EP guidelines HSSE material

Exploration & Production

major projects common process
HSSE guidelines

©2007 BP International Limited. All rights reserved.


contents
These guidelines for HSSE have been developed as a supplement to MPcp.
They provide the structure for ‘how we do HSSE’ in projects, supported by
tools and examples from BP projects around the world.
The facilities that we operate in the future are determined by the projects that
we create today. The HSSE guidelines provide guidance on how we select,
design, build, and start-up facilities that are safe, meet our environmental
expectations and are healthy for our workers and surrounding communities.
Through the consistent application of these guidelines, developed from SPU
best practice, we will ensure that our HSSE goals are delivered.

Neil Shaw
technology vice president - projects & engineering

MPcp guidelines – overview

7

1

HSSE – summary

13

2

HSSE leadership

19



2.1

Introduction

19



2.2

Strategy and Goals

20



2.3

Roles & Responsibilities, Resources & Organization

21

2.4

Stakeholder Alignment

21



2.5

Performance Review

21



HSSE leadership roadmap

22

3

HSSE management



27

3.1

Introduction



27



3.2

Project HSSE Management Plan

28



3.3

Project Planning

30



3.4

Risk Management

30



3.5

Competency and Training

33

3.6

Incident Reporting and Investigation

33

3.7

Crisis Management and Emergency Response

33

3.8

Regulatory and Compliance

34

3.9

Document Management

35

3.10 Action Tracking

35

3.11 Management of Change (MoC)

36



36



3.13 Monitoring, Assurance and Verification

36



HSSE management roadmap

40

4

Health



47



4.1

Introduction



47



4.2

Scope



47

4.3

Health Resources



48



4.4

Health Impact Assessment (HIA) – Outside the Boundary Fence



4.5

Workplace Health Risk Assessment



4.6

Health Management Plan

3.12 Knowledge Management

©2007 BP International Limited

49



49



49

MPcp HSSE Guidelines




contents


4.7

Crisis Management and Emergency Response



50

8

construction contractor HSSE management



4.8

Contracts and Procurement Strategy



51



8.1

Overview



4.9

Human Factors (HF) and Ergonomics



51

8.2

Planning



health roadmap

52



8.3

Pre-qualification

5

Design safety



59



8.4

Selection

5.1

Introduction



59



5.2

Scope



5.3

Roles and Responsibilities



5.4



95

95




95
96



97



97

8.5

Pre-mobilization



59



8.6

Mobilization



98



61



8.7

Execution



99

Design Hazard Management (DHM) Overview

61



8.8

Demobilization

99



5.4.1 Design Hazard Management (DHM) Process

62



8.9

Final Evaluation and Close-out

100



5.4.2 Inherently Safer Design (ISD)

62



construction contractor HSSE management roadmap

104

5.4.3 Safety Critical Design Measures (SCDM) and Performance Standards 63

9

resources



5.4.4 Study Programme and Action Management

63



9.1



5.4.5 Case for Safety (CfS) in Design and Operations

64





5.5

64





111



design safety roadmap

66

terms & definitions

113

6

Security

73



6.1

Introduction



6.2

Risk Assessments



73



6.3

Roles, Responsibilities, Resources, Training and Organization

74

6.4

Philosophy and Plan to Mitigate Assessed Risk

74

6.5

Technical Security Design and Response

75

Voluntary Principles on Security and Human Rights





contents

Integrity Management







6.6



75

security roadmap

78

7

Environmental and social

89



7.1

Introduction



7.2

Scope



7.3

Social Guidelines



7.4

7.5





111

9.2

HSSE training

111

9.3

Tools and examples



89
90



90

Environmental Impact Management Process (EIMP)

90

Environmental Performance Requirements



91

environmental roadmap

92

MPcp HSSE Guidelines

111

73







Projects Cyber Librarian

©2007 BP International Limited

©2007 BP International Limited

MPcp HSSE Guidelines




MPcp guidelines – overview

Our goal is to generate business value by delivering projects, which are efficient
in both capital investment and long-term operation. We will do this by consistently
creating distinctive projects and delivering them with world class execution. The
Major Projects common process (MPcp) is a key part of the overall project system
which is designed to support Performance Units in pursuit of this goal. This system
includes our people and processes, supported by networks and functional authorities,
guidelines, tools and good examples.
The MPcp document lists expectations, for each of the ten elements of Projects
Excellence, which shall be met before proceeding to the next stage of the project.
Associated with each expectation are a number of attributes which describe and
support the achievement of that expectation. These attributes are intended to guide
project teams in developing their action plans for the stage and to drive consistent
good project performance.
The MPcp document also describes the governance process, including functional
attestation, required to meet the Group Investment Assurance and Approvals Process
(GIAAP).
Guidelines have been written, for each of the main project disciplines, to provide more
detailed support to project teams in the achievement of MPcp expectations. These
Guidelines describe the framework and processes which discipline practitioners are
expected to follow. They have been compiled from the wisdom and experience which
exists in the company. They represent the current view of discipline requirements

and good practice, which we want to be applied consistently across our range of
projects. They have been entitled Guidelines deliberately because we want people to
think about their application and not just follow them by rote.
Over time we expect people to identify improvements in the practices described
in these Guidelines but we want such improvements to be introduced in a planned
and systematic way. For this reason each of the Guidelines has clear ownership
by the leader of the relevant project network. A project team should adhere to the
Guidelines unless it perceives significant material benefit from departing from them.
Where it does perceive such a benefit it should review the proposed departure with
the relevant Network Leader beforehand, both to obtain challenge to its view but also
to ensure that the experience is visible and can be readily captured for the benefit of
others if the departure does lead to improved practice.

©2007 BP International Limited

MPcp HSSE Guidelines




MPcp guidelines – overview

MPcp guidelines – overview

Knowledge Areas

HSSE Leadership
HSSE Management
Health
Design Safety

Security
Environmental and Social
Construction Contractor Management

Project
Principles
App Sel Def Exe Ope
Dashboards
MPcp Elements
• HSSE
MPcp
• Subsurface Resource
Guidelines
Characterization
• HSSE
• Technology, Engineering &
• Appraisal &
Technical Definition
Pre-development
• Project Management & Execution
• Engineering & Quality Mgt.
• Procurement & Supply Chain
• Project Management & Execution
Management
• Procurement & Supply Chain Mgt.
Project Services

App



• Tools

• Templates

Def

Tools

•
• Project Services
• Organizational Capability
• Organizational Design
• Commissioning & Operational
• Commissioning & Operational Readiness
Readiness
• Risk Management
• Performance & Risk Management
• Knowledge Management
• Knowledge Management
Resources

Sel

Examples

Exe

Level 1: The knowledge areas covered in the
HSSE Guidelines

Level 2: The Roadmaps - Activities to be
completed for each Knowledge Area and key
stages of Project development

Level 3: Tools to assist in completing the
activities for each of the key stages

Level 4: Examples from projects

• Examples

figure 1 MPcp and related guidelines



figure 2 structure of the HSSE Guidelines

Health, Safety, Security and Environmental (HSSE) excellence is recognized as a key
component of our strategy to become the #1 Projects Operator by creating distinctive
projects with world class execution. The HSSE Guidelines are the ‘BP way’ of how
we do projects that codifies HSSE best practice and enables knowledge to be shared
to achieve best-in-class HSSE performance – we will use them everywhere.

Level 1 – The HSSE Strategic Knowledge Areas

MPcp HSSE Guidelines

©2007 BP International Limited

©2007 BP International Limited

HSSE Guidelines book

The HSSE Guidelines are structured around four levels (figure 2):

HSSE Guidelines CD

The responsibility for implementing the Guidelines lies with Team leaders within
Performance Units. It is their further responsibility to ensure that proposed departures
from the Guidelines and improvements to them are raised promptly with the relevant
Network Leaders.

Sections 2 - 8 of the guidelines are organized around the seven HSSE strategic
knowledge areas (SKAs). Each section provides an overview of the knowledge area
aligned with a roadmap and lists the MPcp HSSE expectations that must be met
before proceeding to the next stage of the Project.

MPcp HSSE Guidelines




MPcp guidelines – overview

Level 2 – The Roadmaps
A roadmap is included at the end of sections 2 - 8 of the guidelines. The roadmap for
each knowledge area is organized around the four key stages of project development

(Appraise, Select, Define and Execute). They describe activities that should be
considered before proceeding to the next stage of the project. The actions covered
are extensive and some may not be relevant to every project. However, all
actions should be considered prior to rejection. Addressing the respective
activities for each stage will support the achievement of the stage objectives as well
as provide an excellent foundation for the work of the subsequent stage.
Level 3 – Tools
Tools to assist HSSE professionals, engineers and managers in completing the
activities outlined in the roadmaps are located on the companion CD to the HSSE
Guidelines and are also available at the ETP & Projects Library located at
.
Level 4 – Examples
HSSE examples from BP Major Projects are also located on the companion CD and
at the ETP & Projects Library.
The tools and examples are intended to guide the project teams in completing the
activities, driving consistency, and incorporating best practices and lessons learned.
The HSSE Guidelines provide the structure for ‘how we do HSSE’ in projects, supported
by tools and examples that will be invaluable for not only HSSE professionals, but
also managers, engineers and other project personnel.

10

MPcp HSSE Guidelines

©2007 BP International Limited


1 HSSE - summary

The HSSE Guidelines are aligned with the Projects & Engineering strategy, the BP

Group 5 Year Plan and the Safety & Operations agenda. They seek to:
•
•
•
•

Provide a common language and process to guide HSSE in projects.
Define HSSE excellence in terms of activities and good practice.
Incorporate lessons learned from previous projects.
Provide HSSE professionals, engineers and project managers with tools and
examples to assist in delivery of HSSE excellence.

Full implementation of these guidelines will result in enhanced project performance,
protection of our reputation and improvement of our liability profile.
HSSE Leadership
‘HSSE leadership starts at the top, or it does not start at all.’
Management’s strong, visible and demonstrated commitment and leadership is a
critical component of HSSE excellence in projects. Management is accountable for
implementing these guidelines.
During the CVP Appraise and Select stages, management clearly defines and
communicates to all project team members (BP and contractor) the HSSE strategy
that defines the overall project HSSE philosophy, principles and goals. The HSSE
strategy is fully considered when confirming the fundamental viability of the project,
selecting the development concept, engineering the facility and during commissioning
and start-up. Inherently safe design should be a critical factor in concept selection
and can result in a simple to execute and operate design; or, if we get it wrong, a
contrived design that is inherently difficult to operate safely.
HSSE must be led and managed like all other aspects of the business, and by the
same people who manage these aspects – project management and members of
the line organization. HSSE success is determined by what management does –

not what they say – and managers and supervisors are held accountable for HSSE
performance. HSSE is integrated into everything.

©2007 BP International Limited

MPcp HSSE Guidelines

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1 HSSE - summary

1 HSSE - summary

HSSE Management
HSSE Management describes the organization, plans and systems that should be
developed and implemented to achieve the HSSE goals defined by project leadership.
A key component of HSSE management is risk management. Effective management
of HSSE risk is recognized across all BP segments as a key component for the
delivery of world class projects.
Key HSSE management activities include the development of an HSSE risk
management strategy (as part of the overall project risk strategy), and the development
of a Project HSSE Management Plan. The HSSE Management Plan describes the key
management systems that the project will use to manage the risks.
Getting HSE right (gHSEr) is the BP HSE Management System Framework which
supports the HSE Expectations to be adopted by all BP managers. Managers are
accountable for putting in place appropriate documented systems and processes
for each Expectation, for ensuring continuing progress towards Project HSSE goals
and targets, and for confirming that these processes are effective via the HSSE
Assurance process.

gHSEr is still the current framework for managing HSSE and should continue to
be used until it is replaced by an Operating Management System (OMS). When
the OMS is developed, the content of gHSEr will be fully incorporated.
Project HSSE Reviews (PHSSERs) are a mandatory element of a project’s
assurance strategy and are specifically mandated by the Integrity Management
Group Standard. PHSSERs heighten the awareness of HSSE risks and help make
HSSE an integral part of the gated decision and approval process for projects within
CVP.

risks and completion of a Health Impact Assessment (HIA). Potential health impacts
should be considered during concept selection, especially when deciding where to
locate facilities.
During the Define and Execute stages, a health organization is put into place and the
Health Management Plan is updated to include planning for Execute stage activities
(e.g. construction). A detailed Health Risk Assessment (HRA) is conducted to identify
potential health impacts on workers and health considerations are incorporated into
the design of the facility. Execute stage activities are focused on implementing the
Health Management Plan and planning for the Operate stage.
Design Safety
Excellence in design safety is an engineering responsibility and is best achieved
through Design Hazard Management. This process involves major hazard identification,
evaluation and continuous risk reduction through design safety measures. Design
Hazard Management is underpinned by four engineering activities:
•
•
•
•

Inherently Safer Design
Safety Critical Design Measures and Performance Standards

Safety Study Programme
Case for Safety

Managing hazards in design involves eliminating or minimizing major accident hazards
at the source, and preventing those that remain from becoming major accidents. It
also involves the provision of sufficient design integrity to control the consequences
of a major accident to reduce severity and potential escalation, while providing
mitigation and protection for personnel and key facilities from the effects (e.g. heat,
smoke, gas, toxic fumes, etc.).

Health
Health Risk Assessment (HRA) and health risk management are essential to ensure
that personal, occupational, and environmental health risks in projects and operations
are managed properly. The Health section of the Guidelines is focused on identifying
and managing health risks and driving compliance with local laws and BP standards.
Appraise and Select stage activities are focused on identifying and confirming key
health risks and developing a health plan for the project. Key health risks in both
the project and operational phase are identified through a review of regional health
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MPcp HSSE Guidelines

©2007 BP International Limited

Security
The Group Security Policy underpins and establishes the basis for how BP manages
global security. Our fundamental mission is to provide a safe and secure work
environment by protecting ourselves, our assets and our operations against risk of
injury and loss, or damage from criminal, hostile or malicious acts.

©2007 BP International Limited

MPcp HSSE Guidelines

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1 HSSE - summary

1 HSSE - summary

One of the key expectations of BP’s Group Security Policy is that security will be
taken into consideration during the appraisal, selection, definition and execution of
all new capital projects. As the project moves forward, project requirements will
change. These adjustments should not prevent security analysis from taking place
early, ideally at the Appraise stage. Security risks and plans will inevitably change;
indeed early planning will reveal important areas for reconsideration. Project Managers
should consider security as early as possible in the process. Bolting security onto a
project rather than building it in can be, at best, expensive and, at worst, fatal.

During construction, there are four main tasks that leadership must implement—by
doing, not saying—if the project is to achieve best in class HSSE performance:
•
•
•

Environmental and Social
The OMS Practice, Environmental Requirements for New Projects, is the basis for
the Environmental and Social section of the guidelines. It is a full life-cycle process
based on four fundamental principles:

•
•
•
•

•

Define and clearly communicate the HSSE expectations to each contractor
and sub-contractor bidding on the job.
Consider HSSE as a critical factor in the evaluation of bids and selection of
contractor(s).
Reinforce the contract HSSE requirements with the successful bidder(s)
to ensure that those accountable for managing the project understand the
expectations.
Manage performance of construction activities through site visits, proactive
involvement in HSSE practices, enforcement of the HSSE requirements of
the contract, and close out the construction phase with a post-contract joint
evaluation of the contractor’s and BP’s HSSE performance.

We will identify and understand our impacts.
We will consult with others.
We will design to avoid adverse impacts and minimise use of natural resources.
We will reduce the adverse residual impacts of our wastes, emissions and
discharges.

The early screening of environmental risk brings clarity and transparency to our decision
making process and the Environmental Performance Requirements set consistent
standards for delivery across the businesses. The Environment and Social section
describes the processes to ensure that BP exhibits performance-driven management
and that BP is consistent and transparent wherever the company operates.

Construction Contractor HSSE Management
Construction Contractor HSSE Management describes an eight-phase process
for contractor management consistent with the OMS Practice for Working with
Contractors. Risk identification is a key part of the process and is a key factor in
determining contracting strategy. Active participation by BP and the contractor(s) are
essential to achieve excellent HSSE performance.

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MPcp HSSE Guidelines

©2007 BP International Limited

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2 HSSE leadership
2.1 Introduction
‘Everybody who works for BP, anywhere, is responsible for getting HSSE right. Good
HSSE performance is critical to the success of our business.’

Lord Browne, January 1999

Strong, visible and demonstrated management commitment and leadership is a
critical component of HSSE excellence in projects. The HSSE Guidelines are the
‘BP way’ of how we do projects – we use them everywhere. Management is

accountable for ensuring that these guidelines are implemented.
The attitude of managers and supervisors towards HSSE plays a vital role in achieving
excellent HSSE performance. Examples of HSSE Leadership behaviours that promote
great HSSE performance are:
Set high standards
• Regularly explain HSSE expectations and verify understanding and compliance.
• Focus on sustainable performance improvements in HSSE and measure progress
via leading and lagging indicators.
• Continually emphasize that schedule will never compromise HSSE.
• Consistently recognize good HSSE behaviour and performance. Tackle poor
performance.
Communicate openly
• Talk face-to-face with staff about HSSE performance and concerns.
• Regularly vary communication methods to get the HSSE message across.
• Keep the HSSE message simple and direct.
• Provide prompt, honest feedback on concerns raised by the workforce.
Show concern for people
• Ensure effective mechanisms exist for people to raise HSSE and welfare
concerns.
• Be approachable for informal discussions about HSSE concerns.
• Be personally involved in incident investigation to understand root causes and
communicate learning.
Proactively involve others
• Ensure adequate HSSE resources and training are available; allocate sufficient
time and priority for HSSE initiatives.
• Take personal action to improve HSSE performance by showing enthusiasm,
decisiveness and support.
©2007 BP International Limited

MPcp HSSE Guidelines

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2 HSSE leadership

2 HSSE leadership

Regularly visit worksites and conduct ASAs
• Confirm that BP’s HSSE expectations are communicated to the workers.
• Ensure that the BP Control of Work (CoW) Standard is fully implemented on BP
premises and that effective CoW programmes are implemented on contractor
sites.
• Confirm adequate BP presence and contractor supervision onsite to support and
monitor work.
• Review pre-job risk assessments to ensure that they are task specific; available
in the language(s) of the workers performing the work and that the workers are
aware of the hazards.

2.3 Roles & Responsibilities, Resources & Organization

Although management is ultimately accountable for HSSE performance, BP people
at all levels in the project organization are responsible for leading and engaging the
workforce in meeting our health, safety, security, technical integrity and environmental
goals and objectives. HSSE is integrated as part of everything we do.

2.4 Stakeholder Alignment

The foundation for HSSE excellence in operations begins with creating distinctive
projects – choosing the right projects to build during the Appraise and Select

stages. During Define and Execute, we design the facility for inherently safe and
environmentally sound operations, then build, commission and start-up the facility
safely.

Management establishes clear HSSE roles and responsibilities for all project team
members and allocates competent HSSE resources, and where necessary, provides
specialist expertise to support the line. Recruitment, selection and placement
processes ensure that personnel are qualified and competent to perform their tasks.
Sufficient thought should be given early in the project to the composition of the
HSSE team and the timing when the team members should be committed to the
project. There is a strong bias that the Project HSSE Manager is BP staff.

Open and proactive communications are established and maintained with employees,
contractors, regulatory agencies, public organizations, communities and JV partners
regarding the HSSE aspects of the project. We value the importance of community
awareness and will actively engage in dialogue with various stakeholders to maintain
public confidence in the integrity of our projects and our commitment to HSSE
performance.
2.5 Performance Review

MPcp Expectation
(Appraise – Execute) Management commitment to HSSE is strong, visible
and demonstrated.

2.2 Strategy and Goals
During the CVP Appraise and Select stages, management clearly defines and
communicates to all project team members (BP and contractor) the HSSE strategy
that defines the overall project HSSE philosophy, principles and goals. The HSSE
strategy is fully considered when confirming the fundamental viability of the project,
selecting the development concept, engineering the facility, and during construction,

commissioning and start-up.

20

MPcp HSSE Guidelines

©2007 BP International Limited

HSSE performance metrics (both inputs and outputs) are established, communicated
and understood throughout the project organization. Project management regularly
reviews the HSSE performance metrics to determine progress against objectives
and targets and what management system changes are necessary.
The Integrity Management Standard requires that the Performance Management
System for all projects shall require formal reviews of health, safety, integrity, security
and environmental impacts carried out at key stages. For major projects, GP 48-1
HSSE Review of Projects shall be applied.

©2007 BP International Limited

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2 HSSE leadership - roadmap

2 HSSE leadership - roadmap

Words in bold indicate there are tools and examples to support these themes.
The actions covered are extensive and some may not be relevant to every project; however, all actions should

be considered prior to rejection.

Strategy and Goals

APPRAISE

SELECT

DEFINE

•Establish the HSSE strategy that
defines the overall Project HSSE philosophy, culture, principles, drivers,
and boundaries.

•Update the HSSE strategy as concept options are evaluated and one
is selected.

• Update the HSSE strategy with focus
on planning for Execute stage activities (e.g. fabrication, integration and
installation).

• Implement HSSE strategy.

• Confirm HSSE goals and objectives.

• Assess performance of Execute
stage activities against HSSE targets.

•Define project HSSE high-level
goals, objectives, and targets.

•Establish the protocol for project
leadership to visibly demonstrate
and communicate the commitment to HSSE.

Roles and
Responsibilities

Resources and
Organization

APPRAISE
•Set HSSE expectations for project
team members for the Appraise and
Select stages.

•Define specific HSSE goals and objectives for project and align with
project activities and near term field
work.
•Set specific, measurable HSSE targets for the project.
•Review and update protocol for project leadership to align with Select
stage activities.

SELECT
•Define HSSE roles and responsibilities for project team.

• Assess performance of Define stage
activities against HSSE targets.
• Review and update protocol for project leadership to align with upcoming project activities.

DEFINE

• Review and update (if necessary) HSSE
roles and responsibilities.

EXECUTE
• Review and update project targets
for Execute stage activities.

• Set specific targets for Leadership
(BP and contractor) visibility in the
field.
• Verify that HSSE expectations are
understood and implemented at the
workface by all contractors and subcontractors.

EXECUTE
• Update and communicate HSSE roles
and responsibilities for Execute stage
activities.

APPRAISE

SELECT

DEFINE

EXECUTE

• Develop a high level project HSSE
organizational structure for the
Select stage.

• Develop project HSSE resource and
organization plan.

• Finalize the project HSSE resource
and organization plan for Execute
stage activity.

• Implement HSSE resource and organization plan.

• Develop project HSSE cost estimate
(inclusive of manpower).
• Interface with project services team
to effectively track costs.
• Obtain JV approval (where applicable)
for HSSE resource requirements.

• Identify project HSSE staffing, support needs, and budget for Define
and Execute stages.
• Interface with project services team
to integrate HSSE resource and organization plan into overall project
resource forecast and plans.
• Obtain JV approval (where applicable)
for HSSE resource requirements.

• Hire the project Execute stage HSSE
advisors necessary to assist in contractor audits and development of
site- specific HSSE plans.
• Refine HSSE-related budget/manpower estimates.
• Obtain JV approval (where applicable)

for HSSE resource requirements.

• Periodically review the effectiveness
of the HSSE organization.
• Develop operations HSSE staffing
plan and consider appropriate timing
to hire and assist in the development
of HSSE procedures for the new facility/operations.
• Develop HSSE transition plan and
de-manning strategy from project to
operations.
• Obtain JV approval (where applicable)
for HSSE resource requirements.

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2 HSSE leadership - roadmap

Stakeholder

Alignment

Performance
Review

APPRAISE
• Develop the project external stakeholder engagement strategy in alignment
with other project functions.

2 HSSE leadership - roadmap

SELECT
• Implement the project external stakeholder engagement strategy and begin
the process of active engagement.

DEFINE
• Implement the project external stakeholder engagement strategy.

EXECUTE
• Implement the external stakeholder
engagement strategy.
• Openly communicate HSSE performance, achievements, milestones,
and issues with external stakeholders. Implement the HSSE Monitoring, Assurance and Verification Plan.

APPRAISE

SELECT

DEFINE

EXECUTE

• Establish an HSSE review process
with project and BU leadership to
regularly review HSSE performance.

• Assess HSSE performance and use
information to improve performance
and processes.

• Assess HSSE performance and use
information to improve performance
and processes.

• Verify that HSSE expectations are
understood and implemented at the
workface by all contractors and subcontractors.
• Assess HSSE performance and use
information to improve performance
and processes.

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3 HSSE management

3.1 Introduction
HSSE Management describes the organization, plans and systems that should be
developed and implemented to achieve the HSSE goals and targets defined by
project leadership. A key component of HSSE management is risk management.
Effective management of HSSE risk is recognized across all BP segments as a key
component for the delivery of world class projects. Risk Management Guidelines for
Major Projects defines the project level risk management process to ensure that key
project risks are managed holistically.
Getting HSE right (gHSEr) is the BP HSE Management System Framework which
supports the HSE Expectations to be adopted by all BP managers. The Project
HSSE Manager is accountable to the PGM for ensuring that the project has a
comprehensive overall HSSE strategy and plan for delivering its HSSE goals and
targets, is appropriately resourced, has the necessary management systems in place
and is working in accordance with those management systems to deliver HSSE
performance. Essential responsibilities include:
•
•
•

•
•
•

Confirm that all Health, Safety, Security and Environmental concerns and risks

relating to the full lifecycle of the project, novel technology and nature of the
location have been identified.
Develop a Project HSSE Management Plan that defines HSSE expectations,
organizations, and systems to be used to manage HSSE throughout project
development and execution.
Verify that all applicable regulations, BP standards, practices, requirements and
expectations relative to HSSE have been identified and have been met, e.g.
o Control of Work
o Driving Safety
o Integrity Management
o Environmental Requirements for New Projects
Confirm that HSSE Plans are in place and are being implemented that will assure
HSSE performance during design, construction, commissioning and installation.
Develop a holistic Case for Safety (CfS).
Develop a Transition HSSE Plan that assures operational personnel have adequate
HSSE training, emergency response arrangements and procedures have been
established, and all notifications, and requirements for regulatory and HSSE
contractual compliance have been completed and handed over to the site for
ongoing compliance.

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3 HSSE management

3 HSSE management

gHSEr is the current framework for managing HSE and should continue to be
used until is replaced by an Operating Management System (OMS). When the
OMS is developed, the content of gHSEr will be fully incorporated.

MPcp Expectations
Appraise

An HSSE Management Plan has been developed and
the Project Leadership Team has clearly defined and
communicated to all project team members the HSSE
strategy that defines the overall project HSSE philosophy,
principles and goals.

Select

The Project HSSE Management Plan adequately addresses
the HSSE risks identified and how they will be managed
in future stages, including health, occupational and design
safety, security, environment and social.

Define

The HSSE Management Plan is updated to reflect Define
activities and to identify the HSSE management issues
associated with Execute.

MPcp Expectation
(Appraise – Execute) A documented HSSE Management system is in place
which meets BP’s expectations and requirements.

3.2 Project HSSE Management Plan
The Project HSSE Management Plan describes the organization and HSSE
management systems implemented to manage HSSE risks. All projects shall
implement the following BP Group Standards and future standards as they are
developed:
•


•
•

Personal Safety
o Control of Work
o Driving Safety
Integrity Management
Marine Operations

Within-Execute The HSSE Management Plan is updated to reflect
Execute activities, including construction, installation,
hook-up and commissioning.

The intent of the BP Group Standards is to ensure a formal approach to managing risk
for BP employees and their contractors. The further intent is to promote adoption of
the standards by companies working on behalf of BP on non- BP premises. Projects
should endeavour to hire contractors with HSSE programmes that are as protective,
or more protective, than BP Group Standards, and encourage those who do not have
such programmes to adopt them.

End-of-Execute The project and site are fully implementing robust HSSE

Management Plans, processes and procedures to confirm
preparedness and obtain approvals for start-up.

The Golden Rules of Safety are minimum standards for safeguarding personal safety
and key controls and procedures that must be followed in all places of work. These
rules have been created to allow knowledge from past safety incidents to be shared
widely across BP, and emphasize the basic rules that should be in place at all locations
for managing safety during typical risk activities.

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3 HSSE management

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3.3 Project Planning
The goal of the Project Appraisal Plan (PAP) is to enable an informed decision on
project viability and concept selection. Significant HSSE issues that could affect
the viability of the potential project should be identified and assessed. HSSE risks,

including Major Accident Risks (MAR), are taken into account in the evaluation of
project options.

RTC Task Risk Assessment (see figure 3.1) is one example of a risk assessment
process that has been implemented to systematically identify and manage hazards
associated with specific tasks at the worksite.

RTC

Task Risk Assessment

The Project Execution Plan (PEP) is developed during the Select stage and defines
key project strategies and plans necessary to complete the Define and Execute
stages of the project. All HSSE concerns and risks relating to the characteristics of
the full lifecycle of the project, novel technology, and the nature of the location shall
be identified and managed. HSSE management is a critical component of the PEP.


The

Talk it

Check it

RTC Assessment Process is a pre-task risk assessment led by the supervisor
prior to the start of each shift, or as necessary throughout the shift.

The System

3.4 Risk Management

The risk assessment form is designed as an Aid Memoir with a systematic approach
to identifying the following:

Effective management of risk is recognized across all BP segments as a key
component of the delivery of world class projects. The Integrity Management (IM)
Standard requires that formal procedures are in place to identify hazards associated
with normal and abnormal operations, assess risks, formally document this
information and communicate it to affected staff. New projects with the potential for
a major incident shall assess their risks using the Group MAR Process (ETP No. GP
48-50 Major Accident Risk Process).

30

Risk assess it

•
•
•

Tasks Involved
Hazards Involved
Control Measures

RTC is carried out immediately following the regular toolbox talk at the start of
the shift, or prior to commencing any new task outside the scope of the initial RTC
assessment.

Risk Management Guidelines for Major Projects defines the project level risk
management process to ensure that key project risks are managed holistically. Key

project HSSE risks are identified and assessed as part of this process and a Project
Risk Register is maintained for documenting the results of the process.

The Process

The BP Group Standards (Driving Safety, Control of Work, Integrity Management and
Marine Operations) ensure a formal approach to managing risk for BP employees and
their contractors for these areas. In addition, detailed HSSE risks are managed at the
discipline level (e.g. Health Risk Assessment and Human Rights Risk Assessment)
and by site or job-specific risks assessment techniques (e.g. UXO Risk Assessment,
job-safety analysis, and task risk assessment). The Diving HSSE Guidelines shall
be used in conjunction with other BP Health, Safety, Security and Environment
(HSSE) policies, practices and procedures to manage risks associated with diving
operations.

•
•



MPcp HSSE Guidelines

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©2007 BP International Limited

•
•
•

•

The foreman completes the RTC form at the work site prior to commencing
work.
The foreman and team discuss task specific hazards and control measures.
Once everyone understands the tasks, risks and control measures, an RTC form
is signed.
The foreman inspects the work site and signs the form.
A ‘time-out’ is taken if the task changes, additional risks identified or anyone
thinks it is not safe to proceed.
At the end of the shift, the team signs off on a form confirming that the worksite
is clean and safe.

See toolbox for details on how to implement RTC on your site.

figure 3.1 RTC – task risk assessment
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3 HSSE management

3 HSSE management

3.5 Competency and Training
MPcp Expectations
Appraise

An HSSE risk assessment has been conducted and all

significant HSSE risks, along with all their response plans,
are documented in the overall project Risk Register with
named individuals responsible for managing them and
providing input into regular progress reviews.

Recruitment, selection and placement processes should ensure that personnel
are qualified, competent, and physically and mentally fit for their assigned tasks.
BP and the contractors’ workforce should have the required skills and training to
competently perform their tasks in a healthy, safe and environmentally sound manner.
A plan should be in place to verify that the contractor demonstrate and document
that their workforce (including subcontractors) are trained, competent and meet BP
expectations.

Select

The HSSE risk assessment is updated to ensure that all
risks relating to the characteristics of the full lifecycle of
the project, novel technology and the nature of the location
have been identified. All response plans are documented
in the overall project Risk Register with named individuals
responsible for managing them and providing input into
regular progress reviews.

The IM Standard requires that project, design, construction, operations, maintenance
and contractor personnel shall be trained in the relevant operating and/or maintenance
procedures, and in the potential hazards associated with their work. Understanding
of the training received shall be verified, and competence assessed, at regular
intervals.

Define

The HSSE risk assessment is updated to reflect all Define
activities and to identify the risks associated with Execute.
All response plans are documented in the overall project
Risk Register with named individuals responsible for
managing them and providing input into regular progress
reviews.

Within-Execute The HSSE risk assessment is updated to reflect all Execute
activities. All response plans are documented in the overall
project Risk Register with named individuals responsible
for managing them and providing input into regular progress
reviews.
End-of-Execute The HSSE risk assessment is updated to ensure that all
risks associated with handover and transition to Operations
have been identified and are being managed. All response
plans are documented in a Risk Register with named
individuals responsible for managing them and providing
input into regular progress reviews.

3.6 Incident Reporting and Investigation
All incidents should be reported and investigated to a level appropriate to their
potential for harm. The Financial Control and Accounting (FC&A) Incident Reporting &
Investigation Procedure defines the requirements for doing this. The E&P Safety and
Operations Reporting Decision Tree provides additional guidance to support SPUs
in reporting incidents. The IM Standard requires that all significant IM incidents are
investigated using a recognized root cause analysis process to determine the possible
cause(s) and identify and recommend actions to prevent a recurrence.
Group HSSE Reporting Requirements define BP’s mandatory reporting requirements.
Traction is the Group web-based tool for reporting incidents and recording investigations

and is also used to input performance data such as hours worked. The IM Standard
requires “The SPA IM shall also ensure that findings are promptly addressed and that
resolutions covering both the technical and human factors leading to the incident are
documented in Traction.”
3.7 Crisis Management and Emergency Response
The IM Standard requires that all business segments and BP Operations shall develop
and maintain Crisis Management and Emergency Response (CM&ER) plans, based
on identified hazards and risks including those developed from the MAR process.

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3 HSSE management

3 HSSE management

These plans shall be consistent with the Group Crisis Management Framework.
The Group Crisis Management Framework sets out a management system for
CM&ER in BP, and the recommended good practice for each stage in the process.
Across BP, the response priorities should always be:

•
•
•
•

1. Risk assessment
and prioritisation

2 .Compliance planning

First – People
Second – Environment
Third – Property
Fourth – Business

The fundamental philosophy of over-reaction, assessment, response and subsequent
de-escalation should be adopted.

5. Management
review and
certification

3.Implementation
and operation

3.8 Regulatory and Compliance
The Global HSSE Compliance Framework details the minimum requirements
for HSSE compliance management processes used by BP businesses. It reflects
the underlying premise that businesses must prioritize their HSSE compliance
management activities based on risk. When effectively implemented, resourced

and supported by leadership, HSSE compliance programmes that conform to this
framework will enable projects to reduce their business risks associated with HSSE
non-compliance and support a culture of integrity. (BP’s 5-Step Compliance Process
is illustrated in figure 3.2.)
Implementation of this framework is mandatory for all BP businesses where BP is
the operator. In all other cases, we should strive to influence our partners to adopt
similar processes and procedures.

4. Measurement,
evaluation and
corrective action



figure 3.2 bp’s 5-step compliance process

3.9 Document Management
HSSE documents are developed and controlled in accordance with the project
document management system. It is critical that all relevant HSSE documents are
transferred to operations personnel prior to start-up.
3.10 Action Tracking
HSSE is integrated into the overall project action tracking system. Traction should be
used to document and ‘track to closure’ all actions resulting from HSSE incidents and
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3 HSSE management

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incident investigations. In addition, actions may result from discipline related activities
(e.g. Health Risk Assessments, HAZOPS, ESIAs, Site Security Risk Assessments,
etc.). Although a master HSSE action tracking system may not be practical, all
action items should be documented with names of responsible managers, due
dates and ‘track to closure’ data. HSSE actions should be rigorously reviewed by
management on a regular basis to ensure that actions are closed on-time.
3.11 Management of Change (MoC)
The IM Standard requires that all BP Operations shall maintain a Management of
Change (MoC) system to ensure continued integrity and safe operation in the event
of temporary or permanent changes to technology, facilities, equipment, operations
or organization. For Major Projects that are executed in or on behalf of the SPU/BU,
there is a preference to use the SPU/BU MoC system in order to provide consistency
and continuity at handover of the project to operations. The use of one MoC system
will also provide the SPU/BU with the ability to easily review the project’s design and
execution and understand where exceptions to site technical practices or waivers to
industry standards were approved by project management.

Project HSSE Reviews (PHSSERs) are an essential element of a project’s
assurance strategy and are specifically mandated by the Integrity Management
Group Standard. ETP GP 48-01 Guidance on Practice for HSSE Review of Projects

defines the process and detailed procedures for the conduct of PHSSERs. The overall
objective of the PHSSER process is to assure the client Business Unit that HSSEsensitive areas have been identified and that the appropriate project, engineering
and operational systems have been or will be developed to control the identified
risks. Assurance is provided by reviewing proposals at various key stages in their
development. (See figure 3.3). PHSSERs heighten the awareness of HSSE risks
and help make HSSE an integral part of the gated decision and approval process
for projects within CVP. PHSSER reports are an important element of the decision
support packages required at each CVP stage gate.
Additional requirements of GP 48-01 include:
•
•
•

3.12 Knowledge Management
Well managed knowledge is essential to build on the BP way of doing HSSE in projects
as described in these guidelines. The key processes, technology applications and
supporting roles outlined in the MPcp Knowledge Management Guidelines should
be implemented to ensure that we apply our best HSSE knowledge to our projects
every time.

Variances from this GP are expected to be rare and must be reviewed and
approved by the SPU Engineering Authority, who will consult with the HOD
Engineering on significant variances.
Projects shall document completion of all HSSE recommendations (PHSSER,
HAZOP, etc).
Formal acceptance of the Pre-Start-up HSSE Review recommendations by the
host site Business Unit Leader or his nominee and completion of priority actions
should be a condition of start-up.
The 7 PHSSERs
‘Creating Distinctive Projects’

Appraise

Select

‘Delivering with World Class Execution’

Define

Execute

Operate

3.13 Monitoring, Assurance and Verification
Key features of HSSE monitoring, assurance and verification are:
•
•
•
36

Management’s accountability for establishing effective documented processes
to deliver HSSE performance.
Effective monitoring, review and verification processes involving audits, peer
reviews, internal assessments and external assessments.
Plans to improve HSSE performance and address areas requiring attention.

MPcp HSSE Guidelines

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Appraise Stage
PHSSER



Select Stage
PHSSER

figure 3.3 the 7 PHSSERs

©2007 BP International Limited

Pre-Sanction
Stage
PHSSER

Construction
Stage
PHSSER

Detailed
Engineering
Stage
PHSSER

Operate
Stage
PHSSER

Pre-Startup

Stage
PHSSER

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3 HSSE management

3 HSSE management

MPcp Expectations
Appraise

A plan has been developed for application of GP 48-01
(Guidance on Practice for HSSE Review of Projects), the
Appraise PHSSER has been completed, and a plan for the
Select PHSSER is available for implementation.

Select

The Select stage PHSSER has been completed and a
plan for the Define PHSSER (Pre-Sanction) is available for
implementation.

Define

A Pre-Sanction PHSSER is completed and a plan is in place
to conduct Detailed Engineering, Construction and PreStart-up PHSSERs.

Within-Execute Detailed Engineering and Construction PHSSERs have
been conducted and there are plans for a Pre-Start-up
PHSSER.
End-of-Execute A Process Safety and Start-up Review (PSSR) and Pre-Startup PHSSER have been completed and actions required for
start-up have been completed.

Tools and examples are available via
the Projects Library at


and on the CD included with
these guidelines

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MPcp HSSE Guidelines

G

H

S

E

R

5 STAR
Safety PROGRAM

The Five Star Safety Program recognises and rewards positive
safety behaviours and deters negative safety behaviours by
encouraging all site personnel to contribute to site safety and by
providing a simple incentive scheme.
How it works

After receiving the Site HSE Induction, each
employee receives the red ‘Five Star’ stickers that
are placed fully visible on the right side of the hard
hat.


Employees will be rewarded a silver star for
exceptional HSE actions or leadership.



Every third star earned will be a gold star.



Violation of one of the Golden Rules results in
removal of a red star.

The 5 Star Safety Program is an example of a safety Recognition
& Reward program. See the Five Star Program on the Tools and
Example CD for additional details.

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3 HSSE management - roadmap

3 HSSE management - roadmap

Words in bold indicate there are tools and examples to support these themes.
The actions covered are extensive and some may not be relevant to every project; however, all actions
should be considered prior to rejection.

Project HSSE
Management Plan

APPRAISE

SELECT

DEFINE

EXECUTE

• Develop a Project HSSE Management Plan (HSSE-MP) that addresses full cycle activities.

• Update the HSSE-MP to reflect Select stage activities.

• Update the HSSE-MP to reflect Define stage HSSE activities.

• Update the HSSE-MP to reflect Execute stage HSSE activities.
• Provide HSSE input into project process for handover to operations. (Go,
No-Go, etc.)

• Align the Project Circles of Influence with the scope of project activities and clearly articulate in the
HSSE-MP.

Project Planning

Risk Management

Competency and
Training

APPRAISE

SELECT

• Provide HSSE input into the Project Appraisal Plan.

• Update HSSE content of the Project Appraisal Plan.

• Provide HSSE input into Define Stage
DSP.

• Provide HSSE input into Appraise Stage
DSP.

• Provide HSSE input into Select Stage
DSP, the Define FM and the PEP.

• Provide HSSE input into the Execute FM.

MPcp HSSE Guidelines

EXECUTE
• Monitor Execute stage activities to
ensure HSSE conformance to the
Project Execution Plan.

APPRAISE

SELECT

DEFINE

EXECUTE

• Develop an HSSE risk management
strategy as part of overall Project
Risk Management Strategy.

• Develop HSSE risk management
plans as an integrated part of overall
Project Risk Management Plan.

• Implement the risk management plan
and monitor to ensure effectiveness.

•Implement the risk management
plan and monitor to ensure effectiveness.

• Conduct an HSSE risk assessment
and document all significant HSSE
risks in a project risk register.

• Update HSSE risk profile as project
risks evolve and update project risk
register.

APPRAISE
• Develop an HSSE competency and training strategy for the project team, suppliers, agency personnel, and contractors.

SELECT
•Develop a HSSE competency and
training matrix for the project team and
agency personnel.
• Integrate contractor HSSE training requirements into the contractor management process.

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DEFINE

©2007 BP International Limited

• Update HSSE risk profile as project
risks evolve and update project risk
register.

DEFINE
• Implement and monitor the HSSE competency and training delivery plan.

•Update HSSE risk profile as project
risks evolve and update project risk
register.

EXECUTE
• Implement the HSSE competency and
training delivery plan.

• Ensure that contractor HSSE training requirements are included in the contractor management process.

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3 HSSE management

Incident Reporting
and Investigation

3 HSSE management

APPRAISE

SELECT

DEFINE

EXECUTE

•Develop and communicate HSSE
incident reporting and investigation requirements consistent with
the FC&A Incident Reporting & Investigation procedure and Group
HSSE Reporting Requirements.

•Update incident investigation and reporting procedures in alignment with
the Project Circles of Influence.

• Update incident investigation and reporting procedure in alignment with
the Project Circles of Influence.

• Update incident investigation and reporting procedure in alignment with
the Project Circles of Influence.

•Train new project team members and
contractors on incident reporting procedures.

• Train new project team members and
contractors on incident reporting procedures.

• Train new project team members
and contractors on incident reporting
procedures.

.

Crisis Management
and Emergency
Response

Regulatory and
Compliance

APPRAISE
• Develop Crisis Management and Emergency Response (CM) plans aligned
with identified HSSE hazards and risks,
including health, security and those developed from the MAR process.

• Review and update CM plans at least
annually.

DEFINE

EXECUTE

• Review and update CM plans at least annually and ensure readiness for Execute
Stage activities.

• Review and update CM plans at least
annually and ensure readiness for operations.

• Conduct training, drills and exercises for
IMT members to ensure competency.

• Conduct training, drills and exercises
for IMT members to ensure competency.

APPRAISE

SELECT

DEFINE

EXECUTE

•Develop timeline for implementation
of BP Global HSSE Compliance
Framework for project.

• Develop a matrix of local, national and
international regulatory requirements.

• Implement the strategy and plan to
ensure compliance with all regulatory
requirements and acquire the regulatory approvals required to operate.

• Implement the strategy and plan to
ensure compliance with all regulatory
requirements and acquire the regulatory approvals required to operate.

• Develop a plan to ensure site HSSE
compliance requirements for Execute
are understood and met.

• Implement plan to ensure site HSSE
compliance requirements are met for
Execute stage activities.

•Identify key regulatory requirements
and milestones and incorporate
within the Relationship Management
Plan.

Document
Management

SELECT

APPRAISE
•Develop and file HSSE documents
consistent with the project document
management procedure.

• Develop a strategy and plan to ensure
compliance with all regulatory requirements and acquire the regulatory approvals required to operate.

SELECT
•Develop and file HSSE documents
consistent with the project document
management procedure.

DEFINE
• Develop and file HSSE documents consistent with the project document management procedure.

EXECUTE
• Develop and file HSSE documents consistent with the project document management procedure.
•Ensure a process for the transfer of
HSSE documents to the Operations
Team.

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3 HSSE management

Action Tracking

APPRAISE

SELECT

DEFINE

EXECUTE

•Integrate HSSE within the overall
project action tracking strategy.

•Interface with project services to
ensure integration of HSSE actions
within the overall project action tracking process.

• Include HSSE actions within the overall
project action tracking process.

• Include HSSE actions within the overall
project action tracking process.

•Utilize Traction for HSSE incident tracking.

• Ensure a process for the transfer of
open HSSE actions to Operations
Team.

DEFINE

EXECUTE

•Utilize Traction for HSSE incident
tracking.

Management of
Change (MoC)

3 HSSE management

APPRAISE
• Integrate HSSE within the project MoC
system.

•Utilize Traction for HSSE incident tracking.

SELECT
• Implement the MoC procedure to
manage HSSE risks associated with
changes.

•Use the MoC procedure to manage
HSSE risks associated with changes.
• Periodically audit the MoC system and
MoC register to ensure conformance
with the MoC procedure.

Knowledge
Management

Monitoring,
Assurance and
Verification

•Periodically audit the MoC system
and MoC register to ensure conformance with the MoC procedure.
•Develop a process to transfer HSSE
MoCs to the Operations Team.

APPRAISE

SELECT

DEFINE

EXECUTE

•Integrate HSSE into the project
Knowledge Management Plan.

• Capture Appraise and Select HSSE lessons at the end of Select.

• Incorporate lessons learned from previous projects.

• Capture Define and Execute HSSE
lessons at end of Execute.

•Establish a process to incorporate
HSSE lessons learned from previous projects.

• Incorporate lessons learned from previous projects.

APPRAISE
• Develop and implement an HSSE Monitoring, Assurance and Verification
Plan that clearly articulates the assurance activities to be conducted during
the project.

SELECT

•Conduct Select Stage PHSSER.

• Ensure a process for the transfer of
HSSE lessons learned to the Operations Team.

DEFINE
• Conduct Pre-Sanction Stage PHSSER.

EXECUTE
•Conduct Detailed Engineering, Construction and Pre-Startup PHSSERs.
•Conduct Pre-Startup Safety Review
(PSSR).

• Conduct Appraise Stage PHSSER.

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4 health

4.1 Introduction
The Group Health, Safety, Security & Environment (HSSE) policy underpins and
establishes the basis for how BP manages health matters globally. It determines
that our fundamental mission is to provide a safe, secure and healthy workforce and
working environment by protecting ourselves, our assets, the local community and
our operations, while ensuring ‘No Harm to People’.
One of the key expectations of BP’s getting HSE right (gHSEr) and getting Health right
(GHR) is that health will be taken into consideration during the proposal, planning and
implementation stages of all new capital projects. The aim of this section is to provide
guidance to project management, project HSSE professionals and contractor groups,
to ensure that effective measures are taken at all CVP stages to ensure a healthy
workforce and working environment.
The benefits of a common process for health are:
•
•
•

•
•

Avoidance, control and mitigation of health risks through early identification and
planning
Full alignment with business objectives and deliverables
Simplicity and Efficiency
o The use of common language across projects
o Reduced workload - no need to reinvent health management for each
project
o Consistent health management throughout the life of the project
Better connectivity and access to timely technical support from the function
One ‘BP way’ of delivering Health

4.2 Scope
The following guidelines apply to all E&P Major Projects. For projects in existing
assets (e.g. North Sea, GoM and Colombia), much of the health infrastructure and
processes may already be in place and some actions may not be relevant. However,
for projects in new areas or where assets do not currently exist, the actions may be
relevant and required.
As the project moves forward, the health priorities will change. This should not
prevent health analysis from taking place early, where possible at the onset of the
Appraise stage. The health risks and required health protection programmes will also
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4 health

4 health

inevitably change; indeed early planning will reveal important areas for reconsideration.
Therefore, project managers are strongly advised to consider health matters as early
as possible in the process.
4.3 Health Resources
A review of pre-Appraise health related activities should be conducted to confirm
what health risks were identified and the health policies, procedures and organization
implemented to manage them. Prior to the Access stage, a review of the location
and the environment should have been conducted to identify the health risks and
ensure that health policies and procedures were implemented to protect staff. At the

Access stage, competent health resources should have been assigned to support
the team.
For projects where medium or high health risks are present, a full time Health
Manager should be appointed at the start of the Appraise stage. A project health
team should be put in place whose composition, size and organizational structure
meets the assessed health and industrial hygiene risks in the selected project option.
Industrial hygiene and health support staff needs should be assessed, and resources
should be defined and regularly reviewed as the project progresses.

4.4 Health Impact Assessment (HIA) – Outside the Boundary Fence
A Health Impact Assessment (HIA) is a combination of procedures, methods and
tools by which a project may be judged as to its potential effects on the health of a
population, and the distribution of those effects within the population. The HIA should
be integrated with the Environmental and Social Impact Assessment (ESIA), and the
communities’ opinions and needs affected by the project should form an integral part
of the assessment. Based on the HIA, health policy and procedures are developed
and implemented that mitigate the potential negative health impacts.
4.5 Workplace Health Risk Assessment (HRA)
Health Risk Assessment (HRA), in an occupational context, considers all the ways
in which the work environment and the actual tasks to be done potentially impact
on workers’ health. HRA may need to cover individual cases or may be generic for a
group of people doing the same tasks in the same place. HRA should continue for
the life of the project and must be appropriate for the degree and complexity of the
activities being undertaken.
4.6 Health Management Plan

Occupational Health

BP’s commitment to ‘No Harm to People’ clearly positions health and well-being as
integral to the business process. Everyone has a responsibility and a role in ensuring

that BP’s activities, products and emissions do not adversely affect the health and
well being of employees, contractors, customers or the public.

Disease/Illness
Health surveillance
Occupational
Medicine
Occupational
Health &
Well Being

Exposure
Effective control

Industrial
Hygiene

Work Activities

48



figure 4.1 occupational health

MPcp HSSE Guidelines

Managers have the overall accountability for health, and therefore should
establish suitable health programmes. This commitment and responsibility
is about much more than maintaining basic health and safety standards or

achieving the neutral point that ‘No Harm’ represents. It is about recognizing
that health includes mental, physical, social and environmental well-being, and
encompasses a spectrum from illness to optimum wellness. Truly effective health
management includes creating an environment that provides the opportunities
for individuals to optimize their own health and well-being, thereby improving
both personal and business performance and fully realizing their potential.

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