Spill Prevention and Emergency Response Plan

CONSTRUCTION
ESMP FRAMEWORK SUBCONTRACTOR’S CI

(C-ESMP)
HEC-CDSB-CESMP- PAGE
TINA RIVER HYDROPOWER REV. 7
DEVELOPMENT PROJECT PPP-001 1 OF 102
Spill Prevention and Emergency

Response Plan
Person Responsible HEC HSE Manager
REV. DATE DESCRIPTION PREPARED CHECKED APPROVED
Version 1 draft issued for

1 31/12/2019 HEC HEC
Lender’s Review
Version 2 draft issued for OE’s

2 30/04/2020 HEC HEC
Review
3 02/06/2020 Lenders’ Review – Access Road HEC OE(JG)
Lot 1
4 08/09/2020 HEC OE (JG)
Lenders’ review - Access Road
Version 3 resubmitted for
5 03/11/2020 Lenders’ approval (Access HEC OE(JG)
Road)
Version 3 resubmitted to include
6 24/11/2020 HEC OE (JG)
COVID-19 information
Version 7 submitted to address

7 11/03/2021 lenders comments dated 14th HEC
June 2021.
CONFIDENTIAL: THIS DOCUMENT IS CONFIDENTIAL AND MUST NOT BE COPIED OR REPRODUCED EXCEPT
WITH THE EXPRESS PERMISSION OF HYUNDAI ENGINEERING CO., LTD.
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Revision Log
Date Revised Detail
Rev. (dd/mm/yyy
y) Item Page Article Description
7 11/03/2021 Section 1.2 8 Paragraph Project Overview Details Updated
7 Section Paragraph
11/03/2021 8&9 Hydropower Facility details updated
1.2.1
7 Section Paragraph Access Road: Existing Road Upgrades and

11/03/2021 9
1.2.2 New Road Construction Details Updated
7 Section Paragraph
11/03/2021 10 Ancillary Facilities Details Updated
1.2.3
7 Figure 1-1: Overview of access roads leading

11/03/2021 Section 1.2 10 Figure 1-1 to the powerhouse and dam site from Kukum
Highway Updated
7 Figure 1-2: overview of access road and

ancillary facilities servicing Tina River
11/03/2021 Section 1.2 11 Figure 1-2
Hydropower Facility construction activities
Updated
7 Figure 1-3: Master construction schedule

11/03/2021 Section 1.2 12 Figure 1-3
(overview) Updated
7 11/03/2021 Section 1.6 14 Incorporated correct titles.
7 Adding paragraph for using the Fig 3-3

3rd
08/03/2021 Section 3.1 25 protocol and printing of key emergency
Paragraph
contacts behind identity cards for ensuring
quick response in emergency situations.
7 11/03/2021 Section 3.1 26 Figure Updated the communication figure
7 Captioning to Fig 3-3 yellow box and removing

08/03/2021 Section 3.3 26 Figure 3-3 the “Develop a clear strategy for emergency
communications”
7 Updated table with Lenders identified hazard

11/03/2021 Section 3.1 30 Table 3.1.2
“Gas leakage”
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(C-ESMP)
CONTENTS
1 INTRODUCTION 7
1.1 PURPOSE AND SCOPE 7

1.2 PROJECT OVERVIEW 8
1.2.1 Hydropower Facility 8
1.2.2 Access Road: Existing Road Upgrades and New Road Construction 9
1.2.3 Ancillary Facilities 10
1.3 APPLICABLE STANDARDS 13
1.4 LINKS WITH OTHER PLANS 15
2 ROLES AND RESPONSIBILITIES 17
2.1 INTRODUCTION 17
2.2 ADDITIONAL RESOURCES 21
3 EMERGENCY RESPONSE PROCEDURES 23
3.1 EMERGENCY RESPONSE PHILOSOPHY AND STRUCTURE 23

3.1.1 Definition and Ranking of Incidents 26
3.1.2 Example of Incidents, Emergencies and Crises 27
3.1.3 Resource Allocation 33
3.2 PROVISION OF MEDICAL FACILITIES, MEDICAL STAFF AND EMERGENCY
EQUIPMENT 34
3.2.1 Medical Facilities and Medical Staff 34
3.2.2 Emergency Equipment 34
3.2.3 Personal Protection Equipment 34
3.2.4 Incident Management Facility 34
3.2.5 Protocols for the use of emergency equipment and facilities 37
3.2.6 Personal Protective Equipment (PPE) 41
3.2.7 Medical Surveillance 42
3.3 RESPONDING DURING AN EMERGENCY 42
3.3.1 Initial Response 43
3.3.2 Follow Up Responses 45
3.3.3 COVID-19 Pandemic Response 46
3.4 EVACUATION 50
3.4.1 Floods 51
3.4.2 Earthquake 51
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3.4.3 Severe Weather Event 51

3.4.4 Emergency Communication 52
3.4.5 Monitoring of Weather Conditions 52
3.5 TRAINING AND COMMUNICATION 53
3.5.1 Training 53
3.5.2 Communication 54
3.5.3 Project Information Centre 58
3.5.4 Local Committees 58
3.5.5 External Communication Related to the Project’s Level of incidents 58
3.5.6 Communication Language 59
4 SPILL PREVENTION AND RESPONSE PROCEDURES 62
4.1 SPILL PREVENTION 62

4.2 CHEMICAL / FUEL SPILLAGE 62
4.3 SPILL RESPONSE EQUIPMENT 64
4.4 DECONTAMINATION PROCEDURES 66
5 RISK ASSESSMENT 69
5.1 HAZARD IDENTIFICATION 69
6 MONITORING 86
6.1 HEC HSE TEAM 86
7 AUDITING AND REPORTING 93
7.1 AUDITING 93
7.2 REPORTING 94
ANNEX A – LIST OF REGULATORY AUTHORITIES AND EMERGENCY SUPPORT SERVICES

96
ANNEX B – SAMPLE INCIDENT REPORT 98
ANNEX C – EMERGENCY RESPONSE PROCEDURE FOR PERSONAL INJURIES 100
ANNEX D – HEAT STRESS SHELTERS, ASSEMBLY POINTS AND EVACUATION

ROUTES 101
ANNEX E – EMERGENCY RESPONSE PLAN 102
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ACRONYMS
Name Description
ADB Asian Development Bank
BOOT Build, own, operate, transfer
CECT Central Emergency Co-ordination Team
CESMP Construction Environmental and Social Management Plan
COVID-19 Coronavirus disease (caused by novel coronavirus SARS-CoV-2)
CPR Cardio-Pulmonary Resuscitation
CSR Corporate Social Responsibility
DIA Direct Impact Area
E&S Environmental & Social
EDCF Economic Development Cooperation Fund
EHS Environment, Health, and Safety
EPC Engineering, Procurement and Construction
ERT Emergency Response Team
ESIA Environmental and Social Impact Assessment
ESMP Environmental and Social Management Plan
ESS Environmental and Social safeguards
GPHEOC Guadalcanal Provincial Health Emergency Operations Centre
GRM Grievance Redress Mechanism
HEC Hyundai Engineering Corporation Limited
HSE Health, Safety, and Environmental
IA Implementation Agreement
IC Incident Commander
ICC Incident Control Centre
K-water Korea Water Resources Corporation
IFC International Finance Corporation
IMC Incident Management Centre
IMT Incident Management Team
MASL Meters above sea level
MECCDM Ministry of Environment, Climate Change and Disaster Management
MHMS Ministry of Health and Medical Services
MSDS Material Safety Data Sheet
MW Mega Watt
MMERE Ministry of Mines, Energy and Rural Electrification
NFPA National Fire Protection Association
OCG Office Command Group
OE Owner’s Engineer (Stantec New Zealand)
OSC On-Scene Commander
OSHA Occupational Safety and Health Standard
PASS Personal Alerting Safety System
PC Personal Computer
PO Project Office
POP Persistent Organic Pollutants
PPA Power Purchase Agreement
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PPE Personal Protective Equipment

PSs Performance Standards on Social
SIEA Solomon Islands Electricity Authority
SIG Solomon Islands Government
SPERP Spill Prevention and Emergency Response Plan
THL Tina Hydropower Limited
TRHDP Tina River Hydropower Development Project (the Project)
WB World Bank
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1 INTRODUCTION
The Tina River Hydropower Development Project (TRHDP or “Project”) is a hydropower

development located in Central Guadalcanal, Solomon Islands, managed by a
dedicated Project Office (PO) under the national Ministry of Mines, Energy and Rural
Electrification (MMERE).
Tina Hydropower Limited (THL) was established by Korea Water Resources
Corporation (K-water) and Hyundai Engineering Corporation Limited (HEC). THL will
Build, Own, Operate and Transfer (BOOT) the Project under an Implementation
Agreement (IA) and a Power Purchase Agreement (PPA) with the Solomon Islands
Government (SIG) and Solomon Islands Electricity Authority, respectively. The BOOT
concession is expected to last for a 30-year period, following commissioning.
HEC will be responsible for the Engineering, Procurement and Construction (EPC) of
the Project, while THL will be responsible for the Operation and Maintenance contract.
THL will sell electricity to the Solomon Islands Electricity Authority (SIEA) trading as
Solomon Power, the state-owned power utility, for the duration of the concession. At
the end of the concession, the hydropower infrastructure will be transferred to the SIG
or SIEA.
1.1 PURPOSE AND SCOPE

An emergency is defined as any sudden, abnormal, or unplanned situation which
requires immediate attention and will endanger human life, the environment, or have
an adverse effect on assets and/or reputation.
This Spill Prevention and Emergency Response Plan (SPERP) describes the procedures
and practices that will be implemented in case of an emergency. Throughout the
construction phase of the Project, HEC HSE Manager is responsible for the preparation
and implementation of the SPERP. The SPERP sets out the actions to be taken by site
personnel and visitors in the event of an emergency developing on, or in the vicinity of
but impacting, HEC’s activities on the Project site. It also sets out the key actions/steps
to effectively respond in case of an emergency.
The SPERP is to be used for guidance to all staff and contractors in ensuring that the
project team is prepared in dealing with any emergency situation and to deal with an
emergency situation in case it eventuates. It is not intended to restrict those persons
responsible from taking whatever actions they will deem necessary to aid other
persons or contain an emergency by use of their on-site knowledge or their
professional judgment.
The purpose of the SPERP is to:
(i) develop a proactive hazard identification system to prevent (or lower the likelihood)
of spill events and other emergencies;
(ii) establish the preparedness and prevention measures and response process and
responsibilities for managing these situations; and
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(iii) establish emergency response procedures.

The SPERP will set out the requirements for management of unplanned spills of
dangerous or hazardous materials during the project including spillages of:
hydrocarbons (including diesel, petrol, greases, oils and other lubricants); drilling
chemicals; hazardous chemicals; and, waste water, including sewage.
Items identified in this plan have been included based on activities that are expected
to occur on site, and the transportation/logistics corridor. Further amendments to this
plan will be necessary where additional emergency items are identified.
This plan will be reviewed every six months, and whenever site conditions or hazards
are subject to change (particularly if there are changes to the list of Emergency Services
provided in Annex A and contacts in Table 3-2 of this plan) , the SPERP will be amended
and resubmitted to THL Project Management team, PO and Lenders for review and
approval.
Where there is a statutory requirement for certain plans to be produced (such as Fire
Fighting) these will be copied to the relevant local authorities for comment.
1.2 PROJECT OVERVIEW
The Project consists of a 53-meter-high Roller Compacted Concrete dam (from

riverbed to dam crest) in the central area of Malango Ward of Central Guadalcanal,
located 20 km southeast of Honiara, at an elevation of approximately 122 meters
above sea level (masl) and roughly 30 river km from the sea. It also incorporates a 3.3
km tunnel to a powerhouse and a tailrace at elevation 73 masl, centreline elevation,
according to Technical Proposal. The reservoir formed by the dam will extend
upstream approximately 2.6 km and will have a surface area of about 0.31 km2 at an
elevation of 175 masl. The powerhouse will be located 5.4 km downstream from the
dam on the left bank of the Tina River, and water will be diverted to the powerhouse
from the reservoir through the underground tunnel. Initially, the powerhouse will have
3 turbine/generator units, each with a capacity of 5 MW, allowing a maximum
discharge of about 18 m3/s and a minimum discharge of 2.4 m3/s. An environmental
flow of 1 m3/s will be maintained between the dam and the powerhouse tailrace, a
distance of 5.7 km.
1.2.1 Hydropower Facility
The Project consists of a 53-meter-high Roller Compacted Concrete dam (from

riverbed to dam crest) in the central area of Malango Ward of Central Guadalcanal,
located 20 km southeast of Honiara, at an elevation of approximately 122 meters
above sea level (masl) and roughly 30 river km from the sea. It also incorporates a 3.3
km tunnel to a powerhouse and a tailrace at elevation 73 masl, centreline elevation,
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according to Technical Proposal. The reservoir formed by the dam will extend
upstream approximately 2.6 km and will have a surface area of about 0.31 km2 at an
elevation of 175 masl. The powerhouse will be located 5.4 km downstream from the
dam on the left bank of the Tina River, and water will be diverted to the powerhouse
from the reservoir through the underground tunnel. Initially, the powerhouse will have
3 turbine/generator units, each with a capacity of 5 MW, allowing a maximum
discharge of about 18 m3/s and a minimum discharge of 2.4 m3/s. An environmental
flow of 1 m3/s will be maintained between the dam and the powerhouse tailrace, a
distance of 5.7 km
1.2.2 Access Road: Existing Road Upgrades and New Road Construction
The existing Black Post Road to Managikiki village will require upgrade/refurbishment
to accommodate the passage of construction traffic in both directions. This will involve
road widening and construction of road subgrade, road base, and roadside drainage
(including installation of culverts). Along the existing Black Post Road (up to
Managikiki), the access road will not require any forest clearing. Beyond Managikiki
Village, new permanent access roads to the powerhouse, dam and dam base, and
reservoir will be constructed.
The expected new construction or improvement of access roads for the Project is as
follows:
• Permanent existing Black Post Road (Lot 1: this is the main access road,
starting at the junction between Kukum highway and the existing Black Post gravel
road. Black Post Road is a public road and will provide access to the Project site on
most of its current alignment (approximately 13.4 km);
• Permanent access road to powerhouse (new extension of Black Post road):

the access road will bifurcate from the existing Black Post Road after approximately 1
km from Managikiki village. This segment of access road will necessitate about 1.6 km
of new road construction to the powerhouse (Lot 3-1);
• Permanent access road to dam (new extension of Black Post road): the new
section of access road will follow an old timber harvesting road for about 5.6 km, and
will be extended to the South through an area of secondary and primary forests to
access the dam site on the left bank of the river (Lot 2-1 and 2-2); and
• New permanent road to dam base (approximately 0.6 km, Lot 2-3).
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Figure 1.1 – Overview of access roads leading to the powerhouse and dam site from
Kukum Highway
1.2.3 Ancillary Facilities
The Project construction activities will be supported through two main sites housing
ancillary facilities, one at the Workers Camp site just off Lot 1 Access Road at
Verakapicha, and another one located at the Project Office within the Core Land Area
and near the commencement of Lot 3-1 (Figure 1.2).
For Access Road construction, the ancillary facilities at the Workers Camp will be used.
The facilities include the following:
- Parking area
- Fuel storage
- Waste management area
- Vehicle service area
- Security
The ancillary facilities located at the Project Office near the dam site in the Core Land
Area includes similar facilities, as well as a concrete batching plant. A second concrete
batching plant will be based at the dam site itself. These facilities will service
construction of the Hydropower Facility mainly.
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Figure 1 2: overview of access road and ancillary facilities servicing Tina River Hydropower Facility construction activities
CONFIDENTIAL: THIS DOCUMENT IS CONFIDENTIAL AND MUST NOT BE COPIED OR REPRODUCED EXCEPT WITH THE EXPRESS PERMISSION OF HYUNDAI ENGINEERING CO., LTD.
CONSTRUCTION
(C-ESMP)
Figure 1-3: Master construction schedule (overview)
SPILL PREVENTION AND
EMERGENCY RESPONSE SUBCONTRACTOR’S CI
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DEVELOPMENT 13 OF 102
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Figure 1-3 presents a high-level master plan of the construction work schedule as of
September 2020.
This Framework will apply to all construction activities depicted in Figure 1-3. In
addition, the relevant management plans for every Project construction activity are
illustrated in Section 3 of P1 CESMP. All management plans will be prepared prior to
the start of the access road construction, and these must be approved by Lenders
before construction can commence.
1.3 APPLICABLE STANDARDS

The framework of the SPERP has been developed with due regard to relevant legal
requirements, National and International standards. The framework includes laws and
requirements to which all relevant parties will adhere from the commencement of the
Project through the completion of the rehabilitation works and decommissioning
activities.
When new regulations, guidelines or standards apply; HEC will review and amend the
SPERP.
The references, documents and applicable standards related to emergency response
are noted in the following sections.
National Laws and Regulations

The following Solomon Islands legislation apply to emergency preparedness and
response planning:
 Environment Act 1998 and Environment Regulation 2008;
 Labour Act 1996;
 Provincial Government Act 1997;
 Public Health Ordinance 1970;
 Safety at Work Act 1982;
 Environmental Health Act 1980 and Environmental Health (Public Health Act
1970) Regulations;
 Pollution Protocol for Dumping (Ratified 10/9/98); and
 Pollution Protocol for Emergencies (Ratified 10/9/98).
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International Treaties, Standards and Guidelines

The following World Bank and other international standards apply to emergency
preparedness and response planning:
 Waigani Convention on Hazardous & Radioactive Wastes 1995 (Ratified
7/10/1998);
 Liability for Oil Pollution Damage (Ratified);
 Marine Pollution Convention (London) (Ratified);
 Persistent Organic Pollutants (POP) Convention (Stockholm) (Acceded
28/7/2004);
 Environment and Social Incident Response Toolkit for World Bank Staff;
 Security and Resilience – Emergency Management – Guidelines for Incident
Management (ISO 22320:2018);
 World Bank Group General Environmental, Health and Safety (EHS) Guidelines
(April 2007);
 World Bank Group Good Practice Note Environmental, Health, and Safety
Approaches for Hydropower Projects, March 2018;
 World Bank Group Environmental, health, and safety guidelines for
construction materials extraction, April 2007;
 The World Bank Performance Standards (PS) on Social and Environmental
Sustainability (2012);
 Safeguards Policies;
 The World Bank Operational Manual – OP 4.37 – Safety of Dams (2001);
 Economic Development Cooperation Fund (EDCF) Safeguard Policy (2016); and
 Asian Development Bank (ADB) Safeguard Policy Statement (SPS) 2009.
Where both Solomon Islands and international guidelines are applicable, the Project
will aim to apply the most stringent standard.
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1.4 LINKS WITH OTHER PLANS
Table 1-1: Links to other management plans
Management Plan Relevance
Construction Environment and Refer to this plan for presentation of organizational

Social Management Plan (CESMP ; charts, detailed description of the audit process,
P1) description of process to amend the management
plans.
Worker’s Health and Safety Plan Refer to this plan for management of workers’
(WHSP; P8) health and safety, and HSE incident reporting
protocol.
Security Management Plan (SMP; Refer to this plan for management of security across
P7) the Project DIA and Infrastructure Area.
Traffic Management Plan (TMP; Refer to this plan for measures to follow when
P11) driving vehicles on site.
Community Health and Disease Refer to this plan for management of community
Vector Management Plan health and disease vectors , and for further details
(CHDVMP; P10) of the Project-specific COVID-19 risk assessment and
management policy (pandemic response).
Waste Management and Point Refer to this plan for management of all waste
Source Pollution Plan (WMPSPP; generated by the Project.
P12)
Hazardous Materials Management Refer to this plan for management of hazardous

Plan (HMMP; P13) material.
Air Quality Management and Dust Refer to this plan for management of air quality and
Control Plan (AQMDCP; P15) dust control during construction.
Post Construction Rehabilitation Refer to this plan for mitigation measures related to
and Replanting Plan (PCRRP; C4) cleared areas.
Construction Works Monitoring Refer to this plan for a summary of all monitoring
Plan (CWMP; M6) conducted during the construction phase.
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Management Plan Relevance
Suspended sediment monitoring Refer to this plan for protocols to monitor

plan (SSMP; M1) suspended sediment in natural water bodies (to
assess Project impacts on water quality).
Water quality monitoring plan Refer to this plan for the monitoring activities
(WQMP; M2) related to water quality.
Construction and Quality Assurance Refer to this plan for the management of
Plan (DS1) construction activities and quality assurance.
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2 ROLES AND RESPONSIBILITIES
2.1 INTRODUCTION
Having an appropriate organizational structure in place, with all staff having defined
roles and responsibilities, is essential to ensuring the overall success of this SPERP. This
section provides details of HEC’s organizational structure with regards to onsite
delivery of the SPERP, and the various positions and responsibilities of those people in
relation to meeting its requirements, including the contractor and their sub-
contractors. All on-site managers and supervisors will be trained as medical first
responders.
Table 2-1: Positions and Responsibilities.
Positions Responsibilities
 Ensure that all adequate resources and trained personnel,

HEC Project Manager
nurses and other emergency facilities required to implement
(Mr Eui Man Moon) and execute the SPERP are available.
 Ensure there is an effective company policy for health and
safety and that all employees, subcontractors and temporary
workers are made aware of their individual responsibility.
 Ensure that all supervisors and Project personnel understand
and fulfil their responsibilities with regards to HSSE.
 Provide adequate resources in terms of competent and
trained personnel, time and finance for implementation of an
Emergency Response service on site.
 Stop all work during an emergency until it can be established
what the implications are, and until the crisis level returns to
normal.
 Ensure active participation in the scheduling and enactment
of emergency response drills, exercises and training.
 Liaise with the HSE Manager to ensure that the emergency
response procedures and their implementation are
appropriate for the needs of the project.
 Ensure that after an emergency and before routine activities
continue, all managers and line supervisors shall assess
facilities for damage and loss and take measures to rectify
any unsafe conditions.
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 Ensure that each emergency incident is reported,

investigated, and documented and that all necessary actions
identified are closed out.
 Ensure the risk of an emergency event occurring resulting
from construction activities is mitigated.
 Maintain and regularly update this SPERP

HEC HSE Manager
 Identify possible emergency response scenarios using the
(Mr Dae Yong Kim) project nominated risk assessment framework. All
emergency risks to be captured and tracked in a risk action
tracking register.
 Develop, implement and maintain Emergency Response
Procedures to manage each risk scenario identified. These
will include procedures to guide team members from
initiation/mobilization through the response and recovery.
 Ensure a documented process is in place and operational for
accounting/tracking all personnel during and after
emergency scenarios identified.
 Ensure that all personnel including subcontractors and

vendors are adequately trained and informed on the
requirements of this SPERP.
 Ensure that regular exercises are undertaken to practice and
test the readiness of emergency response plans (including
consideration of external communications and involvement
with THL, PO, Royal Solomon Islands Police Force (RSIPF), SIG
and Medical Facilities).
 Select appropriate number of fire wardens and marshals and
ensure that the selected wardens are properly trained and
understand their roles and responsibilities during emergency
situations.
 Arrangement, through site management for the resources of
personnel, equipment, materials, etc.
 Initiate and regularly review/update the Emergency
Response Plan.
 Setting up drills and exercises in coordination with
Subcontractors and THL.
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 Undertaking lessons learnt and debriefing exercises after all

exercises and emergency events to ensure all lessons are
identified and captured
 Advise measures to rectify non-compliances and address
safeguard concerns.
 Ensure that trained personnel, equipment and facilities

HEC H&S Supervisor
needed to respond to emergency situations are defined,
identified, available and periodically tested.
 The designation and maintenance of all Muster points
throughout site
 Ensure a safe and healthful workplace for employees.
 Enforce safe work practices and procedures.
 Correct unsafe or unhealthy workplace conditions or hazards
within their authority and ability to do so.
 Coach and periodically remind employees of what to look for
and how to correct or report unsafe conditions or hazards.
 Ensuring all emergency response equipment is well
maintained, serviced and fit for purpose.
 Ensuring the establishment and maintenance of contact
details of HEC Emergency Supervisor, call out personnel
emergency services and agencies, such as the National
Referral Hospital, the RISPF Fire Department;
 Establishment and training of the emergency response teams
and subcontractors.
 Ensuring effective transmission of information and
communication to staff through distribution of the
Emergency Response Plan/Procedure, this SPERP and any
documents or updates by incorporating findings following
any emergency response exercise or after an actual incident.
 Shall act as coordinator of the Emergency Response Teams in
emergency situation and exercise or drill.
HEC Administration  Monitor general administration systems such as workers’

Manager wages, welfares, insurances and tax.
 Manages on-site offices
(Mr Soon Yeon Kwon)
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 Ensure that in the Workers Accommodation Camp, in an

emergency situation, all personnel staying in the camp
proceed to their respective Muster Point.
 Provide support to operations (including subcontractors)
towards the implementation and maintenance of this SPERP.
Subcontractors’ Project Manager and Site HSE Manager are

Subcontractors
responsible for the overall preparedness of their personnel
respond to all emergencies.
 Implement all controls measures set out in the SPERP.

 Maintain control measures in good working order, and
modify these controls as needed.
 Notify HEC of any incidents and proposed corrective actions,
and record these in an incident log.
 Undertake the agreed corrective actions in a timely manner.
 Will support the SPERP with regards to the following:
o Proper evacuation of all their personnel to the
designated evacuation area/muster points.
o Participate in training and emergency response drill
to practice readiness in case of actual emergency.
o Liaises with Contractor Emergency Response Team
o Provided qualified and trained personnel to become
part of the Emergency response team and necessary
equipment during actual emergency.
Owner’s Engineer (OE)  Review SPERP for compliance with the E&S Standards and
– Stantec New Zealand Good International Industry Practice (GIIP)
 Monitor and audit project delivery and HEC activities in
accordance with the detailed project design, method
statements, SPERP, related MPs, and detailed site plans.
 OE Site Engineer (Vilive Anise and/or William Waddell) will
undertake regular site supervision, and report any E&S non-
compliances to the HEC HSE Manager, THL E&S Manager and
OE Environmental & Social Safeguards (ESS) Lead (Jessica
Grinter – Off Shore).
 Audit HEC performance with respect to the requirements of
the EPC Contract, and health, safety, environmental and
social obligations (including but not limited to the E&S
Standards, and Schedule 7 of the EPC Contract). Auditing will
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include a site visit conducted every six months from

commencement of construction, for the duration of the
construction phase, by the OE ESS Lead at minimum.
 Audit and monitor activities of HEC and subcontractors to

THL E&S Manager ensure compliance with the SPERP.
 Review SPERP compliance with the relevant Standards and
(Mr.Samueala GIIP.
Tawakedrau)  Participate in daily site inspections in the early stages of
works at each site with HEC and subcontractors.
 Participate in weekly site inspections with HEC and
subcontractors during construction (following early works).
 Prepare monthly E&S performance reports, advising HEC of
any non-conformances and required corrective actions.
 Audit HEC compliance with the SPERP.
 Monitor that HEC and THL have:

PO E&S Monitoring
team (with Lenders o complied with all requirements, guidelines,
Technical Advisor, LTA) procedures, timetables and other specifications set
forth in the SPERP at all times
o obtained, maintained and complied with all
applicable laws, regulations, permits, licences and
consents.
 Audit HEC and THL E&S performance.

2.2 ADDITIONAL RESOURCES

HEC will undertake a review of the risk assessments completed for work activities at
the site, establish all the foreseeable emergencies that will arise from them and put in
place appropriate resources and personnel to effectively manage the response to the
emergency.
It is acknowledged that some responses will require the support of external emergency
response teams or specialist advice for both dealing with both the incident itself and
its clean-up. In such instances, the contractor will identify what emergency situations
require additional off-site support, how the support is triggered and who takes control
of the incident upon their arrival.
PLAN
TINA RIVER
PAGE
PROJECT
In addition, HEC will maintain an up to date list of the support agencies and specialist
and their contact details. A copy of the most recent list will be provided to HEC’s HSE
Manager.
As part of the ongoing development and continual improvement of this SPERP, HEC
will review and update the list of Emergency Services, every six months, to ensure that
it is up to date and adequate for the construction and operation of the facility.
The RISPF Fire department will be given a site tour of the site to familiarize them with
the site layout, access points, and location of specific hazards, such as hazardous
chemical storage; additionally, the SPERP will also be provided to fire services, and
medical first responders.
SPILL PREVENTION
AND EMERGENCY SUBCONTRACTOR’S CI
RESPONSE PLAN
3 EMERGENCY RESPONSE PROCEDURES
3.1 EMERGENCY RESPONSE PHILOSOPHY AND STRUCTURE

The overall incident management and emergency response structure is shown in
Error! Reference source not found.. HEC and subcontractor personnel are required to
respond to an emergency as and where appropriate. Lives will not be put at risk to
protect assets, and environmental impact will be reduced to as low as reasonably
practicable. It should be understood that different structures/approaches and
response levels are required for different types of emergency - disaster; pandemic;
accident/event. The communication strategy employed and its implementation will
reflect the nature and type of emergency. The overall Incident Management and
Emergency Response structure is presented in Figure 3-1, whereas the overall
communications structure is presented in Figure 3-2. Decisions taken during an
emergency will be informed, timely and consider the potential for escalation. HEC will
give incident management and emergency response the following priorities:
1. Secure the safety of personnel on site and the safety of local communities;
2. Ensure that any environmental damage resulting from an emergency incident
is kept to the absolute minimum without compromising the safety of
personnel;
3. Ensure that any damage to assets resulting from an incident is kept to the
absolute minimum without compromising the safety of personnel or
endangering the environment; and
4. Ensure business continuity where practicable without endangering the
environment or compromising safety.
HEC’s SPERP will have the following key elements:
 A single contact point for all emergency situations;
 Organizational structure for the emergency response and recovery team;
 An Incident Commander (IC) to ensure an appropriate level of response is
mobilised;
 An On-Scene Commander (OSC) to manage initial response at site;
 Suitably trained and equipped on-scene primary response teams;
 A medical Emergency Response Team (ERT);
 An Incident Management Team (IMT) in support of the primary response
teams; and
 Site mustering and evacuation arrangements.
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Figure 3-1 Overall Incident Management and Emergency Response Structure
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HEC Office on Site Royal solomon Island Polic Force

HSE Manager -Dae Young Kim 677-7411755 * THL Henderson Station 999
E&S Supervisor-Tanzeel 677-7701464 CEO Jang Yong Hoon 748-2910
(COMMUNITY CONTACT POINT)
Jonathan Nonosala-H&S Supervisor 677-7382076 CFO Jihun Lee 765-3985
CTO Taehoon Park 764-8941 Upstream
Tina Apolos Weslyc
E&S Manager Samuela Tawakedrau
764-8942 * 7317389
Katihana Moses Teli
7411160
Valebebe 1 & 2v Patrick /Densely
7528118
Project Office Horohotu 1 & 2 Dola Gisi
DPM- Fred 749-6338 * 7477049
Sub Contractor Haimane Jathniel Kirisi
Baltazare Rongo 677-25133
HSE Manager Oh Myung Ki 751-0835 * 7407595
Namopila/komureo Austin Maekia
CLO -Job Vari 677-7110953 8503636
Anitoch Alick Nehemiah
7962932
Ngongoti & Marava George Teke
7518356
Habusi/Senge Maxly Chumba
7159248
Whitlam Kikolo Community Chi
7818626
Downstream
Old Selwyn Agnes Futi

7345412
Abuabili Eric Ata
8424717
Joana Kuki
8557209
Komeleti Derrick Rockcliff
7236540
Bubulu Patteson Ngelea
7256975
Not i f i cat i on Mataniaso Rueben Selei
8639578
Compl ai nt Taona Javin Kakamo
7440942
Luvunisuta/Bolena Serah Manetete
7121886
Note: * shows focal persons
Figure 3-2 Communication Structure
The communication structure presented in Figure 3-2 is indicative at this early stage of
the project and will be updated with names and designations as positions get filled.
As per the approach applied for responding to major / urgent grievances in the
Grievance Redress Mechanism (GRM), a similarly clear pathway to escalate reporting
and communications is required for responding to crisis events (as per Section 3.1.1
below).
Keeping in view the preliminary stage prior to main construction activities, Figure-2
presents quick protocol to cater any imminent accident situation until a clearer
strategy for emergency communications is developed within the first two months of
construction. The workforce shall be required to follow protocol in case they
encounter any accident/incident scenario. Key emergency contacts as per protocol will
be provided to the workforce on the back of their identity card (printed).
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In the event of a crisis:

1. Project worker notifies their immediate, most senior HSE staff
member on site (likely to be HEC HSE Manager or Discipline
Supervisor; or THL E&S Manager).
(Subcontractor – notifies HEC HSE Manager).
2. The first senior staff member to become aware of the event (from
either HEC or THL) is to then immediately contact the Deputy
Project Manager of the Project Office, Fred Conning.
3. Fred will then notify authorities and coordinate with the notifying
senior staff, Mr Park (Chief Technical Officer, THL) and Mr DY Kim
(HEC HSE Manager) in the first instance.
Figure 3-3 Brisk Emergency Communication Protocol
HEC will communicate with the THL project representative the details of any accident
as soon as practicable after its occurrence. THL will maintain records and make reports
concerning health, safety and welfare of persons, and damage to property, as THL
required
Refer to Annex A for List of Regulatory Authorities and Emergency Support Services.
3.1.1 Definition and Ranking of Incidents
Level 1 - Incident
The HEC HSE Manager, performing the function of the OSC, will judge and announce
whether a situation is deemed to be a Level 1 - Incident.
Level 1 incidents are singular occurrences that require an immediate response and
dedicated resources to mitigate the effects of the event. These incidents will generally
be confined to the construction site and can be managed solely by HEC’s Emergency
Response Team (ERT) led by HEC’s OSC. These events will be recorded in an Incident
Report (as shown in Annex B).
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Level 2 - Emergency
The OSC will determine whether a situation is deemed a Level 2 – Emergency, and
notify relevant parties, accordingly.
If the incident (Level 1) escalates to an emergency situation (Level 2) or some incidents
are immediately deemed to be Level 2, the OSC will mobilise the Level 2 Central
Emergency Coordination Team (CECT) which Led by the IC, will then mobilise to an off-
site Control Room.
A Level 2 Emergency is defined as any occurrence that disrupts the normal working of
HEC or affects the local population. Such emergencies will involve:
 Incidents that escalate beyond the site boundary;
 Incidents initiated outside the site boundary but impact on site activities
related to construction; and
 Incidents occurring away from the site but involving site personnel (e.g. road
traffic accidents).
Such emergencies may require assistance from sources external to the site, including
assistance from local police or fire department as required.
Level 3 - Crisis
Level 3 (Crisis) incidents include any situation that is significant in impact and
consequences that they require strategic management support at a senior corporate
level. Typically, incidents that will impact on reputation and/or share price would be
regarded as crisis incident and would result in the mobilisation of the HEC Office
Command Group (OCG). Assistance from third parties external to HEC such as specialist
contractors and Government Agencies will be required to contain and manage the
situation.
3.1.2 Example of Incidents, Emergencies and Crises

Table 3-1 gives some examples of incidents, emergencies and crises. This list is for
guidance purposes and is not meant to be exhaustive. The incident classification is
used to identify specific events and the required amount of response needed to
manage the situation.
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TINA RIVER HYDROPOWER DEVELOPMENT PROJECT HEC-CDSB-CESMP-PPP-014 REV. 7
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Table 3-1: Examples of Incidents, Emergencies and Crisis
Level 1 Level 2 Level 3

Aspects
Incident Emergency Crisis
 Serious but not life-threatening injury requiring  Life threatening injury. Multiple injuries, fatalities.
 Minor injuries, first aid
local hospital treatment.  Serious injury or fatality involving local residents.
treatment.
 Off-site Road Traffic Accident.  Kidnap / hostage.
 Minor ailments or ill health
 Outbreak of contagious disease affecting site  Riots affecting work areas.
requiring local treatment.
personnel.  Ongoing pandemic (which is present in Solomon Islands)
PEOPLE  Missing person threatening lives of workers and communities
 Fights with local population.  Other incidents that warrant medical evacuation outside of the
Solomon Islands.
 Spillage of a large volume of hazardous  Spillage of large volume of highly toxic hazardous substance
 Localised spillage of a small
substance inside the project boundary, that goes beyond the project boundary and causes widespread
volume of less toxic hazardous
causing localised groundwater and surface contamination of groundwater and surface water.
ENVIRONMENT substance
water contamination  Spillage of hazardous material that impacts neighbouring
 Spillage of non-hazardous
 Natural event impacting on Project – communities
substances inside or outside
moderate Typhoon (Category 3 or less1)
1 On the Australian Tropical Cycle Intensity Scale (very destructive winds gusting to 165-224 km/h. Some roof and structural damage, power failures likely)
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Level 1 Level 2 Level 3

Aspects
Incident Emergency Crisis
localised boundary, local causing major flooding and high winds that  Natural event impacting on Project – severe Tropical Cyclone
groundwater, and river subside after 1-2 weeks (Category 4 or above) with widespread destruction.
contamination.  Natural event impacting on Project –  Natural event impacting on Project – strong or greater
 Natural event impacting on earthquake (moderate, 5.0 - 5.9 on Richter earthquake (over 6.0 on Richter scale) centred within the
Project – severe thunderstorm scale2) centred within the Solomon Islands, Solomon Islands, and widely felt, causing serious or
causing power outage and felt within the Project area, causing catastrophic damage damage.
localised flooding. moderate damage.  Natural event impacting on Project – Tsunami wave generated
 Minor or initial leakage of  Localized leakage of hazardous gases from by earthquake within Solomon Islands or elsewhere in South
hazardous gases from onsite onsite storage of substances within camp Pacific, reaching to elevations > 20 m above sea level (Honiara
storage of substances perimeters only. is at 29 masl).
 Leakage of hazardous gases that impacts neighbouring
communities
 Fire escalating outside of site boundary.  Major fire with partial or complete damage to site.
ASSETS  Localised fire
 Fights with indigenous population.  Wholesale riots affecting the site.
 Local security incidents –theft,
 Missing person, non-arrival of persons to site.  Kidnap or hostage.
mugging.
 Sabotage or damage to equipment.  Large scale theft or fraud.
SECURITY  Fighting on site.
 Drunkenness and narcotics
abuse on site.
2 5.0 to 5.9 on Richter Scale - Can cause major damage to poorly constructed buildings over small regions. At most slight damage to well-designed buildings
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The above table will be updated during the Dam Detailed Design stage of the Project
following a risk assessment of potential emergency activities. Additional details on
potential examples of incidents will be added as appropriate.
Response Levels
Level 1 –Emergency Response Team (ERT)

The HEC HSE Manager, in the role of OSC, will judge and announce a Level 1 - Incident.
The Level 1 ERT will involve on-site personnel, who become part of the ERT in the case
an emergency is raised. HEC’s ERT is led by the OSC. The OSC dictates the initial
response strategy, deploys available resources and maintains communications with
the CECT.
A typical Level 1 HEC’s ERT consists of HEC personnel (supervisors and others)
supported by the team members and sub-contractor personnel.
The structure, roles and responsibilities and manpower of HEC’s ERT will be considered
under the supervision and approval by HEC.
Level 2 – Central Emergency Coordination Team (CECT)

The OSC (HEC HSE Manager) will judge and announce a Level 2 - Emergency.
If the incident escalates to an emergency situation, which will need external support
and resources, the OSC will mobilise the Level 2 CECT, which will then mobilise to the
incident management centre located in the PO. The CECT is led by the HEC project
Manager who assumes the role of IC.
The IC will maintain communications with the OSC on the incident, its management
and resources deployed. In principle, unless the limits of the emergency are known,
the IC will alert all the operational support services that might be required, standing
them down later if it is subsequently decided that they are not required.
A typical Level 2 CECT consists of the IC, OSC (Advisor), Security representative,
logistics officer, supervisors, legal officer, frontline response (i.e. someone who will
answer calls and direct visitors such as family members and media), IT support, first
aid and communications officer and other HEC representatives as required. Which
team members are activated is the decision of the IC and will depend on the nature of
the emergency.
All off-site emergencies or emergencies affecting 3rd parties are (per the above table)
automatically classified as level 2 or above.
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Level 3 – Central Emergency Coordination Team (CECT) and Office Command Group
(OCG)
The OSC (HEC HSE Manager) will judge and announce as Level 3 - Crisis.
CECT still leads Level 3 - Crisis response at the site.
The primary function of the OCG is to ensure that all resources needed to manage the
emergency are provided and to maintain communications with the CECT. It supports
CECT for liaising with external agencies, Government, stakeholders and the Media
throughout the emergency situation.
The Level 3 OCG is led by IC and will typically comprise HSE Managers, Administration
Manager, and other members as required. The OCG is supported by:
 HSE Teams; and
 HEC Construction Team.
The Level 3 OCG team will communicate directly with the CECT and initially the Incident
Commander. The OSC will communicate and keep the wider HEC management team
apprised of the situation.
The IC reports to the CECT about the incident and related information initially and the
CECT has direct communication with OCG. The OSC fully supports the OCG in making
decisions for the emergency response.
The overall Organisation and deployment of the Emergency Response process to be
applied to each level of emergency is documented in Figure 3-4.
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Figure 3-4 HEC Emergency Response Organisational Chart
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3.1.3 Resource Allocation

HEC shall at all-time take all reasonable precautions to maintain the health and safety
of its personnel and provide adequate resources to manage any foreseeable
Emergency on site, including medical resources.
 Medical services will be supplied privately and in accordance with Solomon
Island’s Labour Act Part IX Care of Workers, Medical care and treatment §70,
(edition 1996).
 Medical facilities and medical practitioner or such other person will be
provided in accordance with Solomon Island’s Labour Act Part IX Care of
Workers, Hospital maintained by employers §71, (edition 1996).
The Emergency Response Team shall be involved in training programs and drills
(established by the HSE Manager) which shall include, but not be limited to the
following:
 Firefighting training;
 Evacuation procedures;
 Fire wardens/ Marshall;
 Fire prevention training;
 Collapse of excavation;
 Vehicle incident;
 Gas release;
 First – Aid and Rescue;
 Crane tipping over;
 Accidental or improper explosive detonation;
 Confined space rescue; and
 Spill prevention and containment.
Additionally, HEC will appoint, at minimum, one H&S Staff for every 50 staff (including
subcontractors) at the Site, responsible for maintaining safety and protection against
accidents. This person shall be qualified for this responsibility (i.e. holding Bachelor’s
degree in H&S or equivalent; and having minimum five years of experience supervising
emergency response procedures on construction projects), and shall have the
authority to issue instructions and take protective measures to prevent accidents.
Throughout the execution of its services, HEC will provide whatever is required by this
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person to exercise this responsibility and authority. The responsibilities of this position
have been stated in Table 2-1.
3.2 PROVISION OF MEDICAL FACILITIES, MEDICAL STAFF AND EMERGENCY EQUIPMENT
3.2.1 Medical Facilities and Medical Staff
In collaboration with local health authorities, HEC will ensure that medical staff/First
Aiders, first aid facility, and ambulance (i.e., remodelled vehicle compliance with
international standards for ambulance vehicle specifications) service are available at
all times at the Site, and the necessary arrangements will be in place to ensure the
welfare and hygiene requirements and for the prevention of epidemics.
Medical staff, approved by a Health Officer, will include two nurses covering day-time
shift and a Physician will be attending the project on a monthly basis. For more details
refer to Worker’s Health and Safety Plan (WHSP; P8). During night-time and weekends,
HEC will ensure experienced and certified first-aiders are at all-time on site.
The Project (THL and/or HEC) is not responsible for the provision of primary health
care services during the project lifecycle; the Solomon Islands Ministry of Health and
Medical Services is responsible for the provision of such primary health care services
including maternity and child primary health care services, family planning services,
school primary health care services, dental services, mental primary health care
services and vaccination and immunisation services.
3.2.2 Emergency Equipment

First aid kits and fire extinguishers will be conspicuously placed on Site, at the medical
facilities, and workers’ camps. HEC will locate fire extinguishers according to the WHSP
(P8).
Details of the emergency equipment, first-aid facility and relevant training programs
are referenced in the HEC CESMP (P1) and the WHSP (P8).
3.2.3 Personal Protection Equipment

All personnel will be provided with appropriate Personal Protective Equipment (PPE)
as defined in the WHSP (P8). Reference will also be made to safety data sheets of
materials on site to ensure additional special PPE is provided.
3.2.4 Incident Management Facility

In case of an emergency, the project management team will provide the emergency
response team (i.e., ERT, CECT, and OCG) with the appropriate area (Control Room) (as
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appropriate on or off site) to properly coordinate the incident response. In case of

Level 1 Incident, the Control Room will be located at the Construction site (i.e. HSE site
Office).
Response to emergency and Crisis situations (Level 2 and 3) will be co-ordinated from
the off-site Control Room, which will contain appropriate communications equipment
(i.e. radio, walkie-talkie or any other hand-held transceiver) and information to ensure
efficient and effective implementation of emergency procedures.
The Control Room shall be equipped with (not limited):
 Adequate telephones and fax with external numbers;
 Appropriate backup communications equipment (i.e., dedicated emergency
response radio channel will be available for use by the ERT and Security team);
 Dedicated personal computer;
 All appropriate documentation/procedures for use during an emergency (the
documentation/procedures are a company standard, and will be tailored by
the Emergency Supervisor once appointed);
 Layout drawings of the site;
 Current telephone lists and contact directories (refer to Table 3-2); and
 Mapping and charts (Project area, location of office and worker camp, access
road, and construction works).
Table 3-2: Emergency Contact List
Mobile Radio
Contact Title Name E-mail
Phone Channel
HEC Emergency Team
Site Project EUI MAN

727 9982 - emmoon20@hec.co.kr
Manager MOON
HSE Manager KIM DAE YONG 741 1755 - dykim1133@hec.co.kr
Construction
YOUJAE BONG 716 9559 - andapapa@hec.co.kr
Manager
Administration KWON SOON

716 9565 - ksy@hec.co.kr
Manager YEON
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Mobile Radio
Phone Channel
Project Control Leem Song

- - sweat0415@hec.co.kr
Manager Guy
H&S Emergency
Jonathanbenosi700@gm
Supervisor (IC Area Jonathan 7282076 -
ail.com
1)
H&S Emergency
Supervisor (IC Area TBD - - -
2)
H&S Emergency
Supervisor (IC Area TBD - - -
3)
E&S Supervisor Tanzeel Ahmed 7701464 - 201055S@hec.co.kr
Fire / Rescue Team

YOUJAE BONG 716 9559 - andapapa@hec.co.kr
Leader
First Aid Facility

TBD - - -
(Nurse)
Security Manager Peter tele 7873019 - -
Security Foreman TBD - - -
THL Emergency Team
PARK TAE
CTO 7648941 - Park4032@gmail.com
HOON
Dervinovita69@gmail.co
HSE Officer Derwin Ovita 7387498 -
m
External Emergency Services
25256
National Referral Emergency
- -
Hospital (Honiara) room
4400
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Mobile Radio
Phone Channel
(Ambulance)
999
Hotline
Royal Solomon
24421 - -
Islands Police Force Emergency
control room
Honiara
International Fletcher Kakai 847 2739 - -
Medical Centre
3.2.5 Protocols for the use of emergency equipment and facilities
HEC will develop protocols for the safe use of emergency equipment and facilities that
its workforce have control over and are likely to use in the event of an emergency.
Fire at the Site

Safety Equipment will be maintained in good working condition by systematic
inspection and test as foreseen by HEC and ERT specific procedures.
Furthermore, each component and other safety systems shall be inspected and tested
regularly to ensure availability at all time. Portable fire extinguishers, or other
approved firefighting device/system such as diesel water pumps and static water
reserves (if applicable) inspections must take place at regular intervals to ensure they
maintain pressure and are fit for purpose. Specific ERT procedures define the
frequency and type of control/test that shall be carried out. The ERT will use their
individual judgment as to whether it is safe to attempt to fight a fire with available fire
extinguishers and they should not hesitate to leave the scene of the fire if they feel
they are in imminent danger. All workers will be trained on fire safety awareness.
Activities with high risk shall require a work permit to ensure all mitigations are in place
prior to start work.
Any employee detects release of toxic / flammable gas or notice a fire should:
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1. Immediately vacate the area and raise the alarm by any means possible, then
report the incident by phone, radio or verbally and speak slowly/clearly and
relay the following information:
a. Nature of the Fire
b. Location of Fire
c. Name and organization
d. Contact telephone number of person reporting the incident
e. Time of Incident
2. Notification will be activated by one of the available communications means:
a. Manual Fire Alarm Point
b. ERT telephone number
c. Mobile radio
d. Automatic fire / gas detection system
3. Verbal announcement
a. The person detecting the fire must then alert personnel in the
immediate area to the fire hazard.
4. Once the fire has been extinguished HSE Department and the affected Site
manager will investigate the incident and issue a detailed written report on
the incident.
5. In the event of a fire emergency the Site HSE and Security Manager (or his
Deputy) will proceed to the scene of incident. Thus he will take the following
actions:
a. Coordinating activities of the HEC HSE personnel
b. Liaise with subcontractor on the mobilization of any equipment that
might be needed during the fire emergency
c. Verifying the entire workforce has vacated the area and is at the
muster points
d. Request additional resources
e. After the incident, make a full report.
Explosions
In the event of an explosion at the site:

1. Initiate evacuation procedure.
2. All personnel to assemble at their muster point.
3. The muster point warden to take a head count of all personnel at the muster
point to ascertain if anyone is missing.
4. The onsite supervisor to report the situation to the site manager, who in turn
will report the incident to the Client.
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5. In the likelihood of a fire, the Emergency Response Team is to carryout basic

firefighting using portable extinguishers, but only if safe to do so under
instruction from the Emergency Response Team Leader. Personnel should not
put themselves at risk.
6. Determine the need for the Rescue Team to perform a rescue.
7. Await further instruction from Site HSE Manager.
Excavation and trench works (Collapse of Excavation)
Whenever there is excavation collapse and someone is trapped, time is of the essence.
The onsite supervisor at the same time of notifying the site manager of the emergency;
should assess the situation to see if there is any further risk of a cave in. If the
assessment is positive then all personnel under the supervision of the team leader
should try to dig out the casualty by hand soil type permitting. Other means may be
warranted should the soil be compacted or solid state. The site manager will inform
the emergency response team and the medic of the situation. Should the excavation
collapse and it is not known if anyone was inside the trench at the time, the supervisor
must hold a head count in order to account for all personnel in his team.
Labor Strike/Rally
HEC shall immediately inform Client of any potential workforce strike upon receiving
such information.
An open dialogue with the party of the potential strike workforce to prevent further
development into actual workforce strike shall be conducted by the Project
Management Team Representatives.
If the subject party of the potential strike is subcontractors, HEC will support the
subcontractor’s senior management and executives to persuade and/or negotiate with
the subcontractor’s labor force to avoid strike or lockouts.
In the event of striking workforce, HEC will immediately notify the nearby police
station/law enforcement agency and Client, start a precautionary measure to protect
the site workforce and property.
HEC will proactively engage in resolving the problems or issues that striking workforce
demand regardless of the striking workforce being HEC’s direct labor or not.
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All subcontractors shall inform such events to HEC immediately. All subcontractors’
managers shall follow the below mentioned steps and wait for further instruction for
HEC Site Manager:
1. Immediately instructed the security guards to close and lock the main gate and
sub gate.
2. Nobody will allow leaving or entering the camp till further instruction.
3. All employees should be evacuated to the emergency muster point.
4. To inform all employees the reason for evacuation.
5. To wait for the further instruction from HEC’s Site Manager.
Vehicle Accident
In the event of a major vehicle accident, the actions listed below should be followed:
1. Incident to be reported immediately to the HSE Manager providing details of
any injuries at the scene of the accident.
2. Site Manager to activate and brief the ERT.
3. The ERT to proceed to the scene of the accident. Administer first aid to injured
person and if necessary, send to the nearest Medical facilities for further
medical treatment.
4. As soon as possible record details of the accident.
5. Try to prevent other accidents from happening by warning other vehicles of
the vehicle accident by placing accident hazard warnings in the area. Stand
clear of vehicle or roadway if there is other traffic
General Considerations when an Accident or Illness occurs
If an accident or illness occurs, the designated first aider or other concerned persons
should:
1. Send for assistance and if required an ambulance or other form of emergency
transport.
2. Separate the cause and the victim if possible, e.g. switch off electricity
supplies; turn off power plant before assisting the casualty.
3. Move the casualty only to prevent further injury
4. Check for pulse and breathing; giving emergency CPR, as necessary.
5. Stop any bleeding; raise the injured part and apply pressure (care must be
taken regarding rising of the injured part and applying pressure in case of
fractures).
6. Keep the victim warm and reassured.
7. Do not remove evidence.
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8. Inform supervision as soon as possible as to the accident/illness and assist in

reporting.
9. Rescuers/First aiders etc. should not put themselves in danger. Another
casualty often reduces the chance of providing rapid assistance to the first
injured person.
General Requirements for Medical Evacuation Transport
1. Ambulance Vehicle specifications will be compliant with international

standards and undergo regular maintenance.
2. Ambulance Vehicle must be ergonomically suitable for stretcher recovery
work allowing ease of access for the stretcher as well as the patient escort and
equipment
3. After Ambulance in vehicle secure storage space for the required equipment
and material should be provided.
4. A suitable and approved power supply for medical equipment within the
vehicle should be provided.
5. Adequate interior and exterior lighting and climate control should be available.
6. The ambulance operator shall have basic first aid training. He will take advice
from the qualified medical practitioner and HSE on the time of day, night
driving, weather conditions, etc.
7. The stretcher should meet safety regulations, be securely fastened and should
have a patient restraining harness that can be easily released. There should be
a vacuum mattress for cases requiring immobilization.
8. Patient escort must be able to communicate with the vehicle operator either
directly or via headset link
9. An adequate level of communication between the patient and the patient
escort should be maintained throughout the evacuation
10. Patient escort must have sufficient space to provide care and resuscitation.
3.2.6 Personal Protective Equipment (PPE)

Emergency response personnel will use appropriate PPE for each assigned job.
Scenarios that will require the use of PPE include but not limited to chemical/fuel
spillage, fire, injuries or illness, and medical evacuation.
The following PPE will be used depending on the requirements of the situation and the
training of the individual response personnel:
 Positive pressure self-contained breathing apparatus;
 Totally encapsulating chemical protective suits capable of maintaining positive
air pressure and capable of preventing inward gas leakage of more than 0.5%;
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 Chemical resistant gloves and boots;

 Air purifying half-mask or full-face respirator with appropriate cartridges;
 Chemical resistant total body coverall Tyvek suits;
 Chemical resistant goggles; and
 Personal Alerting Safety System (PASS) device.
3.2.7 Medical Surveillance

Medical surveillance is a method of screening personnel health on a regular interval to
identify and treat various health conditions. This is to help improve occupational
health, and as a preventative action against health risks such as diseases and viruses.
All members of the ERT will be placed in the medical surveillance program. Medical
examinations and consultations will be conducted for each employee on the following
schedules:
 Prior to assignment;
 At least once every twelve months (based on best practise) for each employee
covered unless the attending physician believes a longer interval (not greater
than biennially) is appropriate;
 Employment termination, or reassignment to an area where the employee
would not be covered, if the employee has not received an examination within
the last six months;
 As soon as possible upon notification by an employee that the employee has
developed signs or symptoms indicating possible overexposure to hazardous
substances or health hazards, or that the employee has been injured or
exposed above the permissible exposure limits or published exposure levels in
an emergency situation; and
 At more frequent times, if the examining physician determines that an
increased frequency of examination is medically necessary.
3.3 RESPONDING DURING AN EMERGENCY
Emergency Response Procedures are documented in the Annex E Emergency Response

Plan.
The Emergency Response Procedures will include emergency identification and

evaluation matrix containing following items:
 Listing of the conditions or events which could lead to or indicate an existing
or potential emergency during construction stages of the project;
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 Brief description of the means by which potential emergencies identified,

including the data and information collection system, monitoring
arrangements; and
 Designation of persons responsible for identifying and evaluating emergency.
3.3.1 Initial Response

Initial response to any incident will be provided by HEC personnel who have been
trained to fulfil emergency duties such as first aid, basic firefighting and incident
management. Normally the first response to any incident will be by the OSC who will
decide on the level of response needed.
Typical emergency scenarios will include:
 Fire / explosion from hot work activities, improper electrical set up, dam break
failure, improper material storage such as chemicals, fuels and lube oils, waste,
etc.;
 Traffic incidents both on Project premises and on public highways; and
 Extreme weather conditions and natural disasters such as cyclones, high tides,
floods/flash flood, earthquakes, volcanic eruptions, landslides, and tsunamis.
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Initial response actions required by relevant persons is described in the following

sections and shown in Error! Reference source not found.
All Personnel
On hearing the site alarm all personnel will stop work, evacuate their worksite and
immediately proceed without running, to their designated Assembly Point. All alarms
will be treated as real unless confirmed otherwise. This applies to all personnel working
outdoors on site or indoors in buildings, workshops, offices etc. Personnel will present
themselves to the HEC’s OSC/HSE Manager to enable a headcount to be reconciled.
Personnel will remain at the assembly point and await further instructions from the
HEC’s OSC/HSE Manager. Personnel will not leave the Site until instructed to do so.
Refer to Figure 3-2 for the contact list.
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On-Scene Commander
On being notified of an incident the OSC will proceed to the scene to evaluate the
situation and initiate the appropriate level of response.
In the event of a major incident he will advise the IC and will instruct the general site
alarm to be activated.
CECT Members
On hearing the site general alarm or when notified by the OSC, members of the CECT
will proceed to the IMC and await further information and instructions from the IC.
Emergency Response Teams (ERT)

On hearing the site general alarm or when instructed by the OSC, the ERT will proceed
to designated Muster Points, prepare their equipment in readiness and await
instructions from the OSC.
Emergency equipment includes, but not limited to, the following:
1. Emergency lighting and power;
2. Fire-fighting equipment;
3. First aid equipment, and
4. Communication equipment, such as walkie-talkies.
Incident Commander (IC)

On hearing the site general alarm or if advised by the OSC, the IC will proceed
immediately to the IMC, where the IC will prepare the IMC for use and will mobilise
the CECT.
3.3.2 Follow Up Responses

The emergency response to the incident will be made by the IC, OSC or external
emergency team leader, depending on the level of the incident and the presence of
professional emergency responders, e.g. local fire brigade.
Once the emergency is over, a debrief will be conducted which includes lessons
learned, corrective actions, and ensure team members have access to the required
support. Business will resume when possible, and support will be offered to workers
who have been involved in an emergency.
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3.3.3 COVID-19 Pandemic Response

A global COVID-19 pandemic was declared in March 2020 by the World Health
Organisation. The pandemic is ongoing and is likely to impact, either directly or
indirectly, on the Project for at least 2020, 2021 and potentially beyond.
COVID-19 is an infectious viral respiratory illness 1 spread via droplets of saliva or
discharge from the nose when an infected person coughs or sneezes. Most people
infected with the COVID-19 virus will experience mild to moderate respiratory illness
and recover without requiring special treatment. As of November 2020, there are no
specific vaccines or treatments for COVID-19.
There could be seriously adverse outcomes (including high numbers of cases,
community transmission, and fatalities attributed to respiratory failure and related
complications) if COVID-19 was to spread within the Solomon Islands, given the current
status of primary health care in the country. As of November 2020, cases in the
Solomon Islands have been sporadic (related to repatriated citizens exposed to the
virus overseas) and there is no community transmission in the country.
A Project-specific risk assessment and policy for the management of any COVID-19
related risks to (and from) the Project, and related response, has been developed by
the Project Office and THL. This policy is attached as Annex C to the Community Health
and Disease Vector Management Plan (CHDVMP; P10) and incorporates the
requirements of SIG (including those from the Consolidated National Preparedness
and Response Plan for COVID-19, issued 12 March 2020). The policy includes an
emergency response protocol in the event of a major COVID-19 outbreak (particularly
if this occurs within the Project workforce), which is summarised here. This protocol
should be reviewed in conjunction with the Project-specific COVID-19 policy, and other
ESMPs which manage the risks associated with COVID-19 (such as the HRLMP, IMP,
SMP, and WHSP).
1 Information on COVID-19 presented in this section has been sourced from the official World Health
Organisation Health Topic online resource available at https://www.who.int/health-
topics/coronavirus#tab=tab_1 , current as of 11 September 2020.
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In the event of a case of community transmission being confirmed in the country,

Honiara will be declared a lockdown zone by SIG. The lockdown zone will stretch at
minimum between Alligator Creek at the eastern end of Honiara and Poha River at
the western end (Figure 3-6 below) but in future could include the Project DIA and
workers’ camp.
Figure 3-5: COVID-19 Lockdown Zone previously trialled by SIG in Honiara (May
2020; yellow markers) and key Project locations (red markers)
A lockdown plan specifically to be applied to the Project DIA and camp only (i.e.
initiated by the TRHDP COVID-19 Working Party; formed with representatives from
the PO, THL, HEC, SIEA and SIG agencies) is still in development and will be finalised
by the working party. The working party will also develop the following scenario-
based response plans (which will be included here once finalised) to:
 Respond to a worker being notified they are a positive case while at work,
noting workers who show symptoms or have been in close contact should
NOT attend the workplace until they receive their test results.
 Identify and notify close contacts in the event of a positive case attending the
workplace during their infectious period.
 Clean the workplace (or a designated area) in the event of a positive case
being identified.
 Notify health officials in the event of a positive case being identified in the
workforce or workplace. Provide details of the actions taken, including a risk
assessment, and contact details of any persons who may have been in
contact (including friends, etc.).
More details regarding the working party functions are provided in the CHDVMP.
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All employees will follow the COVID-19 response procedure shown in
Figure 3-6.
In the event that a Project employee or community member (if identified during a
Project activity in the community) has a suspected case of COVID-19, health
authorities will be contacted. Emergency contacts relating to the COVID-19 pandemic
are provided in Table 3-3 (in addition to those already provided in Table 3-2 above).
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PAGE
49 OF 102
Figure 3-6 HEC COVID-19 Response Procedure
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Table 3-3 COVID-19 Emergency Contact List
# Name Designation Organization Contact Remarks

Information
Ministry of Health and Medical Services

1 National MHMS +677-
Referral 25256/44000
Hospital
2 Ambulance MHMS/St John 911
Service
4 Dr. Joel Denty Incident Guadalcanal +677-7492716
Controller Provincial Health
Emergency
Operations Centre
(GPHEOC)
5 Dr. Chanel Clinical & GPHEOC +677-7492716
Sabino Isolation Leader
6 Aloysious Social GPHEOC TBC
Vakeke Mobilization
Leader
7 Charles Bunia Pharmacy & GPHEOC TBC
Supplies Leader
8 Alfred Mae, Surveillance GPHEOC TBC
Jackson Beikera Leaders
9 Derrick Willie Quarantine GPHEOC TBC
Leader
Project Office
1 Fred Conning Deputy Project TRHDP PO, +677-7119096
Manager MMERE
Tina Hydropower Limited
1 Yong Hoon CEO THL +677- 7482910
Chang
2 Jihun Lee CFO +677-7653985
3.4 EVACUATION
The Emergency Response Procedure in the Annex E Emergency Reponses Plan will be
updated at the Detailed Design stage and will clearly identify the events that will lead
to an evacuation alarm.
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The Emergency Response Procedure includes evacuation plans and procedures for
implementation based on local needs; and may include:
 Early warning systems to ensure that adequate time is available to ensure full
and complete evacuation of areas and the complete shutdown/ securing of all
plant and equipment if the need arises during a flooding event.
 Demarcation/prioritization of areas to be evacuated;
 Notification procedures and evacuation instructions;
 Safe routes, transport and traffic control;
 Safe areas/shelters (Annex D); and
 Functions and responsibilities of members of evacuation team.
3.4.1 Floods
Any precarious situation during floods will be communicated either by an alert
situation or by an alert situation followed by a warning situation. An alert situation
would indicate that although failure of flooding is not imminent, a more serious
situation could occur unless conditions improve. A warning situation would indicate
that flooding is imminent as a result of an impending failure of the dam, or also due to
a prolonged inundation event. It would normally include an order for evacuation of
delineated inundation areas. The most vulnerable/submergence area in the
downstream will be demarcated with the help of flood wave travel time analysis and
accordingly help formulate the evacuation plan for the inundation areas.
3.4.2 Earthquake
In the event of an earthquake or other natural disaster, immediate information needs
to be passed on to the local Administration Office, security forces, warning stations,
representatives of municipalities and people living near High Flood Level (HFL) mark
asked to be ready for evacuation. Necessary action also needs to be taken to shift field
staff to safer places. Thereafter, structural inspections, especially over-ground
structures such as portals and bridges need to be carried out for the assessment of any
damage and make immediate decisions for remedial measures.
3.4.3 Severe Weather Event

If a severe weather event such as a cyclone or similar conditions are predicted, then
immediate information needs to be passed on to the local Administration Office,
security forces, warning stations, representatives of municipalities and people living
near High Flood Level (HFL) mark asked to be ready for evacuation. Necessary action
also needs to be taken to shift field staff to safer places. The site will completely be
evacuated and plant etc shut down entirely/secured. Safe areas/refuges/shelters will
be provided and people safely evacuated to these areas.
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3.4.4 Emergency Communication

HEC will communicate the alert, as appropriate, via two-way radio, telephone (i.e., text
message), megaphone and, or alarms to ensure that local emergency services and
communities and neighbouring businesses are informed of all exercises and
emergency response training prior to an event and, where appropriate, be encouraged
to assist with or undertake roles within an event scenario. The communication
structure of the alarm will proceed firstly from HEC then onto THL, PO, and community.
Although local emergency services may be involved, HEC must ensure that careful pre-
planning of any involvement is undertaken prior to any emergency training event to
ensure minimum disruption to day-to-day operations. Communication of the alarm to
emergency services will first be communicated to the security guards and then the
emergency services.
HEC will implement a site alarm system to ensure that local emergency services and
communities and neighbouring businesses are informed of all exercises and
emergency response training prior to an event and, where appropriate, be encouraged
to assist with or undertake roles within an event scenario. Local emergency response
services will wherever possible undertake their given roles in such exercises and be
involved in structured debrief sessions after the training has concluded. Major
exercises will also involve medical or over water services some distance from the site.
Again, these local emergency services may be involved. However, HEC must ensure
that careful pre-planning of any involvement is undertaken prior to any emergency
training event to ensure minimum disruption to day-to-day operations.
All exercises, drills and evacuations will be recorded at a single location and reports
prepared on emergency exercise training and submitted to the HEC Construction HSE
Team on a quarterly basis. Locals will also be involved during drills, specifically for flood
events, to ensure the proper procedure is followed and to familiarize with the proper
actions to take. The incentive for local emergency staff to participate in the trainings
include, complementary meals, education opportunities, and the release of certificate
of attendance.
3.4.5 Monitoring of Weather Conditions

HSE Manager is responsible for the daily monitoring of weather conditions and
forecast during construction activities. Extreme weather conditions and or the
potential event of a natural disaster shall be communicated to Project Management
Team (Project Manager and Construction Manager) as part of an early warning system
and implement the Emergency Response Procedure as applicable.
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3.5 TRAINING AND COMMUNICATION
3.5.1 Training
All persons visiting or working on site will receive training in the actions to be
undertaken in the event of an emergency. This training will be provided as part of the
site induction programme and will include the HEC Construction’s employees,
subcontractors, occasional visitors and persons involved in making deliveries (i.e.,
suppliers). The training content and regularity will change as work activities evolve.
The evacuation route and Assembly Point will be developed at each stage, and training
of all workforces will be undertaken as shown in Error! Reference source not found..
This training will be re-enforced by the undertaking of evacuations drills which will be
organised by the HEC HSE Manager in conjunction with the HEC Construction Manager.
All personnel with specific emergency duties will receive induction and training in the
HEC incident management and emergency response procedures. A matrix of required
training is given in Table 3-4. In addition to the training specified in Table 3-4, the IC,
all other persons designated to stand-in as IC, and members of the OCG who will have
direct contact with the media, are required to undergo media awareness training prior
to taking up any CECT duties.
Local communities will also receive brief training in respect of emergencies by May
2020. The training will include certain actions that will be taken, given the type of
emergency that arises, such as a chemical spill that covers over the community area.
All personnel will be required to complete both evacuation and other emergency
exercises and drills.
Table 3-4 Emergency Response Training Matrix
Ref Course Title Course Workforce Supervisors Visitors

Instructor
(including
Subcontractors
and Suppliers)
ER1 Site Induction Discipline   

Supervisor
ER2 Media Awareness Discipline 

Training Supervisor
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Ref Course Title Course Workforce Supervisors Visitors

Instructor
(including
Subcontractors
and Suppliers)
ER3 Basic First Aid Discipline 

Supervisor
ER4 Casualty Handling Discipline  

Supervisor
ER5 Basic fire fighting Discipline  

Supervisor
ER6 Spill containment Discipline  

(including spill Supervisor
prevention
methods)
ER7 Willer Checker Discipline 

Supervisor
ER8 Traffic Control Discipline 

Supervisor
Actual experience Discipline   

of the emergency Supervisor
alarm
Evacuation route Discipline   

and assembling Supervisor
point
How to act during Discipline   

an emergency Supervisor
3.5.2 Communication
Communication for the Project is categorized into two levels, as 1) Internal

Communication, and 2) External Communication, as referenced to the organizational
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structure. Documents listed in this section will be available to internal and external
auditors, including PO and Lenders, on request.
Internal Communication
Internal communication is defined as any communication between HEC's HSE Team,

HEC's Construction Team, and HEC's Project Control Team in regard to emergency
preparedness and response issues. The communication will include, but is not limited
to:
 Routine daily, weekly, and monthly communication, monitoring and

inspection;
 Formal monthly reporting and meeting to report progress and

implementation, as well as follow-up non-compliance issues;
 Urgent communication when needed to address issues of immediate threat to

the environment; and
 Quarterly internal audits against the HEC’s SPERP (Construction Phase).
Internal communication guidelines are shown in Table 3-5 and Table 3-6, respectively.
Table 3-5 Internal Monitoring/Inspection, Meeting and Auditing Guideline
Participant
No. List Sub-
HEC
Contractor
1. Daily monitoring/inspection x x
2. Weekly monitoring/inspection x x
3. Monthly monitoring/inspection
x x
Monthly meeting
4. Biannual Internal audit x x
5. Ad-hoc meeting (per case) x x
Table 3-6 Internal Reporting Guideline
No. List Originator Receiver

1. Weekly/monthly inspection report Subcontractor HEC
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No. List Originator Receiver

2. Incident report (per case) HEC and/or HEC
Subcontractor
3. Monthly Incident report HEC and/or HEC
Subcontractor
4. Quarterly Incident report HEC and/or HEC
Subcontractor
5. Annual Incident report HEC and/or HEC
Subcontractor
6. Biannual audit report HEC and/or HEC
Subcontractor
Apart from regular monitoring/inspections (daily, weekly, or monthly) by HEC and/or

its subcontractor, a regular monthly meeting to discuss monitoring and inspections will
be set up with participants from HEC and, where relevant, subcontractors. The meeting
agenda will be prepared before the meeting and inspection.
HEC and subcontractors (through HEC) will submit a regular inspection report, and
incident/accident report (per case) to HEC for review and approval. All reports will be
consolidated as HEC’s emergency preparedness and response performance report and
finally submitted on a monthly basis, using HEC’s standard reporting format.
Routine daily and weekly communications by telephone, fax, Email, or formal letter is
expected to occur to address particular issue or problem, or to exchange information.
This also includes urgent communications when needed (e.g. emergency response and
incidents) to address issues that present an immediate threat to people, environment,
assets and security.
External Communication
External communication is defined as a communication between the Project (HEC) and
third parties such as Lenders, relevant authorities, local communities on emergency
preparedness and response issues. External communication will include, but not
limited to:
 Routine communication and joint monitoring and inspection programs upon
request from Lenders and local authorities;
 Urgent communication when needed to address issues of immediate threat to
the people, environment, assets and security;
 Public Disclosure (refer to Grievance Redress Mechanism (GRM; P6)); and
 External audits.
External communication guidelines are shown in Table 3-7 and Table 3-8, respectively.
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Table 3-7 External Monitoring/Inspection, Meeting and Audit Guideline
Participant
No. List Government Sub-
HEC
/ Lenders Contractor
Monitoring/inspection upon x
1. x x
request
2. Ad-hoc meeting (per case) x x x
Quarterly external audit and x
3. x x
report
Table 3-8 External Reporting Guideline
No. List Originator Reviewer/ Approver

1. Annual HSE report HEC Government/Lenders
A monthly joint monitoring and inspection meeting, conducted in local languages, will
be undertaken with participants from Government and HEC to observe Project
implementation against the SPERP (Construction Phase).
Likewise, communications will also include routine daily and weekly communication to
address a particular issue or problem, or to exchange information by telephone, fax,
email, or formal letter. This also includes urgent communications when needed (e.g.
emergency response and incidents) to address issues that present an immediate threat
to people, environment, assets and security.
In addition, external communication includes communication established for practical
reasons between HEC and local authorities for site specific issues to be discussed. Any
communication of this type will immediately be reported to the HEC with date, name
of persons concerned and subject of discussion. Any external communication (via
meeting, letter, site visit, etc.) will be recorded by HEC.
External Communication with Local Stakeholders

Disclosure of construction activities and the SPERP will be an important part of the
external communication process as the construction activities begin. HEC will prepare
and disseminate important information about construction activities and the proposed
SPERP to support the engagement. Information disclosure will concentrate in the local
area but will be enlarged for specific wider issues (e.g. flooding, typhoon/tropical
storm, earthquake).
All information material will be provided in English, and local language; non-technical
terms will be used to make it easy to understand by the population. Other forms of
communication will also include radio, community meetings, and social media. The
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regular contact with the local authorities will help to ensure that the information is
disseminated to the local population. During the construction phase, information will
be disclosed on the following subjects;
 Construction activities;
 Proposed Emergency Preparedness and Response Plans; and
 Complaints and grievances process.
HEC HSE Manager with HEC Construction Corporate Social Responsibility (CSR) Team
will be responsible for maintaining a comprehensive database of disclosure materials
prepared and disseminated by the Project. THL will be responsible for local community
engagement.
3.5.3 Project Information Centre

During the construction phase, HEC will open a dedicated information centre at the
Construction Site Office located within the Project area to disclose project documents
and information and act as an interface between HEC and the public. The centre will
be located outside the Project fence to allow free access to local people, open daily on
weekdays and will be staffed by a member of HEC. All relevant HEC engagement
materials with the approval from HEC will be disclosed. Number of visitors to the
centre will be recorded and monthly statistics kept, the nature of queries made, where
visitors come from.
3.5.4 Local Committees

A local committee will consist of representatives from local communities. Details of
the structures, roles and responsibilities of the local committees for this Project during
the construction phase will be identified in the Grievance Redress Mechanism (GRM;
P6) and Stakeholder Engagement and Communication Plan (SECP; P3).
3.5.5 External Communication Related to the Project’s Level of incidents

Error! Reference source not found. shows the external communication pathway
related to the Project’s level of incidents during the construction phase. Only Level 2
(Emergency) and Level 3 (Crisis) events require external communication with local
stakeholders. This is described below;
Level 2 (Emergency)
If the situation escalates to Level 2 (Emergency), the IC under the supervision of HEC
Construction HSE Manager will contact the local emergency services as follows;
 Fire: Dial 988;
 Police: Dial 999; and
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 Ambulance/Hospital: Dial 911.

Also, local and other relevant committees will be notified about the current situation
so each committee can respond to the emergency situation in accordance with the
approved procedure by the Royal Solomon Island Police Force. In addition to the
notification, committees and local emergency services will be updated the emergency
event evolves and new information is received.
Level 3 (Crisis)
If the situation escalates to Level 3 (Crisis), the OCG is responsible for communicating
with the external stakeholders. Each section of the OCG will target different
communication groups as follows;
 Security Manager will contact the provincial level emergency services (Police,
Fire, Ambulance and/or the relevant national level organization (National
Disaster Management Office) to provide notification regarding the current
situation and seek responses on how each will proceed;
 HEC’s Environmental and Social Supervisor will contact the environmental
regulatory agencies (Ministry of Environment, Climate Change and Disaster
Management - MECCDM) in case of any wider issues (e.g., flooding, typhoon/
tropical storm), and to provide notification regarding the current situation.
HEC will submit the incident report (once per incident) upon the request of
these agencies;
 HEC’s Admin Team will contact the affected communities as applicable (i.e.
Habusi, Pachuki, Namopila, Antioch, Tina, Vuramali, Horohutu, Verakuji,
Marava, Vera’ande, Verakabikabi) to notify them and/or co-ordinate the
evacuation procedure. HEC will communicate the event to affected
communities via two-way radio, phone, walkie-talkie, hand-held transceiver,
and cell phone (if there is reception), and direct contact. HEC will submit the
incident report (per case) upon the request of these communities;
 HEC Admin Team will also act as the focal point for information dissemination
to the Lenders and media. All information about the current situation will be
approved by HEC before the dissemination process; and
 In all cases of Level 3 (Crisis), HEC will inform THL and the Project Office and
coordinate with MMERE and other relevant Government Ministries.
3.5.6 Communication Language

The formal communication language is English. This will be applied to all written
communication. However, specific language (such as native language, local dialects),
will be used for communications involving construction works.
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Grievance Procedure
An effective stakeholder engagement process, which includes providing access to
information on a regular basis and conducting consultation with stakeholder’s to
understand and mitigate their concerns and provide timely feedback, can substantially
help to mitigate or even prevent grievances from arising. However to provide an
opportunity to the local community and stakeholders a grievance procedure will be
developed and implemented to ensure that project related grievances can be
identified, documented, adequately resolved and monitored.
It is important that a document control system is in place to ensure that the most up-
to-date reporting is readily available, where and when required, and that copies of
previous reports are kept for future reference, throughout the life of the Project.
HEC will therefore establish a process to document and track all incident reports,
communications, and documents. HEC will use a computer database to store, track
and allow analysis of this information. All documents regarding emergency
preparedness and responses of HEC’s construction activities and derived from the
procedures described in this HEC’s SPERP (Construction Phase) will be listed, created,
and stored in appropriate files and registered. The list of documents to be filed includes
(but not limited to);
 HEC’s SPERP (Construction Phase) and, where relevant, subcontractors’ site-
specific SPERP (Construction Phase) (including addendums and revised
versions);
 Laws, regulations, and standards;
 All documentation of communication and correspondence;
 Quarterly and biannual reports including minutes of meetings;
 Routine inspection reports;
 Audit reports;
 All documentation relevant to training materials;
 Incident and accident report; and
 Grievance records.
Control of Documents
A Health, Safety and Environment Document Control Register will be established and
maintained by HEC Construction’s HSE Team with the following key pieces of
information;
 Document title and registration number;
 Version number;
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 Date of issue;
 Date of review;
 Responsible party; and
 Location of Hard Copy (if justified).
The HEC’s SPERP (Construction Phase) and its addendum will be revised accordingly.
The reviewed date will be recorded on the document cover.
When documents are reviewed and revised, any changes will be tracked electronically
to enable readers to understand the changes.
A hard copy and electronic file of all supporting documents will be placed in the
Superseded HSE Documents File and listed on the Superseded HSE Documents
Register.
Information to be entered into the Superseded HSE Documents Register is:
 Obsolete SPERP documents and file number;
 Document title and registration number;
 Issuance date; and
 Withdrawal date.
Distribution of any documentation by electronic file will be done only using Adobe PDF
encrypted standard in order to avoid uncontrolled changes in the document.
Both on-site and off-site backup files will be kept for all documents.
It is also the responsibility of HEC and its subcontractors will also establish a
standardised documentation system and controls. All documents, maps, drawing,
procedures etc. in relation to the emergency preparedness and response aspects of
the construction of this Project will be created and filed in the construction site office
and related sites, and can be utilized any time as needed.
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4 SPILL PREVENTION AND RESPONSE PROCEDURES
The spill prevention and response procedures documented in the following sections
need to be read and followed in conjunction with relevant and specific measures
additionally provided in the Waste Management and Point Source Pollution Plan
(WMPSPP; P12), Hazardous Materials Management Plan (HMMP; P13) and the Water
Supply Replacement Plan (WSRP; C7).
4.1 SPILL PREVENTION

For prevention of spills, all potential hazards related with spill should be identified by
workers including subcontractors (as per the identification approach described in
Section 5.1 of this SPERP) and a risk assessment should be conducted as instructed
below:
 Identify safety, health and environmental hazards

 Estimate level of risk without control measures using the risk assessment matrix
 Define control measures for each hazard following hierarchy of control:
- Eliminate
- Substitute
- Isolate
- Engineering control
- Administrative control
- PPE
 Define recovery measures for each hazard to reduce the consequences of incident
should the control fails:
- Secondary containment
- Detection and alarm devices
- Escape and rescue equipment
- Emergency procedures
 Estimate residual risk using risk assessment matrix
 Assign responsible person to implement control measure
4.2 CHEMICAL / FUEL SPILLAGE

In the event of a Chemical /Fuel Spillage or leak, the priority actions listed below should
be taken
1. Ensure personnel are safe.
a. Check Material Safety Data Sheet (MSDS) for the relevant chemical(s)
and determine the hazards and the controls necessary to mitigate the
risks.
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b. If personnel are injured and can be removed from the area safely, do
so.
2. If it is safe to do so, stop the flow of leaking material.
a. Shut off the source of the leak if it is in a movable container/drum
reposition it to stop the flow.
b. Equipment filled with the material that is found leaking will be
removed from service as soon as possible.
c. Using a spill prevention kit, bund the area around the drum or
equipment where the leak occurs, (if safe to do so) in order to prevent
further contamination of the environment.
3. Assessment by Responsible Person
a. The foreman and/or supervisor to assess the situation quickly to
determine the need for external help.
4. Contain the spill
a. Bund and protect all open grates, sumps, manholes.
b. If the chemical has entered the drains, advise supervisor and E&S-
Supervisor immediately.
c. Dyke major spills with soil or other material.
d. Prevent spilled material entering drains, waterways or on to the
ground.
e. Where it is not possible to remove equipment from service
immediately, some means of collecting the leaking material should be
used, such as metal trays, buckets, polyethylene sheeting.
5. Protection of Personnel
a. Personnel entering the leak or spill area shall be provided with and use
appropriate protective equipment, as set out in the MSDS for that
chemical under consideration.
b. All non-essential personnel shall be kept out of the immediate leak or
spill area.
6. Report the spill.
a. Report the incident once the spill is contained or you must have a
fellow worker to report the incident to the foreman or supervisor.
b. In the event that a spill enters a watercourse (or could contaminate
groundwater) upstream or upgradient of a known water supply (as per
the WSRP; C7), an E&S Supervisor must be notified. They must then
contact the emergency contact person in the village or settlement
which uses the source, to advise them of the incident and not to
collect water. Villages should be contacted via Community Liaison
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Officers (THL, HEC or the PO), or directly to community leaders as per

Figure 3-2 or contacts in the Stakeholder Engagement and
Communication Plan (SECP; P3).
7. Clean up.
a. Minor spills or leaks can be cleaned up using absorbent material, sand,
sawdust, or kitty litter. Check MSDS to see what the appropriate
materials are to be used.
b. All liquid and contaminated material must be collected for disposal.
c. Transfer contents of leaking drum to new clean drum.
d. Ensure collected material is placed in a container that will not leak
during transportation off site for disposal at the correct waste disposal
facility.
e. Check MSDS that disposal route is appropriate, e.g. to landfill.
f. If a spill has contaminated a water source, construct an emergency
bund (or use a floating bund, if spill is hydrocarbon-based and
hydrophobic) to prevent further spread. This activity must be done in
rapid and open coordination with the affected community. An
alternative, temporary water source must then be organised by HEC
and/or THL and the PO (as appropriate). Refer to the WSRP (C7).
8. Incident/investigation.
a. Foreman/supervisor to prepare a short report on incident.
b. Were they effective in dealing with the situation?
c. If any improvements identified, inform the personnel responsible.
4.3 SPILL RESPONSE EQUIPMENT

HEC will have on-hand equipment to control and clean-up any hazardous materials
spills at the construction site. Specific information on spill response equipment, as well
as activities to respond, will be added by HEC during Detailed Design, once further
information on the facility is available. However, there will be a minimum of one spill
prevention kit made available near storage of hazardous material. Also, a smaller spill
prevention kit will be available on all vehicles which are required to attend emergency
events. Key staff will be identified, and trained for the deployment of spill kits, whereas
the location of these kits will be clearly marked on site plans and all staff made aware
of their location. Standard spill response kits will contain at a minimum the following:
 Oil absorbents;
 Cellulose socks;
 Sand;
 Shovels;
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 Latex gloves;
 Adequate closed footwear;
 Overalls;
 Safety glasses
 Masks;
 Disposal bags or containers; and
 Hand wipes.
The hazardous substances that might require clean-up include:
 Solvents;
 Cement;
 Glues;
 Lead-Cadmium;
 Plaster;
 Weed killer;
 Bitumen;
 Epoxy resins;
 Fillers;
 Brick dust;
 Silica dust;
 Spent/Used oil or diesel;
 Used/spent/expired solvents, resins and painting materials;
 Medical Waste;
 Wastewater from equipment/concrete washing bay;
 Acid batteries;
 Rubber tires;
 Filters containing hazardous chemicals/oil;
 Fluorescent light tubes and light bulbs;
 Wastewater with inhibitors (if any) used for commissioning/hydro testing;
 Bottles with refrigerant gas use for AC refilling;
 Radioactive source used for welding inspection (if any); and
 Batteries contain mercury/lead.
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If a spill is too large to be cleaned-up using the available equipment or personnel, has
entered a storm sewer, run-off has flowed into surface waters or wetlands, or if
material is too hazardous to handle, then the ERT will be contacted immediately.
Used/contaminated spill response equipment will be sealed; the subcontractor
(approved waste vendor) in charge of the Waste Management will collect, transport
and disposed of the waste in accordance with Good International Industry Practices.
4.4 DECONTAMINATION PROCEDURES
If required, decontamination procedures will be followed in the event of an emergency

where a person or equipment will need to be decontaminated due to exposure to a
chemical, biological, or radioactive release or spill. Examples of incidents that may
result in a spill include improper containment sealing, deterioration of containment
over time (i.e. rust, and external physical damage), and vehicle collision during
transportation. The decision regarding whether or not to decontaminate a person is
based on the type and severity of the illness or injury and the nature of contamination.
For some emergency victims, immediate decontamination will be an essential part of
lifesaving first aid. For others, decontamination will aggravate the injury or delay life-
saving treatment. If decontamination does not interfere with essential treatment,
decontamination will be performed.
All clothing, equipment, or person(s) who have, or have potential, been exposed to
hazardous materials will be decontaminated. The decontamination area will be set-up
prior to the mitigation of the incident.
Decontamination can be accomplished by:
 Physically removing contaminants (e.g., liquid rinse, evaporation);

 Inactivating contaminants by chemical detoxification (e.g., neutralizing
agents); and
 Disinfecting/sterilizing infectious or biological materials (e.g., bleach solution).
The decontamination procedures will be initiated by the OSC. To ensure that the staff
are properly trained in decontamination procedures, HEC will develop procedures and
training material based on likely scenarios detailing exposure under a reasonably
foreseeable emergency events. The following reference material will be used as a
guidance:
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 MSDS;
 The National Fire Protection Association (NFPA_ Hazardous Materials
Handbook (NFPA 400 series);
 The chemical manufacturer; and
 Other related reference materials.
Once the proper decontamination procedures are determined for the emergency
event, the OSC will designate an area to set up the decontamination process. The
equipment will consist of portable wash tubs, sprayers, heavy gauge plastic tarp and
disposable scrub brushes.
The following eight steps constitute the decontamination process for emergency
response personnel involved in the remediation of a contamination incident:
 All personnel will exit the ’contaminated’ zone and will place monitoring
equipment, hand tools and other equipment in the decontamination zone. A
recovery drum and/or tarp will be set in place so all tools and equipment can
be put aside for further decontamination. All equipment and tools will be
decontaminated when work is complete. Personal protective clothing, self-
contained breathing apparatus and/or respirators worn by personnel are
excluded at this stage and will continue to be worn by personnel.
 After placing equipment and tools in the recovery drum or on tarps, all persons
who have been within the ’contaminated’ zone will be washed down with the
appropriate solution, as determined by the appropriate MSDS, while wearing
all personal protective equipment. All water used in this step will be contained
in a recovery drum or decontamination pool while this process is carried out
and treated as hazardous waste at the completion of the decontamination
process.
 After emergency response personnel are completely washed down, personnel
will remove their protective clothing. The protective clothing will be placed in
a recovery drum or approved bag and labelled with a tag as to their contents.
Support personnel will be required to assist personnel being decontaminated
with removing their protective clothing.
 After removing protective clothing, personnel being decontaminated will
remove their self-contained breathing apparatus or respirators. The breathing
apparatus will be placed on a tarp for further decontamination.
 Upon removing the personal protective equipment, the emergency response
personnel will remove any clothing that is likely to have been contaminated.
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The clothing will be placed in recovery drums or approved bags and labelled
as to its contents. Separate changing rooms will be provided for both genders
during this process. Privacy screens will also be provided for individuals with
religious beliefs that prohibit nudity in public or in front of others.
 Emergency response personnel will shower thoroughly if it has been
determined that their PPE has failed to protect the user.
 Emergency response personnel and persons that were in the hot zone and
warm zone will receive a post-medical evaluation by a qualified individual if
overexposure or injury occurs.
If it is determined that emergency response personnel or persons involved with the

incident need further medical attention, transportation to a medical post will be
arranged by the OSC.
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5 RISK ASSESSMENT
During project execution, the principal objectives of risk management are to develop
and monitor the implementation and effectiveness of risk treatments and to identify
and evaluate changes in the risk profile of the project.
The following Four Step risk management approach will be implemented on the
project:
 Step 1: Hazard Identification

 Step 2: Risk Assessment
 Step 3: Risk Control
 Step 4: Review of Control
5.1 HAZARD IDENTIFICATION
Step 1: Hazard Identification
Identifying hazards in the workplace involves finding things and situations that could
potentially cause harm to people. Hazards generally arise from the following aspects
of work and their interaction:
 physical work environment

 equipment, materials and substances used
 work tasks and how they are performed, and
 work design and management.
Typical example for hazards the hazards associated with the project include electricity,
manual tasks, machinery and equipment, hazardous chemicals, extreme temperatures,
noise, radiation and biological (micro-organisms).
The following tasks can be undertaken to facilitate hazard identification:
Inspect the workplace
As a person conducting a business or undertaking (PCBU), regularly walking around the

workplace and observing how things are done can help you predict what could or
might go wrong. Look at how people actually work, how plant and equipment are used,
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what chemicals are around and what they are used for, what safe or unsafe work
practices exist as well as the general state of housekeeping.
Things to look out for include the following:
 Does the work environment enable workers to carry out work without risks to
health and safety (for example, space for unobstructed movement, adequate
ventilation, lighting)?
 How is work performed, including the physical, mental and emotional demands
of the tasks and activities?
 How suitable are the tools and equipment for the task and how well are they
maintained?
 How do workers, managers, supervisors and others interact and how are
inappropriate behaviours or conflicts dealt with?
 Have any changes occurred in the workplace which may affect health and
safety?
Hazards are not always obvious. Some hazards can affect health over a long period of
time or may result in stress (such as bullying) or fatigue (such as shiftwork). Also think
about hazards that you may bring into your workplace with new, used or hired goods
(for example, worn insulation on a hired welding set). As you walk around, you may
spot straightforward problems and action should be taken on these immediately, for
example cleaning up a spill. If you find a situation where there is immediate or
significant danger to people, move those persons to a safer location first and attend to
the hazard urgently. Follow up on why the situation occurred to identify
additional hazards and risks. Make a list of the hazards you find, including the ones you
know are already being dealt with, to ensure that nothing is missed. This list can be
kept and updated next time you do an inspection. You may use a checklist designed to
suit your workplace to help you find and make a note of hazards.
Good work design and safe design
The best chance to find ways to eliminate hazards and minimise risks is during the
design phase. Effective design of ‘good work’ considers the work tasks, work systems,
the physical working environment, and the workers and others in the workplace. Safe
design of buildings, structures, equipment and vehicles accounts for
the hazards and risks present at all stages of the product’s lifecycle.
Consult your workers
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Ask your workers about any health and safety problems they have encountered in
doing their work and any near misses or incidents that have not been reported.
Worker surveys may also be undertaken to obtain information about matters such as
workplace bullying, as well as muscular aches and pains that can signal
potential hazards.
Consult your supply chains and networks
Talk with your suppliers or those commissioning your services to understand each
other’s needs and identify any hazards and risks. For example, hazards may relate to
frequent pressure to deliver services in very tight timeframes or to delay service
delivery for long periods which reduce workers’ opportunities to rest.
Other hazards may relate to packaging products in ways that increase workers’ risks of
musculoskeletal injury or exposure to hazardous chemicals. When people within a
supply chain act cooperatively they can exert greater influence on health and safety
than when acting alone.
Review available information
Information and advice about hazards and risks relevant to particular industries and
types of work is available from regulators, industry associations, unions, technical
specialists and safety consultants. Manufacturers and suppliers can also provide
information about hazards and safety precautions for specific substances (safety data
sheets), plant or processes (instruction manuals). Analyse your records of health
monitoring, workplace incidents, near misses, worker complaints, sick leave and the
results of any inspections and investigations to identify hazards. If someone has been
harmed doing a task, then a hazard exists that could hurt someone else. These
incidents need to be investigated to find the hazard that caused the injury or illness.
Undertake a Risk Assessment
A risk assessment was conducted to identify the project activities which might present
a hazard or risk relating to spill hazards and emergencies, and assess the potential
impacts which may arise. A range of mitigation measures and management
approaches were then identified, to achieve a reduction in the initial perceived risk.
The objective in implementing these measures and approaches is to reduce the level
of residual risk to a lower (and acceptable) level.
The following tasks were undertaken to analyse and evaluate risks and identify
potential impacts:
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 Identify all activities and sub-activities associated with construction of the

Project;
 Assess the likely impact of the activity on the environment, safety and
security of workers and the public, and social/cultural aspects of the Project setting;
 Determine the possible consequences if each impact were to occur;
 Assess the likelihood of each impact occurring in the absence of any controls;
 Consider the severity of impact/s;
 Determine a risk level based on a 5 X 5 risk assessment matrix.
 Document current and future mitigation measures that need to be
implemented to bring the level of risk down to an acceptable level (including
consideration of the findings of the Environmental and Social Impact Assessments
(ESIAs) dated August 2017 and July 2019); and
 Re-evaluate to determine the residual risks once the mitigation measures
have been implemented.
HEC and THL applied a modified version of the Risk Ranking Table from the IFC EHS
Guidelines (Table 2.1.1) to assess the environmental, health and safety, security and
social risks which could be encountered due to construction activities. The matrix
applied is presented in Table 5-1 below.
The initial risks identified for each activity; associated impacts, and residual risks (after
implementation of mitigation measures) have been captured in a ‘live’ risk register,
which is maintained on ProjectSpace, the online document management system
administered by HEC for the Project. The activities and impacts presented in ESMPs
are consistent with those listed in the register. The register will be used by HEC, THL
and the OE as a tool to monitor the effectiveness of mitigation measures in reducing
risk across the Project, and will be regularly reviewed and updated as the Project
progresses. This will include incorporating any new risks and impacts identified as a
result of the process described in Section 5.1 above.
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Table 5-1 5 X 5 Risk Assessment Matrix
Likelihood Consequences
Insignificant Minor Moderate Major Catastrophic

Negligible Minor or Significant Major, Catastrophic
impacts to a minimal impacts to persistent and
minimal area short-term the wider and/or irreversible
of low impacts to environment extensive environmental
environmental the or social impacts to damage to
or social environment areas, where the social areas or
significance, and social short-term environment environment
managed by areas restoration or social
internal works are areas where
control needed longer term
procedures remediation
is required (>
6 months)
A. Almost
certain
Very high
likelihood the Moderate High Extreme Extreme Extreme
risk will occur
(>75%)
B. Likely
High likelihood
the risk will Moderate High High Extreme Extreme
occur
(51 - 75%)
C. Possible
Medium
likelihood the Low Moderate High High Extreme
risk will occur
(21 - 50%)
D. Unlikely
Low likelihood
the risk will Low Moderate Moderate High High
occur
(5 - 20%)
E. Rare
Very low
likelihood the Low Low Low Moderate Moderate
risk will occur
(<5%)
Mitigation measures were selected to achieve the following:
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 In the cases where risk level was assessed as a Moderate or High – reduce
risk to Low;
 In the cases where risk level was assessed as Low – ensure risk level does
not increase; and
 In the cases where risk level was assessed as Extreme – modify the project
to avoid critical risk activities.
The impacts associated with construction of the Project, and particularly in relation to
the scope of this Plan, are included in Table 5-2, along with assigned mitigation
measures / management approaches. The table also outlines the monitoring actions
that will be applied to continually evaluate the effectiveness of these measures and
approaches for the duration of construction.
The mitigation / management procedures listed in Table 5-2 and described further in
various sections of this plan provide the approach to managing emergency events
during the construction phase, and preventing and responding to spills.
Summaries of spill response and emergency response measures are provided below
in Table 5-5 and Table 5-6 respectively, and responses to pandemic events are
outlined in Table 5-3 and Table 5-4.
HEC and Subcontractors are committed to implementing the identified mitigation /
management procedures in order to not cause exceedance of the applicable
standards, and to avoid impacts that can contribute to injuries or casualties of the
labours under the supervision of HEC.
The mitigation / management procedures were identified within the Environmental
and Social Impact Assessment (ESIA) as being appropriate for the environmental
impacts resulting from the anticipated construction activities. The monitoring and
reporting activities will be revised after Detailed Design completion.
Any changes to the SPERP (relating to emergency response and crisis management)
will be consulted on with THL, the PO and the Local relevant authorities.
Site specific emergency response procedures that are to be developed for this Project
include:
 Evacuation Procedure;
 Fire/smoke Procedure;
 Personal Injury Procedure;
 Personal Threat Procedure;
 Bomb Threat Procedure;
 Suspicious mail or package Procedure;
 Radioisotope or Biohazard Spill Procedure;
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 Chemical/Oil Spillage Emergency Procedure;

 People with Specific Needs Procedure;
 Flood Procedure;
 Dam Break Procedure; and
 Landslide Procedure.
An emergency response plan has been developed in presentation form and is

presented in Annex E.
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Table 5-2 Mitigation / Management and Monitoring Procedures
# Management Monitoring & Reporting

Project Activity/Impact Mitigation Measure Responsibility / Monitoring & Reporting Activity Responsibility / Timing
Timing
Emergency situations arising from or affecting Project construction activities, workforce and/or downstream communities
1. Fires and Explosion  Strictly implement the proposed hazardous materials management plan, the HEC during  Inspections during construction as per Table 6-1 of this SPERP.  HEC HSE Manager,
workers accommodation management plan and the worker occupational health construction  Outcomes from inspections, and any incidents, reported in weekly
(e.g. bush fire threatening site or homes/buildings; uncontrolled and safety management plan. Quarterly Safeguards report
explosion at blasting site or magazine; kitchen fire at camp;  HEC and Sub-contractors will provide grounding and lightning protection for tank HEC  HEC HSE Manager and
vehicle on fire) farms, transfer stations, other equipment handling flammable materials. Subcontractors THL E&S Manager,
 Store hazardous materials in an area separated from main production works. quarterly
 Prohibit all ignition sources from areas near flammable storage tanks. Subcontractors
 Use of both audible and visible fire and emergency alarm systems. HEC
2. Pandemic / widespread health emergency. Develop procedures for coordinating with local authorities and complying with national HEC (prior to  Conduct monitoring weekly and in the event of an incident as per  HEC HSE Manager,
Prolonged illness, fatalities. Loss of workers’ productivity (and direction (e.g. project-specific COVID-19 management policy, now included in CHDVMP, construction) Table 6-1 of this SPERP. Subcontractors (weekly)
delays to delivery) due to sick leave. P10 as Annex C)
 HEC HSE Manager, HEC
E.g. Impacts of global COVID-19 pandemic (2020 - ) on workforce  Weekly inspection and check of PPE inventory for outbreaks (e.g. Doctor (Dr Pedical),
and Guadalcanal population; outbreak of disease originating masks, gloves, hand sanitiser supply) weekly
from foreign workers arriving to work on Project; outbreak of
gastrointestinal illness at camp; outbreak in community (e.g.
dengue fever)
3. Natural disaster (e.g. earthquake)  Prepare an evacuation strategy / plan in the event of a major earthquake. HEC (prior to  Report at the time of every event  HEC HSE Manager, every
construction)  Events and responses reported in Quarterly Safeguards report event
 Run earthquake drills to familiarise Project workforce with evacuation HEC  Keep record of drills including date, participants and  HEC HSE Manager, every
procedures. Subcontractors outcomes/observations drill (at least quarterly)
4. Typhoons, severe weather – causing damage to property and  HEC will continuously monitor National and Local meteorological data and issue HEC  At the time of every event (as per Table 6-1 of this SPERP)\  HEC HSE Manager, every
natural environment, restricting access to and within Project site, timely warning to all personnel of adverse weather and issue instructions to stop event
endangering lives work as necessary.
 In the event of an impending flash flood, the general emergency call will be given HEC  Events and responses reported in Quarterly Safeguards report  HEC Construction
through site communication systems and all personnel will stop work, make their Subcontractors Manager, HEC HSE
worksites safe and proceed to their assembly points. Manager, THL E&S
 Install dike with elevation. HEC Manager, quarterly
 Regularly inspect the drainage system. Subcontractors
 The Overall Project Director, HEC Construction HSE Team and Sub-Contractor HSE HEC
Team will meet and discuss all options available to decide on the best
management practices for the control of run-off.
 Implement Emergency Response Plan which will be the standard procedure for
site and/or process shutdown in the event of a severe weather event (refer to HEC
Annex E for more details of the emergency response plan and shelters/safe Subcontractors
areas).
Spills to the natural environment; accidental exposure of workers or public due to uncontrolled release of hazardous substance
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Timing
5. Siting and design of Project infrastructure (e.g. hazardous  Fuel, oil and hazardous materials stores will be sited above flood level. HEC  Design review  Prior to construction, by
material storage areas); contouring/changing topography due to  Vehicle and machinery workshops / maintenance areas will have HEC Engineering Design
earthworks and construction. impermeable flooring and a sump and oil separator where any leaks and HEC team, OE and THL. HEC
washdown water drains to. Construction Manager.
Storage of hazardous materials.  Secondary containment bunds will be provided with appropriate drainage  HEC E&S Supervisor,
connection and/or provision for the removal of spilled liquids. The volume of HEC  Inspection of fuel storage systems and hazardous material weekly
Close proximity to sensitive receptors, potential for uncontrolled
the bunded area will be equivalent to 120% of the total storage volume of storage facilities
release of materials
the tanks.  Monthly, by HEC
 Storage systems will be designed and maintained in sound condition (I.e. in  Joint site inspection Construction Manager,
accordance with internationally recognised design standards such as AS1940, HEC HSE Manager, THL
AS1692, AS1657 and UL142 for fuel storage tanks); including regular HEC And - as per Table 6-1 of this SPERP and Subcontractor
inspections to maintain integrity and operability of tanks, pipe systems, Subcontractor
valves, containment infrastructure etc (as per EHS Guidelines Section 1.5 -
Release Prevention and Control Planning)
 Bunds will be kept free of spilt materials or rainwater to ensure the capacity
of the bund is not compromised.
 Hazardous materials will be stored, contained and labeled in a manner
acceptable to the authority having jurisdiction (and in accordance with the
HMMP; P13). Storage areas for hazardous substances will be clearly
identified with warning signs at the entrance. The Storage Plan, showing the
different products and the maximum inventory, a summary of the labelling
system and information on chemical incompatibilities will be shown at the
entrance, both in English and Korean languages.
 Hazardous materials, including paints, adhesives, etc. will not be left on site,
even after project completion, unless specifically permitted by HEC.
6. Accidental release of hazardous materials to natural environment  The intentional discharge of oil contaminated water into the environment is HEC and  Site inspection  Weekly by HEC HSE
(e.g. water body, pervious surface). Chemical or oil spill. prohibited. subcontractors Manager
Adverse environmental impact (including reduction in water  A site plan showing emergency assembly locations, Incident Management throughout Project  Joint site inspection  Monthly, by HEC
quality, toxic ecological effects, visible effects such as films/sheen Facility location, shelters and evacuation routes will be prepared and Construction Manager,
on water). Potential risk to human health causing illness or maintained up to date by HEC and issued to HEC’s ERT Response Teams HEC HSE Manager, HEC HSE Manager, THL
(ERT). prior to construction And - as per Table 6-1 of this SPERP and Subcontractor
fatality.
 Regular maintenance of storage tanks, treatment plants, pipes and
components (seals, connectors and valves) will be carried out, including daily Subcontractor during
inspection of fuelling equipment (including fuel pump systems, pipes, hoses, construction
valves, etc.) to ensure they are in a satisfactory condition.
 Appropriate and adequate spill response equipment will be kept close to Subcontractor
sources of potential leaks and spills, including (but not limited to) fuel
facilities, bowsers and hazardous material stores. HEC Training
 Regular spill response training will be provided to all personnel working on Supervisor, as per
operational sites for the project where fuel and other chemicals are present training schedule in
(even in vehicles). P1 CESMP
 Used oil, spent oil filters and oily rags will be collected and disposed of offsite
in an appropriate safe manner. Waste subcontractor
 Hazardous materials including chemicals, cleaning agents, including those
used for power washing of buildings and oil will not be discharged or HEC, subcontractors
disposed of; to driveway, ground, road, sewer, storm drain or trash / waste (all times)
receptacle or any other non-approved manner.
 Identify the most appropriate manner in which to properly discard the HEC, subcontractors
hazardous material or waste, in accordance with local and national (all times)
Subcontractors
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Timing
environmental protection requirements (which are discussed in depth in the
Hazardous Materials Management Plan (P13))
 All hazardous materials will be registered, with each type tracked in terms of Subcontractors
quantity stored, quantity used or generated, and quantity disposed of. HEC
 A register of fuel deliveries and use will be kept (as per HMMP; P13): Subcontractors
 Clean-up materials specifically designed for petroleum products will be
provided
 All refuelling of plant and machinery and/or refilling/decanting of hazardous Subcontractors
materials will take place in designated areas, covered by hardstanding.
 Any refuelling of machinery and equipment required in the field, away from
a refuelling hard stand, will be undertaken by a suitably equipped service
vehicle with appropriate protection for spill prevention and containment. Subcontractors
 All ancillary refuelling equipment (e.g., valves, hoses) should be contained
securely within the bund when not in use.
7. Accidental release of sewage and other wastewater to the  All sewage effluent will be drained into septic tanks, with sufficient capacity for up to HEC, after occupation  Visual inspection of septic tanks and treatment systems  Weekly, by HEC E&S
environment causing point source pollution. 214 occupants (peak occupancy) at the workers’ camp, and for up to 200 people at of camp is approved  Monitor wastewater treatment systems and compliance with Team (led by E&S
Exposure of workers to biological contaminants (i.e. from the temporary office. by Lenders quality limits for treated wastewater Supervisor)
wastewater on site) causing illness.  Sewage sludge will be removed from on-site wastewater treatment systems bi-yearly  HEC HSE Manager,
Contamination of downstream water supply. (or more often if required – to be confirmed in final design of systems) and disposed Subcontractor, every weekly
by Faith Holdings Ltd at an approved facility. 6 months (or as
 If septic tanks are underground, they will be placed in a concrete lined chamber to determined in final
avoid infiltration in the ground. approved design of
 Septic tanks will be located more than 50 m away from streams, rivers and drainage septic systems)
lines and water sources (e.g. boreholes).
 Design of the septic system shall consider measures to mitigate odour and implement HEC Design team,
as many as are appropriate, including: during final design of
systems
• Locate the septic system downwind of camp occupants and other
sensitive receptors (such as neighbours, public roads/tracks), based
on known prevailing winds in the area
• Include an activated carbon filter within any treatment systems
(final polishing prior to disposal)
• Where there is sufficient space within the site footprint, consider
installing a biofilter (appropriately sized to the size of the septic
tank/treatment facility)
• Include a contained system to capture foul air and treat it prior to HEC
release into the outside air Subcontractors
 Sewage effluent will be treated on-site at either the Camp or the temporary Office,
to a standard which is agreed with THL and the OE, and approved by lenders. No
treated wastewater or other by-products of treatment will be discharged to surface
war bodies. Any are of land used for disposal of sewage sludge and/or treated effluent
will need to be assessed regarding capacity to receive the discharge, and potential HEC
impacts on the receiving environment and sensitive receptors (e.g. public health risk). Lenders (approval)
 HEC will submit designs to THL and the OE for review prior to construction/installing Notice to Proceed by Design review By OE/THL prior to
any septic systems. Such systems will only be constructed once design has been THL procurement and installation
reviewed and approved by Lenders, and any required permits are applied for (by HEC) of any septic and treatment
and granted by SIG. systems.
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Additional mitigation measures and management strategies to be implemented firstly to prepare for a pandemic and secondly in response to one are
provided in a series of tables below.
Table 5-3 Actions during Pre-pandemic and Pre-Outbreak Phase
Item Category Action Responsible person
1 Plan co- Ensure Planning co-ordinator and deputy are identified and operational. HEC Project Manager (for HEC
ordination protocols)
Note: The PO Deputy Project Manager
is responsible for implementing the
Project-wide COVID-19 policy, which
HEC supports
2 Plan Test plan during a Business Continuity exercise involving key stakeholders. HEC Project Manager
Effectiveness
3 Suppliers Ensure adequate stocks of materials and equipment such as PPE are procured in accordance with HEC Procurement Manager
relevant Project-wide plans/policies (e.g., for COVID-19 pandemic, the Project-specific COVID-19
management policy applies) and the Workers’ Health and Safety Plan (P8).
4 Secure necessary critical supplies following stock review. HEC Procurement Manager
5 Maintain contact with Sub-contractors to determine availability of resources. Make preparations HEC Procurement Manager
to bring in additional resources at short notice.
6 Medical Issue note to HEC and Sub-contractors’ personnel to encourage seasonal vaccination (if a vaccine HEC HSE Manager
is available).
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7 Ensure all pandemic supplies (e.g., face masks) and other communicable diseases protection are HEC HSE Manager
available and of sufficient quantity.
8 Communications Make sure enough trained staff are available to maintain communications throughout the HEC Project Manager
Project.
9 IT Systems Carry out survey to establish which personnel will be able to work from home during a pandemic HEC Project Manager
and outbreak of communicable diseases and what systems and equipment would be required.
10 Human Develop process to record and monitor sick and infected personnel as well as their dependants. HEC HR Manager (consult with Project
Resources (HR) doctor)
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Table 5-4 The Actions to be taken in Response to Pandemic Phase
1 Operations Convene regular meetings of the Pandemic/ Outbreak Contingency Team HEC Project Manager
(P/OCT) to monitor and oversee the situation. This is known as the TRHDP
COVID-19 Working Party for the 2020 – ongoing COVID-19 pandemic.
2 Hygiene Recruit additional cleaning staff for offices, workers’ camp and other HEC HR Manager
communal places.
3 Issue posters and other material to remind all personnel to wash hands HEC HSE Manager
frequently.
4 Limit face-to-face meetings to a minimum. HEC Project Manager
5 PPE Issue face masks and any other required PPE to all personnel. Make alcohol- HEC HSE Manager
based hand sanitiser (60-80% alcohol content) widely available.
6 People Consider option of recalling foreign travellers. HEC HR Manager
7 Implement tracking system for infection status of employees. HEC HR Manager
8 Explore flexible working arrangements to ensure essential work is covered. HEC HR Manager
9 Alert labour providers of potential need for replacement staff. HEC HR Manager
10 Communication Maintain on-going and proactive communications with Public Health HEC HSE Manager
Authorities.
11 Ensure workforce is kept up to date with infection status and HEC actions to HEC HSE Manager
deal with a pandemic.
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Table 5.5 - The Actions to be taken during the Pandemic/ Outbreak Capacity Phase
1 Operations Continue monitoring situation and respond in line with advice from Employer HEC Project Manager
and the Authorities.
2 Hygiene Maintain continuous cleaning of work places and communal areas. HEC Project Manager
3 Cancel all meetings, use tele-conferencing. HEC Project Manager
4 Cancel all visitors to site. HEC Project Manager
5 Medical Manage and ensure appropriate distribution of medical and food/water supplies. HEC Occupational Health Provider
6 People Essential personnel only on site. Office based staff to stay away from site. HEC Project Manager
7 Monitor workforce numbers and infection status in all areas and mobilise HEC HR Manager
replacement workers when necessary.
8 Use whatever flexible working arrangements are needed to ensure essential HEC HR Manager
work is covered.
9 Communication Maintain communication with Employer and the Public Health Authorities. HEC Project Manager
10 Continue to update workforce on the developing situation. HEC HSE Manager
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Table 5-5 Spill Prevention and Response Measures
Description of Measure
Spill response procedures
In the event of a spill of any hazardous material, work will be ceased in the immediate vicinity and the area will be cleared of all construction personnel except those
involved in the clean-up activities, if necessary.
In the event of a spill of any hazardous material, the following response hierarchy will apply and will be used in the development of the detailed emergency response
procedures:
 First priority is to seek medical attention for any injured personnel
 Second priority is to prevent further injury to personnel
 Third priority is to prevent environmental damage
 Fourth priority is to clean-up spill
 Fifth priority is to remediate area of spill
 Sixth priority is to complete reporting requirements
 Seventh priority is to conduct post-incident review and sharing lesson learned using office dashboard, e-mail and project space.
For spills of hazardous materials, appropriate treatment and disposal methods for the known range of hazardous materials will be applied by trained personnel.
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Table 5-6 Emergency Preparedness Measures
Emergency contact details
At each construction site, information on emergency response procedures, emergency contact numbers and communication and reporting procedures (to be
implemented in case of an emergency situation) will be clearly displayed.
Training of personnel
At each construction site where hazardous materials are used and where there exists a potential for a spill, there will be at least two employees on-site at all times
who are trained in appropriate emergency response procedures and communication and reporting procedures to be implemented in case of an incident.
All construction personnel will be trained in basic emergency response procedures including communication and reporting procedures to be implemented in case of
an emergency situation.
Emergency incident communication processes
In the event of a personal emergency implement the Emergency Response Procedure (Annex C. All staff will be made aware of the procedure during Project induction,
and through subsequent safety briefings.
In the event of an accidental release or spill of a hazardous material, the following communication processes will be implemented:
i. Environmental and Social Supervisor immediately notifies Health and Safety Manager and the Project Manager
ii. Health and Safety Manager immediately notifies emergency response team
iii. Health and Safety Manager immediately notifies external emergency authorities (if required)
Communication will initially be verbal, with written communication as soon as practical.
The communication processes will include the following information in relation to accidental releases or spills:
i. Location of spill
ii. Nature of material spilt
iii. Amount of material spilt
iv. Clean-up processes to be implemented
v. Any injuries to personnel
vi. Need for emergency or external assistant
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vii. Any safety/evacuation requirements to be implemented on the construction site
viii. Notification and evacuation of communities that could be affected by spills
Within 48 hours of the completion of a spill clean-up, a report will be submitted to the Owner. The report will be used to identify any required corrective or preventive
actions and emergency response procedures and training programs will be modified accordingly.
General Emergency
First aid teams will be specifically trained and assigned in groups of two to three persons to the different sites.
First aid stations will be provided and will be appropriately equipped.
First aid kits will be readily accessible by workers.
A doctor will be reached when an accident occurs.
Additionally, the local doctor, hired by HEC, will come on site once a month. Two nurses will take shifts to provide medical coverage during working hours in the clinic
located in the workers camp.
SPILL PREVENTION
RESPONSE PLAN
6 MONITORING
The spill prevention and emergency response plan has been developed to track the
effectiveness of the mitigation measures during the construction phase.
HEC will undertake additional monitoring if the monitoring program records shows
significant increase of property damages, injury and fatality of the workers.
Immediate and real time information on emergencies and emergency response, for
Project management and other stakeholders will be the responsibility of the
emergency supervisor.
6.1 HEC HSE TEAM

In order to assess the effectiveness of the mitigation / management measures and
identify the need for further action, HEC’s emergency preparedness and response
monitoring program outlined in Table 6-1 will be followed. The monitoring program
will be revised at Detailed Design stage.
Should the monitoring program note any non-compliance with the SPERPs, corrective
action will be taken to ensure the relevant activity returns to compliance in a timely
manner and that any corrective action is appropriate and effective. Any corrective
actions undertaken will be recorded and approved.
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Table 6-1 Monitoring Programme
Aspect, Potential Impact / Monitoring Location Monitoring Monitoring Responsibility Reporting

Issue Parameters Frequency
Offsite Traffic/Accidents
Potential Impacts from Emergency Situations
Impacts from vehicle  At the construction site,  Incident reporting; Every week during the HEC HSE Manager/ Quarterly and in
accidents work camps; and  Number of construction phase. Sub-contractors the event of an
 Along the transportation emergencies; and incident
routes  Number of trained
first aiders
Major Labour Accidents
Impacts from major labor  At the construction site, work  Incident reporting; Every week during the HEC HSE Manager/ Quarterly and in
accidents and medical camps; and  Number of construction phase. Sub-contractors the event of an
emergency  Along the transportation emergencies; and incident
routes  Number of the injuries
and fatalities
Typhoons/ Adverse Weather
Impacts from  At the construction site, work  Flood review reporting; Every time after the HEC HSE Manager/ Quarterly and in
typhoons/tropical camps; and  Number of flood finish of flood event. Sub-contractors the event of an
storm/adverse weather  Along the transportation events; and incident
routes
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 Number of injuries,
fatalities or missing
persons (if necessary)
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Impacts from flooding  At the construction site, work  Typhoons/ Tropical At the conclusion of HEC HSE Manager/ Quarterly and in
camps; and storm review reporting; every tropical storm Sub-contractors the event of an
 Along the transportation  Number of typhoons/ event incident
routes tropical storm event;
and
 Number of injuries,
fatalities or missing
persons (if necessary)
Chemical/ Oil/ Sanitary Effluent Spill
Impacts from sanitary effluent  At the construction site, work  Incident reporting; and Every week during the HEC HSE Manager/ Quarterly and in
spill camps; and  Number of construction phase. Sub-contractors the event of an
 Along the transportation emergencies incident
routes
Impacts from chemical/oil  At the construction site, work  Incident reporting; Every week during the HEC HSE Manager/ Quarterly and in
spill camps; and  Number of construction phase. Sub-contractors the event of an
 Along the transportation emergencies; and incident
routes  Soil and groundwater
analysis result at the
spill-contaminated site.
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Fires and Explosions
Impacts from fires and  At the construction site, work  Incident reporting; Every week during the HEC HSE Manager/ Quarterly and in
explosions camps; and  Number of construction phase. Sub-contractors the event of an
 Along the transportation emergencies; incident
routes  Number of injuries
fatalities, and missing
persons; and
 Personal protective
equipment inspection
regarding emergency
response
Loss of Radiation Sources/ Equipment

Impacts from  At the construction site  Incident reporting; Every week during the HEC HSE Manager/ Quarterly and in
equipment/sources leaking where radiography will be  Number of construction phase Sub-contractors the event of an
radiation used for testing for leakage emergencies; and when the radiography incident
 Number of injured and work will implement.
fatalities
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Hazardous Materials Release
Impacts from the release of  At the construction site; and  Incident reporting; Every week during the HEC HSE Manager/ Quarterly and in
hazardous materials  Along the transportation  Number of construction phase. Sub-contractors the event of an
routes emergencies; and incident
 Number of injuries and
fatalities; and
 Personal protective
regarding emergency
response
Pandemic and Outbreak of Communicable Disease or Food Poisoning of Workers

RESPONSE PLAN
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Impacts from pandemic and  At the construction site, and  Pandemic/ Outbreak Every week during the HEC HSE Manager/ Quarterly and in
the outbreak of work camps; Review reporting; construction phase. Sub-contractors the event of an
communicable diseases  Number of the sick incident
labours; and
 Pandemic/ Outbreak
protection equipment
inspection
Impacts from food poisoning  At the construction site, and  Outbreak Review Every week during the HEC HSE Manager/ Quarterly and in
of workers work camps; reporting; construction phase. Sub-contractors the event of an
 Number of the sick incident
labours; and
 Outbreak protection
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TINA RIVER HYDROPOWER HEC-CDSB-CESMP-PPP-014 REV. 7
DEVELOPMENT PROJECT 93 OF 102
7 AUDITING AND REPORTING
An Auditing and Reporting Program is required to ensure that the mitigation / management measures
are appropriate to prevent spills and emergency planning.
HEC’s onsite HSE Officer will set and monitor Key Performance Indicators such as:
7.1 AUDITING
HEC will be subject to internal and external audits. The internal audits will be conducted by the HEC
Headquarter on the onsite team. Internal examinations performed by the onsite staff are referred as
inspections. The external audits will be conducted by an THL E&S Manager, PO E&S Monitoring team,
and THL Owner’s Engineer (OE).
The detailed structure and content of auditing process is presented in the Construction Environmental
Social Management Plan (CESMP; P1). The below Table 7-1 presents a summary of the process.
Table 7-1 Summary of auditing process
Auditor Auditee Frequency
THL E&S Manager HEC Every three months
PO E&S Monitoring team (with LTA) HEC Every three months
HEC Headquarter HSE Team HEC onsite team Every six months
HEC HSE Manager Subcontractor Every three months
THL OE - Stantec HEC Every six months
External and Internal auditors shall notify by email the HEC Project Management Team (Project
Manager, Construction Manager and HSE Manager) about upcoming audit events. This will provide a
mechanism to communicate the schedule, activities and objectives of the audits. If urgent, the Project
Site may be notified via phone or fax.
The audit process involves reviewing onsite activities to assess compliance with the management
plans, national requirements, good industry practice and HEC internal standards. The auditor will
CONFIDENTIAL: THIS DOCUMENT IS CONFIDENTIAL AND MUST NOT BE COPIED OR REPRODUCED EXCEPT WITH THE EXPRESS
PERMISSION OF HYUNDAI ENGINEERING CO., LTD.
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review all records of previous audits and evaluate historic compliance and the use of appropriate
corrective actions.
Findings from the audit will be summarised in an audit report. A copy of the resulting audit report is
to be made available upon request for reference and, where necessary, implementation of any
identified corrective actions.
The Key Performance Indicators to be considered when auditing this management plan are:
 Number of affected personnel, and local people. (Injuries and casualties);

 Number of incidents that have occurred and the incident level;
 Number of training/drills that have been conducted annually; and
 Number of operational/functioning emergency equipment.
All reports are to be maintained at the project site for the entire construction period.
7.2 REPORTING
Internally, the reporting hierarchy proceeds as follows: Subcontractor, Emergency Supervisor, HSE or
Construction Manager, Project manager. Externally, HEC reports directly to THL who in turn reports
to PO, lenders and relevant authorities.
In case of accident, the Emergency Supervisor is in charge to record all accidents immediately after
they occur and collect reports from appointed personnel or subcontractors that witnessed an
accident. The Emergency Supervisor will immediately report to the HSE Manager which in turn will
communicate the event to the Project Manager.
The scope of the reporting program to be undertaken by HEC is shown in Table 7-2
Table 7-2 Reporting program
Responsibility Content Frequency

Internal
HEC H&S Supervisor Report the implementation and status of in-place Weekly
mitigation measures.
Visual inspection report of SPERP.
HSE Performance Report.
HEC H&S Emergency Collect reports from appointed personnel or Weekly, or when
Supervisor subcontractors that observed the incident. necessary
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Responsibility Content Frequency

HEC Training Maintain a training register Weekly
Supervisor and
Discipline Supervisor
HEC HSE Manager Collection of incident report form, HSE Performance Weekly, or when
report, implementation of in-place mitigation measures, necessary
and result of visual inspection report.
External
HEC HSE Manager Results of visual inspection of SPERP Monthly, or when an
HSE Performance Report incident occurs
Incident report
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ANNEX A – LIST OF REGULATORY AUTHORITIES AND EMERGENCY SUPPORT SERVICES
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List of regulatory authorities and emergency support services

Name Telephone/Fax Department Remark
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ANNEX B – SAMPLE INCIDENT REPORT
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ANNEX C – EMERGENCY RESPONSE PROCEDURE FOR PERSONAL INJURIES
First aid treatment procedures for minor & major worker injuries
 Any person(s) who discovers the occurrence of the injured will raise the alarm by shouting “Help!
Help! Help!”.
 The person(s) will inform the Project key personnel and any of the Project ERT members
immediately.
 If the situation does not pose any danger, the person(s) will remain at the emergency location
and provide assistance such as helping the injured, warning unknowing personnel to stay away
from the affected areas, etc. until the Project ERT arrives.
 Upon reaching the incident location, the Project ERT will take over the control of the area. The
Project ERT will cordon off the affected area and instruct all personnel to keep away from the
danger locations, except for project ERT members who are conducting rescue and/or evacuation
of the personnel.
 The Project ERT will call the HSE Manager and report the status of the injured worker.
 For first aid treatment case, the first-aid team will administer first-aid treatment to the injured or
the injured walk to the first aid treatment room for basic treatment.
 For minor injury case such as the injured is still conscious and is able to move with assistance, a
transport is arranged to send the injured to nearest clinic/ hospital and staff/ or subcontractor
supervisor will accompany the injured.
 For severe injury case, such as injuries sustained are critical and Injured is either unconscious or
is not able to move, the Project Manager or HSE Manager will give instructions to activate Project
Security to lead Responders to the location.
 Project Manager will inform Top Management / Owner Management and provide situation
verbally report on regular interval if the severe injury is occurred.
 Follow-up with Incident Reporting and Investigation when the injury is reportable case. The
incident report will be sent to the relevant parties.
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ANNEX D – HEAT STRESS SHELTERS, ASSEMBLY POINTS AND EVACUATION ROUTES
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ANNEX E – EMERGENCY RESPONSE PLAN
HEAT STRESS SHELTER & ASSEMBLY POINT(LOT1&2&3)
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1. INTRODUCTION
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2. EMERGENCY RESPONSE PLAN
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Lot 1 (L=13.4KM,B=7M)
Lot 3 (L=1.9KM,B=4.5M) Camp site(3ha)
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Core boundary
Camp Site
Office Site L=3.3km
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5Km+200 3Km+300
L=14.4km
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Dam Site BP(2)
BP& Office site
2Km+500 1 Manakiki Village
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1. INTRODUCTION
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Emergency Case 1
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Industrial accident can be deeply affected to the
public such as Explosion, Exposure hazardous1 Occurred Terrorism, Protests, and etc. inside of the
substance, country.
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Force Majeure situation such as earthquake, Flood, Construction project not able to continue due to
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2. EMERGENCY RESPONSE (OVERALL)
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 Control to manpower depend on commander's order
 Report current issue to HQ and follow their instruct.
 Keep update current situation and notice it to all
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 Establishment cooperation system for national
 Arrange security service(from Police, Military officer)
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Team  Support Site work  Check Transformation plan such as Fuel, Etc
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 Contact emergency care service organization  Handling Manpower plan to be project

withdrawal(Especially Third Country Employee)
d
ve
 Support First site aid  Responsibility to Main Equipment and goods

Supply water to site(Fire accident) Manage to document
o
 
Construction team
Be Communicator to relevant organizations Control Site and protect goods
pr
 
 Site situation handling  Control Manpower
Ap
6
ly
■ ORGANIZATION CHART
on
n
io
ct
tru
ns
co
ad
ro
ss
ce
ac
1
ot
rL
fo
d
ove
pr
Ap
7
ly
■ ORGANIZATION CHART
on
GENERAL CONDUCTOR
n
io
Site Manager
ct
Chungryul. Ha
tru
+677-7119096
HSE TEAM Admin Team
ns
Daeyong Kim M
Jungmin. Kim
co
M +677-7229259
+677-7411755
Soonyeon Kwon
ad
Jonathan S
S +677-7169565
+677-7382076
ro
ss
ce
Admin Team & Construction Construction team Construction & Admin Team
ac
Youngmok. Kim Jaebong. You Hyeongsik park
M M M
+677-7440589 1 +677-7169559 +677-7411752
ot
Geomryeol. Kwak Youngdae. Kim
S S Minhyeok Back
rL
+677-7411754 +677-7440595 S
+677-7440576
Il ji Shin Jinho. Kim
fo
S S Kunsup Song
+677-7411757 +677-7118715 S
+677-7342868
d
Manas Ranjan Samal Jonghyun You

ve
S S Taein. Hur
+677-7440585 +677-7198285 S
o
+677-7440578
pr
S Joash Filoa Sanga S Hyungil. Song S Norman Pitabelama

Ap
Sub-Contractor (sung Pung)
8
2. EMERGENCY RESPONSE (SCENARIO 1: ACCIDENT OCCURED)
ly
■ EMERGENCY SITUATION LEVEL
on
Division Public (General Accident) Natural Disaster Report Remark
n
io
ct
LEVEL 1 ㆍNormal Situation ㆍNormal Situation - -
tru
ns
HQ General
ㆍLight accident Manager
co
LEVEL 2 ㆍApply mediation to local organization ㆍNatural Disaster forecast -
ㆍExternal problem of construction site. notice on media HQ HSE
ad
Manager
ro
HQ General
ㆍLTI(Less then Three Months) Manager
ss
LEVEL 3 ㆍApply mediation to central organization ㆍNatural Accident occurred -
ce
ㆍA fine for Environment and Industrial accident HQ HSE
Manager
ac
1
ot
ㆍOccurred LTI(More then Three Months) HQ
LEVEL 4 ㆍSuspension construction work -
ㆍProperty Damage (More then 34,000SBD) Representative
rL
fo
HEC Serious accident

d
Standard
ve
ㆍOccurred Riot
:Dead
ㆍMore then 2cases LTI(More then Three Months)
:Injure more then three
o
LEVEL 5 ㆍMore than 10 injured accidents HQ

ㆍSuspension Project
Representative months.
pr
ㆍProperty Damage (More then 350,000SBD)

:Property Damage(More then
ㆍMedia report on disastrous accident
Ap
34,000SBD)
:Media report(a disaster)
9
ly
■ WORK FLOW
on
Division In Charge Actions Remark
n
io
Occurred Accident First discoverer The first discoverer should report to Safety team. Ex) Fire, Explosion,
ct
※ Content 1) The Place Natural Disaster
tru
2) Current situation
3) The discoverer's name and position
ns
co
Report Accident Make final decision depend on current situation
Site Manager
※ Consider 1) Current situation and additional issue
ad
2) Suspension work
3) Make plan to prevention
ro
Recognize current 4) Review similar case of accident
situation - Make decision suspension work(Work permit is not affect)
ss
ce
Safety Team - Notice Current Situation to all manpower
- Contact Related organization(Fire station, Hospital, Etc.) Refer to Emergency
ac
- Report HQ(any method) contact no. on next
- 1Make alarm(The sound type should be different depend pages.
Notice Current
Situation on emergency level)
ot
rL
Admin Team - Action emergency evacuation(Except Key manpower)

- Prepare Emergency Vehicles
fo
- Transfer patient to hospital

d
ve
Make proper Construction team - Stop operating Machine

action on site - extinguish fire etc.
o
- Search escape route

pr
Ap
10
ly
■ WORK FLOW CHART
on
Accident
n
io
ct
First Discoverer
tru
ns
PM HQ Manager
Lev. 1 Aware
co
Lev. 5
More then
situation
ad
Lev. 2~5 Lev. 2~5 HQ Admin
HQ Financial Representative
ro
More thenLev.3 (Report) HQ Planning
More then Lev. 4
THL/Organization Manpower
ss
HQ HSE
ce
HQ HSE Team MANAGER
ac
Injured
First Action Occurred
1 Hyundai
Only Needed Only needed Construction
ot
ISOS
rL
Leave site area Seoul Assistance

Center
fo
+82-2-3140-1700 HQ HEC
Planning Team(1)
d
Situation ABNORMAL
ve
Monitoring
※ Serious Accident
o
NORMAL then Report

pr
urgently.
- -National
Close Transfer
Ap
- -International
- -Mother Country
11
2. EMERGENCY RESPONSE (SCENARIO 2: OVERSEAS/EMERGENCY)
ly
■ SECURITY ALERT LEVEL
on
Division Current social atmosphere Response Report
n
io
LEVEL 1
ㆍStable ㆍMake planning for prevention Accident
ct
S t a b le
ㆍLawful ㆍEducate and Training
tru
GREEN
ns
[Site organization] [HQ organization]
LEVEL 2 ㆍSocial Unstable
- Training and security action - Monitoring and instruct to site
co
Atten ㆍTerrorism, ㆍHQ G/manager
t io n - Daily report for current situation
ㆍFalse Rumors ㆍDaily report
- Research disease information and
ad
BLUE ㆍConfirmed disease case
get quarantine
ro
[Site organization] [HQ organization] ㆍHQ G/manger
LEVEL 3 ㆍOccurred Terror and Injured - Increase security Level and status - Monitoring and instruct to site ㆍShare Information
ss
Cauti ㆍImprove Security Level - Report current situation every - Keep in touch with other local corporation. ㆍReport Current
on ㆍAnti Foreigner through Media, Internet moment
ce
Issues any time
YELLOW ㆍIncreased sick patient - Keep watch Patient and get
ac
quarantine
[Site organization]
1 [HQ organization]
- Make curfew(No outside going) - Set emergency organization
LEVEL 4 ㆍTerrorism community active ㆍRepresentative
- Suspension project(temporally) - Establishment of cooperation system
ot
A le r t
ㆍTerror occurred frequently. ㆍShare information
- Use hospital and get quarantine for government agencies
ㆍKidnap Occurred ㆍReport Current
rL
accordingly - Establishment community of Local

ORANGE ㆍSite sick patient occurred Issue every moment
corporation
fo
- Instruct to site
d
[Site organization] [HQ organization]

ㆍTerror occurred on site ㆍRepresentative
ve
LEVEL 5 - Suspension Project(Withdrawal) - Operate Emergency system

ㆍChaos in site atmosphere ㆍShare Information
S e r io - Remain only key manpower or - Keep study political situation change
o
ㆍAny war Occurred ㆍReport Current

us withdrawal all of them - Support site and Instruct
pr
ㆍIncreasing Disease patient on site Issue every moment

RED - Get back to home country - Improve Government agencies relationship
ㆍUnable to use medical service
Ap
- Get approval “Assist card”
12
ly
■ WORK FLOW
on
Division In charge Action Remark
n
io
Keep Close Current Site Manager - Set Site Emergency Organization (Level 4) Make sure their
ct
- Increase security numbers and instruct curfew to manpower own duty
Situation
tru
Admin Manager - Set emergency contact system (Police, Military, Hospital ,HQ)
- Request security to police and military service Recognize current
ns
Precaution issue and inform to
co
Admin Team - Research Emergency zone. manpower
- Manage beget to be project withdrawal.
- Manage document to be project withdrawal.
ad
- Secure Emergency Food/medicine, communication
- Secure Transformation plan such as Fuel, Etc.
ro
- Handling Manpower plan to be project withdrawal When Departure
ss
Admin Team - Set route to prepare withdrawal
ce
Occurred
- Confirm needed document for airplane Consult with THL
Emergency
ac
- Secure emergency food and medicine, communication
method.
1
Construction Team - Set emergency organization and make decision to escape
ot
area (Level 5)
rL
Escape site area - Contact Police/Military servicer and HQ

- Make alarm and inform to manpower to approved place
fo
- Handling Main materials and equipment

d
- Handling documents
ve
- Site/Camp Protection Set Emergency

Communication
o
Move to - Preparing vehicles at site area method

pr
Emergency Area - Control current situation

Ap
13
ly
■ WORK FLOW CHART
on
Accident
n
io
ct
First Discoverer
tru
ns
PM HQ Manager
Lev. 1 Judge
co
Lev. 5
More then
situation
ad
Lev. 2~5 Lev. 2~5 HQ Admin
HQ Financial Representative
ro
More thenLev.3 (Report) HQ Planning
More then Lev. 4
THL/Organization Manpower
ss
HQ HSE
ce
HQ HSE Team MANAGER
ac
Injured
First Action Occurred
1 Hyundai
Only Needed Only needed Construction
ot
ISOS
rL
Escape site area Seoul Assistance

Center
fo
+82-2-3140-1700 HQ HEC
Planning Team(1)
d
Situation ABNORMAL
ve
Monitoring
※ Serious Accident
o
NORMAL then Report

pr
urgently.
- -National
Close Transfer
Ap
- -International
- -Mother Country
14
ly
■ HOSPITAL INFORMATION & ETC
on
n
Emergency/urgent Situation Action
io
ct
□ Malaria/Dengue fever □ The Malaria is infected by female mosquito and the symptom is similar with cold and it occur indigestion also high
tru
fever.
▷ symptoms usually appear 10–15 days after the infective mosquito bite.
ns
▷ Typically during the day the mosquito can cause dengue fever but from the evening the mosquito cause malaria.
co
▷ During the 2018 year in Solomon island, the malaria patients reported it has around 30,000 case and 12 death out of them.
▷ The malaria is curable in Solomon islands, but there is no medicine for Dengue fever to relieve.
ad
▷ When the symptom is occur should be test by malaria kit and visit hospital to get blood test and get description and medicine accordingly
ro
▷ Generally, people are going to private hospital for better quality medical service such as injection into body and take medicine
▷ At workplace should wear long sleeve cloth and prepare mosquito repellent at home also test kit and try to understand how to using them.
ss
□ Trauma/fracture(Broken Bone)
ce
□ When get Trauma/fracture(Broken Bone) should be get first-aid activities and transfer to hospital the soonest.
ac
▷ Check at the hospital whether can get correct diagnosis and Treatment service or not.
▷ What if in Solomon islands there is no correct the medical service then have to go Australia by airplane instead.
1
□ Internal diseases/Wound
ot
□ Get Medical check up on hospital when you worried about internal diseases and further medical services.
rL
▷ What if worried about Internal diseases then can visit national hospital and get some help.
fo
▷ In Solomon islands there is not enough medicine in sometimes, but trying to get it from Australia then it takes too much time.
□ The services of Ambulance
d
and international transfer

ve
□ The Ambulance service is available National and St, John hospital, but it doesn't have enough facility inside of vehicle.
▷ What if there is no proper medical service available then can be transfer by airplane at St. John Hospital which is
o
pr
□ Helicopter service
□ Helicopter service is available since the ambulance sometime cannot enter due to road condition.(Henderson Airport
Ap
area)
▷ The Hospital and police office help is necessary when transfer patient by helicopter
15
ly
on
n
io
ct
□ Police Station □ Contact No. : 999 (Hot-line) / 24421 (Control Office) / 23666 (Resident Center)
tru
□ Medical Emergency □ Emergency : 911 (Hot-line) / 955 (Disaster) / 988 (Fire) / 933 (Forecaster office)
ns
□ MHMS : 27936 / 27937
co
□ Maritime Rescue : 21609 / 27685 or 977
□ Ambulance : 111 (St. John) / 4400 (National Hospital)
ad
□ Helicopter Service : 7494398 (Gary, Pilot)
ro
□ National Referral Hospital □ Free medical services is available at Solomon National Hospital on Honiara
ss
(National Hospital) □ Medical Officer 50 persons and equip with sick room number of 300
ce
□ But there is no high-level medical service also it seems like not clean all of the facility
ac
therefore the foreigner usually doesn't use here. (Basic Surgery is available such as Appendectomy)
□ Operating Emergency room and Ambulance : 25256 (Emergency) / 4400 (National Hospital.)
1
□ Equip with X-ray and Ultrasound Equipment(No MRI/CT)
ot
rL
□ Honiara International Medical □ Located Panatina area and private (Doctor: 1 person Nurse: 1 person Part-time: 2person Etc.)
fo
Center □ Cooperated with KOICA and can get check up services not only for malaria and Dengue fever
also General one.
d
ve
□ Available Basic surgery / Immune Treatment / Issue Medical Certification

□ General Diagnosis service is not available such as HIV etc.
o
pr
□ Contact No. : Fletcher Kakai (8472739, Doctor) / Linda Kakai (38346, Nurse)
□ Working Hour : Daytime (08:00~16:30), Sat. (09:00~16:30), Sun. only for emergency
Ap
16
ly
on
n
io
□ Ecall Health Center □ Located Alvaro Building as Private hospital (Doctor:1person, Nurse:1person, Part-
ct
time:3person)
tru
□ Cooperated with KOICA and can get check up services not only for malaria and Dengue fever
ns
also General one.
co
□ Available Basic surgery / Immune Treatment / Issue Medical Certification
□ General Diagnosis service is not available such as HIV etc.
ad
□ Contact No. : Lazarus Tavichikai (8687403, Doctor) / Christina Tavichika (23130, Nurse)
ro
□ Hyperchem Pharmacy □ Working Hour : Day time (08:00~16:30), Sat. (09:00~16:30), Sun. Only for emergency
ss
□ Located in Central Plaza of Honiara
ce
□ Malaria/Dengue fever check up(30~50SBD) and general medicine service is available.
ac
□ Contact No. : 23588 (Day time 08:00~19:00, Sat. 08:00~17:00, Sun. 09:30 ~ 15:30)
□ People Pharmacy 1
□ Located in Kwaimani Building of west Honiara
ot
□ Malaria/Dengue fever check up(30~50SBD) and general medicine service is available.
rL
□ Contact No. : 30039 (Day time 08:00~17:00, Sat. 08:00~14:00)

□ International SOS
fo
(HEC joined this insurance) □ When employee is outside of Korea for business/work then this insurance will be joined
d
automatically, it's most useful emergency program so far.

ve
□ Emergency situation such as Disease / Accident / Terror / then can contact (+82-2-2-3140-
o
1700) to get some help.

pr
□ Emergency Center -> Connect Local -> Medical service is not available on local then make
Ap
reservation for airplane and hospital to other country.

□ The procedure understanding is necessary for someone who work outside of Korea to be ready
and deal with emergency situation properly.
17
ly
■ SECURITY EVACUATION ROUTE (AIR EVACUTION)
on
n
Air port
io
Assembly Point
ct
First Gathering place
tru
Exist Road
Escape Route Exist Road
ns
L= 7.3Km
L= 7.3Km
co
Black point
Junction
ad
Access Road 0Km+000
Lot 2 (L=6.2KM,B=4.5M)
ro
Lot 1 (L=13.4KM,B=7M)
Lot 3 (L=1.9KM,B=4.5M) Camp site(3ha)
ss
Core boundary
Camp Site
Office Site L=3.3km
ce
5Km+200 3Km+300
L=14.4km
ac
Dam Site BP(2)
BP& Office site
2Km+500 1 Manakiki Village
ot
13Km+400 9Km+400
7Km+400
rL
Powerhouse
fo
d
o ve
Aggregate Site
Project Site (Camp & Office) ▶ Honiara Airport ▶ Brisbane (AUS) ▶ Incheon(Korea)
pr
Project Site (Camp & Office) ▶ Honiara Airport ▶ PNG ▶ Maynila(Philippines) ▶ Incheon(Korea)
Ap
18
3. OTHERS
ly
■ EMERGENCY RESPONSE DRILLS
on
Progress Rate
n
io
Classification Training Example Construction
Commi-
ct
Remark
Middle ssioning
tru
Early stage Finish stage
stage
ns
Serious Work Accident ○
co
Emergency Rescues at Height ○ ○
ad
Emergency Rescues from Confined Space ○ ○ ○
Safety Accident
ro
Collapse Scaffolding ○
ss
On-Site Vehicle Accident ○
ce
Crane Incident ○
ac
Fire ○
Fire Related Incident
Explosion 1 ○
ot
Violent Conduct ○
Security
rL
Evacuation ○
fo
Medical Medical Emergency ○

d
Etc. Others ○
o ve
1. Safety Accident : Scenario suitable for site condition ( 2 Times/year)

pr
2. Fire Related Incident : Scenario suitable for site condition (Camp, Office, Powerhouse, 2 Times/year)
Ap
3. Security : Scenario suitable for site condition ( 1 Time/year)

4. Medical : Scenario suitable for site condition ( 1 Time/year)
19
3. OTHERS
ly
■ EMERGENCY CONTACT POINT
on
Category Contact No. Description Remark
n
Site Manager +677-7119096 Chungryul. Ha
io
HSE Manager +677-7411755 Daeyoung. Kim
ct
tru
Site Social Staff 1 +677-7818626 Withlam Kikolo (Namopila Community)
Social Staff 2 +677-7445718 Daniel Una Area
ns
Social Staff 3 +677-7110953 Job Vari
co
DPM +677-7496338 Fred Conning
ad
PO &
CFO +677-7975259 Jaeil. Ryoo
THL
ro
OE +642-12416900 Bird Andrew
ss
PNG Embassy +675-3215826 Woo rim, Kang
ce
Life & Death
Hospital 1 25256 (Emergency) / 4400 National Referral Hospital 999
Situation
ac
Honiara International Medical Center Disaster
Hospital 2 1
+677-8472739 955
Fletcher Kakai council
ot
Serch &
Hospital 3 +82-2-3140-1700 977
rL
International SOS
Organiza Rescue
tions &
fo
999 /24421 27936

Gov Police Station Hendson Station Pc Luke Rasile Cyclone
+677-7265939 955
d
ve
Weather +677-27658
Fire Station +62-22-87782113 988
forecating 933
o
pr
MMCDM 26026 Joe Horokou

Ap
MMERE 21522 John Korinihoa

GP +677-7551812 Francis Sada
20
3. OTHERS
ly
■ EQUIPMENT & FACILITIES
on
n
Category Item Location Description Quantity Remark
io
ct
SUV Muster Point For Site emergency Situation 8 EA 32 Person
tru
Truck Muster Point For Site emergency Situation 2 EA 20 Person
ns
All
co
Ambulance Muster Point Proceeding purchase 1 EA
ad
First Aid Box Medical Center - 5 EA
ro
Fire Extinguisher - Site 10 EA / Office 10 EA / Camp 30 EA 50 EA 3.5Kg
ss
Fire-Fighting Fire Extinguisher - B/P 1EA, CP 1EA 2 EA 20Kg
ce
ac
Noise & Vibrator Test
1 1 Set
ot
Environment GAS Detector Multi GAS Detector 1 Set

rL
fo
Water Quality Test 1 Set

d
CCTV Office,Camp Area 2 Set

o ve
Security Post Gate, Site Security 14 Persons 3 EA

pr
Ap
21
# Reference
ly
■ SITE LAYOUT
on
Air port
n
io
ct
tru
Exist Road
L= 7.3Km
ns
Black point
co
Junction
ad
Access Road 0Km+000
Lot 2 (L=6.2KM,B=4.5M) Lot 1 (L=13.4KM,B=7M)
ro
Lot 3 (L=1.9KM,B=4.5M)
Camp site(3ha)
ss
Core boundary
Camp Site
Office Site L=3.3km
ce
5Km+200 3Km+300
L=14.4km
ac
Dam Site BP(2)
BP& Office site
2Km+500 1
ot
Manakiki Village
13Km+400 9Km+400
rL
7Km+400
fo
Powerhouse
d
o ve
pr
Aggregate Site
Ap
22
Emergency Communication Network.
ly
Emergency Communication Network.
on
Emergency
n
io
ct
tru
[PO] [Ambulance Services/Hospital]
Deputy Project Manager TEL. 911
ns
[Police Station Henderson]
TEL +677-7496338 [National Referral Hospital]
TEL. +677 - 7265936
co
[THL]
+677 - 7716519 TEL. 25256/4400
CEO
ad
TEL +677-7975259 [Fire Department]
TEL.
ro
[SolPower]
[Government] TEL +677-42480
ss
MECDM [Community Contact Point]
ce
TEL. 26026 Withlam Kikolo
ac
MMERE [EPC Contractor] TEL. 7818626
TEL. 21522 Deputy Project Manager
1 Daniel Una seli
TEL +677-7119096
GP TEL. 7445718
ot
[HSE Manager]
TEL. +677-7551812 Job Vari
rL
TEL +677-7411755
CITY COUNCEL [Sub-Con] TEL. 7710953
fo
TEL. 21133 Sung pung Namopila community

d
TEL +677-7134432 TEL. 7142452, 8791014

ve
Tina community
o
TEL. 7316920 , 7250029

pr
Emergency
Ap
23
Community Contact Point
ly
on
Contact
Communities Villages Sub tribes/clans In the community Name or Rep Remark
Point
n
io
Namopila, Choro, Senge, Habusi, Sutahuri, Kaokao, Uluna, Koenihao, John Bate No Phone
Namopila community
ct
Pachuki, Komureo, Kochiabolo, Sabaha Welson Keapulu 719-2452
tru
Antioch, Valesala, Valekocha, Kochiabolo, Lasi, Kaipalipali, Kaokao, Kendmiel Lauri 000-0000
Antioch community
ns
Vatunandi Charana, Roha, Koenihao, Sutahuri, Uluna Rex Meki 879-1014
co
Kochiabolo, Charana, Kaipalipali, Roha, Withlam Kikolo 781-8626 HEC
Verakuchi community Mangakiki, Verakuji, Hanilake
Sarahi Jetro Baesi 725-0027 Coodinator
ad
Peter Rocky 724-3016
ro
Tina, Valebarik, Valebebe, Sarahi, Riva, Chavuchavu, Rausere,
Tina community Apolosi Welsly 731-3089
Tahurasa, Valemaota, Sudungana,
Caspar Variri 799-1836
ss
ce
Marava, Ngongati, Rate CHS,
Marava community Charana, Kochiabolo, Kaipalipali, Sabaha Michael Meki 740-4836
Vera'ande, Verakwele, New Mahata
ac
1 Chavuchavu, Uluna, Kaokao, Halisia, Alphias Kiho 727-2880
Katihana community Katihana
Rausere, Chacha, Kochiabolo Sipiriano Masi 741-1160
ot
rL
Kochiabolo, Koenihao, Charana, Uluna,

Vuramali community Vuramali Jacob Kopeo
Soroboilo, Salasivo
fo
Haimane community Haimane Koenihao, Lango, Sutahuri, Uluna Henri Gesi 723-3458
d
ve
Chavuchavu, Salasivo, Kaipalipali, Charana,

Horohotu Horohutu 2 & 3, Valele'e Dollan Gisi 747-7049
Sarahi, Koenihao
o
pr
Horohutu 1, Verakabikabi, Sanson Hila

Settler communities from Guadalcanal Weather Coast clans -
Ap
New Birao, Namanu, Vatupaua Hanosi Domminic
24
ACCIDENT REPORT AND EMERGENCY CALLS
ly
ATTACHMENT 1 – ACCIDENT REPORT AND EMERGENCY CALLS
on
n
io
•RESUCITATION
ct
PERSONAL HEALTH TRANSPORT
•EMERGENCY AMBULANCE OR PRIVATE
CARE
tru
INJURED •URGENCY VEHICLE
NURSE OR
•RESUCITATION
EMERGENCY
ns
•EMERGENCY
BRIGADE
•URGENCY
co
4. NO URGENCY
ad
(MINOR)
ro
PLACE OF CARE
ss
NURSING
Dr. +677-8576660
ce
ac
WORK AREA YES LABOR
NO
ASSIGNED
1 OK?
ot
rL
SITE DIRECTOR
CR. HA HOSPITAL & POLICE
NATIONAL REFERRALL
fo
+677-7119096
HSE TEAM HOSPITAL
SITE MANAGER
SUNG PUNG 25256 & 4400
d
JB.YOO
+677-7134459 HSE MANAGER POLICE (HENDERSON
ve
+677-7169559
COODINATOR DY.KIM STATION)
+677-7818626 +677-7411755 7265936
o
+677-7445718 HEAD OFFICE 7716519

pr
+677 7710953 JK.LEE

+8210-3698-3519
Ap
25

Spill Prevention and Emergency Response Plan

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Spill Prevention and Emergency Response Plan

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CONSTRUCTION

ESMP FRAMEWORK SUBCONTRACTOR’S CI

Spill Prevention and Emergency

Person Responsible HEC HSE Manager

REV. DATE DESCRIPTION PREPARED CHECKED APPROVED

Version 1 draft issued for

Version 2 draft issued for OE’s

Version 7 submitted to address

7 11/03/2021 Section 1.2 8 Paragraph Project Overview Details Updated

7 Section Paragraph Access Road: Existing Road Upgrades and

7 Figure 1-1: Overview of access roads leading

7 Figure 1-2: overview of access road and

7 Figure 1-3: Master construction schedule

7 11/03/2021 Section 1.6 14 Incorporated correct titles.

7 Adding paragraph for using the Fig 3-3

7 11/03/2021 Section 3.1 26 Figure Updated the communication figure

7 Captioning to Fig 3-3 yellow box and removing

7 Updated table with Lenders identified hazard

1.1 PURPOSE AND SCOPE 7

2 ROLES AND RESPONSIBILITIES 17

3 EMERGENCY RESPONSE PROCEDURES 23

3.1 EMERGENCY RESPONSE PHILOSOPHY AND STRUCTURE 23

3.4.3 Severe Weather Event 51

4 SPILL PREVENTION AND RESPONSE PROCEDURES 62

4.1 SPILL PREVENTION 62

5.1 HAZARD IDENTIFICATION 69

6.1 HEC HSE TEAM 86

7 AUDITING AND REPORTING 93

ANNEX A – LIST OF REGULATORY AUTHORITIES AND EMERGENCY SUPPORT SERVICES

ANNEX B – SAMPLE INCIDENT REPORT 98

ANNEX C – EMERGENCY RESPONSE PROCEDURE FOR PERSONAL INJURIES 100

ANNEX D – HEAT STRESS SHELTERS, ASSEMBLY POINTS AND EVACUATION

ANNEX E – EMERGENCY RESPONSE PLAN 102

PPE Personal Protective Equipment

The Tina River Hydropower Development Project (TRHDP or “Project”) is a hydropower

1.1 PURPOSE AND SCOPE

(iii) establish emergency response procedures.

1.2 PROJECT OVERVIEW

The Project consists of a 53-meter-high Roller Compacted Concrete dam (from

1.2.1 Hydropower Facility

The Project consists of a 53-meter-high Roller Compacted Concrete dam (from

• Permanent access road to powerhouse (new extension of Black Post road):

1.2.3 Ancillary Facilities

Figure 1-3: Master construction schedule (overview)

1.3 APPLICABLE STANDARDS

National Laws and Regulations

International Treaties, Standards and Guidelines

1.4 LINKS WITH OTHER PLANS

Table 1-1: Links to other management plans

Management Plan Relevance

Construction Environment and Refer to this plan for presentation of organizational

Hazardous Materials Management Refer to this plan for management of hazardous

Management Plan Relevance

Suspended sediment monitoring Refer to this plan for protocols to monitor

2 ROLES AND RESPONSIBILITIES

Table 2-1: Positions and Responsibilities.

 Ensure that all adequate resources and trained personnel,

 Ensure that each emergency incident is reported,

 Maintain and regularly update this SPERP

 Ensure that all personnel including subcontractors and

 Undertaking lessons learnt and debriefing exercises after all

 Ensure that trained personnel, equipment and facilities

HEC Administration  Monitor general administration systems such as workers’