S 000 1654 0130v - 0 - 0010 Emergency Response Plan

Employer Doc. No.
NSRP Contractor Doc. No.

Complex Project Nghi Son Refinery and Petrochemical S-000-1654-0130V
Nghi Son, Vietnam Limited Liability Company Rev. 0 Page 1 of 45
Employer Contract No.: , Contractor JOB Code: 0-6495-20 Date: 01/JUL/13
EMERGENCY RESPONSE PLAN
Unit No.: Not Applicable
Document Class: Z
Issue Purpose For Construction
Rev Date Page Description Prep'd Chk'd App'd

0 01/JUL/2013 All Issued for Construction J.F. M.K. Y.O.
E 27/MAY/13 All Following Meeting Results J.F. M.K. Y.O.
D 17/MAY/13 All Following Lender Comments J.F. M.K. Y.O.
C 27/APR/13 All Following Lender Comments J.F. M.K. Y.O.
B 29/MAR/13 All Reflecting NSRP Comments J.F. M.K. Y.O.
A 19/MAR/2013 All First issue J.F. M.K. Y.O.
Operation Centre JOB Code: Operation Centre Doc. No.:

Responsible Company Prepared by Checked by Approved by
JVD J.Furumoto M.Kano Y.Okazaki
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Title: Emergency Response Plan Page 2 of 45
S-000-1654-0130V
CONTENTS
1. INTRODUCTION ...................................................................................................... 5
1.1 Purpose .............................................................................................................. 5
1.2 Scope ................................................................................................................. 5
2. DEFINITIONS ........................................................................................................... 5
2.1 Abbreviations ..................................................................................................... 7
3. REFERENCE DOCUMENTS.................................................................................... 8
4. EMERGENCY RESPONSE PHILOSOPHY AND STRUCTURE .............................. 8
4.1 Definition and Ranking of Incidents .................................................................. 10
4.2 Examples of Incidents, Emergencies and Crisis .............................................. 10
4.3 Response Levels and Resource Allocation ...................................................... 12
5. RESPONSIBILITIES ............................................................................................... 13
5.1 CONTRACTOR Personnel Responsibility ..................................................... 13
5.2 Subcontractors ................................................................................................. 14
6. FUNCTIONAL ROLES AND RESPONSIBILITIES ................................................. 14
6.1 On-Scene Commander .................................................................................... 14
6.2 Site Activity Group............................................................................................ 14
6.3 Incident Commander ........................................................................................ 15
6.4 Incident Management Team ............................................................................ 15
6.5 Office Command Group ................................................................................... 16
7. DEDICATED INCIDENT MANAGEMENT FACILITIES .......................................... 18
7.1 Site Activity Group............................................................................................ 18
7.2 Incident Management Team ............................................................................ 18
8. TRAINING AND COMPETENCE ............................................................................ 18
9. SITE ALARM AND ASSEMBLY POINTS ............................................................... 19
10. EMERGENCY PROCEDURES .............................................................................. 22
10.1 Initial Response................................................................................................ 22
10.2 Specific Emergency Response Plans .............................................................. 23
11. EVACUATION ........................................................................................................ 24
11.1 Evacuation of Outdoor worksites...................................................................... 24
11.2 Evacuation from Indoor areas .......................................................................... 24
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11.3 Drills and Exercises .......................................................................................... 24

12. PLAN REVIEW ....................................................................................................... 25
13. ATTACHMENTS ..................................................................................................... 25
ATTACHMENT 1: MEDICAL EMERGENCY RESPONSE PLAN...................................... 26
A1. Medical Emergencies ....................................................................................... 26
ATTACHMENT 2: OIL AND CHEMICAL SPILL RESPONSE ........................................... 29
A2.1 Planning ......................................................................................................... 29
A2.2 Clean up spills ............................................................................................... 29
A2.3 Containing spills ............................................................................................. 29
A2.4 Stabilization/dilution to make safe .................................................................. 30
A2.5 Clean up materials ......................................................................................... 30
A2.6 Personal Protective Equipment ...................................................................... 30
A2.7 Spill Reporting ............................................................................................... 30
ATTACHMENT 3: PANDEMIC PLANNING ...................................................................... 31
A3.1 INTRODUCTION ........................................................................................... 31
A3.2 ABBREVIATIONS ............................................................................................ 32
A3.3 REFERENCE DOCUMENTS ........................................................................... 32
A3.4 IMPACT OF A PANDEMIC ON THE PROJECT ............................................ 32
A3.5 PANDEMIC STAGES .................................................................................... 33
A3.7 ACTION PLANS ............................................................................................... 36
ATTACHMENT 4: NATURAL DISASTER and adverse WEATHER RESPONSE ............. 41
A4.1 Earthquake .................................................................................................... 41
A4.2 Tsunami ......................................................................................................... 41
A4.3 Warning of earthquake and / or tsunami ........................................................ 41
A4.4 What to do in case of earthquake or tsunami................................................. 41
A4.5 Adverse weather ............................................................................................ 41
ATTACHMETNT 5: FIRE AND EXPLOSION RESPONSE ............................................... 43
A5.1 Introduction ....................................................................................................... 43
A5.2 Fire Safety in Accommodation Camps ............................................................. 43
A5.3 Fire Safety in the Workplace ............................................................................ 44
A5.4 Other Emergencies .......................................................................................... 44
A5.5 Mobilisation/ Call Handling ............................................................................... 44
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ATTACHMENT 6: EMERGENCY RESPONSE TRAINING MATRIX ................................ 45
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1. INTRODUCTION
An emergency is defined as any sudden, abnormal or unplanned situation which requires immediate
attention and may endanger human life, the environment, or have an adverse effect on assets and/or
reputation.
1.1 Purpose
This document describes a framework for emergency preparedness, incident management and
emergency response which CONTRACTOR is required to implement. It defines functional roles
within the CONTRACTOR for managing and supporting emergency response.
It lays down the actions to be taken by site personnel and visitors in the event of an emergency
situation developing on, or in the vicinity of, the site. It sets out the basic key actions to effectively
control and deal with any perceived emergency situation.
Upon completion all emergency response plans will be shared (through NSRP HSE Division) with
the local authorities and communities (Mai Lam, Hai Yen and Tinh Hai) with regular communication
being maintained with all parties. In support of NSRP, the CONTRACTOR shall maintain a record of
all such correspondence and ensure that any alteration and updates to these plans are also shared
with all parties with full records being kept. (The Emergency contact information of local authorities
and communities are referred to Attachment 6 in CONTRACTOR’s HSSE&S Management System
(S-000-1654-0004V).)
1.2 Scope
These requirements apply to CONTRACTOR, all Subcontractors, and suppliers engaged on any
portion of the works associated with the Project where CONTRACTOR has a prevailing influence
and responsibility over the performance of the works
This document is for guidance in the event of emergency and it is not intended to restrict those
persons responsible from taking whatever actions they may deem necessary to aid other persons or
contain an emergency by use of their on-site knowledge or their professional judgement.
These procedures are applicable to all areas of the Project site including workers’ accommodation
camps and describe the role and responsibilities of all personnel in the event of emergencies
originating within the site.
All plans will be fully reviewed on an annual basis and each time site conditions or hazards are
subject to change.
Where hazards are identified which have the potential for significant internal or external impacts
consideration shall be given for the development of Business Continuity contingencies. It will be the
responsibility of CONTRACTOR Site Manager to review the potential impact and develop the
necessary level of response. These business continuity requirements shall also be subject to
annual review or when site conditions or hazard impacts materially change.
2. DEFINITIONS
Employer: Nghi Son Refinery and Petrochemical Complex Project (NSRP), NSRP
Complex Project
CONTRACTOR: JGC/CHIYODA/GS/SK/Technip Consortium (JGCS Consortium)
Level 1 Incident An incident which is managed locally by on-site personnel and is largely
self-contained.
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Level 2 Emergency A situation that has escalated from Level 1, cannot be managed
independently by the Level 1 Site Activity Group and requires additional
resources and / or the involvement of Vietnamese Authorities or
contracting partners. Some incidents would default to Level 2
automatically. For example, major oil spill, medical emergency, fatality,
and so on.
Level 3 Crisis An incident or emergency situation that is so significant in impact and
consequences that it requires strategic management support at a senior
corporate level. Typically incidents that may impact on reputation and/or
share price would be regarded as crisis and would result in the
mobilisation of the Hanoi-based Office Command Group. Assistance
from third parties external to the Company such as specialist contractors
and Government Agencies may be required to contain and manage the
situation. Such incidents will attract Media attention.
Site Activity Group The Level 1 primary response organisation comprising:
 On-Scene Commander
 Emergency Response Team (Rescue Team/ Suppression Team)
 Security Team
Incidents which occur off-site or a highway incident would also be Level
2 and managed by the Incident Commander.
Incident Management Team The Level 2 response team mobilised to provide support to Level 1. The
Incident Management Team would be located remotely from the incident
and comprise:
 Incident Commander
 IPMT HSE Manager (Advisor)
 CONTRACTOR representatives
Note: The Incident Management Team is synonymous with Incident
Management Team.
Office Command Group The Hanoi-based Office Command Group is convened in the event of a
Level 3 Crisis. Its primary function is to ensure all resources needed to
manage the emergency are provided and to maintain communications
with the Incident Management Team. It supports Incident Management
Team for liaising with external agencies, Government, stakeholders and
the Media throughout the emergency situation.
The Office Command Group’s responsibilities include minimizing
longer-term effects on the company, limiting liability and protecting
NSRP reputation. The Office Command Group is supported by:
 Health and Safety Team
 Environment Team
 Social Team
 Public Relations Team
On-Scene Commander The On-Scene Commander dictates initial response strategy, deploys
available resources and maintains communications with the Incident
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Management Team. The On-Scene Commander is the leader of the Site

Activity Group and would normally be the CONTRACTOR Site HSSE
Manager.
Incident Commander The Incident Commander leads the Incident Management Team in the
event of a Level 2 & 3 situation. He will maintain communications with
the On-Scene Commander on the incident, its management and
resources deployed.
The position of Incident Commander would normally be CONTRACTOR
Site Manager.
The Hanoi-based Office NSRP Hanoi Office Management
Command Group
Medical Service Provider CONTRACTOR will engage Medical Service Provdier to provide Medical
service such as MEDEVAC.
ICC Level 1 Incident Control Centre. This will usually base in the Security
Control Room.
IMC Level 2 & 3 Incident Management Centre with dedicated facilities at the
Project Offices.
IMT Incident Management Team
2.1 Abbreviations
ERP Emergency Response Plan

HSSE Health Safety Security and Environment
IC Incident Commander
ICC Incident Control Centre
IMC Incident Management Centre
IMT Incident Management Team
IPMT Integrated Project Management Team
JGCS JGC/CHIYODA/GS/SK/Technip Consortium
MEDEVAC Medical Evacuation
MERP Medical Emergency Response Plan
NDT Non-destructive testing
OSC On-scene Commander
OCG Office Command Group
SAG Site Activity Group
CTEW Centre for Earthquake and Tsunami Warning
MoNRE Ministry of Natural Resources and Energy
DoNRE (Regional) Department of Natural Resources and Energy
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NSEZMB Nghi Son Economic Zone Management Board
3. REFERENCE DOCUMENTS
S-000-1654-0120V Incident Reporting Procedure
S-000-1654-0160V Spill Contingency Plan
S-000-1654-0240V PPE
S-000-1654-0545V Radiography Procedure
S-000-1654-0700V Security and Vigilance Management Plan
S-000-1654-0810V Health Management Plan
NSRP’s Emergency Response Plan (Construction Phase)
Vietnamese codes and standards latest version related to this management plan shall be referred to
Mandatory Vietnamese codes and standards (S-000-1140-0006V).
4. EMERGENCY RESPONSE PHILOSOPHY AND STRUCTURE

The overall incident management and emergency response structure is show in Figure 1 below.
CONTRACTOR and Subcontractor personnel are required to respond to an emergency as and
where appropriate. Lives should not be put at risk to protect assets, and environmental impact
should be reduced to as low as reasonably practicable. Decisions taken during an emergency will
be informed, timely and cognisant of escalation potential. All alarms will be responded to as if real
until the true status is confirmed.
CONTRACTOR shall give incident management and emergency response the following priorities:
1. To secure the safety of personnel on site and the safety of local communities;
2. To ensure that any environmental damage resulting from an emergency incident is kept to the
absolute minimum without compromising the safety of personnel;
3. To ensure that any damage to assets resulting from an incident is kept to the absolute
minimum without compromising the safety of personnel or endangering the environment.
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Figure 1: Overall Incident Management and Emergency Response Structure
INCIDENT
Rescue Team
SITE ACTIVITY Suppression Team

LEVEL 1
GROUP
INCIDENT
Leader EPC HSE Manager
Repair Work Team
Security Team
INCIDENT
SITE
MANAGEMENT
COMMAND - External Resources
LEVEL 2
TEAM
GROUP - Local Emergency Services
EMERGENCY
CONTRACTOR
Leader IPMT HSE Manager
Tinh Gia People’s
Site Manager Committee
INCIDENT
MANAGEMENT
TEAM Health, Safety, - Tinh Gia District Police
Security Team - Thanh Hoa Province
- Thanh Hoa Police
CONTRACTOR - Ministry of Science and
Site Manager Technology
- MoNRE
- Thanh Hoa
OFFICE - DoNRE
LEVEL 3
COMMAND Environment Team - Port Authority
CRISIS
GROUP - Frontier Commander
- NSEZMB
- Tinh Hai People’s Committee

Social Team - Mai Lam People’s Committee
- Hai Yen People’s Committee
- Lenders
Public Relations
- Media
Team
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CONTRACTOR Incident Management and Emergency Response Plan has the following key
elements:
 A single contact point for all emergency situations;
 An Incident Commander to ensure an appropriate level of response is mobilised;
 An On-Scene Commander to manage initial response at site;
 Suitably trained and equipped on-scene local primary response teams;
 A Medical Emergency Response Team;
 An Incident Management Team in support of the primary response teams;
 Site Mustering and Evacuation arrangements;
4.1 Definition and Ranking of Incidents

Level 1 - Incident
These are singular occurrences that require an immediate response and dedicated resources to
mitigate the effects of the event. These incidents will generally be confined to the operational site
and can be managed solely by the Site Activity Group. These events will be recorded in an Incident
Report as per the Incident Reporting Procedure S-000-1654-0120V. External reporting will be in
accordance with NSRP Emergency Communications Network Chart (Section 9).
Level 2 - Emergency
These are defined as any occurrence that disrupts the normal working of CONTRACTOR or affects
the local population. Such emergencies may involve:
 Incidents that escalate beyond the site boundary;
 Incidents initiated outside the site boundary but impact on site operations;
 Incidents occurring away from the site but involving site personnel (e.g. road traffic accidents).
In such cases the Incident Management Team will be mobilised. Such emergencies may require
assistance from sources external to the site, including assistance from Tinh Gia District People’s
Committee (TGDPC), local police or fire office as required.
Level 3 - Crisis
These are incidents that are so significant in impact and consequences that they require strategic
management support at a senior corporate level. Typically incidents that may impact on reputation
and/or share price would be regarded as crisis and would result in the mobilisation of the Hanoi Office
Command Group. Assistance from third parties external to the NSRP and CONTRACTOR such as
specialist contractors and Government Agencies may be required to contain and manage the
situation.
4.2 Examples of Incidents, Emergencies and Crisis

The following table gives some examples of incidents and emergencies. This list is for guidance
purposes and is not meant to be exhaustive.
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Level 1 Level 2 Level 3

Incident Emergency Crisis
Minor injuries, first Serious but not life Life threatening

aid treatment. threatening injury injury. Multiple
requiring local injuries, fatalities.
hospital treatment.
Serious injury or
Off-site Road Traffic fatality involving
Accident local residents.
PEOPLE Minor ailments or ill Outbreak of

health requiring local contagious disease
treatment. affecting site
personnel
Missing person Kidnap / hostage.
Fights with local Riots affecting work

population areas.
Local oil spillage Oil spillage outside Major oil spill,

boundary, local anything seriously
groundwater impacting local
contamination. residents, etc.
Major Environmental
ENVIRONMENT
damage.
Major incidents
involving local
residents or third
parties.
Localised fire Fire escalating Major fire with partial

ASSETS outside of site or complete damage
boundary. to site.
Local security Fights with indigenous

incidents –theft, population. Wholesale riots
mugging. affecting the site.
SECURITY
Fighting on site.
Missing person,
non-arrival of persons Kidnap or hostage.
to site.
Drunkenness and
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narcotics abuse on Sabotage or damage Large scale theft or

site. to equipment. fraud.
4.3 Response Levels and Resource Allocation

LEVEL 1 – SITE ACTIVITY GROUP (SAG)
On-Scene Commander (CONTRACTOR Site HSSE Manager) will judge and announce as LEVEL-1
INCIDENT.
The Level 1 Site Activity Group (SAG) is made up of on-site personnel and will be based at, or near,
the location of the incident. The SAG is led by CONTRACTOR Site HSSE Manager who assumes
the role of On-Scene Commander (OSC). He dictates initial response strategy, deploys available
resources and maintains communications with the Incident Management Team.
A typical Level 1 SAG consists of CONTRACTOR personnel (supervisors and others) supported by
the following teams composed of CONTRACTOR and Subcontractor personnel:
 Rescue Team;
 Suppression Team;
 Repair Work Team;
 Security Team.
LEVEL 2 – INCIDENT MANAGEMENT TEAM (IMT)

EMERGENCY.
If the incident escalates to an emergency situation, which may need external support and resources,
the OSC will mobilise the Level 2 Incident Management Team. They will mobilise to the incident
management centre located in the Project Offices. The IMT is led by the CONTRACTOR Site
Manager who assumes the role of Incident Commander (IC).
The IC will maintain communications with the OSC on the incident, its management and resources
deployed. In principle, unless the limits of the emergency are known, the IC will alert all the
operational support services that might be required, standing them down later if it is subsequently
decided that they are not required.
A typical Level 2 IMT consists of the Incident Commander, IPMT HSE Manager (Advisor), Security
representative and other CONTRACTOR representatives as required.
LEVEL 3 – INCIDENT MANAGEMENT TEAM (IMT) AND OFFICE COMMAND GROUP (OCG)
CRISIS.
IMT still leads LEVEL-3 CRISIS at the site. Based on information received from the IMT, the
Hanoi-based Office Command Group will be convened.
Its primary function is to ensure all resources needed to manage the emergency are provided and to
maintain communications with the IMT. It supports IMT for liaising with external agencies,
Government, stakeholders and the Media throughout the emergency situation.
The Level 3 OCG is led by NSRP HSE Division Manager and will typically comprise HSSE&S
Section Managers, Administration Manager, Accounting Manager and other members as required.
The OCG is supported by:
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 Health & Safety Team;

 Security Team
 Environment Team;
 Social Team;
 Public Relations Team.
The Level 3 OCG team will communicate directly with the IMT and initially the Incident Commander.
The IPMT HSE Manager will communicate and keep NSRP advised of the situation.
The IC reports to IMT about the incident and related information initially and IMT has direct
communication with OCG. NSRP HSE Division Manager fully support OCG making decision for the
emergency response.
5. RESPONSIBILITIES
All persons working on the Project have a responsibility to report any incident they witnessed
immediately to their supervisor or to the Security Control Room on telephone number [to be
supplied by CONTRACTOR]
The Site HSSE&S organization shall be referred to HSSE&S Management system
(S-000-1654-0004V) attachment 5.
5.1 CONTRACTOR Personnel Responsibility

5.1.1 CONTRACTOR Site Manager
CONTRACTOR Site Manager will be Incident Commander and be responsible for the
implementation of this procedure and for the performance of the team working under his supervision
to ensure:
 A system is in place that ensures prevention from incident as well as timely and effective
response to incidents and emergencies;
 All site approved CONTRACTOR Management systems are applied;
 Systems are in place that ensures on-site emergency response teams are appropriately
trained and verified competent;
5.1.2 CONTRACTOR Site HSSE Manager

CONTRACTOR Site HSSE Manager will be On-Scene Commander and :
 Audit and monitor compliance with this procedure;
 Identify remedial corrective actions required to meet this procedure;
 Conduct appropriate drills and exercises for emergency response teams;
 Ensure all personnel on site are aware of their duties and responsibilities in the event of an
emergency.
 Ensure that suitable and sufficient equipment for emergency response is provided, is fit for
purpose and maintained in accordance with manufactures’ instructions. A list of such
equipment will be kept and regularly reviewed to ensure its continued availability
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5.2 Subcontractors
5.2.1 Managers
 Comply with the requirements of this procedure
 Ensure control measures in accordance with this procedure are implemented for all work under
his control.
 Ensure personnel are competent to perform their assigned role and provided with adequate
training to perform their function in cooperation with CONTRACTOR Site HSSE Manager.
6. FUNCTIONAL ROLES AND RESPONSIBILITIES

6.1 On-Scene Commander
The role of the On-Scene Commander (OSC) is to implement tactical response safely and efficiently
utilising all available on-scene resources.
The OSC and his SAG are responsible for the initial response to an incident and the prevention of
further escalation at their respective facilities. The OSC would normally be CONTRACTOR Site
HSSE Manager.
The OSC must be able to direct the efforts of his team to protect the lives of personnel, collect the
information needed to establish the extent of the emergency and limit the escalation of the
emergency.
The primary responsibilities of the OSC are:
 Act as focal point for all incident notification;
 Implement and co-ordinate immediate response with available resources;
 Confirm that Level 1 SAG has been mobilised, as required;
 Establish the severity of the incident; determine level of response required;
 Ensure the Incident Commander has been notified and appraised;
 Ensure all personnel are accounted for and moved to a place of safety;
 Implement any tactical plan established in liaison with the IMT;
 Monitor and prepare for potential escalation;
 Monitor and evaluate the safety and effectiveness of the response;
 Provide a situation briefing to on-site personnel and to the IMT.
Deployment
On being notified of an incident, depending on its nature, the OSC may attend the scene to direct
operations, if safe to do so. If the incident requires co-ordination of multiple resources he should
manage this from his office at Site or from the Incident Management Centre at the Project Offices.
These facilities are described in Section 6.
In the event of a Site Alarm he should proceed directly to the Incident Command Centre (ICC).
6.2 Site Activity Group

The Site Activity Group (SAG) is responsible for responding to and managing an incident on site
under the direction of the OSC. The SAG is supported by primary response teams with the following
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responsibilities:
Emergency Response Team (Rescue Team / Suppression Team)
Trained and equipped to rescue and recover injured persons, administer First Aid and transport
injured persons to hospital. Trained and equipped for basic fire fighting, recovery of casualties and
cleaning oil or chemical spillages.
Security Team
Officers of the Security company will supervise Assembly Points and report headcount to the ICC.
They also secure the scene of an incident, restrict access to site and manage traffic, if required.
6.3 Incident Commander

The Incident Commander (IC) is the interface between an incident site and the resources required to
manage and control an emergency. He is the primary point of contact for the OSC in support of
emergency response and is responsible for mobilising the Incident Management Team.
The IC role is normally assumed by the CONTRACTOR Site Manager.
The primary responsibilities of the Incident Commander are:
 Activate the Level 2 IMT as required;
 Act as IMT leader;
 Overall management of the response to an emergency;
 Evaluating the potential magnitude of incident;
 Setting clear strategic objectives and implement appropriate actions;
 Initiate relevant notifications immediately in line with NSRP requirements (see NSRP’s
Emergency Communications Network Section 9)
 Liaise with the OCG and agree a joint strategy;
 Act as focal point for dissemination of security information out of working hours;
 Decide when the emergency is over, stand down the IMT and return to normal operations.
Deployment
On being notified of an incident by the OSC or in the event of a Site Alarm, the IC should deploy to
the Incident Management Centre in the Project Offices. He will mobilise the Level 2 IMT as required.
The Incident Management Centre is described in Section 6.
6.4 Incident Management Team

The role of the Incident Management Team (IMT) is to lead the OSC and his Site Activity Group. In
the event of a Level 2 emergency the IMT will mobilise and co-ordinate any additional resources
required at site. The structure of the IMT is shown below.
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Figure 2: Incident Management Team Structure
INCIDENT COMMANDER
CONTRACTOR
IPMT HSE Site Manager
Manager
LOGISTICS OSC
EXTERNAL
CO-ORDINATOR EVENTS LOG
AGENCIES LIAISON
CONTRACTOR CONTRACTOR CONTRACTOR
IPMT HSE Engineer
IPMT Representative Representative
Representative Representative
SITE ACTIVITY
GROUP
ADMIN / INTERPRETERS
The primary responsibilities of the IMT are:

 Co-ordination of support by liaising with Local Emergency Services, Tinh Gia District People’s
Committee, specialist contractors, local authorities and other outside agencies;
 Providing assistance for all injured and/or evacuated personnel from the site with medical
support, transport, reception facilities and accommodation as needed;
 Notification and liaison with NSRP management;
 Provision of information to Police and Medical Services when requested;
 Notification to other areas or facilities which may be affected by the incident;
 Alerting neighbouring communities of any incident which may affect them;
 Notify and, as appropriate, update the Office Command Group;
 Ensure appropriate notifications are made to relevant parties;
 Ensure information is confirmed and accurate before its timely release;
Deployment
On hearing the site general alarm or when notified by the IC, nominated IMT members will proceed to
the IMT, prepare their functional roles and await instructions from the Incident Commander.
6.5 Office Command Group

The role of Office Command Group (OCG) is to manage the consequences of an incident by
assessing the impact on business and Employer reputation so that longer-term issues can be dealt
with effectively.
Its primary role is to ensure all resources needed to manage the emergency are provided and to
maintain communications with the IMT. It supports the IMT for liaising with external agencies,
Government, stakeholders and the Media throughout the emergency situation.
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The OCG is led by NSRP HSE Division Manager and will typically comprise HSSE&S Section
Managers, Administration Manager, Accounting Manager and other members as required.
The primary Responsibilities of the OCG include:
 Minimize longer-term effects on the Employer;
 Ensure adequate resources to maintain effective emergency response;
 Interface with Media;
 Limit Employer liability;
 Protect Employer value and reputation;
 Minimise delays to return to normal operations;
 Maintain effective communications with stakeholders, the public and Vietnam Authorities.
The OCG is supported by trained specialist teams with the following responsibilities:
Health, Safety and Security Team

 To provide any additional Health, Safety and Security resources requested by the IMT;
 To collate relevant information on the emergency situation and liaise with:
- Department of Tinh Gia District Police
- Thanh Hoa Province Police
- Thanh Hoa Departments of Labour, War, Invalids, Social Affairs, Trading and Industry
- Ministry of Science and Technology, Department of Radiation and Nuclear Safety
Environment Team
 To provide any additional resources to protect the Environment during an emergency;
 To collate relevant information on the emergency situation and liaise with:
- Ministry of Natural Resources and Energy
- Thanh Hoa Province Department of Natural Resources and Energy;
- Nghi Son Port Authority;
- Nghi Son Frontier Commander
- NSEZMB
Social Team
To collate relevant information on the emergency situation and liaise with:
- Tinh Hai People’s Committee
- Mai Lam People’s Committee
- Hai Yen People’s Committee
Public Relations Team

To collate relevant information on the emergency situation and liaise with:
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- The Media
- Concerned members of the public
- Commercial Partners
- Lenders
7. DEDICATED INCIDENT MANAGEMENT FACILITIES

7.1 Site Activity Group
The Site offices have dedicated facilities where the On-scene Commander and his SAG would
mobilise and co-ordinate the incident response. They are equipped with communications, plot plans
and event boards. These facilities are known as the Incident Control Centre (ICC) and are located in
the Security Control Room.
There is a dedicated emergency response radio channel for use by the SAG and Security teams.
7.2 Incident Management Team

A dedicated Level 2 Incident Management Centre (IMC) is located in the Project Offices.
Response to emergency situations is co-ordinated from the IMC. It contains appropriate
communications equipment and information handling facilities to ensure efficient and effective
emergency management. Specifically, the IMC provides:
 Adequate telephones and fax with external numbers;
 Appropriate backup communications equipment;
 Dedicated PCs with relevant software;
 All appropriate documentation for use during an emergency;
 Layout drawings of the site;
 Current telephone lists and contact directories;
 Mapping and charts.
8. TRAINING AND COMPETENCE

All persons visiting or working on site will receive training in the actions to be undertaken in the
event of an emergency. This training will be provided as part of the site induction programme and
will include all CONTRACTOR, Subcontractors, occasional visitors and deliveries. This training will
change as work activities evolve. The evacuation route and assembling point will be developed at
each stage, and training to all workforce will be undertaken as shown in Attachment 6. This training
will be re-enforced by the undertaking site musters and evacuations drills which will organised by
the CONTRACTOR HSSE Manager in conjunction with the CONTRACTOR Site Manager.
Emergency Response exercises will be conducted quarterly at major mobilization stage, the nature
and range of these exercises will reflect the number of persons on site and range of activities being
undertaken, they will escalate as construction activities increase.
All personnel with specific emergency duties will receive induction and training in the
CONTRACTOR incident management and emergency response procedures. A matrix of required
training is given in Attachment 6. In addition to the training specified in Attachment 6 the Incident
Commander plus all persons designated to stand-in as Incident Commander and members of Office
Command Group, who may have direct contact with the media, shall undergo media awareness
training prior to taking up any IMT duties
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CONTRACTOR will carry out regular emergency exercises to ensure continued familiarity and
competence. The exercises should be supplemented by training courses delivered by specialist
training providers where appropriate, to maintain effectiveness.
Regular drills and exercises at all locations will also ensure a state of readiness is maintained. The
CONTRACTOR Site HSSE Manager shall maintain a schedule of drills and exercises. These
exercises and drill shall be based on the credible scenarios identified plus any other significant or
specific event that may arise. Teams or individual sectors of the emergency response team shall be
exercised independently to test their specific roles and the whole team together with site evacuation
must be undertaken a minimum of four time per year.
Exercises may include Notification Exercise, Table top Exercise, Limited Exercises and Full Scale
Exercises.
In addition it is recommended that IMT training be undertaken monthly and include exercises
involving the following credible scenarios that decided by CONTRACTOR Site HSSE Manager:
 Road Traffic Accident (Onsite)
 Road Traffic Accident (Offsite)
 Multi Casualty Emergency
 Earthquake
 Tsunami
 Oil Spill Response
 Pandemic
 Marine Emergency (including vessel lost at sea)
CONTRACTOR shall ensure that local emergency services and communities and neighbouring
factories are informed of all exercises and emergency response training prior to the event and
where appropriate be encouraged to assist or undertake roles within the scenario. Local emergency
response services should wherever possible undertake their given roles in such exercises and be
involved in structured debrief sessions after the training has concluded. Major exercises may also
involve medical or marine services some distance from the site again these may be involved but
CONTRACTOR must ensure that careful pre-planning of any involvement is undertaken prior to the
event to ensure minimum disruption to day to day operations.
All exercises, drills and evacuations shall be recorded at a single location and CONTRACTOR shall
submit report on emergency exercise training through IPMT to NSRP HSE Division quarterly;
9. SITE ALARM AND ASSEMBLY POINTS

There is a single site general alarm. This is a continuous ‘siren’. It can be initiated from the
Security Control Room. On hearing the alarm all personnel should stop work, make their worksites
safe and proceed to their Assembly Points without delay. Assembly points are clearly marked on
site.
In addition to the general site alarm larger buildings and accommodation areas will have their own
independent fire/evacuation alarms, procedures for these locations fall outside the scope of this
plan with training and evacuation drills being conducted independently to the emergency response
plan. For Offices, indoor workshops, warehouses etc such plans shall include:
Preparedness for evacuation in emergency
 Set up sirens or loudspeakers or other communicating measures
 Making clear the evacuation routes and muster points
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 Put the evacuation route figures on every room walls

 Carry out evacuation training and exercise periodically
 Instruct evacuation routes whenever visitor came
Security Officers are responsible for controlling Assembly Points, maintaining order and reporting
headcount to the ICC (Ref. Security and Vigilance Management Plan,S-000-1654-0700V).
Prior to the general site alarm being installed, a temporary system of hand held air horns will be
used. This will be coordinated by the HSSE Dept and will expand in coverage and complexity as the
construction works progress.
Installation of the permanent plant alarm systems will be utilised in the latter stages of the project
and should be planned to be commissioned as early as possible.
Due the limited risk of any credible paths for site generated incidents to escalate during the
construction phase of the Project it is considered highly unlikely that any escalation will affect
surrounding communities of organisations however the CONTRACTOR HSSE Manager shall
consider at an early stage how local authorities, emergency services and neighbouring communities
may be alerted in the event of an emergency. He will make emergency phone call directly using the
emergency contact list (refer to Attachment 6 of CONTRACTOR’S HSSE&S Management System
S-000-1654-0004V). In otherwise, consideration should be given to the following possibilities:
 Audible alarms, such as fire bells or sirens;
 Fan out telephone call lists;
 Vehicle mounted speakers;
 Call out via local police/local authority
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The CONTRACTOR shall ensure a communication process is place within 6 months of

commencement of site activities. And the communication manner shall be checked by such as
adesk top drill and maintained with good condition to utilize, and also the emergency contact list
shall be updated whenever changed on it for emergency.
NSRP’s Emergency Communications Network
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10. EMERGENCY PROCEDURES

Following instruction shall be implemented and the detailed procedures are referred to Attachment 1
to 7.
10.1 Initial Response
Initial response to any incident will be by CONTRACTOR personnel who have been trained to fulfil
emergency duties such as first aid, basic fire fighting and incident management. Normally the first
response to any incident will be by the OSC who will decide on the level of response needed.
Typical emergency scenarios may include:
 Fire / explosion from welding and cutting; stored materials, fuels and lube oils
 Incidents at neighbouring companies which may affect Project personnel, sites and
premises
 Traffic incidents both on Project premises and on public highways.
The table in section 4.2 gives further examples of emergency scenarios.

Initial response actions required by relevant persons is described in the following sections and
shown in Figure 3.
10.1.1 All Personnel
On hearing the site alarm all personnel must stop work, evacuate their worksite and proceed,
without running to their designated Assembly Point immediately. All alarms must be treated as real
unless confirmed otherwise. This applies to all personnel working outdoors on site or indoors in
buildings, workshops, offices etc. Personnel must present themselves to the Security Officers to
enable a head-count to be reconciled. Personnel shall remain at the assembly point and await
further instructions from the Security Officers. Personnel shall not leave the Site until instructed to
do so.
10.1.2 On-Scene Commander
On being notified of an incident the OSC will proceed to the scene to evaluate the situation and
initiate the appropriate level of response.
In the event of a major incident he will advise the IC and may instruct the general site alarm to be
activated.
10.1.3 Site Activity Group
On hearing the site general alarm or when notified by the OSC, members of the SAG will proceed to
the ICC and await further information.
10.1.4 Primary Response Teams
On hearing the site general alarm or when instructed by the OSC, the Rescue, Suppression, Repair
Work and Security teams will proceed to their designated Assembly Points, prepare their equipment
in readiness and await instructions from the OSC.
10.1.5 Incident Commander
On hearing the site general alarm or if advised by the OSC, the IC will proceed immediately to the
IMC. He will prepare the IMC for use and may mobilise the IMT.
10.1.6 IMT members
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On hearing the site general alarm or if notified by the IC, members of the IMT will proceed to the IMC
check communications and prepare the facility.
Figure 3: Initial Response Actions on hearing the Site General Alarm
SITE
ALARM
PRIMARY
GENERAL
IMT MEMBERS RESPONSE SAG MEMBERS
WORKFORCE
TEAMS
Proceed to IMC and Stop work Proceed to ICC and

Proceed to Designated
await instructions from Leave worksite in safe await instructions from
Muster Points
the IC condition the OSC
Check communications Proceed to Assembly Check Equipment, Check communications

Prepare Events Log Point by most direct prepare for use and and prepare ICC
Establish Weather safe route await instructions from
Conditions the OSC
Report to Security Officer and

remain at Assembly Point until told
otherwise.
Remain calm, do not move about,

do not use mobile phones and
FOLLOW INSTRUCTIONS
10.2 Specific Emergency Response Plans

The following Emergency Response Plans are to be used if the situation is or develops into a Level
2 emergency. There are only a limited number of credible events during the Construction Phase,
these plans are generic in nature as they will change as work activities evolve. The organization of
emergency drills will be developed in detailed drill procedure as the Project progresses.
The detailed site risk assessment may identify other potential high risk scenarios. Should
additional high risks be identified this emergency response plan will be updated.
Reference shall also be made to Security and Vigilance Management Plan (S-000-1654-0700V)
relating to potential security incidents.
The Incident Commander will advise the IMT on the course of action to follow in the event of:
 Emergency Medical Response
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 Oil or Chemical Spill

 Pandemic Emergency
 Fire and Explosion
 Natural Disaster or Adverse Weather
These detailed procedures are given in the following Attachments.
The following are not expected (at construction stage) to constitute potentials for emergency
scenarios:
 Radiological – NDT only likely source (closed source) – refer to Radiography Procedure
(S-000-1654-0545V)(The document is ready before commencing NDT, August 2014)
11. EVACUATION
Attachment 3 of NSRP’s Emergency Response Management Plan requires plans to be put in place
for evacuating indoor and outdoor workplaces.
As described in 10.1.1 above, in the event of an alarm on site or within any Project buildings all
personnel are to evacuate their workplace, proceed to their nominated assembly points, report to the
Security Officers for the head-count and await instructions.
All evacuation routes are clearly marked and must be used. Do not attempt to take short cuts.
In indoor areas exits will be clearly marked and evacuation routes posted on notice boards and in
public places.
11.1 Evacuation of Outdoor worksites

Once all personnel have reported to their assembly points and have been accounted for they must
remain at their assembly point. They should remain calm; do not move about; do not use mobile
phones and listen to instructions and announcements from the Security Officers. At assembly points
where large numbers of people are mustered the Security officers will use hand held megaphones to
ensure all personnel can hear instructions.
In the unlikely event that people will have to leave the site then buses will take them to a place of
safety.
11.2 Evacuation from Indoor areas

In the case of evacuating indoor areas personnel should leave by the nearest available exit and follow
the marked evacuation route to their assembly point outside. They must report to the Security Officer
for head-count and await instructions. Person must not leave the assembly point until instructed to do
so.
Persons must not re-enter buildings until instructed by the Security Officers.
This will apply to accommodation camps as well as offices, warehouses, workshops and all other
Project buildings.
11.3 Drills and Exercises

Building and site alarms will be tested weekly at pre-arranged times. Personnel will be warned in
advance of a test and no action will be required.
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Every three months an evacuation exercise will be held to test the effectiveness of evacuation plans
and personnel response. Personnel will be given advance warning of such exercises.
Every six months a full evacuation exercise will be held which will include all personnel leaving site by
buses.
12. PLAN REVIEW

Management Reviews of these plans may be triggered in the event of significant control weaknesses
being identified from audits, reorganisations, changes in the scope of activities, major modifications,
new appreciation of technology or as follow up to an incident, etc.
Management reviews by the CONTRACTOR Project Manager will be carried out 6 monthly of
CONTRACTOR and Sub-contractor HSSE management systems. In certain cases management
reviews will be more frequent where the risks warrant it.
13. ATTACHMENTS
Attachment 1 Medical Emergency Response Plan
Attachment 2 Oil and Chemical Spill Response
Attachment 3 Pandemic Planning
Attachment 4 Natural Disaster and Adverse Weather Response
Attachment 5 Fire and Explosion Response
Attachment 6 Emergency Response Training Matrix
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ATTACHMENT 1: MEDICAL EMERGENCY RESPONSE PLAN
A1. Medical Emergencies

A medical emergency is a situation in which, due to an acute illness or injury, there is an immediate
risk to a person’s life or long-term health. To manage medical emergencies, CONTRACTOR has
developed a site-specific medical emergency response plan (MERP), taking into account the
potential for individual and multiple casualties.
The following Section describes the response to medical emergency scenarios based on the health
risk and impact assessments. The MERP considers specific needs of the work activities and the
general situation of the area, as well as any collaboration with local authorities. Reference shall be
made to Health Management Plan (S-000-1654-0810V) which refers to health risk assessments and
control measures.
The key elements to the MERP are:
1. Effective means of communications;
2. First responders;
3. Trained competent healthcare professionals, e.g. doctors, nurses and paramedics;
4. Adequate means of transportation (ground, water, air);
5. Adequate medical facilities (On-site, Local, National and International).
6. Medical check records confirmation for obtaining blood type information
Pre-employment medical check-up records including blood type information used for Fitness to Work
shall be kept by Site Clinic for CONTRACTOR employee and other personnel by Subcontractor
project office. After the incident is happened Injury personnel data shall be checked immediately,
especially the transfusion is required. The detail information can be referred to section 10 Health
Management.(S-000-1654-0810V).
A1.1 General Workforce Individual Responsibilities

 Report all injuries to your supervisor.
 Report to first aid station / clinic for proper treatment of minor injuries (first aid) immediately.
 Trained First-Aiders will be available during all working hours in the First aid clinic.
 In case of serious medical emergency, the injured will be taken to the nearest medical facility /
hospital.
 When reporting a medical emergency by telephone or radio:
 State your name, company, badge number;
 Location of emergency;
 Nature of emergency and assistance required;
 Where safe to do so, stay in the location until assistance arrives to direct them to incident site.
 When a fracture is suspected such as in the case of fall, do not move the injured, wait for
paramedic.
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A1.2 Casualty management

When a person has suffered any injury on site or sudden illness it is the responsibility of the site
medical team to manage the casualty in the initial stages, which would normally mean ensuring that
person receives first aid and if required, is taken to hospital for treatment
Subcontractor employing the individual injured must be informed. The Subcontractor will take over
management of the casualty after this initial response by the site medical team.
This would normally mean that the Subcontractor will arrange for on-going medical attention, family
liaison and repatriation if required.
A1.3 Site Medical Facilities

The medical emergency chain has three levels - primary, secondary and tertiary health care facilities.
Level 1
The primary (Level 1) healthcare facility is the site clinic covering the entire workforce. Its key
functions are:
 The provision of emergency response and medical care to resuscitate a casualty; and
 Participation in patient transfer to the secondary or tertiary healthcare facility, if required.
The site clinic will be adequately equipped to an appropriate standard to manage site accidents and
acute illnesses. A comprehensive list of medical equipment will be determined by Occupational
Health Provider based upon a HRA (Health Management Plan S-000-1654-0810V) which shall take
into account any site specific risks e.g. its Section 10.6 for snake bites .
Medical Service Company will manage and keep adequate stocks of supplies and required
equipment in serviceable condition as per agreed contract conditions. Also they shall ensure to
provide that the pre-employment medical contains every employee’s blood type to be able to choose
the right blood for transfusion.
There is a fully equipped ambulance with trained drivers on site.
A1.4 Multi Casualty incidents

In the event of an incident on site resulting in multi casualties, an area has been set aside for use as
Triage. This area has equipment which can be deployed in the event. Trained first aiders and medical
staff would mobilise the Triage if required. They would be assisted by persons trained in Triage
administration and casualty handling.
Level 2
The secondary (Level 2) healthcare facility is one of the hospitals in Thanh Hoa. Hop Lac Hospital is
recommended and is used when the capabilities of the site clinic are exceeded. Its key functions are:
 The management of inpatient medical and surgical cases requiring investigation and/or
treatment;
 The emergency resuscitation and stabilization of casualties, in preparation for their referral to a
Level 3 facility if necessary.
 Poisonous bites from snakes, insect or other known poisonous creatures (Antivenene
treatments as per Health Management Plan (S-000-1654-0810V)
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Level 3
The Level 3 healthcare facility shall be able to handle critical conditions that exceed the capabilities of
the Level 2 facility. Such conditions include, but are not limited to:
 Major trauma;
 Neurosurgery; severe burns; cardiac surgery;
 High-risk pregnancy; complex tropical diseases;
 Organ failure and transplant; oncology; and
 Major psychoses.
Recommended Level 3 hospitals are:
 L’Hôpital Français de Hanoi
 FV Hospital
 Vu Anh International Hotel Hospital
 Viet Duc University Hospital
MEDEVAC Medical staff, CONTRACTOR and Subcontractor may decide to transfer the casualty to
another country or to the country of origin of the casualty if the situation demands.
A1.5 Medical Evacuation - MEDEVAC

If an injured person requires more medical treatment than can be offered at site then, once stabilised,
he will be transported to the nearest local hospital. Hop Lac Hospital in Thanh Hoa is
recommended.
If specialist medical treatment is required then casualty may be transported by air from the airport at
Vinh City. Transport to the airport may be by helicopter.
Any decision on MEDEVAC will take into account the available resources, the urgency of the transfer
and the medical condition of the casualty.
Transportation could be by ground, by water or by air. The casualty escort could be a doctor, nurse or
paramedic and in some cases a certified first-aider, dependent upon the severity of the condition. All
should be trained and familiar with the equipment that they are expected to use.
In certain circumstances, the use of a specialist medical evacuation organization may be desirable. In
this case, CONTRACTOR will have in place a call-off contract with the assistance company or
specialist transport company.
A1.6 Drills and Exercises

CONTRACTOR Site HSSE Manager shall conduct regular medical emergency response drills. This
shall include one major exercise per year which would involve local emergency services.
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ATTACHMENT 2: OIL AND CHEMICAL SPILL RESPONSE
This appendix gives instructions on the primary response to oil/chemical spills on site. Reference
should be made to CONTRACTOR Spill Contingency Management Plan.
There are three internationally accepted levels of spill response as described in the table below.
TIER DEFINITION
Those small spills that can be dealt with by on-site resources

1
without external assistance.
Spills greater than Tier 1 spills, where the on-site response
2 team cannot deal with the situation. Additional resources and
support is required.
Spills of sufficient magnitude they cannot be handled by
3
in-country resources. International assistance is required.
This Attachment will confine itself to Tier 1 spills which are appropriate for the current work scope (for
Levelling Works and Construction).
A2.1 Planning
An inventory of all materials and chemicals on site will be held by the Site HSSE manager (Ref.
Hazardous Materials Management Plan). This will include an up-to-date record of all substances
stored on site, giving the maximum quantity likely to be stored. Material Safety Data Sheets should
be attached for any substances posing a particular risk to health or the environment.
A site plot plan will be prepared and maintained up to date by CONTRACTOR and issued to the SAG
Primary Response Teams and IMT showing:
 Locations of storage areas, tanks, processing areas with discharges, waste storage etc,;
 Drainage systems, channels or other pathways for potential migration of spills. If surface
water discharges to soakaways, show their location, depth and construction details;
 The location of process areas and any on-site treatment facilities.
 Locations specified in layout drawing for spill treatment materials and their quantities;
A2.2 Clean up spills

Worksite supervisors are responsible for ensuring their worksites are clean and safe. Any very
small spills of oil or fuel should be cleaned up immediately by those at the worksite using appropriate
PPE. Small spills of chemicals should be notified immediately to the Site HSSE Manager who may
mobilise the SAG Suppression team to assist.
A2.3 Containing spills
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Spills involving hazardous materials should first be contained to prevent spread of the material to
other areas. This may involve the use of temporary bunding, sand bags, dry sand, earth or
proprietary booms / absorbent pads. Materials or covers to plug or block drains may also be
required; (Ref. Spill Contingency Management Plan).
In the event of a spill of flammable substances, fuel, etc, instructions on switching off / isolating
electrical equipment to prevent fire and explosion must be given.
Oil or fuel should be absorbed onto inert carrier material (either sand or proprietary absorbent) to
allow the material to be cleared up and removed to a safe place for disposal or further treatment as
appropriate.
A sufficient number of spill kits will be held on site. The kits will comprise materials appropriate for
the substances to be cleaned up and will be located near to potential sources of spill.
A2.4 Stabilization/dilution to make safe

Once the hazardous material has been contained to prevent spread of the material to other areas, the
material should be treated wherever possible to render it safe.
Acids and alkalis may be treated with appropriate neutralising agents. Due to the differing
properties of the various groups of chemical, an appropriate treatment strategy with suitable
chemicals should be established in each case in advance (as an emergency procedure). Reference
should also be made to material safety data sheets (MSDS) on site to ensure correct remediation
procedures.
A2.5 Clean up materials

CONTRACTOR Site HSSE department will review material safety data sheets and make
recommendations for appropriate clean up materials to be made available. Sufficient quantities and
types of spill control materials to contain any spills should be stored and made available on site at
appropriate locations as directed by CONTRACTOR Environmental Officer.
All used spill control material, absorbed chemicals, fuel, oils or other materials should be collected
and placed in appropriate containers for safe disposal. Disposal must be by an approved local
waste management company.
A2.6 Personal Protective Equipment

All personnel involved in handling chemicals , fuels, oils and other materials and those involved in
clean-up of spills must be provided with appropriate PPE as defined in the PPE Procedure
S-000-1654-0240V. Reference should also be made to safety data sheets of materials on site to
ensure additional special PPE is provided.
A2.7 Spill Reporting

Any fuel, oil or chemical spill incidents, over 10 litters, shall be recorded and reported in accordance
with the Incident Reporting Procedure S-000-1654-0120V. CONTRACTOR must also comply with
any National or Local requirements for the reporting of spill incidents to appropriate statutory
authorities.
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ATTACHMENT 3: PANDEMIC PLANNING
A3.1 INTRODUCTION
A pandemic is different from an epidemic or seasonal outbreak. Put simply, a pandemic covers a
much wider geographical area, often worldwide. A pandemic also infects many more people than an
epidemic. An epidemic is specific to one city, region or country, while a pandemic goes much further
than national borders.
An epidemic is when the number of people who become infected rises well beyond what is expected
within a country or a part of a country. When the infection takes place in several countries at the same
time it then starts turning into a pandemic.
A pandemic is usually caused by a new virus strain or subtype to which humans either have no
immunity against, or very little immunity. If immunity is low or non-existent the virus is much more
likely to spread around the world if it becomes easily human transmissible.
In the case of influenza, seasonal outbreaks (epidemics) are generally caused by subtypes of a virus
that is already circulating among people. Pandemics, on the other hand, are generally caused by
novel subtypes - these subtypes have not circulated among people before. Pandemics can also be
caused by viruses, in the case of influenza, that perhaps have not circulated among people for a very
long time.
Pandemics generally cause much higher numbers of deaths than epidemics. The social disruption,
economic loss, and general hardship caused by a pandemic are much higher than what an epidemic
can cause.
The World Health Organization (WHO) warns that there is a significant and increased threat of future
pandemics.
The Government’s Ministry of Health and WHO continuously monitor for outbreaks of novel influenza.
It is the Government who will alert the Public to any potential epidemic or pandemic and it is the
Government who will lead the emergency response. The Government’s emergency response level
corresponds to a situation where the risk of a novel influenza virus causing new and serious impact to
human health in Vietnam is high and imminent. Generally, it depicts a high risk of serious human
infections caused by the novel influenza virus in Vietnam and serious infections may be widespread.
Illustrative scenarios would be:
 The confirmation of human infection, with serious health outcomes, confirmed in Vietnam,
neighbouring countries or in a country with a considerable level of trade and travel relationship
with Vietnam;
 There is evidence of human-to-human transmission sufficient to cause sustained community
level outbreaks.
A3.1.1 Objectives
As stated earlier, in the event of a pandemic, it is the Government who will lead the National
emergency response. However, CONTRACTOR must plan for and be prepared for a pandemic.
CONTRACTOR has the following objectives for pandemic planning:
1. Maintain business continuity, and safe completion of works as described in the PROJECT;
2. That stakeholders may be reassured that CONTRACTOR is doing all it should do to be
proactive in the face of a pandemic threat;
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3. That CONTRACTOR will fulfil its contractual and ethical obligations to manage risk. In
particular, that the company fulfils its duty of care and duties for health and safety.
A3.1.2 Priorities
CONTRACTOR has the following priorities in the event of a pandemic:
1. The Health and Safety of CONTRACTOR employees, their immediate families and other
stakeholders;
2. To meet near term commitments to the Joint Venture;
3. To meet longer term obligations to Vietnam
4. To protect the reputation of the company and the longer-term sustainability of the organisation.
A3.1.3 Scope
This procedure explains the strategy CONTRACTOR will adopt to plan for a pandemic. It will
provide background information on pandemic flu, details of planning assumptions, strategies for
business continuity, clarity on roles and responsibilities and guidance for staff.
This plan is applicable to and covers all PROJECT locations and activities.
A3.2 ABBREVIATIONS
IT Information Technology department
HR Human Resources department
OH Occupational Health department
PCT Pandemic Contingency Team
PPE Personal Protective Equipment
WHO World Health Organisation
A3.3 REFERENCE DOCUMENTS

 World Health Organisation Pandemic Influenza Preparedness and Response
 Prevention and control of influenza pandemics and annual epidemics
 Strengthening pandemic influenza preparedness and response
 Pandemic influenza preparedness: sharing of influenza viruses and access to vaccines
A3.4 IMPACT OF A PANDEMIC ON THE PROJECT

A3.4.1 Human Resources
A pandemic has the potential to make 50% of the workforce unavailable for up to 12 weeks.
Absenteeism could be higher where there is panic or hysterical concern about infection. Infected staff
will be away from the workplace for 2 weeks due to inflection and longer if family members are
infected. All levels and functions within the PROJECT will be affected.
A3.4.2 Supplier Reliability
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During a pandemic suppliers will also be affected and CONTRACTOR will need to ensure there is
sufficient robustness in the supply chain to weather a pandemic. Where there is not sufficient
confidence in suppliers, action may need to be taken to diversify, increase stockholdings, improve
contracts (penalties, bonuses).
A3.4.3 International Movements

It is likely that upon the initial announcement of a pandemic, and possibly as waves spread, some
nations will close their borders and airlines will stop flying certain routes for a short period. There
may be very little notice of this (perhaps only 24 hours during which time there will be much
uncertainty).
In such circumstances CONTRACTOR will need to react quickly and any business travellers will need
to return home immediately.
A.3.4.4 States of operation
It is anticipated that a pandemic period will result in three broad states of operation:
Full Capacity No impact on operations. Planning and monitoring are on-going but there is
no unusual absence.
Reduced Capacity During the long-term period of pandemic which is expected to last up to 2
years. The impact would be some unusual absence of personnel, but at an
average figure of 5 – 10%.
Pandemic Capacity The period of pandemic wave which is expected to be 12 weeks duration.
Up to three of these waves may be expected. During this period it is likely
that absence will be 25 – 50%. In some cases this could be much higher
due to fear among staff, failure of transport infrastructure, and so on.
A3.5 PANDEMIC STAGES

The World Health Organisation defines the stages of a pandemic in eight phases. The phases are:
A3.5.1 Monitoring Period
Phase 1: No new influenza virus subtypes have been detected in humans. An influenza virus
subtype that has caused human infection may be present in animals. If present in
animals, the risk of human infection or disease is considered to be low.
Phase 2: No new influenza virus subtypes have been detected in humans. However, a
circulating animal influenza virus subtype poses a substantial risk of human disease.
A3.5.2 Pandemic Alert Period

Phase 3: (Contingency Plan Development) Human infections with a new subtype, but no
human-to-human spread, or at most rare instances of spread to close contact.
Phase 4: (Contingency Implementation) Small clusters with limited human-to-human
transmission but spread is highly localised, suggesting that the virus is not well
adapted to humans.
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Phase 5: (Contingency Management) Large clusters but human-to-human spread still

localised, suggesting that the virus is becoming increasingly better adapted to
humans, but may not yet be fully transmissible. There is substantial pandemic risk.
A3.5.3 Pandemic Period
Phase 6: (Business Impact and Recovery) Increased and sustained transmission in general
population.
Monitoring Alert period Pandemic

period
PHASES 5 – 6
PANDEMIC
PHASE POST
4 PEAK
PHASES POST
1-3 PANDEMIC
TIME
Predominately Sustained Widespread Possibility of Seasonal
Animal infections; human-to-human Human infection recurring events level disease
few human infections transmission
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CONTRACTOR Project Director will own the Pandemic Contingency Plan and will supervise its
execution.
A3.6.2 CONTRACTOR Corporate HSE Manager
CONTRACTOR Corporate HSE Manager is responsible for the overall Health and Safety of
personnel working within the Project. In terms of contingency planning, his role is to review and
approve the project specific plan.
He will ensure a Pandemic Contingency Team (PCT) is formed to plan and manage appropriate
response actions. This group will have responsibility for implementation of the plan should a
pandemic situation arise. The PCT will comprise:
A3.6.3 Pandemic Contingency Planning Manager

The Pandemic Contingency Planning Manager is responsible for coordinating contingency planning
across the Employer. He facilitates and assists the PROJECT in the development of their
contingency plans. The appointed person for this role is CONTRACTOR Project Manager
A3.6.4 Pandemic Contingency Planning Coordinator

The Pandemic Contingency Planning Coordinator is responsible for coordinating the development
and the maintenance of the contractor Pandemic Contingency Plan. The appointed person for this
role is the CONTRACTOR Site HSSE Manager.
He will also be responsible for establishing an appropriate system to monitor, track and record the
health status of all employees and their families.
A3.6.5 Human Resources Manager

The HR Manager is responsible for assisting the Pandemic Contingency Planning Coordinator in the
identification of critical positions, personnel movements and potential repatriation strategy. In case of
a pandemic, he is responsible for the daily follow-up of all employees as far as sickness absence is
concerned. He will be responsible for monitoring absence levels and for procuring additional staff as
and when required to ensure business continuity. HR will also be responsible for establishing an
appropriate system to monitor, track and record the health status of all employees and their families.
A3.6.6 Contracts and Procurement Manager
The Contracts and Procurement Manager will have responsibility to consider and implement
measures to ensure there is sufficient robustness in the supply chain to weather a pandemic. Where
there is not sufficient confidence in suppliers, action may need to be taken to diversify, increase stock
levels, or improve contracts.
A3.6.7 Occupational Health Department
The OH personnel are responsible for ensuring they are adequately prepared for a pandemic. This is
done via Hanoi Occupational Health Department. In particular, they are in charge of ensuring they
have all equipment necessary to deal with a pandemic.
The Occupational Health section will also be responsible for the Health Risk Management of sick or
exposed employees i.e. issue of antiviral medication, provision of advice on attending/not attending
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work; precautionary arrangements and flu containment measures.

A3.6.8 Employees
All CONTRACTOR and Sub-contractor employees are required to strictly follow all personal actions
that are communicated to them prior to and during a pandemic. They need to be made aware of the
infection potential so that exposure is minimised as much as possible.
A3.7 ACTION PLANS

CONTRACTOR is required to carry out certain actions in preparation for, during and following a
pandemic. These actions can be grouped into the following Action Plans corresponding to Full
Capacity, Reduced Capacity and Survival states of operations.
A3.7.1 Full Capacity

Preparation Action Plan
The table below details the actions to be taken in order to position the PROJECT so that it can
implement the Pandemic Contingency Plan at any time.
FULL CAPACITY PRE-PANDEMIC PHASE

RESPONSIBLE
ITEM CATEGORY ACTION
PERSON
Plan Ensure Planning co-ordinator and deputy are

1 CONTRACTOR GM
co-ordination identified and operational.
Plan Test plan during a Business Continuity exercise
2 CONTRACTOR GM
Effectiveness involving key stakeholders.
Ensure adequate stocks of materials and equipment Procurement
3
are procured. Manager
Secure necessary critical supplies following stock Procurement
4
Suppliers review. Manager
Maintain contact with Sub-contractors to determine
Procurement
5 availability of resources. Make preparations to bring
Manager
in additional resources at short notice.
Issue note to CONTACTOR and Sub-contractor
6 Site HSSE Manager
personnel to encourage seasonal flu vaccination.
Ensure Tamiflu stocks are sufficient and ready for
7 Medical Site HSSE Manager
distribution.
Ensure all flu pandemic supplies (e.g., face masks)
8 Site HSSE Manager
are available and of sufficient quantity.
Make sure enough trained staff are available to
9 Communications Project Manager
maintain communications throughout the Project.
Carry out survey to establish which personnel may
10 IT Systems be able to work from home during a pandemic and Project Manager
what systems and equipment would be required.
Develop process to record and monitor sick and
11 HR HR Manager
infected personnel as well as their dependants.
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A3.7.2 Reduced Capacity and Pandemic phases

CONTRACTOR should carry out a gap analysis to identify the impact of loss of human resources on
business critical activities in both the ‘Reduced Capacity’ and ‘Pandemic Capacity’ phases. This
process will:
 Identify key personnel, processes, systems, assets and suppliers are critical to business
survival;
 Identify risk or consequence to the business if those systems or processes were lost or
unavailable;
 Identify potential gaps/shortfalls at both the ‘Reduced Capacity’ and ‘Pandemic Capacity’
levels.
REDUCED CAPACITY PHASE
RESPONSIBLE
PERSON
Convene regular meetings of the PCT to monitor and
1 Operations CONTRACTOR GM
oversee the situation.
Recruit additional cleaning staff for offices, canteens
2 HR Manager
and other communal places.
Issue posters and other material to remind all
3 Site HSSE Manager
personnel to wash hands frequently.
Hygiene
4 Limit face-to-face meetings to a minimum. Project Manager
Be prepared to close canteens at short notice. Instruct

5 Project Manager
personnel to bring food.
6 PPE Issue face masks to all personnel. Site HSSE Manager
7 Consider option of recalling foreign travellers. HR Manager
Implement tracking system for infection status of

8 HR Manager
employees.
People
Explore flexible working arrangements to ensure
9 HR Manager
essential work is covered.
Alert manpower providers of potential need for
10 HR Manager
replacement staff
11 Communication Maintain on-going communications with Authorities Site HSSE Manager
Ensure workforce is kept up to date with infection status

12 Site HSSE Manager
and CONTRACTOR actions to deal with a pandemic
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A3.7.3 Pandemic Capacity
PANDEMIC CAPACITY PHASE
RESPONSIBLE
PERSON
PCT to continue monitoring situation and respond in line

1 Operations CONTRACTOR GM
with advice from Employer and the Authorities.
Maintain continuous cleaning of work places and

2 Project Manager
communal areas.
3 Hygiene Cancel all meetings, use tele-conferencing. Project Manager
4 Cancel all visitors to site. Project Manager
Manage and ensure appropriate distribution of medical Occupational Health

5 Medical
supplies. Provider
Essential personnel only on site. Office based staff to stay

6 Project Manager
away from site.
Monitor workforce levels in all areas and mobilise

7 People HR Manager
replacement workers when necessary.
Use whatever flexible working arrangements are needed to

8 HR Manager
ensure essential work is covered.
Maintain communication with Employer and the

9 Project Manager
Authorities.
Communication
10 Continue to update workforce on the developing situation. Site HSSE Manager
A3.7.4 GUIDANCE FOR SITE AND OFFICES ON FLU CONTAINMENT MEASURES

Although flu is generally a disease of the respiratory tract in humans, much infection is actually
spread through contamination of surfaces by infected persons. Under the right conditions, the flu
virus can live for days or longer on objects or surfaces. Hence routine hygiene measures can be very
effective.
The advice given by world health authorities on collective containment is as follows. There may be
slight variations between this and Government advice, but the objectives are the same.
 Advise your employees, CONTRACTOR and Sub-contractors and visitors on increased
personal hygiene measures. See guidance for individuals in Section A7. Advice should be
posted at office entrances, in toilets and wash-rooms, in restaurants and kitchens and desk
drops.
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 Vigorously encourage employees who feel unwell to STAY AT HOME rather than coming into
work and infecting others.
 While infection is restricted to poultry and direct human contacts, issue advice on avoidance of
contact with birds. If necessary bird scaring devices can be installed around the site to keep
birds away.
 Establish a policy for managing the removal of dead birds found on the site.
 Provide enhanced personal cleaning facilities – for example, alcohol based hand gel
disinfectant in offices, building entrances, toilets, and disposable paper tissues (together with
covered waste bins).
 Increase the frequency and intensity of the site cleaning routine – particularly of surfaces and
objects touched frequently by many people. Examples include –
- door handles;
- restaurant trays, table surfaces, drink vending machines;
- work station items – desk surfaces, telephones, drawer handles and keyboards.
- waste bins (possible contaminated tissues)
 Make sure, during an actual pandemic, that cleaning staff are adequately trained and
protected.
 Review hand drying methods in washrooms. Adequate hand drying is essential for cleansing
hands of microbes. Roller towels, if employed, must be regularly renewed. Cotton towels for
multiple use are unacceptable. The most effective hand drying (from a microbial perspective) is
achieved by a combination of disposable paper towels and hot air dryers (either automatic or
operated by a large ‘elbow button’)
 Be prepared to actively discourage some activities during the course of a pandemic e.g.:
- sharing of work stations;
- multiple use of telephones;
- hand shaking;
 Discourage casual visitors to site locations, including children of staff members. Children have
a particularly long pre-symptomatic infective period for flu and therefore can spread the
disease long before appearing unwell.
 Plan for and encourage an increase in remote working, such as working from home where
appropriate. Understand the capacity and capability of IT systems and upgrade if necessary to
maximise the amount of critical tasks that can be performed remotely.
 CONTRACTOR should establish a process for tracking the health status of employees so that
at least a certain amount of absenteeism can be forecasted. For instance, CONTRACTOR and
Sub-contractors should record who is sick and when they became sick so that return dates can
be predicted, similarly for those in voluntary quarantine or looking after sick family members.
Records should also be maintained of those who have had flu and recovered as these people
will be immune in future pandemic waves.
A3.7.5 GUIDANCE FOR INDIVIDUALS ON FLU CONTAINMENT MEASURES

You can reduce, but not eliminate, the risk of catching or spreading influenza during a pandemic by:
 Covering your nose and mouth when coughing or sneezing, using a tissue when possible.
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 Disposing of dirty tissues promptly and carefully.

 Avoiding non-essential travel and overcrowding whenever possible.
 Maintaining good basic hygiene, for example washing hands frequently with soap and water to
reduce the spread of the virus from your hands to face or to other people.
 Cleaning hard surfaces (e.g. door handles, meeting room table tops, stair handrails, etc)
frequently using a normal cleaning product.
CONTRACTOR should assist workforce members by:

 Ensuring all people are aware of coughing or sneezing etiquette.
 Possibly providing additional tissues.
 Having an efficient means of disposal for tissues.
 Possibly modifying travel policy.
 Possibly reducing overcrowding by increasing the flexibility of working hours.
 Enhancing maintenance of toilet facilities.
 Possibly providing alcohol-based soap as a substitute for soap and water.
 Enhancing cleaning service provided by Sub-contractors.
 Considering alternate plans for cleaning in the absence of Sub-contractors.
 Increase working remotely/from home.
CONTRACTOR should use the above guidance for planning purposes. It is likely that further
guidance will follow from Government as a pandemic emerges.
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ATTACHMENT 4: NATURAL DISASTER AND ADVERSE WEATHER

RESPONSE
This Attachment describes actions to be taken in a broad range of possible events including
earthquakes, tsunami, wind and rain and storm surges.
A4.1 Earthquake
Vietnam is not located on the edge of any active fault systems which makes it much less vulnerable to
earthquakes than other countries in the region. The northern region of Vietnam has low to moderate
seismicity. ( UN-Viet Nam Factsheet on earthquakes and tsunamis in Viet Nam – 24 March 2011).
A4.2 Tsunami
The probability of a tsunami in Vietnam is very low. ( UN-Vietnam Factsheet on earthquakes and
tsunamis in Vietnam – 24 March 2011).
Even with sophisticated technology the location and magnitude of tsunamis are very difficult to predict.
When a tsunami is generated, its height and arrival time vary according to local coastal
configurations.
When a tsunami is generated in a local area, there is little or no warning time before it strikes.
Consequently, the key elements to response are advance planning and the establishment of
evacuation areas, maintenance of evacuation routes, communication systems and the rapid
dissemination of accurate information.
A4.3 Warning of earthquake and / or tsunami

The Vietnamese Institute of Geophysics Centre for Earthquake and Tsunami Warning (CTEW) is
responsible for warning of earthquake and tsunami to Government and Public media. The
CONTRACTOR monitors communications from CTEW and will initiate appropriate response.
A4.4 What to do in case of earthquake or tsunami

General Workforce
 If you feel strong earthquake tremors, secure yourself from falling and protect yourself from any
falling object. If the tremors get weak, proceed immediately to your assembly point. If working at
the marine facility and instructed to evacuate, leave the shore and evacuate to a safe area of
higher elevation.
 All earthquakes do not cause tsunamis, but many do. When you know that an earthquake has
occurred, stand by for a tsunami emergency message from your supervisor
 Listen for accurate information from your supervisor.
 Tsunami waves attack repeatedly. Don’t move from the place where you are safe until informed
that the warning is over.
A4.5 Adverse weather
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The rainy, or monsoon season, generally occurs between May and October. During this six month
period, approximately 90 to 160 days of high winds and heavy rain may be expected.
CONTRACTOR will continuously monitor National and Local meteorological data and issue timely
warning to all personnel of adverse weather and issue instructions to stop work as necessary.
In the event of an impending flash flood, the general emergency call will be given through site
communication systems and all personnel must stop work, make their worksites safe and proceed
to their assembly points.
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ATTACHMETNT 5: FIRE AND EXPLOSION RESPONSE

This attachment is the reference only and shall be developed at the major mobilization stage.
A5.1 Introduction
During the Levelling and Construction phases of the Project there are only limited quantities of
hydrocarbons and other flammable materials being held on site, therefore this risk of major escalation
by fire or explosion is only limited. There are however large numbers of persons living within
accommodation camps who are sleeping or conjugating in large numbers in public areas. Whilst the
property risk is low the potential for fire involving risks to persons is high. This document specifies the
considerations that must be taken in the event of fire and active considerations to reduce the potential
risk from fire.
The CONTRACTOR will ensure that adequate contingencies are in place the event of fire, this may
be by the provision of fire fighting resources from the local community fire station or by the provision
of the Projects own internal fire fighting resources. When identifying these options consideration must
be given to such issues as:
 Compatibility of equipment between site and local community
 Suitability of equipment for the risks identified
 Levels of training required and how will be maintained
These resources shall be in place prior to the major mobilisation phase of the Project.
A5.2 Fire Safety in Accommodation Camps

Prior to the introduction of hydrocarbons into the site, workers sleeping areas provide the highest risk
potential from fire. The Workers Accommodation Management Plan S-000-1654-0310V identifies the
minimum fire safety standards that must be adhered to in workers accommodation:
 Building construction materials with inherently non-flammable materials
 Minimum travel distances to a final exit doors
 Fire Detection systems installed and monitored 24/7
 Manual Fire Alarm call points
 Emergency lighting on all escape routes
 Fire Extinguishers immediately available
All equipment will be tested with records kept in accordance with Workers Accommodation
Management Plan S-000-1654-0310V.
In addition:
 Good housekeeping standards will be maintained
 Smoking not allowed in rooms
 Cooking not allowed in rooms
 No modification or alternation to electrical equipment
All persons will receive an site induction upon arrival at accommodation sites which will include
actions to be taken in case of fire and how to operate a fire extinguisher
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A5.3 Fire Safety in the Workplace

During Construction and Levelling activities the risk of fire is low however all persons working on site
shall receive a site induction on arrival which shall include actions in the event of fire, this induction
shall include:
 Evacuation procedures from offices and other buildings in event of fire, assembly point
procedures.
 Actions in the event of site alarm and muster procedures.
 Selection and operation of fire fighting equipment.
In addition all areas will be provided with fire extinguishers as per project standards and additional fire
extinguishers will be provided for higher risk activities i.e. welding and portable generator equipment.
Where naked flame hotwork is being carried out a nominated fire watcher will be provided, their
duties will be to ensure that there sufficient fire extinguishers at the jobsite and there is no potential
for the spread of fire. Fire Watchers will undergo specific training for hazard recognition, raising the
alarm and fire extinguisher training.
A5.4 Other Emergencies

In addition to the provision of fire fighting facilities for the Construction and Accommodations sites the
EPC CONTRACTOR shall ensure that adequate contingencies are in place for the rescue of
casualties from road traffic accidents and other emergencies. Again this may be by the provision of
rescue resources from the local community fire station or by the provision of the Projects own internal
rescue equipment.
A5.5 Mobilisation/ Call Handling

The CONTRACTOR shall provide a 24hr call centre number for the handling of all emergency call on
site or within the Accommodation Camps. Each Accommodation Camps will have fire detection
equipment linked back to a fully manned security point from where the 24 hr call centre will be
contacted.
The call centre will maintain up to date contact details for all internal and external emergency services
plus mobilisation procedures for IMT and On-Scene Commander. Prior to the activation of the IMT
the call centre will be the focal point of emergency communications and maintain a record of all calls
and actions undertaken by the centre.
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Title: Emergency Response Plan Page45 of 45
S-000-1654-0130V
ATTACHMENT 6: EMERGENCY RESPONSE TRAINING MATRIX

Workforce
(including Rescue Suppression Repair work Security
Ref Course Title Supervisors Visitors
Subcontractors Team Team Team Team
and Suppliers)
ER1 Site Induction       

ER2 Media Awareness Training     
ER3 Basic First Aid   
ER4 Casualty Handling  
ER5 Basic fire fighting 
ER6 Spill containment  
ER7 Muster Checker 
ER8 Traffic Control 
Actual experience of the
emergency alarm
  
Evacuation route and
assembling point
  
How to act when find the
emergency
  
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Employer Doc. No.

NSRP Contractor Doc. No.

Employer Contract No.: , Contractor JOB Code: 0-6495-20 Date: 01/JUL/13

EMERGENCY RESPONSE PLAN

Unit No.: Not Applicable

Issue Purpose For Construction

Rev Date Page Description Prep'd Chk'd App'd

Operation Centre JOB Code: Operation Centre Doc. No.:

Contractor Doc. No.

Contractor Doc. No.

11.3 Drills and Exercises .......................................................................................... 24

Contractor Doc. No.

ATTACHMENT 6: EMERGENCY RESPONSE TRAINING MATRIX ................................ 45

Contractor Doc. No.

Contractor Doc. No.

Contractor Doc. No.

Management Team. The On-Scene Commander is the leader of the Site

ERP Emergency Response Plan

Contractor Doc. No.

NSEZMB Nghi Son Economic Zone Management Board

4. EMERGENCY RESPONSE PHILOSOPHY AND STRUCTURE

Contractor Doc. No.

Figure 1: Overall Incident Management and Emergency Response Structure

SITE ACTIVITY Suppression Team

- Tinh Hai People’s Committee

Contractor Doc. No.

4.1 Definition and Ranking of Incidents

4.2 Examples of Incidents, Emergencies and Crisis

Contractor Doc. No.

Level 1 Level 2 Level 3

Minor injuries, first Serious but not life Life threatening

PEOPLE Minor ailments or ill Outbreak of

Missing person Kidnap / hostage.

Fights with local Riots affecting work

Local oil spillage Oil spillage outside Major oil spill,

Localised fire Fire escalating Major fire with partial

Local security Fights with indigenous

Contractor Doc. No.

narcotics abuse on Sabotage or damage Large scale theft or

4.3 Response Levels and Resource Allocation

LEVEL 2 – INCIDENT MANAGEMENT TEAM (IMT)

Contractor Doc. No.

 Health & Safety Team;

5.1 CONTRACTOR Personnel Responsibility

5.1.2 CONTRACTOR Site HSSE Manager

Contractor Doc. No.

6. FUNCTIONAL ROLES AND RESPONSIBILITIES

6.2 Site Activity Group

Contractor Doc. No.

6.3 Incident Commander

6.4 Incident Management Team

Contractor Doc. No.

Figure 2: Incident Management Team Structure

The primary responsibilities of the IMT are:

6.5 Office Command Group

Contractor Doc. No.

Health, Safety and Security Team

Public Relations Team

Contractor Doc. No.

7. DEDICATED INCIDENT MANAGEMENT FACILITIES

7.2 Incident Management Team

8. TRAINING AND COMPETENCE