Standard Major Emergency Management

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Major Emergency Management
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CONTENTS
1. Main Building Site Plan....................................................... 21
2. Programme & Timetable..................................................... 23
3. Course Purpose & Outcomes ................................................ 27
4. Linda B Platform Major Hazards Register ................................. 29
5. Fears and Apprehensions .................................................... 17
6. Assessment Criteria........................................................... 19
7. Management Philosophy and Information Management System........ 23
8. Command, Control and Communications.................................. 31
9. Emergency Types & Considerations ........................................ 37
10. Pre-Planning ................................................................... 45
11. Stress ........................................................................... 49
12. Appendix Boards .............................................................. 55
13. Time Out Guidance Document .............................................. 61
14. Time Out Pro-Forma.......................................................... 63
15. Evacuation Checklist ......................................................... 65
16. Appraisal Document .......................................................... 67
17. Assessment Criteria and Elements ......................................... 69
18. Emergency Types & Considerations ........................................ 71
© Petrofac Training 2008 Major Emergency Management Workshop

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1. MAIN BUILDING SITE PLAN
© Petrofac Training 2008 Page 1 of 78 Major Emergency Management Workshop

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2. PROGRAMME & TIMETABLE
Management of Major Emergencies

4-Day Programme
Day One
Time Content (Times stipulated are for guidance only)
0900-0930 Course Registration and facility induction
0930-1000 • Course purpose and outcomes
• Fears and Apprehensions
1000-1015 Break
1015-1100 An insight into the requirement for appraisal/assessment of

competency to manage major emergencies
1100-1200 • Introduction to the Simulation Model
• Introduction to the Emergency Response Plan
• Introduction to Control Room Facilities
1200-1300 Lunch
1300-1330 Presentation Number 3 – Emergency Management Philosophy and

Information Management System
1330-1345 Break
1345-1445 Re-visit simulation and discuss IMS and ECC positions
1445-1500 Break
1500-1530 Presentation Number 4 – Command, Control and Communication
1530-1615 Presentation Number 5 – Dealing with Stress

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Day Two
Time Content
0900-1015 Emergency Types & Considerations/Strategy
1015-1030 Break
1030-1100 Table-Top example by instructor
1100-1215 Table-Top No1/Scenario No1/Scenario Debrief
1215-1315 Lunch
1315-1430 Table-Top No2 / Scenario No2 / Scenario Debrief
1430-1445 Break

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Day Three
Time Content
1015-1030 Break
1145-1245 Lunch
1245-1345 Scenario No1 / Scenario Debrief
1345-1400 Break

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Day Four
Time Content
1000-1015 Break
1115-1130 Break
1230-1330 Lunch
1330-1430 Scenario No7 / Scenario Debrief (For seven delegates only)
1430-1445 Break
1445-1500 End of Course Discussion, Course Feedback, Distribution of

Certificates, DVDs and electronic course materials

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3. COURSE PURPOSE & OUTCOMES
COURSE PURPOSE
To introduce delegates to the principles of Major Emergency Management,

being the first stage of their development as competent managers and
members of an Emergency Response Team.
COURSE OUTCOMES
At the end of the course delegates will:
• Be familiar with the roles and responsibilities of an Emergency Response

Team.
• Understand the philosophical differences between Normal and Major
Emergency Management.
• Understand the principles of command, control, and communication.
• Recognise the effect that stress has on oneself and others.
• Recognise the value and purpose of emergency pre-planning, which will
facilitate their decision-making processes.
• Recognise the purpose and value of applying the time-out philosophy.
• Be familiar with the practical application of the time-out as a tool to
aid communications and create a common understanding of the
situation between the emergency manager, the team and personnel at
muster.
• Recognise the necessity of a properly prepared Emergency Response
Plan.
• Recognise the need of a properly equipped and ergonomically designed
Emergency Response Centre.
• Recognise the principles behind and the operation of an Information
Management System.
• Develop the discipline of implementing their installations Emergency
Response Plan.
• Be familiarised with the elements and performance criteria used for the
Competency Assessment of an OIM.
• Recognise that practise will develop competence by providing
experience.

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LIFEBOAT STATIONS – CELLAR DECK

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4. LINDA B PLATFORM MAJOR HAZARDS REGISTER

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Major Hazards Register
Major Possible Causes Potential Consequences Consult

Hazard - restricted to initiating module Procedure
- impairs escape ways to Number
muster points.
- threatens integrity of TR
system.
Process Fires and Explosions
Module A • Failure of discharge • If deluge does not operate 1, 2, 9
lines from oil meter during a jet fire personnel in
booster pumps. module at risk.
• Failure of LP flare • Module A jet fires could
scrubber or impair east lifeboats if
associated pipework. directed downwards.
• Release of oil/oily • If deluge does not operate a
water and/or gas sustained jet fire could
from production escalate to module B
separators or resulting in further
associated pipework. escalation and TR
• Failure of pipework impairment.
A to B2 oil metering • Module A explosions have
package. relatively low overpressures
• Condensate and gas compared to other
release from hazardous modules possibly
pipework due to the equipment
downstream of P2. layout, however would still
• Failure of T1 glycol cause extensive damage
absorber and both inside the module and
to adjacent modules.
associated dried gas
line. • An explosion may damage
the firepump room on the
northern cantilever outside
the module, however
firepumps at other locations
able to supply firewater.
• An explosion could damage
flare boom and lines to the
east of module A.
• Large pool fires in Module A
can result in Co
concentrations of 1000ppm
and smoke at the helideck
and accommodation module.

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Hazard Procedure
Number
Module B Failure of a production If deluge does not operate 1, 2, 9, 10
header. during a jet fire personnel in
Release of condensate module at risk.
and gas from NGL If deluge does not operate a
metering package and sustained jet fire could
B associated lines.
Failure of gas export line
escalate to module C resulting
in further escalation and TR
upstream of pig impairment.
receiver. Module B explosions have the
Dropped object onto highest estimated peak
wellhead or flowline overpressure of 0.74 bar for
during well services explosions on Linda B.
operations. Preferential venting through
module B/F hatch covers
could result in severe damage
to module F.
Module C Release of water and If deluge does not operate 1, 2, 8, 9
then NGLs from water during a jet fire personnel in
circulation line in NGL module at risk.
wash system. If deluge does not operate an
Failure of pipework in intense jet fire could escalate
C gas sweetening plant
resulting in loss of gas,
of module D within 5 minutes.
An explosion in module C
condensate and DGA. could impair firewall to
Release of condensate module D leading to
and DGA from NGL immediate TR impairment.
treatment plant. Firepumps P27A/B, each
Failure of DGA line housed in a separate
resulting in loss of DGA enclosure, are vulnerable to
followed by gas. explosions, however
firepumps at other locations
able to supply firewater.
Module D Loss of containment and Although a fire in module D 9
fire of Texatherm stored would impair TR,
in surge drum V28 This abandonment would not be
could arise following a required as structure will not
D jet fire in module C. be threatened.
As an escalated event, TR
already impaired and platform
evacuation required.

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Hazard Procedure
Number
Module E • Release of gas from • Escalation to neighbouring 1, 2, 9
gas compression and modules from either an
condensate recovery explosion or a jet fire
equipment. could lead to TR
• Failure of pipework impairment.
E resulting in release
of sour gas.
• Release of fuel gas.
• Release of
condensate.
Module F • Failure of pipework • Low frequency of TR 2, 9
associated with impairment due to jet fires
water skimmer, V20. • Explosions ignited by a
• Release of oil/oily source at the south end
F water and/or gas
from sour crude
would generate highest
overpressures.
separator V74 or
associated pipework.
Module G • Oil release from • Pool fires result in high CO 1, 9, 10
pipework associated and smoke concentrations
with oil metering at accomm. and helideck.
package or pipeline • If deluge does not operate
oil pumps. an intense jet fire could
G • Failure of glycol
regenerator or
escalate to module H
within 5 minutes.
associated pipework • Module H liable to sustain
resulting in release of serious damage from an
glycol and gas. explosion in module G,
however relatively low
frequency.
Utilities and Accommodation Fires
Module H • Fuel or gas or fuel oil • Negligible potential for 9
leak from Main major hazard as High
Generation sets and Pressure leaks can only
water injection pump occur with equipment run-
supplies. ning, these would
H shutdown on detection of
supply faults. Low
Pressure leaks do not have
• Lube oil release.
potential to cause a major
hazard.
• Significant lube oil releases
could only occur from the
pressurised system. No
thermal or smoke hazard
with the potential to cause
platform abandonment is
considered credible.

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Hazard Procedure
Number
Module M • Fire and explosion. • An explosion might result 2, 6, 8, 9
• Flammable gas cloud in extensive damage to
forming within shale module M mess area.
shaker room or mud • Chemical fire would result
pits area emanating in large volumes of toxic
M from enriched mud

from wellbore.
smoke affecting sack store
area.
• Chemical incident • Chemical spill could result
• Accident involving in contamination of sack
drilling chemicals store area.
stored within sack • Incident in this area may
store. require decontamination
procedure for
contaminated casualties.
Module Q • Galley and other • Smoke and fire would 3, 9
accommodation fires. affect the floor of
occurrence, but not
immediately affect the
Q other floors. Alternative

muster area may be
required as muster points
could be impaired.
Helideck • Helicopter crash or • Incident confined to 5, 9
refuelling accident helideck and module G
leading to fire roof. Unlikely to impair TR.
involving helifuel
tanks on Module G
roof.
Helicopter Crash
Helideck • Crash onto helideck. • Incident likely to be 4, 5, 9
restricted to helideck.
Other • Crash onto other • Potential for a major 4, 5, 9
topsides module. hydrocarbon release low
as crash would be
external to modules.
Blowout • Loss of well control • Heat radiation from 1, 2, 6, 9
during drilling or potentially massive and
workover operations. prolonged jet flames.
• Intersection of a • Unignited blowouts also
producing well during constitute a major hazard
drilling. because of the volume and
• Dropped object onto quantity of gas released
Xmas tree during well and threat of ignition.
services operations. Precautionary evacuation
of non-essential personnel
likely.

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Possible Causes Potential Consequences Consult

Major Procedure
Hazard Number
Below • Relase from flange • Prolonged fire will 1, 2, 9, 10
topsides or small bore fitting threaten the TR system,
shutdown • Escalation event structural integrity,
valves (in from the process adjacent risers and
the air gap fire or explosion in process equipment
or at celler module B • Explosions resulting form
deck level a delayed ignition would
between sea result in minimal over-
level and the pressure although
26m level ensuring fire likely to be
prolonged
Pipeline Releases
Within the • Internal corrosion • Pipeline releases are 1, 10
500 meters • Impact from considered to have the
safety zone dropped load potential to threaten the
TR or cause fatalities.
Location of export line SSIVs
away from platform is only
potentially at risk from a
rupture upstream of SSIVs.
Inventory limited provided
SSIV operates.
Outside • Release from either • No credible jet fire 1, 2, 9, 10
modules B/F oil export (lines scenarios which could
to/from pig impair the TR are
launchers) foreseen.
• Explosions less severe as
unconfined and unlikely
to cause TR impairments
Dropped Objects
Topside • Dropped loads from • These modules are highly 8,9
modules either National or redundant structures and
Ruston – Bucyrus there is only a minor risk
cranes can only of serious damage,
impact modules F although local facilities
or G or the drilling are feasible
module
Subsea • Dropped crane load • Short duration (<30 secs) 1, 2, 9, 10
Facilities on export pipelines gas plume. Atmospheric
gas concentrations below
LEL.
• Location of SSIVs away
from platform means
pipeline inventory down
stream of SSIVs not
exposed to dropped load
hazards.

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Hazard Procedure
Number
Ship • Ship collisions • Loss of structural 1, 7, 9, 10
Collisions includes all vessels integrity due to impact
impacts. Vessels forces.
include:- • Accidents leading to fires
• Powered passing and explosions (riser
vessels ruptures).
• Drifting passing • Pre-emptive evacuations
vessels of personnel possible in
• Dedicated vessels some instances if
(supply boats) sufficient advance
• Fishing boats, DSV warning
and SBV
Structural • Fires and explosions • Flame impingement on 1
Failure • Ships collisions critical structural mem-
• Dropped objects bers particularly from
risers fires in the air gap.
• Material Failure
• Corrosion or fatigue
• Foundation Failure
failure. Structure has low
reserve strength capacity.
• Mud mound at jacket base
prevents scour. Low
probability of pile failure
during storm conditions
Unignited Gas Releases
Cellar deck • Riser release of • Following areas are 1, 2, 9, 10
and air gap Flammable gas potentially in range of a
flammable gas from an
unignited riser release:-
• Eastern TEMPSC
• Western TEMPSC (>20kg/s)
• Riser release with a Lethal H2S concentrations are
source oncentration only feasibile in the following
of H2S up to 7000 areas for riser releases of
ppm. 20kg/s and over:-
• Eastern TEMPSC
N&S walkways outside
modules A, B & C
Outside • Source • Releases>20kg/s threaten 2, 8, 9
Modules B concentration for north side of platform
& F on north H2S approx 7000
face of ppm
platform
Within • Releases of H2S at • Threat to personnel within 2, 9
module 20000ppm from module but typical
stripping column in hazardous diameters are
modules B and F the order of 2 to 5 meters.
H2S detectable at low
concentrations hence
individuals should be able
to react and escape

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5. FEARS & APPREHENSIONS
Slide 1 A compilation of those Fears and

Fears and Apprehensions Apprehensions stated by delegates
from a variety of different companies,
Instructor:
both offshore and onshore based,
Date: throughout the world:
• Fear of the unknown

• Concern about their own
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performance and their colleagues
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correct ones
• Will the back up and support be
good enough
• What the effect the weather
conditions have
• Loss of evacuation and muster
Slide 2 Programme
points
What are your Fears and Apprehensions • Loss of communications
about managing a Major Emergency?
• How well will the response teams
cope
The following is a compilation of those Fears and
• Missing/injured/trapped personnel

Apprehensions stated by delegates from a variety of

different companies, both offshore and onshore based,
throughout the world which supported by various official
statements following on from recent major disasters form
• How effective will the fixed
the basis for our Programme
systems be
• Loss of water supplies
• Loss of essential facilities
• How good will the shutdown
systems be and what if they fail
• Rapidly escalating situation
• Loss of control
• Fear of the Aftermath?
• Self recrimination
Fears and Apprehensions
Slide 3
A compilation of those Fears and Apprehensions stated by
delegates from a variety of different companies, both
offshore and onshore based, throughout the world:
Fear of the unknown
Concerns about their own performance and their
colleagues
Will the initial decisions be the correct ones
Will the back up and support be good enough
What effect the weather conditions have
Loss of evacuation and muster points
Loss of communications
How well will the response teams cope

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Slide 4 Fears and Apprehensions
Missing/injured/trapped personnel
How effective will the fixed systems be
Loss of water supplies
Loss of essential facilities
How good will the shutdown systems be and
what if they fail
Rapidly escalating situation
Loss of control
Fear of the aftermath
Self recrimination

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6. ASSESSMENT CRITERIA
Slide 1 The Assessment Criteria were
Assessment Elements & developed, post the Piper Alpha
Performance Criteria Inquiry, by a committee which
Instructor:
consisted of representatives from the
regulating and advisory bodies such as
Date:
OPITO, UKOOA, the HSE, etc. and
practising OIMs from all aspects of the
industry. The Criteria have been
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in 1992 and now constitute a system
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which is gaining acceptance
worldwide.
Slide 2 Scenario Criteria
The assessment event will be
preceded by one, or where necessary
A minimum of 3 emergency scenarios, each based around up to three familiarisation exercises.
a major incident chosen from one of the following:
During this period the candidate will
Well control incident

be given the opportunity to modify
Explosion and fire
arrangements in the simulator to best

Accommodation fire
Helicopter incident reflect those on his own installation.
Pipeline incident The familiarisation exercises will be
Collision or wave damage causing structural collapse
followed by at least three assessed
Loss of stability (mobile installations)
exercises of various levels of

difficulty, between which feedback

will be given but no coaching will be
offered.
Both familiarisation and assessed
exercises will be selected from the
list shown.
Slide 3 Event Criteria

All the events listed on the following
slide will have been experienced by
the candidate after he has completed
the three assessed exercises. Every
The events on which individuals or teams endeavour will be made to ensure
are judged must include the following, that they are also included in the
at least once, in any series of emergency
familiarisation exercises.
scenarios

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Slide 4 Events
To explain it another way each
exercises will not contain each of the
listed events but by the time three
Abandonment of the installation exercises have been completed all
Injured personnel those relevant to the candidate will
Missing personnel or man overboard have been experienced.
Loss of communications
Loss of evacuation or muster points
Stressed personnel
(Individual ineffectiveness or mass panic)
Slide 5 Events As per the two previous comments.
Extreme weather conditions

Loss of essential facilities
Loss of key personnel
Rapidly developing situation leading to
information overload
Loss of mooring (where applicable)
Slide 6 Elements of Emergency Management These are the headings of the six
elements of the Major Emergency
DEAL WITH MAINTAIN A STATE OF
Management System. They are listed
STRESS READINESS
and their associated performance
criteria are précised on the flowchart
within your presentation supplement.
MANAGE SELF ASSESS THE SITUATION
AND AND TAKE
TEAM PERFORMANCE EFFECTIVE ACTION
Each element will be discussed in
DELEGATE
AUTHORITY
MAINTAIN detail during the remainder of the
COMMUNICATIONS
TO ACT
presentation.
Slide 7 Maintain a State of Readiness

This element was introduced during
the first review of the system. Its
performance criteria aim to bring
uniformity and conformity to pre and
UNDERPINNING PROVIDE INFORMATION
KNOWLEDGE AND TO RELEVANT
UNDERSTANDING PERSONNEL
post assessment training and
CONFIRM
SERVICEABILITY CONTRIBUTE TO
DRILLS AND
experience. It is now the
AND SUFFICIENCY
OF EQUIPMENT EXERCISES responsibility of the candidate’s
COACH
company to ensure his compliance
with this element. The candidate
PRE-PLAN
EMERGENCY RESPONSE CLARIFY ROLES PERSONNEL
ACTIONS AND
RESPONSIBILITIES
should be present for assessment,
against Elements 2 to 6, with his
Element 1 pro-formas completed and
signed by his Asset Manager.

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Slide 8 Assess Situation

Obtain information from the CCR, ERT
Leader, Work Permits, Standby Vessel
and very importantly, the ER Plan.
IDENTIFY OBTAIN, EVALUATE
AND CONFIRM RECEIVED
Make valid interpretations and take
valid decisions re the Type and
CONTINGENCIES
INFORMATION QUICKLY
Location of the incident, Containment

REVIEW
POTENTIAL
MAKE VALID
INTERPRETATIONS
method(s), ERT deployment, Muster
OUTCOMES
status, Plant status, availability of
MAKE
VALID
means of evacuation.
DECISIONS
Identify the worst possible case and
associated contingencies.
Slide 9 Take Effective Action

Plan both to mitigate the current I
situation and deal with the worst
possible case. Consider evacuation,
USE SAFE DEVELOP minimising risk to personnel and
casualty handling. Review and update
WORKING REVIEW AND
PRACTICES UPDATE PLAN
the plan regularly.

CO - ORDINATE AND
USE APPROPRIATE
Appropriate resources include Fixed
DIRECT EMERGENCY
RESPONSE TEAMS
RESOURCES Systems, ERTs, Support Teams
including Medical, Portable Equipment
and those available at Shore bases.
APPROPRIATE ACTIONS
ARE TAKEN QUICKLY
Give actions due thought then take

them quickly.
Use a member of management to co-
ordinate the ERTs.
Complete a mental risk assessment
prior to deploying ERTs.
Slide 10 Maintain Communications

Inform outside agencies and the ERTL,
Onshore ERC and those mustered.
Well structured and disciplined
IDENTIFY AND UTILISE
ALTERNATIVE MEANS OF
INFORM ESSENTIAL
CONTACTS & RESPONDING
PERSONNEL OF
timeouts will promote common
understanding. Refer to the notes re
COMMUNICATIONS
EMERGENCY & PROGRESS
the Command, Control and

Communications.
MAINTAIN KEY EVENTS INFORM RELEVANT
AND COMMUNICATIONS PERSONNEL OF
RECORD ACTION PLAN
Well maintained key events boards
REPORT STATUS OF PROMOTE A COMMON
are essential to the good management
SITUATION TO
NON ESSENTIAL PERSONNEL
UNDERSTANDING OF SITUATION
AMONGST EMERGENCY TEAM of an incident. Refer to the examples
in the appendices.
Telephones, Tannoy, Runners can be
used if the radios break down. This
performance criteria also covers use
of the G.A., PAPA and Mayday.
Slide 11 Delegate Authority to Act Delegations will be either procedural

or ad hoc. The OIM should not
delegate his own responsibilities
DECIDE WHICH
ACTIVITIES SHOULD
BE DELEGATED
gratuitously.
Suitable personnel should be assigned
DELEGATE
ACTIVITIES TO
to ad hoc activities.
THOSE MOST SUITED
Considerations should be given to the
position and experience of those
CHECK UNDERSTANDING
OF THOSE DELEGATED assigned.
Those assigned must understand what
is required of them. The effectiveness
of the OIM's monitoring of results may
also be commented upon.

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Slide 12 Manage Self and Team Performance

Be authoritative, address personnel
directly and be clear and concise.
Display a confident demeanour
MAINTAIN AN
APPROPRIATE DEGREE
REQUEST ASSISTANCE
AND ACTION FROM
throughout. Support a weak team
OF DETACHMENT OTHERS IN A MANNER
WHICH PROMOTES A member. Do not overload ‘willing
POSITIVE RESPONSE
horses’. Do not instruct personnel to
act outwith their experience and
RECOGNISE STRENGTHS
AND WEAKNESSES
INSPIRE
CONFIDENCE capabilities. Do not get involved in
WITHIN TEAM
WITHIN TEAM
tactics, this is the job of the team
members. Only move off the
command position if it is absolutely
necessary and return to it soonest.
Slide 13 Dealing With Stress

Refer to the Stress Presentations
notes for methods of recognising own
RECOGNISE SYMPTOMS
stress. Endeavour to recognise stress
OF STRESS IN SELF
AND TEAM
in others and acknowledge same.
Refer to Stress Presentation for
TAKE EFFECTIVE
ACTION TO MAINTAIN methods of dealing with own stress.
The required actions to deal with
ACTIVITIES
TAKE EFFECTIVE
ACTION TO
others include repeating P/As or
REDUCE STRESS
sending a team member to the muster
station, delegating a team member to
maintain contact with a trapped
person, arranging for replacement of
stressed person, escorting him from
the site and monitoring him
subsequently.
The quality of the OIMs management
will reduce team member’s stress
levels.

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7. Management Philosophy & Information Management

System Presentation
Introduction
Emergency management requires, from the person in charge, specific qualities and
skills, which are essentially different from those demanded by the manager's daily
routine. The habits, expertise and experience acquired as the individual wins
seniority within an organisation are crucial to the performance of his or her normal
duties, but they might not necessarily meet the needs of a particular emergency.
An emergency imposes unique pressures. Time for decision-making is usually
limited. The decisions required can be literally matters of life and death, rather
than regulators of operational and financial efficiency. The very working
environment might be alien and hostile, where normal systems have failed, or
threaten to fail. Physical danger and fear might be inhibiting factors in decision-
making. The combination of these extraordinary pressures affects normal thought
processes. The brain becomes less efficient, so that it is essential to assist it by any
means possible. These means are the basic tools of emergency management, one
element of which, the Information Management System, is the subject of this
presentation.
Purpose
The purpose of this presentation is to identify factors that are present during an
emergency incident which, if not controlled, will make it difficult for the delegate
to deal successfully with the emergency, and to examine effective coping
strategies.
Outcomes
On completion of the presentation the delegate will have had demonstrated to him
or her the need for:
1. An appropriate management style in an emergency.
2. Understanding roles and responsibilities.
3. A system for managing information.
4. Emergency Management Organisation.
5. Methods of maintaining an overview of the incident.

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Management Philosophy
The emergency manager, during an incident, has the primary duty of identifying a
problem and determining its correct level of response. Thereafter, he or she must
be proactive. Events need to be anticipated and a plan formulated. The team must
be left in no doubt as to the identity of the person in control, who should be the
dominant character in the control centre, recognisable by body language, by verbal
authority and by his or her physical location in the room. An individual manager,
naturally, will develop a distinct personal style, but it is likely that this style will
be consciously formulated, based upon the need to transmit the over-riding,
central role of the person in charge. Essentially, the manager must clearly define
and allocate tasks to team members, so that all clearly understand their assigned
role. This delegation of duties should be pre-considered and rehearsed.
The Information Management System

In an emergency, normal procedures might be inadequate. The manager will be
subject to unusual stress and his or her routine management style could be
inappropriate for dealing with the problem. Increasing, often conflicting, levels of
information can be overwhelming. One of the manager's major problems will be the
necessity to develop stratagems for dealing with a potential overload of incoming
data. Some individuals, of course, thrive under this kind of pressure, but most need
every available aid to help them cope, as normal brain functions buckle under the
strain. Reliance upon memory alone, in particular, is inadvisable.
An Information Management System, as recommended here, fulfils a number of

functions. It:
• Provides a ready means of gathering and updating essential information,

concerning the current status of the situation.
• Assists the manager in identifying priorities. Adequate information, clearly
presented, enables him or her to analyse the situation and evaluate priorities.
• Aids the manager in briefing and controlling staff. An appreciation of the
developing situation means that individual members of the emergency team
can be clearly briefed about their specific roles and duties and relevant
instructions can be given them.
• Enables the manager to update the situation as required and reassess actions
and priorities as appropriate.
• Provides a framework by which the emergency situation can be contained and,
where possible, normalised.

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Slide 1 Philosophy of Major Emergency

Management and Information
Management Systems
Instructor:
Date:
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Slide 2 The Emergency Manager A statement made by Lord Cullen, a

very senior Scottish Judge, who
presided over the Official Inquiry
The post of Installation Manager calls for decisions which
may make the difference between life and death of into the Piper Alpha Disaster which
personnel on site and this demands a level of command
ability which is not a feature of normal management posts took the lives of 167 men.
Lord Cullen came to the conclusion
Lord Cullen “ . . . . the conventional selection and training
of Offshore Installation Managers is no guarantee of ability
that an Emergency Manager
to cope, if the man himself is not able in the end to take
critical decisions and lead those under his command in a
required different qualities than a
time of extreme stress” normal Line Manager and this led to
the development of courses such as
this.
Following the Piper Alpha Inquiry
Slide 3 “Management” Recommendations, North Sea
Offshore Legislation was changed
“The technique of accomplishing work, or obtaining results,
from being prescriptive to goal setting
through people”
and the Safety Case
Does it therefore follow that:
Regulations puts the onus on the
Operators to run their installations
Managing a Major Emergency requires the same skills as safely.
managing any other problem activity
Slide 4 Key Elements

Time management becomes far more
important as events will be
What key elements come happening far more quickly than in a
into play during an
Emergency that are not
normal situation.
present during normal Assertive leadership style (no time for
day to day Management
Operations?
democracy).
Roles and responsibilities need to be
thoroughly understood.
Understanding of Emergency Response
Plan.
Strong and effective leadership
(COMMAND, CONTROL &
COMMUNICATIONS)

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Slide 5 Elements Effecting Managerial Operations This slide illustrates the factors that
During an Emergency
exist during an emergency that
Ill defined goals and ill structured tasks requires a manager to adopt a style
Uncertainty,ambiguity and missing data of emergency management which will
Shifting and competing goals assist both his team and himself cope
Action feedback loops with the increased pressure.
(real time reactions to changed conditions)
Time stress
Slide 6 Elements Effecting Managerial Operations

During an Emergency
High stakes
Multiple players ( team factors )
Organisational goals and norms
Personal factors (adrenaline rush)
Slide 7 Managerial Style

This slide illustrates the various
management styles available to the
To be able to diagnose: manager dependent on the conditions
The situation, the task or problem and any other
created by the emergency.
limiting factors associated with the incident
The mood (anxious, frightened, confident)
Competence
Motivation of the team
Slide 8 Managerial Style
Have a range of styles available:
Consultative
Coaching or providing Guidance
Delegation
Facilitating
Directive

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Slide 9 Normal Management This graph has been developed

scientifically and demonstrates the
stress levels experienced during
normal management activities.
12
11
Str ess C ount (Ad renalin Levels

10
Note the stress danger line which

Danger Level
9
8
we must try to avoid crossing.

7
Decision
6 Making
5
4
Inf o. Consultation Decision Justif ying
3
2 Normal Gathering Review ing Normal
Functions Functions
1
0
0 1 2 3 4 5 6 7 8 9 10
Time Lapse - hours/days /w eeks/years
Normal Management v Emergency Management - Time Lapse
Slide 10 During the Emergency This slide illustrates the

disfunctional effect that time
pressure and information overload
12
11
Decision Decision
Justification can have on a manager’s decision
n
Making Making
Stress Count (Adrenalin Levels)
atio
making capability.
Monitoring
10
unic
Danger Level Reviewing

9
mm
wing
8
W in
Co
ie
7
dd
Rev
Consultation
6
ow
Gat ation
n
g
5
Systematic
herin
rm
4
Use Of
Info
3
Normal MEM
2
1
function Alarm Techniques
0
0 1 2 3 4 5 6 7 8 9 10
Time Lapse - Minutes-Seconds
Normal Management v Emergency Management - Time Lapse
Slide 11 When you’re under pressure and the Only about 25% of short and long term
adrenaline is flowing?
memory will remain effective.
How good is your memory?
Slide 12 Information Management Systems Examples demonstrating the

Advantages
advantages of the Information
Supply current status information to assist the OIM to Management System.
identify priorities and evaluate initial emergency
response
Assist you in briefing, and/or updating your key
personnel, “where are we now”
Anticipate possible situation developments and
escalations
Anticipate future resource requirements
To keep the overall strategy updated as conditions and
circumstances change
To be more pro-active and less reactive

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Slide 13 The Emergency Control Centre Check List

The slides 13 + 14 illustrates the
equipment, reference material and
trained personnel necessary to
Plotting Boards 9 Plotting Aids/Tools 9
• Large simple plan of • Magnetic effectively operate an emergency
site (plasticised pictos/rondels
magnetic)
• Key Control Log
• Nobo pens
• Pointer
control centre.
• Muster Status
• Casualty Status
Reference Material 9 Environment 9

• Emergency Response Plan • Lighting
• Check Lists • Seating
• Operation Manual • Heating
• P & ID’s • Refreshments
• Hazard Information • Background Noise/
Distractions
• Essential Personnel/
Resource
Slide 14 The Emergency Control Centre Check List
Communications 9 Stationery 9
• Radios • Log Sheets
• Telephones • Pens/Pencils
• Intercoms • Note Pads
• Alternate
• NB Sufficient and
adequate volume
controls
Personnel 9 Miscellaneous 9
• Main Controller/or • Clock
Deputy • Audio Recorder
• Specialist Advisors/ • CCTV
Delegated Roles
• Dedicated Plotter /
Prompter
• Experienced Log
Keeper
Slide 15 Planning Strategy and Information This slide illustrates the command
Feedback Loop
structure and explains the definition
MANAGER
of strategy, tactics and operational
BIG PICTURE
functions.
PLAN
In
f or
m
at
io fo
rm
a ti o
n UP DATE
It also displays the importance of
n In
Information
monitoring communications within
at
io
n In
fo
r m
the system which confirms the
effectiveness of the manager’s
m
fo
r at
io FEED BACK
In n
TACTICS TACTICAL TEAM
overall planning or strategy.

OPERATIONAL TEAMS
Slide 16 Model Building

This slide follows on from the
previous slide where we now
discuss what information is held in
the Information Management Model.
PERSONNEL Each of the blue circles branches off
to illustrate a system and the
THE PICTURE information it holds.
KEY EVENTS
CONTROL The important thing is to establish
and maintain the Big Picture.
RESPONSE PLAN
ASSETS & CHECK LISTS

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This presentation recommends, as component parts of the Information Management

System, a number of physical aids. These are:
• The Emergency Response Plan. This document should be the primary
reference source for all emergency managers. They should be familiar with
its contents and use it as a yardstick against which to measure the emergency
plan.
• Check lists. Under the unique pressures of an emergency, a manager is liable
to forget important details, mangle common-sense sequencing of actions, and
presume, incorrectly, that events have occurred and that instructions have
been carried out. Checklists, properly constituted and maintained, and con-
scientiously observed, obviate many of these problems (see Appendix Fig. 1).
• Information boards. These can often be pre-prepared and are of great use in
the clear display of essential information, such as the availability of external
assets and the current status of personnel and casualties. In particular, there
needs to exist a carefully maintained Key Events board. The purpose of this
board is to record the major elements of an unfolding situation. It will
indicate the chief events of the emergency, the actions initiated by the
manager and those that satisfy his instructions. Most importantly, this board
will enable the manager to identify uncompleted tasks, so that all possible
loops can be closed (see Appendix Fig. 2-6).
• Pictographs. A simple visual picture is worth many words. It is easily
interpreted, available to the entire emergency team and quick to assimilate.
Pictographs are cheap to produce, easy to handle and simple to interpret.
Used in association with appropriate plans of the installation, they provide an
accurate visual impression of the developing situation. Managers are thus
able to consult it at their convenience. They can witness the situation as it
unfolds, monitor the movements of personnel and ensure the maintenance of
safe working practices.
If correctly prepared and operated, the Information Management System provides

the emergency manager with an overall picture of the problem. Essential
information is readily available and clearly displayed. Data is visually presented
and continually updated, so that a minimum of words is required to transmit the
essential situation -a virtue where noise and some confusion might reign, and
where stress renders individuals less than coherent. In short, the manager is
effectively able to develop the Big Picture of an emergency.
Conclusion
Effective emergency management requires specific skills. These skills can be of use
only when the manager is provided with adequate tools to facilitate the task. An
essential tool must be the clear and accurate presentation of information, so that
the manager is able to assess the data, analyse the problems, evaluate priorities,
control the situation, brief the team, and, ultimately, contain and normalise the
installation. The Information Management System described in this presentation
constitutes such a tool.

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8. Command, Control & Communications Presentation
Introduction
The techniques and practises of day-to-day management vary widely and are
constantly modified to suit changing commercial, industrial, personnel, or financial
needs. Management structures are designed to cater for these needs, facilitated by
the creation of inclusive systems and procedures. Management uses a wealth of
methods to achieve its aims, including teamworking, presentations, briefings,
conferences, seminars, interviews, formal documents, memoranda, networking,
information technology and a host of others. Often, management will attempt to
create a particular culture, or ethos, a corporate identity designed to stimulate
within the workforce pride, loyalty and a sense of belonging. This plethora of
techniques is complicated by the personalities of the managers themselves. They
might be autocratic or team workers, distant or sociable, extrovert or inward
looking. Whatever they might individually be, the characters of managers
profoundly affect the lives and conditions of the workforce.
Complexity of this sort has no place in emergency management. Here, structures
must be simple and easily instituted. Within these structures, individual roles must
be clearly defined and understood. Above all, the authority of emergency managers
must be beyond question. They, in turn, must learn to tailor their techniques to
the needs of the emergency. Time for consultation and advice is usually severely
limited. They must learn to make quick and accurate decisions, to brief their team,
to control and supervise its actions and to issue clear, concise instructions. It is
essential that the team understands and complies with the orders of the manager,
although the structure must allow an opportunity for suggestion and comment. The
very tone of these observations suggests that the style of emergency management
lean towards the authoritarian and the regimented, in away that would be
inappropriate in the routine activities of most civilian organisations.
Purpose
The purpose of this presentation is to identify the necessary characteristic features
for a manager to action or display in order to maintain a confident and competent
performance during an emergency.

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Outcomes
On completion of the presentation the delegate will have had demonstrated to him
or her reasons for and methods of:
1. Implementing and maintaining an effective standard of command.
2. Implementing and maintaining an effective standard of control.
3. Implementing and maintaining an effective standard of communication.
4. Time management during an emergency.
5. Realising the effect that noise levels have on personal and team
performance.
Command, Control and Communications

The term Command refers to the role, authority and style of emergency managers.
They are each the undisputed Commander of the situation and should be
recognised as such. His or her understanding of roles and responsibilities should be
certain, as must also be their knowledge of how best to harness the control centre
and the procedures within it. The manager should not become involved with
administering the detail of the emergency, such as personally communicating
instructions to fire teams, physically maintaining information boards, consulting
documents, or answering telephone or radio calls. Specifically, managers are
concerned with developing overall strategy. They must initiate and guide the
formation of tactics, but their task is not personally to implement these. Moreover,
a certain detachment will assist the manager in maintaining an overview of the
situation. Consequently, the manager will be more able to delegate
responsibilities, provide instruction and support, initiate the correct level of
emergency response and meet overall team requirements and expectations - in
short, he or she will be exercising Command.
The term Control refers to managers' administration, organisation and supervision
of the emergency team. It defines how they drive the plan that they have
formulated as part of their command function. Responsible supervision will ensure
that instructions are being correctly and safely implemented. Moreover, it will help
the manager assess the efficiency of the team, to avoid duplication of effort,
misdirected energies, or gaps in procedures. Discipline must be maintained, in
order to encourage clear thinking throughout the team, despite the stresses
experienced by it in handling the emergency. It will also ensure that team
members concentrate on carrying out their own tasks, without adversely impinging
on the efforts of others. When deficiencies in the team are recognised, the
manager must be assertive in redirecting effort, by exhortation, encouragement,
redefinition of tasks, or by actually reallocating responsibilities should the situation
so demand. Thus, the manager must manipulate and guide the team in order to
achieve the desired aims.

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The term Communications, in this context, refers to the various intelligence links
between managers and their emergency teams, between managers and their
installation personnel, and between managers and the several sources of external
support that exist away from their installations. These links might involve
technology, ranging from satellite communications to the public- address system.
In some cases, they might necessitate such basic means as the use of runners. In
every instance, good communications are a means of reinforcing a manager's
effective command and control functions. As for the crucial task of maintaining
good communications within the emergency team, this presentation recommends
that the manager use the concept of the Timeout.
A timeout, quite simply, is a two-way briefing between the manager and the team,
which should be of only short duration -typically of about one-to-two minutes.
Whilst timeouts are routinely called at ten-minute intervals, they should also occur
whenever the manager deems it necessary. Above all, a timeout should be called
where there exists the risk of the team losing control of a given situation. Before
demanding a timeout, the manager should warn the team, who, in turn, should
inform others, such as fire-teams. During the timeout, managers can ensure that
their teams clearly understand the nature of the incident. They can communicate
the essence of their plan and confirm that it is fully understood. Further
clarification can be gained by examining individual team members, who can be
invited to contribute, regarding their own progress, problems, or advice. The
manager can then re-brief and re-task his team as appropriate. The timeout,
though, is simply a management tool. It must never become an end in itself, or
hinder the handling of the situation.
One major advantage of the timeout is the fact that it allows noise levels to be
controlled. The emergency team will be inundated with inputs from team
members, from telephones, radios and public address systems and, possibly from
system failures, with their concomitant alarms. These are all distractions to clear
thought. The timeout, properly organised, enables the manager to minimise these
inputs.
Structured Management Cycle. Described in some detail during the presentation,
this cycle provides an opportunity for the manager to assess a situation and, by
exercising judgement, formulate a plan of action. He or she can then delegate
tasks and responsibilities, before communicating events to interested parties. This
cycle should recur every ten minutes or so. The timeout is a convenient device for
initiating and formalising a management cycle, but continuous assessment, during
and between these cycles, is a manager's duty.
Conclusion
Emergency management must be simple to implement and understand, direct in its
application, unambiguous in intention and authoritarian in nature. The emergency
manager is the Commander, certain of the respective roles, and consequent
relationships, of all the team members. Efficient and effective handling of the
emergency is promoted by sure control of the team and other resources, whilst the
overall emergency management machine is lubricated by correct, prompt and
relevant use of communications.

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Slide 1
Command, Control and
Communications
Instructor:
Date:
Petrofac Training
Petrofac Training
Slide 2 Management Style

The 3 ‘C’ Triangle.
c
Command,
Control
&
Communications
c c
Slide 3 Command
Remain calm, controlled and
articulate. Essential that the
Emergency Manager has a thorough
BODY
APPLICATION OF
PROCEDURES LANGUAGE understanding of his own and his
UNDERSTANDING
team’s emergency roles and
responsibilities.
REMAIN ROLES
DETACHED &
COMMAND RESPONSIBILITIES
Meet group expectations by providing
MEET GROUP
leadership and a sound plan.
DELEGATE
AUTHORITY EXPECTATIONS
IMPLEMENT CORRECT
Assess situation and ensure that
PROVIDE
SUPPORT LEVEL OF
E.R. response is adequate to the
emergency.
Provide physical and moral support.
Nominate tactical team tasks to free
up manager’s time, allowing him to
plan ahead.
Achieve the correct level of
detachment by not getting drawn into
details whilst retaining an overall
view of the big picture.
Ensure that procedures are being
followed.

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Slide 4 Control
Provide guidance to the team but do
not get involved in detail.
THE PLAN
It is essential that the manager is
MAINTAIN EFFICIENCY
OF THE GROUP
GUIDANCE more authoritative in an emergency
than during normal management
(80% autocratic 20% democratic).
CONTROL
MAINTAIN
DISCIPLINE
BE
ASSERTIVE Ensure that no one is exposed to
unnecessary risk.
MAINTAIN MONITOR SAFE
Maintain a confident attitude “we can
A
POSITIVE ATTITUDE
WORKING
PRACTICES handle this”.
Maintain team spirit and self-control.
All the foregoing will ensure the
efficiency of the team.
Slide 5 Communication
PA announcements, not applicable
onshore but essential on site to
PROMOTE A COMMON reassure personnel at muster stations
UNDERSTANDING OF SITUATION
AMONGST EMERGENCY TEAM who are not directly involved in the
TIME- OUTS
PUBLIC
emergency.
Ensure that interested parties such as
ADDRESS
COMMUNICATION police, military, partners, etc. are

kept aware of progress.
ONSHORE OUTSIDE Essential that good communications
are maintained between offshore and
RESPONSE AGENCIES
onshore, Managing a Major Emergency

is a team event.
Time outs are utilised to promote a
common understanding of the
situation and communicate the plan.
Slide 6 Time-out
First time out within eight minutes
and every ten minutes thereafter.
During a long event this interval can
be extended.
RULES
STATE PRESENT
STOP!!! SITUATION
After change in circumstances or
STATE POTENTIAL
STATE PLAN
when trying to reduce stress.
URGENT
CHANGE OF DIRECTION
TIME-OUT
DELEGATE TASKS State the problem, solicit advice,
ENSURE
UNDERSTANDING
communicate the plan and priorities
and delegate tasks.
UPDATE PLAN
Be brief, two minutes maximum.
Slide 7 Structured Management Cycles

Demonstration of the management
cycle, this holds good for normal
management.
Initial 10 MIN
P.A. Actions ASSESS RE-EVALUATE
JUDGEMENT
P.A. P. A.
INITIAL NEXT UP-DATE
COMMS PLAN COMMS
CYCLE CYCLE PLAN
BEACH TIME-OUT BEACH TIME-OUT
DELEGATE RE-DELEGATE
1 2 3 4

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9. EMERGENCY TYPES & CONSIDERATIONS
Introduction
When an incident occurs the emergency manager’s senses will be highly active
sending signals or cues into his or her mind. These cues, in the main, are made up
of numerous verbal communications and visual images. If the manager is to cope,
stay in control and formulate a plan of action he/she must have training to make
sense of this data. The competent emergency manager must process the ability to
make rapid assessments of the information, discard, that which is not relevant and
act on the relevant; to quickly define the level of hazard the incident presents to
personnel, plant and the environment. In some circumstances there may be missing
information and the manager may have to call on his or her experience to fill in the
gaps.
With training, the manager will start to recognise patterns within the data that will
help him or her identify what type of incident is developing. With the incident type
correctly identified, the corrective solution realised within the emergency response
plan can be implemented to bring the event under control.
With instruction on what is accepted as the correct response to an identified

hazard and by undergoing realistic simulated exercises, the manager will
accumulate knowledge and experience of the associated patterns and appropriate
responses in his long-term memory.
During an emergency, when a pattern is recognised, the manager will intuitively

know the correct response, thereby saving time by not having to concentrate on
problem solving. This is known as recognition primed decision-making or RPD. This
process therefore will make decision making for the manager simpler, more
efficient and less demanding. With RPD in place the mind will have spare capacity;
capacity that can be used to plan ahead, resulting in a more pro-active
management style.
As mentioned above each hazard has an appropriate emergency response plan. This
plan is made up of a number of action points that the manager must consider and if
appropriate, implement. These action points will be dicussed during the workshop
phase of the course.
Purpose
The purpose of this presentation is to indentify the types of emergency that can
occur; the potential for escalation and the resources that can be used to control
and mitigate the emergency.
The delegate shall also be shown how to take a strategic approach to emergency
management

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Outcomes
On completion of the lesson the delegate will have acquired a working knowledge
of the following:-
To categorise the types of emergency that can occur
To identify all relevant sources of information and take appropriate action
To evaluate the potential for escalation of an emergency and the resources

available to assist the OIM dealing with it
A strategic approach to site emergencies, planning and controlling the

response actions
The safe management of non essential and responding personnel for all
types of emergency, both on the site and within the 500m exclusion zone.
Philosophy
The regulatory and advisory bodies have identified under broad headings the types
of incidents that an emergency manager should be competent to handle. These
are:-
Well Control Incident

Explosion & Fire
Accomodation Fire
Helicopter Incident
Pipeline Incident
Collision or Wave Damage leading to structural collapse
Loss of Stability
Within each type of incident there will be many contributing and peripheral factors
that require to be addressed by the emergency manager.
Let us consider one type of incident. An explosion has occurred in a process

module. What factors should the manager consider?
To conduct an accurate assessment of the facts he must adopt systematic

methodology. One method is to group the considerations under the following key
headings. People, Plant, Resources and Support.
People:
Muster the installation personnel in a place of safety, within the Temporary

Refuge (TR) or Alternative Muster
Establish if there are any missing personnel

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Implement Man Overboard Procedure

Is there a threat to the TR and if so how much TIME does the manager have
to implement a controlled, down manning of personnel or a full evacuation
of the installation
Are escape routes, helideck and lifeboats compromised?
Plant:
Has the process shutdown and if appropriate blown down and have all the
systems functioned correctly?
Have Drilling and or Well Services been made safe?
Have the fire pumps and fire suppresion systems activated?
If appropriate, boundary cooling of surrounding modules should be
considered
Have all ignition sources been eliminated, hot work permits withdrawn etc?
Have all isolations to the incident area been initiated?
What was the source of the explosion?
Has there been any inventory loss?
Has there been any damage to critical structural members?
Is there any potential for any further escalation, e.g development of gas
clouds, fire or further explosions?
Resources:
Has the ERRV carried out a sea search around the installation and reported
back observations on the location and severity of the incident
Evaluate when it will be safe to deploy ERTs
Evaluate what safe systems of work ERTs will require to adopt
Have medical teams prepared to receive casualties
Support:
Evaluate the necessity for a MAYDAY transmission

Request air and sea support
Request medical support
Request environmental support
As can be seen from the example, the breadth and depth of each set of
considerations is quite extensive.

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Conclusion:
Emergencies can happen at any time without warning and the emergency manager
and his team, if they are to cope competently, must be in a permanent state of
readiness.
The implementation of the appropriate Emergency Response Plan (ERP) is a core

responsibility of the installation manager. Caution should be observed, however, as
the emergency may have some unique features that were not identified when the
ERP was initially developed.
The competent manager will have prepared, both his team and himself, by
conducting drills and exercises thereby developing confidence in their emergency
response ability and acquiring valuable knowledge and experience.

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Slide 1
Emergency Types and
Considerations
Instructor:
Date:
Petrofac Training
Petrofac Training
Slide 2 Purpose
The purpose of this presentation is to identify the

types of emergency that can occur.
The potential for escalation and the resources that

can be used to control the emergency.
The delegate shall also be shown how to take a

strategic approach to emergency management.
Slide 3 Learning Outcomes
On completion of the lesson the delegate will have acquired

a working knowledge of the following:
To categorise the types of emergency that can occur

To identify all relevant sources of information and
take appropriate action
To evaluate the potential for escalation of an
emergency and the resources available to the OIM to
assist in dealing with it
A strategic approach to site emergencies, planning
and controlling the response actions
The safe management of non-essential and
responding personnel for all types of emergency, both
on site and within the 500m exclusion zone
Slide 4 Emergency Types
Fire – Hazardous Area

Fire – Non Hazardous Area, Includes Temporary
Refuge (TR)
Hydrocarbon Release/Pipeline Incident
(loss of containment)
Helicopter Incident
Ship Collision (leading to evacuation)

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Slide 5 Emergency Strategy
Safety of Personnel
Stabilise the incident to stop it getting worse
(consider escalation potential)
Organise the response to make the situation better;
to secure the area and to recover any missing
personnel
Normalise the emergency by providing medical
assistance, the evacuation of injured personnel and
make the incident area safe
Monitor for Environmental impact
Slide 6 Emergency Strategy

The emergency manager requires to
develop a strategy for managing
The Emergency Managers Strategy should be focussed on:- emergencies.
Personnel The PPRS strategy is straight forward
Plant and a useful tool in managing
Resources
emergencies.
Support
Keeping platform personnel safe.
Making platform operations
(production, drilling etc) Safe and
mobilising 3rd party support vessels,
aircraft and medical support.
Slide 7 Emergency Considerations

Personnel should be mustered in a
place of safety, normally the TR.
Strategy Considerations Action Responding personnel should only be
Personnel Safety of Personnel Activate GPA and muster
personnel within the
deployed when safe to do so.
Temporary Refuge.
Identify any missing personnel. Safety of personnel is first and
Man Overboard Inform ERRV to carry-out foremost at all times.
sea search, deploy spotters,
jettison lifebuoy. Dependant on the incident type and
Security of TR If Muster Points are level of severity, the option to
and Muster Points compromised go to Alternative
Muster Stations
(Consider plant status?)
evacuate should be considered.

Recalling PTWs and clearing an area
to allow checks by responsible
Strategy Considerations Action personnel will put personnel to a safe
Personnel Availability of Helideck,
Lifeboats, and escape
Check with ERRV if any
areas are compromised.
area. When a platform muster is
routes.
initiated all the personnel will take
Medical Care Set up Triage, action to make their site safe then go
arrange stretcher parties,
First Aiders, external
medical support, medivac
to a safe area (TR) Alternative
helicopters.
Muster.
Escalating situation
or protracted incident
Down-man non-essential
personnel or go to Down man non essential personnel if
full evacuation.
Request helicopters appropriate If the situation escalates
then evacuation by air or sea may be
required

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Early shutdown and blowdown of
process will reduce the hydrocarbon
Strategy Considerations Action inventory. Well related activities
Plant Production Process Remain at steady state,or should be stopped, the well made
Shut Down.
Emergency depressurization (EDP)
(if safe to do so)
safe and personnel sent to muster.
Drilling, Well Services Close in. Make well safe.
Isolation of power and HVAC will
make the areas safer to enter for
Power, Prime Movers
and Ventilation
Isolate energy and fuel supplies,
shutdown HVAC systems.
responding personnel. Fixed system
may be able to contain the emergency
albeit putting responding personnel at
risk.
Make full use of the ERP checklist.
Strategy Considerations Action
Plant. Fixed Systems Activate fixed systems, fire pumps.

Apply boundary cooling to
adjacent modules.
Gas clouds Activate deluge to

disperse cloud or not.
(refer to company policy)
Emergency Response Implement and consult the
Procedures Emergency Response Procedures
throughout incident.

ERT should only be deployed into
hazardous areas when topsides are at
Strategy Considerations Action zero pressure and gas clouds
Resources Hazards and Risks affecting Carry out Risk Assessment confirmed dissipated. The ERRV
responders Confirm and define incident
boundaries, check PTWS,
hazardous materials, radio active
should be informed at the outset and
sources, plant status.
Deploy ERT only when risks
used for situation reports thoughout.
are acceptable.
If large casualty numbers are
PPE Insure all personnel are expected, the medic should be
adequately protected.
instructed to set up a triage area.
Secure Incident site Deploy ERT to make area safe.
Strategy Considerations Action

Resources Missing Personnel Deploy ERT and if safe to do so
medical parties to locate
and recover casualties.
Ensure Medic is aware of casualty
numbers.
ERRV Have ERRV carry out sea search,

monitor situation and report.
Stay upwind if gas present
Back-up Teams Utilise non-essential personnel to

support ERT and medical parties
as required.

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Slide 13 EmergencyConsiderations
Emergency Considerations The manaher should anticipate
possible support requirements and
Strategy
Strategy Considerations
Considerations Action
Action should give instructions to mobilise
Support
Support Mobilise
Mobilise
and
and
external
external
onshore
onshore
agencies CRO/RO
agencies
response
response
CRO/RO
team Onshore
team
to to
Onshore
initiate
initiate
manager
manager
callout
callout
to to
be be
list.
list.
continually
continually
the appropriate assets in a timely
updated.
updated.
fashion. E.g helicopters, firefighting
Infield
Infield andand
Helicopters.
onshore
onshore
Helicopters.
UseUse infield
infield
Ensure
Ensure
aircraft
aircraft
sufficient
sufficient
forfor fast
fast
aircraft
aircraft
response.
response.
mobilised
mobilised vessels. Addition medical help should
to to
be sought to support the onboard
deal
deal with
with possible
possible casualties
casualties
down-man
down-man or or evacuation.
evacuation.
Medical
Medical support
support Mobilise
Mobilise
as as
medical
medical
required.
required.
assistance
assistance
medic.
Marine
Marine Support
Support Mobilise
Mobilise shipping
shipping as as required.
required. The sending of a MAYDAY should be
Environmental
Environmental Support
Support Immediately
Immediately request
request environmental
environmental considered.
support
support if pollution
if pollution is aispossibility.
a possibility.

Petrofac Training
10. Pre-Planning Presentation
Introduction
It would be a mistake to assume that all emergencies are unavoidable, or that
they cannot be anticipated. Indeed, the reverse is often, if not, regrettably, always
true. Installations and equipment are designed to prevent problems, based upon
precedent and precaution. Organisations assess their procedures and operations in
order to identify risk. Where risks are foreseen, countermeasures are instituted, in
order to minimise these risks. When companies or individuals are reluctant to take
proper measures, government or industry-sponsored agencies exist to enforce
them.
Within this sphere, emergency managers play a vital part. They can analyse their
own operations and procedures and anticipate problems. By preparing contingency
plans, they can expedite the handling of an emergency situation, should it ever
materialise.
Purpose
The purpose of this presentation is to highlight the necessity for, and to identify
the benefits of, pre-planning for emergencies, and to give experience of a pre-
planning workshop.
Outcomes
On completion of the presentation and associated workshop, the delegate will be
aware that:
1. The Duty Holder has a legal responsibility to pre-plan.
2. There are advantages in holding pre-planning workshops.
3. There will be an increase in competence and confidence among personnel
from having practised planned procedures.
4. There are methods of developing pre-plans.
Pre-planning
It is preferable to be proactive rather than reactive. If procedures and methods to
be employed during an emergency can be formulated in advance, the successful
handling of that emergency will be greatly assisted. Otherwise, the problem might
escalate, whilst the emergency team is wrestling with devising measures for its
control.

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The creation of a plan might result from the foresight of the organisation itself, or
from legal requirement. An organisation typically has an individual, a Duty Holder,
who has a legal obligation for the health and safety of its employees. It is the Duty
Holder's responsibility, personally or by delegation, to ensure that problems are
identified and anticipated. The emergency manager might also be the Duty Holder,
but, whatever the case, a plan should involve members of the emergency team.
A practical workshop, experience of which will be provided after this presentation,
demonstrates the advantages of contingency planning. The workshop need be no
more than a group discussion, designed to highlight the problems and solutions
posed by a particular scenario. It should normally incorporate the main players in
an emergency team and result in a plan of action. To prove its efficacy, this plan
needs to be periodically tested. Amendments to the plan will be based upon
experience, awareness of change in the operating environment and feedback from
participating personnel.
An organisation will normally be able to identify those areas within its sphere of
operations where problems might occur. These areas can be pinpointed by a
variety of methods. Where, for example, specific safety measures have been put in
place, a risk will have been identified. This risk can, on paper, be realised and a
counter-plan formulated. Safety cases might exist, which, in turn, describe likely
disaster scenarios. Near misses will have been experienced. All and any of these
possibilities could form the basis of a specific emergency plan.
Pre-planning, in common with safety awareness in general, has to be driven by
management at the highest level of seniority. The advantages of planning ahead
should be emphasised. A Company will reinforce its reputation and credibility, as it
constructs a positive internal safety culture. Staff morale is improved, as
individuals are briefed and develop confidence in their ability to anticipate and
cope with emergencies. Making and revising plans provides a natural audit for
procedures, roles and responsibilities. From a purely financial viewpoint, any plan,
which either prevents or contains damage, must be advantageous.
Conclusion
Emergency situations are not usually spontaneous, random occurrences. They
normally have identifiable causes, which are often preventable. Should such
incidents occur, they could be effectively controlled and minimised by the
implementation of a contingency plan. The building, practice and revision of this
plan improves efficiency, increases morale and provides measurable financial gains
in, at best, avoiding, or, at least, containing damage.

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Slide 1 EFFICIENT MANAGEMENT

Pre-Planning
Instructor:
Date:
Petrofac Training
Petrofac Training
Slide 2 Pre-Planning
Emergencies are like any other
activity, they will be better managed
Legal Requirement if planned for.
First Step towards Maintaining a State of
EMERGENCY RESPONSE PLANS can be
Readiness drawn up for the high risk hazards
Developing depth of knowledge and
defined by HAZOP etc.
consolidation of training This will enable the team to be
To be more pro-active rather than reactive proactive and control the event
rather than reacting to it.
Slide 3 Pre-Planning Addresses

A plan allows more efficient
management of an event.
Management Risk is reduced as the plan will
Cost anticipate escalation factors.
Efficiency ROLES AND RESPONSIBILITIES
Risk
Will be defined within the plan and
Roles and Responsibilities
tailored to requirements.
Procedures
Credibility and Reputation
The plan will cross reference the
required procedures.
Portrays a good corporate image.

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Slide 4 Decision Making Hierarchy This slide illustrates the four styles
of command decision making namely
Creative, Analytical, Procedural and
Creative Intentive (R.P.D. – Recognition Primed
Analytical
Decision) and explains the
requirements for the manager to
Procedural allocate additional mental energy
between each level of decision making
R.P.D.
which in turn creates increased time
pressure.
Slide 5 Summary
REMEMBER
PROPER
PRE-PLANNING
PREVENTS
POOR
PERFORMANCE
Slide 6

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11. Stress Presentation
Introduction
As the pressure of events grows, the brain is stimulated and its activities increase.
To some extent, this reaction is healthy and desirable. Thought processes can
improve, reflexes can be sharpened and appropriate responses can be accelerated.
There comes a point, however, when this stimulation creates a mental and
emotional overload and performance is degraded. At this stage, a person starts to
suffer from what is commonly called Stress.
Stress is an ever-present phenomenon of life itself. Each individual suffers from at
least periodic stress symptoms. Some never seem to escape them. Research
suggests that 10-15% of people cope adequately in situations of high stress, but 70%
manage only when offered assistance. The remainder will not respond at all,
despite available help. Thus, the problem itself is not new, nor is it limited to the
experience of the unfortunate few. Left unchecked, stress can lead to hysteria or a
paralysis of the will and total inaction. At the very least, it will adversely affect
decision making and the ability to cope with the demands of the task in hand.
For the emergency manager, the prevailing symptoms of stress with which he must
cope are alarm, anxiety and fear. The ability to cope with stress varies widely,
according to individual personality. Similarly, the amount of stress a person can
receive, before performance deteriorates markedly, is diverse. In all cases,
however, the individual can be helped to improve performance by learning to
recognise stress symptoms and by acquiring techniques to deal with them.
Purpose
The purpose of this presentation is to identify the adverse effects of stress during
an emergency incident and to examine methods for recognising and dealing with
stress in self and others.
Outcomes
The delegate will be aware of the possibility of personal stress and of stress in the
emergency team and will be capable of:
1. Identifying sources of stress during an emergency.

2. Assisting in the prevention of stress in others.
3. Recognising the effects of stress in self and others.
4. Taking effective action to reduce stress in self and others.
5. Taking effective action to maintain activities.

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The Problem
The emergency manager has to cope with pressures that are additional to those of
everyday life. In a comparatively short time scale, he has to take quick, effective
decisions, handle resources expeditiously and react appropriately to rapidly
escalating situations. The emergency environment will, more than likely, be alien
to him. (Unfortunate indeed is the manager who suffers from frequent crises of this
sort). Equipment and systems might fail, individuals act illogically and events take
unexpected turns. Clear thinking might be hindered by the noise of alarms, radios,
telephones, agitated talk and malfunctioning equipment. Communications might be
ineffective or compromised. At the centre of this bedlam, the manager must
maintain command and control. The rock upon which authority is built is the
management cycle.
Personal Stress
Stress produces a number of physiological symptoms. These include such
phenomena as increased adrenaline flows, dry mouth and tensed muscles, but
there are many more. It is debatable how many of these symptoms an individual
might recognise, given the pressure of circumstances. However, it is prudent to
suggest that if managers become aware of any unusual physical reactions, they
should be on their guard against possible stress.
However, it is the psychological effects of stress that threaten the successful
management of an emergency. Basically, these effects, as far as emergency
management is concerned, are twofold:
• The capacity to absorb and process information is inhibited. Concentration
lapses occur, attention fixes on comparatively unimportant details and
information recall (the memory) deteriorates.
• Decision-making is degraded. As an individual increasingly fails to cope with
information, responses are delayed and grow progressively more erratic in
quality. The ability to plan ahead is restricted and false assumptions develop.
As errors multiply, these symptoms compound.
In extreme cases, these psychological symptoms lead to despair and total passivity.
The situation becomes too much for the manager to handle and he or she falls into
a state of helplessness and inaction.
The emergency manager should always assume the presence of stress and develop
strategies for coping with it. The subject is complex and the suggested remedies
many. This presentation recommends actions to contain physical symptoms -
breathing control and muscle relaxation. It also recommends some behavioural
remedies. However, if an individual has knowledge of a personally efficacious
technique, then it should certainly be used. One recommendation, though, is
sacrosanct. The manager must do all that is practicable to reduce his personal
workload. The obvious method is to delegate as many tasks as possible, so that the
manager can concentrate on his primary duty, which is to build and develop a plan
of action. If, despite every effort, control is lost, the manager must call a halt to
proceedings, regroup, with his team, and reassess the entire situation. This
temporary withdrawal is infinitely preferable to blind blundering into increasing
chaos.

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Stress in Others
A prime duty of the emergency manager is the effective use of personnel
resources. Within the context of stress, the manager must:
• Prevent stress in others: The presentation will list ways by which this
might be achieved. In essence, however, the manager who competently
carries out the functions of command and control will minimise the possibility
of stress in his support teams.
• Recognise Stress in Others: A stressed individual will exhibit behavioural
signs of the problem. A person might become unusually irritable or
aggressive, or, conversely, strangely withdrawn from the surrounding activity.
Voice tone, facial expression, or bodily posture will betray these emotions. A
person might demonstrate stress by a deteriorating performance. One
example is the propensity to flit from one task to another, without
meaningful influence or action. Another is an inability to retain information
or carry out instructions. Sometimes, an individual will short-circuit
difficulties by concentrating on minor, or trivial, tasks, which remain within
his ability to perform.
• Deal With Stress in Others: Stressed personnel require immediate support.
Until the source of their problems is removed, or until they receive adequate
assistance, their performance is unlikely to improve. In any event, the
manager must offer firm direction.
Conclusion
Stress is potentially ever present. It can affect anyone. Each individual can learn to
cope better with it. The emergency manager must be able to recognise and cope
with personal stress, as well as to deal with stress in others. He or she must be
familiar with the various symptoms and be constantly vigilant in their detection,
forever appreciating that the maintenance of a structured management regime will
create an environment within which stress is more likely to be countered.

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Slide 1 Introduction to the subject by means
Stress of the cartoon caption.
Instructor:
Date:
Petrofac Training
Petrofac Training
Slide 2 Deal with STRESS

The slide illustrates the three
performance criteria as published
PERFORMANCE CRITERIA by UKOOA and the negative effect of
Recognise Symptoms of Stress stress cannot be over emphasised.
The Cullen Report put great emphasis
Take Effective Action to Maintain Activities
on stress as a major factor affecting
Take Effective Action to Reduce Stress Levels personnel during an emergency.
Studies have shown that more than
80% of people cannot cope during an
incident. It therefore follows that
LEADERSHIP in these situations is
critical.
Slide 3 Sources of Stress in Emergencies Alarms are, by their very nature

stressful, and should be muted as
Alarms soon as practicable.
Failure / damage to Essential Equipment
Failure of fire pumps for instance will
Time pressures
raise stress levels considerably.

Reactions of others
Unfamiliar events Time, or the lack of it, is always a
Communications
major consideration in an emergency.
Barriers to Communications
We can also put ourselves under

Lack of accurate information

Life threatening situation pressure due to a perception that we
have less time than in reality.
Fear of failing in front of our
colleagues. Others not reacting as we
expect can lead to frustration.
During an emergency strange noises
and events will increase general stress
levels. There is nothing more
frustrating than not being able to
communicate, this is bad enough
during normal activities, but becomes
intolerable in an emergency.

Petrofac Training
Slide 4 Physiological Response of Stress An illustration of how our natural
reaction to danger rolls back the clock
BRAIN
BRAIN ON
ON RED
RED ALERT
ALERT to our pre-historic animal roots. Stress
PUPILS
PUPILS DILATE
DILATE
(MORE
(MORE LIGHT)
LIGHT) HAIR
HAIR MAY
MAY STAND
STAND ON
ON END
END is a natural phenomenon which we
DRY
DRY MOUTH
MOUTH BREATHING
BREATHING GETS
FASTER
FASTER
GETS
share with the rest of the animal
LIVER
LIVER MAKES
MAKES SUGARS
AVAILABLE
AVAILABLEFOR
FOR
SUGARS HEART
HEART PUMPS
FASTER
PUMPS BLOOD
FASTER AROUND
BLOOD
AROUND THE
THE
kingdom. It is designed to raise our
ENERGY
ENERGY BODY
BODY TO
TO THE
MUSCLES
MUSCLES
THE
awareness and ready us for fight or
ADRENALINE
ADRENALINE IS
PUMPED
PUMPED OUT
OUT
IS
STOMACH
STOMACH FEELS
(HOLLOW)
(HOLLOW)
FEELS TIGHTER
TIGHTER flight. We must ensure we control it
COLD
COLD SWEAT
SWEAT
MIGHT
MIGHT WET
WET YOURSELF
YOURSELF
and fight rather than flee.
MUSCLES
MUSCLES TENSE
TENSE SPHINCTER
SPHINCTER CLOSES
CLOSES
Slide 5 Physiological Effects of Stress

The effects of stress are cumulative
and, if not checked, will eventually lead
Concentration and Attention Span Decrease. to a state of helplessness. Anyone who
Distractibility Increases
is allowed to fall into this state of
Short and Long Term Memory Deteriorate
helplessness will not be able to act for

Response Speed Becomes Unpredictable

Error Rate Increases himself and will need to be physically
Powers of Organisation and Long Term Planning Deteriorate
assisted as he has lost control over his
Delusions and Thought Disorders Increase
body. This can cause great problems

Depression and Helplessness Appear

when trying to evacuate an area
under threat.
They will also need counselling for
a considerable time and therefore it is
imperative that we take the
correct actions to prevent this state
occurring.
Slide 6 Recognising Stress in Others Typical signals that a person is under

stress. The manager must observe his
Irritability team for such signs and taken
Aggression
immediate action as appropriate to
Poor communication
reduce stress levels. He must also look

Inability to remember information

Disengaging and withdrawn out for these symptoms in himself.
Distracted
Voice/face/posture
“Butterfly Syndrome”
Focus on trivial tasks

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Slide 7 Preventing Stress in Others The Emergency Manager must
maintain an environment where stress
Provide Leadership & Guidance is kept to a minimum. He can achieve
Maintain calm and confident manner
this by providing firm leadership.
Maintain organisational structure

Time outs, Public Address System

Use of an efficient Information
Clear communication Management System will assist in
Prevent Role Overload maintaining low stress levels. Clearly
Provide support
defined roles and responsibilities are
Offer reassurance

essential to good stress management.
The Manager should take care that the
team is managed efficiently and that
no team members are overloaded.
Slide 8 Dealing with Stressed Personnel If detected early enough, stress can
often be dealt with by offering firm
Dealing with Stress in Others: direction. In other words telling an
— Offer firm direction
individual, firmly and unequivocally,
Remove distressed personnel from the STRESS INITIATOR
—
if possible what is expected of him.
— Reinforce via support Provide physical and moral support
— Replace and ensure Stressed Personnel are not left alone -
send them to the sickbay as necessary.
Remember: If it becomes necessary to replace
Feeling stressed is not a weakness, it is a very natural someone this must be done tactfully.
human reaction.
Do not humiliate him in the process
and remember that a stressed person
will not admit to being stressed. Once
relieved of responsibility, ensure that
the stressed person is in the company
of someone, preferably someone with
medical experience.
Slide 9 Dealing with Stress

Observe, listen, offer assistance for
those working in isolation
(e.g. Heli-admin during a down
SUMMARY
Constantly monitor yourself and each other
manning operation)
Watch and Listen (Don’t forget about key personnel working

in isolation i.e ... Admin )
REMEMBER!
ON DETECTING STRESS ACT IMMEDIATLY TO
MAINTAIN ACTIVITIES

Petrofac Training
12. Appendix
CHECKLIST
Intellectual Property & Copyright ©
of Petrofac Training 2008
Actioned Conf
Lifeboats Available
Helideck Available
Fire Pumps Running
Firemain Pressure
Process Shutdown
Process Blowdown
Export Lines Closed
Coastguard Informed
Wells Secure
Drilling Secure
Emergency Generator ON
HVAC Dampers Closed
Accommodation Clear
Standby Vessel Informed
Onshore HQ Informed
Aircraft/Shipping
Medical Assistance Requested

Petrofac Training
PLATFORM POB 93

General Muster Boat

Department Missing Names/Remarks
Expected Actual No.
Number Number
Control Room 6
Permit Office 2
Safety
1
Supervisor
E.R.T. 9
Sick Bay 5 3 2
Total 23 22 2
PAPA
Down
Expect Actual Miss’g
Man
MP1 33 32 1 33
MP2 29 26 3 29
MP3 -
MP4 -
MP5 -
MP6 8 31
Total 70 66 4 93

Petrofac Training
VESSEL INFORMATION
Response
Name Type Location ETA Remarks
Time
Grampian Standby North
Star Vessel 500m
Edda Supply North side of Offloading
Fram Vessel Platform Containers
CASUALTY/MISSING PERSONS
No. Name Discipline Miss Cas Location Condition
1 N. McCole Steward * Laundry Unknown
2 S. Maddison Steward * Sickbay Unconscious
3 D. Beedie Scaffolder * Unknown Unknown
4 D. Shepard Technician * Cabin 15 Trapped
5 P. Doig Contractor * Accomm. Unknown

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KEY EVENT INFORMATION

Time Event/Action Action Complete
11:15 Reported fire in Laundry * *
11:16 Fire Team dispatched to investigate * *

Fire confirmed as in Laundry one casualty
11:17 * *
rescued
Stretcher and Medic requested to attend
11:18 *
casualty
Fire Team report fire in Laundry * *
11:20 extinguished, visibility in area reduced due
to smoke
Fire Team informed four (4) casualties
12:00 *
still missing
Fire Team Leader reports search of level 2
12:02 *
of Accommodation underway

Petrofac Training
AIRCRAFT INFORMATION
Response
Type Callsign Location ETA Capacity Remarks
Time
2x
16 seats or Paramedics
Bell 214 L-MM Gullfaks 25 min
4 stretchers
Winch Fitted
2x
Coastguard Rescue-OC Sumburgh 18 seats or
60 min Paramedics
S61 G-0C Airport 4 stretchers
Winch Fitted
2x
Rescue Lossiemo 18 seats or 6 Paramedic
Sea King 90 min
136 uth stretchers
Winch Fitted

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Petrofac Training
13. TIME OUT GUIDANCE DOCUMENT
RULES OF TIME OUT
PRIOR TO TIME OUT COMMENCING
1. Assess the situation and formulate your plan before calling for a Time
Out.
2. Give adequate warning to your team before Time Out commences to
allow them to close down communication links. Give approximately 30
seconds warning.
3. Don’t trust your memory – make a list of your action points.
4. Aim for a maximum time scale of two minutes.
DURING TIME OUT
1. Ensure full attention of all team members.

2. Maintain the discipline of the Time Out structure:-
- Call Time Out
- Situation description
- Potential/escalation path
- Plan
- Delegation of task
- Confirm understanding
- End Time Out
3. Emergency calls or escalation events must be given priority by the
manager if they occur during the Time Out.
Remember:
A Time Out is for you to brief your team, not for the team to brief you.

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Petrofac Training
14. TIME OUT PRO-FORMA
• Call “Time Out” – Ensure Full Attention
• State present
situation
• State potential
PEOPLE
• State plan PLANT
RESPONSE
SUPPORT
• Delegate DOIM
Tasks
CRO
RADIO OP
MUSTERS
KEY EVENTS
Check the understanding.

End the Time-Out.

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Petrofac Training
15. ABANDONMENT PRO-FORMA

Evacuation Checklist
1 Call Evacuation Time-Out
2 State Situation
3 Plan – Declare to Evacuate by Helicopter/Lifeboat
4 Delegation
Deputy O.I.M - Withdraw all Emergency Response
Personnel to Muster Point 3
Radio Op - Send ‘Mayday’
Inform E.R.R.V of numbers of missing
persons & casualties and of our intention
to evacuate
Establish R.V.P point(s)
Send HLO/Coxswains to check routes &
establish readiness of Helideck
or T.E.M.P.S.C’s
Muster Co-ordinator - Instruct all personnel to don survival suits

and lifejackets
Give instructions to “go to Heli admin/load
lifeboats”
5 Confirm Understanding
6 OIM – Make P.A – Announce Evacuation Decision

7 OIM – Initiate Prepare to Evacuate alarm (PAPA)
8 OIM – Confirm numbers of personnel boarded on helicopter(s)
Confirm numbers of personnel loaded in lifeboats
9 OIM – Instruct Admin/HLO to commence down manning
Instruct Coxswains to commence launching of lifeboats in sequence
readiness
10 OIM – Make final P.A (if necessary)
11 OIM – Final telephone call to Company House
12 OIM – Hand over On Scene Co-ordination
13 OIM – Go to Helicopter/Lifeboat with team
14 OIM – Initiate Level Zero (0) shutdown at helideck/lifeboat

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16. APPRAISAL DOCUMENT

Delegate Name: Date of Birth:
Company: Date:
Scenario: Scenario Level:
ELEMENTS & PERFORMANCE CRITERIA RATING COMMENTS

1. Maintain a State of Readiness
• Provide information
• Contribute to drills & exercises
• Coach personnel & clarify roles
• Pre-plan ER actions
• Confirm adequacy of equipment
2. Assess Situation & Take
Effective action
• Quick evaluation of information
• Interpretation & valid decisions
• Review potential & contingencies
• Develop, review & update a plan
• Mobilise/deploy resources quickly
• Co-ordinate ERTs using SWPs
3. Maintain Comms
• Inform & update essential contacts
• Communicate plan
• Promote a common understanding
• Make appropriate & timely P/As
• Maintain status boards
• Identify & utilise alternative comms
4. Delegate Authority
• Identify activities to delegate
• Delegate appropriately
• Check understanding
5. Manage Self & Team
Performance
• Manner gets positive response
• Inspire confidence
• Recognise & act on strengths &
weaknesses
• Maintain detachment
6. Deal with Stress
• Recognise symptoms
• Act to maintain activities
• Reduce stress levels
Overall Appraisal:
Rating: 1 ............... …… Ready in all respects

2 ............... …… Ready, but areas identified for improvement
3 ………………. Not yet ready - requires further exposure.
Appraiser Signature: …………………………………………… Appraiser Name: ……………………………
SQA No: ………………………………………………………………………

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Petrofac Training Offshore Installation Manager Control of Emergencies
Maintain a State of Assess Situation & take Maintain Communications Delegate Authority Manage Individual & Deal with Stress in Self &
Readiness Effective Action to Act Team Performance Others
Informed the onshore team, the Made valid decisions on

Obtain information from Requested assistance
Supplied valid and reliable, coastguard, the standby vessel, the which activities should Quickly recognised any deterioration
appropriate sources and action from others
oral and written fire team leaders and nearby be delegated in the in your performance or the
evaluated it and in a manner, which
information to relevant installations/shipping and helicopters light of the performance of your colleagues, due
confirmed it as quickly as promoted a positive
personnel. of the emergency and its progression circumstances at the to stress.
possible. response.
at the appropriate times. time.
Taken the appropriate action by
Assigned all delegated removing stressed personnel from
Ensured drills and exercises Effectively communicated the plan by
activities to those most Taken action and critical task (especially those
are consistent with Utilised the appropriate using the PA, telephone systems and
suited to deal with instilled confidence in involving communication links) and
priorities, objectives, resources throughout the a 2 way radio with the relevant
them in accordance the team by positive reallocating these tasks; delegating
procedures and statutory emergency. people in accordance with
with established leadership. personal tasks if workload becomes
requirements. communication procedures.
procedures. excessive and time management
difficult.
Coached the Deputy OIM, Made valid interpretations Taken action to reduce stress in
Recognised the
The Emergency of the emergency Checked that those oneself and whenever possible, in
Established and maintained a strengths and
Management and Response procedures and pre delegated with tasks the emergency control team
common understanding of the weaknesses within the
Teams and assessed their determined strategies and understood them and members, in other personnel in
situation throughout the emergency emergency response
potential to respond to taken valid decisions that they reported direct contact with the emergency
management team. team and taken the
emergencies during drills throughout the back accordingly. control situation and in all other
appropriate action.
and exercises. emergencies. persons onboard the installation.
Encouraged personnel to Reviewed the potential
seek clarification of their outcomes of the
Provided reports of the situation as it Maintained an
allocated roles and emergency and the
developed to installation staff at appropriate degree of
responsibilities and gain an possible response actions
suitable intervals. detachment.
awareness of ongoing against the consequences
activities. and probabilities.
Developed a valid plan of
action, including that
Pre planned actions to deal Maintained an accurate record of key
required to deal with
with potential emergencies. events and communication.
contingency situations in
the light of this evidence.
Confirmed the serviceability
Taken the appropriate
and sufficiency of Established, when necessary,
action as quickly as
equipment in accordance alternative communications methods.
possible.
with procedures.
Co-ordinated and directed
the emergency response
teams in an effective
manner.
Applied working practices
that are safe and conform
to current health and
safety legislation and
company procedures.
69
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70
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Fire in Accommodation / TR
1. Muster Point security (Alternative Muster)
2. Process Security – Shutdown, ESD and Blowdown
3. TR conditions - Ventilation off

Electrical supplies off
Fire and gas system information monitored
Fuel supplies off for running generators in TR
Fixed firefighting systems status: CO2, sprinklers
4. ERT deployment to Forward Control Position upwind
5. Medic to prepare hospital – set up triage if required
6. Third parties contacted - ERRV

CRO/Radio Operator call lists
Aircraft with medical support
7. Helideck availability for relief aircraft
8. Ventilate the TR to assist in search and rescue
9. Consider precautionary downman

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Fire in Hazardous Area
1. Confirm type and location of fire.
2. Confirm GPA sounded – Integrity of the TR
3. Confirm ESD and blowdown.
4. Process security - Confirm deluge operation is effective

Confirm blowdown is effective
Consider boundary cooling adjacent modules
Confirm electrical isolation
5. Initial on scene conditions – Monitor using fire and gas system.
6. Inform ERRV - Confirm no persons in water

Confirm status of fire
7. ERT; hold deployment until safe to deploy
8. Medic to prepare hospital; set up triage if required
9. Later, on scene conditions – Confirm topsides depressurised.

Confirm fire diminished
10. Deploy ERT when safe to upwind Forward Position
11. Isolate deluge when advised by ERT leader

14. If fire is uncontrollable then see Evacuation by Sea plan.
15. Consider precautionary downman.

Petrofac Training
Gas Loss of Containment Process Area
1. Recall PTWs in affected area
2. Send two technicians with gas detectors to investigate if safe to do so
3. Confirm type and origin of gas leak
4. Muster Point security (Integrity of TR)
5. Process security – Shut down, ESD and Blowdown if safe to blow down
Shut down all prime movers
Do not operate deluge
6. Initial on scene conditions - Confirm electrical supplies isolated

Monitor using fire and gas system
7. Inform ERRV send up wind
10. Later, on scene conditions - Confirm topsides depressurised

Confirm dispersal of all gas

CRO / Radio Operator call lists
14. If gas leak is uncontrollable then see Evacuation by Sea Plan
15. Consider precautionary downman

Petrofac Training
Helicopter Crash on the Helideck
1. Confirm helicopter crash
2. Sound GPA – Confirm integrity of the TR
3. Confirm ESD and blowdown
4. Inform ERRV – confirm no persons in the water
5. Process security - Consider precautionary deluge on fuel skid and chemical

bund
Confirm fire pump operation
Confirm foam system on helideck activated
6. ERT and medic to be deployed early to support the helideck fire team
7. First aiders to prepare hospital – set up triage
8. On scene conditions - Confirm protective foam blanket is laid

Confirm aircraft is secure on deck
Support ERT with competent personnel to secure
aircraft

CRO / Radio Operator call lists
Aircraft with medical support and winch facility
10. Winch down area availability for relief aircraft
11. If fire is uncontrollable then see Evacuation by Sea plan

Petrofac Training
Chemical Dropped Load
1. Confirm dropped load and establish –

Location of the load, on platform/the standby vessel
Nature of the dropped load
COSHH data sheets
2. Sound GPA – Confirm integrity of the TR
3. Confirm PSD, ESD and blowdown if required
4. Inform ERRV – confirm no persons in the water
5. Contact supply vessel – Send to 500m zone

Confirm dropped load not on vessel
Confirm no casualties on supply vessel
6. Process security - Operate deluge only when advised by the ERT

Leader
Confirm fire pump operation
Confirm process shut down
7. ERT to be deployed when prepared for any chemical emergency
8. Medic to prepare hospital; set up triage
9. Inform Musters/Medic that Crane Operator may be stressed
10. On scene conditions - Confirm correct method of containment/treatment is

used
Support ERT with competent personnel to secure load
11. Third parties contacted - ERRV and supply vessel

12. Refer to Pollution Plan if chemicals are not contained
13. Secure crane and quarantine for investigation

Petrofac Training
Ship Collision
1. Confirm available data on rogue vessel
2. Sound GPA – Muster in TR
3. Contact ERRV who will confirm - Marine data

Plot of rogue vessel
Provide CPA and time to CPA
4. Initiate ESD and blowdown
5. Third parties contacted - CRO/Radio Operator call lists

Aircraft for precautionary downman
6. Do not deploy ERT if not required
7. Confirm availability of helideck for precautionary downman
8. Confirm Marine data CPA and time to CPA.
9. Confirm Evacuation by Air Plan if sufficient time exists
10. Initiate Evacuation by Sea Plan if insufficient time to evacuate by air
11. Confirm availability of TEMPSCs and coxswain
12. Obtain Rendezvous Point (RVP) data and send Mayday signal
13. Load and launch non-essential personnel lifeboats in sequence
14. Level 0 shutdown, Hand over On Scene Command
15. Load and launch essential personnel TEMPSC sail to RVP

Petrofac Training
Gas Riser Loss of Containment
1. Recall PTWs in affected area
2. Send two technicians with gas detectors to investigate if safe to do so
3. Confirm type and origin of gas leak
4. Muster Point security (Integrity of TR)
5. Process security - Shut Down, ESD and Blowdown if safe to blow down
Shut down all prime movers
Do not operate deluge
6. Initial on scene conditions - Confirm electrical supplies isolated

Monitor using fire and gas system
7. Inform ERRV send up wind
10. Later, on scene conditions - Confirm topsides depressurised

Confirm dispersal of all gas

14. If gas leak is uncontrollable then see Evacuation by Sea plan
15. Consider precautionary down man

Petrofac Training
1. Contact Drilling Supervisor and establish the facts and what measures are
being introduced to control the situation.
2. If contact is lost with the Drill Floor and the situation warrants action,
initiate the Well Control Procedure.
3. Sound GPA and muster all non-essential personnel within the TR
4. Hold ERT in TR.
5. Medic to prepare Sickbay.
6. Evaluate the safety of Drilling Personnel on the Drill floor based on the
current situation.
7. Stop all Hot Work.
8. Initiate electrical isolations outwith the Drill Floor.
9. Start Fire Pumps and Emergency Generator.
10. Shutdown, and if safe to do so, Blowdown the Plant.
11. Notify the ERRV to start surface search and give a visual report.
12. Instruct any Supply Vessel to withdraw from 500m zone.
Contact third Parties: - Coastguard to mobilise resources.

Inform Duty Manager on-shore.
Instruct Flight & Marine Log to mobilise resources.
Inform Installations in the vicinity that you require
assistance.
13. Consider precautionary down man of non-essential personnel.
14. Consider boundary cooling.
If conditions continue to deterioate, recall all Drilling Personnel to the TR and

implement the Installation Evacuation Procedure.

Standard Major Emergency Management

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Petrofac Training

Major Emergency Management

1. Main Building Site Plan....................................................... 21

2. Programme & Timetable..................................................... 23

3. Course Purpose & Outcomes ................................................ 27

4. Linda B Platform Major Hazards Register ................................. 29

5. Fears and Apprehensions .................................................... 17

7. Management Philosophy and Information Management System........ 23

8. Command, Control and Communications.................................. 31

9. Emergency Types & Considerations ........................................ 37

10. Pre-Planning ................................................................... 45

11. Stress ........................................................................... 49

12. Appendix Boards .............................................................. 55

13. Time Out Guidance Document .............................................. 61

14. Time Out Pro-Forma.......................................................... 63

15. Evacuation Checklist ......................................................... 65

16. Appraisal Document .......................................................... 67

17. Assessment Criteria and Elements ......................................... 69

18. Emergency Types & Considerations ........................................ 71

© Petrofac Training 2008 Major Emergency Management Workshop

1. MAIN BUILDING SITE PLAN

© Petrofac Training 2008 Page 1 of 78 Major Emergency Management Workshop

© Petrofac Training 2008 Page 2 of 78 Major Emergency Management Workshop

2. PROGRAMME & TIMETABLE

Management of Major Emergencies

Time Content (Times stipulated are for guidance only)

0900-0930 Course Registration and facility induction

0930-1000 • Course purpose and outcomes

• Fears and Apprehensions

1015-1100 An insight into the requirement for appraisal/assessment of

1100-1200 • Introduction to the Simulation Model

• Introduction to the Emergency Response Plan

• Introduction to Control Room Facilities

1300-1330 Presentation Number 3 – Emergency Management Philosophy and

1345-1445 Re-visit simulation and discuss IMS and ECC positions

1500-1530 Presentation Number 4 – Command, Control and Communication

1530-1615 Presentation Number 5 – Dealing with Stress

© Petrofac Training 2008 Page 3 of 78 Major Emergency Management Workshop

0900-1015 Emergency Types & Considerations/Strategy

1030-1100 Table-Top example by instructor

1100-1215 Table-Top No1/Scenario No1/Scenario Debrief

1315-1430 Table-Top No2 / Scenario No2 / Scenario Debrief

1445-1600 Table-Top No3 / Scenario No3 / Scenario Debrief

1600-1700 Table-Top No4 / Scenario No4 / Scenario Debrief

© Petrofac Training 2008 Page 4 of 78 Major Emergency Management Workshop

0900-1015 Table-Top No5 / Scenario No5 / Scenario Debrief

1030-1145 Table-Top No6 / Scenario No6 / Scenario Debrief

1245-1345 Scenario No1 / Scenario Debrief

1400-1500 Scenario No2 / Scenario Debrief

1500-1600 Scenario No3 / Scenario Debrief

© Petrofac Training 2008 Page 5 of 78 Major Emergency Management Workshop

0900-1000 Scenario No4 / Scenario Debrief

1015-1115 Scenario No5 / Scenario Debrief

1130-1230 Scenario No6 / Scenario Debrief

1330-1430 Scenario No7 / Scenario Debrief (For seven delegates only)

1445-1500 End of Course Discussion, Course Feedback, Distribution of

© Petrofac Training 2008 Page 6 of 78 Major Emergency Management Workshop

3. COURSE PURPOSE & OUTCOMES

To introduce delegates to the principles of Major Emergency Management,

Extreme weather conditions

Multiple players ( team factors )

Organisational goals and norms

Personal factors (adrenaline rush)

The mood (anxious, frightened, confident)

Motivation of the team

Coaching or providing Guidance