EMP-PDR-01 Emergency Response Plan Redacted

Doc No.
EMP-PDR-01
Emergency Response Plan Rev Status 01
Issue Date 2017-01-01
Emergency Response Plan
Effective January 1, 2017
Emera New Brunswick

Redacted
UNCONTROLLED IF PRINTED Redacted Page 1 of 135

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Doc No. EMP-PDR-01
APPROVALS
Name Position Signature
Prepared by EBPC Project Team - -
Reviewed by Frank Campbell General Manager
Approved by Ed Kacer Accountable Officer
REVISION HISTORY
Rev No. Issue Date Brief Description of the Change
01 2017-01-01 New Document

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Table of Contents
Distribution List .......................................................................................................9
1.0 Introduction of the ERP ................................................................................. 11
1.1 Purpose and Scope ..................................................................................... 11
2.0 Administration of the ERP .............................................................................. 12
2.1 Leadership Accountability, Policy and Commitment ......................................... 12
3.0 Assets, Hazards and Levels of Alert................................................................. 13
3.1 EBPC’s Assets ............................................................................................ 13
3.1.1 Pipeline and Meter Station .................................................................... 13
3.1.2 Mainline Block Valves ........................................................................... 13
3.2 EBPC’s Operational Activities ....................................................................... 14
3.3 Potential Hazards, Hazards and Risks Addressed by the ERP ............................ 14
3.3.1 Hazard Identification ............................................................................ 14
3.3.2 Categories of Emergencies.................................................................... 15
4.0 Roles and Responsibilities .............................................................................. 20
4.1 Response Team Structure ........................................................................... 20
4.1.1 The Emergency Response Team ............................................................ 20
4.1.2 The Crisis Management Team (CMT) ...................................................... 21
4.2 Unified Command ....................................................................................... 21
4.3 Duties and Responsibilities .......................................................................... 22
4.3.1 Incident Commander ........................................................................... 22
4.3.2 First Responder ................................................................................... 23
4.3.3 Operations Section Chief ...................................................................... 24
4.3.4 Liaison Officer ..................................................................................... 25
4.3.5 Safety/Environmental Officer ................................................................ 25
4.3.6 Logistics Section Chief ......................................................................... 26
4.3.7 Planning Section Chief.......................................................................... 27
4.3.8 Information Officer/Communications Lead .............................................. 27
4.3.9 Crisis Management Team Lead .............................................................. 28

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5.0 Actions, Notifications and Interoperability ........................................................ 29

5.1 Emergency Communications ........................................................................ 29
5.1.1 Initial Notifications............................................................................... 30
5.1.2 Emergency Operations Centre Communications ....................................... 30
5.1.3 Internal Communication (Head Office) ................................................... 31
5.1.4 External Communications ..................................................................... 32
5.1.5 On Site Communication Systems ........................................................... 32
5.1.6 Media Communications ........................................................................ 33
5.2 Post Emergency Communications ................................................................. 38
5.3 Command and Coordination Centres ............................................................. 38
5.3.1 Incident Command Post (ICP) ............................................................... 38
5.3.2 Emergency Operations Centre (EOC) ..................................................... 39
5.3.3 Evacuation or Reception Centre ............................................................. 39
5.3.4 Twenty-Four Hour Answer Centre .......................................................... 39
5.3.5 Gas Control ........................................................................................ 40
5.4 Hazard Monitoring ...................................................................................... 40
5.5 Emergency Response Team (ERT) Operations ................................................ 40
5.5.1 ERT Activation..................................................................................... 40
5.5.2 Information Requirements .................................................................... 41
5.5.3 Staging Area and Transportation ........................................................... 41
5.5.4 Crisis Management Team Organization .................................................. 41
5.5.5 ERT Responsibilities ............................................................................. 42
5.6 Notification Matrix ...................................................................................... 42
5.7 Responder Safety ....................................................................................... 45
5.7.1 Responder Obligations ......................................................................... 45
5.7.2 On-site Emergency Areas Division ......................................................... 46
5.8 Site Safety ................................................................................................ 48
5.9 EPZ Isolation – Public Safety ....................................................................... 48
5.9.1 Roadblocks ......................................................................................... 48

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5.9.2 Evacuation and Sheltering .................................................................... 49

5.10 Government Roles ...................................................................................... 51
5.10.1 Transportation Safety Board ................................................................. 51
5.10.2 National Energy Board (NEB) ................................................................ 52
5.10.3 Emergency Measures / Management Organizations (EMO) ........................ 52
5.10.4 Provincial Natural Resource Regulators................................................... 53
5.10.5 Environmental Protection...................................................................... 53
5.10.6 Worker/Responder Health and Safety..................................................... 54
5.10.7 Transportation and Highways ................................................................ 55
5.10.8 Forestry ............................................................................................. 55
5.10.9 Agriculture and Fisheries ...................................................................... 55
5.10.10 Public Health....................................................................................... 56
5.10.11 Police - RCMP and Local Police .............................................................. 56
5.10.12 Atmospheric Environment Service ......................................................... 56
5.10.13 Canadian Armed Forces ........................................................................ 57
5.11 Hazard Specific Response Procedures ........................................................... 57
5.11.1 Immediate Actions............................................................................... 57
5.11.2 Muster Points ...................................................................................... 58
5.11.3 Facility Fire: Fire Near or Involving a Pipeline Facility ............................... 58
5.11.4 Facility Explosion: Explosion Near or Involving Pipeline Facilities ............... 58
5.11.5 Man-Down Rescue and Medical Situation ................................................ 62
5.11.6 Natural Disasters ................................................................................. 65
5.11.7 Threat of Aggressive Action/Bomb Threat ............................................... 68
Threats to the EBPC will be managed by the appropriate level of Emergency............ 68
Call 911 in all cases. ......................................................................................... 68
Figure 10- Aggressive Actions including a Bomb Threat or Hostage Situation and
Aggressive Action Responsibilities describes the response plan and personnel
responsibilities in the event of an Aggressive Action incident..................... 68
5.12 Incident Reporting...................................................................................... 70
5.12.1 Reporting of Personal Injuries ............................................................... 71

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5.12.2 Operational Upsets/Releases ................................................................. 72

5.12.3 Reporting Requirements ....................................................................... 73
5.12.4 Public Education and Information .......................................................... 73
5.13 Next of Kin Notification ............................................................................... 73
6.0 Post Incident................................................................................................ 75
6.1 Incident Deactivation .................................................................................. 75
6.2 Cleanup and Repair .................................................................................... 75
6.3 Incident Documentation/Company Records ................................................... 76
6.3.1 Company Records................................................................................ 76
7.0 ANNEXES .................................................................................................... 77
Annex A Environmental Considerations ............................................................... 77
Annex B Odorant Material Safety Data Sheets ..................................................... 78
Annex C Natural Gas MSDS ............................................................................... 90
Annex D Maps, Drawings and Alignment Sheets ................................................... 99
Annex E EBPC Emergency Organization Structure .............................................. 100
Annex F Emergency Contacts List .................................................................... 102
Annex G Emergency Equipment List ................................................................. 110
Annex H Checklist - Emergency Response Roles ................................................. 112
Annex I Records ............................................................................................ 132
Annex J Definitions ......................................................................................... 133
Annex K Forms .............................................................................................. 135

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List of Tables
Table 1: Mainline Block Valves ........................................................................... 13
Table 2: Emergency Planning Zone .................................................................... 48
Table 3: Immediate Actions............................................................................... 57
Table 4: Responsibility for Notification of Next of Kin ............................................ 73
List of Figures
Figure 1: Emergency Response – Levels of Emergencies ........................................ 17
Figure 2: Initial Action/Notification Flowchart ........................................................ 34
Figure 3: Initial Action Notification Flowchart ........................................................ 35
Figure 6: Notification Matrix for Government Departments and Agencies .................. 43
Figure 7: Facility Fire or Explosion – Response Action Flow Chart ............................ 60
Figure 8: Man Down Rescue and Medical Situation – Response Action Flow Chart ...... 63
Figure 9: Natural Disasters - Response Action Flow Chart ....................................... 66
Figure 10: Aggressive Actions- Including a Bomb Threat or Hostage Situation ............ 69

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Distribution List
Controlled access to Emergency Response Plan (ERP) documents is available on EBPC’s
intranet site. Registered hard copies are assigned to relevant positions as per the table
below.
This document is accessible for all outside agencies on the Emera New
Brunswick Website at: www.emeranewbrunswick.com
Registered
Assigned To Hard Copy
Manual #
Master General Manager ☒
01 General Manager Vehicle ☒
02 Manager, Operations & Engineering ☒
03 Director, Legal and Regulatory ☒
04 Accountable Officer ☒
05 Director, HSE&S ☒
06 Manager, Regulatory EBPC ☒
07 EHS Specialist, EBPC ☒
08 Maintenance Technician – E&I ☒
09 Maintenance Technician – Corrosion ☒
10 Maintenance Technician – Pipeline ☒
11 Logistics Public Protection (Bayside Power) ☒
12 Safety Environmental Lead (Bayside Power) ☒
13 Secretary of the Board, National Energy Board ☒
14 Spare for office ☒
Any printout of the ERP document from EBPC’s intranet site will be considered uncontrolled. Each
ERP controlled document will bear the control number on the front cover and in its footer.
The ERP shall remain on the EBPC’s Intranet site that is directly accessible to EBPC’s
personnel, without delay when emergencies arise.
Document control and distribution of the ERP is the responsibility of the General Manager.
Any errors, omissions or request for revisions should be documented through the
Management of Change (MOC) process and should be forwarded to EBPC’s General

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Manager for approval and implementation. A change log for this document will be
maintained for the life of this ERP.

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1.0 Introduction of the ERP
The ERP includes the requirements set out in the following documents:
1. CSA Z246.2-14 Emergency Preparedness and Response for Petroleum and Natural
Gas Industry Systems
2. CSA Z731-03 (Reaffirmed 2014) Emergency Preparedness and Response
3. NEB SOR/99-294 Emergency Management Program, Section 32
The ERP is directed toward all EBPC employees, third party contractors, Agencies,
Stakeholders, and Response Partners as identified in the Distribution List and will be used
to effectively respond to the emergencies as defined in this ERP.
1.1 Purpose and Scope

The ERP provides the emergency response procedures that must be followed by EBPC’s
employees and third party contractors to effectively respond to any incident/emergency,
which affects operations involving Brunswick Pipeline System. The ERP is governed by the
Emergency Management Program (EMP).
EBPC utilizes the internationally recognized Incident Command System (ICS) for
emergency planning and response.
This plan establishes roles, responsibilities and procedures to be followed by EBPC
employees and third party contractors as soon as an emergency is identified to:
 Protect the public in potential or actual danger
 Minimize damage to property and the environment
 Maintain effective communication and inter-operability between:
o EBPC employees and third party contractors
o First Responders
o Third party companies
o Government agencies
o External services and contractors
o The public
o Media representatives
o Other stakeholders
 Minimize the impact of the emergency on operations
 Preserve records and evidence for post incident investigations
 Resume normal operations as quickly as possible in a safe and efficient manner

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2.0 Administration of the ERP
2.1 Leadership Accountability, Policy and Commitment

An Accountable Officer has been appointed that has authority over EBPC’s human and
financial resources required to establish, implement and maintain the ERP, and to ensure
that EBPC meets its obligations for safety, security and protection of the environment.
EBPC is committed for an effective response to an emergency by ensuring that all ERP
activities conducted by EBPC’s employees and contractors are done in a manner that
ensures the safety and security of the public, workers, responders, the pipeline, and
protection of property and the environment.
The Accountable Officer has delegated the responsibility for the ERP to the General
Manager. The General Manager is responsible for implementation and continual
improvement of the ERP including providing feedback as necessary to the Accountable
Officer. Any issue or concern with respect to the ERP which cannot be addressed or
resolved by the General Manager will be brought to the Accountable Officer’s attention for
final resolution without compromising the requirements of the applicable codes,
standards, current related Acts and Regulations, good engineering practices and the
requirements of this Plan.
EBPC’s senior management acknowledges the importance of the Emergency Response
Plan in achieving the goals of EBPC’s objective of ‘zero incidents’, and as such, they are
dedicated to providing the leadership and resources necessary to foster a successful ERP.

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3.0 Assets, Hazards and Levels of Alert
3.1 EBPC’s Assets

3.1.1 Pipeline and Meter Station
The Brunswick Pipeline System is a high pressure (1440 psi) natural gas pipeline
comprised of 145km of 30-inch (762mm) diameter pipeline that extends from Saint John
to St. Stephen, New Brunswick. The pipeline system interconnects with the Canaport
Liquefied Natural Gas (LNG) facility at the Red Head Meter Station. The locations of the
Brunswick Pipeline System assets are as follows:
 Red Head Meter Station,
o Pig Launcher (For Inline Inspection and Cleaning)
o Odorant Injection facilities at kilometer post KP 0.0
 Class 3 pipeline in City of Saint John from 0.0 KP to 29+066 KP
 Class 1 pipeline in rural New Brunswick from 29+066 KP to 143+903 KP
 Pig receiver and launcher pair at KP 52+610 (alignment sheet 57)
 SCADA control system and telecommunications operated from Houston, TX
3.1.2 Mainline Block Valves

There are 7 mainline block valves located on the Brunswick Pipeline System.
A Supervisory Control and Data Acquisition (SCADA) system is monitored by Pipeline Gas
Control can close the valves remotely (See Figure. 5 for Procedure).
The mainline block valves located on the Brunswick Pipeline are listed in Table 1:
Table 1: Mainline Block Valves
Valve Number Civic Address and Directions To

BP-MLV-001 at
Red Head Meter (KP 0.0)
Station
BP-MLV-01-009 (KP 8 +651)
BP-MLV-01-020 (KP 20+166)
BP-MLV-01-028 (KP 27+455)
BP-MLV-01-053 (KP 62+610)
BP-MLV-01-078 (KP 77+290)
BP-MLV-01-109 (KP 109+048)
Where: MLV= Mainline Valve

Note: portions of this table have been redacted. This section contains security sensitive information
(locations of main line block valves). It is protected from publication under Clause 1(a.ii) of Order
MO-006-2016 because there is a real and substantial risk that its disclosure will impair the security
of EBPC pipeline facilities.

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3.2 EBPC’s Operational Activities

The Brunswick Pipeline receives compressed natural gas from the Canaport LNG facility at
the interconnection to its system at Red Head Custody Transfer Meter Station. The
Brunswick Pipeline delivers gas to the M&NP US Interconnect at the New Brunswick/Maine
border.
The Red Head Meter Station is a multi-functional site that meters, regulates and odorizes
(Methyl Mercaptan UN1064) the natural gas received from the Canaport LNG terminal and
contains a custody transfer meter station and one pig launcher facility.
3.3 Potential Hazards, Hazards and Risks Addressed by the ERP

EBPC has identified 5 potential emergency response scenarios that are addressed in this
ERP:
 Facility/Pipeline fire
 Facility/Pipeline explosion
 Man Down, Rescue and Medical situation
 Natural Disasters
 Threat of Aggressive Action/Bomb Threats
3.3.1 Hazard Identification

A hazard which is identified by EBPC’s employees or third party contractor can be classified
as an:
a. Alert
b. Emergency (Level One, Two or Three)
a. Alert
An Alert is an incident or hazard that is handled by EBPC employees and third party
contractors through normal operating procedures as defined in Pipeline Operations and
Maintenance Manual (POMM) and:
i. Is deemed to be very low risk to employees, members of the public or the
environment
ii. Immediate control of the incident or hazard is possible by on-site personnel and
equipment through normal operating procedures (POMM).
iii. All control and containment systems are fully functioning posing no immediate
hazard to the pipeline operations or the public.
An alert will usually require a notification to the Manager, Operations & Engineering
only.

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b. Emergency
If a situation cannot be handled by on-site EBPC employees and third party contractors
and equipment (outside the criteria of an Alert defined above), an emergency will be
declared and following actions will be taken:
 On-site personnel will assess the situation and notify the Duty Manager, and
notify the General Manager
 The General Manager or designate will appoint the Incident Commander who
will declare an emergency
 Notify Responders when appropriate
 Notify the NEB, if members of the public or the media have been contacted
 Notification to the public for the emergency shall be at the discretion of the
Incident Commander
 Place additional personnel and equipment on standby to respond if an
emergency escalates
Note: If there is any uncertainty about the need to declare an emergency, the First
Responder will consult the General Manager or the Director of Legal and Regulatory
Affairs to assess the situation before an emergency is declared.
3.3.2 Categories of Emergencies

Emergencies are categorized into three levels beyond that of alert (refer to Fig. 1):
 Level One Emergency
 Level Two Emergency
 Level Three Emergency
By categorizing and declaring an emergency, EBPC responders are able to communicate
the severity of the emergency quickly and clearly to other responders and regulatory
agencies and can take appropriate actions.
The following key issues must be considered when assessing the level of emergency:
 Is the situation likely to escalate?
 Are members of the public likely to be affected?
 What are the environmental impacts?
 Can the situation be handled entirely by EBPC personnel?
 Does the danger (or potential danger) justify alerting outside agencies (fire
department, RCMP, NEB, etc)?
 Is there a Security risk?
The ERP Incident Classification and Response Table (Fig. 1) is a guide for establishing the
Emergency Level associated with an emergency.

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Upon declaration of any level of emergency, the Emergency Response Team is activated by
the Incident Commander.
If the Level One Emergency has the potential to escalate, the Incident Commander may
activate the Crisis Management Team (CMT).

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Figure 1: Emergency Response – Levels of Emergencies
Incident Classification and Response Table

Incident
Evaluation Criteria Required Response*
Classification
 The EBPC First Responder and the
Alert A heightened or emerging risk
Manager, Operations & Engineering will
or small incident that has no
assess the situation
probability of escalation.
alert the Incident Commander to confirm
Escalation is required if any of the
the Alert Level and determine if local
following criteria emerge:
First Response Agencies need to be
notified
 Situation is continually assessed,
 Potential to affect operations monitored and documented regarding
 Potential threat to health and potential impacts or the possibility of
safety of workers escalation
 Potential to impact company  Initial creation of the Operational
property and/or the environment Planning Worksheet and determine the
 Potential for public, media or ICS positions to be activated based upon
social media attention the anticipated likelihood of escalation
 If possible, actions taken to alleviate
heightened risk
 Appropriate notifications and regular
situational awareness briefings made
with management staff and local First
Response Agencies as required
Level 1 An emergency incident which has a
low potential to escalate but does
alert the Incident Commander to confirm
not meet any Level 2 or 3 criteria,
the Alert Level and determine if local
but meets all or most of the
First Response Agencies need to be
following conditions:
notified
 Initiate the ERP
 If required, establish isolation distances
 No effects outside company
and combustible gas detection
property
equipment
 No immediate threat to workers;
 Establish a clearly designated Incident
however, personal protective
Command Post and Staging Area
equipment may be required
 The Incident Commander confirms the
 No immediate threat to the
Level of Emergency with the On-Call
public
Crisis Management Team Lead and local
 Handled entirely by company
First Response Agencies
personnel
 Incident Commander initiates ICS
 Environmental impact is minimal
Incident Briefing, Incident Status, etc.
and contained to company right-
forms and provides a briefing to the
of-way
Crisis Management Team Lead and/or
 Creates little or no media, or
the General Manager
social media interest
 Appropriate notifications and regular
situational awareness briefings made
with management staff and local First

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Response Agencies as required

 Initiate, implement and continually re-
evaluate the Operational Planning
Worksheet based on incident needs and
objectives and determine the ICS
positions to be activated based upon the
current situation and anticipated
likelihood of escalation
 Adequate equipment resources, security,
public protection, safety and
environmental measures put in place
 Additional resources, field emergency
responders or contractors may need to
be activated or placed on standby
 The Field Emergency Response Team
prepares for possible Level 2 or Level 3
Incident response requirements
The Crisis Management Team may be
placed on standby
 Situation is continually assessed,
monitored and documented regarding
potential impacts or the possibility of
escalation
 Level 1 Incident Duties are continued
Level 2 An emergency incident that does
 The Crisis Management Team and
not meet any of the Level 3 criteria,
Emergency Operations Centre are
but meets ANY of the following
activated
conditions:
 First Response Agencies and regulatory
agencies such as the NEB are notified
and given situational awareness updates
 No immediate threat outside
regularly
company property, but
 EBPC engages in Unified Command with
potential exists to extend
government agencies and local response
beyond property boundaries
agencies sending a representative to a
 Requires involvement of
regional or municipal Emergency
external emergency services,
Operations Centre (if established)
first responders, federal and/or
 The Field Emergency Response Team and
provincial/local agencies or
Crisis Management Team prepare for
mutual aid partners
possible Level 3 Incident response
 Environmental impact is
requirements
moderate and extends or could
 Preparation and coordination with Unified
extend beyond company right-
Command agencies regarding any
of-way
approved media releases and briefings
 Creates local/regional media
 The potential need to evacuate or shelter
interest
in place is evaluated and the public
within the emergency planning zone is
notified by first responders
 Roadblocks are set up to isolate the
emergency planning zone through
Unified Command with possible
assistance of provincial aid and first
responders


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 Level 1 and 2 incident responses

Level 3 An emergency that meets ANY of
continue
the following conditions:
 The company emergency response is
 Serious injury to company fully activated, including executive
personnel that results in EMS notifications and involvement
transportation or a minor injury  EBPC continues to liaise under Unified
to the public or ongoing threat Command with key government agencies
to the public and first responders and sends a
 Extensive involvement of representative to a regional or municipal
external emergency services, Emergency Operations Centre if
first responders, federal and/or established
provincial/local agencies or  Support activities required for a state of
mutual aid partners local emergency if declared by the
 Ongoing uncontrolled release of Province of NB or a community adjacent
gas to the emergency planning zone
 Significant and ongoing
environment effects
 Creates national or
international media interest
* This list dictates high-level response requirements for an incident based upon the determined
Level of Alert or Emergency. For greater detail regarding required response, refer to ICS position
specific requirement; see Section 4.3 Duties and Responsibilities.

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4.0 Roles and Responsibilities
The ERP defines the specific roles and responsibilities that the Emergency Response Team
(ERT) will have to follow to ensure that the emergency situation or incident is managed as
per defined procedures.
4.1 Response Team Structure

EBPC’s Emergency Organization Structure is attached in Annex E. EBPC utilizes the ICS
structure in responding and managing emergencies. This structure is supported by 2
teams or groups:
a) Incident Command (also known as ERT)
b) Crisis Management Team (CMT)
The ERT consists of all relevant employees and third party contractors of EBPC who will
respond to an on-site emergency situation when an Emergency situation is declared by
the Incident Commander. This team includes the following:
a) Incident Commander
b) Operations Section Chief
c) Liaison Officer
d) Safety/Environmental Officer
e) Logistics Section Chief
f) Planning Section Chief
g) Information Officer or Communications Lead
h) Third Party Contractors (Technical resources)
i) Government Agencies /Emergency Responders (for level 2 and 3 emergencies)
The individual roles and responsibilities are further discussed in subsequent sections of
this plan or as required by management of the ERP.
4.1.1 The Emergency Response Team

The ERT is led by the Incident Commander who assigns resources and oversees the
field response for all emergency responses and obtains support as necessary, from
municipal/local emergency responders, the CMT, mutual aid partners and assisting
agencies. The Incident Commander also assigns an initial level to the emergency and
when required, in conjunction with government and response agencies, downgrades the
level of emergency or declares an “All Clear” status.
The number of members on the Emergency Response Team depends on the severity and
location of the emergency. For an Alert or Level I emergencies, the Incident
Commander, Operations Section Chief and/or the Technicians will handle the
emergency as per ERP, utilizing EBPC’s Emergency Organization Structure (Annex E).

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In the event that multiple sites are impacted, separate Incident Command Posts may be
initiated. In each area, a dedicated Operations Branch Director will be assigned to the
location and coordinated through an Incident Command Post (ICP).
The ERT will engage and inform the CMT as required and necessary. Requests for support
for the Operational Planning Worksheet will be made from the ERT Incident Commander
to the Crisis Management Team Lead. The CMT will proactively support the IC in
incidents of high complexity and or long duration.
For Level II and III emergencies, the Incident Commander takes guidance from or
reports to and assists the municipal emergency response team’s Incident Commander
(Fire Chief or designate) through Unified Command. For Level II and III emergencies, the
Incident Commander will also activate and scale the ERT to the level required utilizing
the ICS organizational chart in Annex E.
4.1.2 The Crisis Management Team (CMT)

The roles and responsibilities and organization structure of the CMT are defined in EBPC’s
Crisis Management Plan (CMP). This team is responsible for Legal and Regulatory
notifications and administrative duties to support the Incident Commander.
4.2 Unified Command

In Unified Command, the responding agencies and/or jurisdictions that have responsibility
for the incident share the management of the emergency. The Incident Commanders,
representing various agencies or jurisdictions, manage and direct the emergency response
and activities from a single Incident Command Post (ICP).
A Unified Command allows agencies with different legal, geographic, and functional
authorities and responsibilities to work together effectively without affecting individual
agency authority, responsibility, or accountability.
If an incident occurs on the EBPC’s system within the jurisdiction of a town, city or
incorporated area (i.e., urban or rural), municipal first responders may be first on-scene.
In this case, the municipality/county may have an emergency response team with its own
roles and responsibilities. EBPC’s Incident Commander will activate the EBPC’s ERP and
establish an ERT which will work in coordination with the municipal ERT. A Unified
Command may be established based on a collaborative decision between the EBPC’s
Incident Commander and the municipal emergency response team’s Incident
Commander (usually Fire Chief or designate) for Level II or III emergencies.
If a situation develops during Unified Command where the EBPC’s Operations Section
Chief or Liaison Officer feels EBPC concerns and issues for the emergency are being
ignored, they will convey them to the Unified Command. If the issues are still not
addressed, the Operations Section Chief or Liaison Officer will contact the EBPC’s
Incident Commander who will coordinate with the other responding parties to ensure
EBPC issues are addressed.

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If an EBPC emergency causes damage to a third party pipeline or utility, the affected
company may invoke its own emergency response plan. Unified command may be
established to coordinate the response.
Note: As the Response unfolds, the role of Incident Commander will be determined by
the type of emergency. If an EBPC employee assumed the role of Incident Commander
early in the incident and then a multi-agency response was required, the role of Incident
Commander may be better filled by the municipal Fire Chief or Provincial EMO
representative. In this case the EBPC Incident Commander may assume a different role
within the ICS structure or within the EBPC response team.
4.3 Duties and Responsibilities

4.3.1 Incident Commander
The Incident Commander will manage all field aspects of the emergency for EBPC. The
Incident Commander will ensure that issues relating to first responder safety, public
safety, emergency planning zone, evacuation and isolation, control and containment are
addressed and the objectives of this response plan are fulfilled.
This role is the main point of contact between the ERT, Gas Control, EBPC’s senior
management, and external regulatory agencies in terms of emergency or incident
management and reporting.
In cases when an Incident Command Post (ICP) or Municipal EOC is established
(depending on level of emergency) and a Unified Command is implemented involving
outside agencies or organizations, the EBPC’s Incident Commander will work in
coordination with the Incident Commanders of other organizations or agencies to
provide management direction through a common set of objectives and strategies to
respond to the emergency. In Unified Command, the EBPC’s Incident Commander will
still maintain his authority, responsibility and accountability.
The role of Incident Commander includes:
 Assess the situation and/or obtain a briefing from the prior Incident Commander.
 Assume Incident Commander role from the first responder
 Time stamp Transfer of Command
 Notify the EBPC General Manager, the NEB, and declare an Alert or Level of
Emergency
 Initiate, designate, direct and maintain contact with the EBPC’s ERT
 Announce the location of the Staging Area of validate the effectiveness of the
placement of the ICP and Staging Area
 Ensure ICP and Staging Area are announced to arriving responders and ECBP Staff
 Mobilize or demobilize the ERT when appropriate. (The number and type of team
members depend on the incident type, severity and location.)

Doc No. EMP-PDR-01
 Establish incident objectives, strategies, and priorities and ensure all responders:
o protect themselves
o inform and protect others
o assess the situation
o carry out duties as defined in their roles and responsibilities
o ensures that response and rescue personnel are given regular rest period
 Approve and authorize the implementation of an Operational Planning Worksheet
 Ensure that adequate public protection, safety and environmental measures for
workers are in place. Safety/Environmental Officer may be activated to
handle this duty.
 Update the required agencies about the incident status; authorize the release of
information to the news media. The Public Information Officer may be
activated to handle this duty
 Schedule and hold update meetings/briefings on a regular scheduled basis with the
ERT
 Collect, review, evaluate and disseminate information about the incident and the
status of resources in the form of formal briefings or status reports form EMP-FRM-
01 RA Incident - Incident Notification Report
 Coordinate activity for all Command, Officials and General Staff.
 Approve the use of trainees, volunteers, and auxiliary personnel.
 Authorize release of information to the news media.
 Approve requests from the Logistics Section Chief, Operations Section Chief,
and the Safety/Environmental Officer for additional resources and make them
available for emergency response. Keep up-to-date Emergency Equipment List
(Annex G)
 Develop the overall response management strategy and annual objectives and plan
targets
4.3.2 First Responder

The first EBPC employee at the incident site will assume the role of the Incident
Commander and will initiate the response to the emergency. If appropriate, the first
responder may be relieved within the Incident Command System by a more competent
individual as determined by EBPC management. The initial Incident Commander would
likely then assume the role of Operations Section Chief or Liaison Officer.
EBPC’s First Responder who initially assumes the role of Incident Commander will:
 In consultation with the Duty Manager, declare an initial Level of Emergency and
establish an Incident Command Post (ICP) (Duty Manager will activate the
Emergency Response Team)
 Ensure first responder safety at the incident site

Doc No. EMP-PDR-01
 Conduct the Transfer of Command to a more experienced person (if required)

 Identify hazardous situations associated with the emergency/incident and take
necessary steps as defined for the specific emergency response
 Establish corporate security at the ICP, incident site or the emergency planning
zone (EPZ) (evacuated residences, businesses and public facilities)
 Protect members of the public with the assistance of first responders (evacuation or
sheltering) until relieved by the Safety/Environment Officer
 Manage the resources at the incident site, obtain a head count of all persons at the
incident site and document everything
 Continuously monitor the incident to identify potential impacts to EBPC operations
and the environment and provides updates, as necessary to Incident Commander
for further guidance
4.3.3 Operations Section Chief

Typically for a Level I emergency, this role will be handled by Incident Commander. For
Level II and III emergencies where an EOC is set-up and a Unified Command is
established involving outside agencies and organizations, the EBPC’s Incident
Commander may stay as one of the Unified Command Staff or assume another role
within the ICS structure or the EBPC response team.
Operations Section Chief will be responsible for public protection activities. For Level I
emergencies, the Operations Section Chief will remain responsible for EBPC’s
operational on-site emergency response activities and will keep a close liaison with the
Incident Commander. The Operations Section Chief will have resources for
monitoring the environment outside the incident site and will seek assistance in securing
the emergency planning zone, notifying any residents, businesses or transients (campers,
hikers, hunters etc.) who can be impacted due to the emergency.
 Reports Directly to Incident Commander

 Must be competent to assume role of Incident Commander in case a Transfer of
Command is required
 Leads all Operational field activities reporting to the Incident Commander
 Ensure that adequate public protection, safety and environmental measures for
workers are in place. Safety/Environmental Officer may be activated to
handle this duty
 Hold update meetings on a regular basis with the ERT
 Requests additional resources if required from IC and makes them available for
emergency response
 Develop the response strategy and in conjunction with the IC
 Manage tactical operations.

Doc No. EMP-PDR-01
 Interact with next lower level of Section (Branch, Division/Group or Sector) to

develop the operations portion of the Operational Planning Worksheet.
 Request resources needed to implement the Operation’s tactics as a part of the
Operational Planning Worksheet development (ICS 215).
 Assist in development of the operations portion of the Operational Planning
Worksheet.
 Supervise the execution of the Operational Planning Worksheet for Operations.
 Maintain close contact with subordinate positions.
 Ensure safe tactical operations
 Request additional resources to support tactical operations
 Approve release of resources from assigned status (not release from the incident).
 Make or approve expedient changes to the Operational Planning Worksheet during
the Operational Period as necessary.
 Maintain close communication with the Incident Commander.
 Maintain Activity Log see Annex K (ICS 214-Activity Log).
4.3.4 Liaison Officer

 Be a contact point for External Agency Representatives.
 Keeps the Incident Commander up to date with response progress
 Maintain a contact list of mutual aid, cooperating agencies and agency
representatives.
 Keep agencies supporting the incident aware of incident status
 Monitor incident operations to identify current or potential inter-organizational
problems.
 Participate in planning meetings, providing current resource status, including
limitations and capability of assisting agency resources.
 Maintain Unit Log.
4.3.5 Safety/Environmental Officer

The Safety/Environmental Officer will ensure responder and worker safety and will
assess environmental issues for appropriate actions. The Safety/Environmental Officer
has the authority to order discontinuation of any operation, which threatens the health
and safety of responders.
The Safety/Environmental Officer will:
 Will initiate and complete ICS Safety forms in conjunction with Command,
Operations Section Chief and the Safety Officer within the EOC
 Monitor and suspend any operation which threatens the health and safety of
responders

Doc No. EMP-PDR-01
 Liaise with the Information Officer to develop appropriate employee and/or public
EH&S messages/communications
 Ensures that the emergency response, environmental remediation, and repairs are
conducted in compliance with EBPC and Government safety and environmental
requirements
 Enforces systems and procedures necessary to ensure ongoing assessment of
hazardous environment, coordination of safety efforts, and measures to promote
emergency response safety
 Ensure accountability system for the hot-zone is maintained
 Coordinates safety management functions
 Provides information and coordinate for internal environmental impact study and
post incident EH&S compliance investigation
 Assumes responsibility in ICS reporting related to safety and environment
 Review the area map and identify the locations that need to be monitored during
the emergency
 Arrange the equipment, safety gear and communication equipment needed to
respond to the emergency
 Initiate soil and water sampling plans and preliminary impact assessments post
emergency
 Identify hazardous situations associated with the incident.
 Review the Operational Planning Worksheet for safety implications.
 Exercise emergency authority to stop and prevent unsafe acts.
 Investigate accidents that have occurred within the incident area.
 Assign assistants as needed. Ensure Rehabilitation procedures and Family and
stress support services are utilized when needed
Note: Support for plume modeling and air quality m a y b e available through REET at 1-
800-565-1633
4.3.6 Logistics Section Chief
 Report Directly to Incident Commander
 Manage all incident logistics
 Arrange for air/ground transportation for ERT to the emergency site
 Ensures that the emergency response equipment is transported to the incident site
 Provide all facilities, communications, supplies, fuelling, food and medical services
for ERT
 Oversee demobilization of Logistics Section and associated resources
 Provide logistical input to the Incident Commander in preparing the Operational
Planning Worksheet
 Identify anticipated and known incident service and support requirements
 Request additional resources as needed

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 Review and provide input to for communications Supervise request for additional
resources
4.3.7 Planning Section Chief

 Collect and manage all incident-relevant operational data
 Conduct and facilitate planning meetings
 Compile and display incident status information
 Establish specialized data collection systems as necessary (e.g., weather)
 Report significant changes in incident status
 Provides engineering services to the ERT such as preparation of material
specifications, bill of materials
 Obtains contractors for emergency response and post emergency clean-up and
coordinate their activities, as required
 Oversee preparation of demobilization plan
 Analyze and provide summary of Plume predictions for Command and Operations
 Collect and process situation information about the incident
 Supervise preparation of the Operational Planning Worksheet
 Provide input to the Incident Commander and Operations Section Chief in
preparing the Operational Planning Worksheet
 Re-assign out-of-service personnel already on-site to ICS organizational positions
as appropriate
 Establish information requirements and reporting schedules for Planning Section
units (e.g., Resources, Situation Units)
 Determine need for any specialized resources in support of the incident
 If requested, assemble and disassemble strike teams and task forces not assigned
to operations
 Establish special information collection activities as necessary, e.g., weather,
environmental, toxic, etc.
 Assemble information on alternative strategies
 Provide periodic predictions on incident potential
 Report any significant changes in incident status
 Compile and display incident status information
 Oversee preparation of Incident Demobilization Plan
 Incorporate the incident traffic plan (from Ground Support) and other supporting
plans into the Incident
4.3.8 Information Officer/Communications Lead

 Prepare and coordinate any media releases and briefings
 Maintains list of current issues, assigned tasks, and log of events in the ERC

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 Take minutes of status meetings

 Manages ERT and Resources List
 Acts as repository of ERT documents and maintains distribution & control plan
 Compiles and distributes lessons learned information from pipeline related incidents
and other industry incidents and drills
 Determine from the Incident Commander if there are any limits on information
release
 Develop material for use in media briefings
 Obtain Incident Commander’s approval of media releases
 Align key messaging with other agencies involved in Unified Command
 Inform media and conduct media briefings
 Arrange for tours and other interviews or briefings that may be required
 Obtain media information that may be useful to incident planning
 Maintain current information summaries and/or displays on the incident and provide
information of status of incident to assigned personnel.
 Maintain Unit Log.
4.3.9 Crisis Management Team Lead

Leads the effort in the head office to support the field response
 Assemble more support if required in the following areas;
o Insurance,
o Media relations,
o Legal,
o Financial
o Human Resources

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5.0 Actions, Notifications and Interoperability
An emergency is not automatically declared when information related to a potential

incident is received. However, an emergency is declared if any of the following
conditions are met:
 EBPC is made aware of the incident from a reputable source, such as a third
party company or agency
 information is received from several different sources about the same incident
 the incident is substantiated to be a threat to the public or the environment
Upon notification of an emergency event, the EBPC employee or third party contractor
shall activate the emergency response plan as outlined in Figures 2 to 6. Gas Control
may be the first to identify an emergency due to abnormal operating condition (AOC) in
the pipeline and will notify the Technician on call or the Duty Manager (Figures. 4
and 5).
The EBPC employee who responds to the emergency will assume the role of Incident
Commander until the IC responsibilities can be formally transferred to the appropriate
staff (usually the General Manager or the Manager, Operations & Engineering).
As soon as an emergency occurs, the ERP and the CMP will be activated. The ERT and
CMT will use the ICS to direct, organize and command incident management.
In the event of a fire or explosion, the Incident Commander will immediately engage
the local emergency services (such as fire department, police, etc.). The Incident
Commander will complete notifications and reporting as required by the regulations.
Agency notifications may be delegated to the Liaison Officer, and activation of
contractors may be delegated to the Logistics Section.
ERT members will have access to satellite phones with unlimited coverage, range and 24
hours availability (contact numbers provided in Annex F Emergency Contacts List).
When an ERP is activated, the following phases of communication will occur:
 Emergency Communications
 Post Emergency Communications
5.1 Emergency Communications

Emergency communications must be clear and concise. In the event of an emergency,
EBPC will ensure that all communications with the stakeholders are completed in an
organized and effective manner following the Stakeholder and Public Awareness Program
(SPA).

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5.1.1 Initial Notifications

If the First Responder is the first on site and prior to any notification, the responders
shall move to safe and secure location to ensure their personal safety. For the purpose of
ERP, initial notifications of a potential emergency may be received by the EBPC’s call
centre, 911 or Gas Control (as provided by the Incident Commander). The
immediate actions that EBPC will take following notification are set out in the flowcharts:
a. Initial Action/Notification from an outside source dialling our emergency number
involving pipeline (Call to Emergency Number 1-888-410-2220; see Figure 2)
b. Initial Action/Notification from an outside source dialling 911 involving a pipeline
emergency (Call to one of six public safety answering points in New Brunswick
(PSAP’s) through 911, see Figure 3)
c. Initial Action/Notification Flowchart abnormal conditions (Gas Control Detects a
Rapid Pressure Drop on SCADA, see Figure 4)
d. Initial Action/Notification Flowchart (Gas Control Detects a Gradual Pressure Drop
on SCADA, see Figure 5)
EBPCs Call centre operator will collect/record the following information:
 Caller’s name and return telephone number(s)
 Caller’s present and future location
 Incident Command Post location
 Staging Area location if identified
 The present status of:
o Any injuries or threat to human life
o Damage to property
o Damage to the environment
o Other critical data
o Caller’s next actions
o The present weather at Caller’s location
o What immediate assistance is required by the caller
5.1.2 Emergency Operations Centre Communications

Based upon the level of Emergency declared, EBPC will activate its EOC through the
guidance of the Crisis Management Plan. Depending upon the location, severity and
anticipated duration of the incident other agencies within the Unified Command structure
may as well activate complimentary EOCs.
The Incident Commander for EBPC will communicate with the EBPC EOC on a
scheduled basis to ensure the CMT is aware of the status of the Incident, Operational
Planning Worksheet as well as any resources or support that is required. This
communication will be directly to the EBPC Crisis Team Lead or Operations Section

Doc No. EMP-PDR-01
Chief in the EOC if this role is staffed. The communication link between the IC and CMT
will be maintained at all times.
The Liaison Officer for EBPC will ensure that they are aware of any government EOCs
that are activated and maintain a level of situational awareness with them. In an
incident of long duration there may be a request from one of the government EOC’s to
have a member of the EBPC CMT attend their EOC; this function would be completed
usually by the Liaison Officer.
Once agreed upon, (if EOC is initiated; usually outside of EBPC and led by Government
agency) and EBPC Incident Commander, must clearly communicate to all responders
that Unified Command has been initiated and that frequent communication will be
disseminated from this team through the Information Officer. Most of these key ICS
roles will now be filled by responding agencies not EBPC.
The communication flow is based on the ICS structure and is as follows:
 Incident Commander will communicate with outside agencies and other
response team(s)
 The Operations Section Chief and the Liaison Officer will report directly to the
EBPC Incident Commander and update him on the magnitude and response
activities of the ERT
 The Incident Commander will provide regular updates on emergency response
efforts directly to the Crisis Management Team Lead
 Regularly scheduled meetings should be held between ERT, EOC and IC, as
needed to review the emergency and response efforts
5.1.3 Internal Communication (Head Office)

Should an emergency occur during normal business hours, all EBPC staff will be notified
of the emergency and asked to standby in case they are required to become part of the
response.
To ensure effective response to the emergency situation, following additional steps will
be taken:
 The appointed administrative scribe shall be advised on how to direct all incoming
calls
 All office staff shall be asked to keep all business and personal calls to a minimum
to free up telephone lines for emergency management
 No contact shall be made with outside agencies, except through approved
statements prepared by the Incident Commander, Information Officer or
Crisis Management Team Lead, to ensure consistent and accurate messaging

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 Depending on the extent and length of the emergency, consideration should be

given to ensure that the non-essential staff is released but stays on-call replace
team members in 8-10 hours, ensuring proper rehabilitation.
 Except for Incident Commander, Information Officer or Crisis Management
Team Lead all EBPC staff should be advised to avoid making public
announcements or posting on social media.
5.1.4 External Communications

Extreme care and caution should be exercised to ensure that all communication is
accurate, factual, and punctual. EBPC employees and third party contractors shall follow
the communication protocols as set out in the Stakeholder communication plan (SPA) to
communicate with the public and media during an emergency.
The Incident Commander approves all external communication. Under Unified
Command this is jointly released to the public.
Note: Refer to Figure 6 for Notification Matrix
5.1.5 On Site Communication Systems

EBPC will make available all necessary communication systems and equipment required
between the ICP and the:
 Emergency Operations Centre (EOC) (Section 5.3.2)
 Evacuation and roadblock personnel (Section 5.9.1)
 Staging Area
 Reception Centre (if one is established)
This equipment may include:
 Satellite phones
 Landline and cellular phones
 Mobile Radios
 Laptops
Satellite phones will be utilized where required for onsite and offsite communications.
The ICP and EOC will be set-up with landlines. In case of an Incident Command Post
without landlines, cellular phones will be made available.

Doc No. EMP-PDR-01
Phonetic Alphabet
Communications should be clear and therefore use plain language. Three way
messaging to confirm accuracy will be utilized by all Command staff and the
CMT. Avoid using jargon or use of phonetics. The following list has been provided if
others are using the Phonetic system.
A Alpha N November
B Bravo O Oscar
C Charlie P Papa
D Delta Q Quebec
E Echo R Romeo
F Foxtrot S Sierra
G Golf T Tango
H Hotel U Uniform
I India V Victor
J Juliet W Whiskey
K Kilo X X-ray
L Lima Y Yankee
M Mike Z Zulu
5.1.6 Media Communications

EBPC must keep all affected persons and the media informed of the status of an
emergency.
All communication with the media will be undertaken by EBPC’s Information Officer in
consultation with the Incident Commander, Crisis Management Lead, NEB and
applicable government agencies.
The Information Officer must coordinate any media releases with the local responding
agencies, the NEB and applicable government agencies prior to releasing the information
to ensure consistency and accuracy of information. Communication with the media
should not be delayed and should be factual and punctual.
The EBPC employees shall not volunteer information or opinions regarding any
emergency. If approached by the public or media, EBPC employees must refer the
representative to the Incident Commander or the designated Information Officer.
EBPC employees should not speculate on the cause nor damages resulting from the
emergency and under no circumstances should the names of any victims be released
before next of kin are notified.

Doc No. EMP-PDR-01
Figure 2: Initial Action/Notification Flowchart

(Call to Emergency Number 1-888-410-2220)
Incident Involving Pipeline

Example Sources
- Public or Media
-Government Agencies
-Other Industrial Operators
-First Responders
-Brunswick Pipeline Employee and third IF URBAN: First response agency to
party contractors contact Gas Control directly if first on
Alert Gas Control
scene and able to confirm Brunswick
Pipeline incident.
Answer Centre
Document call and forward to
1-888-410-2220 No appropriate Brunswick Pipeline
representative.
Emergency/Safety Related Gas
Pipeline Conditions
Notifies appropriate first

YES Maintenance Duty Manger response agencies through 911
Technician dispatched (IC/Section Chief) and coordinates response
to investigate. informed
timing.
-This is an update if the caller
source was a first responder.
-911 to ensure that Brunswick
Alerts Brunswick
Pipeline’s Crisis Pipeline contact number is
Management Lead obtained.
- Activate ERT.
Advise Brunswick Pipeline’s - Update first responders.
Pipeline incident verified.
Crisis Management Lead - Update Gas Control. Initiate valve
If release incident has
and Gas Control. occurred, contact relevant closure.
NO YES
Resume normal operations. agencies. - Advise Brunswick Pipeline Crisis
Management Team Lead
- Declare Initial level of emergency.
Brunswick Pipeline (IC/Section - Establish dialogue between EOC and
Chief) activates the Crisis Brunswick Pipeline onsite command LEGEND
Management Team. post.
Start / End
- Information / Liaison - Notify the NEB.
- Safety Decision
- Operations
Action / Process
- Logistics
- Environment Document
- Finance/Administration Action
- Legal Communication
NOTE: Incoming call could also be on local Brunswick Operations Centre phone number. Decision
In urban centres first responders can contact Gas Control directly

Doc No. EMP-PDR-01
Figure 3: Initial Action Notification Flowchart (Call from 911 or outside agency)
Incident Involving
Pipeline Operation
Example Sources
- Public or Media
- Government Agencies
- Other Industrial Operators IF URBAN: First response agency to
Alert Gas Control contact Gas Control directly if first on
scene and able to confirm Brunswick
Pipeline incident.
911 Emergency /
NO Document call as per 911
Safety related
policies and protocols.
gas pipeline
conditions.
Notify Brunswick
Maintenance
YES Pipeline at 1-888-410- Update appropriate first response
Technician Duty Manager
2220. Notify agencies through 911 that response is
dispatched to informed
appropriate first underway and coordinates response
investigate.
responders. timing. 911 to ensure that Brunswick
Pipeline contact number is obtained.
Alerts Brunswick
Pipeline’s Crisis
Management Lead
Advise Brunswick Pipeline’s Crisis - Update first responders.

NO Pipeline incident verified. YES
Management Lead - Update Gas Control. Initiate valve
If release incident has
and Gas Control. Resume normal closure.
occurred, contact relevant
operations. - Advise Brunswick Pipeline Crisis
agencies.
Management Lead
- Declare initial level of emergency.
Brunswick Pipeline Duty - Establish dialogue between EOC and
Manager (IC/Section Chief) Brunswick Pipeline onsite command
activate the Crisis Management post.
Team. - Notify the NEB.
- Information / Liaison
- Safety LEGEND
- Operations Start / End
- Logistics
- Environment Decision
- Finance/Administration Action / Process
- Legal Document
Action
Communications
NOTE: In urban centers, first responders can contact Gas Control directly. Decision

Doc No. EMP-PDR-01
Figure 4: Initial Action/Notification Flowchart (Gas Control Detects a Rapid

Pressure Drop on SCADA)
Incident Involving
Pipeline Operations
SCADA Pressure Indicate a Rapid Loss

of Containment
Gas Control initiates immediate

closure of applicable Upstream
and Downstream Line Block
Valves by sending valve closure
commands remotely.
Notify Brunswick Pipeline

Duty Manager
Dispatch Brunswick Declare level of

Notify appropriate first response
Activate the Crisis Management Team. Pipeline Emergency emergency.
agencies through 911 and
-Information / Liaison Response Team Provide updates to Gas
coordinates response timing.
-Safety/Environment - Operations Control.
-Finance/Administration - Logistics
-Legal - Planning
LEGEND
Provide regular updates to first Start / End
responders. Decision
Action / Process
Establish dialogue between EOC,
Document
and Brunswick Pipeline onsite
command post. Action
Communication
Decision

Doc No. EMP-PDR-01
Figure 5: Initial Action/Notification Flowchart (Gas Control Detects a Gradual

Pressure Drop on SCADA)
Incident Involving
Pipeline Operations
SCADA Pressure Indicate a

Gradual Pressure Drop Over and
Above Normal Line Pack
Vibrations
Notify the Brunswick

Pipeline’s Duty Manager
and continue to monitor
SCADA pressures.
Brunswick Pipeline’s Duty Manager

initiates field verification of a Notify appropriate first response
potential incident (Maintenance agencies through 911 of potential
Technician dispatched to pipeline issue.
investigate).
Brunswick Pipeline’s IC is appointed and will:
-Update appropriate first responder agencies through

911 and coordinates response timing. Brunswick Pipeline’s Maintenance
-Update Gas Control and initiates valve closure. Pipeline incident verified if Technician informs Gas Control
YES NO
- Activate Brunswick Pipeline’s ERT. release has occurred, that the valve closure is
-Declare level of emergency. contact relevant agencies. unnecessary. Updates first
-Alerts Brunswick Pipeline’s Crisis Management Lead. responders.
-Establish dialogue between EOC and Brunswick
Pipeline onsite command post.
- Notify the TSB who willnotify the NEB.
LEGEND
Start / End
Decision
Brunswick Pipeline IC activates the Crisis Action / Process
Management Team. Document
Action
Communications
Decision

Doc No. EMP-PDR-01
5.2 Post Emergency Communications

Both the Municipal EOC, IC (outside of EBPC) and the EBPC Incident Commander need
to gather notes, ICS forms and logs from all persons who responded to the
emergency/incident so that they may be reviewed for:
 Required follow ups
 Submission to regulatory agencies
 Lessons Learned
5.3 Command and Coordination Centres

EBPC’s Incident Command Post will be near to the incident (in the Cold Zone), and the
Crisis Management Team will be at EBPC’s office located at:
Brunswick Pipeline Operations
1 Germain Street, Suite 1102
Saint John, NB. E2L 4V1
The alternate command and coordination centre will be the on-site field office at Red
Head Meter station located at:
Red Head Meter Station
Saint John, NB.
These Command Centres will be capable of supporting emergency response operations
as defined in ERP.
5.3.1 Incident Command Post (ICP)

The Incident Commander will establish and announce to responders an Incident
Command Post (ICP) at a safe location or facility appropriate to the emergency or
incident. The Command centre (ICP) will be clearly designated through the use of a
green flashing light or green flag. Where possible, the ICP will be located uphill and
upwind. The ICP will have a staging area in close proximity.
Incident Commander will direct all on-site emergency response activities and ERT from
this Command Post. The ICP will have the necessary equipment and resources for
supporting the emergency operations. Initially, the ICP may be located in a mobile
facility (such as a vehicle), but if an emergency/incident response expands, a suitable
location with more space and communication equipment will be established. The
Incident Commander will be located at ICP at all times. All ICS positions at the
Command Post will don appropriate vests based upon their role. There will be no
personnel who are not identified as Command Staff, Technical Resource Persons or
approved government representatives at the Command Post. Check-in procedures and
the EBPC Accountability System will be initiated immediately upon the designation of the
Command Post.

Doc No. EMP-PDR-01
There will only be one ICP, operating under a Unified Command for the
emergency/incident even if it is a multi-jurisdictional incident.
When activated the EBPC CMT EOC will receive communication from the ICP through the
CMT Operations role or if this position is not staffed the Crisis Team Lead.
Communication from the ICP will be a priority for the CMT EOC and will be monitored at
all times.
NOTE: The ICP can be managed under the Saint John Emergency Management
Organization EOC within the City of Saint John and in turn by the New Brunswick
Emergency Measures Organization (EMO) Regional EOC (REOC) or the Provincial EOC
(PEOC).
5.3.2 Emergency Operations Centre (EOC)

Depending on the severity of the incident (when outside organizations and agencies are
involved), an EOC will be set-up by the City of Saint John’s Emergency Management
Organization to coordinate the emergency response. This EOC will usually be led by a
government agency (usually Fire Chief and designated as a Director) and will coordinate
all the emergency response activities of the ERT and any government agency involved in
the emergency response. The centre will be equipped with all necessary communication
equipment (phones, internet, flip charts, area maps, drawings, etc.) as well as
information and available to all ERT members. The EOC should be able to accommodate
the key responders on the ERT.
5.3.3 Evacuation or Reception Centre

If five or more families (residences) within the emergency planning zone should be
evacuated, the Incident Commander in conjunction with local responders may decide
to establish an Evacuation Centre. The location of this Centre/s will be as determined by
EOC’s Director (usually lead by government agency like the fire department) and local
authorities, as the need arises. Local Red Cross can be requested to assist in establishing
and managing the Evacuation or Reception Centre. See section 5.9.2 for more details.
5.3.4 Twenty-Four Hour Answer Centre

Initially the EBPC’s 24-hour Answer Centre (1-888-410-2220) is the receiving point for
EBPC’s 24-hour emergency phone number.
If the incident is large to go into a second operational period, the Incident Commander
through a Unified Command structure will engage the Logistics Section Chief to set up
a call centre. It is the Call Centre’s responsibility to receive, document and relay
emergency information to the appropriate outside agencies and the public. This would be
set up in conjunction with local responders and communicated through the media.

Doc No. EMP-PDR-01
5.3.5 Gas Control

Gas Control is the focal point for Supervisory Control and Data Acquisition (SCADA) and
monitors the pressures and flows in the Brunswick Pipeline System. Through the SCADA
system, Gas Control is able to detect any abnormal situations in the pipeline and take
corrective or preventive actions.
If an abnormal situation is detected in the flow of the pipeline, Gas Control will establish
immediate contact with the Duty Manager (General Manager, Manager, Operations &
Engineering or the Director, HSE&S) (see Figures 4 and 5).
5.4 Hazard Monitoring

During an emergency, the hazard will be continually monitored by all ERT members for
severity so that the emergency response can be tailored to the specific needs of the
emergency and other hazards. Any changes need to be reported immediately to the
Incident Commander.
The Incident Commander in coordination with Logistics Section Chief will identify
the quantity and type of hazard response equipment and devices appropriate for
addressing site specific emergency situations. The equipment and devices will be
identified considering the following:
a) Hazard type
b) Access and egress points
c) Population density (distance to urban centres and/or rural subdivision)
d) Local weather conditions
e) Topographical features
f) Traffic patterns
g) Additional hazards (wildfire, flooding, and other natural occurrences)
h) Potential for incident escalation
5.5 Emergency Response Team (ERT) Operations

The primary role of the ERT is to provide support to the first responders, analyze and
determine a mitigation strategy to address the hazard or emergency and work with local,
provincial and federal agencies, investigate the incident and keep the CMT informed.
By following ICS structure for emergency response, EBPC’s Incident Commander can
stand down members of response teams when the emergency is under control, or
expand the response teams if the emergency escalates.
5.5.1 ERT Activation

The Duty Manager will authorize the activation of the ERT based on the assessment of
the reported emergency level (see figure 1). Upon activation of the ERT, an Incident

Doc No. EMP-PDR-01
Commander will be appointed and will coordinate the ERT response. ERT members may
fulfill different functions within the ICS structure and accept direction as appropriate
from the Incident Commander or the Command Staff.
Prior to the arrival of the ERT, the Incident Commander, or designated representative,
with the help of Operations Branch Director or Liaison Officer will be responsible for
all emergency response activities necessary to set initial isolation distancing and stabilize
the incident site. These activities include coordinating with local emergency response
groups, responding to the media, ensuring site security, preserving the evidence and
coordinating the actions o f field personnel to isolate facilities.
Upon arrival of the ERT, the Incident Commander will continue to be in charge of all
on-site activities related to the incident response. This includes implementing the
emergency procedures to safely isolate the facilities, repairing the facilities, and restoring
service.
All ERT members will report to the Incident Commander or the Command and General
Staff for the group they have been assigned.
5.5.2 Information Requirements

When the ERP is activated, the ERT will be updated on the status of the
emergency/incident so that they can respond effectively. The timing of these updates
will be determined by the IC and organized by the Planning Chief.
5.5.3 Staging Area and Transportation

The Logistics Section Chief will designate the assembly Staging Area of the ERT and
arrange for transportation of ERT in coordination with Incident Commander from local
authority or Saint John, to the emergency/incident site.
5.5.4 Crisis Management Team Organization

The ERT will be supported by the CMT and will be composed of various disciplines to
ensure that the appropriate level of expertise is available and utilized to respond to the
emergency. The CMT may include the following:
 Legal
 Insurance Services
 Corporate Communications
 Security Services
 Engineering and Construction
 Human Resources
 Transmission Services
 Finance
Note: In the CMT, one person may fill multiple roles in the CMP.

Doc No. EMP-PDR-01
5.5.5 ERT Responsibilities

The ERT focuses on activities to ensure protection of EBPC employees, third party
contractors, and residents in the EPZ, EBPC assets, and environment. The
responsibilities of the ERT will include the following activities:
1. Respond to the emergency and take appropriate emergency response measures as
defined in ERP
2. Coordinate with Local, Provincial and Federal agencies for emergency response
3. Provide site security and access control
4. Coordinate evacuation of affected employees, third party contractors and
surrounding residents
5. Coordinate the incident investigation
6. Respond to media queries as per the Communication Plan (which will include
referring to the Public Information Officer/Communications Lead for further
details)
5.6 Notification Matrix

The Incident Commander or CMT may communicate with the appropriate EMO which
can assist in contacting the relevant government resources for emergency response. The
Incident Commander should determine which agencies or government departments
need to be contacted, before contacting the EMO office-see Figure 6: Notification Matrix
for Government Departments and Agencies

Doc No. EMP-PDR-01
Figure 6: Notification Matrix for Government Departments and Agencies
First Responders Lead Agencies Supporting Agencies
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Unplanned Gas Release A      B C D E F G H J L
Reportable unrefined product spill A      B C D E F G I J K L
Reportable refined product spill A      B C D E F G I J K L
Serious Injury or Death (including vehicle accidents)       B C D E F G L
Fire / Explosion       B C D E F G L
Third Party Disturbance  C L
Criminal Act or Threat of Violence   L
Pressure Vessel or Piping Incident A   B C E F L
Electrical Incident  A   B C L
Motor Vehicle Accident (no injuries)  D L
Security Incident  L
Damage Affecting Safe Operations of Facilities     B C F L
Interruption in operation of a pipeline or pipeline
 
removed from service L
 
Pipeline or facility operated beyond its design limits L
Obstruction of a roadway, railway or seaway A      B D E F L
Structural integrity reduced or threatened to be reduced
below design limit     L
Precautionary shutdown due to hazardous conditions

  L
Activation of the Emergency Response Plan   L

Doc No. EMP-PDR-01
Figure 6 Legend
√ – Compulsory Contact.
 If in doubt as to whether a spill is reportable or not – report it to EBPC’s Manager,
Operations & Engineering or designate.
 For a fatality, request that the RCMP follow standard procedure.
 Effective 1 January, 2015, NEB-regulated companies are directed to follow the NEB Event
Reporting Guidelines and report the events listed above to Online Event Reporting System
(OERS) located at the following web address: https://apps.neb-one.gc.ca/ers. In the event
that OERS is unavailable, companies are directed to report events to the Transportation
Safety Board Reporting Hotline at 819-997-7887 (collect calls accepted).
 The New Brunswick Emergency Measures Organization (NBEMO) is designed to
automatically contact the appropriate government agencies. Nonetheless, it is prudent,
when contacting NBEMO, to identify the agencies that should be advised. The Regional
EMO Coordinator may provide assistance in contacting some of the local authorities and
may implement emergency services as required.
NOTE: Refer to the ERP Telephone Directory in Annex F for telephone numbers for the
above noted agencies.
A. Contact the local fire department, if there is potential for secondary fires resulting from the
ignition of spilled liquids or escaping gas. Local fire departments will not fight primary
natural gas fires. Local fire department should be notified of all incidents including primary
fires, gas leaks, obstruction of a roadway and industrial accidents.
B. Request the New Brunswick Emergency Measures Organization (NBEMO) officer to
contact the Department of Environment and Local Government for all spills or releases
that have harmed or could potentially harm the environment.
C. Contact WorkSafeNB, if the incident results in serious injury or death of a provincially
regulated (not EBPC) worker or responder. (refer to Section 43 of OHS act for types of
injuries when WorkSafeNB needs to be notified)
NOTE: Make a courtesy contact, if the incident results in serious injury or death of
federally regulated (EBPC) employees.
D. Request the New Brunswick Emergency Measures Organization (NBEMO) officer to
contact the Department of Transportation for incidents affecting highways and major
roadways.
E. Request the New Brunswick Emergency Measures Organization (NBEMO) officer to
contact the Department of Natural Resources and Energy, if the incident affects forests,
parks or wildlife.
F. Request the New Brunswick Emergency Measures Organization (NBEMO) officer to
contact the Department of Agriculture and Aquaculture, if the incident affects agricultural
land or the fishing industry.

Doc No. EMP-PDR-01
G. Request the fire, police, ambulance or New Brunswick Emergency Measures Organization
(NBEMO) officer to contact the New Brunswick Health and Wellness, if the incident
affects the health of the public.
H. To isolate airspace above a release, contact nearest NAV Canada flight service station and
request a NOTAM (Notice to Airmen).
I. Contact Environment Canada for incidents involving PCBs or any spills on aboriginal
lands, in national parks, into river or lake systems with fish or onto railway right-of-ways.
J. Contact Department of Fisheries and Oceans, Canada (DFO), if any hydrocarbons have
entered a waterway frequented by fish or occupied by waterfowl.
NOTE: The Canadian Coast Guard is part of DFO and must be notified, if an incident is
impeding shipping or navigable waters and also must be notified of any release to the
environment through their spill line (1-800-565-1633).
K. Contact CANUTEC, (Canadian Transport Emergency Centre operated by the
Transportation of Dangerous Goods (TDG) Directorate of Transport Canada), if
information about handling procedures is required for any material releases. This is not
mandatory.
L. Activate mutual aid partner agreements as required.
5.7 Responder Safety

5.7.1 Responder Obligations
EBPC first responders must follow safe-work procedures to ensure their own safety as
well as safety of anyone impacted by the emergency and should stay out of the hazard
area, until all hazards are identified and their severity is assessed. Before EBPC
employees or third party contractors respond to an emergency, they must have
appropriate clothing, training and the necessary equipment to respond to emergency.
If possible, two EBPC employees or third party contractors should respond initially to
the potential incident site for emergency response.
The nature of a hazard(s) influences the response that i s implemented by t h e
Incident Commander or the Operations Section Chief. The following characteristics
about the hazard must be considered before responding:
 The potential for the situation to escalate
 The location of the emergency, the time of day and the weather conditions
 Actual and perceived impact to responders, the public or the environment
 The number of responders and their training
 The availability of response equipment
 The availability of external support, e.g., ambulances, police, fire fighters and
mutual aid

Doc No. EMP-PDR-01
When responders approach a site that could have explosive vapors, they must approach
the site from an upwind or crosswind direction and inspect the site from a distance, to
access the potential of fire or explosion.
When on the site, responders must address the following precautions:
 Identify a safe escape route
 Continue to assess the hazards, e.g., vapors, fire hazards, electrical hazards
 Protect themselves and others (responders and public) before initiating on-site
operations
 Avoid extinguishing an ignited release, if the leak or supply cannot be stopped
 Attempt to control only small fires. First Responders should not attempt to battle
a fire without adequate firefighting equipment, training and backup personnel.
This includes civilian fire departments
 EBPC responders inform external first responders (fire, police, and ambulance)
about the hazards as appropriate.
 EBPC responders will advise against external first responders entering the hazard
area unless they are properly trained, equipped and informed of the hazards
5.7.2 On-site Emergency Areas Division

The Incident Commander or the Operations Section Chief in conjunction with the
Safety/Environmental Officer and applicable first responders may divide the site
into three areas to clearly identify high- risk areas and to reduce the hazards to the
responders. The three areas are defined as the cold zone (safe area), the hot zone
(hazard area) and the warm zone (decontamination area). These three on-site
work areas must not be confused with the EPZ. If the public is in actual or
potential danger, then the EPZ must be evacuated and isolated. On-site work areas are
pertinent to responders only.
1. Cold Zone (Safe Area)
Operations Branch Director or Liaison Officer and applicable first responders
jointly verify a safe area. The ICP is located in the safe area. The cold zone is
continually monitored and evaluated to confirm its safety.
2. Hot Zone (Hazard Area)
The hot zone or exclusion zone is the hazardous area. Extreme caution and
planning are undertaken when entering this area. Only EBPC employees and third
party contractors with appropriate training, clothing, equipment and an
understanding of the specific response and control procedures are allowed into the
hot zone.
An area is considered hot, if any of the following conditions exist:

Doc No. EMP-PDR-01
o Combustible gas readings of 20% of Lower Explosive Limit (LEL) or greater

(i.e., 4% to 15% methane to air mixture)
o Oxygen content less than 19.5% or greater than 22%
o Presence of organic and inorganic vapors/gases and liquids (Consult MSDS
toxicity data)
The Operations Section Chief in conjunction with the Safety/Environmental
Officer and applicable first responders must consider the following on-site
conditions when determining the size of the hazard area:
o the location of access routes, power lines, pipelines, fire and explosion
hazards
o areas where vapors are likely to accumulate, e.g. downwind, confined
spaces
o site instability, e.g., steep slopes, overhanging banks, unstable soil, thin ice
o weather conditions
o the toxicity and evacuation data for the product involved (Refer to Material
Safety Data Sheet (MSDS) - Annex B & C)
3. Warm Zone (Decontamination Area)
The warm zone is usually set up in response to a hazardous material spill and
when decontamination of personnel and equipment is required. For EBPC, a
warm zone would be setup for an incident involving Methyl Mercaptan release as
Mercaptan is a hazardous material. The decontamination area buffers the
designated hot and cold zones. Warm zones should be set up in areas that are not
affected by the hazard.
EBPC employees and third party contractors responding to hazardous substance
incidents may become contaminated in several ways:
o Contacting vapors, gases, mists or particulate in the air
o Being splashed by materials while sampling or opening containers
o Walking through puddles or on contaminated soil
o Using contaminated instruments or equipment
Contaminated EBPC employees and third party contractors and equipment must
be decontaminated in the warm zone before continuing on into the cold zone.
Decontamination is the complete removal or neutralization of the harmful
contaminating substances. Some equipment will not withstand a proper
decontamination process and therefore must be destroyed. The
Safety/Environmental Officer will give the Operations Section Chief a
recommendation about whether PPE, instruments and equipment should be
decontaminated or destroyed. All hazardous waste must be disposed of according
to applicable waste management regulations.

Doc No. EMP-PDR-01
5.8 Site Safety

During an emergency response, the first responders and the ERT will ensure their own
safety before securing the emergency site. The safety of the emergency site should
address the following issues:
a) Perimeters and site controls which may include fencing the site to prevent people
getting close to emergency site or deputing security guards to restrict access,
restricted access to emergency site allowing authorized personnel only
b) Methods for keeping track location and roles of responders (accountability)
c) Hazard identification and monitoring
d) Monitoring of individuals and the environment
e) Emergency medical care
f) Site evacuation and rescue plans
g) Communications and warning protocols
h) Plans for partial or full decontamination
i) Rest period and rehabilitation service for responders
5.9 EPZ Isolation – Public Safety

A specific EPZ has been assigned for the Brunswick Pipeline System. The EPZ must
not be confused with on-site work areas (cold, hot and warm zones). The cold, hot and
warm zones affect responder safety. The EPZ is where public protection activities will
be undertaken to ensure public safety.
The following EPZ has been defined for actual or potential release of natural gas based on
plume dispersion modeling that was conducted by EBPC. Any operational changes that
affect he EPZ will require an update of the Plume Dispersion Model.
Table 2: Emergency Planning Zone
Diameter (mm) EPZ (m)
800
EBPC 762 (30”)
(400 m on each side of the pipeline)
During an emergency, the Incident Commander and applicable first responders may
increase the size of the EPZ based on the available information.
5.9.1 Roadblocks
Roadblocks, if deemed necessary, will be established to prevent unauthorized entry to
the EPZ. These roadblocks are normally established and manned by local police or RCMP
personnel.
If an emergency can pose a hazard or threat to general public, the access to the
emergency site will be isolated and controlled. For this purpose, the Incident

Doc No. EMP-PDR-01
Commander will provide the police, transportation, local and government authorities
with the following information for roadblocks:
 The nature, location and extent of the emergency
 Suggestions for the location of the roadblocks
 Wind speed and direction
 An estimate of the number of dwellings within the EPZ
Roadblocks will be placed in locations that are clearly visible to oncoming traffic. The
roadblock locations must be positioned to enable traffic to turn around easily.
Intersections are usually good locations for roadblocks.
5.9.2 Evacuation and Sheltering

Evacuation and sheltering are procedures for protecting the public. The decision to
evacuate or provide shelter depends upon the circumstances of the emergency. The
primary goal is to evacuate the public from the EPZ, if safe to do so, and if deemed to
be the best option to protect the public.
During evacuation or sheltering operations, priority must be given to members of the
public at greatest risk.
When assessing the risk and assigning priorities, consider the following issues:
 Is public safer if they remain in their homes and businesses?
 What public is closest to the emergency?
 What public is downwind of the emergency?
 What public is isolated by a dead-end road?
 What public needs assistance?
 Are there nearby urban centres or public facilities?
Evacuation
If an incident involving EBPC operations results in a Level II or III Emergency, and if safe
to do so, EBPC will coordinate with and recommend to RCMP, EMO, local Police and fire
departments to initiate evacuation of all or a portion of the public from the EPZ.
Residents, businesses, public facilities and transients in the EPZ will be notified by local
police or RCMP and fire department. The notification will take into account that school
children and parents must be informed about each other’s whereabouts at the earliest
possible time. New Brunswick’s EMO will also ensure that other appropriate government
agencies (local, provincial, federal) are informed about the evacuation of the public.
Ensuring initial notification and action to protect the public will be the responsibility of
the Incident Commander in conjunction with the Safety/Environmental Officer.
EBPC will rely heavily on local responders (fire, police, and ambulance), government
agencies and/or mutual aid partners to take the lead. This expectation of first responders

Doc No. EMP-PDR-01
is clearly communicated as part of the EBPC’s ongoing First Responder Public Continuing
Education Plan as part of the EBPC’s ERP.
Evacuation orders should consider the possibility of transients (campers, hikers,
construction crews, roadwork crews, public gatherings) who may be in the EPZ. If EBPC,
government agencies, or first responders determine that members of the public outside
the EPZ are at risk, the EPZ will be adjusted to meet the potential danger. Residents in
the expanded EPZ will then be evacuated or sheltered as well.
Sheltering
Shelter in place involves having the public stay in their homes or other buildings under
controlled conditions during an emergency. It is an effective means of protecting the
public when:
a) There is not enough time to safely evacuate persons at risk
b) The emergency lasts a short time (up to 1 hour)
c) An evacuation would increase the risk to the public
d) The hazardous substance is known to be of low volatility and low flammability and
does not pose a risk of explosion
The decision to use shelter in normally determined by local EMO or the Unified Command
team and i is reviewed every 15 minutes where a large release is involved. Ideally this
review is based on monitoring of the level of toxic substances in the area where the
shelter in place is occurring. Shelter in place lasting more than 1 hour is used under
extremely controlled conditions which include ongoing real time monitoring of
contaminant.
Sheltering is a recognized public protection method. Residents and business people
within the EPZ should remain sheltered during the following circumstances:
 It is safest for people to avoid exposure to combustible gases by staying indoors
 The buildings are considered to be within or near to potentially explosive gas
plumes
 Escape routes traverse the incident site
 The duration, actual or potential, of a release is short; i.e., a flash fire, and/or
the heat intensity is localized
 The nature of the emergency is such that sheltering is deemed by first
responders and EBPC as safer than evacuation
 The building itself offers significant thermal protection, if constructed with
predominantly non-combustible materials

Doc No. EMP-PDR-01
During sheltering, the residents should be advised to:

 Keep windows and doors closed
 Shut off all air intake fans and fans which exhaust outdoors, e.g., clothes dryers,
stove vents, vacu-flo systems, and bathroom fans
 Extinguish fires in fireplaces
 Wait in the interior of the house for further instructions
 Tape openings around loose fitting doors or windows
 Have a flash light and other emergency supplies
 Have a battery powered radio on hand to receive emergency instructions
Regular updates will be provided by the Information Officer or the CMT to persons
sheltered as per the Communication Plan.
5.10 Government Roles

Many government departments, boards and agencies provide special services when
incidents pose a potential or definite hazard to the public, wildlife or environment.
Some of these agencies work from their own offices or some work from the Incident
Command Post during an emergency.
Government agencies will contribute valuable support to EBPC during an emergency by
providing advice, resources and local information. In order to avoid conflicts over
jurisdiction and response priorities, EBPC representatives need to work with these
government agencies. If appropriate a Unified Command structure will be established. A
unified response between EBPC and external agencies will help ensure the protection of
the public, property and the environment. The extent of government support depends on
the jurisdiction and the severity of the emergency. Telephone numbers for the respective
agencies are included in the EMP in Annex F – Emergency Contacts List.
The following descriptions of Canadian Federal Government and New Brunswick
Provincial Government roles are provided so that EBPC responders have an
understanding of each agency’s responsibility, degree of involvement, requirements
and interaction with other agencies. The titles, jurisdictions, mandates and roles of
agencies are subject to change without notice.
5.10.1 Transportation Safety Board

 One-window reporting of pipeline incidents/emergencies
 Authority to investigate all transportation occurrences in Canada, under federal
jurisdiction, including aviation, rail, navigable waters and pipeline occurrences
 Maintains a team of investigators on 24-hour standby
 If a death has occurred, in conjunction with the local coroner and local police; the
TSB has the authority, to investigate an accident and it may freeze a site until
such time as to allow the TSB to complete its investigation

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 The TSB has the authority to investigate any incident or accident and it may
freeze a site until such time as to allow the TSB to complete its investigation.
5.10.2 National Energy Board (NEB)

The NEB is the agency responsible for regulating the design, construction, operation,
maintenance and abandonment of the Brunswick Pipeline System and other oil and gas
pipelines under Canadian federal jurisdiction and is:
The NEB also administers the Canada Labor Code (Part II) in respect of the occupational
health and safety of EBPC employees.
As the lead regulatory agency, the NEB:
 Monitors, observes and assesses the overall effectiveness of the company’s
emergency response in terms of:
o Emergency Management
o Safety
o Security
o Environment
o Integrity of operations and facilities
 Investigates the event, with the Canada Labor Code as per the National Energy
Board Act
 Inspects the pipeline
 Examines the integrity of the pipeline or facility
 Requires appropriate repair methods are being used
 Requires appropriate environmental remediation of contaminated areas is
conducted
 Coordinates stakeholder and Aboriginal community feedback regarding
environmental cleanup and remediation.
 Confirms EBPC is following its ERP commitments, plans, procedures, and NEB
regulations and identifies non-compliances
 Initiates enforcement actions as required
 Approves the restart of the pipeline
5.10.3 Emergency Measures / Management Organizations (EMO)

A state of local emergency is a temporary legal state, in which extraordinary action may
be taken to manage an emergency and mitigate its effects. Under provincial emergency
legislation, a municipality such as Saint John can declare a “state of local emergency” so
that certain situations can be directed locally.
 Can set prices for the supply of food, building materials and other commodities
 Gives guidance for public access
 Approves the evacuation of the public to/from designated areas

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A state of local emergency also provides the municipality with legal liability protection for
the responders and volunteers. The specifics and duration of the special power vary with
each Provincial or Territorial Act.
a) New Brunswick Emergency Measures Organization
o Is an emergency management and coordinating agency of government that
prepares and provides support to mitigate the effects of disaster for New
Brunswick people, both private and public sector
o Is the window to provincial government resources
b) Saint John Emergency Management Organization
o Is an emergency management and coordinating agency of local government
that prepares and provides support to mitigate the effects of disasters in
the City of Saint John, both private and public sector
5.10.4 Provincial Natural Resource Regulators

a) New Brunswick Department of Natural Resources and Energy
o Manages the natural resources in the best interest of New Brunswick people
5.10.5 Environmental Protection

a) Environment Canada:
o Provides a supporting role; however, Environment Canada may require
specific actions under the Fisheries Act and The Canadian Environmental
Protection Act including dispatching emergency response personnel as well
as Enforcement Officers
o Works together with provincial environmental protection agencies
o Assigns inspectors where appropriate
o Assists with plume monitoring
o Provides advice on environmental implications of operational decisions, if
necessary
o Assists in locating pollution control equipment, if necessary
o Advises about cleanup technology
o Includes the Meteorological Services of Canada
b) Canadian Wildlife Service:
The Canadian Wildlife Service (CWS), part of Environment Canada, handles
wildlife matters that are the responsibility of the federal government. These
include protection and management of migratory birds, nationally significant
habitat and endangered species, as well as work on other wildlife issues of
national and international importance. In addition, CWS does research in many
fields of wildlife biology.

Doc No. EMP-PDR-01
c) Department of Fisheries and Oceans Canada (DFO):

o Conserves fish and fish habitat
o Any amount of hydrocarbons entering a waterway frequented by fish or
occupied by waterfowl is deemed to be in contravention of the Federal
Fisheries Act and must be reported to the DFO
o Works together with provincial environmental protection agencies and may
be initially notified by Environment Canada
o Not a first response agency, but may serve that function, if required
o May send personnel to the site, if there has been or could potentially be an
impact to fish or fish habitat
o Works closely with Environment Canada, the Canadian Coast Guard and
other provincial environmental agencies
d) Canadian Coast Guard:
o Part of the DFO
o Primarily involved when an incident is an important impediment to shipping,
including all navigable waters (defined loosely as a watercourse on which
heavy laden canoes can travel)
o Works closely with (as part of) the DFO and other provincial environmental
agencies
e) New Brunswick Department of Environment and Local Government:
o Manages different plans that aim to conserve the environment for future
generations
o Provides New Brunswick an Index of the Quality of the Air (IQUA)
5.10.6 Worker/Responder Health and Safety

a) Employment and Social Development Canada (Labour Code)
The NEB and Employment and Social Development Canada have entered into an
agreement whereby Board staff administer Part II of the Canada Labour Code for
pipelines under the Board’s jurisdiction. This permits the designation of certain
Board staff as Safety Officers for the occupational health and safety of pipeline
company field staff.
o Enforces the Canada Labour Code - Part II, Canadian Occupational Safety
o Health regulations for all federally regulated personnel such as Brunswick
Pipeline employee partners
o Dispatches representatives to monitor compliance of regulations and
provide support and advice regarding safety of personnel who are working
under NEB and Canada Labour Code Jurisdiction

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o May investigate occupational health and safety incidents involving EBPC

field personnel
NOTE: The health and safety of contract personnel or other personnel who are not
employees of EBPC or its partners responding to the incident are under the jurisdiction of
the applicable province or territory.
b) WorkSafeNB
o Is dedicated to the promotion of a safe and healthy work environment and
the provisions of services to workplaces, employees and the injured workers
of New Brunswick.
5.10.7 Transportation and Highways

a) New Brunswick Department of Transportation and Infrastructure
o Provides authorization and assistance for establishing emergency
roadblocks with company officials, local authorities and the RCMP
o Provides assistance with the closure of provincial highways and the
establishment of suitable detour routes
o Provides advice and assistance with procurement of roadblock equipment
b) Canadian Transport Emergency Centre (CANUTEC)
o Assists emergency response personnel with handling dangerous good
emergencies, providing 24-hour response centre link to a database of
registered shippers
c) Nav Canada - Flight Service Stations
o As requested, issues a NOTAM to close the air space in a defined area.
NOTE: Technically, the jurisdiction for issuance of a NOTAM depends on the location of
the incident. To close the airspace at or around an airport, the airport operator will
issue the NOTAM. To close air space beyond the airport, the flight service station will
issue the NOTAM.
5.10.8 Forestry
a) New Brunswick
o Refer to New Brunswick Department of Natural Resources and Energy in
the Provincial Natural Resources Regulations Section of Government Roles
5.10.9 Agriculture and Fisheries

a) New Brunswick Department of Agriculture, Aquaculture and Fisheries

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o Ensures prosperous and sustainable agriculture, commercial fishing,

aquaculture, food production and sport fishing industries for New
Brunswick’s rural and coastal communities
5.10.10 Public Health

a) New Brunswick Health:
o Provides advice on health and safety levels for the more vulnerable
residents, including those in health care or special care facilities
o Establishes health and safety levels for the escaping of contaminants
o Ensures appropriate data is collected to monitor and investigate the
health effects of the incident
o Advises on appropriate remedial measures
o Recommends further investigation or research after the event, if warranted
o Consults with applicable Environmental Protection Agency to provide advice
on existing and potential health effects of the incident
5.10.11 Police - RCMP and Local Police

o Will inform the ICP or CMT regarding emerging human intentional threat
o Will form part of the investigatory team
o May be Lead Agency in the incident or investigation
o In conjunction with transportation officials, assists in closure of provincial
highways
o Maintains law and order
o Provides security, traffic and crowd control as required
o Assists with evacuation as required
o Provides a representative to the Incident Command Post as required
o Notifies the medical examiner's office, if there is a fatality
o In remote areas, the RCMP may conduct the coroner investigation as
requested by the medical examiner
5.10.12 Atmospheric Environment Service

a) Environment and Climate Change Canada - Environmental Service Centre
There are seventeen environmental service centres across Canada that provides
the following services:
o Current and forecasted meteorological information
o Public weather forecasts (recordings)
o Weather advisories
o Weather warnings

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5.10.13 Canadian Armed Forces

o The Canadian Armed Forces conduct all airborne search and rescue
operations through three Rescue Coordination Centres at Victoria, British
Columbia; Trenton, Ontario and Halifax, Nova Scotia
o The Rescue Coordination Centres control all rescue units through an
extensive civil and military communications network
o Search and rescue units are equipped to conduct searches and provide
rescue service including parachute rescue personnel who can render first
aid and provide emergency supplies
o When an aircraft is reported missing, the appropriate Rescue Coordination
Centre will issue a notice for pilots in the district to maintain a lookout
o For a state of emergency such as due to large fires, storms and floods,
Canadian Armed Forces maybe called
NOTE: When information is received that an aircraft is overdue, immediately alert any
air traffic control unit, flight service station or the nearest Rescue Coordination Centre,
giving all known details. This call should not be delayed.
5.11 Hazard Specific Response Procedures

5.11.1 Immediate Actions
EBPC has identified 5 potential hazards that can disrupt or impact the normal operations
and considered a possible emergency (Equipment failure that disrupts flow would not be
deemed an emergency) for EBPC’s Brunswick Pipeline System. These hazards are
summarized in Table 3.
Table 3: Immediate Actions
Section Emergency Response Scenarios
5.11.3 Facility/Pipeline Fire
5.11.4 Facility/Pipeline Explosion
5.11.5 Man Down, Rescue and Medical Situation
5.11.6 Natural Disasters
5.11.7 Threat of Aggressive Actions/Bomb Threat
This section provides a brief description of response specific procedures to ensure all
responders have an understanding of the immediate actions required.
Response steps outlined in this section are guidelines and may not meet the specific
needs for all response situations.

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Depending on the scope of emergency, more than one response specific procedure may
need to be utilized.
Note: In some cases, it may be necessary to shut-in the pipeline this would be the
decision of the Incident Commander in consultation with the General Manager and Gas
Control.
5.11.2 Muster Points

In case of an emergency, all EBPC employees and third party contractors will assemble
in the Muster areas as identified on the site plans or the JSAs for specific work (Cold
Zone or Warm Zone). For Red Head Meter Station, the muster point is at the Canaport
Road. The Muster Point for the EBPC office is across the road on Germain Street in front
of the City Market
5.11.3 Facility Fire: Fire Near or Involving a Pipeline Facility

For gas fires or fires involving gas-containing facilities, EBPC employees and third party
contractors should assess the situation and coordinate with outside firefighting personnel
as required. General procedures for responding to this type of emergency are as follows
(see also Figure 7: Facility Fire or Explosion –Response Action Flow Chart and Facility
Fire/Explosion Responsibilities):
 Remain at a safe distance. Protect people first and then property. Seek
assistance from first responders to secure the area and restrict access to trained
personnel only
 Set an Incident Command Post and Staging area
 If safe to do so, request first responders to evacuate any adjacent facilities or
buildings that may be endangered
 If necessary, wait for assistance to arrive before attempting control measures
 If the fire is being fueled by escaping gas or some similar flammable material,
company personnel will attempt to eliminate the flammable fuel source. Normally,
natural gas fires should not be extinguished unless the fuel source can be safely
eliminated. If the fire is not from a fuel source and, if it is safe to do so,
firefighting personnel should extinguish the fire. Use whatever firefighting
equipment is available, using proper firefighting techniques
 Keep the EBPC’s Incident Commander/Section Chief informed of response
details at regular intervals
 Fire, police or ambulance responders should not enter the hazard area, unless
they are properly trained, equipped and informed of the hazards
5.11.4 Facility Explosion: Explosion Near or Involving Pipeline Facilities

If an explosion has occurred, particularly where no fire is burning, be alert to the
possibility of additional explosions and fire ignition.

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General procedures for responding to this type of emergency are as follows:

 Remain at a safe distance. Seek assistance from first responders to secure the
area and restrict access to trained personnel only
 Set a Command Post and Staging Area
 If safe to do so, request first responders to evacuate any adjacent facilities or
buildings that may be endangered
If necessary, wait for assistance to arrive before attempting control measures.

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Figure 7: Facility Fire or Explosion – Response Action Flow Chart
Secure Area
Notify Duty
Manager
Provide First Aid as

Per Instruction /
Training
YES
Easily
Extinguish
Extinguished?
NO
Notify IC/Section
Chief Activate Alarm
Call 911
Notify General
Manager
Designate Incident
Initiate Evacuation
Commander and initiate
the ERP
Meet at Assembly
Area and Conduct
Roll Call
Provide Incoming
Emergency Response
Crews with
Evacuation Status
Transfer Command
to Fire Department LEGEND
Start / End
Decision
Assist as Required
Action / Process
Document
Action
Communication
Decision

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Figure 7 (Cont.): Facility Fire/Explosion Responsibilities
Incident Commander
 First Responder assumes the role of Incident Commander until relieved by more appropriate person
 Assign roles and responsibilities for First Responders and activate ERP
 Contact emergency services as needed. (911, where available)
 Declare the Level of Emergency after consultation with IC/Section Chief. Inform IC/Section Chief to notify
the NEB and appropriate local municipal agencies, if required
 Determine need for backup or outside resources and request through IC/Section Chief
 Sound the evacuation alarm and begin evacuation procedures, if required
 Contact CMT giving an initial assessment including location, area potentially affected and other hazards
 Account for personnel on site
 Establish an Incident Command Post and Staging Area
 Brief the CMT regularly
 Create and communicate an Operational Planning Worksheet
LOGISTICS SECTION CHIEF: SAFETY OFFICER:

 Work with the provincial Ministry of  Assess/monitor safety hazards or unsafe
Transportation and the RCMP if public roads conditions. Develop measures to ensure the
are required to be closed and traffic re-routed safety of response personnel
 Manage all incident logistics  Create an Incident safety Plan
 Arrange for air/ground transportation for ERT  Ensure all response personnel are equipped
 Provide logistical input to the IC in preparing with the appropriate PPE
the Operational Planning Worksheet.  Evacuate persons from hazard area
 Identify anticipated and known incident  Establish and maintain a secure incident
service and support requirements. scene. Ensure evidence is documented and
 Request additional resources as needed. secured for investigation
 Review and provide input to the  Assign Unit members to meet incoming
Communications Plan (ICS 205), emergency services at the site entrance and
 Medical Plan (ICS 206) and Traffic Plan. escort them to the scene
 Supervise request for additional resources.  Direct public safety related response
 Provide regular updates to the Incident activities
Commander  Provide regular updates to the Incident
Commander
OPERATIONS SECTION CHIEF:  Provide access to updated plume modelling
 If established (ICP, ensure the readiness of
resources and personnel PLANNING SECTION CHIEF:
 Ensure appropriate control and containment  Conduct and facilitate planning meetings
activities are taking place  Establish specialized data collection systems
 Ensure backup is present or en route before as necessary (e.g., weather)
attempting to contain or control the fire  Report significant changes in incident status
 Implement control procedures to minimize  Provides engineering services to the ERT
impact such as preparation of material
 Assess the need to stop normal EBPC specifications, bill of materials
operating activities in order to minimize risk  Obtains contractors for emergency response
to EBPC employees, third party contractors, and post emergency clean-up and
and equipment, execute if necessary coordinate their activities, as required
 Assess risk of controlling the incident with
available personnel and equipment, execute if INFORMATION
risk is deemed low OFFFICER/COMMUNICATIONS LEAD
 Implement the Operational Planning
 Prepare and coordinate any media releases
Worksheet
and briefings
 Request additional equipment and resources
 Maintains list of current issues, assigned
to control the incident from the IC. If required
tasks, and log of events in the ERC
 Provide regular updates to the Incident
 Acts as repository of ERT documents and
Commander
maintains distribution & control plan
 Brief the CMT regularly

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5.11.5 Man-Down Rescue and Medical Situation

Whenever anyone on an emergency is noticed to be lying on the ground, EBPC must be
prepared to respond to the injured party effectively. Precautions must be taken to
protect other responders first, assess why the injured party became injured and, if safe
to do so attempt to rescue the injured party. General procedures for responding to a
“man-down” are as follows (See Figure 8: Man Down Rescue and Medical Situation –
Response Action Flow Chart and Man Down, Rescue and Medical Situations
Responsibilities):
 Protect yourself by retreating to a safe area and establish an Incident Command
Post
 Recover the injured worker and remove to safe area (cold zone)
 Start first aid and CPR, if trained
 Call for help (sound alarm, if one is on-site)
 If immediate help or resources are available (EBPC employees or third party
contractors), ask them to:
o Request EMS by calling 911
o Activate ERT by calling Incident Commander or contact the EBPC 24-hour
number at 1-888-410-2220
o Assess the situation for any hazards in the surrounding
o Isolate the danger area (hot zone)
o Determine the identity of the person down
 Ensure other on-site personnel are informed of:
o What happened
o Where it happened
o When it happened
o Any known injuries
o Present status of response to injured worker
 Continue providing first aid and CPR until EMS arrives
 Hand over the injured person to EMS and brief them about actions taken so far
 Upon arrival of ERT, provide all information to ERT Incident Commander so that
they can respond to the emergency

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Figure 8: Man Down Rescue and Medical Situation – Response Action Flow
Chart
Secure Area
Is it safe to
attend to Person Make area safe
down?
Provide First Aid/CPR as Per

Instruction / Training
NO Are Outside
Notify Duty
Resources
Manager
Required?
YES
Notify General
Call 911
Manager
LEGEND
Notify Family Start / End

Meet Incoming EMS
Members Crews and Direct to Decision
(if applicable) Patient(s)
Action / Process
Document
Action
Assist as Required
Communications
Decision

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Figure 8 (Cont.): Man Down, Rescue and Medical Situations Responsibilities

Incident Commander:
 First Responder will assume the role of Incident Commander until relieved by a more appropriate IC/Section
Chief
 Contact emergency services (911, where available) and have them deployed to site
 Provide first aid and medical treatment, if trained to do so
 Assign roles and responsibilities to First Responders and initiate ERP
 Determine need for backup or outside resources
 Contact IC/Section Chief and provide an initial assessment of the incident, including severity of injuries,
location, resources needed and first aid treatment provided
 Notify the Emergency Operations Centre, as required by EBPC policy
 Account for all other personnel on site
 Establish an Incident Command Post, as needed
LOGISTICS SECTION CHIEF: SAFETY OFFICER:

 Work with the provincial Ministry of Transportation  Assess/monitor safety hazards or unsafe conditions.
and the RCMP if public roads are required to be  Develop measures to ensure the safety of response
closed and traffic re-routed personnel.
 Manage all incident logistics  Direct control procedures on site to minimize impact
 Arrange for air/ground transportation for ERT  If a risk analysis indicates a rescue attempt is within
 Provide logistical input to the IC in preparing the reasonable risk, don appropriate Personal Protective
Operational Planning Worksheet. Equipment (PPE) and rescue victim moving them to
 Identify anticipated and known incident service and a safe location
support requirements.  Ensure all response personnel are equipped with the
 Request additional resources as needed. appropriate PPE
 Review and provide input to the Communications  Direct public safety related response activities
Plan (ICS 205),  Ensure the required communication equipment is
 Medical Plan (ICS 206) and Traffic Plan. provided to personnel performing a rescue attempt
 Supervise request for additional resources.  Provide regular updates to the Incident Commander.
Commander
 Obtains contractors for emergency response and
post emergency clean-up and coordinate their
activities, as required PLANNING SECTION CHIEF:
OPERATIONS SECTION CHIEF:  Establish specialized data collection systems as
necessary (e.g., weather)
 If established (ICP, ensure the readiness of
 Report significant changes in incident status
resources and personnel
 Provides engineering services to the ERT such as
 Ensure appropriate control and containment
preparation of material specifications, bill of
activities are taking place
materials
 Ensure backup is present or en route before
attempting to contain or control the fire
 Implement control procedures to minimize impact
 Assess the need to stop normal EBPC operating INFORMATION OFFFICER/COMMUNICATIONS
activities in order to minimize risk to EBPC
employees, third party contractors, and LEAD
equipment, execute if necessary  Prepare and coordinate any media releases and
 Assess risk of controlling the incident with available briefings
personnel and equipment, execute if risk is  Maintains list of current issues, assigned tasks, and
deemed low log of events in the ERC
 Request additional equipment and resources to  Acts as repository of ERT documents and maintains
control the incident from the IC. If required distribution & control plan
Commander

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5.11.6 Natural Disasters

Whenever a disaster such as an earthquake, flood, blizzards, ice storms, hurricane or
tornado occurs, the affected EBPC facilities will be monitored during the disaster by Gas
Control and EBPC Management. Precautions will be taken to protect life first and then
property. If sufficient danger exists during the natural disaster, the affected facilities
should be shut in and possibly blown down. Once the natural disaster has passed and it
is safe to do so, immediately inspect the facilities for damage.
When natural disasters conditions exist, EBPC employees and third party contractors
should be on the lookout. The following general procedures can be followed to respond
to an emergency of this type (see also Figure 9: Natural Disasters – Response Action
Flow Chart and Natural Disasters Responsibilities):
 Monitor weather information.
 If a natural disaster warning is issued by the appropriate authority, assign an
observer to monitor conditions. Once sighted, notify all EBPC employees and third
party contractors. Take the following actions as time permits (remember to
protect life first and then property):
o Notify the EBPC 24-hour emergency number at 1-888-410-2220 and the
local area office and other affected facilities. Advise them that your facility
may be out of communication.
o Extinguish all unnecessary lights.
o Switch over to auxiliary power to prevent hazard of falling power lines and
poles.
o Do not trip the emergency shutdown (ESD) system. It will function
automatically, if a fault occurs. Leave facilities in operation and seek shelter.
o Avoid locations under electrical power lines.
 After the natural disaster event has passed:
o Survey for damage and isolate portions of facilities that have been damaged.
o Trip ESD shutdowns, if necessary.
o Notify EBPC’s 24-hour emergency number at 1-888-410-2220 and the local
area office and other affected facilities that the storm has passed and what
damage has occurred.
o Proceed with any repairs or other actions

Doc No. EMP-PDR-01
Figure 9: Natural Disasters - Response Action Flow Chart
Secure Area
Notify EBPC Employees and Third

Party Contractors
Notify IC/Section Chief
NO Does the impending

De-activate
natural disaster pose a risk
Emergency
to our assets?
YES
Isolate Critical Utilities (Gas,

Power etc) and Switch to
Auxiliary Power
Activate Alarm and Contact

Notify IC/Section Chief Outside Resources
Initiate Evacuation and Take

Notify Crisis Management
Shelter
Lead
LEGEND
Meet at Assembly Area and
Conduct Roll Call Start / End
Decision
Provide Incoming Action / Process
Emergency Crews with
Document
Evacuation Status
Action
Communications
Decision
Transfer Command to
Appropriate Authorities
Assist as Required

Doc No. EMP-PDR-01
Figure 9 (Cont.): Natural Disasters Responsibilities
Incident Commander:
 First Responder will assume the role of Incident Commander until relieved by a more appropriate IC/Section
Chief
 Assign roles and responsibilities to First Responders and initiate ERP
 Determine need for backup or outside resources
 Establish an Incident Command Post, as needed
 Account for all other personnel on site
 Initiate the CMT and provide updates
LOGISTICS SECTION CHIEF:

SAFETY OFFICER:
 Provide support to mobilize ERT to emergency  Assess/monitor safety hazards or unsafe
site conditions. Develop measures to ensure the
 Maintain contact with required government safety of response personnel
agencies, including Occupational Health &  Evacuate persons from hazard area
Safety and WCB, as required  Assign Unit members to meet incoming
 Notify next of kin, in consultation with the emergency services at the site entrance and
RCMP, if required. escort them to the scene
 Provide regular updates to the Incident  Direct public safety related response
Commander activities
PLANNING SECTION CHIEF: Commander
 Establish specialized data collection systems as
necessary (e.g., weather) INFORMATION
 Report significant changes in incident status OFFFICER/COMMUNICATIONS LEAD
 Provides engineering services to the ERT such  Prepare and coordinate any media releases
as preparation of material specifications, bill of and briefings
materials  Maintains list of current issues, assigned
 Obtains contractors for emergency response tasks, and log of events in the ERC
and post emergency clean-up and coordinate  Acts as repository of ERT documents and
their activities, as required maintains distribution & control plan
OPERATIONS SECTION CHIEF:

 If established (ICP, EOC), ensure the readiness of resources and personnel
 Ensure appropriate control and containment activities are taking place
 Coordinate evacuation of personnel from hazard area
 Ensure backup is present or en-route before attempting to contain or control the incident
 Implement control procedures to minimize impact
 Assess the need to stop normal operating activities in order to minimize risk to EBPC employees, third
party contractors and equipment
 Assess risk of controlling an incident with available personnel and equipment, execute if risk is deemed
low
 Provide regular updates to the Incident Commander

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5.11.7 Threat of Aggressive Action/Bomb Threat
Threats to the EBPC will be managed by the appropriate level of Emergency.

The likeliest types of threats that EBPC may encounter are
 Disgruntled Employee
 Disgruntled visitor to our office or sites
 Suspicious packages left at one of our facilities
Call 911 in all cases.

Fill out form EMP-FRM-01 RA Incident - Incident Notification Report
Do not investigate/touch or move suspicious packages unless directed to do so by the
authorities
Figure 10- Aggressive Actions including a Bomb Threat or Hostage Situation and
Aggressive Action Responsibilities describes the response plan and personnel
responsibilities in the event of an Aggressive Action incident.

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Figure 10: Aggressive Actions- Including a Bomb Threat or Hostage Situation
Aggressive Action/
Bomb Threat Notified
Complete Required
Documentation
Hostage or Bomb
Disgruntled Threat
Location of
Initate ERT and Device or Initiate ERT and
appoint IC Hostage appoint IC
Situation
Initiate Search of
Isolate incident Premises if directed to
location and Secure do so
Area
YES LEGEND
Call 911 Device Location
Start / End
Confirmed
Decision
Action / Process
Initiate Evacuation Document
NO
Action
Communications
Call 911
Notify General Decision
Manager
Notify General
Manager

Doc No. EMP-PDR-01
Figure 10 (Cont.): Aggressive Actions Responsibilities

INCIDENT COMMANDER:
 Assume the role of Incident Commander, until relieved by a more qualified individual
 If a threat is received over the phone, ensure person taking the call logs the conversation. Make note of
the caller’s demeanor, accent and/or instructions
 Contact emergency services, as needed. (911, where available)
 Initiate a search for the device and confirm the location or confirm the location of the hostage situation
 Update emergency services. (911, where available)
 Contact Crisis Management Lead and provide all available information
 Activate ERP
 Account for personnel on site
 Establish an Incident Command Post (ICP)
INFORMATION OFFICER:
 Provide timely information to the media, in
consultation with the appropriate government
SAFETY OFFICER:
agencies, as required  Secure the incident site and restrict
 Maintain contact with required government access to unauthorized people
agencies, including the RCMP  Assess/monitor safety hazards or unsafe
 Ensure required communication occurs conditions
between internal and external stakeholders  Develop measures to ensure the safety of
 Notify next of kin in consultation with the response personnel
RCMP, if required  Provide regular updates to the Incident
 Provide regular updates to the Incident Commander
Commander
5.12 Incident Reporting

EBPC’s Incident Commander is responsible to ensure all incidents or emergencies are
reported to the NEB or other government agencies (This may be delegated to Legal and
Regulatory affairs). All reportable incidents involving EBPC operations and defined in
Section 5.6, Figure 6 (Notification Matrix) must be reported to the appropriate
government agency, regardless of the time of day or night. However, immediate
reporting will take place after urgent action has been taken to protect people and, if
possible to contain the incident.
Section 52 “Incident Report” of the NEB Onshore Pipeline Regulations, states that “A
company shall immediately notify the Board of any incident relating to the construction,
operation or abandonment of its pipeline and shall submit a preliminary and detailed
report to the Board as soon as is practical”.
Effective 1 January, 2015, regulated companies were directed to follow the NEB Event
Reporting Guidelines and report the events listed above to Online Event Reporting
System (OERS) located at the following web address: https://apps.neb-one.gc.ca/ers.

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For Significant Incidents, companies are directed to report events to the

Transportation Safety Board Reporting Hotline at 819-997-7887 (collect calls accepted)
within three hours Subsequent to the telephone report, incident details are required to
be input in the NEB Online Event Reporting System at http://apps.neb-one.gc.ca/ers
within three hours.
For events that do not qualify as Significant Incidents are still required to be reported to
the NEB within twenty four hours of occurrence or discovery to the online reporting
system.
Significant Incidents (as identified by the NEB’s Event Reporting System) is an acute
event that results in:
 death
 missing person
 serious injury
 fire or explosion that causes a pipeline or facility to be inoperative
 a LVP hydrocarbon release in excess of 1.5 m3 that leaves a company property or
the right of way
 a rupture; or
 a toxic plume as identified in CSA Z662
5.12.1 Reporting of Personal Injuries

Transportation Safety Board
 Serious injury or death related to operation of the pipeline
 Death of an employee
 A disabling injury to two or more employees
 Loss by an employee of a body member or a part thereof or complete loss of
usefulness of a body member or part thereof
 Permanent impairment of body function of an employee
 The death of or serious injury (fracture of a major bone, the amputation of a body
part, the loss of sight in one or both eyes, internal hemorrhage, third degree
burns, unconsciousness, or the loss or function of a body part) of a person (NEB
OPR)
WorkSafeNB Local WHSCC toll free number is 1-800-222-9775
 A loss of consciousness
 An amputation
 A fracture other than a fracture to fingers or toes
 A burn that requires medical attention
 A loss of vision in one or both eyes
 A deep laceration

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 Admission to a hospital facility as an in-patient

 Death
 An accidental explosion or an accidental exposure to a biological, chemical or
physical agent occurs at a place of employment, whether or not a person is
injured
 A catastrophic event or a catastrophic equipment failure occurs at a place of
employment that results, or could have resulted, in an injury
5.12.2 Operational Upsets/Releases
A "pipeline occurrence" must be reported if it results directly from the operation of the
pipeline, where
1. a person is killed or sustains a serious injury;

2. the safe operation of the pipeline is affected by
1. damage sustained when another object came into contact with it, or
2. a fire or explosion or an ignition that is not associated with normal pipeline
operations;
3. an event or an operational malfunction results in
1. an unintended or uncontrolled release of gas,
2. an unintended or uncontrolled release of HVP hydrocarbons,
3. an unintended or uncontained release of LVP hydrocarbons in excess of 1.5
m3, or
4. an unintended or uncontrolled release of a commodity other than gas, HVP
hydrocarbons or LVP hydrocarbons;
4. there is a release of a commodity from the line pipe body;
5. the pipeline is operated beyond design limits or any operating restrictions imposed
by the National Energy Board;
6. the pipeline restricts the safety operation of any mode of transportation;
7. an unauthorized third party activity within the safety zone poses a threat to the
safe operation of the pipeline;
8. a geotechnical, hydraulic or environmental activity poses a threat to the safe
operation of the pipeline;
9. the operation of a portion of the pipeline is interrupted as a result of a situation or
condition that poses a threat to any person, property or the environment; or
10. an unintended fire or explosion has occurred that poses a threat to any person,
property or the environment.
Canadian Coast Guard - The Canadian Coast Guard Spills Action Centre contact
number is: 1-800-565-1633.
All environmental releases (land, water, or air) should be reported through the “Spills
Action Centre” which will contact other relevant agencies (including Environment
Canada, Department of Fisheries and Oceans, NBDELG) as appropriate.

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NOTE: Environment Canada requires immediate reporting of any release to the

environment as per Part 8 of the Canadian Environmental Protection Act, 1999.
5.12.3 Reporting Requirements

Notification Flow Charts in Section 5 (Figures 2 – 6) have been created to simplify
reporting requirements for EBPC. All internal and external contact phone numbers are
listed in Annex F of the ERP.
For reporting, it is mandatory to make preliminary reports to the following authorities:
 The Transportation Safety (TSB) will forward all applicable reports to the National
Energy Board (NEB), or in the case of online reporting the NEB will forward all
applicable reports to the TSB.
 The affected local authorities (county/municipal authorities)
After notification of an incident, an NEB inspection officer may partially or completely
relieve a company from the requirement to submit a preliminary and detailed incident
report.
5.12.4 Public Education and Information

The SPA will support the ERP by informing the public of the hazards to which they might
be exposed and to receive information on emergency measures during emergencies and
after emergencies.
The following public information efforts should be undertaken and documented before
emergencies arise:
a) The hazards including short and long term effects should be described in the
Material Safety Data Sheet (MSDS) (see Annex B and C)
b) The public should be made aware of the communications, warning systems,
options of protection and whom to contact for additional information
5.13 Next of Kin Notification

When an employee, third party contractor or member of the public is seriously
injured, missing or killed as the result of an EBPC-related operation, next of kin must
be notified as promptly as possible.
Table 4: Responsibility for Notification of Next of Kin
EBPC Employee: The IC or as designated by the Crisis Management Lead
Contractor’s management (The IC/Section Chief ensures

Third Party Contractors:
that the contractor's management is notified)

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Member of the Public: Coordinated through local police and Unified Command
Notification of next of kin is extremely stressful for all involved. Contact the General
Manager or Employee Health and Wellness Directly for assistance with trauma or grief.

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6.0 Post Incident
6.1 Incident Deactivation

The Incident Commander will be responsible for the “Call Down” of any pipeline
emergency. For any other emergencies, the “Call Down” will be made in conjunction with
Incident Commanders (under Unified Command), of other organizations or agencies
which are part of the emergency response.
The Incident Commander will notify the Crisis Team Lead and all Officers and
General Staff Chiefs so that the call down can be communicated effectively. The
Information Officer will also assist with the fan out of the call down.
The deactivation will be completed when there is no longer a threat to the people,
environment or assets.
The Incident Commander initiates and manages the following post incident activities:
 Calling down the emergency status, after consulting with the Manager,
Operations & Engineering , First Responders and the appropriate local,
provincial and federal regulatory authorities
 Coordinating the deactivation of emergency response operations ensuring that all
previous contacts, including ERT members, third party companies and government
agencies are notified about the emergency call-down
 Conduct debriefing meeting for all responders
 Establishing goals and delegating responsibility for the completion of post incident
tasks
 Ensure that all government agency representatives involved in the incident receive
an External Agency Post Incident Evaluation form (EMP-FRM-10)
 Advise all response team members to document their call-down notifications
6.2 Cleanup and Repair

Once the emergency is over and there is a “Call Down”, the EBPC will work towards
business resumption. The Manager Operations & Engineering oversees the following
actions:
 Ensures the incident site is not disturbed if there has been a pipeline failure, a
fatality or a serious injury, until police, regulatory officials and EBPC completes
necessary investigations
 Ensures that site cleanup continues
 Ensures that the correct procedures are implemented for the decontamination of
equipment
 Ensures that all hazardous waste is disposed of according to applicable regulations
(confer with the Safety/Environmental Officer)

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 Ensures that priority is given to clearing debris and restoring the site to normal
operating conditions after the government and company investigations are
complete
 Ensures that all safety equipment is demobilized, cleaned and inspected for
contamination
 Ensures that all cleanup and repair actions follow EBPC safety and environment
Policies and safe-work procedures
6.3 Incident Documentation/Company Records

The Incident Commander will instruct the ERT to complete the following
documentation:
 Collect and compile all statements, Time and Event Logs, forms and
documentation for the incident, including all electronic records. These will be
used for incident investigation
 Obtain all photographs and videos of the incident site and response
NOTE: All photographs of the incident site which have been taken at EBPC’s request,
whether by a professional photographer or a company representative, are considered
EBPC material and are to be turned over to EBPC.
 Prepare letters thanking support agencies, groups and individuals who provided
assistance. Mention names of key individuals in correspondence
6.3.1 Company Records

EBPC Company records must be reviewed by Legal Counsel before they are released.
All records related to emergency response shall be created and retained for the life of
the pipeline.

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7.0 ANNEXES
Annex A Environmental Considerations

The EBPC corridor passes through the Magaguadavic Highlands subdivision of the St. Croix
Highlands.
The Magaguadavic Highlands form a belt of relatively flat terrain lying between higher
granite-cored hills to the south and north. Ridges are characteristically streamlined and
aligned in a northwest-southeast direction, a result of glacial fluting and drumlinization.
The alignment of most ridges and troughs due to intense glacial erosion has resulted in a
parallel drainage pattern, except in poorly drained, broad depressions where it is
deranged. The Magaguadavic and Digdeguash rivers drain most of this area.
Complete As-built drawings and locations of all Environmentally sensitive areas are
accessible to all EBPC staff both in print form and online.

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Annex B Odorant Material Safety Data Sheets

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Annex C Natural Gas MSDS
July 16, 2015 July 16, 2015
Emera Brunswick
Pipeline
Suite 1102
1 Germain Street
Saint John NB
E2L 4V1
1-888-410-2220

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July 16, 2015

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July 16, 2015

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July 16, 2015

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July 16, 2015

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July 16, 2015

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July 16, 2015

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July 16, 2015

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July 16, 2015

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Annex D Maps, Drawings and Alignment Sheets

Note: portions of this table have been redacted. This section contains security sensitive
information (locations of main line block valves). It is protected from publication under
Clause 1(a.ii) of Order MO-006-2016 because there is a real and substantial risk that its
disclosure will impair the security of EBPC pipeline facilities.

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Annex E EBPC Emergency Organization Structure

Incident Commander
Safety Officer
Incident
Organization Deputy Incident
Commander
Liaison Officer
Chart
Information Officer
Operations Section Chief Planning Section Chief Logistics Section Chief Finance Section Chief
Time Lead
Service Branch Director Support Branch Director
Role ________________ Resource Lead
Procurement Lead
Communications Lead Supply Lead
Role _________________ Situation Lead
Comp/Claims Lead
Medical Lead Facilities Lead
Role _________________ Demobilization Lead

Cost Unit Lead
Food Lead Ground Support Lead
Role __________________ Documentation Lead
Crisis Team Lead

Technical Specialists
Role __________________
Finance Legal Communications

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ICS Emergency Organization Structure

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Annex F Emergency Contacts List

Telephone Directory – Emergency Response
24-hour Telephone
Ambulances Location
Number
All Counties/Municipalities New Brunswick-wide – Ambulance 911 or 506-444-7320
NB 24-hour Telephone
Fire Departments Location
Number
Provincial Fire Marshal Fredericton, NB 506-460-2540
Charlotte County Oak Bay, NB 506-466-7777

Rollingdam,
Fire Chief: NB 506-466-7777
Lawrence Station, NB 911 or 506-466-7777
Bonny River (Second Falls), NB 911 or 506-466-7777
St. George, NB 911 or 506-466-7777
St. Stephen, NB 911 or 506-466-7777
Oak Hill/Moores Mills, NB 911 or 506-466-7777
Saint John County Saint John, NB 911 or 506-649-6030
Musquash, NB 911 or 506-635-3473
24-hr Telephone
Police Departments Location
Number
City of Saint John Saint John, NB 911 or 506-648-3333
Charlotte County RCMP Oromocto, NB 911 or 506-357-4300
(West District Headquarters)
St. George, NB (West District) 911 or 506-755-1130
Saint John County 911 or 1-888-506-
RCMP
(1-888-506-7267)
24-hr Telephone
Security Organizations Location
Number
RCMP – Officer-In-Charge Fredericton, NB 506-452-2402
of the National Security
RCMP Enforcement
Section

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Brunswick Pipeline Office

24 hour Emergency number: 1-888-410-2220
Telephone Directory - Area Office
Mailing and Courier
Main Telephone Number Fax Number
Address
Brunswick Pipeline
Operations
1 Germain Street, Suite
506-693-4214 506-658-0199
1102
Saint John, NB
E2L4V1

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Note: Redacted. The contents of this table have been redacted. This section contains internal contact
information to be used in the case of an emergency. It is protected from publication under Clause
1(a) of Order MO-006-2016 because it discloses information about identifiable individuals.
Position Name Work Residence Cellular

Accountable
Officer All contacts
General please call the
Manager EBPC office at
Director, Legal 506-693-4214
and Regulatory
Director,
HSE&S
Manager,
Operations &
Engineering
Finance
Manager
Regulatory
Compliance
Manager
Manager of
Management
Systems
Administrative
Assistant
EHSS Specialist
Maintenance
Technician
Maintenance
Technician
Maintenance
Technician
Pipeline
Administrative
Assistant
Manager, Public
Relations
Gas Control 1-888-410-2220

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Federal – Lead Contacts

Telephone Directory - Federal - Lead Agency and Priority Contacts
Organization Location Telephone Number
Transportation Safety Board of Canada 1-819-997-7887
“Hotline” – Occurrence Reporting Available 24/7
Occurrence Coordinator Gatineau, QC 819-997-7887
Place du centre, 4th Floor
200 Promenade du Portage
Gatineau, QC
K1A 1K8
Fax 819-953-7876
Email PipelineNotifications@neb.gc.ca
Regional Office: Dartmouth, NS 902-426-2348

150 Thorne Avenue
Dartmouth, Nova Scotia
B3B 1Z2
Fax 902-426-5143
National Energy Board
Non-emergency Calgary, AB 403-292-4800
Toll-free non-emergency Calgary, AB 1-800-899-1265
Non-emergency Fax Calgary, AB 403-292-5503
24/7 Dedicated Line Calgary, AB 403-807-9473
Online Event Reporting System https://apps.neb-
one.gc.ca/ers
Federal Supporting Contacts

NAV Canada - Flight Service Station
Flight Services Centre (24 hours) Halifax, NS 506-446-3425
(Option #5)
General 1-800-876-4693
Environment and Climate Change Canada
24 Hour Weather One On One - 1-900-565-5555
Spill Response (24 hours) Maritimes-wide 1-800-565-1633
Fisheries and Oceans Canada
Maritimes Region - Canadian Coast Guard Regional Operations Centre

Toll-free Maritimes Only (24 hours) Halifax, NS 1-800-565-1633
24 hours 902-426-6030

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CANUTEC
Information (24 hours) Ottawa, ON 613-992-4624
Emergency (24 hours) Ottawa, ON 613-996-6666
Cellular Ottawa, ON *666
Fax Ottawa, ON 613-954-5101
New Brunswick – Lead Contacts

Telephone Directory – New Brunswick Lead Agency and Priority Contacts
NB Emergency Measures Organization (EMO)
Emergency (24 hours) New Brunswick-wide 1-800-561-4034
Direct Line New Brunswick-wide 1-506-457-7535
Daytime Only Fredericton, NB 506-453-2133
Fax Fredericton, NB 506-453-5513
Saint John EMO – Non Emergency Saint John, NB 506-649-6014
Fax: 506-658-2916
Daytime Only Fredericton, NB 506-453-2133
Fax Fredericton, NB 506-453-5513
NB Office of the Provincial Fire Marshal NBOFM

Request HAZMAT Coordinator Fredericton, NB 1-866-942-9628
NB Department Justice and Public Safety NBOPM
Operations Branch Fredericton, NB 506-462-5100
NB Department of Transportation and Infrastructure
Operations Branch Fredericton, NB 506-457-6865
Local Authorities (Counties and Municipal Districts)
City of Saint John Saint John, NB 506-649-6014
Town of St. George St. George, NB 506-755-4325
(EMO Coordinator)
Town of St. Stephen St. Stephen, NB 506-466-7779
(Fire Chief)
St. Stephen Local Services, St. Stephen, NB 506-466-7370
Environment and Local Government
Regional Office Charlotte County
(Daytime Only)

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Saint John Regional Office, Saint John, NB 506-658-2558

Environment and Local Government (Hampton) 506-832-6010
Saint John County (Daytime Only)
New Brunswick – Supporting Contacts
Telephone Directory – New Brunswick Supporting Agency and Services

Department of Environment and Local Government
Contact through Provincial Emergency Measures Organization (EMO) Office
WorkSafeNB
24 hours (Maritimes only) New Brunswick-wide 1-800-222-9775
24 hours (Outside of the Maritimes) Saint John Head Office 506-632-2200
Fax Saint John Head Office 506-632-6972
Department of Transportation
Department of Natural Resources
Department of Agriculture and Aquaculture
Health and Wellness
Contact through fire, police and ambulance or Provincial Emergency Measures
Organization (EMO) Office
Producers
Telephone Directory – Producers
REPSOL – Canaport LNG Terminal
Control Centre Number Saint John, NB
Redacted. This section contains contractor/supplier names and contact phone numbers. It is
protected from publication under Clause 1(a) of Order MO-006-2016 because if disclosed, it could
reasonably be expected to result in a material loss or gain to a person affected by publication of
the Published Manuals or that could prejudice the person’s competitive position.

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Media Contacts
Telephone Directory – Media Contacts
Telephone
Radio Station Location Fax Number
Number
CBC Radio One (CBD-FM) 91.3 Saint John, NB 506-632-7750 506-632-7761
(sjranews@saintjohn.cbc.ca)
CHSJ & The Wave – FM (ABL) Saint John, NB 506-648-3000 506-644-3485
news@radioabl.ca
CIOK & CJYC – FM and CFBC – Saint John, NB 506-658-5111 506-658-5116
AM (MBS)
mbsnews@nb.aibn.com
CHNI-FM (News 88.9, Rogers Saint John, NB 506-635-6500 506-635-6505
Talk Radio)
news889@rogers.com
CHTD 98.1, The Tide – FM (ABL) St. Stephen, NB 506-466-2222 506-466-4500
tidenews@radioabl.ca
CFBO 90.7 FM - French Dieppe, NB 506-854-9690 506-854-3540
CHQC-FM 105.7 Saint John, NB 506-643-6996 506-453-3958
UNBSJ Radio (cfmh@unbsj.ca) 506-648-5667 506-648-5541
WQDY-WALZ Radio FM (The St. Stephen/ 207-454-7545 207-454-3062
Boarder) wqdy@wqdy.fm Calais
Telephone
Television Station Location Fax Number
Number
CBAT – CBC Television Saint John, NB 506-632-7757 506-632-7761
(jonesr@cbc.ca)
CBAT – CBC Television Fredericton, NB 506-451-4000 506-451-4058
CKLT – CTV (news@ctv.ca) Saint John, NB 506-636-6068 506-658-1208
1-888-565-6397 902-454-3280
(Hfx) (Hfx)
Global Maritimes (TV) Saint John, NB 506-642-6488 506-652-5965
globalnb@nb.sympatico.ca
Telephone
Newspapers Location Fax Number
Number
Daily Gleaner, The Fredericton, NB 506-458-6842 506-452-7405
L’Acadie Nouvelle Caraquet, NB 506-727-4444 506-727-7620
St. Croix Courier St. Stephen, NB 506-466-3220 506-466-9950
(editor@st.croixcourier.ca) (editor)
Telegraph-Journal Saint John, NB 506-645-3268 506-633-6758
(newsroom@telegraphjournal.com)

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Times & Transcript Moncton, NB 506-859-4881 506-859-4904

(news@timestranscript.com)
Chronicle Herald and Mail Star Halifax, NS 902-426-2811
902-426-1158
ext. 1187
Telephone
Other Location Fax Number
Number
Canadian Press Fredericton, NB 506-457-0746 506-457-9708
(Kevin.bissett@thecanadianpress.com)
Media Monitoring Service
(Nova Scotia and New Brunswick)
Mediascan Canada Inc. 1657
902-422-9200
Barrington Street Halifax, NS
Lisa Beaupre, Account Manager Direct: 902-422-9200 Ext. 382

302-6009 Quinpool Road, Toll Free: 1-877-269-3367
Halifax, NS B3K 5J6 Fax: 1-902-492-2660
Email: lisa.beaupre@cision.com

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Annex G Emergency Equipment List
Quantity Asset Location Comments

70m NPS 30 Security Pipe
1 NPS 30 Mechanical Split Sleeve
2 NPS 30 Clock spring

2 NPS 30 Hydro Test Heads
2 4 ft. sections of Scaffolding
2 Pipeline Evacuators (Air
Removers)
2 Portable Generators
2 45 gal Large Spill Kits
3 Small Spills Kits
3 GMI Gas Scopes
1 Ethane Detector
3 Portable Hand Held Radios
3 Personal 4 Gas monitor
3 Lockout Tagout kits
3 ATV’s c/w transportation

trailers
2 Snow Mobiles c/w
transportation trailer
1 3” Portable Flare Stack
Snow Plowing Equipment
Helicopter Services
Note: portions of this table have been redacted. This section contains location information to
be used in the case of an emergency. It is protected from publication under Clause 1(a) of
Order MO-006-2016 because it discloses information that could impair the security of
pipelines, power lines, buildings, structures or systems.

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Annex H Checklist - Emergency Response Roles
Incident Commander
 The Incident Commander will oversee the field response on EBPC’s
behalf and will direct the Operational Planning Worksheet activities of the
Emergency Response Team (ERT) based on available emergency
responders, the Crisis Management Team (CMT), possible mutual aid
partners and assisting agencies from a single Incident Command Post.
 The Incident Commander will ensure that issues relating to first
responder safety, public safety, emergency planning zone, evacuation and
isolation, control and containment are addressed and the objectives of this
response plan are fulfilled.
 Announce arrival to dispatch and/or the CMT Lead
 Initiate ICS form 201 Incident Briefing or ICS 209 Incident Status
Summary-see Annex K, Forms
 Fill out or ensure form EMP-FRM-01(Incident - Incident Notification Report)
is filled out
 Report to Incident Command Post (ICP) if it is already established (EBPC or
local responders)
 Calculate the Incident Classification (Alert or Level 1, 2, 3 of Emergency)
through the use of the EBPC Emergency Level Assessment Matrix
 Provide brief initial report (BIR) to CMT Lead and/or EMP General Manager
 Debrief EBPC’s initial responder
 Perform and time stamp transfer of Command from EBPC’s initial responder
 Don Incident Command vest and/or helmet
 Notify the NEB, and of the Alert or Level of Emergency
 Initiate Unified Command if there is an initial local Command
 Report transfer of Command or Unified Command to CMT Lead
 Assess the appropriateness of the location of the Incident Command Post,
when necessary relocate, and announce the change of location to the CMT
Lead
 Command will ensure that the ICP is clearly designated through the use of
a green flashing light or green flag.
 Announce establishment and location of the Staging Area to arriving EBPC
and local responders
 ICP will be where possible uphill and upwind. The ICP will have a staging
area in close proximity
 Assess ICS needs and determine ICS positions to be activated based upon
the current situation and anticipated likelihood of escalation
 Initiate Incident initial check in procedure
 Communicate the need to evacuate or shelter in place

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 Ensure there are EBPC resources deployed to EPZ, evacuation or shelter in

place area
 Ensure ICS 207 Organizational Chart or the EBPC Emergency Organization
Structure is filled out (see Annex E and Annex K), as applicable
 When appropriate, appoint a Deputy Incident Commander
 When appointed by a local responder Incident Commander, assume the
role of as Deputy or Operations Officer
 Assign ICS General and Command staff based upon prioritization and
available at scene personnel
 Request response of EBPC personnel to fill gaps in General and Command
staff
 Assess the need for immediate safety or tactical response resources
 Request safety or tactical response resources
 The Incident Commander, or designated representative, with the
assistance of the Operations Section Chief or Liaison Officer will be
responsible for directing and coordinating all emergency response activities
necessary to set initial isolation distancing and stabilize the incident site.
 The Incident Commander and applicable first responders may increase
the size of the Emergency Planning Zone (EPZ) based on the available
information.
 Develop incident objectives, strategies, and priorities which will be used to
support the creation of an Operational Planning Worksheet (IAP) ensure
all responders:
 protect themselves
 inform and protect others
 assess the situation
 carry out duties as defined in their roles and responsibilities
 Requests for support for the Operational Planning Worksheet will be made
from the ERT Incident Commander to the Crisis Management Team Lead.
 Sign the IAP
 Approve and authorize the implementation of the Operational Planning
Worksheet.
 Where there are multiple incidents, in each area, a dedicated Operations
Section Chief will be assigned to the location and coordinated through an
Incident Command Post (ICP).
 Incident Commander will direct all on-site emergency response activities
and ERT from this Command Post
 This role (IC) is the main point of contact between the ERT, Gas Control,
EBPC’s senior management, and external regulatory agencies in terms of
emergency or incident management and reporting.
 The Incident Commander for EBPC will communicate with the EBPC EOC
on a scheduled basis to ensure the CMT is aware of the status of the

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Incident, Operational Planning Worksheet as well as any resources or

support that is required.
 EBPC’s Incident Commander will activate the EBPC’s ERP and establish
an ERT which will work in coordination with the municipal ERT
 Direct any specialized Task Forces and Strike Teams
 Initiate, designate, direct and maintain contact with the EBPC’s ERT
 Ensure that response and rescue personnel are given regular rest period
 Mobilize or demobilize the ERT when appropriate. (The number and type of
team members depend on the incident type, severity and location.)
 Order incident demobilization
 Receive all forms from demobilized General and Command Staff
 Initiate After Action Report
 Ensure that adequate public protection, safety and environmental
measures for workers are in place. Safety/Environmental Officer may
be activated to handle this duty.
 Update the required agencies about the incident status
 Authorize the release of information to the news media. The Public
Information Officer may be activated to handle this duty
 Schedule and hold update meetings/briefings on a regular scheduled basis
with the ERT
 Collect, review, evaluate and disseminate information about the incident
and the status of resources in the form of formal briefings or status reports
 Coordinate activity for all Command, Officials and General Staff.
 Approve the use of trainees, volunteers, and auxiliary personnel.
 Authorize release of information to the news media.
 Approve requests from the Logistics Section Chief, Operations Section
Chief, and the Safety/Environmental Officer for additional resources
and make them available for emergency response. Keep up-to-date
Emergency Equipment List (Annex G)
 Transfer of Command to a new Incident Commander when being relieved
 Situation status
 Objectives and priorities
 Current organization
 Resource assistants
 Resources en-route and ordered
 Facilities established
 Communications Plan
 Consequences/Related Issues
 Submit documentation to the Incident Commander or CMT Lead upon
being relieved
 Provide debrief to CMT Lead

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First Responder
Initially assume the role of Incident Commander while waiting for
response of EBPC assigned Incident Commander. Utilize the Incident
Commander Checklist
 In consultation with the Duty Manager, declare an initial Level of Emergency
and establish an Incident Command Post (ICP) (Duty Manager will activate
the Emergency Response Team)
 Ensure first responder safety at the incident site
 Perform Transfer of Command to a more experienced person (if required)
 Brief Command
 Submit forms and documents to the Incident Commander upon being
relieved
 Identify hazardous situations associated with the emergency/incident and
take necessary steps as defined for the specific emergency response
 Establish corporate security at the ICP, incident site or the emergency
planning zone (EPZ) (evacuated residences, businesses and public facilities)
 Protect members of the public with the assistance of first responders
(evacuation or sheltering) until relieved by the Safety/Environment
Officer
 Manage the resources at the incident site, obtain a head count of all persons
at the incident site and document everything
 Continuously monitor the incident to identify potential impacts to EBPC
operations and the environment and provides updates, as necessary to
Incident Commander for further guidance

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Safety and Environment Officer
 Report Directly to Incident Commander

 Don Safety Officer vest and/or helmet
 Will initiate and complete ICS Safety forms (ICS 208 and ICS 215A in Annex
A) in conjunction with Commander, Operations and the Safety Officer within
the EOC
 Monitor and suspend any operation which threatens the health and safety of
responders
 Confirm use PPE and the appropriateness of offensive and defensive strategy
 Asses the need for a rapid intervention team where offensive strategy is
adopted
 Conduct a 360 ° assessment
 Monitor appropriate hazard zones
 Correct any unsafe behaviours
 Liaise with the Information Officer to develop appropriate employee and/or
public EH&S messages/communications
 Ensures that the emergency response, environmental remediation, and
repairs are conducted in compliance with EBPC and Government safety and
environmental requirements
 Enforces systems and procedures necessary to ensure ongoing assessment of
hazardous environment, coordination of safety efforts, and measures to
promote emergency response safety
 Ensure accountability system for the hot-zone is maintained
 Ensure there is monitoring of Gas levels at the Command Post and reassess
the Hot Zone boundary
 Coordinates safety management functions
 Provides information and coordinate for internal environmental impact study
and post incident EH&S compliance investigation
 Assumes responsibility in ICS reporting related to safety and environment
 Review the area map and identify the locations that need to be monitored
during the emergency
 Arrange the equipment, safety gear and communication equipment needed
to respond to the emergency
 Initiate soil and water sampling plans and preliminary impact assessments
post emergency
 Identify hazardous situations associated with the incident.
 Review the Operational Planning Worksheet for safety implications.
 Exercise emergency authority to stop and prevent unsafe acts.

Doc No. EMP-PDR-01
 Investigate accidents that have occurred within the incident area.

 Assign assistants as needed.
 Ensure Rehabilitation procedures and CISD services are utilized when needed
 Review mobilization plan for safety aspects
 Liaise with CMT when necessary
 Submit forms to relief or Incident Commander as required

Doc No. EMP-PDR-01
Operations Section Chief

 Must be competent to assume role of Incident Commander in case a
Transfer of Command is required
 Don Operations Section Chief vest and/or helmet
 Lead all Operational field activities reporting to the Incident Commander
 Establish operational period
 Establish or demobilize Staging Area
 Brief Staging Area Manager
 Assess life safety, PPE, perimeters, etc.
 Write operations section of the IAP
 Update Planning Section Chief regarding the effectiveness of the IAP
 Attend tactics and planning meetings
 Ensure that adequate public protection, safety and environmental measures
for workers are in place. Safety/Environmental Officer may be
activated to handle this duty
 Hold update meetings on a regular basis with the ERT
 Requests additional resources if required from IC and makes them available
for emergency response
 Develop the response strategy and in conjunction with the IC
 Manage tactical operations.
 Interact with next lower level of Section (Branch, Division/Group or Sector)
to develop the operations portion of the Operational Planning Worksheet.
 Request resources needed to implement the Operation’s tactics as a part of
the Operational Planning Worksheet development (ICS 215 in Annex K).
 Assist in development of the operations portion of the Operational Planning
Worksheet.
 Supervise the execution of the Operational Planning Worksheet for
Operations.
 Maintain close contact with subordinate positions.
 Ensure safe tactical operations
 Request additional resources to support tactical operations
 Approve release of resources from assigned status (not release from the
incident).
 Make or approve expedient changes to the Operational Planning Worksheet
during the Operational Period as necessary.
 Maintain close communication with the Incident Commander.
 Maintain Activity Log (ICS 214 in Annex K).
 Submit forms and logs to relief or Incident Commander as required

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Liaison Officer
 Reports Directly to Incident Commander
 Don Liaison Officer vest and/or helmet
 Be a contact point for External Agency Representatives.
 Establish Interagency Coordination Group as needed
 Advice and assist the Incident Commander
 Identify any current or potential problems between EBPC and responding or
regulatory agencies
 Report any problems to the Incident Commander
 Provide situation reports to other agencies as approved/directed
 Assist with the creation of the IAP
 Keeps the Incident Commander up to date with response progress
 Maintain a contact list of mutual aid, cooperating agencies and agency
representatives.
 Establish communication with Activated EOCs
 Ensure notification and briefings to the NEB, environmental regulators, local
authorities, RCMP, NBEMP, SJEMO and other applicable agencies are current
 Keep agencies supporting the incident aware of incident status
 Monitor incident operations to identify current or potential inter-
organizational problems.
 Participate in planning meetings, providing current resource status, including
limitations and capability of assisting agency resources.
 Maintain Activity Log(ICS 214 in Annex K).
 Notify external agencies of the planned demobilization
 Assist the Incident Commander and CMT Lead with recovery operations and
the After Action Report

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Logistics Section Chief

 Don Logistics Section Chief vest and/or helmet
 Provide logistical input to the IC in preparing the Operational Planning Worksheet
 Manage all incident logistics
 Arrange for air/ground transportation for ERT to the emergency site
 Ensures that the emergency response equipment is transported to the incident
site
 Provide all facilities, communications, supplies, fueling, food and medical services
for ERT
 Coordinate approval and costing or resource requests with Finance Section Chief
 Obtain contractors for emergency response and post emergency cleanup and
 Identify anticipated and known incident service and support requirements
 Request additional resources as needed
 Review and provide input to for communications Supervise request for additional
resources
 Manage all incident logistics and provide input to the IAP
 The Logistics Section Chief will designate the assembly location (Command Post
or Staging Area) of the ERT and arrange for transportation of ERT in coordination
with Incident Commander/Section Chief from local authority or Saint John, to
the emergency/incident site
 Ensures that the emergency response equipment is transported to the incident
site
 Provide all facilities, communications, supplies, fueling, food, and medical services
for ERT
 Identify anticipated and known incident service and support requirements.
 If the incident is large enough and will take time to resolve, the Incident
Commander will engage the Logistics Section Chief to set up a call centre.
 The Incident Commander in coordination with Logistics Section Chief will
identify the quantity and type of hazard response equipment and devices
appropriate for addressing site specific emergency situations
 On site damages due to the emergency need to be secured, documented and
monitored to prevent further contamination, and avoid evidence from being
altered.
 EBPC Logistics will identify damage assessment experts who will carry out this
assessment.
 Work with Incident Commander, provincial Ministry of Transportation and the
RCMP if public roads are required to be closed and traffic re-routed

Doc No. EMP-PDR-01
 Review and provide input to the Communications Plan (ICS 205 in Annex K),
 Update Medical Plan (ICS 206 in Annex K) and Traffic Plan.
 Provide regular updates to the Incident Commander
 Oversee demobilization of Logistics Section and associated resources

Doc No. EMP-PDR-01
Planning Section Chief

 Reports Directly to Incident Commander
 Don Planning Section Chief vest and/or helmet
 Collect and manage all incident-relevant operational data
 Conduct and facilitate planning meetings
 Compile and display incident status information
 Establish special information collection activities as necessary (e.g., weather,
environmental, toxic materials)
 Report significant changes in incident status
 Provides engineering services to the ERT such as preparation of material
specifications, bill of materials
 Obtains contractors for emergency response and post emergency cleanup and
 Analyze and provide summary of Plume predictions for Command and Operations
 Collect and process situation information about the incident
 Supervise preparation of the Operational Planning Worksheet (IAP)
 Provide input to the Incident Commander and Operations Section Chief in
preparing the Operational Planning Worksheet
 Re-assign out-of-service personnel already on-site to ICS organizational
positions as appropriate
 Establish information requirements and reporting schedules for Planning Section
units (e.g., Resources, Situation Units)
 Determine need for any specialized resources in support of the incident
 If requested, assemble and disassemble strike teams and task forces not
assigned to operations
 Assemble information on alternative strategies
 Provide periodic predictions on incident potential
 Incorporate the incident traffic plan (from Ground Support) and other supporting
plans into the Incident (coordinate with Safety Officer)
 Collect, evaluate and manage all intelligence and incident-relevant operational
data
 Prepare and document the Operational Planning Worksheet based on input from
the Operations Section Chief and Incident Commander
 Incorporate supporting material from other plans into the IAP
 Conduct and facilitate planning meetings
 Report significant changes in incident status
 Oversee preparation of demobilization plan

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 Provides engineering services to the ERT such as preparation of material

specifications, bill of materials (coordinate with Logistics Section Chief)
 Oversee preparation of demobilization plan (ICS 221 in Annex K)
 When the ERP is activated, the ERT will be updated on the status of the
emergency/incident so that they can respond effectively. The timing of these
updates will be determined by the IC and organized by the Planning Section
Chief.
 Debrief and provide all incident documentation to relief or the Incident
Commander as required

Doc No. EMP-PDR-01
Information Officer/Communications Lead

 Don Information Officer vest and/or helmet
 Prepare and coordinate any media releases and briefings
 Maintain list of current issues, assigned tasks, and log of events in the ERC
 Take minutes of status meetings
 Manage ERT and Resources List
 Act as repository of ERT documents and maintains distribution & control plan
 Compile and distribute appropriate lessons learned information from pipeline
related incidents and other industry incidents and drills
 Determine from the Incident Commander if there are any limits on information
release
 Monitor all appropriate traditional and social media for accurate releases
 Request the timing of deadlines from traditional media outlets
 Develop material for use in media briefings
 Obtain Incident Commander’s approval of media releases
 Align key messaging with other agencies involved in Unified Command
 Attend planning meetings
 Inform media and conduct media briefings
 Arrange for tours and other interviews or briefings that may be required
 Obtain media information that may be useful to incident planning
 Maintain current information summaries and/or displays on the incident and
provide information of status of incident to assigned personnel.
 Maintain Activity Log ICS 214 in Annex K
 Provide debrief and documentation to relief or the Incident Commander upon
request
 Determine from Incident Commander if there are constraints on the release of
information
 Arrange for tours and other interviews or briefings as required
 Manage media and public inquiries warnings
 Coordinate evacuation and shelter in place
 Coordinate EBPC staff deployed to the EPZ neighborhoods and shelters

Doc No. EMP-PDR-01
Crisis Management Team – Emergency Operations

Centre
Activation Phase:
 Check in with the Logistics Section Chief or Crisis Management Team Lead
(CMTL) upon arrival at the EOC and receive briefing
 Don appropriate identification
 Complete EOC Check-In List
 Representatives from external (non-jurisdictional) agencies register with the
Liaison Officer.
 Report to CMTL to obtain current situation status and assigned Position Checklist
 Take ICS position within the EOC and establish required forms
 Establish and maintain a Position Log that chronologically describes all actions
taken
 Determine resource needs, such as a computer, phone, fax, stationary, plan
copies, and other reference documents.
 Participate in any facility / safety orientations as required.
Demobilization Phase:
 Deactivate assigned position and close out logs when authorized by the CMTL or
designate.
 Complete all required forms, reports, and other documentation. All forms and
paperwork should be submitted through to the Planning Section (Documentation
Unit) or Crisis Management Team Lead, as appropriate
 Brief relief personnel
 Organize work station and return any communications equipment or resources
 Leave a forwarding phone number or further contact information
 Follow EOC checkout procedures. Logistics Section Chief or CMT Lead to
check out.
 Be prepared to provide input to the After Action Report.
 Upon request, participate in formal post-operational debriefs.
 Access critical incident stress debriefings, as needed.

Doc No. EMP-PDR-01
Crisis Management Team Lead (CMTL) or Crisis Team

Lead (CTL)
Responsibilities:
 Reports to: EBPC Vice President and Emera Executive
 Lead the effort in the head office to support field response
 Reports vertically to the Emera Executive through the Vice President
 Receive incident notification from the EBPC First Responder or Incident
Commander (IC)
 Assist in the decision regarding or prompt the calculation and declaration of level
of Incident Classification (Alert or Level 1,2,3 Emergency) through the use of the
EBPC Emergency Level Assessment Matrix
 Exercise overall management responsibility for the coordination between EBPC
Emergency Response Team and supporting staff in the EOC.
 In conjunction with Incident Commander, EOC General Staff and Management
Staff, set priorities for response efforts in the affected incident area.
 In conjunction with the Incident Commander, provide support to local
authorities and provincial agencies and ensure that all actions are accomplished
within the priorities established.
 Establish the appropriate staffing level for the EOC and continuously monitor
organizational effectiveness to ensure that appropriate modifications occur as
required.
 Ensure that inter-agency coordination is accomplished effectively within the EOC.
 Direct, in consultation with the Information Officer, appropriate emergency
public information actions using the best methods of dissemination.
 Approve the issuance of press releases, and other public information materials
as required.
 Ensure Liaison with Responders and Authorities
 Ensure risk management principles and procedures are applied for all EOC
activities.
Activation Phase:
 Follow the Generic Activation Phase Checklist

 Don appropriate identification
 Obtain briefing from whatever sources are available.
 Determine appropriate level of activation based on Alert or Emergency Declared
by the Incident Commander
 Receive Brief Initial Report and Situation Status Reports from the Incident
Commander
 Maintain and prioritize communication with the Incident Commander
throughout the incident
Doc No. EMP-PDR-01
 Mobilize appropriate personnel for the initial activation of the EOC.

 Ensure EOC is secured through the Safety and Environment Officer
 Ensure that sufficient staff is available for a 24-hour schedule, or as required.
 Respond immediately to EOC location and determine operational status.
 Determine which sections are needed, assign Section Chiefs as appropriate and
ensure they are staffing their sections as required.
 Operations Section Chief
 Logistics Section Chief
 Planning Section Chief
 Finance / Administration Section Chief
 Determine which Management Staff positions are required and ensure they are
filled as soon as possible.
 Information Officer
 Liaison Officer
 Safety and Environment Officer
 Ensure the ICS roles and staffing chart are posted and arriving team members
are assigned appropriate roles.
 Establish initial priorities for the EOC based on current status and information
from Incident Commander.
 Schedule the initial EOC Action Planning meeting and have the Planning
Section Chief prepare the agenda.
 Consult with the Liaison Officer and General Staff to determine what
representation is needed at the EOC from other emergency response agencies.
 Assign the Liaison Officer to coordinate outside agency response to the EOC
where appropriate
 Consider whether it is necessity to send a representative to the EMO EOC
 Obtain personal telecommunications equipment if required.
Operational Phase:
 Monitor general staff activities to ensure that all appropriate actions are being
taken.
 Ensure that Operational Periods are established and that initial EOC response
priorities and objectives are decided and communicated to all involved parties.
 In conjunction with the Information Officer, conduct news conferences and
review media releases for final approval, following the established procedure for
information releases and media briefings.
 Ensure that the Liaison Officer is providing for and maintaining effective inter-
agency coordination.
 In coordination with Management Staff, identify priorities and management
function objectives for the initial EOC Action Planning Meeting.
 Convene the initial EOC Action Planning meeting. Ensure that all Section Chiefs,
Management Staff, and other key agency representatives are in attendance.
 Ensure that appropriate planning procedures are followed. Ensure the Planning
Section facilitates the meeting appropriately.

Doc No. EMP-PDR-01
 Once the Operational Planning Worksheet is completed by the Planning Section,

review, approve and authorize its implementation.
 Conduct periodic briefings with the EOC Crisis Management Team to ensure
response priorities and objectives are current and appropriate.
 Establish and maintain contacts with adjacent jurisdictions / agencies
 Conduct periodic briefings for EBPC Executive, elected officials or their
representatives.
 In conjunction with the Liaison Officer, prepare to brief elected officials on
possibility for declaration of state of local emergency.
 Document all decisions / approvals.
 Approve resource requests not included in the Operational Planning Worksheet,
as required.
 Ensure EBPC Executive Group and / or elected officials are informed of State of
Provincial Emergency if declared by the Province of NB or City of Saint John, and
coordinate local government Proclamations (if any) with other emergency
response agencies, as appropriate.
 Brief relief at shift change, ensuring that ongoing activities are identified and
follow-up requirements are known.
 Authorize demobilization of sections, branches and units when they are no
longer required.
 Ensure that any open actions not yet completed will be handled after
demobilization.
 Ensure that all required forms or reports are completed prior to demobilization.
 Ensure that an After Action Report is prepared in consultation with the Planning
Section and Crisis Management Team.
 As directed by the Incident Commander, terminate emergency response and
proceed with recovery operations
 Deactivate EOC and ensure all other facilities are notified of deactivation.

Doc No. EMP-PDR-01
Finance Chief
Responsibilities:
 Reports to: Crisis Management Team Lead
 Ensure that all financial records are maintained throughout the incident
 Ensure that all on-duty time is recorded and collected for all personnel.
 Ensure there is a continuum of the payroll process for all employees responding
to the incident
 In consultation with CMTL determine spending limits, if any, for Logistics,
Operations, and Management Staff.
 Ensure that workers’ compensation claims, resulting from the response are
processed within a reasonable time, given the nature of the situation.
 Ensure that all travel and expense claims are processed within a reasonable
time, given the nature of the situation.
 Activate units within the Finance Section as required; monitor section activities
continuously and modify the organization as needed.
 Ensure that all recovery, insurance documentation and Disaster Financial
Assistance paperwork is accurately maintained and submitted
 Supervise the Finance / Administration Section.
Activation Phase:
 Follow the Generic Activation Phase Checklist

 Ensure that the Finance / Administration Section is set up properly and that
appropriate personnel, equipment, and supplies are in place.
 Track or have tracked:
 Time
 Purchasing
 Compensation and Claims
 Costs
 Ensure that sufficient staff is available for a 24-hour schedule, or as required.
 Consult with CMTL for spending limits.
 Meet with the Logistics and Operations Section Chiefs and review financial
and administrative requirements and procedures; determine the level of
purchasing authority to be delegated to each.
 In conjunction with CMT members determine the initial Finance / Administration
Action Planning objectives for the first operational period.
 Notify the CMTL when the Finance / Administration Section is operational.
 Anticipate situations and problems before they occur.

Doc No. EMP-PDR-01
Operational Phase:
 Ensure that Finance position log and other necessary files are maintained. Note:
EBPC should use the same financial, cost accounting and time sheet forms used
in non-emergency times.
 Ensure that displays associated with the Finance Section are current, and that
information is posted in a legible and concise manner.
 Participate in all Action Planning meetings.
 Provide cost estimates to Action Planning Process.
 Keep the CMTL aware of the current fiscal situation and other related matters, on
an ongoing basis.
 In coordination with the Logistics and Operations Sections, ensure that purchase
orders and contracts are processed in a timely manner.
 Ensure that all workers’ compensation claims, resulting from the incident are
processed, in a reasonable timeframe, given the nature of the situation.
 Ensure that all time sheets and travel expense claims promptly.
 Determine demobilization status of the Finance Section and advise the CMTL
 Ensure that all expenditures and financial claims have been processed and
documented.
 Complete all logs and documentation and forward to the Planning Section Chief
or the CMTL
 Ensure any open actions are assigned to appropriate Finance or CMT members
 Provide input towards the After Action Report.

Doc No. EMP-PDR-01
Director, Legal and Regulatory

 Likely to assume the role of Crisis Management Team Lead
 Identify and document risk and liability issues; keep Planning Section Chief
advised at all times.
 Gather and organize evidence that may assist EBPC in legal defense that may be
more difficult to obtain later.
 Conduct interviews and take statements to investigate major risk management
issues.
 Advise CMT members on safety and risk management issues.
 Assist the CMT Lead in reviewing press releases, public alerts and warnings and
public information materials from a risk management perspective.
 Evaluate situations and advise the CMTL of any conditions and actions that might
result in liability (e.g., oversights, improper response actions, personal injury,
property damage)
 Identify potential claimants and the scope of their needs and concerns.
 Advise members of response organizations regarding options for risk control, during
operational meetings and upon request.
 Advise on actions to reduce loss and suffering and, where appropriate, proactively
support response and recovery objectives.
 Organize and prepare records for final audit

Doc No. EMP-PDR-01
Annex I Records
Record Description Record Location Minimum Retention Time
All Completed Annex K Form EBPC Electronic Database Life of the Pipeline
Storage

Doc No. EMP-PDR-01
Annex J Definitions
Term Definition
Emergency Planning 800 meters from center of pipeline (400 m on each side of the
Zone (EPZ) pipeline)
Emergency Response
EBPC’s field response team
Team (ERT)
EBPC utilizes the ICS structure in responding and managing

emergencies. This structure is supported by 2 teams or groups:
c) Incident Command (also known as ERT)
d) Crisis Management Team (CMT)
The ERT consists of all relevant employees and third party
contractors of EBPC who will respond to an on-site emergency
situation when an Emergency situation is declared by the
Incident Commander. This team includes the following:
Incident Command j) Incident Commander
(IC) k) Operations Section Chief
l) Liaison Officer
m) Safety/Environmental Officer
n) Logistics Section Chief
o) Planning Section Chief
p) Information Officer or Communications Lead
q) Third Party Contractors (Technical resources)
r) Government Agencies /Emergency Responders (for level
2 and 3 emergencies)
This team is responsible for Legal and Regulatory notifications

and administrative duties to support the Incident Commander.
The Director of Legal and Regulatory Affairs usually serves
as leader of the CMT. He or she will be available to activate the
Crisis Management CMT at all Alert and Emergency levels during a crisis. If the
Team (CMT) Director of Legal and Regulatory Affairs is unavailable, the
responsibility for the Crisis Team Lead may be delegated to
the:
4. Director, HSE&S
5. Manager of Finance
The Safety/Environmental Officer will ensure responder and

Safety Officer worker safety and will assess environmental issues for
appropriate actions. The Safety/Environmental Officer has

Doc No. EMP-PDR-01
Term Definition
the authority to order discontinuation of any operation, which
threatens the health and safety of responders.
Person responsible to be on call in case of emergency and could

activate the Emergency Response team. This role will be shared
Duty Manager
with EBPC General Manager, Manager, Operations &
Engineering and the Director of HSE&S.
This person is responsible to gather information and distribute

Information Officer
it on behalf of the EBPC. All communications will be approved
(IO)
by the IC.

Doc No. EMP-PDR-01
Annex K Forms

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Doc No.

Emergency Response Plan

Effective January 1, 2017

Emera New Brunswick

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Name Position Signature

Prepared by EBPC Project Team - -

Reviewed by Frank Campbell General Manager

Approved by Ed Kacer Accountable Officer

Rev No. Issue Date Brief Description of the Change

01 2017-01-01 New Document

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5.0 Actions, Notifications and Interoperability ........................................................ 29

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5.9.2 Evacuation and Sheltering .................................................................... 49

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5.12.2 Operational Upsets/Releases ................................................................. 72

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Table 1: Mainline Block Valves ........................................................................... 13

Table 2: Emergency Planning Zone .................................................................... 48

Table 3: Immediate Actions............................................................................... 57

Table 4: Responsibility for Notification of Next of Kin ............................................ 73

Figure 1: Emergency Response – Levels of Emergencies ........................................ 17

Figure 2: Initial Action/Notification Flowchart ........................................................ 34

Figure 3: Initial Action Notification Flowchart ........................................................ 35

Figure 4: Initial Action/Notification Flowchart ........................................................ 36

Figure 5: Initial Action/Notification Flowchart ........................................................ 37

Figure 6: Notification Matrix for Government Departments and Agencies .................. 43

Figure 7: Facility Fire or Explosion – Response Action Flow Chart ............................ 60

Figure 9: Natural Disasters - Response Action Flow Chart ....................................... 66

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01 General Manager Vehicle ☒

02 Manager, Operations & Engineering ☒

03 Director, Legal and Regulatory ☒

06 Manager, Regulatory EBPC ☒

07 EHS Specialist, EBPC ☒

08 Maintenance Technician – E&I ☒

09 Maintenance Technician – Corrosion ☒

10 Maintenance Technician – Pipeline ☒

11 Logistics Public Protection (Bayside Power) ☒

12 Safety Environmental Lead (Bayside Power) ☒

13 Secretary of the Board, National Energy Board ☒

14 Spare for office ☒

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1.0 Introduction of the ERP

1.1 Purpose and Scope

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2.0 Administration of the ERP

2.1 Leadership Accountability, Policy and Commitment

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3.0 Assets, Hazards and Levels of Alert

3.1 EBPC’s Assets

3.1.2 Mainline Block Valves

Valve Number Civic Address and Directions To

Where: MLV= Mainline Valve

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3.2 EBPC’s Operational Activities

3.3 Potential Hazards, Hazards and Risks Addressed by the ERP

3.3.1 Hazard Identification