Petroleum Development Oman L.L.C.

Well Engineering Health, Safety & Environment

Specification

Document ID SP-2447

Document Type Specification

Security Restricted (Information Security Classification Definitions)

Discipline Wells

Owner Wells Corporate Functional Discipline Head

Issue Date December 2023

Version 1

Link (Intranet)

Keywords: Business Direction, Business Management, HSE Management System, PDO Control
Framework, Technical Authorities, Financial Authorities, Manual of Authorities, Training,
Competence, Management of Change, Variation, Deviation Management of Contractors, EDM
This document is the property of Petroleum Development Oman, LLC. Neither the whole nor any part
of this document may be disclosed to others or reproduced, stored in a retrieval system, or transmitted
in any form by any means (electronic, mechanical, reprographic recording or otherwise) without prior
written consent of the owner.
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i Document Authorisation

Authorised For Issue: December 2023

Document Authorisation

Document Authority Document Custodian Document Author

MAIMANI,SALMAN UWH Mamari, Khamis UWA Abraham, Arun UWZ2
Date : 26-12-2023 2:03 PM Date : 10-12-2023 10:34 AM Date : 04-12-2023 11:40 AM

ii Revision History
The following is a brief summary of the most recent revisions to this document. Details of all revisions
prior to these are held on file by the issuing department.

Revision Date Author/ Editor Changes/ Remarks

No.
0 01.18.20 Arun Abraham / Yahya Al New Document
23 Amri

iii Extend of Business Impact

iv Related Business Processes

Code Business Process (EPBM V.4.0)
EP.63 Design, Drill, Modify, Service and Abandon Well

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v Related Corporate Management System (CMS) Documents

The related CMS Documents can be retrieved from the Corporate Management System (CMS) Portal
and the Wells Standards Portal on the PDO Intranet. The “Simplified HSE Management System is
available under “Applications on the PDO home page” under “HSE” and carries the title “Simplified
HSE Management System”
Contractors can access CMS documents via the PDO Extranet – “CMS Documents relevant to Wells
Contractors”. Contract Holders shall request access for named contractors to the PDO Extranet for
the contract period. The “Simplified HSE Management System is available on the Internet through
PDO’s home page, www.pdo.co.om under http://www.pdo.co.om/hseforcontractors in the category
“General” under the title “Simplified HSE MS”.
The (Senior) Wells/ CWI Engineer in charge of any work unit is accountable for ensuring that CMS
documents are accessible on the work unit, normally through access to PDO’s Intranet.

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TABLE OF CONTENTS
Contents
i Document Authorisation ............................................................................................................... 3
ii Revision History ............................................................................................................................ 3
iii Extend of Business Impact ........................................................................................................... 3
iv Related Business Processes ........................................................................................................ 3
v Related Corporate Management System (CMS) Documents ...................................................... 4
1 Introduction ................................................................................................................................. 10
1.1 Background ......................................................................................................... 10
1.2 Purpose ............................................................................................................... 10
1.3 Target Audience .................................................................................................. 11
1.4 Scope .................................................................................................................. 11
1.5 Review and Improvement ................................................................................... 11
1.6 PDO CMS............................................................................................................ 11
1.7 PDO’s HSE MS ................................................................................................... 12
1.8 How to access Company Standards ................................................................... 13
2 Leadership and Commitment ..................................................................................................... 14
2.1 Goal ZERO .......................................................................................................... 14
2.2 Leadership........................................................................................................... 14
2.3 PDO code of conduct .......................................................................................... 15
2.4 PDO Golden Rules .............................................................................................. 15
2.5 HSE Responsibilities ........................................................................................... 16
2.6 Stop Work Authority / Empowerment to STOP ................................................... 16
2.7 Leadership HSE Engagement ............................................................................ 17
2.8 Wells LSF ( Leaders Safety Forum )................................................................... 17
2.9 Frontline Supervisors Safety Leadership Program (FLS) ................................... 17
2.10 People Recognition ............................................................................................. 17
2.10.1 Solooki Recognition Schemes ............................................................................ 17
2.10.2 HSE LTI-free Milestones ..................................................................................... 18
2.11 Life Saving Rules ................................................................................................ 19
2.12 Consequence Management ................................................................................ 19
2.13 HSE Communication ........................................................................................... 20
3 Planning ...................................................................................................................................... 21
3.1 HSE Planning ...................................................................................................... 21
3.1.1 HSE Business Plan ............................................................................................. 21

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3.1.2 PDO Safety Refresh............................................................................................ 21

3.1.3 CEO HSE & Assurance Improvement Plan ........................................................ 22
3.2 Emergency Response Planning.......................................................................... 22
3.2.1 Onsite Response Team Roles and Responsibilities ........................................... 23
3.2.2 On Scene Commander (OSC) ............................................................................ 23
3.2.3 Emergency Controller (EC) ................................................................................. 24
3.2.4 Scribe .................................................................................................................. 25
3.2.5 Muster Controller ................................................................................................. 25
3.2.6 Fire Team Leader ................................................................................................ 25
3.2.7 Medic ................................................................................................................... 26
3.2.8 Well Engineering Task Force (WETF) ................................................................ 26
3.3 Bridging document .............................................................................................. 26
3.4 HSE Tools ........................................................................................................... 27
3.4.1 Risk management Process ................................................................................. 27
3.4.2 Hazard Identification Study (HAZID) ................................................................... 28
3.4.3 Risk Register ....................................................................................................... 29
3.4.4 ALARP- As Low As Reasonably Practicable ...................................................... 30
3.4.5 Recovery Measures ............................................................................................ 31
3.4.6 Quantitative Risk Assessment ............................................................................ 31
3.4.7 HSE Case............................................................................................................ 32
3.4.8 Hazard and Operability Study (HAZOP), Failure Modes and Effects Analysis
(FMEA) and other safety related studies .................................................................................... 32
3.4.9 Job Safety Analysis (JSA) ................................................................................... 33
3.4.10 MOC Risk Assessment ....................................................................................... 33
3.4.11 Health Risk Assessment (HRA) .......................................................................... 33
4 Support ....................................................................................................................................... 35
4.1 Training ............................................................................................................... 35
4.2 Competency Management .................................................................................. 35
4.3 Onboarding new employees ............................................................................... 35
4.4 Short Service Employee (SSE) ........................................................................... 37
4.5 HSE Advisor Competency .................................................................................. 38
4.6 HSE Campaigns .................................................................................................. 38
4.7 Personal Protective Equipment (PPE) ................................................................ 39
4.8 Welfare ................................................................................................................ 39
4.9 Fitness to Work ................................................................................................... 39
5 Operation .................................................................................................................................... 41

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5.1 Standard Operating Procedures ......................................................................... 41

5.2 Permit to Work .................................................................................................... 41
5.3 Management of Change...................................................................................... 41
5.4 Well Location Transfer ........................................................................................ 42
5.5 Simultaneous Operations .................................................................................... 42
5.6 Site HSE Induction .............................................................................................. 43
5.7 Toolbox Talks (TBT) and Toolbox Talk Risk Identification Card (TRIC) ............ 43
5.8 Job Planning: Musta’ed ....................................................................................... 44
5.9 Environment management .................................................................................. 45
5.10 Work Site Hazards .............................................................................................. 45
5.10.1 Line of Fire Hazards ............................................................................................ 45
5.10.2 Out of Sight Locations / Working ........................................................................ 47
5.10.3 Hands & Finger injury Prevention ....................................................................... 47
5.10.4 Working at Height ................................................................................................ 48
5.10.5 NORM (Naturally Occurring Radioactive Material) ............................................. 49
5.10.6 Radioactive sources ............................................................................................ 49
5.10.7 Explosives ........................................................................................................... 50
5.10.8 Chemical Management ....................................................................................... 50
5.10.9 Hydrogen Sulphide (H2S) & SO2 Management ................................................. 50
5.10.10 Dropped Objects Prevention ............................................................................... 51
5.10.11 Lifting & Hoisting ................................................................................................. 51
5.10.12 Road Safety......................................................................................................... 51
5.10.13 Load Securing ..................................................................................................... 52
5.10.14 Wells Process Safety (WPS) .............................................................................. 52
5.11 Hazardous Zone Classification ........................................................................... 53
5.12 Hazard Hunts ...................................................................................................... 53
5.13 Equipment Inspection.......................................................................................... 53
5.14 Third Party checklist ............................................................................................ 54
5.15 Operation Readiness Audit (ORA) ...................................................................... 54
5.16 Preventive Maintenance System (PMS) ............................................................. 54
5.17 Access Control .................................................................................................... 54
6 Performance Evaluation ............................................................................................................. 56
6.1 HSE Performance Monitoring-HSE Mirror .......................................................... 56
6.2 Electronic Check-Comply-Confirm (eCCC) ........................................................ 56
6.3 Contractor Assurance Framework ...................................................................... 56
6.4 Tracking HSE Performance ................................................................................ 58
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6.5 Safety Support Centre (SSC) .............................................................................. 59

6.5.1 Sharing of CCTV footages .................................................................................. 59
7 Improvement ............................................................................................................................... 61
7.1 Incident management.......................................................................................... 61
7.2 Effective Learning Tool ....................................................................................... 61
7.3 IHTIMAM ............................................................................................................. 61
7.4 IDEAL (Identify, Discuss, Enhance, Assure and Learn) ..................................... 62
7.5 Performance Review ........................................................................................... 62
8 Appendix ..................................................................................................................................... 63
8.1 Appendix 1, Glossary of Terms, Abbreviations and Definitions ......................... 64
8.2 Appendix 2 , Well HSE Meetings ........................................................................ 66
8.3 Appendix 3, IRC Process Flow Chart ................................................................. 67
8.4 Appendix 4,Risk Assessment Matrix................................................................... 68
8.5 Appendix 6, JSA format ...................................................................................... 71
8.6 Appendix 7, Risk Assessment Form ................................................................... 74

TABLE OF FIGURES
Figure 1-1, PDO Control Framework ................................................................................................. 10
Figure 1-2, Access to Standards ....................................................................................................... 13
Figure 3-1, Hierarchy of Controls ....................................................................................................... 30
Figure 3-2, HSE Case Components .................................................................................................. 32
Figure 8-1, IRC Process Flow Chart .................................................................................................. 67

LIST OF TABLES
Table 8-1, Well Engineering HSE Meetings ..................................................................................... 66

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1 Introduction
This document is meant as a specification which explains how Wells manage the Health, Safety &
Environment aspects of the business within PDO’s HSE Management System. Wherever detailed
coverage exists the document provides a short summary and a reference. Some topics are discussed
in more detail in this document because the subject is not covered in other CMS documents.
The term “Wells” comprises Well Engineering as well as Completion and Well Intervention.
The term “work unit” or “unit” comprises rigs, hoists, CWI units as well as flush-by units

1.1 Background
The PDO Control Framework is the highest-level document in PDO’s Management System. It
describes the framework that integrates all of PDO’s activities. It consists of (1) the Legal &
Governance Framework and External Influences, (2) the Organisation, (3) the Business Principles
and (4) the Corporate Management System (CMS). It is the duty of all staff to be aware of these
elements and of the company’s vision and mission. This Wells HSE Specification is part of Well
Engineering Management Framework and is integral part of the PDO Control Framework

Figure 1-1, PDO Control Framework

The PDO Control Framework provides Business Direction and communicates this through Business
Control Documents. The definitions of the various types of CMS documents can be found in FR-01 -
PDO Control Framework.

1.2 Purpose
This document is intended to provide an overview of how PDO HSE Management in Well Engineering
for achieving PDO’s business objectives.

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1.3 Target Audience

This document is aimed at Well Engineering Team members & contractors involved in executing
Wells activities. Any person engaged in activities on behalf of Well Engineering may also refer to this
document.

1.4 Scope
This document applies equally to all Wells (Well Engineering, Completion and Well Intervention)
activities.

1.5 Review and Improvement

Any user of this document who wishes to provide constructive feedback, or who encounters a mistake
or confusing entry is requested to immediately notify the Document Custodian by email.
This document shall be reviewed as necessary by the Document Custodian but no less frequently
than once every four years.

1.6 PDO CMS

The CMS provides the detail of how PDO conducts its business to ensure that all activities performed
are appropriately controlled. CMS components are Business Policies & Practices.
Business Policies & Practices are a set of directions, requirements and rules that explain how a
business area within the PDO Enterprise should operate their activities.

 The maximum validity period for CMS documents is five years from the date of publishing.
 Guidelines are not mandatory and do not form part of CMS, they provide advice on how an
activity or task is best performed.
CMS consists of the following
Policies
 Policies are mandatory, and provide the course of action stating intentions and principles
 Policies contain statements of PDO’s attitude in response to a business need
 These are defined at Corporate level, where the structure and operating framework are
described
 Document Owner: MD
Code of Practice

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 Code of Practice provide a high-level overview of expectation & requirements for each
function
 Code of Practice translate the policies into practical activities to be executed repeatedly.
 These are defined at Function level, where it further mandates operating requirements in the
form of Code of Practice
 Document Owner: Function Director
Procedures & Specifications
 Procedures describe the specific way the activity is to be performed. It is the formal
description for executing an activity to achieve a result in accordance with the specification
 Specifications provide the rules for testing compliance. They prescribe requirements to be
fulfilled by a product, process or service in line with the code of practice.
 These are defined at Business Area level, processes and procedures through which the
business is to be compliance and meets Corporate and Function requirements.

1.7 PDO’s HSE MS

PDO’s Corporate HSE Management System (HSE MS) is presented in CP-122, Health Safety and
Environmental Protection. MSE is responsible for reviewing legal requirements, Shell Group HSE
requirements, and International HSE Standards and incorporating them into the HSE MS.
PDO’s HSE MS is described on the MSE pages on the PDO Intranet.
Well Engineering and Completion & Well Intervention (Wells) is required to comply with all aspects
of PDO’s HSE MS. This specification provides an overview of Wells HSE related processes, tools,
and campaigns in line with PDO’s HSE MS.

Related Documents
 CP-122, Health Safety and Environmental Protection

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1.8 How to access Company Standards

All standards - PDO, Shell and Industry – can be accessed via a panel on the Well Engineering
Directorate’s Home Page in the “Standards Panel”, Industry Standards can be also accessed from
here.

Contractors shall create a Masar account

through contract holder to access Documents
relevant to Wells Contractors” on the PDO
Extranet Livelink instance where copies of all
PDO standards relevant to them are held. For
any guidance please contact UWHD.

Figure 1-2, Access to Standards

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2 Leadership and Commitment

Safety performance is a direct reflection of the of leadership. Goal ZERO is our expectation

To achieve this in Wells each individual shall:

 Be mindful of safety risks.
 Demonstrate visible and felt safety leadership through measurable actions.
 Motivate, coach and develop personnel in effective safety management.
 Hold individuals accountable for their safety behaviours and performance.

2.1 Goal ZERO

Goal Zero means no harm to people, the environment or our asset.

To achieve GOAL ZERO each individual shall
- do all one can to ensure that every day, everyone goes home safely to their family, friends
and loved ones.
- take necessary steps needed to effectively manage the hazards and risks within our business
and prevent harm to colleagues, communities, the environment and our assets.

2.2 Leadership
All members of the Well Engineering Directorate and not only the Well Engineering Director, the
members of the UWD Leadership team (UWDLT) and Wells team leaders, shall provide strong, visible
leadership and commitment in their respective areas of accountability to achieve PDO’s business
objectives and performance targets, whilst maintaining due regard for Wells Process Safety, Well
Integrity and HSE. This shall be demonstrated by displaying PDO’s leadership behaviors.

Figure 1, Four PDO leadership Priorities

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Related Documents / Links

 Leadership in PDO
 FLS
 GU 993, Wells leadership Competency Development

2.3 PDO code of conduct

The PDO code of conduct sets the basic rules, standards and behaviours necessary to achieve the
core values of the company. It provides requirements and guidance, expressed as clearly, concisely
and consistently as is possible, within a single, company-wide document for all PDO employees on a
number of enterprise-wide risk areas.
The code is a common reference point for anyone who is unclear about what is expected of them in
a specific situation; a definitive statement of PDO‟s response to many different issues and questions;
a valuable toolkit that can help you put PDO General Business Principles into practice. The code
does however not replace or negate any other policies or processes in place governing the actions
of employees within the organization. It is a mere guideline in the approach and behaviours expected
from employees and PDO‟s partners.
It is important to understand that the Code is a summary of existing legal and policy requirements,
with guidance on how to meet those requirements. The value of the Code is that this material has
been brought together into a single document which provides a clear common basis for behaviour,
governance and compliance. As such, it is an important component of the PDO Corporate
Management Framework.
As a company-wide document, the Code does not provide detailed guidance about compliance with
every legal, policy and procedure requirement. As a PDO employee or contract staff, you are
responsible to ensure compliance with the laws, policies and procedures which apply to your
responsibilities. You are expected to familiarize yourself on a continuous basis with the Code content
and best practices surrounding its application.
Related Documents / Links
 CP-202, PDO code of conduct

2.4 PDO Golden Rules

All PDO & Contractor staff shall comply with PDO golden rules.
• Comply: with the law, standards and procedures
• Intervene: on unsafe or non-complaint actions
• Respect: when we intervene

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2.5 HSE Responsibilities

HSE responsibilities are clearly defined for each position and reflected in respective job description.
Accountabilities & responsibilities are listed in the Job Descriptions that are available for all positions.
As these Job Descriptions are kept general in stating the accountabilities assigned to a respective
position, we have further explained for Drilling, Hoist Supervisors and Field Coaches what actions on
the job will help them fulfil their accountabilities.
The contractor shall identify and define the role and responsibilities for all HSE critical positions. The
safety critical personnel & tasks shall be identified across the organisation.
 UWD Job Descriptions
 DSV HSV Job Description how I fulfil my accountabilities
 Field Coach Job Description how I fulfil my accountabilities

2.6 Stop Work Authority / Empowerment to STOP

It is the duty of all personnel (PDO and Contractor) to stop the work if it is deemed unsafe. All PDO
and Contractor staff are empowered and required to take responsibility for their personal safety.
Any employee may stop the work process if they feel their personal safety or the safety of the work
team is compromised.

Stop work: Intervention action that will not impact the ability of the work-unit to continue operating
as the impact is localized to addressing people or equipment non-compliance e.g. non-conformance
on crane noticed while crane not executing major activity that will impact ongoing work unit
operations.

Shutdown: Intervention action that requires remedial actions that will affect the ability of the work-
unit to safely and efficiently execute operations e.g. non-conformance in crane noticed while using
crane for casing running resulting in having to stop casing running activity to address the crane non-
conformance.
For more details on Stop work & Shutdown in refer GU-962-Wells “Stop work” and “Shutdown”

Related Documents / Links

 GU-962 - Wells “Stop Work” and “Shutdown”.

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2.7 Leadership HSE Engagement

All contractors shall have a structured engagement program between the contractor leadership and
the crew with focus on HSE & Welfare e.g. Engage for Excellence. This Engagement shall be
captured as part of be captured as part of the Annual CEO HSE monitoring plan. The outcome and
actions from these engagements shall be used for continuous improvement of HSE performance
across the organisation.
 Engage for Excellence

2.8 Wells LSF ( Leaders Safety Forum )

Wells LSF is the leadership forum consisting of all contractor CEO, UWD and UWZ, rest of UWDLT
are joining on need basis. This forum is chaired by UWD and co-chaired by a contractor CEO who is
elected by the forum. The objective of this forum is to continuously improve HSE performance across
UWD by agreeing on continuous improvement plans and initiatives. The LSF meet on frequent basis
alternating between MCT and field engagements. At the field engagement with the crew the LSF
members go with the mindset of “Going to understand not to be understood”. During the engagement
the LSF engage with the crew on various HSE issues and initiatives.

2.9 Frontline Supervisors Safety Leadership Program (FLS)

The Wells Frontline Leadership Safety (FLS) programme is an in-house programme for developing
Safety leadership of our frontline supervisors. The program consists of three phases:
 FLS1 is a two-day session which focuses on the key leadership responsibilities of frontline
leaders. It is available to all PDO contractors and supervisors in English and Arabic.
 FLS2 is a two-day, more practical HSE leadership session, introducing new concepts like
“Chronic Unease”, “Management of Change” dealing with day-to-day HSE leadership
issues that our frontline supervisors are confronted with.

 FLM Front line management: this phase of the programme aims at sustaining the actions
generated in the FLS1 and FLS2 workshops with focus on engagement between
frontline supervisors and Wells engineers. The frontline supervisors are evaluated on
the key learnings they have taken away from the FLS workshops and areas for
improvement are defined. The respective team lead is responsible to ensure
All PDO front line supervisors shall undergo the FLS1 & FLS2 training and implement their respective
Personal Action Plan (PAP). These PAP’s will be tracked through the frontline management tool by
the respective Team lead.
Related Documents / Links
 FLM Tool
 FLM SOP
 FLS Specification

2.10 People Recognition

2.10.1 Solooki Recognition Schemes

Weekly HSE Incentive Award

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Weekly HSE recognition is given to personnel who make a real difference to create and promote a
safe working culture and who demonstrate the PDO golden rules: Comply, Intervene and Respect.
The weekly HSE incentive is made to an individual in recognition of his safety behaviour,
observations and/or interventions related to personal or process safety.

Quarterly HSE Incentive Award

The Quarterly HSE Incentive Award is given to the individual/s who implements idea/s which impacts
personnel / process safety. This award is given to each of the operations teams/clusters:

Solooki

Behaviour-Based HSE Continuous

Recognition Improvement

(Weekly Awards) (Quarterly Awards)

4 per week per 1 improvement idea per
participating unit quarter per cluster

Figure 2, Solooki recognition streams

Contractors HSE Recognition Program

Contractors shall have a HSE recognition program to reward key behaviours and achievements that
includes examples such as ‘Best Driver’, LTI Free, Hazard Hunt, Employee of the month etc.

Related Documents / Links

 GU-604 - Well Engineering Performance Incentive Scheme Guideline.
 Solooki

2.10.2 HSE LTI-free Milestones

HSE LTI free milestones achievements are recognized as per GU-604 - Well Engineering
Performance Incentive Scheme Guideline.

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Related Documents / Links

 GU-604 - Well Engineering Performance Incentive Scheme Guideline.

2.11 Life Saving Rules

PDO follows the 9 Life-saving rules as the IOGP. All PDO & PDO shall be familiar with the nine life-
saving rules. All PDO & contractor staff working for PDO shall declare their understanding of the 9
life- saving rules and evidence of the same shall be maintained.

Related Documents / Links

 LSR Campaign home page

Watch the LSR Video animations in the Links below:

Internal URL: http://pdointernet/hseforcontractors/LSR/Pages/Home.aspx
External URL: https://www.pdo.co.om/hseforcontractors/LSR/Pages/Home.aspx

2.12 Consequence Management

Applying consequence management is the last resort when it comes to improving HSE performance
or correcting people behaviours. UWD follows the corporate consequence management approach for
consequence management including LSR. For repeat incidents and non-compliances in Wells
Consequence management SOP shall apply.
Detailed investigation to understand the human factors that that lead to the non-compliance is needed
prior applying any consequence management.
Related Documents / Links
 SOP 1781, Consequence Management

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2.13 HSE Communication

HSE requirements and performance shall be communicated to wells community on a regular basis.
The means or the forum for communication can be chosen depending on the objectives of the
communication.
An overview of the main HSE meetings and committees can be found in Appendix 1

Related Documents / Links

 Wells HSE Meetings, Appendix - 1

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3 Planning

3.1 HSE Planning

3.1.1 HSE Business Plan

The HSE Business plan process is initiated every year in October with a kick-off workshop with
various stake holders which results in a joint PDO/ Contractor HSE Business Plan, detailing focus
areas to be addressed in the upcoming year.
The plan shall include:
- time scales for implementation and action parties
- a summary of Well Engineering’s HSE objectives and targets
The UWD HSE business plan is based on HSE performance analysis of the previous year, Audit
findings, Corporate HSE plan and various stake holder feedback.

Related Documents / Links

 Corporate HSE Plan
 UWD VMT
 Well Engineering Business Plan Booklets

3.1.2 PDO Safety Refresh

To enhance HSE performance across PDO operations, PDO safety refresh was launched in 2021
with focus on 6 key areas i.e. Safety Leadership, Learner Organisation, Risk Management , Process

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safety , Road Safety & Contractor HSE management. These 6 areas are supported by three key
enablers Assurance, data & technology and fair event handling.

Related Documents / Links

 PDO Safety refresh

3.1.3 CEO HSE & Assurance Improvement Plan

The CEO HSEA plan is developed based on UWD and contractor focus areas and the on the analysis
of HSE performance of the previous year. The CEO HSEA plan is a fit for purpose plan developed
based on contractor HSE performance addressing the pain areas. The contractor HSEA plan is
approved by the contract and UWDLT member based on the contract risk.
Each contractor will have a CEO HSE & A Improvement plan agreed with the contract holder
developed at the start of the year.

Related Documents / Links

 CEO HSEA plan process

3.2 Emergency Response Planning

Well Engineering emergencies are addressed as part of PDO’s Emergency Response system.
In the event of an emergency, it is essential that you know what to do. PDO’s Emergency Procedure
Policy lists, in order, the following priorities:
1. Saving life and avoiding injury to PEOPLE (P)
2. Protecting the ENVIRONMENT (E)
3. Limiting damage to ASSETS (A)
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4. Preserving PDO’s REPUTATION (R)

All operational decisions taken during an emergency should be made in line with the above priorities.
At no point should any action be taken, that could endanger personnel.
UWD regularly conduct exercises to improve the emergency preparedness of the department.
Exercises may include scenarios such as rig emergency, major road traffic accident involving
chemical spillage, man lost etc.
PDO’s Wells Emergency Procedures and drills requirements are outlined in PR-1287 - Emergency
Response Document Part III, Contingency Plan Volume II, Well Engineering Operations

3.2.1 Onsite Response Team Roles and Responsibilities

The various roles and responsibilities of onsite team during an emergency is listed in the table below

Drilling Rig Hoist Frac Unit Well test CTU

OSC (On PDO PDO PDO PDO PDO
scene Supervisor * Supervisor * Supervisor * Supervisor * Supervisor *
commander)
Emergency Senior Senior Senior Senior Senior
Controller Contractor Contractor Contractor Contractor Contractor
Supervisor Supervisor Supervisor Supervisor Supervisor
(Tool (Tool (Tool (Tool (Tool
Pusher) Pusher) Pusher) Pusher) Pusher)
Scribe/ Assist. PDO PDO PDO PDO PDO
Writer Supervisor Supervisor Supervisor Supervisor Supervisor
Muster Mud Emergency Dispatcher or Emergency Emergency
Controller Engineer or Controller as Controller Controller
First Senior designated
(chive mech
or elect)
Fire Team As None None None None
Leader & designated
Team (4-8 in team)
Medic Contractor None Contractor None None
Medic Medic
*Role to be filled by the Senior Contractor Supervisor when PDO Supervisor is not available

3.2.2 On Scene Commander (OSC)

The OSC will normally be the PDO supervisor on site. Should he be unavailable the Senior Contractor
Supervisor on site will take on the role. The OSC is the person who is overall in-charge of the
emergency response operations on site and liaises with the LEBC.

The Key Responsibilities of the OSC include:

 Leading and managing the emergency response operations
 Assessing of emergency situation
 Preventing the escalation of emergency by implementing measures such as ensuring
stabilization or close-in of well
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 Reporting to and liaising with the LEBC, providing the following information:
On-site situation updates (Emergency escalating/not escalating)
Personnel situation
Services and support request
 Acting on further instructions and/or suggestions of the LEBC
 Coordinating with EC in the control of emergency teams, activities on site and confirmation
of well/process/utility shutdowns
 Providing information to all personnel of current status and course of action
 Accounting for all personnel
 Ensuring the safety of all personnel, including:
Oneself
Emergency teams carrying out emergency services
Personnel at muster
 Managing of stress in all personnel and ensuring that all personnel remain calm
 Ensuring the protection of the environment
 Continuous gathering of information from personal observation, EC, Command and Control
Board, other team members and continuously reassessing emergency response

3.2.3 Emergency Controller (EC)

The Emergency Controller is usually the Senior Contractor Supervisor on-site. He is the person who
controls the activities of the emergency teams on-site and confirms the well/process/utility shutdown.
He reports and liaises with the OSC, working closely as a team, both informing and requesting
external support/assistance as required.

The Key Responsibilities of the EC includes:

 Reports to and liaises with the OSC
 Organise and coordinate with the following teams/personnel:
Medical Team Leader / Medic
Fire Team Leader
Muster Controller
Scribe/ Writer
Logistic Support
 Communicate and provide advice to emergency services, including:
PDO Fire Team
PDO/PAC Medical Team
ROP
 Confirming process/well shutdown and isolations
 Assist the OSC in monitoring stress and potential panic levels in
Oneself
Others in the Emergency Team(s)
Personnel at muster.

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3.2.4 Scribe
The Scribe is usually the PDO Supervisor on-site or the Assistant PDO Supervisor (if available). He
is in charge of keeping a log of events and information. He reports to and liaises with the EC or OSC.

The Key Responsibilities of the Scribe include:

 Logging events and information on the Command and Control Whiteboard / Sheet including
the following records:
Personnel head counts including those in emergency teams
Lists of injured personnel, the type of injury, their current location and
destination
 Assist EC to confirm “Shutdown/Equipment/Alert Checklist” items with relevant parties.
 Assist EC to update plan
 Prompting considerations to the OSC.

3.2.5 Muster Controller

The Muster Controller is usually the Senior Contractor Supervisor or other personnel depending on
the site (Refer to Table in section 3.2.1). He is in charge of accounting for personnel. He reports to
and liaises with the EC or OSC.

The Key Responsibilities of the Muster Controller include:

 Collection of personnel status information from all parties to identify:
The number of personnel missing and their possible whereabouts
The number of personnel injured and the help required.
 Relaying information/instructions between the Command and Control Post and Muster
Point
 Liaises with the scribe on updating the Command & Control whiteboard/ Sheet.
 Liaises with medic providing information on the injured.

3.2.6 Fire Team Leader

The Fire Team Leader and Fire Team will be made up of personnel normally present at the facility
location. They must have basic firefighting training and valid SCBA certification. The Fire Team
Leader reports to the EC and organises the Fire Team.
The Key Responsibilities of the Fire Team Leader include:
 Organises the Fire Team
 Reports to and liaises with the EC on the following information:
Situation Assessment
Possible escalation
Persons rescued
Injured persons found
Trapped personnel
Risk to fire teams
Facility status
 Liaises with the medic providing medical status of casualties and medic activities.

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3.2.7 Medic
The Medic or the Medical Team leader is usually a contractor medic. He may or may not be onsite. If
not on site, he will be mobilised to the site by the EC.

The Key Responsibilities of the Medic/Medical Team Leader include:

 Organise the Medical Team which includes the following personnel: 
 Stretcher bearers
 First Aiders
 Attend to the injured
 Perform triage
 Request OSC for additional medical support/MEDEVAC
 Prepare injured for travel
 Liaise with PDO/PAC medical support on arrival.

3.2.8 Well Engineering Task Force (WETF)

In the event of a well control emergency, the WETF will be mobilized in accordance with PDO
Emergency Response Procedures. This can either be at the direct request of the Duty Director
(typically this will be for high severity event with CECC activation i.e. surface blowout) or as requested
by the Well Engineering Section Head in consultation with the Well Control Manager (typically in event
of a Level 2 Well Control Scenario with possible CECC activation). Moreover , all wells with code 10
integrity classification shall have WETF assigned.

The WETF will be tasked with providing support to the Onsite Response Team (ORT) during the
intervention portion of the well control project. It is expected that all initial response activities such as
evacuation, medical assistance, site security and initial pollution containment activities will have been
completed by the LECC and OSC before operational control is handed over to the WETF.

Related Documents
 PL-10 - Security and Emergency Response Policy
 CP-123 - Emergency Response Documents, Part I
 PR-1065 - Emergency Response Documents Part II
 PR-1287 - Emergency Response Document Part III, Contingency Plan Volume II, Well
Engineering Operations
 GU-576 – Well Control contingency Plan
 PR-1243 – Medical Emergency Response Plan & site-specific MER

3.3 Bridging document

Bridging documents are needed when all or part of the scope of work is to be performed by using the
contractor’s Management System, on the basis that it meets the requirements of PDO Management
System.
All contracts shall have a bridging document which clearly identifies the gaps for various contractor
procedures and process with relevant PDO standards and the proposed gap closure plan agreed with
the contract holder.
All critical documents relevant to the contract shall be bridged prior start of contract.

Related Documents / link

 Bridging document format
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3.4 HSE Tools

3.4.1 Risk management Process
Risk management is the process of identifying, assessing, and controlling financial, legal, strategic
and security risks to an organization’s capital and earnings. These threats, or risks, could stem from
a wide variety of sources, including financial uncertainty, legal liabilities, strategic management errors,
accidents and natural disasters.
PDO follows ISO 31000 Risk Management framework The main parts of the process are
- Risk Identification
- Risk Analysis
- Risk Evaluation
- Risk Treatment

Risk Treatment options are given below

Tolerate
Tolerating a risk requires full understanding of what the risk potential is for the company. It is usually
related to a risk that is controllable and manageable. Controls will be introduced that seek to minimise
the potential for the risk materialising. They also provide means to manage or control the event should
it happen as well as recover from the event. Typically, this is where there is one or more controls in
place in the event that one fails.
Another factor influencing whether to tolerate risk is the ability to provide for any losses that might be
incurred in the event the risk materialising.
Transfer
Risk transfer entails transferring or placing the risk with somebody else who is a specialist at
managing the risk. The are three prime methods used, and we use all three them.

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Physical transfer. This is where certain activity or functions are outsourced to a company that has a
speciality in that area. Cleaning services, accommodation and canteen are examples.
Financial transfer. This is usually in the form of insurance and is done by the financial team in areas
such as exports. Many of the assets are also insured. In addition things like medical, as well as
pension benefits for the category of transfer.
Contractual transfer. This is where responsibility for providing products and services is transferred to
a company for a fee. The majority of our activities are contracted out. Many of our contractors in turn,
subcontract activities to third-party for things that they themselves are unable to deliver. However the
primary contractor remains liable for the work or service that a subcontractor provides.
Terminate
Termination occurs when a process is completely stopped. It is difficult to implement this as a strategy
as hazardous procedures are often integral to operation. When they are terminated it impacts
production.
Terminating any process usually has significant impact on an operation. It can often result in changes
being required to get to the new environment.
Example. The withdrawal of single use plastic has required providing alternative supplies of water,
as well as make it difficult to comply to sit and requirements that were not considered. Any vehicle is
required to have a certain quantity of water when traveling in the interior which is now impacted by
the lack of access to water in plastic bottles.
Introducing solar power is beneficial to the environment. However, it requires developing new means
of storing energy, ensuring that the panel’s get cleared, and the lack of sunlight during the evening in
itself creates new challenges that need to be addressed.
Treat
Treatment as a control mechanism can take many forms. It can take the form of creating new ways
of working. It can result in new equipment being acquired. It can result in modifications to current
equipment as well as the acquisition of new technologies.
Road fatalities are amongst the highest risks that the company faces. Many controls exist to treat
and reduce potential fatalities. Vehicles have to be SP 2000 compliant. They need to have IVMS
installed controls and records speed, deceleration, accelerations, safety belts, etc. Vehicles also
have speed limiters, roll-over cages, extra spare wheels, etc. Drivers have to attend specialized
training, competency assessments by third parties, complete and comply with journey management
plans, etc.

3.4.2 Hazard Identification Study (HAZID)

HAZID is a technique for early identification of potential hazards and threats. Early identification and
assessment of the critical HSE hazards provides essential input to project development decisions.
The objective of HAZID study during the Identify /Assess/ Select stage of the project is to capture all
major hazards and risks, to identify any major showstoppers and to identify the HSE risk boundary. It
is particularly important to record the base assumptions for the HAZID study because of the
immaturity of the information at early stage and revisit the findings if the scope subsequently changes.
The objective of the detailed HAZID study for the selected concept during the Basis for Design (BFD)
stage or the subsequent project phases is below.
 Detailed identification and inventorying the hazards and threats.
 Establish a baseline list of key risks, uncertainties, concerns, information needs, and
 prioritized actions and recommendations within the HSE Risk register.
 Identify MAH (Major Accident Hazard).

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 Identify the essential controls required.

 Provide input to subsequent HEMP (Hazards and Effects Management Process) studies
during Define and Execute phases.

Hazards (i.e. substances, activities, operations or conditions) which are assessed as having a
consequence severity of 5 or risk ranking of red as defined in the PDO ‘Risk Assessment Matrix’
(RAM) are categorised as Major Accident Hazards. Hazards with potential risk ranking of 3E, 4D, 4E,
5A, 5B, 5C, 5D, 5E as per PDO Risk Assessment Matrix (RAM) are categorized as Major Accident
Hazard (MAH). PDO Risk Assessment Matrix provided shall be used for HAZID.
Risk ranking to people, assets, the environment and company reputation shall be considered during
risk ranking exercise. Major Accident Hazards (MAH) shall not be tolerated in the risk management
process and shall be taken through the treatment options.

All contractors and subcontractors of PDO shall use PDO Risk Assessment Matrix (RAM) for Hazard
Identification (HAZID) studies.

Related Documents
 HAZID – sec 3.2 of SP2062
 PR-1971 (being updated)

3.4.3 Risk Register

UWD activities have the potential to harm people and the environment, to cause damage or loss to
assets, to defer oil production, to cause financial loss, and to adversely impact the Company’s
reputation. A Risk Register provides a structured approach to managing the hazards and potential
effects of UWD activities.
The Risk Register involves identifications of the Activity, Hazards involved, Threats, The top event,
Consequence, control barriers, Mitigation, Pre & Post mitigation RAM. Appendix D of risk assessment
register shall be used to develop a risk register.
These steps cover identification of the major hazards to people and the environment, assessment of
the related risks, as well as implementing measures to control these risks, and to recover in case
these measures fail.
The Risk register is a dynamic document and subject to review based on learnings from incidents
audits etc. The risk register is developed using a team approach where everybody on the team is
encouraged to provide their input and knowledge of the threats, hazards, and risks involved, as well
as the resulting event that could occur. This shall include members from Operations, HSE, planning
etc.
Prior start of any contract the contractor shall have an approved risk register in place which covers
all the risks related to their activities.

Related Documents
 Risk Register format

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3.4.3.1 Residual Risk

The residual risk rating is determined by the team assessing the likelihood of occurrence with all the
controls listed above in place along with knowledge of previous incidents in the company and
throughout the industry.
Normally the severity will not reduce without removal of the hazard itself.
The likelihood of the incident can go down with robust control barriers however the severity cannot
be lowered unless the hazard itself is removed and thereby eliminating the top event.

Hierarchy of controls

The higher the controls in the hierarchy the better the chance of eliminating the top event form
happening i.e.

Figure 3-1, Hierarchy of Controls

For example if we are relying on a single valve for an isolation against high pressure gas then the
hazard would be risk of explosion if ignition source present. (RAM 4CP) However if we provide
controls such barricading the area, removing all ignition sources, providing continuous gas monitoring
the likelihood of an explosion can be reduced. (RAM 4BP) The severity remains the same because
we still have high pressure gas against a single valve but the likelihood reduces therefore the overall
risk is reduced.

The only way to really reduce the severity is to depressurize the line to reduce the impact of the
hazard (2BP)

Related Documents
 Operational Risk A210779ssessment Form

3.4.4 ALARP- As Low As Reasonably Practicable

The contractor shall demonstrate all activities carried out site are ALARP As Low As Reasonably
Practicable.

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The use of the ALARP principle requires judgement to determine whether risk levels are as low as
reasonably practicable. ALARP can be demonstrated when the sacrifice (cost, time, effort) required
to reduce the risk any further would be disproportionate to the risk reduction potentially achieved (the
benefit). The term ‘sacrifice’ relates to the time, effort and/or cost of the complete implementation and
future maintenance and operation of the particular risk reduction measure in question. ‘Benefit’ relates
to the level of risk reduction offered by a risk reduction measure. ‘Reasonably practicable’ is the
balance between the sacrifice and benefit of implementing the risk reduction measure.
Where risks are quantifiable, As Low As Reasonably Practicable (ALARP) principle is used to
determine whether residual risks are broadly acceptable, tolerable or intolerable via comparison
against established company risk acceptance criteria.

3.4.5 Recovery Measures

The final stage in risk management is to ensure the necessary steps are planned to be able to recover
from the release of a hazard, should the controls that have been put in place fail to prevent its release.
Recovery from the consequences of the release of a hazard requires careful planning. Even with a
comprehensive range of controls in place to prevent the release of hazards and/or their effects, things
can still go wrong.

Should the controls fail to prevent or avoid the release of a hazard then some kind of counter
measures are required to limit the number and severity of the consequences of the hazardous event
or effect. These counter measures are aimed at mitigating the consequences of the hazard and aid
in reinstatement of the normal operation or activity.

Recovery measures can reduce the likelihood or probability that the first hazardous event will develop
into further consequences and provide lifesaving capabilities should the “top event‟ escalate further.
To assist with recovery, it is important that all personnel are fully briefed and drilled as to the response
measures planned, including evacuation and restoration procedures. For major incidents, this may
also include crisis management and business continuity planning.

3.4.6 Quantitative Risk Assessment

Quantitative Risk Assessment allows for the comparison of risk reduction options for a particular
hazard on an equivalent basis, as well as allowing for the comparison of risks that are generated from
separate and unique hazards.
At the concept stage the QRA study is conducted to evaluate risk tolerability, compare the risk
between different concept options along with optimizing the plant layout and facility siting options.
At Front End Engineering and Design (FEED) and Detailed Design stage, the QRA study further
evaluates risk tolerability and risk reduction options during design. QRA at this stage is mostly
employed to evaluate the sum of all risks for all hazards at a facility. This gives an indication of the
overall risk for that facility, while the sum of all risks in each particular area of the facility gives an
indication as to which locations or equipment sections are the most hazardous. Therefore, the
effectiveness of each risk reduction measures can be evaluated against each other.
In wells QRA is done to determine / model the quantity of releases from a well , extend of thermal
radiation from a fire , determining the size of EPZ etc.
MSE4 team are the focal points for QRA in PDO and for any activity needing QRA their support

Related Documents

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 SP-1258 , Quantitative Risk Assessment & Physical effects Modelling

3.4.7 HSE Case

HSE case is a document that demonstrates the practical implementation of Company’s HSE
Management System for PDO projects, assets/facilities. HSE Case provides a documented
demonstration that the risks from Major Accident Hazards (MAH) are tolerable and As Low As
Reasonably Practicable (ALARP) through the systematic application of Risk Management Process
set out in the PDO HSE Management System (HSE-MS).
The asset owner (e.g. rig or hoist owner) is responsible for and owns the HSE Case. Each operation
unit shall have a HSE case.
In UWD the HSE case content shall meet the requirements of International Association of Drilling
Contractors (IADC). Applicable sections of SP-2062 may be referred.

Figure 3-2, HSE Case Components

The close out of Remedial Action plan shall be demonstrated by the contractor prior to accepting the
HSE Case.
Details of all emergency response equipment’s on site shall be listed in Part 5 of the HSE case.
(alignment with asset HSE case)
The asset owner shall ensure a process is in place to operationalise the HSE case on site. The site
shall have a list of all safety critical equipment derived from the HSE case & safety critical tasks for
various crew on site.
All barrier owners as per Major accident hazard’s bowtie shall be fully aware of their responsibilities
when it comes maintaining the barriers.

Related Documents
 IADC HSE Case format
 SP 2062 Specification for HSE Case

3.4.8 Hazard and Operability Study (HAZOP), Failure Modes and Effects Analysis (FMEA)
and other safety related studies
Hazard and Operability Study (HAZOP), Failure Modes and Effects Analysis (FMEA) and other safety
related studies need to be performed, as appropriate, for new projects and new types of equipment
and processes prior to their introduction to our operation.
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The requirement for these studies shall be stipulated in the contract document and shall completed
during the mobilisation phase of the work unit. The operational readiness audits shall verify that
controls identified during these studies are implemented.
FMEA studies shall be conducted for all new mechanization being introduced into operation to identify
the failure modes during the various interfaces while using these new equipment’s. e.g. Automatic
Pipe cat , Hydraulic elevators, Iron derrickman etc
HAZOP studies shall be conducted when any new processes are introduced in wells e.g., managed
pressure drilling, coil tubing drilling etc.

Related Documents
 PR-1696 - HAZOP Procedure.

3.4.9 Job Safety Analysis (JSA)

A Job Safety Analysis (JSA) is a procedure which helps integrate accepted safety and health
principles and practices into a particular task or job operation. In a JSA, each basic step of the job is
analysed to identify potential hazards and to recommend the safest way to do the job.
The JSA helps in identifying HSE risks associated with various tasks carried out on site. The JSA can
be used by the crew to prepare for the various activities on site and will aid in the development of
Toolbox Talk Risk Identification Card (TRIC) card.
A JSA can be used instead of a TRIC card if the format of the JSA is as per Appendix-5 which includes
provision to capture personnel responsible for maintaining the control & recovery barriers, dynamic /
additional risks and the work party can agree and sign off on this form.
The JSA respective to the task shall be reviewed prior to start of the job.

Related Documents / link

 Appendix-6, JSA Format

3.4.10 MOC Risk Assessment

Wells Risk Assessment forms shall be used while doing any risk assessment for change
management. This form shall be available along with the eMOC tool and the risks related to the
changes must be assessed and the residual risk shall be agreed by the Technical Authority(TA) as
per the management of change specification
All actual High risk ( RED) as per PDO RAM Matrix and 5A/5B shall be approved by TA1.
Related Documents / link
 MOC Risk Assessment Form
 SP-2150 Wells Management of Change ( being updated)

3.4.11 Health Risk Assessment (HRA)

The purpose of the HRA is to avoid harm to people from health hazards in the work environment
through identifying, assessing, and managing health risks; and implementing measures to recover
from its effects.

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The HRA shall consider risks arising from chemical, physical, biological, ergonomic and psychological
hazards associated with the work environment. HRA shall be covered in all operational activities,
maintenance, including new projects, acquisition, closure, divestment an abandonment of facilities.
All contractors shall develop an HRA specific to the project and have it approved by MCOH team prior
start of contract.

Related Documents / link

 SP 1231 Occupational Health Specification

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4 Support

4.1 Training
All contractors shall ensure the crew (employees & third party) are adequately trained and have an
approved training matrix agreed with the contract holder with mandatory and other trainings (HSE &
trade related) as per PDO specification & contract section C9. The compliance with this training matrix
shall be reviewed on a quarterly basis by the contract holder. The mandatory training compliance
prior start of contract will be verified as part of operations readiness Audit (ORA).
Any deviation / non-compliance from / to the training matrix shall require an MoC.
Related Documents / link
 SP1157 , HSE Training Specification

4.2 Competency Management

The contractor shall implement a competency Management program accredited by IADC/OPITO or
equivalent. This competency program should cover all crew working on site. The competency
assessment shall cover technical & HSE related competency. The competency profile of individual
shall include the Safety critical tasks & safety critical equipment’s associated with the position he
holds.
The contractor shall maintain evidence of gap closure plans identified during the competency
assessments of the various individuals and the reassessment done on their gaps.

Related Documents / link

 IADC KSA website

4.3 Onboarding new employees

Any new employee joining the organisation shall be onboarded on the client and contractor HSE
requirements, LSR and other mandatory legal requirements. This onboarding process shall be
documented, and the records of onboarding session carried out shall be maintained by the contractor.
As a minimum the following items are to be considered to be part of the employee onboarding
process.

Sl No: Topic

1 CMS & HSEMS

HSE Planning

- Corporate HSE Plan

2 - UWD 5 year Goal deployment Business Plan
- CEO HSE Improvement Plan.
- Musta’ed

Leadership
3
- FLS1
- FLS2

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- FLM

Behaviours

4 - IHTIMAM
- Safety Support center
- Dilemma management

Risk Management

 HSE Case - operationalizing

 Bow Tie
 Safety Critical Equipment
 RAM Matrix
 Risk Register
5  Focus Areas
 Dropped Object management
 Lifting Operations
 WPS
 Road Safety
 H2S
 HRA
 Third Party Checklist

Campaigns

 Line of Fire
 Out of Sight
6  Crane Forklift Operators Engagement
 Road Safety
 Summer /Ramadhan
 Life Saving Rules

Communication

 UWD HSE Website

7  Super Wednesday
 DOIRC
 Thursday Meeting

Environment Management

 Sewage Management
8  Waste Management
 GHG management
 Waste consignment note

Support & Assure

 UWD Assurance framework – L 1/2/3 ( SP 2310,GU 944)

9  eCCC
 ICARE
 Effective learning tool
 eWCAT ( Part of Process Safety)

Motivation

10  Solooki
 Behaviour Based Recognition
 HSE continuous Improvement

Emergency Response

11  PR-1287
 On scene commander Training
 Drills

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Incident management
12  Incident Management Flow chart
 PIM Training

HSE Performance Review

 HSE Deep dive examples

13  HSE Mirror
 Monthly HSE statistics
 Quarterly performance review
 Visual Management Tool

4.4 Short Service Employee (SSE)

A Short Service Employee (SSE ) is any person who has less than 6 months experience in the
industry or company or the job
The contractor shall have a short service employee policy. This Short Service Employee (SSE) Policy
ensures that contractor employees with less than 6 months experience are identified, adequately
supervised, trained, and managed to prevent injury to themselves or others, property damage, or
environmental harm. Each SSE shall have a formally assigned mentor at the worksite under the
Contractor’s own Green Hat/Hand Policy. PDO contractors will manage their sub-contractors in
alignment with this policy. Each Contractor shall submit monthly SSE statistics to PDO SWE and
UWC CH monthly for review and tracking.

SSE Management

Internal promotions shall be managed with contractor competency program. Non-SSE contract
employees who are new to a location must be considered by the PDO site supervisor for inclusion in
the SSE program based on the specifics of their assignment. Factors to consider include significant
differences in:
o job responsibilities/duties from previous assignments,
o work processes/practices from previous assignments,
o equipment/tools from previous assignments, and
o skill level, familiarity with co-workers.

For purposes of this policy, a crew is defined as those employees working at a single location and
employed by the same contractor.
Crews with 4 persons or less:
o Single person “crew” cannot be a SSE.
o 2-4 person crews can have only 1 SSE per crew.

Exceptions to these “small crew” requirements require PDO contract holder, Team Lead and WSV
approval.

Crews with 5 persons or more:

Crew complements greater than 20% SSE shall only be permitted as follows:

% SSE Only Permitted with…

> 20% but < 30% • Documented approval of the PDO WSV
• PDO CH and Team Lead notification concurrence

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> 30% • Written approval by the PDO CH, Team Lead and WSV using
eMOC tool
• Delivery Manager (UWOX, UWOD, UWI) concurrence

All SSEs must:

o attend a location-specific HSE orientation prior to beginning work on location.
Applicable contractor and HSE Policies shall be discussed during the orientation by
the Contractor Site Manager and Field HSE Advisor
o be assigned an experienced mentor to assist the employee during his/her “SSE”
period. It is the mentor’s responsibility to closely supervise the assigned SSE and
prevent him/her from performing tasks for which they are not properly trained.

SSE personnel shall be easily identified in the unit by wearing high visibility hard hat or other means

To be removed from SSE status, an employee must exhibit safe behaviour for 6 months (e.g. incident
free performance, proactive participation in HSE programs such as incident reporting including near
misses, BBS, JSA development, safety meetings) and have a general awareness and working
knowledge of the Contractor’s and PDO’s HSE policies. The Contractor may recommend a reduction
of the 6-month requirement based on the employee’s performance and relevant industry experience.
This reduction must be approved by the PDO WSV and include Team Lead notification concurrence.

The contractor shall maintain all records related to the progression of an employee from a Short
service employee to a regular employee.

4.5 HSE Advisor Competency

The contractor shall ensure the HSE Advisors demonstrate compliance with minimum requirements
of the HSE MS competency as specified in the contract. The Roles & responsibilities of HSEA shall
be clearly defined and his competency assessed to ensure he satisfies the HSEMS competence
elements.
All required training and exposure shall be provided to the HSEA to fulfil his job responsibilities and
close the gaps identified.
The contractor HSE Advisor shall be approved by PDO contract holder.
Related Documents / link
 HSEA R&R

4.6 HSE Campaigns

Based on observed trend and time of the year UWD initiates focused HSE campaigns to raise
awareness and/or to promote HSE related issues. These campaigns can also be aligned with
corporate initiatives like Safety Day, Process Safety Day etc.

UWZ team is the responsible party about HSE campaigns within Wells. It is the team responsibility
to facilitate corporate campaigns for well engineering teams. Any material to be used for a Wells HSE
campaign is to be endorsed by UWZ team.

All contractors & PDO staff shall ensure the crew are aware of the campaign and their responsibilities
in ensuring effective implementation of the deliverables from the campaign.

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Some of the common HSE Campaigns initiated in well Engineering are

- Summer Ramadhan Campaign
- Road Safety Campaign
- Line Of Fire
- Zero DROPS
- Hands Off

Related Documents / link

 Safety Day Website
 UWD HSE Website

4.7 Personal Protective Equipment (PPE)

All contractors shall have a PPE management procedure in line with SP-1234, Personal Protective
Equipment Specification. The PPE shall be fit for purpose and based on exposure of various
personnel on location i.e., the glove for a floorman will have more rating impact resistance compared
to an electrician, working at height helmet for derrickman. The contractor shall ensure the required
PPE as per the health risk assessment is available on site. Contractor shall have a PPE matrix
showing minimum PPE requirements for various activities.
The contractor shall ensure sufficient quantity of PPE is available on site for the crew to work safely.
Related Documents / link
 SP 1234, Personal Protective Equipment Specification

4.8 Welfare
Welfare of all wells staff working in our concession is key to ensure our people are in a safe and
productive environment. The PDO & contractor supervisor on site is responsible to ensure the camp
and other facilities are inspected and complies with the requirements.
HSE Specification SP 1232, Public health specifies the minimum requirements related to the welfare
facilities onsite.

The camp inspection checklist shall be used for inspecting the condition of the camp. All items
highlighted as critical is where compliance is non-negotiable. In the event of non-compliance to
highlighted items, camp to be shut immediately and responsible Contract Holder advised of closure.

The contractor shall ensure Welfare committee are established onsite and periodic meetings are
happening.

Related Documents / link

 SP 1232, HSE Specification-Public Health

4.9 Fitness to Work

An employee is currently in a physical and psychological state in which he / she can carry out specific
work, without significant risk to him / herself, the business and / or third parties. FTW is a category of
the possible occupational health controls (e.g., elimination, substitution, engineering, procedures, and

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personal protective equipment) which may be required for the safe execution of a task. All employees
shall undergo fitness to work assessment as per SP-1230.

Related Documents / link

 SP 1230, Specification for Medical Examination, Treatment & Facilities

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5 Operation

5.1 Standard Operating Procedures

All activities carried out on site shall have a standard operating procedure which can be easily
understood by the crew carrying out the task. This procedure shall have all the risk associated with
the activities and the mitigation measures to be taken while carrying out the activity. These SOP’s
shall be used for preparing for the job. These SOP’s shall cover all routine & non routine activities
being carried out on site.
Contractor shall ensure that SOP’s are available to execute the Written Work Instruction issued by
the site supervisor.

5.2 Permit to Work

Permit to Work is covered in the simplified (flow-charted) PR-1172 – Permit to Work and in SP-2329
– Permit to Work. The objective of the Permit to Work system is to ensure that non-routine hazardous
activities can be worked on in a safe manner and that key people are aware of the work activities that
are ongoing.
Wells contractors may operate their own simplified PTW system on their rigs/hoists, provided it is
approved by PDO’s Operating Integrity Lead (UOP/6), to ensure it is in line with the contents outlined
in Chapter 14 “Permits to Work for Drilling Rigs” of SP-2329 – Permit to Work. The contractor PTW
system, procedures, training etc. shall be checked against the checklist in Appendix 2 in SP-2329 –
Permit to Work.
The contractor shall have a process to review and capture any changes made to PDO PTW procedure
into the contractor procedure. The revised procedure shall be approved by UOP/6.
Any work done on the well location by or for departments other than UWD shall be covered by a PDO
Permit to Work.

Related Documents / link

 PR 1172 , Permit to Work Procedure
 SP 2329 ,Permit to Work system

5.3 Management of Change

Identifying change and managing the change is a very important element in ensuring safety of our
personnel.SP-2150 – Wells Management of Change is the Wells for managing change document ;
the document also addresses the interface between PDO and contractors for contractor-managed
change.
All change is managed using the Well Engineering e-Management of Change [eMoC] Tool.
All contractors shall have a management of change procedure and maintain a log of all changes that
are active on site.
A risk assessment for the change being managed with initial & residual risk shall be made available
as part of change management.
The MOC raised at site either by PDO or contractor shall be shared with other party (PDO/contractor)
so that each party is aware of the ongoing MOC and the controls to be maintained.

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The contractor’s MOC procedure shall be approved by the contract holder.

Related Documents / link
 Risk Assessment Form ( update once ready)
 e-Management of Change [eMoC] Tool.
 SP-2150 – Wells Management of Change

5.4 Well Location Transfer

The Nibras Well Handover tool shall be used to transfer custodianship of the well from \ to any well
engineering operation team when certain specified work is required to be carried out on the well.
Refer to, PR-1172, Permit to Work and SP-2329 – Permit to Work for clarification of types of work
that require Custodianship Transfer and / or Permit to Work respectively. The operational and HSE
responsibility for that location is transferred from Production Operations to Well Engineering operation
team.
When the drilling or intervention unit leaves the location the Well Location Custodianship is
transferred back from Well Engineering or Completion & Well Intervention to Production Operations.
Note: In the case of CWI activities where the Production Line is connected well custodianship
transfer shall be managed under the Permit to Work System, in accordance with PR-1172,
Permit to Work and SP-2329 – Permit to Work

Related Documents / link

 Well Location Custodianship Transfer Form
 Nibras

5.5 Simultaneous Operations

“Simultaneous Operations (SIMOPS) occur when two or more potentially conflicting operations are
being executed in the same area at the same time in a way that some activities taking place in one
operation might change the normal risk profile of the other operation(s).”
These operations could be executed by the same or by a number of different departments and they
include but are not limited to drilling/ workover/ stand-alone, well testing, frack, construction and
production operations.
In the planning phase the Planning and Design Engineer is responsible for identifying the potential
occurrence of SIMOPS and he shall ensure this is adequately addressed in the well work programme.
Below is a list of examples of risks associated with Simultaneous Operations; these risks need to be
carefully managed to allow operations to be executed simultaneously:
a) Simultaneous Drilling/Hoist Operations, where heavy loads are being moved close to
production assets, potentially causing damage and leading to loss of hydrocarbon
containment
b) Drilling/ hoist/ well test operations, where the release of hydrocarbon or hazardous gases
can cause process shutdowns in nearby production stations or harm to people in the area
c) Production Operations, where non-routine disturbances of the process or loss of the
integrity of the facilities lead to a hydrocarbon release, potentially changing the hazardous
area classification on the rig/ hoist location

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In all cases an uncontrolled hazardous environment will pose danger to human life and possibly
damage to Company assets.
In addition to the normal controls and recovery measures that are normally applied in a single
operations permit, the additional hazards introduced by the SIMOPS should be identified and extra
controls and recovery measures should be added to manage the interfaces through SIMOPS risk
assessment and Manual of Permitted Operations (MOPO).
Note that the identified restrictions placed on operations should be regarded as a minimum and
additional restrictions may be required during course of the Well Engineering programme.
Related Documents / link
 SP 1220, Simultaneous Operations

5.6 Site HSE Induction

Each site shall have a site HSE induction for any personnel visiting the site. This HSE induction
shall cover the HSE rules and procedures to be followed at site while visiting/working on site. The
records of site HSE induction shall be maintained. All requirements to visit site shall be verified
i.e. Valid H2S Cards, buddy system etc.

As a minimum site induction shall include the following

- Activity on site
- Well control risk level
- H2S risk level
- House rules on site
- Life saving rules
- Emergency drills, alarms & strobe lights
- Assembly points
- Mandatory trainings requirements
- Buddy system
- Key HSE risks – DROPS, lifting, driving etc
- PTW
- PPE
- Stop Work Authority

5.7 Toolbox Talks (TBT) and Toolbox Talk Risk Identification Card (TRIC)
Before carrying out any activity on site a toolbox talk shall be held with all personnel involved. Toolbox
Talk Risk ID Cards (TRIC) shall be used for effective delivery of the TBT.
The TRIC is used as a planning & risk communication tool used at site level. It should be developed
by the key supervisors and crew involved in the job listing the tasks involved and the hazards involved
& its controls while carrying out the job. The TRIC card needs to be discussed with all parties involved
in carrying out the job. The TRIC card is a live document and shall be used as an aid to identify the
dynamic risks while carrying out the activities.
If your JSA has an option to capture the dynamic/ additional risks along with assigning responsibilities,
it can be used a replacement for TRIC.(Refer Appendix 6)
Related Documents / link
 Toolbox Talk Risk ID Cards (TRIC)

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5.8 Job Planning: Musta’ed

To ensure a proper job planning, PDO Well Engineering Directorate have initiated the Musta’ed tool
which is meant to be utilized for any planning activity.
Contractors shall utilize Musta’ed to ensure the transition to work happens in a structed manner and
all relevant risks and control related to the activity is identified, discussed with the crew and
implemented prior start of the job.
The transition to work process shall focus on availability of necessary procedures & checklist,
checking equipment, preparing the area, controlling energy sources, communication, final checks
prior starting the job and checks while carrying out the job.
Musta’ed prompt cards shall be used as part of toolbox talk to ensure all relevant checks are done
prior stating the job.

Musta’ed checks can be used prior starting a job , during and after any job. It can also be used by
lone workers and when there are multiple parties involved in carrying out the work. Moreover ,
Musta’ed is to be utilized for developing the first alert for incident to identify the immediate causes.

Related Documents / link

 Musta’ed Card English
 Musta’ed Card Arabic
 Musta’ed R&R
 Musta’ed -How to use?
 Musta’ed HSE Flash template
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5.9 Environment management

The Environment management on site shall be managed according SP2194. The following minimum
requirement shall be always complied on wells location.
- Availability and display of cluster environment permit.
- Clean up spills and restore the site prior to moving to a new location.
- Availability & display of site-specific impacts & aspects register with controls implemented.
- Reduce, reuse & recycle waste whenever possible.
- Availability of emergency response plans with environmental spill scenarios
- Waste from all streams to be properly segregated and send to an authorised waste facility
through an authorised transported. Maintain proper waste consignment notes.
- Do not use produced water in drilling top section.
- Minimise freshwater consumption whenever possible.
- Management of sewage system (septic tank followed by holding tank or soak away pit) with
adequate monitoring and schedule for sewage collection. Ensure proper maintenance of
sewage networks.
- Comply with regulatory noise requirements of MD 79/1994
- Environmental incidents and upset scenarios (e.g. oil spill, continued black smoke etc.) are
reported and corrective action taken.
- Chemicals including oil drums shall be segregated and stored properly according to
MSDS/SHOC cards.
- Availability and maintenance of waste pit liner and prevention of overflow
- Maintain power generators to minimise emissions.
- Ensure adequate controls in diesel tank filling operations to avoid overflow and spill.

Related Documents / link

 Wells Environment Minimum requirements poster
 SP-2194-Specification for Environment Management

5.10 Work Site Hazards

5.10.1 Line of Fire Hazards

Line of fire hazards are threats associated with work where the path of a moving object or release of
hazardous energy intersects with a worker’s body. This includes scenarios where the object/energy
can cause injury by striking, spraying, pinching, or crushing.

The path of line of fire hazards can have an unpredictable nature. It is often considered in a linear
sense but can in fact be non-linear (e.g., a swinging load or a ricochet). Line of fire is not always
obvious or constant and can be introduced as the task progresses. At all times individuals need to
monitor their surroundings and position themselves to avoid being in the line of fire.

The broadest description of sources of Line of Fire hazards includes:

1) Vehicles and Mobile Heavy Equipment

2) Machinery
3) Pressurized equipment
4) Projectiles
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5) Objects with roll or fall potential

6) Tensioned Lines/Spring Loaded Devices
7) Pushing/Pulling
8) Lifting/hoisting
9) Working at heights/Dropped objects
10) Electrical arcing

All 10 hazards of the Line of Fire hazards listed should be considered when identifying Line of Fire
Hazards. The tools available to help with identifying the hazards include hazard hunts and HazIDs
etc. Once the Line of Fire hazards have been identified they should be risk assessed and controls
implemented as per the hierarchy of controls. The controls shall focus on having a restricted
access/no-entry zone(s) established before the associated work commences.

5.10.1.1 Line of Fire minimum requirements

5.10.1.1.1 Zone Management

 Contractor worksites shall enforce restricted access and/or no-entry zones associated with
identified Line of Fire hazards.
 Each restricted access & no-entry zone shall have a formally identified owner with single
point accountability for its management.

5.10.1.1.2 General

 Machinery and equipment shall be operated and maintained as per OEM instruction.

5.10.1.1.3 Vehicles and Mobile Heavy Equipment

 A banksman/flagman/vehicle marshaller shall be used when the driver of a vehicle/mobile

heavy equipment moving in a work area has an obstructed view.
 Vehicles and mobile heavy equipment shall have a system in place to prevent unplanned
movement.

5.10.1.1.4 Machinery

 Machine guarding shall be used to protect operators and other personnel from pinch points
and projectiles.
NOTE: Machine guarding addresses both pinch points within the machinery and between
moving machinery and other objects.

5.10.1.1.5 Pressurized Equipment

 Operations involving temporary pipework shall implement zone management.

 Control panels of pressurized systems shall be located out of the Line of Fire.
 A system containing pressure or with the potential to have trapped pressure shall have the
pressure bled off prior to breaking containment.

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5.10.1.1.6 Objects with roll potential

 Objects with roll potential shall be secured to prevent movement during transportation and
storage.

Related Documents / link

 LOF poster

5.10.2 Out of Sight Locations / Working

An out of sight location is a workplace at the boundary of the normal operating environment because
of its location, its visibility, or the supporting nature of the activities. Some of the activities performed
in these areas are without direct supervision or continuous monitoring which increases the HSE
concern.
Examples of out of sight activities are Chemical mixing, Mechanical and electrical maintenance,
Welding, Loading/off loading, Water lines laying, Lighting flares, Standalone activity, Working at camp
site etc.
Some of the challenges related to Out of sight working are but not limited to Lone Working, No
Supervision, Lack of Competency, No Toolbox Talk (TBT), Heat Stress and Dehydration, Poor
Lighting, Dynamic Work Change, Not Reporting Incidents etc.
To overcome these challenges all contractors shall have a process to manage these activities and
have an up to date “Out of sight” register with the controls needed for carrying out the activity safely
maintained, and the controls implemented.

5.10.2.1 Out of sight register

It is a register created by each working unit (Rig, hoist, Frac, HWO. etc) which identifies all out of
sight activities/tasks they perform, putting controls to manage the risks involved in working in these
activities/tasks and assigned responsible personnel to manage these controls.
Minimum requirements of out of sight register
- List of out of sight activities
- Risks arising of these activities.
- Assigned controls for the risks.
- Responsible supervisor for these each activity and controls
- Date the activity attended/checked by the responsible supervisor.

Related Documents / link

 Out of sight register

5.10.3 Hands & Finger injury Prevention

Hands & finger injuries have been the most common injury across UWD community. To ensure we
manage the risk of hands & finger injury in our operations UWD follows the “Hands Off ” approach.
Prior to start of any activity the “Four Questions to keep your hands safe” should be used to assess
the potential of carrying out the job “hands off” or any potential risk involved when carrying out the
activity.
• How can the job be done Hands Off?

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• Do you think about stored energy release that can injure your Hands & Fingers?
• Do you identify pinch points & discuss them during your TBT?
• Are the hand tools we use fit for the job and used correctly?

All units shall assess their activities and ensure fit for purpose hands off tools (push pull sticks, finger
savers etc.) are made available at site and the crew trained to use these tools.
The gloves used for the activities shall be fit for purpose and the contractor shall define the usage in
line with SP 1234 Personal Protective Equipment Specification
A matrix for the type of gloves/hands off tools w.r.t the activity should be available as part of the
contractor hand and finger injury prevention program.
All units shall have a pinch point register which identifies all potential pinch points on location and the
controls needed to prevent pinch point injuries. The register includes as a minimum the following.
- Operation/Activity/Task identified/ Equipment involved.
- Photograph (Before)
- Hazard Identified
- Controls currently in place
- Photograph (After)
- Proposed controls to reduce exposure.

Hazard Hunts shall be carried out regularly to identify potential pinch points and the pinch point
register updated half yearly.

Related Documents / link

 SP 1234, Personal Protective Equipment

5.10.4 Working at Height

Working at Height is one of the most frequent high risk activities in well engineering operations. PDO
has clear specifications when it comes to managing these activities. The Contractor shall have a clear
procedure which describes the controls that need to be in place for personnel climbing up and working
in the derrick / monkey board, CT towers, HWO units, etc.

Climbing the derrick / mast

 Each derrick/mast shall be equipped with a fixed ladder(s) providing access from the rig floor
to the crown block platform as well as access to each intermediate platform.
 Personnel climbing the ladder shall always be wearing a harness and be secured by a fall
arrestor / ladsafe device.
 Harnesses to be certified, inspected and controlled (equipment register).
 Fall arrestor lines shall be routed to not interfere with the travelling block at any time –
consideration to be given to lateral block movement on units with swinging blocks.
 Ladsafe systems shall be provided for all fixed derricks and should be the default for all units
where it can be installed.
 The travelling block shall be stationary while personnel are climbing up or working in the
derrick and also during the change of personnel at the monkey board.
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 Rescue at height procedure shall be available and drills conducted

Working on the monkey board

 Personnel working on the monkey board shall be:
o trained and competent.
o always be secured by a fall arrestor and fall restraint.
 The fall arrestor shall not interfere with the travelling block movement at any time.

Related Documents / link

 SP-1257 , Working at height & access

5.10.5 NORM (Naturally Occurring Radioactive Material)

NORM (Naturally Occurring Radioactive Material) is a low-level radiation source, which is
encountered at a number of reservoirs in PDO. NORM is typically detected in scale build-up and can
be found in tubulars, wellheads, flowlines, pits, vessels and salt-water disposal well equipment.
NORM is primarily an ingestion and/or inhalation hazard.
The management of NORM and the steps that should be taken to effectively manage and control
NORM are identified in Corporate Specifications. The controls for working with NORM are outlined
in the specific guidelines. Every worker who may be exposed to NORM as part of his normal duties
shall undergo the NORM Awareness training as a minimum requirement.

Related Documents / link

 SP1170 , NORM Management
 GU 750 ,HSE precaution for NORM Well Re entry
 GU 754 ,HSE precautions for NORM Wireline Jobs
 GU 752 , HSE precautions for cleanout of NORM wells using coil tubing
 SP 1237 , Management of ionising radiation

5.10.6 Radioactive sources

Well Engineering requirements for managing risks associated with use of radioactive sources in wells
are described in PDO PR-2285 Use of Radioactive sources in Wells.
All operations involving the use of radioactive sources shall be controlled under a permit to Work
(PTW). During the use of radioactive sources all personnel on the wellsite shall refer to the judgment
of the Logging Engineer. An inventory shall be maintained of all radioactive substances present on
the wellsite at any time.

In the event of a lost in hole (LIH) radioactive source, the ultimate decision to abandon a radioactive
material rest with the Asset Manager after consultation with the Senior Well Engineer and Corporate
Radiation and Environment Focal Points. Abandonment of radioactive materials down hole shall be
performed in accordance with the procedure

The abandonment of the radioactive material shall be reported to the authorities via the environmental
advisor, who shall provide advice about the information required. A letter by the Asset Owner,
accompanied by the completed “Radioactive source lost in Hole template”, shall be sent to the
Environment Authority (EA).

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The management and reporting of stuck and lost radioactive sources is detailed in the Standard
Operation Procedure (SOP) for radioactive source incident reporting and management.

Related Documents / link

 PR-2285,Use of Radioactive Sources in wells

5.10.7 Explosives
Well Engineering requirements for managing risks associated with use of explosives in wells are
described in PDO PR-2284 Use of explosives in Wells. This procedure includes the requirement for
transport of explosives, use of explosives on site and how to handle misfired guns.

Related Documents / link

 PR-2284, Use of explosives in Wells

5.10.8 Chemical Management

All chemicals used on site shall be managed according to SP-1194, chemical management
specification.
All units handling Hazardous substances shall have readily available onsite the individual Material
Safety Data Sheets (MSDS) of all chemicals present on location. In case of emergency these data
sheets should be consulted immediately for the first aid measure specific to the chemical being
encountered.
The contractor chemical management process shall include transportation, storage and disposal on
any chemicals used in the contractor facility.

Related Documents / link

 SP-1194, HSE Specification - Chemical Management
 SHOC | Home (pdo.om)

5.10.9 Hydrogen Sulphide (H2S) & SO2 Management

Hydrogen Sulphide (H2S) is a highly toxic gas. Brief exposure to high concentrations of H2S can
cause rapid unconsciousness without warning symptoms. Death due to respiratory paralysis may
follow within a few minutes.
The occurrence of H2S in Oman is extensive, both in association with aquifers and hydrocarbon
bearing formations. Virtually all streams from PDO’s current producing fields contain some Hydrogen
Sulphide, some of which levels are greater than 10 ppm.
Wells operations shall comply with the requirements of SP 1190 Part 2 H2S & SO2 Management,
Drilling and Well Intervention for managing H2S & SO2.

For units that are in the Emergency Planning Zone (EPZ) all precautions related to working in EPZ
shall be implemented.

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Related Documents / link

 SP1190-1, H2S and SO2 Management, The Basics, Classification & Sour Contracts
 SP1190-2, H2S & SO2 Management, Drilling and Well Intervention
 SP1190-5, H2S & SO2 Management, H2S Respiratory Protective Equipment and Training
 SOP 43, EPZ Calculation
 SOP 1257, Wells Emergency Planning Zone(EPZ) Request Management

5.10.10 Dropped Objects Prevention

Objects at height with drops potential pose one of the highest risks in Wells. To ensure we manage
this risk of dropped objects in Wells, all wells contractors shall comply with the requirements of PDO
SP 2097 which focusses on the below four area
- DROPS Management Program
- DROPS Inspection
- DROPS Works Site Hazard management.
- DROPS Assurance

Related Documents / link

 SP-2097, Prevention of Dropped Objects

5.10.11 Lifting & Hoisting

Lifting & hoisting activities pose a lot of hazards in well engineering, and it is important we take
necessary steps to manage this risk. UWD follows SP-2273 Lift Planning and Execution for all its lift
planning and execution.
All lifting and hoisting equipment’s used on UWD location (except travelling block and top drive
operations Equipment) shall be inspected as per Specification for SP-2275 - Lifting and Hoisting
Equipment Inspection and Testing Requirements.

Related Documents / link

 SP-2273 Lift Planning and Execution
 SP-2275 - Lifting and Hoisting Equipment Inspection and Testing Requirements.

5.10.12 Road Safety

One of the biggest exposures in UWD is the number of kilometres driven due to operational
requirement. Hence it very important we have the right drivers, vehicles, and a monitoring
/management system for the drivers/vehicle to prevent any incident on the road. The PDO
Specification SP 2000, Road Safety details the controls to eliminate the risks arising due to our
exposure. The key elements of SP 2000 are listed as below.
Part-A: Driver
 Eligibility
 Qualification
 Training
 Rules of the road
 Requirements for the drivers

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Part-B: Vehicle
 Requirements for the vehicles
 Roadworthiness Assurance Standard (RAS)

Part-C: Monitoring and Management System

 In-Vehicle Monitoring System
 Journey Management System
 Commuting
 Road Safety Consequence Matrix

All vehicle operating for UWD operations shall be registered with Journey Management Control
Center (JMCC).

Related Documents / link

 SP-2000 , Road Safety Standard

5.10.13 Load Securing

PDO operations rely on road transport of cargo and heavy equipment to and from remote locations.
Recent incidents and focused inspections resulting from incidents have identified that improperly
secured loads of cargo or equipment contribute to the incidence and severity of road accidents.
PDO Specification SP 2001 describes PDO's minimum requirements for load restraint in road
transport. All Wells contractors shall comply with SP 2001

Related Documents / link

 SP-2001 , Load Safety and Restraining

5.10.14 Wells Process Safety (WPS)

Wells Process Safety means maintaining a safe environment by preventing the escape of hazardous
substances or energy from the well or the well (control) equipment associated with the well. During
any work activity on the well, from design to construction, maintenance (Workover/ interventions /
testing) suspension and abandonment.
Wells Process Safety is achieved when people consistently adopt the right behaviours. Full
compliance with Wells Process Safety Requirement is mandatory in PDO’s Wells organisation and
failure to comply will be met with consequences as per PR-2393 - Wells Process Safety
Fundamentals.
Whenever it seems impossible to meet a Wells Process Safety requirement, the ongoing operation
shall be stopped and the Management of Change Process shall be invoked to ensure that all risks
are identified, mitigated and that the change is approved by the relevant Technical Authority.

Related Documents / link

 SP-1213 - Well Control
 GU-576 - Blowout Contingency Plan
 PR-2393 - Wells Process Safety Fundamentals
 GU-1035, Well Control Principles, Practices and Implementation

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 GU-899, Frontline Barrier Management

5.11 Hazardous Zone Classification

The use of electrical equipment in Well Engineering is governed by Section 3 of specification SP
2311, Hazardous area classification & ignition control.
As a minimum the following requirements shall be in place
 Ensure that the drilling rigs and well workover units meet the requirement of the specification
SP 2311 and hazardous area zoning as specified in the contract.
 Ensure that (plan/elevation) hazardous zone maps are available and match the contractual
references.
 Ensure that all flammable sources and HC release points are identified.
 Ensure all Ex-registers listing of all Ex-equipment on site are available.
 Ensure inspection/re-certification/maintenance of the Ex rated equipment are carried out as
per the required frequency.
 Ensure all site personnel have a brief understanding of Area classification. Ensure Contractor
electrical personnel are competent and trained in Area Classification, Grouping, Temperature
classification, Ingress Protection, understanding electrical equipment markings, Electrical Ex
equipment protection principles, cable glanding and periodic inspection and maintenance of
Ex equipment.

Related Documents / link

 SP-2311 – Hazardous Area classification and Ignition Control.

5.12 Hazard Hunts

The site shall have a structured program for identifying unsafe conditions on site. The unsafe
conditions identified as part of the hazard hunt shall be logged and be actioned immediately. If not
closed immediately then those conditions shall be logged into the site action register for tracking and
closure. Focussed hazard hunts on key risk areas like DROPS, Hands & fingers, lifting etc shall
conducted periodically to update appropriate registers/inspection checklists.

5.13 Equipment Inspection

SP-2234 – Well Engineering Equipment Inspection and Certification describes standard inspection
intervals for all equipment and standard inspection techniques to be applied. Additional information
on the use of lifting equipment may be found in Specification for SP-2275 - Lifting and Hoisting
Equipment Inspection and Testing Requirements. A drilling and lifting equipment inspection register
shall be kept by the Drilling Contractor. The Drilling Supervisor shall regularly review inspection
records, in accordance with PDO requirements.
Contractor shall have an inspection & test plans (ITP) for their equipment approved by contract holder.

Related Documents / link

 SP-2234, Well Engineering Equipment Inspection and Certification
 SP-2275, Lifting and Hoisting Equipment Inspection and Testing Requirements

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5.14 Third Party checklist

All contractors shall ensure a robust process is in place to ensure the subcontractors & PDO services
are effectively managed on site. Before mobilising any Third-party or PDO services a third-party
checklist shall be used to ensure the right equipment and people are mobilised to carry out the activity.
This checklist shall be [part of the call out.
Related Documents / link
 Third Party Checklist

5.15 Operation Readiness Audit (ORA)

Operations readiness audit shall be performed prior accepting any unit into UWD operations. The
objective of the ORA is
 To appraise the completeness of the contractor’s HSE MS against contractual
requirements which include and are not limited to PDO HSE Policies, Standards and
Procedures, Industry, National and International Standards.
 To assess the adequacy & effectiveness of the HSE Management System.
 To highlight observations when gaps are identified, agree actions needed to close these
gaps to demonstrate adherence to the above requirements before the commencement
of the Contract.
 To assess the operational readiness of the equipment, systems and personnel prior to
the handover from UWC commissioning team to the Operations Well Deliver Manager
and stakeholders.
All the critical/High findings from ORA shall be closed out prior start of operations or managed with
MOC.

5.16 Preventive Maintenance System (PMS)

All contractors shall have a Structured PMS developed and implemented in accordance with OEM
and API standards. Safety Critical Equipment identified from HSE Safety Case/Bowties in
collaboration with Drilling, Maintenance and HSE shall be included in the PMS.PMS system identifies
/ prioritises SCE and permission sought from Company for carrying over overdue items. A process
shall be in place for the loss of SCE to be properly managed.
OEM approved Safety Critical spares list maintained onsite for all SCE equipment as per min-max
levels to avoid shutdown.
The crew on site shall be fully aware of the Cat 1 & 2 checks required for each equipment.
A record of all Product Bulletins issued by the OEM for all safety alerts / upgrades / failures and
evidence of equipment being maintained in accordance with OEM recommendations shall be
available.

5.17 Access Control

General
The main entrance to the location should be secured by a gate wherever possible. It should be
manned during daylight hours by a gatekeeper. Mobile phones shall be deposited with the gatekeeper
prior to entering the location.

Vehicles
Vehicles shall be parked in a designated area outside the rig location.

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Other obvious access points to the rig location shall be blocked to vehicles by tool skids or other
appropriate means.
Visitors may only drive vehicles onto the location for operational purposes when conditions allow, and
after authorisation from the PDO or contractor site supervisor.

Personnel
All personnel entering the rig-site shall place their identity card /H2S pass on a muster board. The
muster board shall be located at the gate keeper’s office or the contractor site supervisor’s office.
Cards shall be removed from the muster board prior to leaving the location.
On arrival, visitors shall sign in the Visitor logbook (record as minimum name, company, H2S permit
number and expiry date, time in and time out) and shall receive a safety induction/ briefing by the
responsible contractor personnel.
In cases of unauthorised access to the location by the local population, the PDO or contractor site
supervisor shall attempt to resolve the problem locally. In case of difficulty, assistance should be
sought from Public Relations in the respective area. Such instances shall be reported as soon as
possible to the Senior Wells Engineer.

Signs
Warning and awareness signs, including but not limited to

 Contractor and PDO site supervisors’ names.

 HSE Performance board.
 H2S classification level.
 No mobile phones.
 No smoking, no drugs, not alcohol.
 Personal Protective Equipment (PPE) requirements.

shall be displayed in a manner that is visible to all traffic approaching the well site.
All signs within the prepared site shall be illuminated under conditions of poor visibility and at night.
All signs not illuminated shall be painted with reflective paint such that they shall be readily visible
from other light sources.

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6 Performance Evaluation

6.1 HSE Performance Monitoring-HSE Mirror

HSE Key Performance Indicator(KPIs) for the different clusters and contractors can be viewed from
the HSE mirror. All Wells staff are required to review the HSE performance in their respective areas
of responsibility and take necessary corrective actions to address the trend. (Username:
“sf_web_player”, Password: “sf_web_player”)

Related Documents / link

 HSE Mirror

6.2 Electronic Check-Comply-Confirm (eCCC)

The eCCC tool is the online level 3 assurance tool in Wells. This tool focuses on nine key areas in
Wells and the minimum compliance requirements with respect to these areas. Site supervisors shall
ensure that checks are carried out as per schedule and that deficiencies are highlighted. The
respective well engineers shall verify the compliance checks are happening and evidence submitted
are relevant.
To ensure the quality and consistency of the evidence and to coach personnel “What good looks
like?” packs are available in the eCCC tool. These packs show what are the evidence that need to
be submitted for compliance.

Related Documents / link

 eCCC Tool

6.3 Contractor Assurance Framework

Contractor assurance framework shall define the various Levels of assurance checks/ audits and
their frequencies that the organization will carry out to assure itself and the clients that the operation
complies to the requirements of the contract.
The Contractors Assurance Framework follows the SP-2310 requirements and is expected to provide
confidence to all stakeholders that the Contractors have effective management systems and can
demonstrate compliance across all facets of the business. It shall deliver on the contracted scope
and activities whilst executing in accordance with regulatory and legislative requirements, industry
standards, corporate expectations and compliant with PDO standards.

The key requirements of a good assurance system shall understand the critical processes involved
in good governance and good management. An Annual Assurance Plan is required to demonstrate
a risk-based audit plan, the compliance process, gap analysis against known gaps, an action plan on
how to close the gaps and reflection on the threats and self-improvement. The objectives of the audits
at each level should establish the following.

1. Compliance (Meets Industry, Regulatory & Contractual obligations)

2. Performance (Understand your gaps & effectively manage them)
3. Risk Management (Improvements to the Risk IACR process and risk communication)
4. Improvement (Systems, processes and Implementation following PDCA)
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“The contractor assurance framework shall as a minimum include the following

- Definitions – Assurance, self-assurance etc.
- Scope
- Objectives
- Roles & Responsibilities- From CEO to every individual in the organization
- Key elements
- Assurance Governance
- Assurance Focus Areas
- Assurance Monitoring
- Assurance levels
- Training
- Areas of focus

Assurance levels

The contractor assurance framework shall clearly define the assurance levels and they type of
assurance activities at each level.

It is expected that the Assurance levels begin with establishing system effectiveness through
independent external audits at the highest level. Both functions and Senior management shall audit
system compliance through a series of internal audits. Then line management shall quality assure
the tasks are performed and meets the objectives of providing confidence that the process is followed
and effective. The first line of defense starts with the work site to properly implement the daily tasks
and quality check the work performed.

To support the various levels of assurance the Contractor shall develop an Annual audit plan and the
templates for performing quality audits that assures all key business objectives, business
performance, personal safety performance, environmental and process safety. Audit findings and
incident learnings shall be directly fed into the next level of audits to assure that the implementation
of actions is effective, and learnings embedded.

Elements of the assurance are to identify gaps in the following key areas.
 System (processes in place)
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 People (trained, competent & application)

 Equipment (maintained and healthy)
 Data (information management).

Contractors are to apply a qualitative scoring for both the system effectiveness and system
compliance (implementation). The severity of the gaps are to be linked to the RAM for potential
severity. Further linking to causation learnings and controls are to be included in accordance with
PDO barrier thinking philosophy.

It is important to understand the pain areas, both severity and frequency. The use of Leading and
Lagging Indicators shall help with developing trends and provide management oversight on the gaps
and threats to the business that requires focused attention to rectify. The audit frequency against the
plan, the quality of the audits and the trends of the performance shall be reported Monthly to PDO.

Continual Improvement starts with measuring the performance and continual monitoring of the
processes. A correlation between the assurance activities as proactive focus areas can be made with
the successful delivery of safe and reliable performance. Both incidents and audit findings should be
reviewed as a minimum on an annual basis and used to improve the audit focus areas and assign
actions that can be measured through self-assurance.

Accountability for the delivery of the assurance program resides with the CEO. At year end a
statement of declaration is requested from the CEO to PDO with the following key deliverables.

1. KPI Reporting (trends & threats)

2. Gap Analysis (Audits / Incidents / Assurance
3. Mitigation Controls
4. Residual Risk Assessment
5. Status of Actions Close outs
6. Lessons Implemented (e.g. LFI / LFA / LFO)
7. Action Plan to Manage Gaps

Related Documents / link

 PR-1969 Corporate HSE Audits
 SP-2310, UWD Assurance Framework
 GU-944, FLS Self-Assurance

6.4 Tracking HSE Performance

Leading KPIs are used to measure the proactive activities i.e., for the HSE Leading KPIs are KPIs
used to measure the proactive HSE Activities (used to drive and measure activities carried out to
prevent and control injury). Lagging KPIs are reactive indicators, they are results of past incidents.

The layout of KIPs used in Wells are: HSE KPIs: Leading & Lagging, Process Safety KPIs. Below
a list of examples for the various types of KPIs:
1) Leading KPIs:
 % PIM actions close out
 % Incident closeout in PIM
 % LSR's closeout in PIM
 % MSE IRC comply with the timeline
 Number of UWDLT field visits Vs Plan
 % of Level II audits done vs. plan
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 Number of FLM engagements

2) Lagging KPIs:
 Work Related Fatality
 TRCF: Total Recordable Case Frequency
 LTIF: Lost Time Injury Frequency
 HIPOF: High Potential Incident Frequency
 MVIF: Motor Vehicle Incident Frequency
 DOF: Dropped Object Frequency
 % of Goal Zero Units
3) Wells Process Safety & Process Safety:
 Number of Asset Integrity (AI) -Process Safety Management (PSM) incidents
 Number of Well Control Level 1, 2,3 & 4 incidents
 Number of Tier 1 & 2 incidents
The above KPIs are reviewed on a monthly and quarterly basis by the Wells Leadership Team to
identify shortfalls and opportunities for improvement.

6.5 Safety Support Centre (SSC)

The key objective of the “Safety Support Centre” is to bring about a step change in safety behaviour
on our work units. Camera feeds from our Wells work units are streamed to the Safety Support Centre
where a competent team monitors the feeds for safe and unsafe behaviours and then intervenes on
the spot or at the earliest possible opportunity.
Learning & best practices generated from these interventions are shared across UWD through
various learning events.
Contractors shall develop a process to review their respective CCTV feeds and generate learnings.

6.5.1 Sharing of CCTV footages

6.5.1.1 Incident footage

Incident footages SHALL not be shared with any PDO or contractor personnel unless approved by
UWD management (UWZ & UWZ1). These footages shall be controlled and Strictly Confidential to
the personnel and community that PDO UWD management approves in order to add value to the
business. Unauthorized circulation by employees or any other party is prohibited and will be subject
to prosecution.
The following steps should be considered prior to sharing any footage:
 Review the selected footage for sharing to ensure the material is relevant to the purpose for which
it was established and is accurate and complete.
 Disclaimer notes should be included in the shared footages such as “This is
[Restricted/Confidential/Strictly Confidential] material as per PDO Information Management
classification.
 Video footages should not be shared with external community such as vendors, friends, and
family and shall not be shared on social media.
 The CCTV footages shall not be copied / recorded on a mobile device or screen during any event
where these footages are shared.
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 All contractors need to sign confidentiality agreement prior use of CCTV.

6.5.1.2 Sharing learning from CCTV footage

 The CCTV footages are a property of PDO.
 CCTV footages could be utilized for learning purposes the best way deemed fit by PDO.
 The CCTV footages could be utilized and shared within PDO and its contractors for learning
purposes.
 The sharing media could be:
o PDO Share drives.
o Internal PDO websites that PDO contractors have access to.
o HSE communications intended to PDO and its contractors.
o The CCTV footages could be shared with Rigs/hoist/CWI Supervisor who could
display it and discuss it with the crew.
 The CCTV footages shall not be copied / recorded on a mobile device or screen during any event
where these footages are shared.
 All contractors need to sign confidentiality agreement prior use of CCTV.

Related Documents / link

 CCTV intervention flow chart
 SP-2287, Surveillance system technical specification

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7 Improvement

7.1 Incident management

Wells staff shall comply with the requirements stipulated in PR-1418 - Incident Non-conformity &
Corrective Action. All incidents are reviewed by the Wells Leadership Team. Incidents with a Risk
Assessment Matrix (RAM) Rating of 3 and above are reviewed by an Incident Review Committee.
Based on the severity of the incident the incident will be reviewed at directorate level or at MD level.
The SP-1418 details the levels of incidents which needs to be investigated and incident management
process.
- Incident First Alert
The contractor shall share the first alert of the incident for sharing with UWD community
- Incident Second alert
The second alert is generated after the Incident review process and the second alert captures the
learnings for the crew & the self audit questionnaire for management. The second alert will be shared
across UWD in the form of LFI booklets on a half yearly basis.

Related Documents / link

 PIM Flow chart
 SP-1418 - Incident Investigation , Reporting & Learning

7.2 Effective Learning Tool

All critical HSE learnings generated from incidents will be subject to the learning framework to ensure
effective communication and embedment of learning.
Currently the effective learning tool is used to disseminate learnings and get feedback from the sites
on the implementation of the learning.
The responsible action party according to the learning should ensure relevant learning is implemented
on their location.

Related Documents / link

 eCCC Tool

7.3 IHTIMAM
IHTIMAM is PDO’s Behaviour Based Safety (BBS) System that was developed in house. IHTIMAM
concept bases itself on new findings in behavioural science that are key factors in its methodology:
1. People’s behaviours are driven by influencers, the system or situation, not the individual.
2. No matter what measures are put in place, if the influencers of the unsafe behaviour are not
identified and resolved, the unsafe behaviour will continue to happen.

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Unlike other BBS systems, with IHTIMAM the principal focus for safety improvement should not be
on the psychology of correcting worker behaviour; rather it should be on the design of the workplace,
its methods and management systems.
All UWD contractors shall have IHTIMAM implemented on their locations. For sites opting for a
different BBS program , approval shall be obtained from the contract holder.

Related Documents / link

 SP 2415 , PDO Behaviour based safety system requirements
 IHTIMAM Awareness Training

7.4 IDEAL (Identify, Discuss, Enhance, Assure and Learn)

IDEAL is a standalone auditing tool developed for UWD as a module within eWCAT, which requires
user’s role to be assigned and training provided.
The Assurance tool is designed to perform Level 2, Level 3 and continuous assurance for the UWD
Directorate across MSE and UWD audit requirements in accordance with PR-1969. It is accessible
for both PDO & Contractors to plan, self-evaluate, execute audits, agree action plans and track close
out of actions. It is also a depository for Contractor HSE Management System documents whilst
maintaining confidentiality and allows post processing and analysis of the common pain areas across
the Directorate from HSE Performance, Business Performance and Wells Process Safety.

Related Documents / link

 SP-2310 Wells Assurance Specification
 PR-1969 Corporate Audits
 IDEAL Assurance Tool

7.5 Performance Review

The HSE & Assurance performance shall be reviewed on a continuous basis to measure the
effectiveness of the management system to ensure that management system remain focused on the
direction of the business and continual improvement .This can be based on inputs from Incidents
trends , Audit findings , crew engagements , deep dives etc. and necessary actions are taken to
address the issues identified. This can be in the form of a change in procedure, HSE campaign, stand
downs or an input to next year’s business plan

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8 Appendix

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8.1 Appendix 1, Glossary of Terms, Abbreviations and Definitions

Term/Abbreviation Definition
May Indicates one possible course of action
Should Indicates a preferred course of action
Shall Indicates a mandatory course of action
AI Asset Integrity
CSR Contract Site Representative
CWI Completion and Well Intervention
DOIRC Drilling Operations Incident Review Committee
DSV Drilling Supervisor
HAZID Hazard Identification
HAZOP Hazard and Operability Study
HIPOF High Potential Incident Frequency
HSE MS Health, Safety & Environment Management System
HSV Hoist Supervisor
IHTIMAM PDO behaviour based safety system
IRC Incident Review Committee
KPI Key Performance Indicator
LOF Line of Fire
LSF Leaders in Safety Forum
LTIF Lost Time Injury Frequency : The number of lost time injuries
per million exposure hours worked during the period
MOC Management of Change
MOPO Manual of Permitted Operations
MVIF Motor Vehicle Incident Frequency
NAD Non-accidental Death
PIM PDO Incident Management
PPE Personal Protective Equipment
PTW Permit to Work
RAM Risk Assessment Matrix
SOP Standard Operating Procedure
SWE Senior Well Engineer
TA Technical Authority
TRCF Total Recordable Case Frequency : The number of Total
Recordable Cases per million exposure hours

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Term/Abbreviation Definition
TRIC Toolbox Risk Identification Card
Unsafe Acts Is an action by a person which could have led to an injury,
damage or harm, but which did not result in any on this
occasion.
Unsafe Condition Is a condition of a worksite which could have led to an injury,
damage or harm, but which did not result in any on this
occasion.
WE Well Engineer, Well Engineering
Wells Well Engineering and Completion and Well Intervention
WPS Wells Process Safety

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8.2 Appendix 2 , Well HSE Meetings

Table 8-1, Well Engineering HSE Meetings
Meeting Who When Where Objective
1. Steering Committees By appointment TBA TBA Are initiated, usually by
UWD, to address pain
areas and trends and are
disbanded when these are
adequately addressed
2. UWD HSE Incident IRC Chairman (e.g. As per flow TBA To review incident
Review Committee UWO, UWN, UWI), chart in chapter investigation report and
(IRC) LSF confirm learnings and
representatives, actions derived from the
Incident owner incident
(PDO and
contractor), UWC
contract holders,
UWO, UWZ,
relevant SMEs
3. MSE Incident Review MSE3 team, As per flow TBA To review incident
Committee incident owner chart in chapter investigation report and
(PDO and confirm learnings and
contractor), UWC actions derived from the
contract holders, incident
UWO, UWZ,
relevant SMEs
4. Director Level Incident UWD/ UWO, As per flow TBA To review incident
Review Committee incident owner chart in chapter investigation report and
Meeting (PDO and confirm learnings and
contractor), UWC actions derived from the
contract holders, incident
UWO, UWZ, MSE,
relevant SMEs
5. Drilling Operations UWDLT, PDO staff, Second Mawahib/ online To endorse learnings/
Incident Review contractor CEOs Wednesday findings from incident
Committee (DOIRC) and HSE and every month investigations and to share
Operations learnings
Managers
6. Leaders in Safety Contractor CEOs Every month TBA To take joint decisions on
Forum (Tier 2) and UWD and UWZ common matters
or UWO, UWI UWC
7. Super Wednesday Worksite crews Once a week at All wellsite To disseminate learnings
Meeting across all UWD a time of locations
work locations convenience
8. Thursday UWD HSE PDO staff and Every Thursday Mawahib/ online Management
and Operations Meeting contractors 7:45 to 9:00 announcements, sharing
of HSE, Safety Support
Centre learnings,
Continuous Improvement
and other learnings.
Update to duty team on
state of operations across
the UWD portfolio,
including Logistics
9. UWD Operations UWDLT, Logistics, Sundays every UWD or UWO Weekly update and
Meeting others as required week office/ online alignment on HSE and
operations
10. Operations HSE & Operations Team Weekly Office/site/online HSE Trends / HSE mirror
Assurance Huddle /eWCAT/eCCC / IDEAL

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8.3 Appendix 3, IRC Process Flow Chart

Figure 8-1, IRC Process Flow Chart

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8.4 Appendix 4,Risk Assessment Matrix

PEOPLE
Severity Definition
Level
No injury or health effect

0
Slight injury or health effect
1  No treatment Case or First Aid Cases
 Illnesses that result in noticeable discomfort, minor irritation or transient effects that are reversible
after exposure stops.
Minor injury or health effect
2  Medical Treatment Case
 Lost Workday Case or Restricted Work Case where either has a duration of up to and including 5
days
 Illnesses with reversable health effects such as food poisoning or dermatitis
Major injury or health effect
3  Lost Workday Case or Restricted Work Case where either has a duration exceeding 5 days
 Illnesses with irreversible health effects such as sensitisation, noise induced hearing loss, chronic
back disorders or repetitive strain injury
 Mental illness due to stress with reversible health effects
Permanent total disability or up to three fatalities
4  Illnesses with irreversible health effects such as corrosive burns, asbestosis, silicosis
 Cancer
 Mental illness due to stress with irreversible health effects
More than three fatalities
5  Illnesses with irreversible health effects such as multiple asbestosis cases traced to a single exposure
situation
 Cancer in a large, exposed population

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ASSETS
Severit Definition
y Level
0 No damage
Slight damage
1  Costs less than US$ 10,000
Minor damage
2  Costs between US$ 10,000 and US$ 100,000
Moderate damage
3  Costs between US$ 100,000 and US$ 1 million
Major damage
4  Costs between US$ 1 and US$ 10 million
Massive damage
5  Costs in excess of US$ 10 million

ENVIRONMENTAL
Severity Definition
Level

No effect
0
1 Slight effect
Slight environmental damage – contained within the premises. Example:
 Small spill in process area or tank farm area that readily evaporates
Minor effect
Contamination Damages
Minor environmental damage, but no lasting effect. Examples:
2
 Small spill off-site that seeps into the ground
 On-site groundwater contamination
 Complaints from up to 10 individuals
 Single exceedance of statutory or other prescribed limit
 No permanent effect on the environment
3 Moderate effect
Limited environmental damage that will persist or require cleaning up. Examples:
 Spill from a pipeline into soil/sand that requires removal and disposal of a large quantity of soil/sand
 Observed off-site effects or damage, e.g. fish kill or damaged vegetation
 Off-site groundwater contamination
 Complaints from community organisations (or more than 10 complaints from individuals)
 Frequent exceedance of statutory or other prescribed limit, with potential long-term effect

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Major effect
4 Severe environmental damage that will require extensive measures to restore beneficial uses of the
environment. Examples:
 Oil spill at a jetty during tanker (off) loading that ends up on local beaches, requiring clean-up operations
 Off-site groundwater contamination over an extensive area
 Many complaints from community organisations or local authorities.
 Extended exceedance of statutory or other prescribed limits, with potential long term effects
Massive effect
5 Persistent severe environmental damage that will lead to loss of commercial, recreational use or loss of natural
resources over a wide area. Example:
 Crude oil spillage resulting in pollution of a large part of a river estuary and extensive clean-up and
remediation measures

REPUTATION
Severity Description
Level
No impact
0
Slight impact
1  Local public awareness but no discernible concern
 No media coverage
Minor impact
2  Local public concern
 Local media coverage
Moderate impact – Significant impact in region or country
3  Regional public concern
 Local stakeholders, e.g. community, NGO, industry and government, are aware
 Extensive attention in local media. Some regional or national media coverage.
Major impact – Likely to escalate and affect Group reputation
4  National public concern
 Impact on local and national stakeholder relations. National government and NGO involvement with
potential for international NGO action.
 Extensive attention in national media. Some international coverage.
 Potential for regulatory action leading to restricted operations or impact on operating licences.
Massive impact – Severe impact on Group reputation
5  International public concern.
 High level of concern amongst governments and action by international NGOs.
 International media attention.
 Significant potential for effect on national/international standards with impact on access to new areas,
grants of licences and/or tax legislation.

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8.5 Appendix 6, JSA format

JSA # Revision JSA Author:

#
Date of issue: Reviewed & approved by:
Location Procedure References:
Task TBT Meeting Leader (if
Description: applicable):

Ste Tasks: Hazards: Consequences: Controls: Recovery: Responsibilities: Are

p# Control
Break the job down What hazards did What could be possible What controls are in place or will Mention your recovery Who will be responsible for s in
into a logical you find for each outcome of identified you put in place? preparation in case controls each of those controls?
sequence of steps task? hazard?
Place?
Note: Mandatory PPEs are Hard Hat, Glasses, barriers are lost
Gloves, Coveralls and Shoes. Additional PPE
must be mentioned. N
Yes
o

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Dynamic / New Risk Review

As the work progresses, conditions, hazard & risks may change or new hazards not captured in the JSA may arise. These must be reassessed and mentioned below.
Discuss UWD Focus Areas: Hands off, DROPS, Lifting & Hoisting, Line of Fire, Wells process Safety & Road Safety

Are
Controls
Controls: Recovery Plan: in Place?
Consequences:
Hazards: What controls are in place Mention your Yes / No
Tasks (if What could be possible or will you put in place? recovery Responsibilities:
applicable) What hazards did you outcome of identified preparation in case
# find for each task? Note: Mandatory PPEs are Hard Who will be responsible for each
hazard? Hat, Glasses, Gloves, Coveralls and controls barriers are
Shoes. Additional PPE must be lost of those controls?
mentioned.

Attendance Sheet Date of Tool Box talk:

Employee Employee Sub-contractor/ third party Company Signature
Designation Signature Designation Signature
Name Name name

IMPORTANT NOTES:
INSTRUCTIONS: (1) Capture new identified Hazards which are not covered in this JSA and include them in the field above and transfer to main JSA if applicable
(2) This JSA to be printed and signed off by all attendees during TBT prior Job Starts.
(3) Tick and discuss Hazards, WPS & LSR which are related to the job during TBT

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Check applicable LSR’s

Check applicable hazard class

Review & capture applicable WPS Non negotiables

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8.6 Appendix 7, Risk Assessment Form

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Notes on Using the Risk Assessment Form for eMOC.

1. Complete the information in the boxes at the Top Left of the Form – This should be carried out by the person undertaking the Risk
Assessment. The risk assessment must be referenced to the eMOC.
2. The person undertaking the Risk Assessment should break down the activities and assess each threat/step separately (depending on
the purpose of the MOC).
3. Under each activity/threat identify for the proposed Change, the type of hazard; the effect of the hazard; and who/what would be affected
by the hazard. i.e.
 During depressurisation the Hazard would be pressurised hydrocarbon gas that may have a high pressure and contain toxic elements;
therefore using the Risk Matrix the severity of the Hazard would be high if isolation were not effective.
 The Effect of the Hazard if the isolation were not effective or as prescribed in the respective procedure would be severe if a release occurred
during depressurisation.
 The Group Affected could be anyone in the vicinity if a release occurred. This could be severe if high pressure and high toxicity were involved.
 In all the above the Likelihood of an Occurrence would be assessed on experience or similar events within PDO or Shell or the Industry
4. The Severity and Likelihood would be used to produce a Risk Rating (see below RAM) i.e. If the Severity was 4 and the Likelihood C
then the Risk would be 4C or Medium. This would be carried out for each topic Hazard, Effect of the Hazard and Groups Affected and
the highest rating used for the Initial Risk
5. Control/Mitigation measures are applied to the Risk to reduce it to ALARP. This would be undertaken for each Activity / Task identified.
6. The activities to implement the Controls/Mitigations are documented and allocated to a specified accountable person.
7. Reassess the Residual Risk - based on the Severity and Likelihood with controls/mitigations being in place.
8. Recovery measures to be included in case the threat occurs despite the controls/mitigations being implemented.
9. The Approver is verifying the controls as well as accepting (or rejecting) the Residual Risk.
10. Approval of the Risk Assessment shall be provided as per the Approver Table (based on TA level).

Additional Tables are provided below for reference to identify Severity Consequences.

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