Nnpc Ms 2012 May Rev1

HEALTH, SAFETY AND ENVIRONMENTAL MANAGEMENT SYSTEM

SEPTEMBER 2011

NNPC HSE Management System

This document if printed is not a controlled document Page 2 of 79

Status Page Title: NNPC Group Health Safety and Environment Management System Authors: NNPC, Arts in Science Ltd Reviewed By: NNPC, Arts in Science Ltd Approved by: GMD, NNPC Document owner: GM HSE Security: Non-confidential Distribution: All NNPC Employees Next review date: August 2014 Change history: Revision Date Reason Authorised 0 September 2011 New document 1 February 2012 Update with

comments from NNPC

NNPC’s HSE department will maintain this HSE MS; they will disseminate current versions to staff. Printed copies are uncontrolled copies.



Table of Contents

0 MANAGEMENT SUMMARY AND INTRODUCTION.....................................................................................5 0.1 OBJECTIVES OF THE HSE MS ..............................................................................................................................................5 0.2 INTRODUCTION ......................................................................................................................................................................5 0.3 MANAGEMENT ENDORSEMENT...........................................................................................................................................7 SECTION 1....................................................................................................................................................................8 LEADERSHIP AND COMMITMENT........................................................................................................................8 1.1. NNPC HSE LEADERSHIP AND COMMITMENT .........................................................................................................................8 1.2 HSE MANAGEMENT SYSTEM (GUIDE):......................................................................................................................................9 1.3 ELEMENTS OF LEADERSHIP AND COMMITMENT...................................................................................................................9 SECTION 2................................................................................................................................................................. 11 POLICY AND STRATEGIC OBJECTIVES............................................................................................................. 11 2.0 INTRODUCTION ................................................................................................................................................................... 11 2.1 POLICY.......................................................................................................................................................................................... 11 2.2 STRATEGIC OBJECTIVES ............................................................................................................................................................. 11 SECTION 3................................................................................................................................................................. 12 ORGANISATION, RESOURCES AND DOCUMENTATION .............................................................................. 12 3.1 NNPC ORGANISATIONAL STRUCTURE AND RESPONSIBILITIES .................................................................................. 12 3.2 HSE ADVISERS AND MANAGEMENT REPRESENTATIVE(S) .......................................................................................... 13 3.3 RESOURCES.......................................................................................................................................................................... 13 3.4 COMPETENCE ...................................................................................................................................................................... 13 3.5 CONTRACTORS .................................................................................................................................................................... 14 3.6 COMMUNICATION ............................................................................................................................................................... 14 3.7 DOCUMENTATION AND ITS CONTROL.............................................................................................................................. 15 SECTION 4................................................................................................................................................................. 17 EVALUATION AND RISK MANAGEMENT......................................................................................................... 17 4.1 IDENTIFICATION OF HAZARDS AND EFFECTS ................................................................................................................. 17 4.3 RECORDING HAZARDS AND EFFECTS............................................................................................................................... 20 4.3A LEGAL REQUIREMENTS...................................................................................................................................................... 20 4.4 OBJECTIVES, PERFORMANCE CRITERIA AND PLAN........................................................................................................ 20 4.5 RISK REDUCTION MEASURES ........................................................................................................................................... 21 SECTION 5................................................................................................................................................................. 22 5.0 PLANNING .................................................................................................................................................................................... 22 5.1 GENERAL...................................................................................................................................................................................... 22 5.2 ASSET INTEGRITY ....................................................................................................................................................................... 22 5.3 PROCEDURES AND WORK INSTRUCTIONS ............................................................................................................................... 23 5.4 MANAGEMENT OF CHANGE ....................................................................................................................................................... 23 5.5 CONTINGENCY AND EMERGENCY PLANNING .......................................................................................................................... 24 SECTION 6................................................................................................................................................................. 25 6.0 IMPLEMENTATION AND MONITORING ..................................................................................................................................... 25 6.1 ACTIVITIES AND TASKS .............................................................................................................................................................. 25 6.2 MONITORING ............................................................................................................................................................................... 25 6.3 RECORDS ...................................................................................................................................................................................... 26



6.4 NON-‐COMPLIANCE AND CORRECTIVE ACTIONS ..................................................................................................................... 26 6.5 INCIDENT REPORTING AND FOLLOW-‐UP................................................................................................................................. 26

SECTION 7................................................................................................................................................................. 27 AUDITS AND REVIEWS ......................................................................................................................................... 27 7.1 AUDITING............................................................................................................................................................................. 27 7.2 REVIEWING.......................................................................................................................................................................... 27 APPENDIX A........................................................................................................................................................................................ 28 REMEDIAL ACTION PLAN (RAP) .................................................................................................................................................... 28 APPENDIX 1 ........................................................................................................................................................................................ 29 NNPC CORPORATE HSE DOCUMENT LIST..................................................................................................................................... 29 APPENDIX 2 ........................................................................................................................................................................................ 30 NNPC GROUP HSE POLICY STATEMENT........................................................................................................................................ 30 APPENDIX 3 ........................................................................................................................................................................................ 31 ORGANISATIONAL CHART ................................................................................................................................................................. 31 APPENDIX 3.1..................................................................................................................................................................................... 35 STAFF POSITIONS AND DESCRIPTIONS............................................................................................................................................. 35 APPENDIX 4 ........................................................................................................................................................................................ 60 HAZID AND HEMP WORKSHOP PARTICIPANT LIST ................................................................................................................... 60 APPENDIX 5 ........................................................................................................................................................................................ 63 GROUP SAFETY AND ENVIRONMENTAL PROTECTION POLICY..................................................................................................... 63 APPENDIX 6 ........................................................................................................................................................................................ 71 RAM DEFINITIONS............................................................................................................................................................................ 71 CONSEQUENCE CATEGORY DEFINITION.......................................................................................................................................... 72 APPENDIX 7 ........................................................................................................................................................................................ 73 NNPC GROUP HAZARD LIST ........................................................................................................................................................... 73 APPENDIX 8 ........................................................................................................................................................................................ 80 HAZARD AND EFFECTS REGISTER ................................................................................................................................................... 80



0 Management Summary and Introduction 0.1 Objectives of the HSE MS The objectives of the NNPC Health, Safety and Environment Management System (HSE MS) are:

• To demonstrate the existence of a systematic HSE MS in place for NNPC designed to ensure compliance with applicable legislation and relevant NNPC policies within a single document;

• To achieve continuous HSE performance improvement; • To show that Environmental, Safety and Occupational Health hazards are evaluated

and managed in accordance with ISO 14001: 2004 and OHSAS 18001: 2007 requirements;

• To show that there are controls in place for identified hazards and effects; • To demonstrate that all hazards which may be Low, Medium or High have been

identified and assessed with suitable control measures put in place to reduce the risk to As Low as Reasonably Practicable (ALARP).

0.2 Introduction This HSE MS covers all operations in NNPC’s, SBUs and CSUs. The process of preparing the HSE MS included field visits, gap analysis, HAZID and HEMP workshops of in-house stakeholders preceded by a kick off meeting held at NNPC Towers. The workshops were held in the following order:

1. HAZID workshop on 3-4 August 2011 held in Abuja, 2. HEMP workshops on 17-18 August 2011 held in Abuja and, 3. HEMP workshop on 6-8 September 2011 in Port Harcourt.

Field visits were conducted per project schedule. The guideline used for preparing this HSE MS is the E&P Forum Guidelines for the Development and Application of Health, Safety and Environmental Management Systems. NNPC recognizes that there are inherent risks associated with her operations and has therefore subscribed to the principle of risk acceptance, which is the point at which no more can be done to reduce risk. NNPC therefore subscribes to reducing risks to the principle of As Low AS Reasonably Practicable (ALARP). The risk acceptance criteria used in this Management System is as per industry practice adopted from E & P companies operating in the same region and environment. This is described in Section 4 of this document. The hazard register is located in Appendix 8 of this document. This HSE MS demonstrates that the objectives stated above have been adequately assessed.



0.2.1 Custodian The HSE MS custodian is responsible for maintaining the HSE MS document, he/she ensures that revisions and updates to the document are done when needed and ensures the document is controlled and available to all NNPC staff. 0.2.2 Review The HSE MS shall be reviewed under the following conditions:

• Changes in operations and organizational structure • Audit conducted gives rise to remedial works • Significant changes to the HSE MS or facility • Introduction of a new activity not already considered

A review of the entire HSE MS will be conducted every three (3) years. As a minimum the contents of the HSE MS will be reviewed for accuracy, the revised document will be re-issued. 0.2.3 HSE MS Sections The HSE MS has seven (7) sections; they are briefly described below and are based on the E&P Forum Guidelines for the Development and Application of Health, Safety and Environmental Management Systems Report No. 6.36/210. The diagram and table shows the key elements needed to effectively manage HSE in NNPC’s operations.

Figure 1: HSE MS Elements



Table 1: HSE MS Elements Description 0.3 Management Endorsement NNPC’s Management endorsed the development of this HSE MS.

• Concerns HSE MS Element

• Top down commitment, company culture • Key to success of the system

Leadership & Commitment

• Corporate intentions, principles in respect to HSE Policy & Strategic objectives

• Organisation of people, available resources • HSE documentation

Organisation, resources and documentation

• Identidication & assessment of HSE risks • Development of control measures

Evaluation & risk management

• Work activities • Plan for changes, Emergency Response Planning

• Performance & monitoring activities • Corrective Action Process

Implementation & monitoring

• Periodic assessments of system performance • Effectiveness, suitability Audit & Review



SECTION 1

Leadership and Commitment

1.1. NNPC HSE Leadership and Commitment (ISO 14001:2008 Clause 4.1.2, OHSAS 18001:2007 Clause 4.2) The basis of NNPC's Health Safety and Environment Management System (HSE MS) is visible leadership and commitment from top management of the company. NNPC senior management is fully committed to the management system, senior management shall adopt a visible leadership role. A culture of proactive HSE management will be promoted if staff and contractors believe senior management to be driving sound HSE performance. This belief is developed and enhanced by visible leadership that starts at senior management level and cascades down to supervisor level which includes leading by example. Proactive target setting that involves consultation with staff and contractors and is driven by individual and team performance appraisal further enhances this. Informed involvement is through personally overseeing the development of the HSE Management System, reviewing implementation at site level and in allocating appropriate resources to meet targets. This chapter addresses the top-down commitment and management actions necessary for the success of NNPC's HSE MS implementation. All top Management, i.e. Managing Directors or Chief Executives of NNPC and it's subsidiary Companies shall provide strong and visible leadership to promote a culture in which all employees share a commitment to HSE. They shall do this through setting a personal example, demonstrating commitment to implementing the HSE-MS, communicating the HSE expectations with employees, discussing and reviewing progress against specific HSE targets and demonstrating personal participation in HSE activities, structured HSE meetings and site visits which is one of the critical success factors for ensuring that Policy objectives are met. Top/Senior management and supervisors shall be regarded as fully committed to HSE by all staff and contractors. They are to be seen as providing a leading role towards constant improvement through leadership and action planning. They shall show informed involvement in all HSE issues, to demonstrate leadership and commitment



1.2 HSE Management System (Guide): Leadership and Commitment

How does management demonstrate their leadership to HSE issues? Are you committed to improving NNPC's HSE performance?

Visibility Does your senior management provide a strong and visible commitment to HSE?

Target Setting Are you involved in setting both 'result' and 'improvement' targets for HSE, for the Company and for your own annual appraisal?

Company Culture How would you describe the 'Company culture” of NNPC? How does company culture contribute towards achieving a commitment to HSE?

Informed Involvement How has your line management demonstrated their involvement in activities such as resource allocation, high priority HSE areas, follow up actions and undertaking training?

Table 2: HSE MS Guide 1.3 Elements of Leadership and Commitment

• Informed Involvement • Target Setting • Visibility • Culture

1.3.1 Informed Involvement To demonstrate leadership and commitment, NNPC's senior management shall show informed involvement in HSE issues. Senior managers can achieve this by:

• Reviewing the progress both in the development and content of NNPC's HSE Management System.

• Allocating appropriate resources and expertise to meet HSE targets (e.g., finance, manpower, technology, skills and training).

• Undertaking relevant training themselves. • Being fully aware of NNPC's high priority areas for improvements identified in the HSE

Management System, particularly in relation to legal compliance and stakeholder issues.

• Being fully aware of the status of the follow up actions. • Being personally involved in the improvement efforts arising from the formal senior

management 'review' of NNPC's HSE Management System. • Regularly attend and chair HSE meetings. • Promote HSE issues in company communications. • Conduct workplace HSE inspections personally. • Develop pro-active HSE targets underpinned by activity plans. • Prepare HSE letter of assurance supported by a completed HSE Management System

Self Assessment Questionnaire annually. 1.3.2 Target Setting NNPC's senior management shall be proactive in target setting. They do this through developing and discussing improvement targets; ensuring staff have HSE targets in their appraisals,



participating in the review of HSE indicators, providing immediate and visible involvement in incidents and in setting targets. Senior managers can demonstrate this by:

• Jointly developing and discussing with their managers, employees and contractors HSE 'result' and 'activity' improvement targets and indicators.

• Ensuring staff have HSE 'result' and 'activity' targets in their appraisals. • Setting minimum expectations in HSE Specifications. • NNPC seeks to create and sustain a Company culture in which all employees share a

commitment to HSE. 1.3.3 Visibility NNPC's senior management shall provide strong and visible leadership to promote a culture in which all employees share a commitment to HSE. In addition to personally participating in HSE activities (e.g. training, reward and recognition schemes, industry/contractor workshops, conferences and audits), senior management can set a personal example in day-to-day work by;

• Putting HSE matters high on the agenda of meetings. • Participating in the review of performance against all HSE plans and targets. • Providing immediate and visible response and involvement in the case of an incident

or any other disruption to normal business. • Communicating the importance of HSE considerations in business decisions and in

communication with stakeholders. • Seeking internal and external views on HSE. • Recognising achievement.

NNPC's commitment to HSE is further demonstrated by:

• Communicating its HSE expectations to employees and contractors. • Developing annually, an HSE plan and inclusion of HSE issues in strategic planning.

1.3.4 Company Culture NNPC seeks to create and sustain a Company culture in which all employees share a commitment to HSE. Both NNPC employees and contractors shall be involved in creating and maintaining this supportive culture. Senior management should demonstrate informed involvement in HSE issues. They do this through reviewing the progress in the development and content of the HSE Management System, making resources available to meet HSE targets and undertaking relevant HSE training, in addition, they should be fully aware of the high priority areas for improving NNPC's HSE Management System and are personally involved in improvements arising from formal management reviews of the HSE Management System.



SECTION 2 Policy and Strategic Objectives 2.0 Introduction NNPC Policy and Strategic Objectives are its corporate intentions, principles of action and aspirations with respect to health, safety and environment, with the aim of continuously improving HSE performance. NNPC management has defined and documented its HSE policies and strategic objectives and ensures that they are consistent and relevant to its activities, products, services, and their effects on health, safety and environment. They ensure they are:

• Implemented and maintained at all organizational levels. • Publicly available to its staff, contractors and third parties. • Consistent with its policies. • Commit the company to meet or exceed all relevant regulatory and legislative

requirements. • Apply responsible standards of its own where laws and regulations do not exist. • Provide for the setting of HSE objectives that commit.

2.1 Policy (ISO 14001:2004 Clauses 4.2, and OHSAS 18001:2007 Clauses 4.2) NNPC has a corporate HSE policy endorsed by the Group Managing Director/CEO that complies with relevant Nigerian regulations and International Standards. These corporate policies will be displayed around all operations, flow stations, gas plants, Refineries, LPG plant, and administration offices in Nigeria and London written in the most common language (English) spoken on these locations. They are designed to highlight how we can best protect the welfare of our staff, the environment we work in, and third parties who may be exposed to NNPC operations. Adhering to the policy statements is a condition of employment, and non-conformance to the policies will not be tolerated, and dealt with accordingly. See Appendix 2. 2.2 Strategic Objectives (ISO14001:2004, OHSAS18001:2007 Clause 4.3.3) Strategic HSE objectives are set at the beginning of each year, they focus on step by step actions and strategies to reduce accidents in the work place, improve NNPC HSE culture, promote its profile and it shall be reviewed periodically. Other key objectives are set to improve Health, Safety and Environmental performance, workforce abilities and technical skills. To achieve this and continuous improvements in HSE issues, NNPC shall develop and maintain a HSE Plan developed annually. The HSE Policy shall be cascaded with specific actions for each area specific to the project.



SECTION 3 Organisation, Resources and Documentation 3.1 NNPC Organisational Structure and Responsibilities (ISO14001: 2008 Clause 4.4.1, OHSAS18001: 2007 Clause 4.4.1) The NNPC’s Corporate organizational structure is described on the NNPC website, http://www.nnpcgroup.com. The corporate organizational structure is in Figure 3. Located in Appendix 3 are samples of GHR organograms and the NNPC Group HSE organogram.

Figure 2: NNPC Corporate Organisational Structure HSE roles and responsibilities of key NNPC staff are clearly stated in their job descriptions, and are available to the staff and with GHR, Corporate Services. A sample is located in Appendix 3.1. Supervisors are responsible for communicating the Health, Safety and Environmental roles of their subordinates to them; this is an index for measuring the staff’s overall performance on the job.



GED of each directorate ensures the implementation of the HSE MS in line with this standard. The Managing Directors of SBUs and the Group General Manager’s of CSUs is responsible for applying and implementing the HSE MS to their operations. It is the responsibility of all staff to ensure that their activities are done safely and with minimal impact to the environment. Detailed descriptions and drawings of NNPC’s facilities can be found in each SBU or CSU. 3.2 HSE Advisers and Management representative(s) (ISO14001: 2008 Clause 4.4.1, OHSAS18001: 2007 Clause 4.4.1) The GM HSE is NNPC’s appointed HSE MS Management representative. He is accountable and responsible for the implementation and maintenance of the HSE MS. He reports to the Group Managing Director through the Group Executive Director Engineering and Technology Division Group HSE has corporate HSE Advisers with clearly defined roles for supporting the SBUs and CSUs. Each SBU/CSU has HSE advisers in the line to support the SBU. They have knowledge of SBU/CSU operations, its activities and HSE challenges and the required skills to manage them. HSE Advisers report on the HSE performance of their operations to management for review and improvements. Line Managers/Team leaders are responsible for implementing the HSE MS in their respective SBUs and CSUs. 3.3 Resources (ISO14001: 2008 Clause 4.4.1, OHSAS18001: 2007 Clause 4.4.1) It is the responsibility of NNPC Management to provide and allocate adequate resources (financial, equipment/infrastructure, technology and human resources) for the effective implementation, maintenance and continuous improvement of the HSE MS. The allocation of resources is reviewed annually as part of the review process of the HSE MS. 3.4 Competence (ISO14001: 2008 Clause 4.4.2, OHSAS18001: 2007 Clause 4.4.2) 3.4.1 Competence Assurance and Competent persons NNPC has a process in place for identifying HSE competencies and selection of appropriate staff prior to employment into HSE critical roles. This is applicable to both staff and contractors. All personnel that carry out HSE critical activities have the relevant knowledge, qualifications, training, skill and experience to perform their tasks.

The continued competence of staff to perform their duties is reviewed and assessed regularly for continuous improvement. The Mineral and Oils (Safety) Regulations (MOSR) of 1997, Part II section 5 states that ‘competent persons’ as a legal requirement should supervise various activities including production (maintenance), loading operations, drilling etc.



These ‘competent persons’ are to be appointed in writing by NNPC Management. This certification is used to support the Permit to Work system - a system aimed at controlling non-routine and potentially hazardous work, which is in use in NNPC.

3.4.2 Training NNPC has a training plan that is aimed at closing the shortfalls in staff competence and improving the competence of staff through the identification and provision of required training. It is the responsibility of each staff to attend trainings identified for them. The process is managed by the Group Learning Department. Trainings in NNPC are provided through formal (structured courses) and informal (learning on the job, mentoring) means. Training records are maintained by the Group Learning Department and by various SBUs and CSUs. 3.5 Contractors Every contract has an identified NNPC staff/sponsor who is responsible for all activities relating to the contract. Each contract/contractor is assessed for HSE risks and HSE competence before the contract is awarded. Contractors to NNPC must show they are aware and understand the HSE risks posed by the job, and have adequate controls to manage them. Each contractor must have a HSE Policy and HSE MS or Plan compatible with NNPC’s HSE Policy and HSE MS. Contractor activities that interface with NNPC’s activities will be managed with an interface document (if necessary, to resolve differences before work commences) and/or using relevant procedures. Where required HSE inspection and audits of contracts to monitor effective implementation of the contractor HSE Plan and interface are planned and conducted. 3.6 Communication (ISO14001: 2008 Clause 4.4.3, OHSAS18001: 2007 Clause 4.4.3) NNPC has a corporate procedure for managing internal and external communications; it describes the process for two-way communication on HSE challenges within and without NNPC. Internal communications are achieved via meetings, toolbox talks, circulars, e-mail, HSE induction etc., and as a minimum ensures:

• Staff are aware of the importance of the company’s HSE policy, objectives and their roles in achieving it.

• Staff are aware of the HSE risks and hazards of their activities, with applicable control measures and emergency response.

• Staff are aware of the potential consequences of not working according to approved procedures.

A mandatory HSE induction is provided for all personnel – staff and contractor, including visitors who are new to a site/location. Records of the induction are kept on site.



External communications are communications between NNPC and third parties such as contractors, host communities, government agencies etc. Such communications are usually via letters, meetings, telephones, email, newsletters, newspapers, etc. 3.6.1 Meeting Hierarchy There is a documented list of HSE meetings at the Corporate, SBU and CSU levels. The meeting schedule is as shown below:

S/No. Meeting Schedule 1 Extended Management Team Monthly 2 Corporate Technical Committee Quarterly 3 Group Safety Committee Quarterly 4 Safety Warden Quarterly 5 HSE Away Day Annually

Table 3: Meeting Schedule

3.7 Documentation and its Control 3.7.1 HSE MS Documentation (ISO14001: 2008 Clause 4.4.4, OHSAS18001: 2007 Clause 4.4.4) The aim of this HSE MS documentation is to provide a clear description of how NNPC manages HSE in its business. Each SBU/CSU can adopt this Corporate HSE MS or develop a HSE MS compliant with this one, that provides information specific to its processes, procedures, standards and documents used to manage HSE relevant to its operations. The HSE MS comprises of the following parts:

1. Leadership and commitment. 2. Policy and strategic objectives. 3. Organisation, resources and documentation. 4. Evaluation and risk management. 5. Planning. 6. Implementation and monitoring. 7. Auditing and reviewing.

An owner and custodian that are responsible for the HSE MS, are assigned to each HSE MS manual, each manual has a clearly defined purpose and scope. 3.7.2 Document Control (ISO14001: 2008 Clause 4.4.5, OHSAS18001: 2007 Clause 4.4.5) NNPC has a corporate document control procedure, to ensure all documents within the company are:

• Easily identified. • Periodically reviewed and approved by an authorized personnel.



• Current and available where needed. • Disposed of when obsolete.

An identified document controller is responsible for managing the NNPC HSE MS document management system.



SECTION 4

Evaluation and Risk Management 4.1 Identification of Hazards and Effects (ISO14001: 2004 Clause 4.3.1, OHSAS18001: 2007 Clause 4.3.1) The scope of the Hazard identification and hazards and effects management process includes all NNPC’s activities, over which NNPC has control. The Hazard register contains an assessment of all hazards identified from the activities of NNPC operations. Identification of hazards begins from planning to abandonment, including potential hazards linked to past activities. Environmental Impact Assessments/Environmental Audits are conducted for projects. Reports of the audits are available in the SBUs/CSUs. NNPC has a procedure that systematically identifies and evaluates hazards and their effects arising from its activities, with necessary control/recovery measures. The procedure/process considers:

• Routine and non-routine activities, • Activities of individuals with access to the workplace (including contractors and

visitors), • Identified hazards from outside the workplace that may adversely affect the health

and safety of people within the workplace, • Hazards created in the workplace area by work-related activities under the control of

NNPC, • Previous assessments conducted – EIA, HRA etc. • Infrastructure, equipment and materials in the workplace • Changes or proposed changes in NNPC – activities or materials • Changes to the HSE MS • Applicable legislations relating to risk assessment and implementation of necessary

controls • Ergonomics, work organization • Company standards and policies, Exploration and Production companies best practices

and guidelines • Local and International standards

Preventive, mitigation and recovery measures are put in place to eliminate or reduce risk to As Low As Reasonably Practicable (ALARP). NNPC staffs were fully involved in the hazard identification process, a workshop was held on the 3-4 of August 2011 at Rockview Hotel, Abuja. The Hazard and Effects workshop was held on the 17-18 August 2011 at NNPC Towers, Abuja. A second Hazard and Effects workshop was held on the 6-8 September 2011 at the Arts in Science Head Office located in Port Harcourt. The list of participants who attended the workshops are located in Appendix 4. The Hazard list and Hazards and Effects Register, are located in Appendix 7 and 8 respectively.



The steps used by NNPC for the HAZID and HEMP is seen in the figure below:

Figure 4: Principles of Hazard Identification The principles of Identify, Evaluate, Control and Recover are the basis of Hazard Identification. The final hazard list was reached using various methods; a pre-set checklist was used to identify hazards, with new hazards added and non-applicable hazards removed during the process through a process of brainstorming, discussion, analysis of NNPC’s operations with input from experienced professionals using company information and relevant standards. The output of the HAZID is a hazard register that defines the hazards associated with NNPC’s activities; which will be used throughout the development and implementation of this Management System, but also serves as a key planning tool in other business processes like contract management, developing HSE MS or Cases for SBUs/CSUs. 4.2 Evaluation of Risk (ISO14001: 2004 Clause 4.3.1, OHSAS18001: 2007 Clause 4.3.1) NNPC has a Risk Assessment Matrix document that describes and defines the RAM, how to use it with definitions of risk terminology used. The Risk Assessment Matrix (RAM) below is used to qualitatively rank and assess identified hazards in NNPC. The RAM is a two dimensional graphical representation of risk as a product of potential frequency of occurrence (likelihood) and potential consequence in terms of severity of impact. Four exposure categories are used: People, Assets, Environment and Reputation in the assessment, historical records (of similar operations) are used to estimate probability of occurrence; a combination of the two gives a picture of the risk to manage.

Evaluate

Prevent

Mitigate

Recover

Identify



Risk Assessment Matrix

Near Certainty 5 10 15 20 25 Highly Likely 4 8 12 16 20

Likely 3 6 9 12 15 Low Likelihood 2 4 6 8 10

Lik

elih

ood

Extremely Improbable 1 2 3 4 5

Minimal Minor Major Serious Catastrophic

Severity/Impact Figure 5: Risk Assessment Matrix Risk Value Legend Low: Green Medium: Yellow High: Red NNPC has a procedure for identifying and evaluating risks and effects of identified hazards. The identified hazards are assessed against effects to: People (Occupational Health & Safety – Acute or Chronic) Potential health effects to people include ergonomic factors, life style factors, biological, psychological and physical effects, accidents and incidents. These have been assessed in line with OHSAS18001: 2007. Environment This could be acute or chronic effect, emissions to water, air and land (controlled and uncontrolled), noise, dust, generation of wastes from activities. These have been assessed in line with ISO14001: 2004. Assets (safety) Deviations from normal operating parameters may lead to accidents, which can affect the physical assets of the organization. For example fire, damaged equipment etc. Company reputation. Non-compliance to statutory provisions such as issues bordering on environmental non-compliance can impact negatively on the company’s reputation. The NNPC hazard checklist and register are located in Appendix 7 and 8 respectively.



4.3 Recording Hazards and Effects (ISO14001: 2004 Clause 4.3.1; OHSAS18001: 2007 Clause 4.3.1.7) NNPC has a procedure for documenting hazards and effects arising from its operations, outlining measures to reduce them to ALARP. The type of information recorded includes identification of hazards, assessment of risk associated with identified hazards, control measures to be taken to reduce risk and determination of competency requirements for implementing the controls. The records kept include Hazards and Effects Register, Risk Register, Investigation, Inspection and Audit Reports. The records can be found in each SBU/CSU. A record of the identified Remedial Actions from the shortfall of the HSE MS are managed independently of the HSE MS and tracked to close out by Group HSE. 4.3a Legal Requirements (ISO14001: 2004 Clause 4.3.2; OHSAS18001: 2007 Clause 4.3.2) The organization has a procedure for identifying and recording statutory requirements and codes applicable to HSE aspects of its operations. The HSE department regularly reviews the information. These requirements are considered in the development and implementation of her Management System. NNPC communicates this information to its staff through the HSE MS. NNPC’s Group Safety and Environmental Protection Policy contain a commitment to complying with applicable HSE rules and regulations relating to its operations. NNPC adheres to applicable Nigerian and International legislations. 4.4 Objectives, Performance Criteria and Plan (ISO14001: 2004 Clause 4.3.3, OHSAS18001: 2007 Clause 4.3.3) NNPC has a procedure for developing HSE objectives and performance criteria in all SBUs/CSUs. They are developed in view of company policy, strategic HSE objectives, HSE risks, legal requirements, and operational and business needs. HSE Objectives are reviewed yearly, to ensure they remain applicable and achievable. A HSE Plan is developed in order to achieve set objectives. NNPC’s HSE performance indicators are used to monitor progress in achieving its set objectives and targets. The HSE Objectives, performance criteria and plan are communicated to staff through email, meetings and awareness sessions to relevant personnel.



4.5 Risk Reduction Measures (ISO14001: 2004 Clause 4.4.6, OHSAS18001: 2007 Clause 4.3.1.6, 4.4.6) The aim of risk reduction measures is to manage HSE risks in order to fulfill NNPC’S HSE policy commitments, achieve its objectives, and comply with applicable legal requirements. NNPC risk reduction philosophy, how it determines the efficacy of existing controls and if new controls are needed is included in the procedure for identifying and assessing hazards. This includes prevention, mitigation and emergency response measures to ALARP. Identified risk reduction measures, have competent persons responsible for their maintenance and implementation, there are operational procedures, which manage identified controls, which are available in the SBUs and CSUs. Risk reduction measures are regularly tested and reviewed, through a drill program. The results of the drills are recorded and reviewed with improvements made as needed. The hierarchy of controls is as follows:

• Elimination (e.g. use of lifting aids to eliminate manual lifting) • Substitution (e.g. change of substance) • Engineering controls (e.g. valves) • Administrative controls (e.g. warning signs, procedures) • Personal Protective Equipment (PPE e.g. hearing protection)

When applying risk reduction measures in NNPC consideration is given to the relative cost, risk reduction benefits and reliability of the options available.



SECTION 5 5.0 Planning (ISO 14001:2004 Clause 4.3, ISO 18001:2007 Clause 4.3) 5.1 General This section addresses the planning of all work activities in the SBUs (Strategic Business Unit) and CSUs (Corporate Services Unit), including risk reduction measures (selected through the evaluation and risk management process – HAZID and HEMP), planning for existing operations, managing changes and developing emergency response measures in the SBUs and the CSUs. The Nigerian National Petroleum Corporation (NNPC) maintains within the SBUs/CSUs overall work program, plans for achieving its continuous improvement objectives and performance criteria. These plans, which are linked to the company's corporate business plan include:

• A clear description of their objectives; • Description of responsibility for setting and achieving objectives and performance

criteria; • The means by which objectives will be achieved; • Resource requirements; • Time scales for implementation; • Programs for encouraging and motivating personnel toward a suitable HSE culture; • Mechanisms to provide feedback to personnel on HSE performance; • Processes to recognise good personal and team HSE performance; • Mechanism for evaluation and follow-up of plans, objectives and performance criteria

etc. 5.2 Asset Integrity NNPC has established procedures that ensure that HSE critical facilities and equipment which it designs, constructs, procures, operates, maintains and/ or inspects are suitable for the required purpose and comply with defined criteria. The activities and equipment critical in the safe guarding of asset integrity are identified in Section 4 of this document. NNPC’s procurement process includes an assessment of the appropriateness of new facilities and equipment, to meet HSE requirements and emphasizes design-in-depth as the best preventive measure to eliminate/reduce risk and negative HSE effects. NNPC has procedures and systems at SBU level, for ensuring asset integrity are addressed like structural integrity, process containment, ignition control and systems for protection, detection, shutdown, emergency response and life saving. Equipment that are critical in the safeguarding of asset integrity are subject to controls, which include maintenance, performance testing and inspection (cross facility inspection). There is a signed statement of fitness by management at corporate headquarters to demonstrate that existing operating facilities and modification to existing facilities are designed,



constructed and commissioned in accordance with internal and external standards, codes and regulations. HSE risk assessment process is also considered when designing facilities. Permits are issued in an event of deviating from the design intent and from the existing standards and codes after a process review and approval. Reasons for deviations are documented in the NNPC Change Control procedure. 5.3 Procedures and Work Instructions (ISO 14001:2004 Clause 4.4.4, ISO 18001:2007 Clause 4.4.4) 5.3.1 Developing Procedures Procedures and work instructions are available for all HSE critical activities. Procedures for procurement and contracted activities are available to ensure suppliers and contractors acting on behalf of the company comply with the NNPC's corporate policies and applicable legislation. Procedures and work instructions are written in simple, unambiguous and understandable language, with responsible persons indicated. It includes methods to be used in operations, performance standards and criteria to be satisfied. Relevant standards and procedures are readily accessible to employees, suppliers and contractors to ensure technical integrity and effective transfer of knowledge. Review of HSE standards, procedures and work instructions includes employee involvement to ensure HSE objectives are achieved, best practices incorporated and legislative requirements met. Operations personnel can initiate modifications to procedures and work instructions when an incident occurs or there is a change in equipment. Reviews are done on a continuous basis. 5.4 Management of Change (ISO 14001:2004 Clause 4.3.1.5, 4.4.6; ISO 18001:2007 Clauses 4.3.1 and 4.4.6) Management of change is considered for changes in assessed risk, determination of controls or the implementation of controls. NNPC maintains a procedure for management of change – the process of planning and controlling both temporary and permanent changes in the organization, in order to avoid negative HSE consequences. Examples of conditions that initiate Management of change process in NNPC include:

• New or modified technologies, equipment, facilities or work environment. • New or revised procedures, work practices, designs, specifications and standards. • Different types and grades of products/ raw materials etc. • Significant change to NNPC's organizational structure and staffing including the use of

contractors. • Modification of devices, equipment and controls.



NNPC maintains a procedure for the planning and the control of all changes in which the impact of change is assessed to avoid adverse HSE consequences. The procedure covers both permanent and temporary changes to people, organizational structure, plant, equipment, processes and their controls. The procedure is suitable to address the HSE issues involved, according to the nature of the changes and their potential consequences, it also addresses:

• Identification and documentation of the proposed change and its implementation, • Responsibility of reviewing and recording the potential HSE hazards from the change

or its implementation, • Authority for approval to implement the proposed change.

5.5 Contingency and Emergency Planning (ISO 14001:2004 and ISO 18001:2007 Clause 4.4.7) NNPC has individual Emergency Situations Action Plan that is specific to each SBU and the CSU. This plan has identified, assessed and put in place barriers for foreseeable emergencies. Appropriate plans are developed and maintained for responding to abnormal situations and potential emergencies. The Emergency plan is integrated with the site plan from different NNPC locations and external agencies as appropriate and compliant with the relevant legislation, standards, procedures and guidelines. This plan is communicated to:

• Command and control personnel • Emergency services • Employees and contractors who may be affected • Others likely to be impacted.

The Emergency Situations Action Plan covers;

• Organization, responsibilities, authorities and procedures for emergency response and disaster control, including the maintenance of internal and external communications.

• Systems and procedures for providing personnel refuge, evacuation, rescue and medical treatment.

• Systems and procedures for preventing, mitigating and monitoring environmental effects of emergency actions.

• Procedures for communicating with authorities, relatives and other relevant parties. • Systems and procedures for mobilizing company equipment, facilities and personnel. • Arrangements and procedures for mobilizing third party resources for emergency

support. • Arrangement for training response teams and for testing emergency systems and

procedures. Procedures to test the emergency responses are done at set intervals in order to assess its effectiveness, e.g. emergency drills. Periodic assessment and maintenance of emergency equipment are practiced in order to keep the equipment in optimal condition.



SECTION 6 6.0 Implementation and Monitoring (ISO 18001:2007 and ISO 14001:2004 Clause 4.4) This section addresses the manner in which activities are performed and monitored. 6.1 Activities and Tasks Activities are conducted according to the policies, standards, procedures and work instructions of the NNPC group. HSE critical activities are assigned within the SBUs to individuals who monitor and report regularly using set performance indicators set at corporate level. Management is responsible for the conduct and verification of HSE critical activities and tasks stated in procedures. They also ensure that HSE objectives are met and performance criteria and control limits are not violated. The continuing adequacy of NNPC’s HSE performance is enforced through activity monitoring. 6.2 Monitoring (ISO 18001:2007 and ISO 14001:2004 Clause 4.5.1) NNPC maintains a procedure to monitor and measure relevant aspects of its HSE performance and establishing and maintaining its records. These include the documenting of information to monitor performance, applicable operational controls and conformity with HSE objectives and targets.

• Performance indicators developed are used to evaluate NNPC's on-going performance, as related to HSE objectives and targets. Performance indicators used may include, but are not limited to the following:

• Regulatory citations • Customer (in-house or external) issued non-conformance or complaints • Training compliance • Corrective actions • Audit results • Total Recordable Incident Rate (TRIR) and • Lost Time Incident Rate (LTIR)

A documented procedure for the periodic evaluation of compliance with relevant HSE legislation and regulation is available. NNPC’s Staff appraisal system is used to monitor the performance of personnel with regards to:

• Compliance with standard, procedure and work instruction • Meetings with planned HSE targets • HSE critical activities

Appropriate processes are implemented to ensure validity of results, including, where applicable, the calibration or verification of monitoring and measuring equipment used, maintained with associated records retained.



6.3 Records (ISO 18001:2007 and ISO 14001:2004 Clause 4.5.4) NNPC has a procedure for maintaining appropriate records that demonstrates its conformance to its HSE MS, industry and international standards, with results achieved. The procedure includes how records are to be maintained - legible, identifiable, retention time and disposal method, protected and traceable to the activities involved. Records that are kept include operations and maintenance records, results from audits and reviews, training and employee medical records. Records are kept as hard copies and electronic copies. 6.4 Non-compliance and Corrective Actions (ISO 18001:2007 Clause 4.5.3.2, ISO 14001:2004 Clause 4.5.3) This section deals with non-compliance, corrective and preventive actions of the SBUs and CSUs. NNPC has a non-compliance and corrective action procedure that defines the responsibilities and authority required to initiate investigations and corrective action in the event of non-compliance to specific HSE MS requirements/operations. To prevent non-compliance with standards and procedures, a documented system for variance is put in place. All employees are aware of the system. 6.5 Incident Reporting and Follow-up (ISO 18001:2007 Clause 4.5.3.1) NNPC has a procedure for incident reporting and follow-up. The procedure states how incidents are to be reported (internally and to regulatory bodies) and maintained. All incidents in NNPC, including high potential near misses are investigated, in order to:

• Establish their root cause and identify necessary actions to reduce the chance of re-occurrence.

• Satisfy regulatory requirements for reporting and investigating incidents and near misses.

• Provide records of circumstances of the incident. Corrective measures taken from incidents are communicated to relevant personnel and contractors, for learning purposes. Remedial actions are monitored to completion.



SECTION 7 Audits and Reviews 7.1 Auditing (ISO14001: 2004 Clause 4.5.5, OHSAS18001: 2007 Clause 4.5.5) This section of NNPC’s HSE MS addresses the periodic assessment of the MS performance, effectiveness and suitability. NNPC has a HSE MS audit plan that is implemented by Group HSE; it includes audits by auditors that are independent of Group HSE. SBUs and CSUs have individual plans to conduct HSE audits; reports are located in each SBU/CSU. The NNPC audit procedure addresses:

• Responsibilities, competencies and requirements for planning and conducting audits, results reporting and retention of records.

• How audit criteria, scope and frequency are determined. NNPC’s audit process addresses whether the MS:

• Conforms to planned arrangements and whether it is implemented effectively. • Is properly maintained. • Is effective in meeting the needs of the organisation’s policy and objectives.

Audits are planned and implemented based on the results of risk assessments of NNPC’s activities, and the result of previous audits. Staff within the organization or external parties selected by the organisation conduct audits; all staff that conduct audits has audit training and are competent to participate in audits. Group HSE has an audit focal point that is responsible for coordinating the audit process and maintaining a register of competent auditors. NNPC conforms to the audit process as outlined in ISO 19011: 2002 Management Systems Auditing. Every audit has Terms of Reference (TOR) that has been agreed by the auditors and auditee. Audits are recorded, with findings prioritized, corrective actions identified and tracked till closed out. Follow-up audits are conducted on previous HSE audits to review closeouts. Pre-mobilisation audits are conducted on active sites and contractor offices, with recommendations made, these are closed out at site level. 7.2 Reviewing (ISO14001: 2004 Clause 4.6, OHSAS18001: 2007 Clause 4.6) Top management of NNPC conducts a management review of the HSE MS once a year; the review focuses on the overall performance of the HSE MS to ensure its continuing suitability, adequacy and effectiveness. The review process includes assessing opportunities for improving the MS, HSE policy and objectives. The process is documented, with findings circulated to relevant parties for action.



Appendix A Remedial Action Plan (RAP) See RAP. It shall be managed by Group HSE, independently of this HSE MS.



Appendix 1 NNPC Corporate HSE document list Document list is available with Corporate HSE.



Appendix 2 NNPC Group HSE policy statement



Appendix 3 Organisational Chart









Appendix 3.1 Staff positions and descriptions

J O B D E S C R I P T I O N 1.0 JOB IDENTIFICATION

REFERENCE: PEGED001

Job title: Group Managing Director

Location: Abuja.

SBU/CSU: NNPC Corporate Headquarters

Section: GMD's Office.

Date: August 1997 _________________________________________________________________________

2.0 REPORTING RELATIONSHIPS

2.1 REPORTS TO:

POSITION and TITLE - No direct report. Responsible to NNPC Corporate Board and accountable to Minister of Petroleum And Mineral Resources.

2.2 DIRECT SUBORDINATES:

Number Job Title

1 GED, Exploration and Production

1 GED, Refining and Petrochemical

1 GED, Commercial and Investment

1 GED, Engineering and Technical

1 GED, Finance and Accounts

1 GED, Corporate Services

1 GGM, Corporate Secretariat

1 GGM, Corporate Planning and Strategy

1 GM, Corporate Audit

1 GM, Public Affairs

1 GM, Corporate Total Quality

1 Coordinator Security Services

3 Technical Assistants

2 Secretary

3 Drivers

3.0 MAIN PURPOSE OF JOB



To provide leadership to NNPC following the Mission Statement, and ensure the Corporation operates effectively in accordance with the policies and directives of the Corporate Board.

4.0 SPECIFIC OR KEY RESPONSIBILITIES AND TASKS

No. Task Description

1 Ensures that NNPC works within the framework of the Mission Statement

2 Ensures that the Corporate strategic plan is properly prepared, reviewed and implemented with the full approval and understanding of Top Management.

3 Provides leadership to the major management committees covering all aspects of NNPC.

4 Ensures that the rolling budget is prepared and approved and that its implementation is closely monitored

5 Initiates and develops existing and new areas of the business for the benefit of the Corporation.

6 Represents NNPC in meetings, in public and on committees.

7 Provides leadership in the commercialisation of the Corporation, in terms of physical and cultural changes.

5.0 SCOPE AND EFFECT

5.1 Nature of Problems and Difficulties

Inherent organisational inertia

Rigid and pre-established lines of communication

Inability to meet the expectations of the Nigerian Public

5.2 Nature of Decisions and Effects

Job Holder is responsible for guiding the Corporation in all aspects of its operation. Failure to provide correct guidance could result in considerable financial loss or could result in an adverse affect to the Corporate image.

Example: Incorrect oil pricing could lead to major revenue losses to the Corporation.

5.3 Nature of Autonomy in Decision Making

Job holder can make decisions within his own limit of authority directly.

Decisions beyond the financial authority of the job holder are referred to Executive Committee for joint decision or to the Ministry.

5.4 Guidance Given

Instructions policy and memoranda from the Ministry of Petroleum and Government.

Corporate Mission Statement

Corporate policy and procedures.

5.5 Assignments and Projects

Job holder is required to contribute and sit on ad-hoc panels and committees.

5.6 Is the job holder required to:

i) Advise on or decide how work will be carried out?



Decide or advise on all work and projects carried out within the function of the job holder.

ii) Advise on or develop policies, procedures or programmes?

Job holder contributes to the setting of policy and procedure at the highest level within the organisation, subject within functional area only to approval by the Board and Ministry.

iii) Take action which has a long term impact? (Greater than one year)

In all matters relating to corporate decisions

iv) Commit Company resources? (Human, Material, Financial)

Job holder is responsible for the commitment of all budget and resources under Corporate control

v) Control a Budget?

Job holder sits on all major financial committees as the Chairman. Is responsible for the Executive budget.

6.0 ACCOUNTABILITY

Job holder's work is reviewed as follows:

By the NNPC board on an ongoing basis.

By the General Public on a day to day basis, in respect of the success of the Corporation.

7.0 CONTACTS

7.1 Internal

Job holder relates with all Board members and NNPC Chairman for the purpose of conducting the offices of the job.

7.2 External

Job holder is required on a regular basis to liaise at the highest level with Ministries, Joint Venture Companies, Politicians, Contractors and Suppliers. World Bank officials

8.0 KNOWLEDGE AND EXPERIENCE

8.1 Minimum Education and Qualifications

Relevant University Degree in Engineering or closely allied subject

8.2 Minimum Formal Training

8.3 Minimum Knowledge and Experience

Job holder would be expected to have about 15 years experience in a relevant discipline of which 10 years should be at senior management level.

8.4 Desirable but not essential qualifications

Higher degree in a relevant discipline



J O B D E S C R I P T I O N

1.0 JOB IDENTIFICATION

REFERENCE: PEGED002

Job title: Group Executive Director, Exploration and Production

Location: Abuja

SBU/CSU: Corporate Headquarters

Div/Dept: Exploration and Production

Section: GEDs Office.

Date: August, 1997 ___________________________________________________________________________________


2.1 REPORTS TO:

POSITION and TITLE - Group Managing Director


Number Job Title

1 Managing Director, NPDC

1 Managing Director, IDSL

1 Managing Director, NGC

1 GGM, NAPIMS

1 GGM, Crude Oil Marketing

3 Technical Assistants

2 Secretaries.

2 Drivers


To coordinate the businesses of oil and gas exploration production and marketing of crude oil/natural gas and offer quality exploration and petroleum engineering services, in accordance with NNPC policy.



1 Provides leadership and focus on resolving issues relating to Upstream Oil and Gas development at the Corporate Board, Board committees and Top Management Committees.

2 Pursues actively the timely implementation of Upstream activities and projects through NPDC, IDSL and NGC.

3 Stimulates necessary attention on systematic natural gas development and utilisation.

4 Ensures optimal use and maintenance of all installed facilities.

5 Ensures necessary staff development to enhance indigenous capacity in exploration, production and transmission of oil and gas.



6 Ensures compliance with the laws of the land especially in matters of health, safety and the environment in implementing Upstream plans and programmes.

7 Ensures the implementation of the provisions of commercialisation as applicable to the Upstream business.

8 Ensures compliance of Joint Venture agreements with foreign oil companies.

9 Ensures compliance of foreign oil companies contracted under the production sharing contract.

5.0 SCOPE


Job holder is responsible for decisions relating to the plans, policy and programmes of the three reporting companies.

Job holders decisions are only subject to Corporate approval via Top Management Committee, Group Executive Committee or Group Managing Director.

Job holder exercises total discretion in decisions relating to operational matters. Investment decisions are referred and agreed by the Board or by other Board committees.

Job holder is a member of the NNPC Executive Board and the Top Management Committee.

5.2 Guidance Given

- 5 year strategic plans

- Annual budgets

- Corporate policies and procedures

- Weekly operations report

- Monthly operations report

- Annual report

- Audited accounts of companies

- Special reports

5.3 Financial Limit of Authority

Group Executive Director N15 million

6.0 ACCOUNTABILITY


Regular submission of operations reports to NNPC board.

Regular meetings with GMD.

Annual appraisal with GMD.

7.0 CONTACTS

7.1 Internal

- Group Managing Director - daily

- Other GEDs - occasional

- Members of NNPC Board - meetings and as required



- MDs of subsidiary companies

7.2 External

- JV Partners/Contractors - as the need arises

- Ministers - Monthly and as required

- Other publics - As the need arises >25 per day.



B.Sc in Geology, Engineering or any applied natural science or Economics, Management, Business Administration.


Experienced Manager.


15 years management experience at management level

Job holder must possess experience and knowledge of production and marketing as well as a good understanding of human resource management, financial management and inter-personal relations.


Higher degree in a relevant discipline.

9.0 ABNORMAL WORKING CONDITIONS

None





REFERENCE: PEGED022

Job Title: Technical Assistant To The GED. (EandP)

Location: Abuja.

SBU/CSU: Corp. Headquarters

Div/Dept: Group Executive Director's Office.

Section: GED's Office

Date: Abuja, 1997 _____________________________________________________________________________________


2.1 REPORTS TO:

POSITION and TITLE - Group Executive Director (EandP).


Number Job Title

1 Secretary.

1 Pool Driver


To provide analytical assistance to the GED in his work of facilitating the provision of efficient and effective running of the Division. To advise the GED generally on all statutory matters and or Corporate matters referred to the GED directly by the Board or Board Committees.



1 Reviews proposals submitted for further approvals by the board and corporate management from all the NNPC strategic business unit (SBUs) and corporate services unit (CSU) etc and technical consistency. Obtain further clarifications from the SBUs and develop necessary board, group executive committee or top management committee (TMC) memos for the consideration and review of the GED.

2 Reviews weekly operations from all SBUs, match performance with plan and highlight performance variance that has wide impact or long range effect on the operations and profitability of the company for the attention of the GED.

3 Maintains representation at special meetings and committees as directed.

4 Follows up current developments in the business and industry including competitors move and prepare appropriate briefs.

5 Develops and updates necessary data base on the industry activities tailored to aid managerial decision and investment.



6 Articulates appropriate budget provision for the office of the GED, obtain necessary approvals and implement.

7 Articulates training programmes for the staff in GEDs office, obtains necessary approvals and implement.



Limited resources and bureaucratic approval processes.

Poor level of infrastructures which includes Telecom facilities, Office spaces, Land / Air transportation.


Has advisory role to the Group Executive Directors on operational and policy matters.

Decision is limited to the tools to use and format of reporting.


Exercises total discretion on his recommendations to the GED on all issues referred to him.

Makes recommendation freely based on professional persuasion.

5.4 Guidance Given

Corporate plans and procedures, fiscal provisions, articles and memoranda of incorporation of companies.


Prepares Board Memos and undertake any special assignments/projects as may be directed by the GED.



Required to articulate work practices within his area covering mainly what tools and format of report presentation.


Analyses policies, procedures and programmes and make recommendations.


Yes.


Yes.


Jointly for the office of the GED.

6.0 ACCOUNTABILITY


By: Group Executive Director (EandP).

Method: Meetings, reports, performance appraisal.

Frequency: Daily and occasionally.



7.0 CONTACTS

7.1 Internal

Other GEDs

MDs and GGM in the Directorate

Other GEDs Technical Assistants.

7.2 External

Contractors and other members of the public.



B.Sc degree in Engineering or any applied natural science.


Good human relations.


5 years in operations, exploration, development and production, gas transmission, marketing and projects, industry planning, finance and human resources management.


None.


Long hours due to long meetings of the GEDs and Board, impossible deadlines to meet Government directives and paucity of data due to unavailable integrated data based systems.





REFERENCE: PEGED003

Job Title: Group Executive Director, Refining and Petrochemical

Location: Abuja.

SBU/CSU: Corporate Headquarters

Div/Dept: Refineries and Petrochemicals.

Section: GEDs Office.

Date: August, 1997 _________________________________________________________________________


2.1 REPORTS TO:



Number Job Title

1 Managing Director, KRPC

1 Managing Director, WRPC

1 Managing Director, PHRC

1 Managing Director, EPCL

2 Technical Assistant

1 TAM Coordinator

2 Secretaries.

2 Drivers


To provide a profitable and reliable crude oil and petrochemical refining services so as to meet national and international demand for high quality petroleum and petrochemical products consistent with national and NNPC corporate oil objectives.



1 Provides able leadership and a focused direction on resolving issues relating to refineries and petrochemicals development at Corporate Board, Board Committees, and other top management fora.

2 Pursues vigorously the timely implementation of R and P Policies, activities and projects through KRPC, WRPC, PHRC, EPCL.

3 Ensures safe operations, optimal use and routine maintenance of all installed facilities.

4 Ensures necessary staff development to enhance indigenous maintenance know-how capability so as to reduce significantly running cost and R and P down time.



5 Ensures strict compliance to health safety and environmental laws and regulations while implementing the R and P programmes.

6 Ensures the implementation of the provisions of commercialisation as is applicable to the refineries and petrochemicals.

7 Coordinates with PPMC in respect of refined products with end users in terms of production and pricing.

8 Presiding over DEXCOM meeting of this Directorate.



Most of the equipment and technology used in the Refineries and Petrochemicals are imported, with the current economic down-turn there is a serious limiting financial constraint imposed by the dearth of hard currency.

Ageing equipment.

Frequent and disruptive shutdown due to restive unionism.


Jobholder is responsible for decisions relating to the plans, policies, and programmes of the Rs and Ps.

Jobholder's decisions are only subject to Corporate approval through top Management Committees, GEC, or GMD.

Job holder exercises total discretion on decisions relating to operational matters.

Matters relating to investments are vested on Corporate board or its Committees.

5.4 Guidance Given

5 Year Strategic Plan.

- Annual Budgets

- Corporate policies And Procedures

- Weekly Operational Report.

- Monthly Operational Report.

- Annual Report.

- Audited Accounts of SBUs

- Special TAM Reports.




Expected to contribute to work practices at highest level.


Required to contribute to specification of policy, programmes and proceduressubject only to ratification by Board.

iii) Take action, which has a long term impact? (Greater than one year)

Yes




Yes


As a member of the Corporate Board Jobholder participates in the deliberations and approval of financial expenditure. Jobholder sits on the following Committees with authority as identified:

Group Executive Director N15 million

6.0 ACCOUNTABILITY


Regular submission of operational Report to NNPC Board.

Regular meeting with GMD.

Annual appraisal with GMD.

7.0 CONTACTS

7.1 Internal

GMD daily.

Other GEDs- occasionally

NNPC Board Members as required.

MDs of SBUs.

7.2 External

Contractors as the need arises.

Cabinet Ministers as required.

Other Publics.



B.Sc Chemical Engineering or any applied core sciences.


Experienced Manager.


15 years relevant experience in oil/gas industry with 10 years at senior managerial level.

Must possess quality experience and knowledge of chemical processing as well as sound understanding of human resource management, financial management and inter personal skills.


Higher degree in relevant field.

9.0 ABNORMAL WORKING CONDITIONS None





REFERENCE: PEGED004

Job Title: Group Executive Director, Engineering and Technical

Location: Abuja.


Div/Dept: Engineering and Technical

Section: GEDs Office

Date: August, 1997 _________________________________________________________________________


2.1 REPORTS TO:



Number Job Title

1 Group General Manager, Engineering

1 Group General Manager, R and D

1 General Manager, Information Technical Systems

1 General Manager, Materials Management

1 General Manager, Telecoms

1 Managing Director, NETCO

2 Technical Assistant

1 Supervisor, Services

2 Secretary

2 Drivers


To provide engineering and technology services to the corporation.



1 Provides long range planning on behalf of all units in the Directorate.

2 Vets and approves proposals from reporting subordinates.

3 Ensures that all units under him comply with relevant corporate policy and procedures of NNPC.

4 Attends GEC and Group Executive meetings.

5 Takes decisions in the management of NETCO in its operations.

6 Appraises the Heads of subordinate units in Engineering and Technical Directorate.





Job holder is required to assist in overcoming the inherent supply and distribution problems relating to the structure and facilities of the supply network.

Supply and distribution problems are compounded by logistics issues such as the capacity of storage tanks.


Job holder is routinely responsible for the decisions relating to operational matters within his own areas.

Job holder is responsible for recommendations to the GMD and management committees to facilitate financial decisions by those bodies.



Job holder can take operational decisions on his own or with the advice of his subordinates.

5.4 Guidance Given

Strategic plans

Annual Budgets



Job holder is required to contribute and sit on ad-hoc panels and committees. An example of this has been: the Petroleum Revenue Committee.



Advice and decisions relating to operational matters are left to the operations staff of the subordinate units.


Job holder contributes to the setting of policy and procedure at the highest level within the organisation, subject within functional area only to approval by the Group Managing Director and the Board.




Job holder is responsible for the commitment of all budget and resources under job holders control


Job holder sits on TMC and GMC committees. Both these committees have financial approval limits.

6.0 ACCOUNTABILITY




By the Group Managing Director through the annual appraisal process.

NNPC Board on an ongoing basis and from the areas annual report.

7.0 CONTACTS

7.1 Internal

Job holder relates with the Group Managing Director. All Board members and NNPC Chairman. Other GEDs and MD, NETCO.

7.2 External

Job holder is required on an occasional basis to liaise with Contractors and Suppliers and to attend Ministerial meetings.



University Degree in Engineering.



Job holder would be expected to have 15 years experience.

Job holder would be expected to have had extensive exposure in management and engineering.


Higher degree in relevant areas.





REFERENCE: PEGED005

Job Title: Group Executive Director, Commercial Investments

Location: Abuja.


Div/Dept: Commercial and Investment


Date: August, 1997 _________________________________________________________________________


2.1 REPORTS TO:



Number Job Title

1 Managing Director, PPMC

1 Managing Director, HYSON/Calson

1 Head, Inter. Trading Duke Oil London

1 GGM, Downstream Investment

1 GGM, Upstream Investment

1 GM, Property Investment

2 Technical Assistant.

2 Secretary.

2 Drivers


Job holder is responsible for the monitoring, coordination and control of PPMC, the Investments Division and HYSON/Calson and Duke Oil London.

Job Holder is responsible for providing the link between the NNPC Board and the Corporate Units and SBUs under the job holder’s control.



1 Provides long range planning on behalf of subordinate units and Corporation.

2 Undertakes a supervisory role on the Budget implementation of the divisions in Commercial Investment.

3 Assists in the management and coordination of the supply and distribution of petroleum products.

4 Assists in the management of the Investment Divisions of the Corporation.



5 Attends Top Management Committee and Group Executive Meetings.

6 Appraises proposals and studies for presentation to the TMC or Group Board.

7 Reviews plans and programmes from subordinate units.

8 Appraises the Heads of the subordinate units.

9 Ensures compliance with Corporate guidelines and policy of the subordinate areas.

10 Routinely seeks approval of Corporate management on funds commitment beyond the authority limit of Divisional or Subsidiary Management Board.



Job holder is required to assist in overcoming the inherent supply and distribution problems relating to the structure and facilities of the supply network.

Supply and distribution problems are compounded by logistics issues such as the capacity of storage tanks.


Job holder is routinely responsible for the decisions relating to operational matters within his own areas.

Job holder is responsible for recommendations to the Board and Management Committees to facilitate financial decisions by those bodies.



Job holder can take operational decisions on his own or with the advice of his subordinates.

Decisions of high political profile are made in conjunction with the Group Managing Director.

5.4 Guidance Given

Strategic plans

Annual Budgets



Job holder is required to contribute and sit on ad-hoc panels and committees. An example of this has been the Petroleum Revenue Committee.



Advice and decisions relating to operational matters are left to the operations staff of the subordinate units.








Job holder is responsible for the commitment of all budget and resources under job holders control


Job holder sits on TMC and GMC committees. Both these committees have financial approval limits.

Job holder may be a member of PPMC Board when there is one. In the absence of Board. Job holder control budget through the DEXCOM as Chairman.

6.0 ACCOUNTABILITY




7.0 CONTACTS

7.1 Internal

Job holder relates with the Group Managing Director, all Board members and NNPC Chairman for the purpose of conducting the offices of the job.

30-40% of job holder’s time is spent in liaison with the above contacts.

7.2 External

Job holder is required on an occasional basis to liaise with Contractors and Suppliers and to attend Ministerial meetings.



University Degree in Engineering or Business.




Job holder would be expected to have had exposure within economics, business management and engineering.

Job holder would be expected to have had management experience in both an operations and a commercial field.


Higher degree in relevant discipline.





REFERENCE: PEGED006

Job Title: Group Executive Director, Finance and Accounts

Location: Abuja.


Div/Dept: GEDs Office


Date: August, 1997 _________________________________________________________________________


2.1 REPORTS TO:



Number Job Title

1 Group General Manager, Finance

1 Group General Manager, Accounts

1 General Manager, Group Treasury


2 Secretary

2 Drivers


To direct, manage and control effectively and efficiently, the financial resources of the corporation whilst ensuring adequate returns on investment for NNPC.



1 Formulates finance and accounting policies for the corporation.

2 Directs effective and efficient treasury management of NNPC financial resources.

3 Formulates investments policies for the corporation.

4 Evaluates and recommends appropriate debt instruments for NNPC internally and externally funded projects.

5 Ensures that the groups books of accounts are professionally maintained in accordance with subsisting policies.

6 Ensures timely production of accurate financial statements and controls in response to changing situation.

7 Ensures proper financial discipline in the activities of the group.

8 Attends management meetings.



9 Ensures that appropriate system controls are in place to safeguard the assets of the corporation.

10 Carries out any other task as may be assigned.



Lack of office space.

Inexperienced personnel.

Poor work attitude of subordinates.


Decision to meet certain financial obligation or the type of borrowing options to recommend to the group.

Inability to meet obligations destroys confidence in the group, which has a far-reaching impact in the operations of NNPC.


Approval of payments above certain limits.

Policy decisions.

5.4 Guidance Given

Corporate policy and procedures, investment regulations etc.


Several



Yes


Yes


Yes


Yes


Yes

6.0 ACCOUNTABILITY


Annual appraisal by the GMD.

NNPC Board on an on-going basis.

7.0 CONTACTS

7.1 Internal

GMD - Briefing and approval.

FAD staff - monitoring and control.

Heads of other departments



7.2 External

The Presidency

CBN

Ministry of Finance



1st degree in Accounting/Finance and Professional Accounting Qualification.


Exposure to general management.

On the job training.


15 years relevant experience.


Advance degree in Finance, and Economics


None J O B D E S C R I P T I O N


REFERENCE: PEGED007

Job Title: Group Executive Director, Corporate Services.

Location: Abuja.


Div/Dept: Corporate Services.


Date: August, 1997 _________________________________________________________________________


2.1 REPORTS TO:



Number Job Title

1 Group General Manager, HR

1 Group General Manager, Group Medical Services.

1 General Manager, London Office.

1 General Manager, Insurance.

1 General Manager, Pension and Gratuity




2 Secretary.

2 Drivers


Job holder is responsible for the monitoring, coordination and control of all service functions for the Corporation.



1 Interprets corporate policies and procedures.

2 Ensures compliance of NNPC to relevant Corporate policy and procedure.

3 Ensures consistency of recommendations made by subordinate units for their presentation to the Top Management Committee.

4 Attends GEC meetings, TMC meetings and other ad-hoc meetings.

5 Refers foreign exchange transactions to the GMD for approval.

6 Vets and approves proposals from reporting subordinates.

7 Serves as a general link between NNPC and the public.

8 Presents, defers, controls and monitors the budgetary allocation of the directorate.

9 Monitors and ensures fairness on staff discipline and promotion.



Lack of compliance with Corporate policy and procedure.

Political decisions could distance corporate guidelines, policies and procedures.

Corporate policy, procedure and directives are not always clearly understood and therefore not implemented in their intended manner.

The facilitation of proposals through committee stages is often lengthy and if not managed expediently can reduce the effectiveness of consequential actions.

Resistance to financial discipline.


Job holder is responsible for the vetting and approval of proposals made by subordinates that require approval by senior committees or fall outside limit of authority of job holder.

Job holder is directly or indirectly responsible for all decisions that do not require to be referred to committee and fall within the job holder’s area of responsibility.

Job holder is required to refer decisions relating to foreign exchange to the Group Managing Director.

Decisions and issues of a high political nature are taken following discussion and agreement with the Group Managing Director.

Where the job holder is required to refer decisions to a higher authority, the job holder is expected to provide a firm recommendation on the decision.



The consequence of poor decisions could lead to the adoption of ineffective or inefficient policy, projects or capital expenditure could be ineffectively directed or could result in unrest within the Corporation.



Job holder is required to refer decisions relating to foreign exchange to the Group Managing Director.

Decisions of high political profile are made in conjunction with the Group Managing Director.

5.4 Guidance Given



Job holder is required to contribute and sit on ad-hoc panels and committees. Examples of these have been: member of the review board for profit sharing contract and the committee to TCPC relating to the activities of NNPC.



Decide or advise on all work and projects carried out within the function of the job holder.






Job holder is responsible for the commitment of all budget and resources under job holder’s control.


Job holder is responsible through the heads for the control of the budgets of the 6 subordinate units. Total budget value is shared between approximately US$ 20 Million and =N= 2 Billion.

6.0 ACCOUNTABILITY




7.0 CONTACTS

7.1 Internal

Job holder relates with the Group Managing Director, all Board members and NNPC Chairman for the purpose of conducting the offices of the job.

30-40% of job holders time is spent in liaison with the above contacts.

7.2 External



Job holder is required on an occasional basis to liaise at the highest level with Ministries, Joint Venture Companies, Politicians, Contractors and Suppliers.



Relevant University Degree.


Modern management theories/practice on Personnel and Admin



The job holder would be expected to have had considerable exposure to a broad spectrum of disciplines thereby ensuring the job holder is able to quickly understand and assimilate the broad activities and technicalities of the functions reporting to the job holder.


Abiltiy to interact with higher Officers in government.

Flair for reading on current affairs to cope with changes in the environment.


None



Appendix 4 HAZID and HEMP Workshop participant list HAZID Workshop Participants List

RECORD OF ATTENDANCE DATE: 3rd and4TH AUGUST, 2011

Workshop title: Workshop provided by: Arts in Science

NNPC HAZID Workshop Facilitators: Arts in Science Inyang Effiong, Dolapo Akonde

NO Name Company/SBU/CSU Indicator or Job Title 1 BOB-MANUEL F.A NNPC RETAIL LTD HEAD, HSE 2 J. A. OJO HSE CHQ DM, SP 3 IDRIS TITUS KAYODE PPMC ENVT. OFFICER 4 OLOKOR E. K. PPMC HSE HSSE TECH 5 IJEH UCHECHUKWU NETCO HSEQ ENGINEER 6 S. E. IYOYO HSE, CHQ MGR, EM 7 IKIMALO VICTORIA IDSL MGR HSE 8 EKHAGBAI M. I. NETCO Ag MGR HSEQ 9 UDOH M. A. CHQ ETD PROJECT ENGINEER 10 D. O. ADEKUNLE HSE, CHQ SUPT. PSM 11 ODIONG J. EKANEM NAPIMS ENVIRONMENT ENGR 12 UMAR M. MUSA CHQ GHSE FIRE and SAFETY (HSE) 13 SIRAJ YUNUS CHQ GHSE POLLUTION CONTROL 14 MOHAMMED RABIU

MUSA KRPC ENVIRONMENTAL OFFICER

15 ANIUCHE L.C. HSE PLANT SAFETY ENGR. 16 ANYAKORA NGOZI RETAIL RM SOUTH-SOUTH 17 AMINU AHMED CHQ GHSE SAFETY and RELIABILITY 18 FEBOH EGBISINDE RETAIL RM SOUTH-EAST 19 AUDU IBRAHIM NGC PROJECT ENGINEER 20 EMENIKE C.C. GHSE DM, EVNT. STUDIES 21 AMAESITI L. E. RETAIL RM SOUTH-WEST 22 GARBA M. B RETAIL MR, NORTH-CENTRAL 23 Dr ABUBAKAR M. M. GROUP MEDICAL

ABUJA SUPT. FIELD CLINICS

24 SAFIYANU A. R. ETD ELECTRICAL ENGINEER 25 MAINA-BUKAR SADIQ GHSE ENVT. AUDITOR 26 JIBRIN FATIMA I. GHSE SSS 27 BASHIR ABDULLAHI

N. RETAIL RM, NORTH-WEST

28 MURTALA SHEHU G. KRPC HSED SUPVR EQUIPT. 29 Dr S. A. MUSA MEDICAL KD MEDICAL OFFICER 30 ADEYEYE

ADEGBOYEGA GHSE SUPT. ENVT. AUDIT

39 OMOSANYA AMINU D. GHSE SUPT. OHE



Hazard and Effects Workshop Participants

RECORD OF ATTENDANCE DATE: 17-18TH AUGUST, 2011

ABUJA


NNPC HEMP Workshop Facilitators: Arts in Science Inyang Effiong, Rosemary Adomokai

NO Name Company/SBU/CSU Indicator or Job Title 1 ITEIRE EWEMA P. WRPC SAFETY OFFICER 2 NNAJI E. U. NPDC SAFETY OFFICER 3 BAMGBOSE O. O. NPDC DM, Environment 4 EMEMERURAI O. WRPC PANEL OPERATOR 5 JOSEPH BABALOLA RandD LAB-TECHNOLOGIST 6 OGBANUFE I. IFEANYI RandD CHEMIST 7 NWAFORLOR SIMEON RandD TECHNOLOGIST PPQT 8 JIBRIN F. I. GHSE SSS 9 AMINU S.R. ETD ELETRICAL ENGINEER 10 BOB-MANUEL F.A NNPC RETAIL LTD HEAD, HSE 11 EMENIKE C.C. GHSE DM, EVNT. STUDIES 12 YUSUF AMMA M. GHSE Graduate Trianee 13 MOHAMMED RABIU

MUSA KRPC ENVIRONMENTAL

OFFICER 14 BANJOKO A. MIN .OF PETRLEUM

RES. CLERICAL OFFICER

15 MOMOH ABDULKAREEM

GHSE SIWES

16 ANYAKORA NGOZI RETAIL RM SOUTH-SOUTH 17 FEBOH EGBISINDE RETAIL RM SOUTH-EAST 18 AJOGGAR PATRICK PHRC LTD SAFETY OFFICER 19 BAJOR CHICHI NPDC PRODUCTION

OPERATION 20 AZIH DOMINIC A. NNPC SIWES 21 MU’AZU USMAN KUNYA NNPC SIWES 22 IKIMALO VICTORIA IDSL MGR HSE 23 UDOH M. A. CHQ ETD PROJECT ENGINEER 24 IJEH UCHECHUKWU NETCO HSEQ ENGINEER 25 Dr ABUBAKAR M. M. GROUP MEDICAL

ABUJA SUPT. FIELD CLINICS

26 UMANA O.E.S NGC WARRI HSED SUPVR 27 AKUKWE O. J.E. NGC WARRI PROJECT ENGINEER 28 UMAR M. MUSA CHQ GHSE FIRE and SAFETY (HSE) 29 AMINU AHMED CHQ GHSE SAFETY and RELIABILITY 30 SIRAJ YUNUS CHQ GHSE POLLUTION CONTROL 31 BAGIA, JONATHAN O PHRC FIRE FIRE OFFICER 32 EKEH A.C. CHQ GHSE PROJECT LEADER 33 MURTALA SHEHU G. KRPC HSED SUPVR EQUIPT. 34 USMAN U.J CHQ GHSE SUPT. SSS



35 ILA ADAMU M. CHQ GHSE SUPT. ENT. STD 36 IGA’SHI I. SABO RandD HSE PHC SUPT. HSE 37 C.A.B. ADEOSUN NAPIMS DM, HSE 38 AMAESITI L. E. RETAIL RM SOUTH-WEST 39 OMOSANYA AMINU D. GHSE SUPT. OHE 40 SAFIYANU A. R. ETD ELECTRICAL ENGINEER 41 EKHAGBAI M. INUSA NETCO HSEQ ENGINEER 42 YUSUF UMMA

KALTUME ETD ARCHITECT

43 ANIUCHE L.C. HSE PLANT SAFETY ENGR. 44 IDRIS TITUS KAYODE PPMC ENVT. OFFICER 45 KALIO L.O. NGC SAFETY OFFICER

RECORD OF ATTENDANCE DATE: 6-8 SEPTEMBER, 2011 PORT HARCOURT


NNPC HEMP Workshop (Focus group) Facilitators: Arts in Science Inyang Effiong, Rosemary Adomokai

NO Name Company/SBU/CSU Indicator or Job Title 1 Aminu Ahmed GHSE PSM Engineer 2 Mohammed Musa KRPC HSE officer 3 Bob-Manuel, F.A. Retail Head, HSE 4 A.S.Adegboyega CHQ/GHSE Supt. Envt. Audit. 5 A. Ekeh CHG/GHSE Project Leader 6 Udoh, M.A. CHQ/ETD Supt. Eleq. Project 7 Ijeh U. NETCO HSE Engineer 8 Adeosun, C.A.B. NAPIMS DM, HSE 9 Dr. Abubakar M.M. Group Medical Supt. Field Clinics 10 Akukwe, O.J.E. NGC/ETSD Project Engineer 11



Appendix 5 Group Safety and Environmental Protection Policy

GROUP SAFETY AND ENVIRONMENTAL PROTECTION POLICY

NIGERIAN NATIONAL PETROLEUM CORPORATION

FIRST EDITION: 1992



NIGERIAN NATIONAL PETROLEUM CORPORATION

GROUP SAFETY AND ENVIRONMENTAL PROTECTION POLICY GENERAL POLICY STATEMENT The Management of NNPC regards the promotion of Safety and Environmental Protection as a mutual obligation for Management and Employee at all levels. It is therefore the Corporation’s Policy to do all that is reasonable to prevent injury to personnel, damage to property, pollution to the environment and to protect everyone from work hazards and occupational diseases in so far as they are involved with the Corporation’s activities. Where pollution does occur in its operations, it is the policy of the Corporation to promptly control, clean-up, rehabilitate polluted areas, and minimize the negative socio-economic effects of the pollution. The Management of NNPC will provide and maintain a safe, pollution-free and healthy working environment, taking cognizance of all applicable Nigerian Statutory requirements and laws. All employees shall in the course of their duties, act with reasonable care for the occupational health and safety of themselves, other workers and the general public and shall have a duty to co-operate in the operation of this policy. This policy commitment is equally applicable to all contractors who shall also comply with all statutory requirements and laws. Each Strategic Business Unit (SBU), shall be responsible for developing Contractors’ Safety and Environmental Protection Guidelines and Procedures. The Managing Directors or Chief Executives of the subsidiary Companies are delegated the primary responsibility for Safety and Environmental Protection matters in their SBUs and are answerable to the Corporate Management. In the implementation of the Group Safety and Environmental Policy Statement the following arrangements shall be applicable. 1.0 ORGANISATION RESPONSIBILITIES 1.1 The Group Managing Director shall be responsible for the overall Safety and

Environmental Protection matters in the Corporation. 1.2 There shall be a Group Safety Committee chaired by a Group Executive Director.

This Committee shall assist the Group Managing Director in ensuring (1.1) above. 1.3 The Group General Manager, (or Head) Engineering and Technology Division is

the focal point for all Corporate matters on safety and Environmental Protection. For this purpose, there shall be a department for Environmental Protection, Safety and Fire directly accountable to the Group General Manager, (or Head)



Engineering and Technology Division. This department shall also form the second line of Defense in Oil spill control while the SBUs and Clean Nigeria Associates (CNA) remain the first and third line respectively.

1.4 ETD shall monitor the operations and carry out technical safety, fire and

environmental audit of all locations and report its findings to the Group Safety Committee for consideration and further action.

1.5 Occupational Health Surveillance shall be carried out at all plants and operational

locations and quarterly reports shall be submitted to the Group Safety Committee. Research projects on Health Hazards within the Corporation shall also be encouraged. All projects executed within the Corporation shall have Health, Safety, Fire and Environmental Protection inputs from conception to commissioning, satisfactory to the Group Managing Director.

1.6 There shall be a Technical Committee on Safety and Environmental protection,

coordinated by Engineering and Technology Division. The Heads of Safety, Fireand Environmental Protection from the SBUs and representatives from Corporate Medical, Insurance, Legal, Public Affairs and Admin and Personnel Division shall be members. This Committee shall have the responsibility for the formulation and review of Corporate Safety and Environmental Protection Standards and Guidelines for uniform application in the Corporation and shall report its findings to the Group Safety Committee for consideration and further action.

1.7 The Managing Director or Chief Executive of each SBU/CSU shall be responsible

for the overall Safety, Fire and Environmental protection matters of his SBU/CSU. He shall be assisted in these duties by an officer of no less than Manager to give an appropriate focus to safety and Environmental Protection matters in the SBU/CSU.

1.8 Every SBU or CSU shall have a Safety Committee with its Chief Executive as the

Chairman. In addition, every work area shall have a Site Safety and Environmental Committee. The objective of this Committee is to bring safety consciousness and practices to the work sites.

2.0 MANGEMENT COMMITMENT IS TO: 2.1 Provide training and instructions to enable employees to perform their work safely

and efficiently. 2.2 Ensure that Health, Safety, Fire and Environmental Protection Personnel are well

trained. 2.3 Ensure that competent persons are made to supervise all facets of operations.



2.4 Make available all necessary Health, Safety, Fire and Environmental Protection equipment and ensure their use.

2.5 Ensure that there are Health, Safety, Fire and Environmental Protection inputs in

the planning and design of new projects and in the modification and expansion of existing ones.

2.7 Protect the communities in its areas of operation from health and safety hazards

as well as socio-economic losses caused by environmental pollution. 2.8 Ensure the standardization of safety, Fire protection and anti-pollution devices in

all plants/work sites. 2.9 Assess negative impacts of its operations on the environment and adequately

compensate for any losses/degradations arising there from. 2.10 Ensure technologically acceptable waste disposal methods to minimize pollution

within its areas of operation. 2.11 Identify the sensitivity of nature resources, within its areas of operations to

pollution and adequately protect such from damage through viable contingency planning.

2.12 Ensure the execution of appropriate studies to determine potential hazards to the

staff and the environment prior to new installation. 2.13 Provide modern oil spill clean-up and pollution monitoring equipment and

facilities in its operational areas and ensure stockpile of equipment to counter spills, when they do occur.

3.0 EMPLOYEES COMMITEMENT IN THE OPERATION OF THE POLICY IS TO: 3.1 Work safely and efficiently using the protective equipment provided, and comply

with all relevant statutory regulations. 3.2 Report incidents and potential hazards that may lead to injury or damage. 3.3 Adhere to the Corporation’s regulations for securing a safe work place. 3.4 Promptly report any fire or oil spill incident to the appropriate officer. 3.5 Assist in the immediate counter measures as stipulated in the contingency plans. 3.6 Assist in the investigation of accidents and fire incidents with the objective of

introducing measure to prevent a re-occurrence.



4.0 CONTRATORS: 4.1 Contractors are to ensure that their personnel working in NNPC locations comply

strictly with the Corporation’s Health Safety and Environmental Protection Regulations which shall also form part of their contractual agreements.

4.2 The Corporation shall make safety an important consideration in the selection of

contractors. A contractor shall make available to the Corporation for evaluation, records of his past safety performance, present programmes/procedures, and projected capability to achieve an acceptable safety performance and his compliance with applicable safety and environmental regulations.

4.3 The Corporation shall evaluate the contract’s safety activities during the work, so

that the appropriate measures established to achieve expected safety performance are followed.

4.4 The contractor shall cooperate with the corporation in identifying health and

safety issues during the planning and execution of work. 4.5 The Corporation shall establish with the contractor, open lines of communication

at all levels of supervision, such that safe work practices are understood and implemented by all parties.

4.6 The Contractor shall be contractually required to provide employees trained and

qualified to do the specific work safely and to meet pertinent regulatory requirements.

4.7 Where a contractor fails to meet its obligations to adequately advise, train, equip

and protect its employees in the work place, NNPC shall take steps necessary to avert health and safety dangers in its operations.

5.0 DATA BANK ETD shall be responsible for the establishment of Safety and Environmental

Protection Data Bank for the Corporation. 6.0 OCCUPATIONAL HEALTH 6.1 Group Medical Services shall provide ETD and the Management of the SBUs with

expert advice and recommendations concerning employees’ occupational health matters in the Corporation.

6.2 Group Medical Services shall provide quarterly reports on Occupational Health to

the Group Safety Committee.



7.0 ACCIDENT INVESTIGATION AND REPORTING 7.1 SBUs and CSUs shall investigate all accidents/fires/pollution incidents, submit

reports to their local management and make available to ETD on the prescribed forms, monthly reports on all these accidents/fire/equipment damage/pollution incidents for review, analysis and production of reports for management attention.

7.2 SBUs and CSUs shall notify, within 24 hours, cases of all major accidents, fires

and pollution incidents to their respective GEDs, copy GGM ETD and also notify the chairman Group Safety Committee. The relevant GED shall promptly inform GMD, GED (CS) and copy GM PAD, Head Group Insurance and Head Group Medical.

7.3 SBUs and CSUs shall also prepare and send to the appropriate authorities’

reports as required, under the relevant regulations, acts and decrees. Copies of such reports shall be sent to the GGM ETD for analysis.

7.4 SBUs and CSUs shall submit reports on such major incidents to their respective

GED for Group Management’s attention, a copy to GGM ETD for review and analysis. ETD shall carry out its own on-the-spot assessment of these incidents and submit reports to the Group Safety Committee for necessary action and copy the respective MD and GED.

7.5 The Group Safety Committee shall review these reports, if need be visit or invite

the SBUs for more detailed investigation and analysis and submit reports to the Group Managing Director.

8.0 SAFETY AND ENVIRONEMENTAL AWARENESS PROGRAMME 8.1 In order to maintain a high level of Safety and Environmental Awareness in the

Corporation, there shall be an annual Group Health, Safety and Environmental Week to be co-ordinated by ETD.

8.2 The activities of the Week shall include lectures, symposia, exhibitions, fire drills,

use competitions, incentives and awards shall also be part of the Week’s activities. 8.3 In order to avoid duplication in each zone, a Committee comprising the various

SBUs and CSUs within the zone shall be appointed to plan and carry out the activities of the Week.

8.4 Safety Awareness programmes and activities shall be undertaken on a continuous

basis by the uses of Safety bulletins, print and electronic media, lectures etc. 9.0 SAFETY HANDBOOK 9.1 Each SBU and CSU shall develop its own manual and chemical shop cards

appropriate to its operations, in accordance with guidelines set by the Technical



Committee on Safety and Environmental Protection Copies of the Manual shall be made available to ETD.

9.2 ETD shall ensure that Safety Manuals are produced by each SBU/CSU for use by

all employees. 10.0 AUDITS

Each SBU/CSU shall carry out regular audit of its operations. To compliment, ETD shall carry out programmed external Safety and Environmental Protection Audits of all NNPC locations at least once every two years. Insurance and Medical Departments’ representatives shall be co-opted as appropriate Reports of such external audits shall be submitted to the Group Safety Committee.

11.0 CONTINGENCY PLAN 11.1 Each SBU shall prepare, develop and activate local contingency plans for Oil Spill,

Fire and Disaster plans specific to the operations in line with the Corporation’s guidelines.

11.2 ETD shall review these contingency plans and monitor response activities. 11.3 ETD shall be the Corporation’s linkage on Safety and Environmental Protection

matters with outside Bodies including DPR, FEPA and CNA. 12.0 STUDIES

ETD shall participate and liaise with the relevant SBUs, in the execution of Corporate Environment and Safety Studies such as Environmental Sensitivity Index (ESI) Mapping, Baseline studies, Environmental Impact Assessment, HAZOP and Risk Analysis for all NNPC operations.

13.0 POLLUTION CONTROL EQUIPMENT

ETD shall develop guidelines for procurement and stock pile of pollution control equipment and monitor implementation. Each SBU shall procure and stockpile its own equipment in accordance with the guidelines and shall develop procedures for use of the equipment.





Appendix 6 RAM Definitions Likelihood Extremely Improbable Not heard of in the industry. Not likely to happen in NNPC operations due to type of event or locality of operations. Has not happened in the NNPC group or similar industries in Nigeria. Low Likelihood Consequences that have low probability of occurring, similar consequences has happened in operations similar to NNPC operations in review but not heard of within the NNPC group or companies in Nigeria. Likely Consequences that are likely to occur either due to the nature of exposure during operations or has happened in the NNPC group, has happened in similar industries in Nigeria or several times in similar industries outside Nigeria. Highly Likely Consequences that are likely to occur due to nature of exposure during operations or has happened several times in the NNPC group, has happened several times in similar industries in Nigeria and is common in the industry worldwide. Near Certainty Consequences almost certain to occur due to the nature of exposure during operations or has happened several times per year in the NNPC group, has happened several times per year in similar industries in Nigeria and occur several times per year in similar industries worldwide.



Consequence Category Definition

Adapted from the Shel l Group RAM

Severity People Environment Assets Reputation

1 Minimal

Slight injury or health effect. First Aid and Medical treatment Cases. Not affecting Work

Slight effect within premises with negligible financial impact

Slight damage with no disruption to operations <10,000USD

Slight Impact with no public concern, awareness may be there

2 Minor

Minor Injury or health effect. May entail taking days off work, reversible health effects

Large enough to affect the environment but no lasting effect. Exceeding statutory limits

Operations disrupted, cost <100,000USD

Local public concern, political attention possible, may appear in local news

3 Major

Major injury or health effects, permanent partial disability and occupational illness. Irreversible health damage without loss of life

Severe damage. Extensive measure required to remediate. Multiple exceedance of regulatory limits, or many complaints

Partial shutdown, cost up to 1,000,000

Regional concern, extensive adverse attention in media. National political attention with some regional interest. Adverse stand of local groups/political groups

4 Serious

Permanent Total Disability or 1 fatality. Irreversible health damage with serious disability or death. Also applicable to events with a small exposed population

Severe environmental damage. Extended exceedance of statutory limits, widespread nuisance

Partial operation loss (2 weeks shutdown, cost up to 10,000,000 USD)

National Impact, extensive negative attention in national media. Effect on regional and national policies with potentially restrictive measures. Mobilisation of action groups

5 Catastrophic

Multiple fatalities (e.g. chemical releases or cancer), large exposed population

Persistent severe environmental damage, severe nuisance extending to a large area, Loss of commercial or recreational use of an area. Ongoing exceedance of statutory limits

Substantial or total loss of operations (cost in excess of 10,000,000USD)

International Impact, extensive adverse attention in international media



Appendix 7 NNPC Group Hazard List

ID Hazard Description Relevance Y/N

Risk Potential

Possible sources/Location

H1 Hydrocarbons (Unrefined)

1.01 Crude oil under pressure

1.02 Crude oil at low pressure

1.03 Hydrocarbon formation 1.04 LNGs 1.05 Condensate 1.06 Hydrocarbon gas 1.07 Coal 1.08 Crude (oil)

1.09

Hydrocarbons from Shale (fine grain covered with mud))

1.10 Oil Sands (Bitumen or tar)

1.11 Other Hydrocarbon source

H2 Hydrocarbons (Refined)

2.01 Olefins

2.02 Liquefied Petroleum gases (e.g. Propane)

2.03 Gasolines (Napthas, PMS)

2.04 Kerosenes/Jet fuels

2.05 Gas oils (Diesel fuels/heating oils)

2.06 Heavy Fuel Oils

2.07 Lubricating oil base stocks

2.08 Aromatic extracts

2.09 Waxes and related products

2.10 Bitumen’s and Bitumen derivatives

2.11 Petroleum Coke 2.12 Kero solvent gas



H3 Explosives

3.01

Detonators (electrical, non-electrical and electronic)

3.02 TNT 3.03 Military ordinance H4 Pressure 4.01 Gas under pressure 4.02 Liquid under pressure 4.03 Water under pressure 4.04 Vacuum (e.g. Tanks) 4.05 Air under pressure

4.06

Hyperbaric operations e.g. underwater operations

4.07

Hypobaric operations (low air pressure activities)

4.08 Foam (fire fighting)

H5

Hazards associated with differences in height

5.01 Personnel at height >2m

5.02 Personnel at height 0m<2m

5.03 Objects overhead

5.04 Overhead equipment on land

5.05 Overhead equipment at sea

5.06

Ground/slope stability (trenches, excavations, underground facilities)

H6 Objects under Induced Stress

6.01

Objects under tension (slings, support cables etc)

6.02

Objects under compression (relief valves, hydraulically operated devices)

H7 Dynamic Situation Hazards

7.01 Land transport (driving) 7.02 Water transport



(boating) 7.03 Air transport (flying)

7.04 Boat collision with other vessels

7.05 Wading through water 7.06 Houseboat mooring

7.07 Transfer from boat to platform

7.08 Equipment with moving or rotating parts

7.09 Using hand tools H8 Environment 8.01 Weather conditions 8.02 Marine/Water conditions

8.03

Tectonic effects e.g. Erosion, land slide, volcano, earthquake.

8.04 Fire 8.05 Bush burning 8.06 Lightning H9 Electricity 9.01 Voltage < 50V 9.02 Voltage > 50V 9.03 Batteries 9.04 Electrostatic energy H10 Physical 10.01 X rays <10nm (ionising)

10.02

Ultraviolet light (UV) – wavelength 100- 400nm (Non ionizing)

10.03

Visible light – wavelength 400-780nm (Non ionising)

10.04

Infra red (IR) – wavelength 400-1400nm (Non Ionising)

10.05 Microwaves (750-2500nm)

10.06

Lasers – wavelength: 100-1000nm (Non ionizing)

10.07

Radio wave/microwave radiation – wavelength: 1nm-30km (Non ionising)



10.08

Extremely low frequency magnetic radiation (ELF) – wavelength: >30km

10.09 Alpha, Beta particles 10.10 Gamma rays 10.11 Neutron Radiation

10.12

Naturally occurring ionising radiation (NORM)

10.13 Loud, steady noise >85dBA

10.14 Vibration 10.15 Indoor climate

10.16 Cold temperature differentials

10.17 Cold stress 10.18 Heat stress 10.19 High humidity

10.20 Hot temperature differentials

10.21 Cellulosic Materials eg Wood, paper.

10.22

Pyrophoric Materials (flammable metals) e.g. sludge.

10.23 Caesium 10.24 Cobalt 60 10.25 Uranium

H11 Toxic Atmosphere/ Medium

11.01 Oxygen concentration in air (in balance)

11.02 Toxics in air (CO, H2S, heavy metals etc.)

11.03 Particulates in air/dust 11.04 Water H12 Chemical Substances 12.01 Additives 12.02 Asbestos (all forms) 12.03 Brines 12.04 Butanes 12.05 Degreasers 12.06 Glycols 12.07 Halons 12.08 Catalysts



12.09 Nickel Catalysts 12.10 Paints and Thinners

12.11 PolyChloroBiphenyl's (PCB's)

12.12 Ammonia 12.13 Amines 12.14 Ammonium Bifluoride 12.15 Benzene (BTEX) 12.16 Calcium Bromide 12.17 Calcium Chloride 12.18 Chlorine

12.19 Methyl ethyl ketone (MEK)

12.20 Phenol-acid 12.21 Silica 12.22 Toluene 12.23 Carbon monoxide 12.24 Asphalt

12.25

Di-isopropanolamine LFG90 e.g. hand cleaning gel.

12.26 Ethane 12.27 Ethanol 12.28 Ethylene 12.29 Glutaraldehyde 12.30 Hexane 12.31 Hydrogen

12.32 Hydrogen Chloride (Hydrochloric Acid)

12.33 Hydrogen Sulphide 12.34 Mercury

12.35 ChloroFluoroCarbons (CFCs)

12.36 Methanol 12.37 Nitric Acid 12.38 Phosphoric Acid 12.39 Propane 12.40 Sodium Hydroxide

12.41 Sodium Hypochlorite e.g. disinfectant

12.42 Sulphur 12.43 Sulphur dioxide 12.44 Sulphuric Acid

12.45 Heavy metals e.g. Iron, Copper, Zinc, Lead

12.46 Biocides



12.47 Cement dust 12.48 Linear Alkyl Benzene 12.49 Aluminum Silica 12.50 Hydrogen fluoride

12.51 Soild catalyst (Hydrogen fluoride)

12.52 Xylene 12.53 Paraffin 12.54 Potassium hydroxide 12.55 Potassium carbonate 12.56 Potassium fluoride 12.57 Soda ash 12.58 Monnel 12.59 TEL 12.60 Kalgen 12.61 MEKOR 70 12.62 Caustic soda H13 Biological Hazards 13.01 Poisonous Plants 13.02 Animals and Reptiles

13.03 Insects, spiders, scorpions, bees

13.04 Bacteria

13.05

Protozoa, Mycoses and other parasitical diseases (includes ‘other’)

13.06 Virus 13.07 Fungal growth 13.08 HIV 13.09 Marine life 13.10 Lifestyle factors H14 Ergonomic 14.01 Workspace 14.02 Work stations 14.03 Lighting

14.04 Human machine interface

14.05 Physically demanding task

14.06

Awkward location of workplaces and machinery

H15 Psychological

15.01 Long and irregular working hours/shift



15.02 Critical Incidents at work

15.03 Post traumatic stress

15.04 Personal issues external to work

H16 Security 16.01 Assault 16.02 Crisis

16.03 Militant Activism/Terrorism

16.04 Theft of sensitive information/Equipment

16.05 Armed robbery/Theft H17 Natural Resources 17.01 Discharge to Water 17.02 Trees / vegetation

17.03 Land take/encroachment

17.04 Oil in effluent water 17.05 Discharge to Land 17.06 Emissions to Air H18 Social Performance

18.01 (Lack of) Engagement in Community issues

H19 Medical 19.01 Medically unfit 19.02 Drug abuse 19.03 Medical waste 19.04 Food allergy



Appendix 8 Hazard and Effects Register See Hazards and Effects register. It shall be managed by Group HSE, independent of this HSE MS.

Documents

Nnpc Ms 2012 May Rev1