercise, Management Review A management review will be conducted regularly (e.g., every 3 years) at the organization level to assess overall emergency preparedness, This review ensures that the structure and organization of emergency preparedness are sufficient to meet the organization’s needs. This comprehensive review should examine plan documentation and records (e.g., training, exercises and drills), emergency response performance, lessons learned, and industry benchmarks to identify and implement im- provements. safety Management system [81