HSE MGT - System PDF

White Nile (5B) Petroleum Operating Company
Ltd
Health, Safety & Environment
Management System
(HSEMS)
Manual
CONTENTS
Page No.
Preliminary
Document –New/Amendment Request (DNAR) i
Document Change History (DCH) ii
Document distribution iii
Preface iv
Abbreviations v
HSE management documentation structure vi
Overview
Overview - White Nile (5B) Petroleum Operating Company Ltd. 1
Purpose 2
Scope 2
References 2
Definitions 3
HSE Management System
HSE Management System Structure Overview 4
1.0 Leadership & Commitment 5
1.1 Demonstration of Commitment 6
2.0 Policy & Strategic Objectives 8
2.1 HSE Policy 9
2.2 HSE Policy Dissemination 9
2.2.1 HSE Policy Review 9
2.3 Strategic Objectives 9
3.0 Organisation, Responsibilities, Resources & Documentation 12
3.1 Organisation Structure 13
3.1.1 Responsibilities 13
3.2 Resources 14
3.3 Competence 14
3.4 Contractor HSE Management 15
3.4.1 Invitation To Bid 15
3.4.2 Evaluation and Contract Award 16
3.4.3 Mobilisation 16
3.4.4 Work Execution 16
3.4.5 Demobilisation 17
3.4.6 Contract Close Out 17
3.5 Communication 17
3.5.1 Internal communication 17
3.5.2 HSE Committees 17
3.6 Legal Requirements 19
3.7 Documentation & Document Control 19
3.7.1 Documentation 19
3.7.2 Document Control 19
4.0 HSE Risk Management 20
4.1 HSE Risk Management Objectives & Principles 21
4.2 HSE Risk Management Process 21
4.2.1 HSE Risk Definitions 22
4.2.2 Hazard Identification 23
4.2.3 Assessing the Risks 23
4.2.4 Analysing Control Measures 24
4.2.5 Decision Making 25
4.2.6 Implementing Controls 25
4.2.7 Reviewing Effectiveness of Controls 26
5.0 Planning & Procedures 27
5.1 HSE Plans 28
5.2 Procedures & Working Instructions 28
5.3 Management of Change 29
5.4 Emergency Planning 30
5.4.1 Tier 1 Response 30
5.4.4 Drills 31
6.0 Implementation & Monitoring 32
6.1 Performance Monitoring 33
6.1.1 Proactive Indicators 33
6.1.2 Reactive Indicators 33
6.2 Non-compliance & Corrective Action 34
6.3 Incident Investigation & Follow-up 34
7.0 Audits 35
7.1 Audit Plan 36
7.2 Audit Competency 36
8.0 Management Review 37

8.1 HSE Management Review 38
Appendices
Appendix 1 Organisation Structure 39
Appendix 2 HSE Roles and Responsibilities 40
Appendix 3 HSE Training Matrix 46
Appendix 4 HSE Committees 50
Appendix 5 HSE Legal Register 55
Appendix 6 Hazard Register Template 56
Appendix 7 HSE Critical Activity Competency Template 57
Appendix 8 Remedial Action Register Template 58
Appendix 9 HSE Procedures Register 59

White Nile (5B) Petroleum PAGE NUMBER:
Operating Company Ltd. i
DOCUMENT NUMBER:
Preliminary
WNPOC/LI/HSE/001
DOCUMENT - NEW / AMENDMENT REQUEST (DNAR)
DNAR No. WNPOC/DNAR/HSE/01 DNAR Date 24.07.05
Status of Document:
√ New Revised Cancellation

Reasons of Changes:
New procedure establishment
Details of Changes
PART WAS
Page No Para/Clause Description
None
CHANGE TO
Page No Para/Clause Description
New document
Initial Date
QA Check
Prepared by Reviewed by Approved by
HSE Manager Senior Manager, Operations PRESIDENT
HEALTH, SAFETY & EFFECTIVE/REVISION DATE: REVISION NUMBER:

ENVIRONMENT MANAGEMENT 24 JULY 2005 0
SYSTEM
Operating Company Ltd. ii
DOCUMENT NUMBER:
Preliminary
WNPOC/LI/HSE/001
DOCUMENT CHANGE HISTORY (DCH)
Details refer to Document New /

Effective /
Revision Status of Change Amendment Request (DNAR)
Revision
No (New / Revised / Cancellation) Prepared Reviewed Approved by
Date
by by
0 New procedure establishment 24/07/05 HSE Mgr. SM Ops. President

SYSTEM
Operating Company Ltd. iii
DOCUMENT NUMBER:
Preliminary
WNPOC/LI/HSE/001
DISTRIBUTION
Copy No Position Title
1 President
2 Vice President
3 General Manager, Exploration & Development
4 General Manager, Production
5 General Manager, Finance & Planning
6 General Manager, HR & Procurement
7 HSE Manager
8 Manager, Corporate Affairs & CD
9 Senior Manager, Exploration
10 Senior Manager Operation
11 Manager, Technical Services
12 Senior Manager, Petroleum Development
13 Manager, Facilities Development
14 Manager, Production 5A
15 Manager, Production 5B
16 Manager, Production 8
17 Manager, Finance & Accounts
18 Manager, Planning and IT
19 Manager, Human Resource
20 Manager, Contracts, Procurement & Logistics
21 Manager, Legal
22 Manager, security
23
24
25

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Operating Company Ltd. iv
DOCUMENT NUMBER:
Preliminary
WNPOC/LI/HSE/001
PREFACE
White Nile (5B) Petroleum Operating Company (WNPOC) Ltd. recognises and believes excellent
Health, Safety & Environment (HSE) management and performance is essential to achieve
work efficiency, productivity, profitability and growth for the organisation and its shareholders
in the different production blocks 5A, 5B and 8. It is, therefore, essential that HSE is managed
through a structured Health, Safety and Environment Management System (HSEMS) that
complements the overall Business Management System of WNPOC.
This HSEMS manual is based on the Oil & Gas Producers’ Association (OGPA) guidelines, the
Occupational Health and Safety Assessment Series (OHSAS) 18001, the ISO 14001
Environment Management System Standards and best practices from the industry. The HSEMS
can, therefore, be accredited to the internationally recognised OHSAS 18001 and ISO 14001.
The HSEMS manual describes the structured framework that demonstrates the commitment to
proactively manage HSE in all our operations. Many of the features described in this manual
are indistinguishable from the sound management practices advocated by the proponents of
quality and business excellence. It describes the essential elements required to effectively
manage HSE issues so that losses are prevented and gain optimised. The HSEMS manual is
structured such that it can be used in any geographical region and be adapted to include
particular governmental legislations. Effective HSE management has become a requirement
with all major oil and gas operators and with the advent of this HSEMS manual as standard,
WNPOC is assuring all stakeholders that there is a structured HSE Management System in
place.
The requirements set down in this document constitute the minimum expectations for
compliance with the WNPOC HSE policy and it is expected that all WNPOC employees and
contractors will adhere to them whilst ensuring that all the legal requirements in Sudan and
the expectations of the host authorities, such as the Oil Exploration & Production Authority
(OEPA), Sudanese Petroleum Corporation and the Ministry of Energy & Mining (MEM), are duly
met. To enable this, WNPOC is committed to provide the necessary resources to effectively
implement the HSE Management System.
Abu Bakar Mohamed

President
White Nile (5B) Petroleum Operating Company Ltd.

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Operating Company Ltd. v
DOCUMENT NUMBER:
Preliminary
WNPOC/LI/HSE/001
ABBREVIATIONS
Abbreviation Description
WNPOC White Nile (5B) Petroleum Operating Company Ltd.
HSEMS Health, Safety & Environment Management System
HSE Health, Safety & Environment
OGPA Oil & Gas Producers’ Association (formerly the E & P Forum)
OHSAS 18001 Occupational Health & Safety Assessment System Standard18001
ISO 14001 International Standards Organisation Standard on Environment 14001
HAZID Hazard Identification
HAZAN Hazard Analysis
EIA Environmental Impact Assessment
HRA Health Risk Assessment
CHRA Chemical Health Risk Assessment
KPI Key Performance Indicator
PRA Project Risk Assessment
EPSA Exploration and Production Sharing Agreements
JOA Joint Operators Agreement

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Operating Company Ltd. vi
DOCUMENT NUMBER:
Preliminary
WNPOC/LI/HSE/001
HSE MANAGEMENT SYSTEM DOCUMENTATION STRUCTURE
White Nile (5B) Operating Company Ltd. HSE management documentation is structured into 4
levels:
HSEMS
Level 1
Manual
HSE Plans,
Hazards register,
Critical Activities, Level 2
Procedures
Site Work Instructions, Level 3

Job Safety Analysis
Records – HSE Performance, Level 4

Corrective Actions, KPIs

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Operating Company Ltd. 1
DOCUMENT NUMBER:
Overview
WNPOC/LI/HSE/001
White Nile (5B) Petroleum Operating Company Ltd.
The White Nile Petroleum (5B) Operating Company (WNPOC) is appointed by the shareholders
under the Joint Operators’ Agreements with the Oil Exploration & Production Administration
(OEPA), Sudanese Petroleum Corporation and the Ministry of Energy & Mining (MEM) to be the
Operator for Blocks 5A, 8 & 5B. The shareholders in the areas operated by WNPOC are:
Block 5A - PETRONAS Carigali (Overseas) Sdn. Bhd., ONGC Videsh Ltd., & SUDAPET Ltd.;
Block 5B - PETRONAS Carigali White Nile (5B) Ltd., ONGC Videsh Ltd., SUDAPET Ltd. & Lundin
Sudan Block 5B Ltd; and
Block 8 - PETRONAS Carigali (Overseas) Sdn.Bhd., SUDAPET Ltd. & Hi Tec Ltd.
WNPOC has begun development to start operations to produce crude oil from Block 5A in
Sudan. Block 5A is located onshore within the Muglad Basin in Southern Sudan 950 km south
of capital Khartoum. The block covers an area of approximately 7.4 million acres. The Thar
Jath field that is being developed first is approximately 13.5 km long and at the widest section
is 4 km wide. The oil from the wells is sweet and heavy (20oAPI) with a low Gas Oil Ratio
(GOR). The oil from Thar Jath is to be pumped through a 24” pipeline to Heiglig where it will be
injected into the current crude pipeline that transports crude from GNPOC blocks 1, 2 & 4
concession areas to Port Sudan, 750 km North of Khartoum. Block 5A is in an area that is
classified as Savannah Grassland and is under developed with little or no local infrastructure.
Currently only Tar Jath is being drilled to produce crude oil that is collected at Oil & Gas
Manifolds (OGMs) and piped to the Central Processing Facilities (CPF). The separated crude is
then stored in one crude storage tank before it is exported through the 24” pipeline to Heiglig
where the crude is stored in one buffer tank (that is normally empty) before being injected into
the main pipeline from Heiglig to Port Sudan. The Central Processing Facilities is powered by a
heavy fuel power generation system. The power system also provides the required power for
the fire fighting system that is used for emergencies as well as for the accommodation facilities
that houses the crew operating the field and processing facilities.
Health, Safety and Environment have been given the utmost consideration in seismic and
exploration activities as well as during the facilities design, construction and operation.

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DOCUMENT NUMBER:
Overview
WNPOC/LI/HSE/001
Purpose
The purpose of the WNPOC HSEMS manual is to aid WNPOC in achieving HSE excellence by
guiding WNPOC management and staff in the effective management of HSE matters whist
conducting all its business activities as a reliable and safe oil & gas operator that takes care of
the safety and health of its employees as well as the environment.
The HSEMS Manual is the Level 1 document that describes the elements that are necessary to
ensure that:
• The health, safety and environmental risks in WNPOC’s operations have been
systematically identified;
• Controls have been developed to proactively manage these risks;
• Mitigation measures have been identified to deal with these risks and the consequences
should the proactive controls fail or cease to become effective; and
• The necessary processes and procedures are in place to proactively manage the risks
and for continuous improvement
All HSE procedures, legal requirements and industry HSE best practices are referenced to
this manual.
Scope
The scope of the HSEMS includes all the business and operational activities of WNPOC
beginning with seismic acquisition and exploration drilling, extending through the construction
of facilities and pipelines, to the operational and production phase. The HSEMS requirements
are also applicable to all contractors and suppliers associated with the activities of WNPOC.
The HSEMS also covers how HSE is to be managed in non-operational areas such as offices,
base camps and warehouse operations.
References
• Occupational Health & Safety Assurance System 18001 (OHSAS 18001)

• ISO 14001 Environment Management System
• Oil & Gas Producers’ Association HSEMS guidelines
• MEM HSE Manual

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DOCUMENT NUMBER:
Overview
WNPOC/LI/HSE/001
Definitions
The following definitions apply to this HSEMS Manual. Definitions relating to Risk Management
are included in the Hazard Register.
Definitions
Accident An unplanned event or chain of events that has caused injury, illness
and/or damage (loss) to assets, the environment or third parties.
Activity Work to be carried out as part of a process characterised by a set of

specific inputs and tasks that produce a set of outputs to meet
customer requirements.
Audit A systematic and independent assessment of the effectiveness of an

WNPOC’s HSE policy, management, organisation, procedures, controls
and practices that will give assurance to the stakeholders that HSE risks
within the operations and due to the operations’ activities are managed
to a level which is ‘As Low As Reasonably Practicable’ (ALARP)
Contractor An organisation or individual who is employed by WNPOC to provide

services to assist in the execution of the projects throughout the
duration.
HSE Policy A public statement of principles that WNPOC has adopted with regards
to Health, Safety and Environment issues in its operations
HSE The arrangements that have been put in place to proactively manage
Management HSE issues in WNPOC operations
System
HSE Plan Activities to be implemented to fulfil the intent of HSE policy and the
Strategic Objectives
Incident An event or chain of events that has caused or could have caused
injury, illness and/or damage (loss) to assets, the environment or third
parties. An incident involves the release or near release of a hazard.
Non- Any deviation from the HSEMS requirements.

conformance
Performance Comparative, quantitative measures of actual events, against

Indicators previously specified targets, which provide a qualitative indication of
future projected performance based on current achievement
Risk A process that is used to identify, assess, analyse the HSE risks and
Management implement proactive controls to manage the risks as well as
implementing recovery measures to contain & mitigate the
consequences of resulting from the release of hazards

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DOCUMENT NUMBER:
HSEMS Structure
WNPOC/LI/HSE/001
MAIN ELEMENTS SUB-ELEMENTS
1. Demonstration of
1.LEADERSHIP & COMMITMENT Commitment
1. Policy Content
2. Policy Dissemination
2.POLICY & STRATEGIC OBJECTIVES 3. Strategic Objectives
1. Structure & Responsibilities

2. Resources
3. Competence
3.ORGANISATION, RESPONSIBILITIES 4. Contractors
RESOURCES & DOCUMENTATION 5.
6.
Communication
Legal Requirements
7. Documentation & Doc.
Control
1.Hazard Identification
2. Assessing the Risks
3. Analyze Risk
Controls
4.HSE RISK MANAGEMENT 4. Decision making
5. Implementation of
Controls
1.HSE Plan
2. Procedures & Work
5.PLANNING & PROCEDURES Instructions
3. Management of Change
4. Emergency Planning
1.Performance monitoring
2.Non-compliance &
6.IMPLEMENTATION & MONITORING Corrective Action
3. Incident Reporting &
Follow-up
1.Audit Plan
7. AUDITS 2. Audit Competency
8. MANAGEMENT REVIEW 1. HSE Management Review

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DOCUMENT NUMBER:
Leadership & Commitment
WNPOC/LI/HSE/001
1. Demonstration of
1.LEADERSHIP & COMMITMENT Commitment
2.POLICY & STRATEGIC OBJECTIVES
3.ORGANISATION, RESPONSIBILITIES
RESOURCES & DOCUMENTATION
4.HSE RISK MANAGEMENT
5.PLANNING & PROCEDURES
6.IMPLEMENTATION & MONITORING
7. AUDITS
8. MANAGEMENT REVIEW

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DOCUMENT NUMBER:
WNPOC/LI/HSE/001
1.1 Demonstration of Commitment
WNPOC believes that in order to manage HSE effectively there shall be a positive
demonstration of proactive Leadership and Commitment at all levels beginning with the senior
management and encompassing the lowest graded employee. WNPOC management and staff
demonstrate their Leadership & commitment to positive HSE management as per the matrix
below.
Position Demonstration of HSE Leadership & Commitment

Drive HSE management initiatives by:
Senior • Establishing and endorsing the annual HSE programme
• Discussing HSE at every management meeting as the 1st item
Management
on the agenda
(President, Vice
• Deciding on the acceptable risk level for the company’s
President, GM operations
Exploration & • Reviewing and approving the necessary resources required to
Development, maintain the acceptable risk level
GM Production, • Conducting six monthly HSE inspections at worksites
GM Finance & • Participating actively in HSE dialogue sessions with clients and
Planning, GM authorities
HR & • Ensuring that HSE accountabilities & responsibilities are
Procurement, included in all Job Profiles together with Key Performance
Indicators
Manager Legal,
• Leading Management System audits & serious incident
Head Security,
investigations
Head Corp. • Reviewing all audit and serious incident investigation reports &
Affairs & CD) endorsing the implementation of the recommendations
Provide leadership in execution of HSE initiatives by:

• Developing plan and activities to implement HSE programme
• Discussing HSE at project/departmental meetings
Middle • Analysing the risks and develop risk controls
Management • Conducting monthly worksite inspections
(Departmental • Participating in HSE dialogues with clients and contractors
& Section • Participating in Management System audits
Heads) • Leading investigations into incidents
• Implementing recommendations from audits and incident
investigations
Provide site supervision in implementation of HSE

initiatives by:
• Implementing the activities in the HSE programme
• Providing feedback on HSE issues regularly
• Identifying the hazards at work and implement the risk
Executives &
controls
Supervisors
• Conducting weekly Unsafe Act/ Unsafe Condition
inspections
• Motivating workforce through regular discussions
• Conducting daily toolbox meetings

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DOCUMENT NUMBER:
WNPOC/LI/HSE/001
Implement the HSE initiatives by:

• Identifying hazards at work site
• Giving feedback on safe working methods
• Using the correct PPE at all times
Employees
• Attending toolbox talks
• Working safely using correct procedures at all times
• Daily housekeeping
Support the implementation of HSE initiatives by:

Contractors • Providing competent workforce at all times
• Following all the safety requirements at all times
• Supervisors conducting unsafe act/condition inspections
• Daily housekeeping
Support the Company commitment to HSE by:

Office Staff • Identifying hazards in the office and rectifying them
• Daily housekeeping to reduce hazardous conditions
To further demonstrate the management leadership and commitment to HSE, the President
and the Vice President shall develop personal HSE Action Plans on a yearly basis. These plans
are derived from the company Strategic Objectives and plans.
Their action plans are then cascaded down the line such that every member of WNPOC has
annual personal HSE action plans that link to the President’s and Vice President’s HSE plans.
To ensure that these plans are successfully implemented, KPIs are developed and the
performances are reviewed quarterly as part of the Performance Planning and Appraisal
exercise.

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Policy & Strategic DOCUMENT NUMBER:
Objectives WNPOC/LI/HSE/001
1.LEADERSHIP & COMMITMENT
1. Policy Content
2. Policy Dissemination
2.POLICY & STRATEGIC OBJECTIVES 3. Strategic Objectives
7. AUDITS

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2.1 HSE Policy
The WNPOC HSE Policy is approved and signed by the President. The Policy recognises
the importance of managing HSE effectively to achieve WNPOC’s business vision,
objectives and shareholders expectations. The policy reflects WNPOC’s commitment to
protect the health and safety of its workforce whilst preserving the environment in all
its activities in accordance with applicable national and international legislation. WNPOC
is committed to continuous improvement by regularly reviewing its HSE practices and
revising them based on best industry practices.
2.2 HSE Policy Dissemination
The dissemination of the HSE Policy is carried out through:
• The issuance of a copy to all WNPOC employees and contractors who work for
WNPOC;
• The inclusion of a copy of the policy in the HSE manuals and contract documents;
• The posting at strategic locations; and
• Communication sessions for staff and contractors to explain the intent of the
policy and everyone’s obligations and responsibilities to ensure the policy is
adhered to at all times
2.2.1 HSE Policy Review
The WNPOC Management reviews the HSE Policy whenever there is:
• Change in the legal requirements in Sudan;
• Additional requirements imposed by the Shareholders, the Oil Exploration &
Production Authority (OEPA) and the Ministry of Energy & Mining (MEM);
• Change in the WNPOC’s activities and processes that introduces new risks thereby
increasing WNPOC’s risk exposure; and
• New developments in the Oil & Gas industry affecting HSE
The HSE manager initiates the review through the HSE Steering Committee.
2.3 Strategic Objectives
The HSE policy is put into operation through the development of HSE Strategic
Objectives that complement the Business Vision and Objectives. The Strategic
Objectives comprise the HSE goals that WNPOC intends to achieve over a 5-year
period. From these Strategic Objectives the yearly HSE Plans and programmes are
developed and implemented. The Strategic Objectives are also used to plan for the
resources required to fulfil the Business Plan objectives whilst adhering to the HSE
Policy requirements.
The HSE goals set in the Strategic Objectives are the President’s Targets. Each
department in the organisation set their own targets that not only contribute to but also
form a component of the President’s targets. These targets are then cascaded to the
levels below until every staff and contractor employed by the organisation have targets
that can relate to the President’s HSE targets and the organisation’s Strategic
Objectives.
The HSE Strategic Objectives have been set as:

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1. To comply with all the HSE legislation and regulations in the

Republic of Sudan and adopt internationally accepted industry
HSE best practices and standards by;
a. Having communication sessions with all management, staff and contractors

to explain the implications of the current legislation and regulations on
WNPOC business and the responsibilities of all to adhere to this requirement;
b. Ensuring that these requirements are included in all operating procedures
through review and revision of current operating procedures; and
c. Ensuring that WNPOC management updates existing HSE standards by
participating in international HSE forums and adopting the Oil & Gas
Producers Association guidelines on HSE.
2. To have a certifiable, fully implemented and regularly maintained

HSE Management System through:
a. Implementing a HSE MS that is in line with OGPA guidelines and OSHAS

18001/ ISO 14001;
b. Preparing the line to be fully responsible for HSE management; and
c. Assisting major contractors to develop their own HSEMS in support of
WNPOC’s HSE goals.
3. To proactively manage Operational HSE risks by:
a. Identification of all HSE risks during design and operational phases;

b. Assessing and implementing proactive and recovery controls for the HSE
risks beginning with the design stage and continuing during construction and
operational/production phases;
c. Ensuring that associated operating procedures include how to use, maintain
and improve the proactive controls identified;
d. Developing a Risk Assessment Register for all risks; and
e. Ensuring that competencies required for managing proactive controls and
recovery measures are identified and continuously developed.
4. To provide adequate and competent resources to manage WNPOC

Operations effectively and efficiently by:
a. Developing and regularly updating a HSE training Matrix for all management,
staff and contractors;
b. Implementing the training matrix;
c. Developing and regularly updating a Contractor HSE management manual
that specifies minimum contractor competency requirements
5. To provide open and effective communication to all staff and

contractors by:
a. Regular programmed communication sessions;

b. Regular site visits by management;
c. Daily tool box talks;
d. HSE open days and contractor dialogue sessions

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6. To Champion HSE initiatives and demonstrate leadership at all

levels by:
a. Ensuring that all HSE initiatives will be headed by a senior management

team member with members from down the line;
b. Having a HSE inspection programme that requires the participation of all
levels;
c. Formalising that major incident investigations be led by senior managers and
minor ones by line supervisors
7. To regularly review the HSE MS and practices by:
a. Implementing an annual audit programme as part of the annual HSE plan;

b. Training competent auditors;
c. Ensuring that senior managers lead the internal audit teams;
d. Ensuring that the remedial actions identified are implemented and reviewed

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Organisation,
DOCUMENT NUMBER:
Responsibilities, Resources
W N P O C / L I /HSE/001
& Documentation
1. Structure & Responsibilities

2. Resources
3. Competence
3.ORGANISATION, RESPONSIBILITIES 4. Contractors
RESOURCES & DOCUMENTATION 5.
6.
Communication
Legal Requirements
7. Documentation & Doc.
Control
7. AUDITS

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Organisation,
DOCUMENT NUMBER:
& Documentation
3.1 Organisation Structure
To operate Blocks 5A, 5B and 8 on behalf of the respective shareholders WNPOC has
set up an organisation structure that is divided into 5 main divisions:
1. President’s Office
2. Vice President’s Office
3. Exploration and Development Division
4. Production Division
5. Finance and Planning Division
6. HR and Procurement division
Appendix 1 gives details of the organisation structure.
The heads of all the above-mentioned divisions and departments report directly to the
President. The President’ s office consists of the Legal, Security, Corporate Affairs &
Community Development and the HSE departments who provide support for the other
main divisions and also provide critical essential advice to the President and Vice
President regarding the relevant matters that affect or impose additional risks on the
business.
The Exploration and Development division is headed by a General Manager and

comprises Exploration, Operation, Technical Services, Petroleum Development and
Facilities Development departments. Their initial functions are at the front end and
detail design aspects of the operations. The drilling, design and operation of each asset
is carried out by the Exploration and Development Division. Once production has
commenced these departments are responsible to support the production departments.
The General Manager, Production is responsible for the production from all three Blocks,
5A, 5B and 8. A Production Manager who is the asset owner is responsible for asset
growth, the production throughput and maintaining the integrity of the production
facilities in each block. The Production Division is responsible for production planning
activities once production is commenced after completion of drilling.
The General Manager, Finance and Planning is responsible for production planning as
well as managing the cost of production and the expenditure in WNPOC to ensure the
continuous profitability of the business. Manager, Planning & IT and Manager, Finance
and Accounts assist him.
The Human Resource Management and the Contracts, Procurement & Logistics
functions are managed by a General Manager. A HR Manager and a
Contracts/Procurement/Logistics Manager assist him in running this division.
3.1.1 Responsibilities
The detail roles, responsibilities and accountabilities of people in the organisation to

ensure the effective management of HSE in WNPOC activities are described in
Appendix 2.
The responsibilities of the President are basically the company’s HSE responsibilities.
These are then cascaded down to the General Managers of the various divisions who in
turn cascade these responsibilities to their subordinates. This process is repeated until
the lowest grade employee in WNPOC has HSE responsibilities assigned that directly

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Organisation,
DOCUMENT NUMBER:
& Documentation
relate to the company’s responsibilities. Line management is responsible for the

administration and implementation of the system in their area. Every employee is
responsible and held accountable for obeying the law and standards, following WNPOC’s
procedures and policies and for performing their functions in a responsible manner
respective to occupational health, safety and the environment.
3.2 Resources
WNPOC is committed to ensure that adequate resources are provided to effectively

manage HSE in all its activities. The resources are in the form of budget allocations,
tools & equipment and also competent personnel who will:
• Conduct the work safely
• Manage HSE issues as they arise
• Provide specialist advise and training on HSE
• Be equipped to handle emergencies should the need arise
• Liase with the relevant authorities on HSE issues
Hardware resources are always selected for safety integrity and operational capability
before they are purchased by Procurement and inspected by Logistics before they are
sent to worksite for use. At the worksite they are further checked before use. WNPOC
management is committed to ensure that any defective hardware or hardware of
unacceptable quality is never used at any worksite in order to reduce any potential
accidents that may result when such resources are used.
3.3 Competence
WNPOC recognises that to effectively manage HSE there is a critical requirement to

have competent personnel and contractors who have been selected to carry out the
company’s activities.
The initial recruitment and selection criteria are based on:

• Personal abilities
• Acquired knowledge
• Skills developed through experience in carrying out similar activities
• Understanding the legal HSE requirements and the need to create a healthy
and safe working environment that does not cause any damage to the
environment.
Once the selection and recruitment has been done, systems and processes are put in
place to ensure that the competencies are maintained and enhanced. These include:
• The development of a HSE Training Matrix matching the position and the HSE
knowledge and/or skill required.
• Matching the competence levels required for maintaining the proactive and reactive
risk controls developed through the risk assessment carried out.
• Implementation of the training programme based on the training matrix
• Review and assessment of the competence levels annually through a Training Needs
Analysis procedure
• Competence review on the adaptability to changing activities and technologies
• The provision of correct procedures, tools and equipment
• The assessment on the correct usage of the procedures, tools and equipment
• Assessment of personnel performance against the criteria set for the job profile

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Organisation,
DOCUMENT NUMBER:
& Documentation
• Documentation of the personnel competence levels and training attended.

Competency requirements for HSE Critical Activities (activities that are required to be
carried to maintain risk controls) are listed in the document ref:
WNPOC/LII/HSE/022.
Training is carried out as a continuous learning process based on the Training Matrix in
Appendix 3. The requirements and time frame for refresher training are specified in
the training matrix. The HSE Manager is responsible for identifying suitable training
programmes and select appropriate training providers to ensure that the training matrix
requirements are met as p lan n ed .
As a minimum, it is considered mandatory that all staff and contractors undergo HSE
awareness programmes on the legislation in Sudan and the WNPOC HSEMS
requirements.
Training is conducted through formal courses and On Job Training (OJT). The line
department heads ensure that staff and contractors are released for the required
mandatory and compulsory training programmes.
The HSE department prepares the budget requirements for approval annually through
the annual Work Programme and Budget exercise and also maintains training records.
3.4 Contractor HSE Management
Contractors play a major part in WNPOC’s activities. Contractors are used in various
activities such as Seismic evaluation, Drilling, Facilities Design, Construction, and
Commissioning as well as Facility and System Maintenance and Production. Contractor
HSE Management is therefore a critical activity in WNPOC’s business management. To
manage the contractors especially in terms of HSE, WNPOC has adopted the Contractor
HSE Management guidelines issued by the Oil & Gas Producers’ Association. These
guidelines have been converted into a guidebook procedure that is used throughout
WNPOC. HSE requirements are made clear at each stage of the contract beginning with
the Invitation To Bid (ITB) and ending with the Contract Close Out and Performance
Evaluation. Contractor HSE Management is the joint responsibility of the Divisional
General Managers and Managers. The HSE Manager provides specialised HSE input.
3.4.1 Invitation to Bid
At this stage WNPOC provides the contractor with the following information:
• The WNPOC HSE policy and HSE goals for the project
• The detailed Scope of Work (SOW)
• The hazards associated with the work to be performed and the WNPOC’s
expectations in managing the risks
• The category and competency of personnel required to perform the job
• The list of procedures (including HSE) to be used on the project
• The list and standards of equipment and tools to be used for the work being
tendered for
• The HSE programme for the duration of the project
• The communication system during project execution
The above information is provided to the contractor to ensure that the contractor is fully
prepared to ensure that the work is carried out as per requirements and the HSE
expectations are fully met. Clarifications are resolved at dialogue sessions with
contractors prior to contractors’ submission of bids.

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3.4.2 Evaluation and Contract Award
During the bid evaluation and prior to contract award, WNPOC holds discussions with
the bidders on their proposals to ensure that:
• Contractors are clear on the HSE expectations of the contract;
• Contractor has submitted a HSE plan that meets the contract requirements
• Bids have included scope and costs for HSE requirements
• Contractors are committed to providing personnel of required competencies and
approved hardware that can be demonstrated as safe to use and are needed for
efficient/ effective completion of the contract.
3.4.3 Mobilisation
Prior to mobilisation to site, WNPOC conducts an audit / inspection on selected

contractors to ensure that the contractors have the correct and sufficient:
• People;
• Equipment;
• Tools; and
• Procedures
for use on the job.
This exercise is repeated at work site to give an assurance that the relevant, necessary
and correct resources are available to complete the project as per WNPOC’s
expectations in a safe, healthy and environmentally friendly manner.
During the mobilisation phase WNPOC and the contractor also conduct a joint review of
the Contractor’s HSE plan as well as to confirm that the personnel have undergone the
necessary HSE training required.
3.4.4 Work Execution
During the work execution, the performance of the contractor is supervised and
monitored by WNPOC supervisory staff to ensure that:
• Work performed is conducted according to the agreed HSE plan;

• Additional HSE risks that arise during work execution are properly and competently
addressed;
• Daily toolbox meetings are held;
• HSE committee meetings are held and issues resolved with an appropriate
timeframe;
• Contractors participate in the Emergency Response drill;
• Contractors report all incidences including near misses and rectify the failures;
• Contractors maintain the work quality and condition of their resources;
• Competence of personnel provided is continuously maintained to carry out the work
safely;
• Disposal of waste generated during work execution is properly administered
Audits and inspections are programmed during work execution to ensure that
contractors comply with the requirements as agreed to in the award of the contract.

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3.4.5 Demobilisation
On completion of the contract and the contractor is being demobilised, activities are
monitored to ensure that the additional HSE risks are controlled especially during the
clean up operations to restore the work site to safe condition and on disposal of any
waste generated.
3.4.6 Contract Close Out
A joint evaluation with the contractor on the HSE performance is carried out at the end
of the contract. The key objectives are to:
• Assess the effectiveness of the Contractor HSE Plan and its implementation;
• Capture lessons learnt so that in future contracts that these are rectified for mutual
improvement;
• Ensure feedback is given for continuous improvement.
3.5 Communication
Communication is a vital element in effective HSE management and WNPOC believes

that open and frank communication on HSE issues is essential to maximise productivity
and improve morale among the company and contractor staff.
3.5.1 Internal Communication
Internal communication in WNPOC begins with senior management and cascades down
to all levels in the organisation. The structured communication process comprises:
1. HSE Committees
2. Daily tool box meetings at work sites
3. HSE talks
4. Project mobilisation HSE briefing and induction
5. HSE alerts
6. Incident investigation lessons learnt presentations
3.5.2 HSE Committees
In order to have effective communication on HSE issues, WNPOC believes that

structured process and organisation should be established. In WNPOC, the following
HSE committees are established:
HSE Steering Committee (meets quarterly)
• Chaired by the President;

• Membership comprises the Vice President, Head Corporate Affairs and Community
Development, Manager Security, Head Legal Affairs and the GMs of Exploration &
Development, Production, Finance & Planning, and HR & Procurement;
• Secretary is the HSE Manager;
• Sets the Strategic Objectives and endorses the annual HSE programme;
• Appoints senior management staff to lead HSE system audits and major incident
investigations (if any);
• Reviews the progress on the implementation of the HSE programme;
• Endorse the HSE training matrix and ensure its implementation;

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• Reviews system audit findings, endorses the recommendations and plan to

implement the recommendations;
• Reviews reports of major incidents and endorses plan to prevent recurrence;
• Reviews overall HSE performance; and
• Endorses the quarterly and annual HSE report
Divisional HSE Committees (meets monthly)
• Chaired by Division General Manager

• Comprises Managers of each department, contractor project manager (if applicable)
and supervisors
• Secretary is the Divisional HSE focal point
• Sets HSE performance targets for each division
• Endorses the HSE programme for each division
• Appoints leaders for audits and incident investigations
• Reviews, endorses and monitors the implementation of action plans resulting from
HSE audits and incident investigations on projects
• Reviews and endorses the Divisional HSE report
Site HSE meetings (meets weekly) - during construction phase
• Chaired by Construction Superintendent

• Secretary – Site Senior Safety Officer
• Comprises Supervisors, Lead Discipline Technicians, Contractor supervisors &
Catering Reps
• Ensures that project HSE programmes are implemented so that objectives are met
• Monitors the progress and implements corrective actions where required to meet
the objectives
Site HSE meetings (meets weekly) – during operation phase
• Chaired by Installation superintendent/manager

• Secretary – Site Senior Safety Officer
• Comprises Supervisors, Lead Discipline Technicians, Contractor supervisors &
Catering Reps
• Monitors the progress and implements corrective actions where required to meet
the objectives
Office HSE Committee (quarterly)

• Chaired by Facilities Development Manager
• Secretary – Section Head, HSE
• Comprises executives and non-executives
• Reviews general office safety conditions especially tripping and slipping hazards
• Organises Safety & Health walkabouts in the office
• Reviews ergonomic safety requirements in the office
• Reviews cleanliness in the office and pantries
• Sets rules for food consumption in office premises
• Organises wellness talks for staff

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The secretaries of the committees are responsible to programme the sitting of these
committees and include them in the annual HSE plans.
The HSE committee structures and functions are defined in Appendix 4.
3.6 Legal requirements
WNPOC is committed to ensure complete adherence to the HSE legislations (and

subsequent regulations) of Sudan as well as the international HSE best practices.
The legislation that is applicable to WNPOC’s business in Sudan is listed in Appendix 5.
3.7 Documentation and Document Control
3.7.1 Documentation
The HSE documentation is structured into 4 levels:
1. Level 1 is the HSE MS manual that describes the elements of the HSE management
system. This is then translated into HSE Case documentation for each operational
site. The HSE Case is the HSEMS at the operational level and the Risk Assessment
Register will address the specific HSE risks at each operational site.
2. Level 2 consists of the HSE plans, Hazard register, HSE Critical activities catalogue
and procedures that are used in the business.
3. Level 3 comprises the Work Instructions that are used by the front line personnel to
manage the HSE risks whilst carrying out the work.
4. Level 4 consists of records of HSE performance, trends and progress of HSE plan
implementation
3.7.2 Document Control
The custodian of the HSE documentation is the HSE manager. He is responsible to:
1. Ensure that the HSE documentation is controlled as per the company Quality
Assurance procedure on Document Control.
2. Ensure that the documents are approved at the appropriate level and make
arrangements to educate all staff on the relevant procedures required for their
work.
3. Develop a process and plan for reviewing and updating the HSEMS, procedures and
work instructions in order to accommodate changes in the legislative requirements,
risk assessments and industry best practices.
4. Ensure that the relevant HSE documentation is issued to the relevant personnel at
the appropriate level in the organisation.

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HSE Risk Management
1.Hazard Identification
2. Assessing the Risks
3. Analyse Risk
Controls
4.HSE RISK MANAGEMENT 4. Decision making
5. Implementation of
Controls
7. AUDITS

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HSE Risk Management
4.1 HSE Risk Management Objectives and Principles
The objectives of HSE Risk Management are:

• To maximise operations capability; and
• To conserve personnel and resources
by preventing / mitigating losses and optimising gain through identification
opportunities for improvement.
HSE Risk management is the process of identifying, assessing, and controlling HSE risks
arising from the operational activities and making decisions that balance risk costs with
operational and business benefits. Risk management is integrated into planning at all
levels to improve operational effectiveness by identifying the hazards and implementing
proactive controls to reduce the potential losses.
The basic principles adopted in HSE risk management are:
1. Accept no unnecessary risks that impact life, assets, the environment or the
reputation of WNPOC.
2. To reduce the risk to a level that is As Low As Reasonably Practicable (ALARP)
i.e. to accept risks only when the benefits outweigh the costs
3. Anticipate and manage risks by effective planning
4. Make risk decisions at the appropriate level
4.2 HSE Risk Management Process
Risk is characterized by both the probability of hazard being released and the severity
of the consequences that result from the release of the hazard. Since risk perception
varies within WNPOC, a structured approach is undertaken to assess and manage the
risks.
The 6 basic steps in the risk management process that has been adopted are:
1. Identify the Hazards

2. Assess the Risks
3. Analyse risk control measures
4. Make Risk Control Decisions
5. Implement Risk Controls
6. Review Control Effectiveness
6. Review 1. Identify
Control the Hazards
Effectiveness
2. Assess
5. Implement
the Risks
Risk Controls
4. Make 3. Analyse
Control Risk
Decision Control

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HSE Risk Management
The Risk Management Process is carried out using all the personnel in the company
beginning with the front line staff and ending with the management staff as follows:
Activity Responsible Party

1. Identification of Hazards Front line supervisors and workers
2. Assessing the Risks Managers, discipline engineers, front line
supervisors
3. Analysing Control Measures Discipline engineers. Managers
4. Making Control Decisions Senior management, Managers
5. Implementing Risk Controls Discipline engineers, front line supervisors &
staff
6. Reviewing Control All staff
Effectiveness
Various tools are used to identify the hazards e.g.

HAZOP
Job Safety Analysis
HAZID
HAZAN
EIA
HRA
CHRA
4.2.1 HSE Risk definitions
Hazard – An energy form that has the potential to cause harm, ill health or injury,
damage to property, plant, products or the environment, production losses or increased
liabilities
Top or Risk Event - The first event resulting from the release of a hazard
Consequence – The incident that results from the release of the hazard that causes
• Damage to property,
• Injury and / or has adverse health effects to people,
• Environmental pollution, and/or
• Negative impression of the responsibility of the company
Threats – any unsafe act or unsafe condition that causes the hazard (that is normally
contained) to be released to be a consequence
Barriers (Preventive/Proactive Controls) – Physical or procedural measures that

have been instituted within the company business process to prevent the threats from
releasing the hazard and causing harm
Recovery Measures (Reactive Controls) – Reactive measures that have been

developed in case the barriers fail and the hazard is released. Two types of Recovery
Measures are normally identified:
• Containment – measures that limit the amount of hazard released or stop the
continued release of the hazard

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• Mitigation – measures that minimise the impact of the consequences resulting

from the hazard released
Risk - the product of the likelihood that a specified undesired event will occur and the
severity of the impact of the consequences of the event
4.2.2 Hazard Identification
The hazard identification process adopted in WNPOC is as follows:
• WNPOC business process stages are defined

• The major activities in each stage are then listed out
• The sub activities are then identified
• The front line supervisors and workers then identify the hazards that are associated
with each sub-activity.
These are then compiled into a Hazard Register (refer to Appendix 6 for template).
The line managers and supervisors together with HSE manager and his staff update the
Hazard Register:
• When there is a change in the process and thereby resulting in a variation in the
risk assessment
• When there is a change in the facilities used
• When new business is embarked upon
4.2.3 Assessing the Risks
The hazards are then assessed to determine what the risks are when they are released.
The risk is a factor of the severity of the impact caused by the released hazard
and the likelihood of the hazard being released from its normal containment.
Whether the risk is High, Medium or Low is then determined using the Risk Assessment
Matrix (RAM).
HSE RISK ASSESSMENT MATRIX (RAM)
IMPACT
Negligible Minor Moderate Major Catastrophic
LIKELIHOOD
Remote L L L L M
Unlikely L L L M M
Moderate L L M M H
Likely L M M H H
Frequent M M H H H
The RAM is used to determine the impact of the hazard release on the people (Health &
Safety), the asset (equipment and facilities), the environment and the reputation of
WNPOC.
The project managers, field engineers and the front line supervisors carry out this
assessment.

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HSE Risk Management
a) HSE Risk Matrix Definitions
The likelihood of a risk event and its consequences occurring are as per the matrix:
Likelihood Description
Remote This risk may only occur in exceptional circumstances. Never heard
in the industry.
Unlikely This risk could occur at some time. Heard of the event in the
industry.
Moderate This risk should occur at some time. Event has occurred in our
company.
Likely The risk will probably occur in most circumstances. Happens
several times a year, generally 3 times or more in company.
Frequent The risk is expected to occur in most circumstances. Happens
several times a year, generally 3 times or more in location.
The severity or the impact of consequences resulting from a risk event are categorized into
qualitative and quantitative considerations:
b) Qualitative situations
Impact Qualitative Description

Catastrophic Loss of ability to sustain ongoing operations. A situation that
would cause the company to cease operations.
Major Significant impact of the achievement of the company’s strategic
objectives and targets relating to its business plans
Moderate Disruptions of normal operations with a limited effect on the
achievement of strategic objectives or targets relating to the
company’s business plan
Minor No material impact on the achievement of the company’s
business objectives or strategies
Insignificant Negligible impact
4.2.4 Analysing Control Measures
The project managers, field engineers and front line supervisors together then identify
the Risk Control Measures that need to be instilled to:
a) Prevent the hazard from being released through:
I. Determining the causes or threats (unsafe acts or unsafe conditions)

that can release the hazard to cause an undesirable event (Top or Risk
Event) that can lead to consequences that have an impact on people,
assets, the environment and/or the company’s reputation
II. Identifying the barrier for each cause or threat that can prevent the
hazard from being released
b) Recovery from any incident should the barriers fail and release the hazard. Two
types of Recovery Measures are considered:

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HSE Risk Management
I. Containment – to limit the release of the hazard

II. Mitigation– to minimize the impact of the consequences that have
resulted from the hazard release
The criteria used for determining risk control measures is dependent on the
criticality of the risk and the following guidelines are used:
• HIGH risks – at least 2 hardware and 1 procedural/administrative barriers
• MEDIUM risks – at least 1 hardware and 1 procedural/administrative barriers
• LOW risks – 2 procedural/ administrative barrier
The key consideration in implementing the risk control measures is that the benefit
> risk and the residual risk is manageable through administrative and procedural
controls.
The results are then presented to the management team for endorsement of the
controls at workplace.
4.2.5 Decision Making
A decision is then made whether the benefits to be obtained outweigh the cost of
implementing these controls. The As Low As Reasonably Practicable (ALARP)
principle is used as the basis for making the Risk Control decisions. The level of
authority given is:
a. The senior management team of WNPOC decides on the controls for the HIGH risks
b. The operations, technical and production managers decide on the MEDIUM risk
controls
c. The LOW risk controls are left jointly to the discipline engineers and front line
supervisors
The decisions are then communicated through the various HSE Committees and
through memorandums to the appropriate level in the organisation that is impacted by
them.
4.2.6 Implementing Controls
The discipline engineers, the front line supervisors and workers implement the risk
control measures. The field engineers are responsible for any design or procedural
changes and these are communicated to the front line staff before they are enforced.
Discipline engineers help develop training, job aids and measurement packages to help
implement the risk controls effectively so that risks are eliminated or reduced to a
minimum level that is As Low As Reasonably Practicable (ALARP).

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HSE Risk Management
4.2.7 Reviewing Control Effectiveness
To ensure the controls are implemented effectively and maintained, competent

personnel and supervisors are engaged to carry out the job. The competency
requirements are specified in a HSE Critical Activity Catalogue (refer to Appendix 7 for
template). HSE Critical activities are activities that are carried out to ensure that the
controls – both proactive and reactive - always work as required. Close supervision is
enforced until it has become part of the normal operating procedure. In order to ensure
that these controls are indeed sufficient to manage the risks, measurement is
conducted through the establishment of KPIs (Key Performance Indicators). This then is
the feedback cycle where the controls are reviewed and improved as and when
necessary.
Any gaps found in the risk management process are registered and tracked through the
Remedial Action Register (refer to Appendix 8 for template).

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Planning & Procedures
1.HSE Plan
2. Procedures & Work
5.PLANNING & PROCEDURES Instructions
3. Management of Change
4. Emergency Planning
7. AUDITS

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5.1 HSE Plans
The WNPOC HSE Strategic Objectives are converted into annual HSE plans. The plans
consist of activities that relate to:
• Achieving the company’s objectives

• Company HSE programme
o HSE days
o HSE promotional programmes
o Environmental management programmes
Waste management
o Occupational Health programmes
Health surveillance
Confined Space Entry training
• HSE Inspections
• Management HSE facility visits
• HSE audits
• Emergency Response Drills
• HSE training programme
• Plans to close the gaps in the risk management programme
The HSE plans incorporate the resources required to implement the activities as well as
schedules and performance metrics to measure the effectiveness of the
implementation. The company HSE plans are drafted by the HSE Manager and endorsed
by the HSE Steering Committee.
The company HSE objectives and HSE plans are incorporated into Project and
Production HSE Plans. These plans are to:
• Ensure a healthy and safe working environment for company and contractors alike
• Protect the environment and community from the hazards arising from activities at
project sites
• Prevent loss or damages to company’s assets
• Safeguard the natural environment
5.2 Procedures and Work Instructions
To ensure that the planned activities and activities that specifically manage HSE risk are
carried out effectively; procedures have been developed and documented. These
procedures also cover activities that need to be conducted to meet the legal
requirements in Sudan, the WNPOC accepted HSE standards and international best
practices.
The procedures are documented as per ISO 9000 requirements and clearly state the
purpose, scope, reference documents, persons responsible, methods to be used,
performance standards used and criteria used for performance measurement. A process
has been included for the regular review of the procedures to ensure their continued
applicability, to meet latest revisions of legal requirements and keeping in line with
industry best practices.
The procedures cover all the activities in WNPOC including drilling, design, construction,
commissioning and operations/productions including the support activities such as
procurement and contracted activities to ensure that suppliers and contractors comply
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with the WNPOC HSE policy requirements. The custodian of the HSE procedures is the
HSE Manager who ensures that the procedures are integrated with the Quality
Management System.
The procedures have been converted to Work Instructions in order to define the manner
in which tasks at work site have to be conducted. The critical task work instructions
have been developed using the Job Safety Analysis technique in order that the hazards
have been identified, assessed and precautions have been included to ensure safe
implementation. The discipline supervisors conduct Job Safety Analyses on the tasks to
be carried out and convert them into the relevant work Instructions.
All procedures and work instructions are developed in consultation with those using
them and further enhanced during the daily toolbox talks that are used to further
emphasize the precautions to be taken on the daily activities.
The list of level II procedures used to manage HSE is listed in Appendix 9.

Some of the critical HSE procedures that are in use in WNPOC are:
• Permit – To – Work
• Job Safety Analysis (used in all critical tasks)
• Lock Out Tag Out
• HSE Risk Management
• HSE Barrier and Recovery Measure effectiveness and maintenance
• Management of Change
• Emergency Response and Management
• Oil Spill Response and Management
• Waste management
• Air and Effluent Pollution Control Management
• Audit
• Safe Use of Explosives
• Safe Driving
5.3 Management of Change
The Management of Change is a critical procedure that is used to plan and control
changes that have an HSE impact whenever there is a change to:
• People in critical positions

• Work processes and procedures
• Critical equipment used in the processes
• Legal requirements
The procedure addresses the following requirements:
• Identify and document the changes and their implementation

• Assign responsibility for reviewing and recording the potential HSE hazards that
result from the change
• Authority to implement the change
• Review of the improvement resulting from the change

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5.4 Emergency Planning
WNPOC recognises that to provide and maintain a safe and healthy work environment,
it is vital to look into all the aspects of HSE related activities. The Hazard Register
addresses the need to have containment and mitigation recovery measures identified
should instituted barriers or preventive controls fail and cause HSE incidents. An
Emergency Response Plan (ERP) is developed based on the Recovery Measures
identified in the Hazard Register. The ERP comprises a matrix of plans to handle the
various potential emergencies that might arise out of WNPOC’s activities and lists out
the organisation as well as the resources required to manage each specific emergency
situation.
In order to operationalise the ERP, the Emergency Response Procedure Manual (ERPM)
has been developed. The ERPM defines how and what organisation is set up to handle
emergencies. The ERPM defines the organisation, responsibilities, resources required
and communication channels able to handle emergency situations. WNPOC emergency
management organisation is split into 3 stages i.e.
• Tier 1 – Frontline response at worksite
• Tier 2 – Emergency management support from the Emergency Control Centre (ECC)
based in WNPOC headquarters
• Tier 3 – Support is required from the Government authorities and/or other PSC
contract companies
A separate Oil Spill Response Plan (OSRP) is developed to handle oil spill incidents since
the consequences arising from an oil spill vary and have different impacts to the
WNPOC business.
5.4.1 Tier 1 Response
The front line supervisor and the workforce normally form the frontline response team
to physically attend to the emergency. The initial response team is led by the Site
Installation Superintendent as the On-Scene Commander and comprises the site
engineers, supervisors, the operators and technicians to manage the whole emergency
operations.
Whenever there is an emergency, the Duty Manager at the headquarters in Khartoum is

notified. Should the situation at site get out of control or the site response team needs
resource assistance, the Duty Manager activates the Emergency Management Team at
the Emergency Control Centre (ECC). The EMT led by the Duty Emergency Response
Manager (ERM) comprises members from Security, Production, Operations, Technical
Services, Logistics, HR, and HSE as a minimum. The President, Vice President, Manager
Security and Head Corporate Affairs & Community Development are also advised so
that they can be on standby to provide any assistance required to manage the
emergency.

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Tier 3-response support is required when the emergency escalates to a situation where
assistance is required beyond WNPOC’s capabilities. This response is sought through a
Mutual Aid Agreement with the other EPSA operators in the vicinity of WNPOC’s
operating blocks as well as the Sudanese Government through the offices of the
Ministry of Energy and Mining.
5.4.4 Drills
To measure the effectiveness of the ERP, drills are conducted at various times during
the project execution to ensure that staff are prepared to handle the emergencies
should the need arise. The ERP is updated based on the findings from the drills. The
frequency and type of drills to be conducted are included in the Company annual HSE
Plans.

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Monitoring W N P O C / L I /HSE/001
1.Performance monitoring
2.Non-compliance &
6.IMPLEMENTATION & MONITORING Corrective Action
3. Incident Reporting &
Follow-up
7. AUDITS

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6.1 Performance Monitoring
WNPOC monitors closely the implementation of the activities and tasks to ensure that
they are conducted according to the relevant procedures and work instructions that
were developed during the planning stage. Competent supervision and competent
workforce is employed to attend to the HSE Critical Activities – the activities that need
to ensure that the barriers and recovery measures identified during the risk
management process – are effectively and efficiently carried out. The project and
operations engineering team carry out verification tasks to ascertain that these
activities and tasks are performed such that HSE objectives and performance criteria
are met.
Programmed HSE Management Inspections, Production HSE inspections and workforce

unsafe act/unsafe condition inspections are carried out to ensure that HSE issues are
being regularly addressed at worksite.
WNPOC has procedures for both active and reactive monitoring. Leading and Reactive
Indicators have been developed to supplement the monitoring.
6.1.1 Proactive Indicators
• HSEMS implementation – percentage implementation

• HSE inspections – planned v actual
• HSE audits - planned v actual
• Implementation of audit findings
• HSE training implementation – planned v actual
• Safe working hours – percentage of available working hours
• Occupational Health Surveillance monitoring
• Waste management monitoring
• Effluent discharge monitoring
6.1.2 Reactive Indicators
• Fatalities
• Lost Time Injury frequency per million man-hours
• Total Reportable Case Frequency per million man-hours
• Hearing damage cases
• Effluent discharge exceeding legal limits
• Waste storage above legal limits
Records of the performances based on the Leading and Trailing Indicators are
maintained by the HSE department, trended and reported to the management. These
are then analysed and discussed at HSE meetings. The records are maintained as Level
4 documents. Recommendations to improve performance are decided and included in
the Remedial Action Register.

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6.2 Non-compliances and Corrective Actions
Non-compliances to:
• HSEMS implementation
• Legal requirements
• Company procedures and work instructions
are identified through communication from the workforce, contractors, clients and
authorities and recorded. These non-compliances are investigated to determine the
causes and a plan of action or improvement plan is developed. This plan includes
actions to prevent recurrence by applying new controls and revision of existing
procedures. The corrective action plan is included in the Remedial Action Register.
6.3 Incident Investigation and Follow-up
All incidents including near misses that occur in WNPOC are investigated as per the
Incident Investigation procedure.
• All major incidents
o Fatalities
o Lost Time Injuries
o Partial or Permanent disability incidents
o Major Environment spills
o Occupational Health disabilities
o Major Property damage
are investigated by a senior management member appointed by the HSE

Committee and analysed using methodologies endorsed by the HSE Committee
or as per policy.
• A team led by the most senior manager at the work site investigates all
other incidents.
All investigations are reported and recorded as per the agreed procedure.
Recommendations to prevent recurrence of such incidents are discussed and included in
the Remedial Action Register for immediate implementation.

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Audits
1.Audit Plan
7. AUDITS 2. Audit Competency

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Audits
7.1 Audit Plan
WNPOC believes that audits are essential to measure the efficiency and effectiveness of
the HSE Management System and also to determine whether the implementations of
the risk controls are effective. Audits are conducted based on the Internal HSE Auditing
procedure.
There are 3 levels of audit implemented in WNPOC:
Level 1 – Compliance Audit - compliance to procedures, legal requirements, HSE

inspections, contractor HSE competency audits.
Level 2 – Internal HSEMS audit – audit of the HSEMS by WNPOC internal staff led by
a senior management staff.
Level 3 – External audit by Partners or Authorities – these are project HSE audits
conducted by partners with participation from WNPOC senior staff. Host
authorities may also conduct audits on WNPOC operations.
These audits are structured and planned. The audit plans are included in the annual
HSE plans and Project HSE plans.
Actions to correct Audit findings are included in the Remedial Action Register. These
actions are then assigned target dates and resources to ensure that they are completed
and findings closed out on a timely basis.
7.2 Audit Competency
The audit procedure describes the audit process in detail explaining the auditor’s
competency requirements, the interviewing requirements, the recording of findings,
evaluating audit results and preparing recommendations.
The Training Matrix includes audit training for senior managers, managers and other
identified WNPOC staff to ensure that they are capable of conducting effective HSE
audits.

SYSTEM
DOCUMENT NUMBER:
Management Review
7. AUDITS
8. MANAGEMENT REVIEW 1. HSE Management Review

SYSTEM
DOCUMENT NUMBER:
Management Review
8.1 HSE Management Review
WNPOC management reviews HSE activities and performance once a year and the
topics include:
• Compliance to legal requirements;

• HSEMS implementation;
• Organizational and resource requirement;
• Organization competency;
• Resource suitability
• HSE Strategic Objectives;
• HSE Plan implementation;
• HSE Performance; and
• Project HSE Reviews
This review is an integral part of the WNPOC Business Review Process. The HSE
Manager initiates this process and the HSE Steering Committee carries out the review.
A HSE Management Review is also conducted at the end of each project. The Project
Manager together with the HSE Manager and his Project HSE executive conduct the
review on:
• HSE performance
• Implementation of Project HSE plan
• Lessons Learnt
The HSE Management Review procedure (WNPOC/LII/HSE/026) sets out the guidelines
for conducting this review.

SYSTEM
White Nile (5B) Petroleum Operating Company PAGE NUMBER:
Ltd. 39
DOCUMENT NUMBER:
Appendix 1- Organization Structure
WNPOC/LI/HSE/001
WNPOC Board
Legal President Corporate Affairs & CD
Security Vice President HSE
General Manager General Manager General Manager General Manager

Exploration & Development Finance & Planning HR & Procurement Production
Exploration Finance & Human Resource Production 5A

Accounts
Contracts
Production 5B
Operation Planning & Procurement
IT Logistics
Production 8
Technical
Services
Petroleum
Development
Facilities
Development
HEALTH, SAFETY & ENVIRONMENT EFFECTIVE/REVISION DATE: REVISION NUMBER:

MANAGEMENT SYSTEM 24 JULY 2005 0
Appendix 2 – HSE DOCUMENT NUMBER:
Responsibilities W N P O C / L I /HSE/001
HSE Responsibilities
President
• Assume overall responsibility for HSE matters in WNPOC;

• Set HSE objectives and strategies complete with KPIs to operationalise the WNPOC HSE
policy, both short term and long term and ensure its implementation;
• Establish a structured system to manage HSE;
• Be an Advisor to the WNPOC Emergency Management Team;
• Demonstrate leadership and commitment in HSE through participation in inspections,
sponsoring in-house HSE forums and promotions and presenting HSE papers at internal &
external conferences;
• Ensure that HSE risks in the business have been identified and appropriate controls have
been incorporated to manage these risks to ALARP (As Low As Reasonably Practicable);
• Appoint Lead investigators for incident investigations & review investigation reports
(through the HSE Committee) on serious incidents and ensure recommendations have been
implemented; and
• Review audit reports (through the HSE Committee) and ensure corrective actions have
been implemented.
Vice President
• Assumes joint overall responsibility for HSE matters in WNPOC together with the President;
• Chair WNPOC HSE Committee (in the absence of the President) that meets quarterly to
review HSE issues and performance with a view for continuous improvement;
• Be an Advisor to the WNPOC Emergency Management Team;
• Ensure that HSE risks in the business have been identified and appropriate controls have
been incorporated to manage these risks to ALARP (As Low As Reasonably Practicable);and
• Review audit reports (through the HSE Committee) and ensure corrective actions have
been implemented.
H EALTH, SAFETY & EFFECTIVE/REVISION DATE: REVISION NUMBER:

SYSTEM
General Manager, Exploration and Development
• Develop a programme to implement the WNPOC HSE objectives relevant to the division;
• Implement the HSE management system in the division;
• Be a member of the HSE Steering Committee
• Chair the HSE Committee in the division;
• Ensure that the HSE Management System has been applied to all petroleum development
and facilities development projects;
• Ensure that the HSE legal requirements have been included in development projects and
during drilling;
• Ensure that Contractors who work on the projects either have a HSEMS of their own or
implement the elements of the WNPOC HSEMS;
• Be a member of the WNPOC Emergency Management Team;
• Ensure each project has an Emergency Response Plan;
• Develop a programme to ensure competency of staff and contractors are maintained or
improved through training;
• Implement a risk identification process to determine the HSE risks in the division and
implement the controls; and
• Ensure a HSE audit programme is implemented for all projects and corrective actions
implemented.

SYSTEM
General Manager, Production
• Assume overall responsibility for HSE during the production phase;

• Ensure the implementation of the HSE management system in each asset;
• Ensure that all legal requirements are adhered to in each asset operation;
• Chair the HSE committee meetings in each asset every month;
• Be a member of the WNPOC HSE Steering Committee;
• Ensure each asset has an Emergency Response Plan;
• Ensure all incidents in assets are investigated, reviewed and corrective actions
implemented;
• Appoint teams to investigate “serious” incidents in assets;
• Ensure a HSE audit programme is implemented and corrective actions implemented in each
asset; and
• Ensure corrective action tracking programme is implemented.
General Manager, HR and Procurement
• Assume responsibility for HSE in all operational activities in the division;

• Be a member of the HSE Steering Committee;
• Provide the necessary resources to ensure that HSE training matrix is implemented;
• Ensure that the HSE competencies are included in the selection of contractors and
contracts include specific HSE requirements;
• Ensure that vendors are aware of the HSE requirements when procuring equipment, tools,
PPE etc.;
• Ensure that all Job Profiles include HSE responsibilities; and
• Demonstrate HSE leadership by participating in Management Facility Inspections.

SYSTEM
General Manager, Finance and Planning

• Be a member of the HSE Steering Committee;
• Ensure that the necessary financial facilities are available to proactively manage HSE and
also for responding to emergency situations;
• Ensure that HSE is being considered in production planning and forecasting;
• Demonstrate HSE leadership by participating in Management Facility Inspections.
Senior Manager, Operations

• Develop Strategic Objectives for operations activities in line with overall WNPOC Strategic
Objectives;
• Implement the HSE management system in operations;
• Participate at least one Site HSE committee per site once a year;
• Ensure that all legal requirements are adhered to;
• Ensure that subcontract workers are all competent to carry out work in compliance with
WNPOC HSE requirements;
• Ensure that HSE operational risks have been identified, documented and communicated to
all operational staff;
• Ensure controls have been implemented to manage HSE risks;
• Ensure a HSE audit programme is implemented and corrective actions implemented;
• Ensure corrective action tracking programme is implemented; and
improved through training.

SYSTEM
Senior Manager, Petroleum development
• Assume HSE responsibility for all sub surface activities;

• Ensure that all sub surface operating procedures have included HSE considerations;
• Ensure that staff and contractors engaged sub surface activities have all undergone the
relevant HSE training;
• Be a member of the WNPOC Emergency Response Team;
• Ensure that HSE operational risks have been identified, documented and communicated to
all operational staff;
• Conduct HSE inspections;
• Ensure a HSE audit programme is implemented and corrective actions implemented; and
• Ensure corrective action tracking programme is implemented.
Senior Manager, Exploration
• Overall responsible for HSE in exploration and drilling work;

• Implement HSEMS in exploration and drilling activities;
• Ensure that competent staff are available to carry out the job and they have all gone for
the mandatory HSE training required for their work;
• Ensure that worksite hazards have been identified and controls implemented to manage
them; and
• Develop programme and conduct audit on effectiveness of procedures, work instructions
and work practices in managing the risks.

SYSTEM
Senior Manager, Production
• Assume responsibility for HSE in all production operations activities in the asset;
• Develop Strategic Objectives for production operations activities in line with overall WNPOC
Strategic Objectives;
• Implement the HSE management system in asset ;
• Chair HSE committee at site every quarter;
• Ensure that all legal requirements are adhered to;
• Ensure that subcontract workers are all competent to carry out work in compliance with
WNPOC HSE requirements;
• Be the Head of the WNPOC Emergency Management Team for the asset;
• Ensure that HSE risks in production operations have been identified, documented and
communicated to all operational staff;
• Ensure a HSE audit programme is implemented and corrective actions implemented;
• Ensure corrective action tracking programme is implemented; and
improved through training.
Senior Manager, Technical Services
• Ensure that all contractors conducting the Geological, Geophysical and Petrophysical
operations in WNPOC areas of operation are abiding with WNPOC HSE standards.
external conferences; and
• Ensure that all Geological, Geophysical and Petrophysical operations have considered
dealing with HSE aspects in their procedures.

SYSTEM
Senior Manager, Surface Development
• Ensure that all facilities and modifications are designed taking HSE hazards into account
and hazard management controls have been included;
• Ensure during facility constructions that hazard controls have been implemented;
external conferences; and
• Ensure that all operational activities have considered HSE aspects in their procedures.
HSE Manager
• Responsible to ensure that a HSEMS has been developed and implemented by the line
• Be the custodian for the HSEMS
• Develop the HSE training matrix
• Ensure that the training matrix requirements are implemented by identifying the resources,
type of training etc. for the line
• Secretary for the HSE steering Committee
• Develop HSE programmes for the company and guide the line in its implementation
• Maintain all HSE performance records and trend the performance
• Track and update the implementation of HSE action items resulting from incident
investigations, audit findings and the remedial action plan
• Review HSE procedures and update to meet changes in business practices, legal
requirements and specific clients’ needs
• Advise management on changes in HSE legislation that affect the business

SYSTEM
Ltd. 47
DOCUMENT NUMBER:
Appendix 3 – Training Matrix
WNPOC/LI/HSE/001
HSE MS training
HSE Audit
HSE Risk
Incident investigation
Fire fighting
JSA
Rigging & Slinging

HSE awareness
HSE Inspection
management
Office safety
Legal requirements
Emergency Response
First -Aid
PTW
Welding Safety
H2S Awareness
Supervisory Safety
President C C O O C C O O
Vice President C C O O C C O O
GM Exploration & Development C O C O O O C C O O O
GM Production C O C O O O C C O O
GM Finance & Planning C O C O O O C C O O
GM HR & Procurement C O C O O O C C O O
Corporate Affairs & CD Manager C O C O O O C C O O
Security Manager C C O O O C C O O O
Legal Counsel C C O O O C C O O O
Senior Manager Exploration C C C C C O C C O O O O O
Senior Manager Operations C C C C C O C C O O O O O O
Senior Manager Petroleum Development C C C C C O C C O O O O O O
Senior Manager Technical Services C C C C C O O O O O
Senior Manager Surface Development C C C C C O C C O O O O O O
Manager Finance & Accounts C O C O O C C O O O O
Manager Planning & IT C O C O O C C C O O
Manager HR C O C O O C C C O O
Manager Contracts, Procurement & Logistics C O C O O C C C O O O
PMT Directors C C C C C O C C O O C C O O C C

Ltd. 48
DOCUMENT NUMBER:
Appendix 3 – Training Matrix
WNPOC/LI/HSE/001
HSE MS training
HSE Audit
HSE Risk
Fire fighting
First -Aid
JSA
Rigging & Slinging

HSE awareness
HSE Inspection
management
Office safety
Welding Safety
Legal requirements
Emergency Response
PTW
H2S Awareness
Supervisory safety
Section Heads – Technical Services C O O C O C C O O
Section Heads – Surface Development O C O O C O O O O
Section Heads – Non-technical C O O C O O C C O C
Executives - Technical C O C C C C O C C C C C C O O C C
Executives – Non-technical C O O C O O C C O C
HSE Manager & executives C C C C C O C C C C C C C C C C
Field Security Heads & supervisors C C C C C C C C
Office Admin C C C C C C C O C C O
Operation Supervisors C C O O C C C C O O
Operation Technicians C C C C C O O C C C C C C C C O
Warehouse personnel C C O O C C O C C C C C C C C
Legend
C Compulsory O Optional

Ltd. 49
Appendix 3 – Training Matrix DOCUMENT NUMBER:
(Contractors) WNPOC/LI/HSE/001
HSE MS training
HSE Audit
HSE Risk
Fire fighting
JSA
Rigging & Slinging

HSE awareness
HSE Inspection
management
Office safety
Welding Safety
Legal requirements
Emergency Response
First -Aid
PTW
H2S Awareness
Supervisory safety
Contract Project Manager C C C C C C C O O C C C C O
Contract Project Supervisor C C C C C C C C C C C C O
Contact Drillers C C O C C C C C O C O
Contract Mechanics C C O C C C C C O C O
Contract Riggers C C O C C C C C C C O
Contract Welders C C O C C C C C O C O C
Contract Fitters C C O C C C C C O C O C
Contract Electricians C C O C C C C C O C O
Legend
C Compulsory O Optional

Ltd. 50
DOCUMENT NUMBER:
Appendix 4 – HSE Committees
WNPOC/LI/HSE/001
WNPOC HSE COMMITTEE

President
CHAIRMAN
HSE Manager
SECRETARY
Vice President / GM E&D GM F&P GM HR&P GM Production

PMT Director
HSE Contractor HSE HSE HSE Training Operational HSE

Promotions Management Audits Issues
Notes:
• Chaired by the President Security Manager
• Secretary is the HSE Manager
• Membership - Vice President, GM E&D, GM F&P, GM HR&P, GM Production and Security Manager.
• Frequency of meeting: Once in every 3 months
Roles:
Incident
•Sets the Strategic Objectives and endorses the annual HSE programme Investigations
• Appoints senior management staff to lead HSE system audits and major incident investigations (if any)
• Reviews the progress on the implementation of the HSE programme
• Endorses the HSE training matrix and ensure its implementation
• Reviews system audit findings, endorses the recommendations and implement the recommendations
• Reviews reports of major incidents and endorses plan to prevent recurrence
• Reviews overall HSE performance
• Endorses the quarterly and annual HSE report
Ltd. 51
DOCUMENT NUMBER:
WNPOC/LI/HSE/001
Block 5A/5B/8 HSE Committee GM E & D

(Exploration & Development) CHAIRMAN
E & D Planner
SECRETARY
Operations Exploration Technical Petroleum PMT

Manager Manager Services Development Assistant
Manager Manager Director
Facilities
Development
Notes:
Manager
• Chaired by General Manager Exploration & Development
• Comprises Managers and PMT with activities in Block 5A/5B/8
• Secretary is the E & D Planner
• Frequency of Meeting: Monthly
Roles:
•Sets HSE performance targets for each Block
• Endorses the HSE programme for each Block
• Appoints leaders for audits and incident investigations
• Reviews, endorses and monitors the implementation of action plans resulting from HSE audits and incident investigations on projects
• Reviews and endorses each Block HSE report

Ltd. 52
DOCUMENT NUMBER:
WNPOC/LI/HSE/001
WNPOC’s Office HSE Committee Facilities Dev

Manager
CHAIRMAN
HSE Section Head

SECRETARY
Security Exploration Operations Technical Finance & HR &

Services Planning Admin.
Community Petroleum Facility Procurement PMT

Development Development Development & Logistics
Notes:
• Chaired by Facilities Development Manager
• Secretary – HSE Section Head
• Comprises Executives from departments
• Frequency: Quarterly
Roles:
• Reviews HSE requirements
• Organises Safety & Health walkabouts in and outside the office
• Reviews ergonomic safety requirements in the office
• Reviews cleanliness in the office, cafeteria and its premises
• Sets rules for food consumption in office, cafeteria and premises
• Organises wellness talks for staff
Site Location HSE Committee (Drilling Rig)

Ltd. 53
DOCUMENT NUMBER:
WNPOC/LI/HSE/001
Person In-Charge
CHAIRMAN
HSE Focal Point

SECRETARY
Geologist Security Contractor Contractor Camp Boss Radio

Supervisor Rig HSE Operator
Manager
Notes:
• Chaired by Person in-charge of the Drilling Rig
• Secretary – Site HSE focal point
• Comprises Geologist, Security Supervisor, Contractor Rig Manager, Contractor HSE, Camp Boss & Radio Operator
• Frequency of meeting: Weekly
Roles:
• Monitors the progress and implements corrective actions where required to meet the objectives
Site Location HSE Committee

(TH
hEaA
r LJTaHth
, SC
Aa E TpY)& E N V I R O N M E N T
Fm EFFECTIVE/REVISION DATE: REVISION NUMBER:
Ltd. 54
DOCUMENT NUMBER:
WNPOC/LI/HSE/001
Base
Superintendent
CHAIRMAN
HSE Focal Point

SECRETARY
Security Construction Maintenance Camp Boss Administrator Contractors’

Supervisor Supervisor Supervisor Representative
Notes:
• Chaired by Person in-charge of the site locations (Base Superintendent)
• Secretary – Site HSE focal point
• Comprises Security Supervisor, Construction Supervisor, Maintenance Supervisor, Camp Boss, Administrator & Contractor
Reps
• Frequency of meeting: Weekly
Roles:
• Monitors the progress and implements corrective actions where required to meet the objectives

DOCUMENT NUMBER:
Appendix 5 – Legal Register
HSE Legislation issued by:
Ministry of Energy & Mining

Sudanese Petroleum Corporation
Advisory Commission for Environment and Safety
Khartoum Sudan
No Document Title Volume

1 HSE Directory for Petroleum Industry in Sudan I
2 HSE Program II
3 HSE General Instruction III
4 HSE Engineering Standard IV
5 HSE Assessment Program V
6 Disaster Control Plan VI

SYSTEM
Ltd. 56
DOCUMENT NUMBER:
Appendix 6 – Hazard Register Template
WNPOC/LI/HSE/001
Main Activity:
Sub Activity:
Hazard Top Recovery Risk Remedial
Item Threats Barriers Consequences Category
Description Event Measures Action
Initial Final

Ltd. 57
Appendix 7 – HSE Critical activity DOCUMENT NUMBER:
Competency Template WNPOC/LI/HSE/001
Main Activity:
Sub Activity
Hazard:
Threat:
Barrier:
Item Task to ensure Input Output Competency Supervisory KPI Remarks
integrity of barrier required to Competency
perform required
task

Ltd. 58
Appendix 8 – Remedial Action Register DOCUMENT NUMBER:
Template WNPOC/LI/HSE/001
Responsible Resources Status

Item Description of Action Target Date KPI
party Required

Procedures Register W N P O C / L I /HSE/001
Document No. Procedure Description

WNPOC/LII/HSE/001 Emergency Response Management Manual
WNPOC/LII/HSE/002 Oil Spill Response Plan
WNPOC/LII/HSE/003 Management of Change
WNPOC/LII/HSE/004 Environment Management Manual
WNPOC/LII/HSE/005 General Workplace HSE Practices
WNPOC/LII/HSE/006 Safe Use of Explosives
WNPOC/LII/HSE/007 Site Hazardous Waste Management
WNPOC/LII/HSE/008 Site Domestic and Sewage Waste Management
WNPOC/LII/HSE/009 Accident & Incident Reporting and Investigation
WNPOC/LII/HSE/010 Dangerous Substance Handling
WNPOC/LII/HSE/011 Entering & Working in Vessel & Enclosed Space
WNPOC/LII/HSE/012 Electrical Safety
WNPOC/LII/HSE/013 Scaffolding
WNPOC/LII/HSE/014 Pressure Testing
WNPOC/LII/HSE/015 Chemical Cleaning
WNPOC/LII/HSE/016 Safe Operation of Machinery
WNPOC/LII/HSE/017 Gas Cutting and Welding
WNPOC/LII/HSE/018 Job Safety Analysis
WNPOC/LII/HSE/019 Permit To Work
WNPOC/LII/HSE/020 Lock Out Tag Out
WNPOC/LII/HSE/021 Hazards Register
WNPOC/LII/HSE/022 HSE Critical Activity Catalogue
WNPOC/LII/HSE/023 Corrective and Preventive Action Request
WNPOC/LII/HSE/024 Internal HSE Auditing Procedure
WNPOC/LII/HSE/025 Remedial Action Register
WNPOC/LII/HSE/026 HSE Management Review
WNPOC/LII/HSE/027 Safe Driving
WNPOC/LII/HSE/028 Safety Passport
WNPOC/LII/HSE/029 Contractor HSE Management

SYSTEM

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White Nile (5B) Petroleum Operating Company

Health, Safety & Environment

8.0 Management Review 37

Appendix 1 Organisation Structure 39

Appendix 2 HSE Roles and Responsibilities 40

Appendix 3 HSE Training Matrix 46

Appendix 4 HSE Committees 50

Appendix 5 HSE Legal Register 55

Appendix 6 Hazard Register Template 56

Appendix 7 HSE Critical Activity Competency Template 57

Appendix 8 Remedial Action Register Template 58

Appendix 9 HSE Procedures Register 59

DOCUMENT - NEW / AMENDMENT REQUEST (DNAR)

DNAR No. WNPOC/DNAR/HSE/01 DNAR Date 24.07.05

√ New Revised Cancellation

New procedure establishment

Page No Para/Clause Description

Page No Para/Clause Description

Prepared by Reviewed by Approved by

HSE Manager Senior Manager, Operations PRESIDENT

HEALTH, SAFETY & EFFECTIVE/REVISION DATE: REVISION NUMBER:

DOCUMENT CHANGE HISTORY (DCH)

Details refer to Document New /

HEALTH, SAFETY & EFFECTIVE/REVISION DATE: REVISION NUMBER:

Copy No Position Title

3 General Manager, Exploration & Development

4 General Manager, Production

5 General Manager, Finance & Planning

6 General Manager, HR & Procurement

8 Manager, Corporate Affairs & CD

9 Senior Manager, Exploration

10 Senior Manager Operation

11 Manager, Technical Services

12 Senior Manager, Petroleum Development

13 Manager, Facilities Development

17 Manager, Finance & Accounts

18 Manager, Planning and IT

19 Manager, Human Resource

20 Manager, Contracts, Procurement & Logistics

HEALTH, SAFETY & EFFECTIVE/REVISION DATE: REVISION NUMBER:

Abu Bakar Mohamed

HEALTH, SAFETY & EFFECTIVE/REVISION DATE: REVISION NUMBER:

HEALTH, SAFETY & EFFECTIVE/REVISION DATE: REVISION NUMBER:

HSE MANAGEMENT SYSTEM DOCUMENTATION STRUCTURE

Site Work Instructions, Level 3

Records – HSE Performance, Level 4

HEALTH, SAFETY & EFFECTIVE/REVISION DATE: REVISION NUMBER:

White Nile (5B) Petroleum Operating Company Ltd.

HEALTH, SAFETY & EFFECTIVE/REVISION DATE: REVISION NUMBER:

• Occupational Health & Safety Assurance System 18001 (OHSAS 18001)

HEALTH, SAFETY & EFFECTIVE/REVISION DATE: REVISION NUMBER:

Activity Work to be carried out as part of a process characterised by a set of

Audit A systematic and independent assessment of the effectiveness of an

Contractor An organisation or individual who is employed by WNPOC to provide

Non- Any deviation from the HSEMS requirements.

Performance Comparative, quantitative measures of actual events, against

HEALTH, SAFETY & EFFECTIVE/REVISION DATE: REVISION NUMBER:

MAIN ELEMENTS SUB-ELEMENTS

1. Structure & Responsibilities

8. MANAGEMENT REVIEW 1. HSE Management Review

HEALTH, SAFETY & EFFECTIVE/REVISION DATE: REVISION NUMBER:

2.POLICY & STRATEGIC OBJECTIVES

4.HSE RISK MANAGEMENT