BTC Construction Phase ESAP Annex D.6 Health and Safety Management Plan

8/2/2019 BTC Construction Phase ESAP Annex D.6 Health and Safety Management Plan

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Health and Safety Management Plan

BTC Project

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BTC Pipeline Project

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April 2003

U01 March 2003 Issued for use Bethan Morgan Alan Jones David Winter

Rev Date Reason for Issue Prepared by Checked by Project Approval

Category Code Category Code Description

Area Code 0000 General (Common)

Document Type Code Procedure

System Number - -

Life Cycle Code x Transitory

DOCUMENT NUMBER:

AGT Project Core

Team / IPMT Code

Area Code Function

Code

Document

Type

Sequence

Number

Language Revision

0000 HS A01


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BECOME OUTDATED

AGT Pipelines Project Document Number: AGT004-0000-HS-xxxxxx Rev A01Page 2 of 26

CONTENTS

INTRODUCTION...........................................................................................................................5SCOPE..............................................................................................................................................5STRUCTURE OF THE DOCUMENT ...........................................................................................................5

1 LEADERSHIP AND ACCOUNTABILITY.................................................................................81.1 INTRODUCTION ......................................................................................................................81.2 COMMUNICATIONS..................................................................................................................91.3 ORGANISATION......................................................................................................................9

2 RISK ASSESSMENT AND MANAGEMENT..........................................................................112.1 GENERAL............................................................................................................................112.2 H&S RISK MANAGEMENT OVERVIEW .......................................................................................112.3 HEALTH SAFETY DURING CONSTRUCTION.................................................................................112.4 ENSURING HS SAFETY DURING OPERATION THROUGH THE DESIGN PROCESS ................................12

3 PEOPLE, TRAINING AND BEHAVIOURS ......... ........ ......... ........ ......... ......... ........ ......... ....... 133.1 GENERAL............................................................................................................................133.2 BEHAVIOURAL CHANGE.........................................................................................................133.3 HEALTH ..............................................................................................................................143.4 DRUGS, ALCOHOL AND SMOKING ............................................................................................14

4 WORKING WITH CONTRACTORS AND OTHERS ......... ........ ......... ........ ......... ........ ......... ...154.1 GENERAL............................................................................................................................154.2 PERFORMANCE MEASUREMENT..............................................................................................15

5 FACILITIES DESIGN AND CONSTRUCTION ........ ......... ........ ......... ........ ......... ........ ......... ...165.1 GENERAL............................................................................................................................165.2

CONTRACTOR MANAGEMENT .................................................................................................16

6 OPERATIONS AND MAINTENANCE......... ........ ......... ........ ......... ........ ......... ........ ......... ...... 17

6.1 GENERAL............................................................................................................................177 MANAGEMENT OF CHANGE..............................................................................................18

7.1 GENERAL............................................................................................................................188 INFORMATION AND DOCUMENTATION.............................................................................19

8.1 DOCUMENT CONTROL ...........................................................................................................198.2 APPLICABLE REGULATIONS, CODES, STANDARDS .....................................................................198.3 INFORMATION STORAGE AND RETRIEVAL..................................................................................198.4 PROJECT MANUAL................................................................................................................19

9 CUSTOMERS AND PRODUCTS..........................................................................................2010 COMMUNITY AND STAKEHOLDER AWARENESS ........ ......... ........ ......... ........ ......... ........ ..21

10.1 GENERAL............................................................................................................................2110.2 INTERNAL COMMUNICATIONS..................................................................................................2110.3 EXTERNAL COMMUNICATIONS ................................................................................................2210.4 COMPLAINTS .......................................................................................................................23

11 CRISIS AND EMERGENCY MANAGEMENT........................................................................2411.1 EMERGENCY RESPONSE PLANS .............................................................................................2411.2 OIL SPILL RESPONSE............................................................................................................24


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12 INCIDENTS ANALYSIS AND PREVENTION ......... ......... ........ ......... ........ ......... ........ ......... ...2512.1 GENERAL............................................................................................................................25

13 ASSESSMENT, ASSURANCE AND IMPROVEMENT ......... ........ ......... ......... ........ ......... ....... 2613.1 GENERAL............................................................................................................................2613.2 BTC ACTIVITIES AND SAFETY INPUTS ......................................................................................2613.3 ASSURANCE OF CONTRACTORS ..............................................................................................2613.4 IMPROVEMENT .....................................................................................................................26


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ABBREVIATIONS

AGI Above Ground Installation

ALARP As Low As Reasonably Practicable

ASA Advanced Safety Audit

BTC Baku-Tbilisi-Ceyhan

CDM Construction, Design and Management (Regulations)

COSHH Control Of Substances Hazardous to Health

DAFWC Days Away From Work Cases

ERP Emergency Response Plan

ESIA Environmental and Social Impact Assessment

GHSER Getting HSE Right

HAZCON Construction Hazard Identification Workshop

HAZID Hazard Identification Workshop

HGA Host Government Agreement

HSE Health, Safety and Environment

HS&ES-MS Health, Safety and Environmental, Social Management System

KPI Key Performance Indicator

MOC Management Of Change

NOK Next of Kin

OSHA Occupational Safety and Health Administration

PPE Personal Protective Equipment

PTW Permit To Work

QRA Quantitative Risk Analysis

STOP Safety Training Observation Program

TMP Transport Management Plan


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INTRODUCTION

Scope

The scope of this document describes the way in which the management of Health and Safety

(HS) is implemented across the BTC Pipeline Projects activities. It is consistent with BPs

Corporate HSE Management system, Getting HSE Right (GHSER). The requirements of this

document will be implemented in the three host countries, Turkey, Azerbaijan and Georgia by

their own local management systems and plans, suitably tailored to the local requirements.

Structure of the Document

This document is structured in terms of the 13 elements of GHSER, so that the means of

implementation of the expectations of each element are described for clarity and consistency. Itshould be noted that Element 9 Customers and Products is excluded from consideration in this

document because it is not yet relevant.

The overall framework of the HS&ES Management System and Plan is shown in Figures 1 and

2.


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AGT Pipelines Project Document Number: AGT004-0000-HS-xxxxxx Rev A01Page 6 of 26

POLI CY

AGT PROJ ECT MANAGEMENT

SYSTEMFRAMEWORK

TURKEYBotas/ BTC I nterf ace

LEVEL I : BP

LEVEL I I : PROJECT

LEVEL I I I : I N- COUNTRY

LEVEL I V: CONTRACTOR

Figure 1 AGT HS and ES MANAGEMENT SYSTEM COMPONENTS

I N- COUNTRY MANAGEMENT SYSTEMS AND PLANS

I N- COUNTRY CONTRACTORS OWN MANAGEMENT SYSTEMS PLANS

PROCEDURES (APPROVED BY AGT)

SUB- CONTRACTORS OWN MANAGEMENT SYSTEMS PLANS PROCEDURES (APPROVED BY

BOTAS)


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AGT Pipelines Project Document Number: AGT004-0000-HS-PLN-00003 Rev A01 Page 7 of 26

POLI CY

AGT PROJECT MANAGEMENTSYSTEM

FRAMEWORK

LEVEL I : BP

LEVEL I I : PROJ ECT

Figure 2 AGT HS and ES MANAGEMENT SYSTEM PROJ ECT DOCUMENTS

Pr oject wide

GHSERElement s

H&S- specif ic

I mplement ationI ssues

E&S I mplement ation I ssues

(St r uct ur e that includesCont r actor Cont r ol Plans,Commit ment Regist ers etc.)

GHSER

Based H&S Plan

E&S MSFramework

DocumentAGT HS&ES PLAN- 2 Document s

This document


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Category Means of Implementation Targets

Personal

Development

Attend management safety training 5 days per

year

minimum

Contractor

Engage key contractors towards the zero accidentculture

Conduct project HS&ES workshops with groups ofcontractors

Accident and

Injury Free

Programme

Quarterly or

as

necessary

Assurance &Control

Review project HS&ES Performance at face to facemeetings

Quarterly or

as

necessary

1.2 Communications

Leadership will engage in two-way communication with employees, contractors and others

through a variety of means, including:

Regular safety and progress meetings which include both contractors and management;

An open door policy for the discussion of HS&ES issues; and

Provision of notice boards for HS&ES issues, which will present information on H&S

performance and also lessons learned.

1.3 Organisation

The following organisation chart shows the structure of the leadership team. The leadership

team will ensure that appropriate resources are made available for the project in terms of

competent individuals and HS&ES professionals to provide specific advice and expertise.


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Figure 1.1 IPMT Organisation Chart showing key H,S & ES individuals

David Winter

Technical and H&S ComplianceManager

Phil Allison

Project DirectorSheila Spence

Environmental and Social

Compliance Manager

Alan Jones

H&S Manager

Ed Johnson

Georgia Project Manager

Wayne Wheeler

Azerbaijan Project Manager

Ed Truett

Turkey Project Manager

Jaime Potes UK Project Manager

(London)

Ed Walker H&S Manager

M. Zaunbrecher Construction E &S Compliance Manager

M. Aycrigg Cultural & Community

Investment Manager

Ed Morgan H&S Manager

Phil Middleton Env/SocialManager

Ingemar Bryngelsson HS&S

ManagerMartin Lednor LTO Manager

Frank Smith Safety Engineer

Craig Warrender Environmental

Engineer


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2 RISK ASSESSMENT AND MANAGEMENT

2.1 General

Risk assessment and management is a key process for the management of HS&ES and is

central to meeting expectations and the projects goals in these areas. The approach focuses

on identifying, assessing and managing HS&ES related risks in project activities.

The rest of this section concentrates on the management of HS risks. ES risks are

addressed comprehensively in each countrys ESIA (see

www.caspiandevelopmentandexport.com) and supporting documents.

2.2 H&S Risk Management Overview

The approach taken by the project is one of systematic identification of hazards, recording of

hazards, performing of risk assessments, and devising risk controls to eliminate or reduce

risk to a tolerable and as low as reasonably practicable level (ALARP).

Risk identification has been a continuous process from the Define stage when a study was

commissioned by the project to identify significant ways of improving the safety performance

(during construction) . This study was based on extensive consultation with industry. The

recommendations have been used, together with other advice from BP (e.g. the Golden

Rules Of Safety) and industry sources on best practice, to develop comprehensive HS

requirements.

The project has implemented a number of risk assessment and risk management activities

prior to the Execute phase. These have included:

HAZIDs,

HAZOPs,

QRAs,

Layout reviews,

Design and engineering reviews, and

Constructability reviews.

The project also commissioned an aviation risk assessment of charter aircraft and helicopter

companies available to operate in-country.

2.3 Health Safety during Construction

The contractor(s) is required to continue the development of the above studies to ensure that

risks are assessed and reduced to ALARP prior to operational acceptance. These are among


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a very comprehensive group of requirements in the area of H&S described in the Invitation to

Tender Document. See also Element 4.

The contractor is also required to organise and facilitate a Construction Hazard IdentificationWorkshop (HAZCON) to brainstorm, identify, discuss and agree with the project the

appropriate management controls for hazards arising during the execution of the work

activities during this phase. A joint risk assessment between project personnel and the

contractor will then be conducted and actions resolved prior to beginning work or mobilisation

to site, underlining the need to determine levels of risk for all activities to impose appropriate

management controls, in particular the need for an effective Permit to Work system.

The contractor is required to develop risk assessments and method statements to manage all

identified risks and hazards after break down of the work scope. The contract documents give

a minimum but non-exhaustive list of these areas.

2.4 Ensuring HS Safety during Operation through the design process


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3 A RISK BASED APPROACH HAS BEEN FULLY INTEGRATED INTO THE DESIGN. A

SAFETY CASE HAS BEEN DEVELOPED WHICH SUMMARISES ALL THE

RELEVANT PROJECT INFORMATION AND SAFETY STUDIES TO THE END OF THE

DEFINE STAGE, AND DEMONSTRATES THAT THE DESIGN IS ALARP. A

SEPARATE SAFETY CASE WILL BE PRODUCED FOR OPERATIONS, ENSURING

THAT ALL ASSUMPTIONS REGARDING THE WAY THAT THE PIPELINES ARE TO

BE OPERATED WILL BE EXPLICITLY IDENTIFIED SO THAT APPROPRIAT E

PROCEDURES CAN BE DEVELOPED, AND THE IMPACT OF ANY CHANGE CAN

BE READILY ASSESSED. PEOPLE, TRAINING AND BEHAVIOURS

3.1 General

The behaviour of people at all levels of the project is critical to its success and to the

achievement of the HS&ES goals. It is therefore essential that all personnel are carefully

selected and trained, and that their skills and competencies are regularly assessed. It is also

essential that good HS&ES performance is encouraged and rewarded, in part through the

KPIs that have been developed for the project.

Line management will be responsible for providing the appropriate training and procedures

necessary to ensure safe work. All personnel employed on the BTC Pipeline Project will be

responsible for the safety of their work and the safety of others who may be affected by it.

3.2 Behavioural Change

There is a project commitment to achieving a substantial improvement in safety performance

over current industry practice for the construction activity. HS&ES programmes and training

have been implemented that engage managers, supervisors and personnel in behavioural

change and improved safety performance such as:

STOP (Safety Training Observation Program), with STOP cards submitted regularly

ASA (Advanced Safety Auditing) to identify, recognise and eliminate unsafe acts and

conditions

Project Management have engaged contractors senior management and HS&ES

Professionals in workshops to communicate the projects expectations.

Personnel going to site will be required to carry a Safety Passport (with photograph), detailing

the training that that employee has received.

Training records will be documented in the passports and kept in the permanent training files.


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3.3 Health

The Azerbaijan Business Unit Health department supports the project on all health issues in-

country. There are Doctors in the in-country offices and a health/medical services risk

assessment has been carried out for each country.

This risk assessment has been provided to contractors to assist them in determining their

own level of medical support requirements, which they then provide themselves. The contract

HS&ES requirements also specify minimum camp welfare standards for contractors

personnel. Each Office Manager will ensure that workstation health risks and ergonomics are

assessed.

3.4 Drugs, Alcohol and Smoking

It is the projects policy to maintain a work environment free from the influence of alcohol and

other drug abuse. Accordingly, the project prohibits the consumption, use or influence of

alcohol and/or illicit drugs during working hours. This includes to/from and during work or

when conducting business on the projects behalf. Additionally, there are specific restrictions

with respect to smoking.

There is a programme for drug and alcohol abuse prevention and random testing that is

consistent with the scope and objectives of the BP Drug and Alcohol Abuse Policy. There is

a program for medical review and maintenance of records for drug and alcohol testing

programs and other mandated compliance programs.


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4 WORKING WITH CONTRACTORS AND OTHERS

4.1 General

The importance of successfully working with contractors to achieve a step-change in safety

was identified in the Define stage. This led to:

The development of comprehensive contractual requirements as part of the tendering

process ;

Pre-qualification of contractors with HS&ES issues contributing significantly to the scoring

of bids;

Requiring contractors to have certain HS&ES items as lump sum amounts and separate

budget items in the lump sum amounts, for which payment would be against deliveringpromised programmes and performance.

4.2 Performance Measurement

Contractors must develop KPIs against which they will be audited and there is a documented

approach to performance measurement.


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5 FACILITIES DESIGN AND CONSTRUCTION

5.1 General

The project has and continues to undertake the activities necessary to meet the expectations

for this element. For example:

Baseline technical, environmental and health data have been collected and formed

the basis of the ESIAs;

Facilities have been designed using technology that balances HS&ES risks and

financial benefits;

Design, procurement and construction standards have been formally approved by the

designated technical / engineering authority;

Formal design review, verification and validation studies have been carried out based

on risk assessment;

Operational, maintenance and HS&ES expertise have been integrated early in the

project / design stage. Experience from previous projects and current operations have

been applied; and

Risks have been assessed using appropriate risk assessment tools during the

preceding project phases and will continue to be assessed (see Section 2). Risks will

be mitigated and managed accordingly.

5.2 Contractor Management

Contractor documentation will be reviewed and approved by appropriate project personnel.


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6 OPERATIONS AND MAINTENANCE

6.1 General

The key activities relating to this element for this stage are related to ensuring:

Integrity assurance of as-built facilities with design intent;

Readiness for handover to operations including pre-start up reviews and

documentation, and acceptance by Operations;

Commissioning procedures oversight; and

Lessons learned handover, e.g., due to local geographical or other risks encountered

during construction.

HS&ES impacts associated with waste, emissions, noise, biodiversity and energy use during

construction are addressed in contractual requirements documentation and in the ESIAs.

Decommissioning, remediation and restoration plans will also be developed prior to handover

to operations.

Simultaneous construction and operation, e.g., adjacent pipelines will be addressed in the

field by the contractors Permit to Work systems.

Simultaneous construction and operation at Ceyhan Terminal and Jetty will be addressed

initially through risk assessment, with activity matrices being used to identify prohibited

concurrent activities, and where additional control procedures may be necessary. This will

then provide input to the PTW procedures.


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7 MANAGEMENT OF CHANGE

7.1 General

A suite of documented procedures address Management of Change across the project.


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8 INFORMATION AND DOCUMENTATION

8.1 Document Control

A system is in place to securely manage drawings, design data and other

documentation, including definition of responsibilities for maintaining this information.

The information requirements for operations have been identified and described.

A project wide action tracking system has been set up.

A system has been set up for tracking all the different sections of pipe to ensure that they are

deployed as intended in the field.

8.2 Applicable Regulations, Codes, Standards

Applicable regulations, permits, codes, standards and practices have been identified and

have been included in the contractual documents and HGAs.

8.3 Information Storage and Retrieval

All general project information is retained by DCC.

Confidential medical records will be kept by the HR department for London based staff and by

the relevant in-country teams for personnel working in-country.

8.4 Project Manual

A manual of essential project-wide information, plans and procedures has been compiled and

is structured by GHSER element.


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9 CUSTOMERS AND PRODUCTS

Not relevant at this stage.


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10 COMMUNITY AND STAKEHOLDER AWARENESS

10.1 General

The BTC Project has and as a whole has and will continue to expend significant effort on

developing open communication with communities, regulators and other project stakeholders.

The project will communicate openly to its customers, employees, neighbours, public interest

groups and contractors regarding significant HS&ES aspects of the project. The method for

communicating H&S aspects both internally and externally is discussed in the following

subsections.

10.2 Internal Communications

By effective internal communication of the relevant HS&ES aspects, project employees willbe made aware of the Projects HS&ES requirements, expectations and performance.

10.2.1 Responsibilities

10.2.1.1 Project Manager

The Project Director has the ultimate responsibility as to what information will be shared with

Project employees and representatives.

10.2.1.2 HS&ES Managers

The HS & Technical Compliance Manager, the ES Manager and the HS Manager have the

responsibility to ensure that the personnel, resources and procedures exist that provide for

the widest dissemination of HS&ES information.

10.2.1.3 Project Management and Supervisors

Project In-Country Managers will be responsible for ensuring that those personnel under their

supervision or responsibility are aware of and understand the applicable HS&ES project

requirements, goals, and objectives.

10.2.1.4 Project Employees

Project employees will be responsible for the information provided to them by their direct line

management. When there is uncertainty as to what the requirements, goals and/or objectives

are, the employee will be responsible for initiating the clarification process (i.e., ask the

question).


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10.2.2 HS & ES MS Availability

The HS&ES key documents will be referenced within the Project Management Manual and

will be available for review by all project employees. A copy of the manual will be available in

project offices and electronically in Infoworks.

10.2.3 Monthly Reporting

At a minimum, monthly H&S reporting will include the number of (unless otherwise specified)

occurrences during the reporting period.

Health:

recordable illnesses; and

days away from work due to illnesses.

Safety:

fatalities;

road accidents;

total kilometres driven;

recordable injuries;

days away from work due to injuries; and

hours worked.

10.2.3.1 Emergencies

Emergency communications are addressed in the Projects Emergency Preparedness and

Response Plans see Section 11.

10.3 External Communications

External communications regarding significant Project HS&ES aspects must receive prior

approval from the Project Director. There are circumstances where HS&ES aspects will be

considered strictly confidential, until the circumstances are completely known and/orotherwise notified by the Project Manager. These include (but are not limited to) any event

that:

involves one or more fatalities;

may receive national or international recognition;

is a consequence of a major failure to the pipeline or its facilities;

has implications to the Project Partners or Companys reputation;


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Information regarding the items listed above may be communicated externally, but not until

they have been fully investigated, appropriate persons notified, and the full details of the

events known.

10.4 Complaints

As a result of project activities, complaints may be received either internally or externally that

have HS&ES aspects. Complaints will typically be managed on a case-by-case basis. All

complaints shall be included in the HS&ES monthly reports.


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11 CRISIS AND EMERGENCY MANAGEMENT

11.1 Emergency Response Plans

An overall Emergency Response Plan is in place for the BTC Project, which provides

an overall framework for emergency response.

In-country plans address eventualities at the work site including, for example, fire, explosion,

collapse of structures, serious injuries, medivac, spillage of chemicals and exposure to toxic

substances. The plans also address response to natural occurrences such as lightning,

storms and floods and other important security issues such as civil unrest or terrorist activity.

The plans dovetail into the Azerbaijan Business Unit Incident Management System.

The plans detail

emergency organisation,

resources and equipment,

identification and testing of equipment and facilities,

the responsibilities of key personnel,

communications to be made,

from where assistance should be sought,

site evacuation, and

rescue of persons.

The plans include a medical emergency plan for dealing with injuries. Where appropriate, the

in-country plans have been developed in consultation and co-operation with the local

authorities and emergency services.

Contractors own plans will be integrated with the in-country plans and include Emergency

Response Plan (ERP) Bridging Documents.

11.2 Oil Spill Response

Specific oil spill response plans will be in place for operations.


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12 INCIDENTS ANALYSIS AND PREVENTION

12.1 General

Injuries, illnesses, accidents, near misses and hazards will be reported, investigated and

documented according to the BTC procedures .

Contractors will have their own equivalent procedures.


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13 ASSESSMENT, ASSURANCE AND IMPROVEMENT

13.1 General

HS&ES assessment and assurance through audits and inspections will carried out in

accordance with control and assurance procedures:

In addition each country has developed its own audit activity schedules.

13.2 BTC Activities and Safety Inputs

There are monthly targets for the numbers of ASAs, STOPs and H&S training hours and

these will be recorded and reported. This information will be collected and analysed by the

relevant H&S Manager at each level. Contractors will be expected to deliver similar inputs.

13.3 Assurance of Contractors

Contractors must develop KPIs against which their H&S performance will be measured (see

Section 4). Contractors will also develop an incentive scheme for its staff and sub-

contractors, which involves an assessment of the effectiveness of HS&ES procedures and

how well they are implemented.

Monitoring the activities of the Contractor, collaborating and assisting where required, and

providing feedback on performance, are key activities to be undertaken.

13.4 Improvement

Findings from learning processes (e.g., audits, incident investigations, near misses,

HAZOPS, etc.) will be prioritised and tracked using the Project wide Action Tracking system

(ATS) and used to systematically improve the H&S processes.

BTC Construction Phase ESAP Annex D.6 Health and Safety Management Plan

Documents

Transcript of BTC Construction Phase ESAP Annex D.6 Health and Safety Management Plan