KOC.ge.025 - KOC Crisis Management Plan

KOC Crisis Management Plan KOC.GE.025 Rev. Date: August 9, 2009 Page 1 of 53

CRISIS MANAGEMENT PLAN


KOC CRISIS MANAGEMENT PLAN Document Number: KOC.GE.025 Approver: (Technical)

C&MD Author: TL Fire

Approver: (Administrative)

Manager HSE Document Coordinator:

Emergency Response Coordinator

Scope: All KOC Directorates Control Tier: Tier 2

Issue Date: August 9, 2009 Issuing Group: Security & Fire Group

Revision/Review Date:

August 9, 2009 Next Review Date: November 1, 2010

Distribution List To be distributed to all circular appointed personnel and all personnel concerned within the plan


Revision Status: Revision Date Revision Details November 1, 2008 Draft prepared and circulated for comments August 9, 2009 Issued for Implementation


INDEX

1.0 Introduction 16 1.1 Definition of a Crisis 17 1.2. Classification of Crisis 18 1.3. Crisis Life Cycle 22 1.4. Crisis Severity 23 1.5 Purpose & Scope of plan 23 1.6 Objectives 24 1.7 Review and Update 25

2.0 KOC Crisis & Emergency Management System 25 2.1. Strategy 25 2.2. Guiding Principles 27 2.3. Incident Command and Control System (ICCS) 28

3.0 Response at Facility Level 28 3.1 Incident Management Team 28 3.2 Incident Response Plans 28 3.2.1 Hazards Requiring Responsible Plans 28 3.2.2 Objectives of Facility Response Plans 29 3.2.3 Plan Contents 29 3.2.4 Plan Revision Requirements 31 3.3 Incident Management Unit (IMU) 31 3.4 Emergency Response Equipment 31 3.5 Training 31 3.6 Drills/ Exercise Schedules 32 4.0 Reference Emergency Plans for Exercise purposes 32

5.0 KOC DedicatedCrisis Management Centre (KOC-CMC) 35 5.1 General 35 5.2 CMT Work Station 35 5.3 Communication Room 35 5.4 Media/ Public Briefing Centre 35 5.5 Crisis Management Centre Coordinator (CMC) 35 5.6 Activation of CMC 36 5.7 Structure 36 6.0 General Responsibilities of All CMT Members 37 6.1 Chairman & Managing Director 37 6.2 CMT Leader 37 6.3 Other DMD’s 38 6.4 Manager Health Safety Environment (HSE) 38 6.5 Manager Public Relations 38 6.6 Manager Security & Fire 39 6.7 Manager Human Resources 39 6.8 Manager Commercial Affairs 39 6.9 Emergency Response Coordinator (ERC) 39

6.10 Record Keeper 40

7.0 Facilities for KOC CMC – Minimum requirements 40 7.1 Crisis Management Centre 40 7.2 Communications Room 41 7.3 Media / Public Briefing Room / Centre 42


ABBREVIATIONS ALARP As Low As Reasonably Practicable BS Booster Station CAT Crisis Advisory Team COMAH Control of Major Accident Hazard CCP Corporate Crisis Plan CS Crisis Severity CCT Corporate Crisis Team CMC Crisis Management Centre CMTL Crisis Management Team Leader CMP Crisis Management Plan CMT Crisis Management Team DMD Deputy Managing Director ERC Emergency Response Coordinator FEP Facility Emergency Plan GC Gathering Centre GPA Government Press Agency HSE Health Safety & Environment HSEIA Health Safety Environment Incident Assessment ICCC Incident Command & Control Centre ICCS Incident Command & Control System IMT Incident Management Team IMU Incident Management Unit KOC Kuwait Oil Company KPC Kuwait Petroleum Corporation MCC Management Co-Ordination Centre MIPP Major Incident Protection Plan


INDEX OF DIAGRAMS Fig: 1 Crisis Management Team Members Fig: 2 Breakdown of resources required for Crisis Management Fig: 3 Manning of CMT & IMU for CAT 2 and 3 Incident Fig: 4 Classification of Emergency Incidents Fig: 5 Crisis Life Cycle Fig: 6 Crisis Severity Matrix Fig: 7 Relationship between CMC & Incident Management Team Fig: 8 KOC response requirements to deal with all relevant

participants in the field of Crisis Management Fig: 9 Levels of Response Fig: 10 The Inter-Relationship of Plans and Teams Fig: 11 Hazards Requiring Response Plans Fig: 12 Exercise Type & Frequency Fig: 13 Table top Exercise Matrix (1&2) Fig: 14 Table top Exercise Matrix (3&4). Fig: 15 K.O.C. Crisis Management Team Members Fig: 16 Recommended minimum requirements for Crisis Management

Centre


GLOSSARY OF TERMS

Activation To enter into formal decision making phase, beginning actual response and recovery operations as a formal team. Alert Alert often refers to a specific emergency classification utilised by KOC locations, Assets and governing response organisations. It is specifically defined by each of those groups, but may refer to an emergency that involves only the relevant assets. Alerting is actions to get a person’s attention to signal that a problem has occurred and that a warning will follow describing certain actions to be taken. A warning will generally follow the alert Business Continuity Plan It is used to identify critical business processes/assets and the risk and impact on these due to a disaster or interruption. It defines the target recovery time and the point to which each critical business process must be recovered, selects the preferred risk reduction and recovery options that meet these objectives and implements and validates the appropriate Business Continuity Plan. The activity considers people, technology, communications, process, facilities and information. The Business Continuity Plan is a documented collection of procedures and information that has been developed, compiled and maintained in readiness for use in an incident to ensure continuity of business activities as defined previously. Capability The ability to provide a skill, or resource, to meet a specific requirement. Checklist A job aid, used by responders, to implement planned actions. Checklists alert responders to important activities that should be undertaken and allow them to track completion of their responsibilities. Command & Control A system for providing responsibility for the direction of emergency and crisis operations by virtue of explicit or delegated authority (ICCS). Command System A description of the command system to be used in response to an emergency incident, Level of Command – Management, including where to report and when. Contingency Plan A plan to cover the response to an incident, the timing of which is unknown and not intended. Communications A description of the facility communications procedures, including, if applicable, assigned radio channels or frequencies and their intended use by response personnel. COMAH – Control of Major Accident Hazard COMAH Report The Control of Major Accident Hazards Report is a report compiled by a major hazard site operator and submitted to KOC, as part of the Health, Safety & Environment Incident Assessment (H.S.E.I.A) process, that demonstrates that the site operator has with all due diligence, taken all steps necessary to prevent major accidents and therefore reduced their consequences.


It is a facility or operation specific demonstration of the HSE Management system in action, documenting that risks have been, or will be reduced to ‘acceptable’ or ‘As Low As Reasonably Practical’ (ALARP) as defined in the KOC guidelines on HSE Risk Management. Crisis An unplanned incident or event which Interrupts normal operation, threatens the high priority goals of the decision making unit, restricts the amount of time available for response before the decision is transformed, surprises the members of the decision – making unit by its occurrence, and :

Requires an immediate coordinated response by senior KOC management at the appropriate level.

Has the potential to quickly focus extensive news media and public attention on the organisation

Examples of such incidents which fall under the crisis category are:

A major (Major Incident Plan (M.I..P.) category II) incident which has serious effect upon human lives and the environment outside the immediately affected area.

Any event leading to total shutdown of the plant for more than 24 hours.

Incidents involving fatalities or multiple and serious injuries.

Serious security threats affecting or having potential to affect human lives, environment and property,

such as:

• Presence of an explosion • Person/s taken hostage

War emergency including nuclear, radiological, biological and chemical threats.

Natural calamities such as earthquakes, cyclones, floods etc., having major impact on KOC business.

Casualties Include people who may be physically hurt, fatalities, as well as those affected financially or economically. KOC Corporate Crisis Plan (CCP) A plan maintained by KOC for addressing corporate crisis issues affecting KOC. Crisis Management Centre (CMC) A centre dedicated to the housing and control of the Crisis Management Team and all relevant equipment thereto to enable the function of Crisis Management Control to be carried out in a disciplined and orderly fashion. This facility is situated in KOC Headquarters. Crisis Management Team (CMT) A KOC team responsible for managing crisis situations affecting KOC Crisis Management Plan (CMP) A plan maintained by KOC detailing how they will respond to emergency response situations affecting their operations.


Crisis Support Teams (CST) Dedicated teams responsible for providing support to an IMT responding to an Emergency. Crisis Management Team Leader (CMTL) The appointed, dedicated leader of the Crisis Management Team. Crisis Severity (CS) The severity of a crisis is defined as the size and immediacy of a particular threat to priority values, interests or goals. Critique A meeting of players, Facilitators and/or Controllers, and Evaluators following the conclusion of an exercise activity to provide critical comment on operations and performance during the exercise. Damage to Property Includes all aspects of damage from minor to destruction. Deactivation The actions taken to close down a response operation and to return operations to normal activity levels. To reinstate the emergency response system and resources back to a state of readiness for the next incident Drill A practical exercise activity, requiring performance of responses activities by individual and teams. Drills will involve actual mobilisation of personnel and resources. Emergency An unforeseen combination of circumstances that disrupt normal operating conditions and poses an actual, or a potential threat to human life, health, property or the environment if not controlled, contained, or eliminated immediately. Emergency Response Equipment An inventory of onsite equipment and how additional resources can be accessed if needed. Evaluator An individual assigned to one or more exercises functions or locations to document and evaluate, team and organisational performance based on the exercise objectives and performance criteria. Evaluators are used in all types of exercise activities. Exercise An exercise activity requiring performance and coordination of response activities, by several individuals and teams and mobilisation of personnel and resources. An activity that provides an opportunity for participants to train in, practice emergency and crisis management skills. Exercises activities provide a method of evaluating participants ability to meet emergency and crisis management requirements and responsibilities. Facilitator A specially trained individual assigned responsibility for guiding participant’s discussions during drills and exercises to ensure key issues are addressed.


Facility Alarms A description of how alarms are to be given for different emergencies and the actions persons are expected to take, on receipt of an alarm. Facility Diagram(s) A plan diagram of the facility or operation for reference in conducting emergency response operations. The locations of key response equipment and other features pertinent to the response plan must clearly marked on the diagram(s). I.e. A standard legend should be used. Facility Description & Operational Overview. The plan must include access to the relevant descriptive information provided in the COMAH report on the local environment as well as the facility site description. This information shall be included directly in the plan or, if referenced, the relevant section of the COMAH report must be readily accessible, and in sufficient quantities to be useable in an emergency response situation. Facility Response Plan (FRP) Plan detailing topography and response to specific incident scenarios and thus explaining emergency arrangements. Full – Scale Exercise An exercise activity that tests all response aspects of KOC’s Crisis Management Plan. Hazard A source of danger, with potential to cause harm to persons, environment, property, business structure and reputation. Hazard Analysis (HAZANS) A methodology for characterizing the nature of potential problem areas. A hazard analysis includes three components: Hazard Identification (HAZID); Hazardous Operations (HAZOPS); Risk Assessments / Vulnerability analysis. HAZCHEM The HAZCHEM coding system is an Initial Response Emergency Action Code. It provides information vital to emergency services to enable them to stabilise the incident scene during the early stages of a hazardous material (HAZMAT) incident. The code is displayed on emergency information panels on transport vehicles, building signs and packaging and labelling. Hazard Identification The process of identifying those hazards faced by KOC HAZOPS The process of identifying hazardous operations. Humanitarian Assistance To provide support for employee’s, family members, co-workers and anyone else that may be affected by a tragic, violent or traumatic event relating to the workplace (including emergency responders or contractors working at or visiting KOC). This assistance is provided during and after a crisis/disaster. It consist of a number of different elements including tangible (family notification, benefit services, medical, injury/fatality tracking and other emergency services) and psychological (defusing, debriefing & counselling) services.


Incident Event(s) that interrupt normal operating procedures and has the potential to precipitate an emergency or crisis. Incident Classification A category or classification, e.g. Category: Minor, 1, 2, 3, given to an incident after assessment that determines the emergency response course of actions, dependant upon the category Incident Command Control System (ICCS) A formal type of command and control system designed to manage a response to an incident using a combination of facilities, equipment, personnel, procedures and communications. This organisation operates within a common organisational structure, with clearly defined roles and responsibilities, and with responsibility for the management of resources assigned to response operations. Incident Management Team (IMT) A team responsible for managing the response to an Emergency Incident at their facility or workplace. Incident Management Unit (IMU) A control vehicle designated for use by IMT or CMT to facilitate the management of an emergency Initial Condition With respect to a real incident or exercise, a summary of existing conditions at or leading up to the start of the incident or exercise. The summary sets the stage for the response to the incident or exercise and in an exercise is usually presented in written format to players before the exercise begins. Initial Response Actions A description of the initial actions that must be taken to control the condition or events and to limit their consequences. This includes response to 3rd party accidents that could threaten the facility. Initial Notification The process of notifying necessary KOC personnel and State / Local agencies that an incident has occurred, including all pertinent information surrounding the incident. Integrated Response The term given, when two, or more entities work together to form a single response organisation. Information & Action Tracking A sequential listing of all messages, numbers, time, source and a brief description of the contents of the message Job Aid In addition to plans and checklists, other resources that assist emergency and crisis management personnel in fulfilling their responsibilities, such as rosters and all relevant support equipment. Major Incident / Accident A Major Incident / Accident is an’ Uncontrolled Occurrence’ in the operation of a site which leads to severe or catastrophic consequences to people, assets, the environment and/or company reputation. The consequences may be immediate or delayed and may occur outside as well as inside the site. There will generally be high potential for escalation. Note: Examples of Major ‘Incident s/ Accidents’ would include, but would not be limited to:


Loss of containment of flammable and / or toxic fluids / gases, leading to a fire, explosion and / or toxic injury.

Radiological and Biological release or exposure.

Events resulting in structural failure which could lead to further progressive collapse.

Loss of stability of mobile and fixed offshore assets.

Well blowouts.

Ships or service vessels colliding with offshore installations or onshore jetties.

Other external hazards affecting offshore and onshore sites e.g. accommodation/work barges

alongside fixed installations, helicopters and aircraft, road/marine product tankers.

The definition of ‘Major Incident’ specifically excludes ‘Occupational Accidents’ which have bounded, albeit possibly severe or catastrophic consequences. This means that one or more pedestrian fatalities resulting from a road accident on a site (however, regrettable and tragic) would not be defined as a ‘Major Incident’. Similarly, multiple fatalities resulting from a fall from a scaffolding platform (again regrettable and tragic) would not be defined as a ‘Major Incident’.

The purpose of this definition of ‘Major Incident’ is to identify ‘Major Hazard Sites’ for the purposes of this Code of Practice. ‘Major Hazard Site Operators’ will be required to prepare a COMAH Report and submit it to KOC HSE

Major Incident / Accident Hazard A hazard having the potential to result in a ‘Major Incident / Accident. Major Incident / Accident Potential Where the conditions, substances and materials on a site, and the location of the site, are such that a ‘Major Incident / Accident Hazard’ is present and therefore there is the possibility of a ‘Major Incident / Accident’ Master Scenario Events List A full list, or table, which chronologically displays designated scenario times, event synopsis, expected response, and the objective to be demonstrated, if appropriate. Message With respect to exercises, the medium, that provides information to prompt player response. Messages are disseminated by exercise organisation and may be oral, written or in the form of visual display. Mitigation Crisis Management activities designed to reduce or negate the impacts of an emergency or crisis. Mobilisation Dispatching personnel and/or resources needed in anticipation of performing planned response activities. Mobilisation Exercise An exercise activity requiring performance of response activities by individuals and teams, and limited mobilisation of personnel and resources


Mutual Aid Agreements between like organisations to support each other in the event of an incident, such as providing equipment, manpower and other resources. The concept behind mutual aid is that by pooling resources, all members of the group should be able to respond. Notification The process of informing responders that implementation of planned response actions is required. Notification Exercise An exercise activity designed to validate a team’s capability to be contacted and to manage the initial notification of an incident. Organisation The organisation for managing an emergency response including the positions of persons approved to initiate emergency response actions and the person in charge of and coordinating the on-site response actions. The roles and responsibilities of key personnel must also be included. Performance Standard Criteria by which operational and management functions can be measured to evaluate the degree to which those functions can be achieved/have achieved a minimum level of quality. Planning Documents Documents that reflect the actions an organisation intends to take in response to an emergency or crisis, and the organisational capabilities to carry out these actions. These documents include plans, procedure and lists of resources and other critical data. Plan Ownership & Maintenance Identification of the appropriate personnel who’s position will require them to take responsibility for the distribution, maintenance and accessibility of the plan. n.b: If the potential effects of a major hazard event, oil spill or fire extend beyond the facility boundary the plan must incorporate and address both onsite and offsite response. The offsite response portion of the plan must incorporate the following:

• Notification Procedures • A co-ordinated response between the relevant facilities.

Post Incident Review An investigation and analysis of an organisations response to an incident, to expose lessons that can be learned from the event and prompt corrective actions as well as to evaluate and circulate what went wrong. HSEMS – 08 Incident Investigations and Corrective Action Procedure Preparedness Those activities identifying existing dangers and concerns, defining management and response roles and requirements, achieving and maintaining the capability to perform those roles and requirements. Prevention For KOC, it is the most important of the four phases of an emergency or crisis management program. It is those activities designed to eliminate the possibility of human or technological systems failure


Proactive Response (Overreact) Rapid and efficient response that provides for the early commitment of more resources than initially may appear necessary, in order to quickly control a situation. Real Time The actual time the simulated events are taking place. Recovery Those crisis management actions taken to return to normal conditions, and a normal operating environment. Reporting & Notification A description of the reporting actions to be taken; includes the title telephone & numbers of facility personnel responsible for making the notification and a list of required notifications i.e.

• Internally within the company • Externally, such as Government Authorities that would provide assistance e.g. Vital & Oil

installation protection department, Civil defence, Environment Protection Agency • Adjacent or public facilities that could be impacted or provide assistance.

Requirement Those activities and resources determined to be critical to effectively manage an emergency or crisis. Response That phase of the Crisis Management that involves performing planned actions to contain an incident and protect life, environment, property, and business continuity. Response Documentation Those activities taken, to record, track responses and recovery actions. Risks from Adjacent Facilities A summary table, of the specific risks to the facility, from 3rd party events, and how these have been addressed in the plan. Roles & Responsibilities Expected response actions and accountabilities based on response role assignments. Response Resources Resources designed to aid and speed response, including personnel, time, tools, jobs aids, equipment and finances. Risk The probability or chance of a hazard occurring. Risk Assessment/Analysis The process of analysing the probabilities of a hazard occurring. Safety A description of the steps necessary to ensure that response personnel are not being unduly put at risk, when responding to an emergency.


Security The interface between the facility response organisation and the Security, Vital and Oil Installation Protection Department, to ensure that security of the facility is maintained while still allowing timely response to emergency situations Scenario A hypothetical situation or chain of events, which may precipitate or lead to an emergency or crisis. Simulation This is the process of artificially duplicating the conditions likely to be encountered in an actual emergency or crisis. Simulation may be accomplished through role playing, i.e. by providing information to players or responding to players requests for information, and may also involve reproduction of the physical circumstances of an event. Situation Report (SITREP) A regular briefing paper outlining the current incident status. Normally repeated and updated at regular intervals. Table Top Exercises An exercise activity conducted in a conference room setting involving discussion of a scenario by a response time. Training Activities undertaken to educate personnel assigned management and response functions and responsibilities and provide them an opportunity to practice needed skills, to ensure that they are adequately prepared to fulfil their role in the event of an incident, emergency or crisis. Tactical Response Team A team of individuals trained in a specific type of emergency response (fire fighting, rescue, oil spill, chemical spill). Unified Command Unified command is an ICCS term describing the unification of more than one response organisation. It is a unified team that manages an incident by establishing a common set of incident objectives and strategies. This is accomplished without loss abdication of an agency or organisational authority, responsibility or accountability. Vulnerability Vulnerability is the susceptibility to a hazard. The degree of vulnerability to a hazard depends upon the risk and consequences. Vulnerability Analysis This is the process of identifying potential and anticipated impacts. Warning Providing individuals with information of an incident and providing further information, or instructions, on how to protect themselves from danger. Warning information may range from instructing workers to don protective clothing, to recommending in-place sheltering or off site evacuation. A means of alerting will precede the warning. Workplace A location owned by a KOC, or, a location where plant is operated by or on behalf of KOC.


KUWAIT OIL COMPANY (KSC)

CRISIS MANAGEMENT PLAN 1. Introduction This Crisis Management Plan (C.M.P) has been prepared to provide direction to KOC in minimising the effects of emergencies and other crises involving personnel, the environment, KOC property and its business. Employing a common approach to crisis and emergency response across Group Company operations will achieve a uniformly effective crisis and emergency management capability. The use of a common organisational structure will allow effective integration of response efforts involving KOC.

Fig: 1 KOC Crisis Management Team Members

This C.M.P. outlines the philosophy of approach that KOC must adopt when developing emergency response plans and emergency arrangements. It adopts the Incident Command & Control System (ICCS) as the basic organisational model.

This Code of Practice covers:

The KOC Crisis and Emergency Management System.

Response at the Facility level.

Response at the Group level.

Response at the KOC Company level.

C.M.T LEADERD.M.D of Area

Mngr Public Relations

&Information

Mngr Security & FireMngr HumanResources

Mngr H.S.E.Mngr Ahmadi

ServicesMngr

Commercial AffairsE.R.C

Record Keeper


1.1 Definition of a Crisis A “Crisis” is a situation that threatens high priority goals of the decision-making unit, restricts the amount of time available for the response before the decision is transformed and surprises the members of the decision-making unit by its occurrence. It can further be described simply as, “Any” unplanned event that can cause death or significant injuries to employees, customers or the general public; shut down business; disrupt operations; cause physical or environmental damage; or threaten the facilities financial standing or public image. It is very difficult to decide on a generally accepted definition of crisis, therefore it would be better to look at the actual characteristics of such an event. Every crisis being different, there are often shared outstanding characteristics, such as:

→ The event occurs with an element of surprise → Loss of control is perceived, especially during the early stages and the onset of the incident → There are no immediate obvious solutions → Shortage of time is a major factor → The events outpace the response of the organisation, at least during the early stages → The escalating flow of events will be greater intensified → Insufficient information when required, or opposite extreme of too much information → Important interests are at stake, such as the threat to persons, environment, assets or resources

→ Shortage of resources in the early stages → Media and or outside intensive scrutiny of the situation → A siege mentality is developed by the key players → Panic is a key factor

Proactive management of a crisis can be proportioned as shown in Fig 2.


94% P R E V E N T I O N

4% P R E P A I R E D N E S S S

1% R E S P O N S E

1% R E C O V E R Y

CRISIS MANAGEMENT

ALL KOC AREAS & ASSETS

% OF TIME, EFFORT & RESCOURCES EXPENDED

Fig: 2 Breakdown of Resources required for Crisis Management


1.2 Classification of Crisis Events leading up to and including a crisis MINOR An Incident of minor proportions, which is dealt with, in house by facilities personnel and comes to an easy and satisfactory conclusion. i.e.

• Minor fires • Minor spillages or leaks • Minor releases of toxic gas • Minor Injury

EMERGENCY – CATEGORY 1 (Serious Incident) An incident of fire, hydrocarbon leak or toxic substance that is extinguished or isolated with the help of the fire crews and any other support services. i.e.

• An event of greater magnitude than Minor category • Not hazardous to human life or property • Calling for the support of other company personnel, together with trained fire fighting personnel. • Could also be a serious incident, which does not cause significant disruption to the core activities.

EMERGENCY - CATEGORY 2 (Major Incident) A “significant” event, which demands a response beyond the routine and which because of the scale of the impact, is beyond the scope of resolution by normal mechanism of decision making operations. CRISIS – CATEGORY 3 (Disaster Incident) A Disaster situation, that will require assistance from external bodies in Kuwait, or from outside of Kuwait. (Natural or Industrial). Category 3 is either:

• Continuation of category 2 and declared by CMT • Immediately called by TL Fire or his deputy on a sudden incident that is classified as disaster or

catastrophe Crisis Management Centre establishment In either category two or three, the Crisis Management Plan (CMP) should be activated with the Crisis Management Team (CMT), as per fig 3, moving to the Crisis Management Centre. Depending on resources and other constraints, the CMT leader may wish to call all or selective members of support services for assistance in dealing with the incident.

Note: Any incident has the potential to become a crisis situation; hence response should be viewed as more “over provision” than “under provision”, especially during the initial stage. It is the responsibility of the CMT to assess continuously the potential impact on KOC as a whole. Assistance should be sought from various KOC functions (HSE, Media Relations, Administration, etc.) in making the determination.


Fig: 3 Manning of CMC & IMU for CAT 2 and 3 Disaster Incident

Crisis Management Centre

(DMD of Area)

Manager Human Resources

Manager Commercial Affairs

Manager Public Relations & Affairs

Manager Fire & Security

Manager Ahmadi Services

Manager HSE

Emergency Response

Coordinator

Record Keeper

Incident Management Unit

(Area Manager)

Team Leader

(Area)

Team Leader Maint

(Area)

Team Leader fire

Team Leader HSE

(Area)

Team Leader Security

(Area)

Medical Officer

Record Keeper


CLASSIFICATION OF EMERGENCY INCIDENT

Emergency Incident

Classification

Minor

Category 1

Category 2

Category 3

Fire

Fire controlled by site personnel and contained on the spot

Fire controlled by KOC emergency services

Fire requiring KOC emergency services and call-out of Mutual Aid fire services

Large fire which may affect Health, Safety & Environment and will require more extensive support from outside agencies

Toxic/Gas

release

Minor gas leak controlled by site personnel and contained on the spot

Minor release requiring road closure within the area

Serious release requiring more extensive road closure within the site. Release may be prolonged or be difficult to isolate

Major release that may affect Health, Safety & Environment will require more extensive support from outside agencies.

Explosion

Explosion resulting in minor damage and/or slight injury requiring first aid only

Explosion causing serious injury to one or more persons and causing environmental and equipment damage.

Explosion, which has, or may affect Health, Safety and Environment in and outside of the site

Accident

Minor injury not requiring any treatment

Minor injury requiring first aid treatment only

Serious injuries will be assessed by TL Fire to declare the response category on severity criteria

Serious injuries will be assessed by TL Fire to declare the response category on severity criteria

Bomb Threat

All bomb threat calls must be taken seriously & unless the call can be quickly identified to be a hoax, the Kuwait state police must be informed

Pollution-Oil & Chemical

Small operational spillage that can be safely handled by local resources, based on the nature of the hazard and risk exposure involved a - tolerable risk

A Tier 1 Spillage

A Tier 2 Spillage

A Tier 3 Spillage

Unauthorised

Intrusion

Person(s) acting suspiciously near to the site. Unauthorised intrusion reported. Site security informed

Confirmed breach of site security. Vital and Oil Installations protection department to be informed

Natural

Occurrences (Acts of God)

Series of incidents caused by natural occurrences that can be handled on the spot with the help of emergency services.

A serious natural occurrence that may impact on operations and personnel or weather conditions that inhibit continued operations

Natural occurring conditions that may impact on Health, Safety & Environment inside or outside assets.

Fig: 4 Emergency Incident Classifications


1.3 Crisis life cycle The procedures and activities required in order to mount an effective response to such events include information acquisition, assessment, analysis of the situation, establishment of goals to be achieved, development of options for action and comparison, implementation of chosen options. Finally as feed back information closes the loop analysis of the reaction of the parties involved, this all goes to make up what is known as the crisis life cycle illustrated in figure 2 below.

Fig: 5 Crisis Life Cycle

FEEDBACK

IMPLEMENTATION OF CHOSEN

OPTIONS

DEVELOPMENT &

SELECTION OF OPTIONS FOR

ACTION

SITUATION ANALYSIS

INFORMATION ASSESSMENT

INFORMATION AQUISITION

CRISIS LIFE CYCLE

THREAT

ESTABLISHMENT OF GOALS TO BE

ACHIEVED


1.4 Crisis Severity The severity of a crisis is defined as the size and the immediacy of priority values, INTERESTS OR GOALS. Thus, it relates to the perception of how important the crisis is to an organisation. Qualatively it can be shown as illustrations in the following MATRIX.

Size of threat Small Medium Large Immediacy of Threat Severity Severity Severity

Imminent Low Medium High Intermediate Low Low/Medium Medium

Distant Low Low Low

Fig: 6 Crisis Severity Matrix 1.5 Purpose and Scope of the Plan The purpose of this Plan is to establish a common approach to Crisis and Emergency Response throughout KOC, in order to achieve a uniformly effective capability. This common approach will also assist KOC in fulfilling its responsibilities dealing with strategic crisis response issues and in coordinating emergency response plans, where there are potential interactions between facilities. Crisis Management deals with ‘Corporate Management’ of a crisis situation and is different from the Direct Management of an Emergency on-site, which is the responsibility of the respective Incident Management Units (IMU). Crisis Management is primarily aimed at interaction with external agencies, business continuity and recovery. However the crisis management does provide a vital aspect to the on-scene emergency management in providing support and additional resources as may be required by the IMU. (Figure 7)

Fig: 7 Relationship between CMC & On-scene Emergency Management +

KOC Crisis Management

Centre

IMU West

IMU North

IMU South & East


The purpose of the KOC Crisis Management Plan (KOC- CMP) is to effectively manage any KOC crisis by ensuring that KOC:

• Shall be prepared for every possible crisis situation that may occur at any given time, or affect any of its sites, facilities and or assets.

• Shall support the ethos of preventing a potential crisis from developing into an actual crisis.

• Has an effective crisis management structure with clearly defined responsibilities that maintains the integrity

of the line management, including KOC facilities, assets and KOC Crisis Management Centre (when established).

• Bring the crises under the control of the appropriately trained crisis managers

• Adequately assesses the consequences, of the crisis from an internal and external perspective with

appropriate KOC resources coordinated and directed to ensure a timely and efficient conclusion to the crisis. • Establishes rapid, factual, coordinated communication in the early stages of a crisis and continues to

maintain such communication with KOC’s internal and external audiences, with special emphasis on KOC management, KOC employees and the general public accordingly.

• Promotes and maintains a positive proactive image, highlighted by the enhancement of responsible positive

decisions and actions.

• Permit the Crisis Managers, through their actions to influence the future course of the crisis and thereby bring about an acceptable solution.

• The CMP applies to and encompasses all KOC assets and facilities.

An acceptable solution is one that returns the situation to normal, with the minimum number of casualties, environmental impact, and damage to property and at the same time, retain KOC’s security, integrity and ability to operate.

1.6 Objective

The overall objective of the Crisis Management Plan (CMP) is to ensure the existence of an effective KOC Crisis Management, control process, system and organisation, (see Fig 8) staffed with personnel who are adequately trained, competent and suitably equipped to deal with all potential crises.

Fig: 8 KOC response requirements to deal with all relevant participants in the field of Crisis Management

Incident Command & Control

System(I.C.C.S)

K.O.C.Crisis &

Emergency Management System Response at Facility level

Response at Group level

Response at K.O.C. Company level


This Crisis Management plan has been prepared to minimise the effects to personnel, environment, property and the company business resulting from a crisis. The plan is intended to deal with corporate response requirements in the event of a crisis (Ref: H.S.E. Element 7, which can be found on KOC Intranet, HSE Procedures). This plan will enable KOC to efficiently and effectively respond to incidents and communicate with its management, appropriate ministries, staff, customers, relevant embassies, the community at large, international business interests, national and international media. Therefore the objective is:

• To coordinate information exchange within KOC and if appropriate, between organisations, with a view to preventing any crisis from occurring.

• To establish an effective management structure to respond to a threatened or actual crisis; and • To ensure co-operation between all relevant participants in the field of Crisis Management.

1.7 Review and Update

This document shall be subject to an annual review and update, when document holders will have the opportunity to express opinions and suggest further improvements. (See item 3.2.4)

However, the document control system allows for continuous update of this document (Live Document). As such, any user may at any time identify, or suggest an improvement by contacting Team Leader Fire or by emailing him the proposed amendment. Under no circumstances must the document be altered by copy holders, without entering into the previous mentioned procedure.

All holders of the document are registered to receive updates and will be kept informed of changes or reviews.

2.0 KOC Crisis and Emergency Management System

Element 7 of the KOC Health, Safety and Environment Management System Guidelines, states that there is a requirement that a process be in place to identify, document and address credible Health, Safety and Environmental incident scenarios. This includes development of appropriate plans and procedures to respond to each of the identified incident scenarios and for preventing and mitigating the HSE impacts that may be associated with them. This section outlines KOC’s guiding principles and expectations as they relate to crisis and emergency response.

2.1 Strategy Whilst 4 levels of incident are identified, there will be a maximum of 3 levels of incident command involved in managing an emergency response within the KOC Group:

1. Facility Emergency Response (this includes Management of Emergency Response Teams) (CAT 1) 2. Crisis Management Team (CMT) and Incident Management Units (IMU) (CAT 2).

3. KOC Crisis Management Team and outside agencies. (CAT 3)


Fig: 9 Levels of response

There must be a clearly defined team leader at each level of management, identified by a tabard.

For each level of control a plan must be developed and implemented outlining how each team functions and the inter-relationship between the levels of management. Refer to Figure 11

INCIDENT

MINOR

CAT 1

CAT 2

CAT 3

Dealt with by Asset

Asset Management Supported by

E.R.T.’s (Serious)

I.M.T. With C.M.T. With selective

support services (Major Incident)

I.M.T. With C.M.T.

And all support serices (Disaster)

LEVELS OF RESPONSE MINOR – An incident of minor proportions, which is dealt with in house by facilities personnel, comes to an easy and satisfactory conclusion

CATEGORY 1 – Incident involving injuries to personnel or damage to a facility, but not requiring shutdown or evacuation

CATEGORY 2 – Fatalities or requiring shutdown and evacuation of non – essential personnel. Incident may develop

CATEGORY 3 – An incident of potentially catastrophic proportions involving fatalities, serious environmental damage, emergency evacuation of facility or asset. Long term adverse effects and consequences for operation involved or damaging effects on KOC image or revenues

IncreasingSeverity


Fig: 10 The inter relationship of Plans and Teams

2.2 Guiding Principles

KOC’s guiding principles and expectations as they relate to Crisis and Emergency response are as follows:

• A common Emergency Management System of Command will be used within KOC for responding to Crisis and Emergency situations.

• Whilst every effort should be made to assess and gauge the correct level and weight of response, an over provision of resources is viewed as more acceptable than that of under provision. Once a detailed assessment has been completed and the incident potentially identified, the response will be sized accordingly.

• In dealing with an emergency, all parts of the response should be addressed concurrently, but the following priorities apply:

Human life. Environment. Protection of Facilities. Business Continuity, Reputation and Recovery.

Emergency

Asset Team

Leader Response

Facility Plan FRP

Facility

Incident Management

Team IMT

Facility Response

Plan FRP

Company

Increasing Severity

of incident

Crisis Management

Team CMT

Crisis Management

Plan CMP

KOC

Corporate

Crisis

Management Team CMT

Crisis Management

Plan CMP


In some situations there may be advantages for K Group Companies to work co-operatively on issues of emergency response (e.g. neighbouring facilities, cost sharing for emergency response equipment). Where opportunities exist for a combined approach to emergency response (mutual aid) these opportunities must be exploited to their fullest potential.

2.3 Incident Command & Control System (I.C.C.S.) KOC must base their facility response plans on the Incident Command & Control System (ICCS). It provides a management system that organizes the functions, tasks, and staff within the overall response. It transforms the initial confusion of an emergency into a well-managed emergency response.

The ICCS organisation is structured around five management activities:

1. Command. 2. Operations. 3. Planning. 4. Logistics. 5. Finance/Administration.

ICCS is a modular management system designed to provide an effective response to any type of emergency. Its value can be demonstrated in small emergencies, such as containment of minor oil spills. It also allows for the effective expansion and development of larger or multiple hazard events. ICCS depends upon teamwork, coordination, cooperation and communications between all parties involved.

3.0 Response at the Facility Level

3.1 Incident Management Teams Each facility or operation must maintain a team comprised of asset or operating area level personnel responsible for managing the safe and rapid response to incidents occurring at or threatening their operations (As per Category 2 & 3).

The role of the Incident management Team (IMT) is to:

• Assess the incident, its potential, and the nature and status of tactical response operations.

• Establish Control of the Incident through the development of an overall strategy and objectives for emergency response operations.

• Directs response actions of personnel to control and mitigate the emergency.

• Restoration of normal operations while minimizing impacts to people, environment and property.

Keep the Crisis Management Team (CMT) briefed on the status and nature of the emergency as well as the potential for incident escalation – S.M.E.A.C.

(Utilising the acronym SMEAC will assist in ensuring the relevant and timely transfer of information) Situation Mission Execution Any Questions Confirm or Check understanding


3.2 Incident Response Plans

3.2.1 Hazards Requiring Response Plans The following events must be addressed in the facility or operations response plans:

• Major Hazards Identified in the facility Control of Major Accident Hazard Report (COMAH): The full range of possible major accident scenarios identified in the COMAH report, including reasonably foreseeable low probability, high consequence events such as catastrophic vessel failure.

• Oil Spills: Should be dealt with in compliance of the KOC operations oil spill contingency plan.

• Fire: A fire emergency plan detailing the actions that must be taken in the event of a fire at the workplace. Specific details on the fire emergency plan will be detailed in the Pre-Fire Plan (to be established)

• Medical: A medical emergency plan detailing the management of all foreseeable medical emergencies that might result from facility operations. Details on the requirements for the medical emergency response plans are provided in Ahmadi Hospital Major Incident Plan.

• Security: The responsibility for security at oil and gas facilities is vested in the Security Teams and the Vital and Oil Installation Protection Department (Ministry of Interior). To ensure that the interfaces between the facility, KOC Security and Vital and Oil Installation Protection Department are understood, they must be articulated and explained in the Facility Response Plan.

3.2.2 Objectives of Facility Response Plans The objectives of the Facility Response Plans are:

1 Contain and control incidents so as to minimise the effects and to limit injury to persons and damage to the environment and property.

2 Detail the emergency response measures necessary to protect persons, environment, assets and reputation from the effects of major accidents.

3 Provide practical directions for emergency response at that location and in specific emergency situations.

4 Communicate the necessary information to employees, contractors, the public, police, civil defence, other relevant government authorities and the KOC Management.

3.2.3 Plan Contents The Facility Response Plan(s) must contain the following information:

• Organization: The organisation for managing an emergency response including the positions of persons approved to initiate emergency response actions and the person in charge of and coordinating the on-site response actions. The roles and responsibilities of key personnel must also be included.

• Initial Response Actions: For each foreseeable condition or event which could be significant in bringing about a major accident, a description of the initial actions that must be taken to control the conditions or events and to limit their consequences. This includes response to 3rd party accidents that could threaten the facility.

• Reporting and Notification: A description of the reporting actions to be taken as per Element 8 of the HSEMS procedure.

Internally (within the company),

− Externally, through higher level Management such as Government Authorities that would provide assistance e.g. Environment Protection Authority (EPA).

− Adjacent facilities and or public that could be impacted or provide assistance.


• Facility Alarms: A description of how alarms are to be given for different emergencies and the actions, persons are expected to take on receipt of an alarm.

• Facility Diagram(s): A plan diagram of the facility or operation for reference in conducting emergency response operations. The locations of key response equipment and other features pertinent to the response plan must be clearly marked on the diagram(s). i.e. A standard legend should be used.

Facility Description and Operational Overview: The Plan must include access to the relevant descriptive information provided in the COMAH report on the local environment as well as the facility site description. This information shall be included directly in the plan or, if referenced. The relevant section of the COMAH report must be readily accessible, and in sufficient quantities to be useable in an emergency response situation. • Safety: A description of the steps necessary to ensure that response personnel are not being unduly put

at risk when responding to an emergency. • Communications: A description of the facility communications procedures, including, assigned radio

channels or frequencies and their intended use by response personnel. • Command System: A description of the command system to be used in response to and when. • Security: The interface between the facility response organization and the KOC Security and Vital &

Oil Installation Protection Department (Ministry of Interior) to ensure that security of the facility is maintained while still allowing timely response to emergency situations.

• Emergency Response Equipment: An inventory of onsite equipment and how additional resources can be accessed if needed.

• Risks from Adjacent Facilities: A summary table of the specific risks to the facility from 3rd Party events and how these have been addressed in the plan.

• Integration with Company Crisis Management Plan: A brief description of the linkages with the Operating Company’s Crisis Management Plan, including reporting and communication.

• Training: Arrangements for training of personnel in the duties they will be expected to perform, and where necessary, coordinating this with external agencies including other adjacent site operators.

• Drills and Exercises: Arrangements and a schedule for testing of all aspects of the emergency plan on a regular basis, minimum twice annually.

• Plan ownership and maintenance: Identification of the appropriate personnel whose position will require them to take responsibility for the distribution, maintenance and accessibility of the plan.

NB: If the potential effects of a major hazard event, oil spill or fire extend beyond the facility site boundary, the plan must incorporate and address both onsite and offsite response. The offsite response portion of the plan must incorporate the following:

Notification Procedures

A coordinated response between the relevant facilities

Fig: 11 Hazards Requiring Response Plans

C.O.M.A.H

OIL SPILL FIRE MEDICAL SECURITY

Full range of Hazards Identified in report

50m3 or above As per F.E.P As per F.E.P As per F.E.P


3.2.4 Plan Revision Requirements The Emergency Response Plan(s) must be reviewed and updated in accordance with the schedule identified in the KOC HSE Management System. HSE 03/06/07 In addition the following changes will require an immediate updating of the Emergency Response Plans(s): • Change in ownership or operation of a facility. • An organizational change in the Company that impacts on the emergency response plan, or

alternatively could be at risk from an emergency event at the facility. • Significant deficiencies identified in the Emergency Response Plan as the result of exercises, drills

or response to real events.

Emergency contact numbers included in the plan must be reviewed and revised at least annually or any significant change of circumstances.

3.3 Incident Management Unit (IMU)

Incident Management vehicle shall be maintained by the Fire Team. Each Fire Station shall have an IMU for the use of that area.

The IMU must be outfitted to support each of the response teams defined in the emergency organisation and appropriate to the expected level of response.

If the IMU is not available or delayed, any suitable location shall be utilised by the IMT. Plans must be maintained showing alternative locations and layout including communications equipment, documents and stationery, so it will be made operational in a timely manner, including mobile resources.

The IMU must have the capability to maintain effective communication links with response personnel in the field as well as senior management.

3.4 Emergency Response Equipment Each facility must maintain, ready for immediate use, emergency response equipment of a type and quantity that is sufficient to deal with the most probable accident scenarios identified in the COMAH report. For oil spills, a capability must be maintained to provide at a minimum, initial response for protection of sensitive resources and at site, containment/recovery of spilled oil.

For larger low probability events or escalating events, facilities are encouraged to enter into Mutual Aid agreements with other facilities for the provision of additional equipment.

All emergency response equipment under the direct control of a facility must be included in an inspection, maintenance and testing program to ensure it is kept in a constant state of readiness.

3.5 Training A programme of training must be developed to ensure that all individuals and teams in the emergency organisation are competent to complete their assigned duties.

Members of the emergency organisation and relevant support staff must receive training. This training will range from a basic introduction to the emergency management system to more advanced aspects of emergency response depending on the nature of their job.

Refresher courses must run at a predetermined frequency, or as required, for all members of the emergency organisation.

The training program must be modified as required to reflect changes to procedures, responsibilities, and lessons learned from exercises, drills and real emergencies.


3.6 Drills / Exercise Schedule Drills and exercises must be conducted to assess and improve emergency response/crisis management capabilities, including liaison with and involvement of external organizations.

All elements of the Facility Response Plan must be tested at least annually.

Notification and call-out drills that test communications channels and contact ability of key individuals must be conducted at least quarterly.

WHO NOTIFICATION

DRILL TABLETOP EXERCISE

LIMITED EXERCISE

FULL SCALE

EXERCISE Crisis

Management Team

6 months

Twice a year

North, West, South & East

Kuwait, Marine & Export

6 months

Annually

Annually

As per full exercise program

Individual

Assets

6 months

Annually

Annually


Mutual Aid As required


Fig: 12 Exercise Type and frequency

4.0 Reference Emergency Plans for Exercise Purposes

o KOC Emergency Response Plan o KOC Emergency Preparedness

o KOC Security Action Plan

o KOC Operations Oil Spill Contingency Plan

o KOC Offshore Incident Plan

o KOC Medical Emergency Plan

o Facility Response Plan

Alternate years


EXERCISE ACTIVITY GUIDE

The Exercise Activity Matrix There are 4 main types of exercise and drill, each with particular characteristics and purpose:

TABLETOP EXERCISE 1

MOBILISATION, NOTIFICATION EXERCISE

(DRILL) 2

PURPOSE

• Demonstration of Crisis Management knowledge/skills • Individual & team training • Team building focus • Program improvements/future actions

• Practice and assessment of a

specific functional response. • Demonstration of CM

knowledge/skills • Team interaction and decision

making

SETTING

Conference room/ group setting

Single geographic location

INTEGRATION

• Discussions among members of a team or representative of multiple teams.

• Optional external involvement

One or more teams within a single level

DURATION

2 – 3 hours 1 – 2 hours notification 2 – 3 hours mobilization

MOBILISATION

Pre-positioned personnel/ resources Optional mobilization of personnel/resources

SIMULATION

• No simulation necessary to prompt consideration of issues.

• One or multiple scenarios, each involves single events.

• Normally presented in written and or videotape

• Usually guided by one scenario involving single event.

• Scenario item presented through both written materials and limited role playing by simulators

CONTROL

Discussion guided by experienced facilitator

Limited number of controllers ensure that exercise activity remains within intended parameters

EVALUATION

• Documentation by the facilitator and an Evaluator(s) of team discussions and player self assessment of team performance as compared to exercise objectives.

• Immediate verbal feedback by and identification of areas for improvements

• Limited number of evaluators. • Substantial feedback for evaluation

derived from player debriefing sessions

Fig: 13 Tabletop Exercise Matrix (1&2)


LIMITED EXERCISE 3 FULL SCALE EXERCISE 4

PURPOSE

• Practice and assessment of a specific functional response.

• Demonstration of Crisis Management & Emergency Response knowledge and skills.

• Expanded demonstration Crisis Management & Emergency Response capabilities.

• Promotes comprehensive coordination and integration of capabilities.

• Maximize realism for participants

SETTING

Single geographic location Facilities in multiple geographic locations.

INTERGRATION

• One or more teams with no more than two levels.

• Optional external involvement.

• Interaction of multiple response teams involving all three levels of the group.

• Probable involvement of some external organizations.

• Optional observation by others is strongly encouraged

DURATION

1 – 6 hours 8 hours Maximum

MOBILISATION

Optional mobilization of personnel / resources.

Full mobilization of most or all response personnel / resources at varied sites with some movement.

SIMULATION

• Usually guided by one scenario involving a single event.

• Scenario items presented through both written material and limited role – playing by simulators

• Simulation of non – participating KOC and external organizations or personnel that impact response efforts.

• Guided by one scenario with multiple concurrent events. Interactive role – playing by simulators in a simulation cell or cells.

CONTROL Limited number of controllers ensures that exercise activity remains within intended parameters.

Extensive use of controllers to ensure the exercise activity remains within intended parameters and to coordinate scenario among multiple sites.

Fig: 14 Tabletop Exercise Matrix (3&4)


5.0 KOC Dedicated Crisis Management Centre (KOC-CMC) 5.1 General

A Dedicated KOC Crisis Management Centre is presently located at room 214 on the second floor in the ‘Main Office Building’, but can be relocated at the discretion of the DMD of the affected site, or by the C&MD in the case of a national emergency, in consultation with the CMT.

* Alternate CMC is located in the Conference room, Building “A” of PTC

A dedicated CMC to be constructed at an appropriate location within the near future The CMC will comprise of the following:

CMT Work Station Communication Room Retiring Room Media/Public Briefing Centre

(Refer to Annexure for the suggested requirement for the KOC-CMC)

5.2 CMT Work Station

The main work station is the focal point of the overall crisis management. The entry to the main work station will be strictly controlled and shall be limited to the Crisis Management Team members and the support team authorised by the CMT Leader.

5.3 Communication Room

All communication facilities shall be located within a designated area of the CMC in order to minimize unnecessary interference to the activities of the CMT. A Communication Coordinator shall be assigned for the CMC by the Information Technology group. He will be responsible for the control and upkeep of the communication and other relevant equipment at all times. He will be called-in to the Communication Room when the CMC is activated, his responsibilities are to:

Ensure that all communication equipment is in good order and in operating condition at all times. Ensure that an active maintenance and test plan is in position and is suitably carried out, to include

periodic communication testing with all relevant groups/teams.

Ensure a communications technician is on standby for any problems with the communication equipment.

5.4 Media /Public Briefing Centre

A dedicated room located at the Display Centre, is allocated for briefing purposes and dealing with all enquiries from the Media. The authorised designated KOC spokesperson shall address interviews and be available from time to time for briefings as necessary.

5.5 CMC Coordinator The Emergency Response Coordinator shall undertake the duties and responsibilities of the CMC Coordinator.


5.6 Activation of CMC The CMC shall be activated by the KOC Emergency Control Centre according to the call out procedure for category 2 & 3 or by:

The Chairman or Managing Director, in the case of a National or KPC Crisis. DMD of the affected site, in case of crisis/potential crisis caused by or affecting KOC business, reputation and activities.

5.7 Structure The intent of the Crisis Management Team is to provide high level corporate directives and support during handling of an incident, emergency or other event which is, or has potential to become a crisis. The Crisis Management Team is, therefore, made up of KOC high level management and support members who have authority to commit to actions and resources on a far broader scale than may be considered by the on-site emergency response alone. CMT will consider a range of aspects, which relate to the continuity of the company as a whole, well beyond and over and above the immediate emergency situation.

The KOC CMT consists of the following members:

D.M.D. of Area Manager, Legal Affairs Manager HSE Manager Public relations & Information Manager Security & Fire

Manager Human Resources Manager Commercial Affairs Emergency Response Coordinator

Record Keeper Notes :

Alternative members shall be nominated in place of the absence of any primary member. CMT shall co-opt support members and staff as appropriate.

Fig: 15 KOC Crisis Management Team Members

C.M.T LEADER

D.M.D of Area

Mngr Public Relations

& Information

Mngr Security & Fire Mngr Human

Resources

Mngr H.S.E.Mngr Ahmadi

ServicesMngr

CommercialAffairs

E.R.CRecord Keeper


6.0 General Responsibilities of all CMT Members.

• Understand the Crisis Management Plan

• Understand their role and responsibilities, as well as that of the CMT Leader and be prepared to stand in

for the CMT Leader or any other member as required or nominated.

• Be familiar with all relevant procedures.

• Members must ensure that their daily and out of hours, contact numbers are known to their staff and to the CMC Coordinator.

• Ensure that alternative stand–ins or deputies are fully aware of their exact roles and responsibilities. • Develop and coordinate a Crisis Advisory Team (CAT), within their area of responsibility. The team

should meet on a regular basis to develop strategies and plans that will provide functional support for each Crisis Management Team member

6.1 Chairman and Managing Director

• Shall ensure that the Crisis Management activities are carried out in accordance with the Crisis Management Plan.

• Keep KPC Management and Minister of Oil posted with all current activities and situation updates.

• Shall provide information and advice to KOC Crisis Management Team on KOC issues and the current

situation.

• Consult with, direct, advise and provide guidance to KOC- CMC.

• Pronounce closure on the Crisis for KOC, further to consultation with KOC-CMT. 6.2 CMT Leader In the case of the crisis originating from one of the KOC sites, the DMD of the affected site will assume the role of the CMT Leader initially. However in the case of a National Crisis or affected sites involving more than one DMD, the CMC Team Leader shall be appointed by the Chairman & the Managing Director.

Proceed to CMC, accept handover brief of current situation, and then assume overall coordination of the Crisis handling and control.

Maintain Communication with site and keep KOC C&MD informed, and any necessary board members,

government or legislative authorities etc.

Decide on CMT support and ancillary staff, including the issuance of instructions for all call – outs, ensuring all team members are available.

Prepare and develop the Media holding statement in readiness


Responsibilities as CMT Leader (Area DMD):

In the event of a crisis likely to extend more than 12 hours, a rota for the CMC staff shall be prepared.

Review the situation and assess the principal impact (s) of the crisis.

Provide strategic support, for all assets regarding operations, evacuation etc and advise C&MD accordingly;

Ensure that the crisis is being managed in accordance with the Crisis Management Plan (CMP) and other

applicable emergency / disaster plans.

Ensure that the appropriate resources are committed and utilised for managing the crisis.

Ensure that accurate information is associated with the incident and effective lines of communication are established to enable prompt consideration by the CMT.

Make decisions on escalation and de-escalation of the crisis and quickly communicate these decisions.

Review the affected site response to the incident and ensure that concerns such as external media,

Government, KOC, neighbouring industries, employees, and public issues are appropriately managed.

Ensure that a detailed log of the progress of the incident is taken by the designated CMT member and is kept safe for future reference. Records must be stored and maintained in such a way that they are retrievable and protected against damage, deterioration or loss. Their retention times MUST be established and recorded.

Following any incident, ensure that the Crisis report is prepared, review the performance of the team and

ensure that procedures are amended, if necessary, appoint a follow up team. 6.3 Other DMD’s

o Provide guidance on issues and conditions related to respective assets. o Provide guidance on other issues under their respective directorate.

o Perform any other duties as may be required or assigned by the CMT Leader.

6.4 Manager, (HSE) Health, Safety & Environment

• Reports to Crisis Management centre and assists the concerned DMD in implementation of Emergency Response Plan.

• Support the damage control measures relevant to Health Safety and Environmental issues

• Guide HSE resources for bringing a quick end to the emergency situation

• Instruction to record incident details, prominent evidences, preliminary causes, obstacle faced and loss

control actions being taken

• Perform other duties as deemed necessary and assigned by the CMT Leader.


6.5 Manager, Public Relations

• Reports to the Crisis Management Centre • Co-ordinates liaison activities between management and state authorities, other than state Fire

Department

• Co-ordinates release of information and public relations activities

• Advise on the current or likely effects on the crisis on company image and reputation with regard to the public and government.

• Ensures the consistency of message being promulgated across KOC.

• Shall act as company’s mediator to the company official spokesman and reactivate the company’s media

centre as required. 6.6 Manager Security & Fire

• Reports to the Crisis Management Centre and assists the DMD in discharging his duties as required • Serves as principle security advisor and overseas implementation of the security plan.

• Alerts Team Leaders (Inspection & Corrosion) to be on standby, and provide their services as and

when required.

• Co-ordinate any other activities from his group 6.7 Manager Human Resources

• Reports to the Crisis Management Centre. • Ensures that arrangements are in place to deal with handling employee’s, contractors, next of kin

and the public at large affected by the incident are adequate.

• Advises on the effects of future implications of the crisis policy to employee’s, contractors, next of kin and the public at large.

• Co-ordinates any other activities requested from his group.

6.8 Manager Commercial Affairs

• Reports to Crisis Management Centre.

• Ensures availability of KOC and contractor staff catering for material and contracts.

• Ensures sufficient materials are in stock.

• Ensures the compliance with C&MD policy and regulations on procurement and contracts related to major incidents.

• Ensures the activation of Commercial Group Emergency plan. • Co-ordinates any other activities requested from his group.


6.9 Emergency Response Co-ordinator (E.R.C.)

Reports to Crisis management Centre Support the D.M.D on all internal and external notification and reporting procedures

Provides guidance to CMC, IMU and Support Services

Ensures the establishment of the Major Incident Organisation

Ensures key issues and actions board for the HQ is maintained and recorded

Provides recommendations on response teams skills and expertise required

6.10 Record keeper

Reports to Crisis management Centre.

Logs all events and actions.

Receives incoming massages and broadcasts out going messages from CMC to ACU and Support Services

7.0 Facilities for KOC – CMC

Minimum Requirements

7.1 Crisis Management Centre The CMC shall have the following facilities made available and be in place in readiness: • Space: Consideration must be given to the long hours that may have to be spent there, including the

numbers of persons comprising the Crisis Management Team (10 – 12 persons) and ancillary support personnel. The allocated room (s) must therefore be of an ‘Ergonomically designed to accommodate all these factors.

• Furnishings : Modular type tables laid in a ‘U” shape, adequate numbers of chairs, book cases, cabinets

for documents and other references, security cabinets for classified material, etc.

• Generator for emergency power back – up, for emergency lighting and critical systems. (U.P.S). • Access Control System, including security pass readers and automatic doors

• 12 x nos. Personal computers with all necessary accessories and 17” LCD screens. These will be

recessed under a transparent tabletop, with internet, wireless and local area network. 12 x nos. Spare network jacks and sockets. 1 x no. Colour printer and 1 x no. laser printer. 1 x no flatbed scanner.

• Further Accessories:

Ceiling mounted data projector with appropriate screen

Electronic Smart board (5’ x 3’) with printing facility, 2 x nos. normal white boards. 4 x nos.

flip charts with stands.

Heavy duty photocopier with sorting and staple binding.

Colour Photocopier


Shredder

Digital Clocks, synchronized to local time and GMT

Conference microphones and speakers on tables

• Radio / TV

2 x nos. Radios

2 x nos. Plasma TV / VCR, with satellite TV connection covering all major satellites having a footprint over Kuwait.

4 x Hand held Dictaphone voice recorders

• Documents

Copy of all Emergency Plans ( section 3.0 – facilities/assets )

Map of Kuwait (Geographical/Physical)

Area maps of Kuwait related to KOC

Site plans of all KOC facilities, Assets, Marine and Terrestrial

Local and selective International Telephone directories and dial codes. Etc.

Pro-forma boards and forms. (see appendix 1-9)

200 Major Incident passes

• Stationary supplies: notepads, pens, white board pens, white board erasers, pencils, markers, envelopes etc.

7.2 Communications Room

The recommended communication facilities to be provided in the Communication Room are as follows: i. Telephone / Fax

o External telephone lines ( 4 minimum ) o Internal telephone lines ( 4 minimum )

o Hotlines to KOC CMC and all relevant KOC and non KOC sites

o Satellite telephone

o Satellite Fax

o 4 x Mobile phone with chargers

o 2 x nos. Fax Machines

ii Radio Communication

2 x Radio Base Station ( All Channels )


2 x Hand held radios ( All Channels )

iii Building Public Address System iv Bathroom

7.3 Media / Public Briefing Room / Centre

The Briefing Centre shall have the following facilities:

Room / Enclosure with seating for approximately 50 persons.

Aisles, wide enough for movement of TV cameras, crews and equipment.

Public address system.

Adequate number of electrical plug sockets for media equipment.

Speakers, raised Dais, table & chairs with independent access / egress and an appropriate backdrop.

Toilet facilities

K.O.C. – C.M.C

C.M.T WORKSTATION

COMMUNICATIONS ROOM

MEDIA & BRIEFING ROOM

CMT Leader DMD of affected area Rota for CMT if more than 8 hrs KOC CMT Mngr Legal affairs Mngr HSE Mngr Public Relations Mngr Ahmadi services Mngr Security & Fire Mngr Human Resources Mngr Commercial Affairs ERC Record keeper

TELEPHONE / FAX External line x 4 Internal line x 4 Hot line – KOC, CMC, Sat phone & Fax FAX Machine x 2 RADIO COMMS Radio base set (All channel) Radio base station (All channels) 4 x Dictaphones Building public address system

Room / Enclosure for 50 persons (seated) Aisles for movement of equipment Electrical sockets for media equipment Raised dais & speakers with independent access / egress Overhead data projector & screen


Fig: 16 Recommended minimum requirements for Crisis Management Centre. References:

KOC General Emergency Procedure KOC HSEMS Procedures KOC HSE Plan KOC Oil Spill Contingency Plan KOC Well Control Emergency Response Plan KOC Health & Environment Guidelines KOC Fire & Safety Regulations KOC Medical Group Major Incident Plan KOC Security Action Plan Tolleys – Disaster and Emergency Management System (DEMS) GE.KPC.044.04.01 BP HASAW 1974 UK NFPA 1600


QUICK GUIDE TO CRISIS MANAGEMENT

Kuwait Oil Company Crisis Management Response KOC / CMR/ 001

Rev No: 00

Purpose, Scope and Objective

To ensure that KOC has a planned, consistent approach to crisis and emergency response in place to enable effective and efficient protocols to be implemented when dealing with a crisis. To ensure that effective plans are in place throughout the company to manage crises at the appropriate level and to effect the speedy restoration of the critical business processes and services.

Requirement

KOC will maintain a group capability to respond to a crisis.

KOC must have a managed process in place for developing and maintaining incident response plans appropriate to their activities and implement structured management systems to respond to incidents at the appropriate level, Systems must include provision to deal with the immediate and long term, Business Continuity, aspects of an incident.

Where KOC uses shared systems or facilities, liaison groups should be established to ensure appropriate overall priorities are set and compatible plans are developed. (e.g. Marine & Export)

In areas where KOC has shared facilities i.e. KNPC Mina Al Ahmadi, the Facility Manager should ensure that influence is exerted to secure the appropriate structured and maintained crisis management systems.

Implementation

A Four (4) level Crisis Management system is maintained to ensure the appropriate management and resources are deployed in response to significant incidents anywhere within KOC assets.

All assets should establish and maintain Incident Management structures in line with KOC / HSEMS/ HSE-07.

Each KOC asset should have a nominated member(s) of staff with designated responsibility for the development of, maintenance and testing of Incident and Business Continuity Plans.

It is not possible to specifically categorize Incident types into a response level, as the level is determined by numerous contributing factors. Managers, with responsibility for operations must be able to respond to the circumstances and decide whether to escalate the incident to the next level.

Each KOC site specific plan should be developed ensuring that their communications strategy is aligned to and in support of the Crisis Management Plan.


Kuwait Oil Company Crisis Management Response KOC / CMR/ 001

Rev No: 00

Planning Process

Incident Management planning should involve the identification and implementation of safe systems of work to ensure reduction of risk and consequences from deliberate or accidental threats to vital services.

The planning process should cover: Identification and prioritization of critical business processes. Determination of the potential impact of various types of incidents on business activities. Identification and agreement of all responsibilities and emergency arrangements Documentation of agreed procedures and processes. Education and training of all staff. Testing and maintenance of plans. Review and evaluate through a structured De-Brief process.

Identify Emergency Scenarios

A single framework of plans should be maintained to ensure consistency and effective links between different levels of processes. Plans should cover:

Emergency Procedures: Immediate action to be taken in the event of an incident. Fallback Procedure: Relocation of essential activities or support services. Resumption Procedures: Action to be taken to return to normal operation. Test Schedule: Arrangements to test and exercise the plans.

Performance Criteria

Training plans and programme’s should be developed for all personnel with designated roles within Incident Management and Business Continuity. Records of training must be maintained. A programme of exercises should be developed to include, as a minimum, twice yearly tabletop and communications exercises for all locations. In addition the programme should include full scale exercises appropriate to the risk of the activities.

Incident Management Team (IMT)

KOC should maintain systems and procedures for responding to all foreseeable incidents at a local level. The procedures should also cover Contingency and Business Continuity planning. The procedure should clearly define who is responsible for taking immediate action in the event of an incident and managing the incident through to the restoration of normal business. An Incident Management Team (IMT) will be formed to manage any incident where there are adequate local resources to deal with the incident, and is localized. Procedures should also define how the response will be escalated should the incident require further resources

Crisis Management Team (CMT)

The Crisis management Team (CMT) will be formed to manage appropriate incidents KOC should maintain systems for mobilising appropriate resources to respond to all incidents that require support beyond the local IMT capabilities and in which there is national and international media attention. The CMT will be chaired by the relevant KOC DMD or nominated deputy. The role of the CMT is to: Assess the need for and provide any additional resources and support such as extra equipment and personnel. Give advice, within their respective areas of expertise on handling the incident. Control the release of information to the media and provide current information on the status of the crisis


Appendices of Boards Appendix 1 Incident Management Unit Log Appendix 2 Crisis Management Centre Muster Appendix 3 Communications Operator log Appendix 4 Major Incident Log Sheet Appendix 5 Missing person Search / Tracking Appendix 6 Plant Evacuation details Appendix 7 KOC Crisis Management Spillage


Appendix 1

Incident Management UNIT (IMU)

Numbers will be assigned on the day of the incident by Communications and Networks Team


Appendix 2 Crisis Management Centre Muster

Emergency Duty Name Phone Nos.

CMT Attendees

DMD (Area) Gen. Council & Manager Legal Affairs

Manager HSE Manager HR Manager Security & Fire Manager Information & Public Relations

Manager Commercial Affairs Manager Ahmadi Services Emergency Response Coordinator

Communications

Record Keeper


Appendix 3 Communications Operator Log

Crisis Management Communications and Contact Details

Location

Crisis Management Centre

Sr. No Telephone / Fax Telephone / Fax Nos

1 KOC LINE 68666 2 KOC LINE 68777 3 KOC LINE 66666 4 KOC LINE 67474 5 KOC LINE 64333 6 STATE LINE 3984949 7 FAX 3985052 8 MISHREF LINE 5391449 9 INMARSAT VOICE 873761280269 10 INMARSAT FAX 873761280270 11 HOT LINE TO FIRE STATION SHUWAIKH 12 HOT LINE TO MARINE (KNPC) 13 HOT LINE TO BURGAN H.Q CONTROL ROOM 14 HOT LINE TO INFORMATION BLDG H.Q CONTROL ROOM

All other numbers can be found on KOC Intranet / Oracle


Appendix 4

Kuwait Oil Company

MAJOR INCIDENT LOG SHEET

Date:____________________

Time:____________________

Message / Action Detail Action By

Initiator


Appendix 5 MISSING PERSON SEARCH / TRACKING

Plant / Asset /

Area Company Name Initial Missing person Final Missing person

Reporting Time

Number Time Number


Appendix 6 Plant Evacuation Details

∗ Plant – An area within the Asset ∗ Asset – Whole Asset i.e. GC/ BS ∗ Area – As determined by Incident OPS Commander

Time

Plant Evacuation Alarm

Asset Evacuation Alarm

Area Evacuation Alarm

Incident Location

Wind Speed

Wind Direction


Appendix 7 KOC Crisis Management

Spillage SERIOUS (Above 100 barrel)

Substance

Area & extent of Damage

Approx Quantity

Action

OIL SPILL (Below 100 barrel)

Substance Area & Extent of

Damage Approx

Quantity

Action

ENVIRONMENTAL

Substance

Area & Extent of Damage

Approx Quantity

Action

Special Environmental Impact Procedures

KOC.ge.025 - KOC Crisis Management Plan

Documents

classification of crisis

incident management

crisis life cycle

plan contents

incident management

plan revision requirements

incident response plans

purpose scope of plan