Pipeline Operations and Integrity Management Module 6 Emergency Response Planning
Alan Murray 2017
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Outline
Where are we? we?
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Emergency Response Planning
Definition of an an Emergency •
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An emergency is any serious or crisis situation or occurrence that happens unexpectedly and demands immediate action or assistance: a state of emergency Such situations which because of severity or size of impact, render normal response mechanisms inadequate. In the event of such a crisis, a more comprehensive and immediate response is required to manage the crisis and respond to the needs of the situation which may include adjacent community. Activation of an emergency Incident Command system (ICS) and the appropriate emergency response team under these circumstances provides the community adjacent to the facilities with an appropriate response capacity in the event of such an emergency.
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FOUR DIMENSIONS OF EMERGENCY MANAGEMENT Hazards • Natural • Caused By Human Activity • Groupings/Organizations • Pipeline Company • First Responders • Affected Citizens • Levels of Government •Emergency Response Functions •Coordinating Activities •
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All Hazards I. Natural Emergencies Meteorolog ical/ Elemental Flood/Storm Surge/Tsunami Ice/Snow Fire Wind Tornado/Hurricane Geological Earthquake Landslide Avalanche Resulting from: Acts of God •
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II. Human Induced Emergencies Non-intentional Energy Information/ Communication Environment Transport Public safety/ security Government operations Resulting from: Human Error System Failur e • •
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Intentional Energy Information/ Communication Environment Transport Public safety/ security Government operations Resulting from: Civil unrest Terrorism International Tension Criminal Acts War • •
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Emergency Management Agencies Subject Matter Agency
The organization assigned by legislation, regulation, policy or a plan to lead in the emergency management of the immediate affects of a specific hazard;
Coordinating Agency
The organization assigned by legislation, regulation, policy or a plan to coordinate the efforts of different orders of government, supporting/logistic agencies and other emergency management partners to coordinate required action, directed by the lead agency, to deal with the immediate affects of the specific hazard, while dealing with the collateral results of the specific hazard;
Supporting/ Logistics Agency
Organization(s) assigned by legislation, regulation, policy or a plan to assist in the emergency management of a specific hazard; 7
Functions Mitigation/ Prevention
Attempting to maintain a normal state of life by removing/minimizing the items at risk from the effects of hazard(s), or by reducing the effects of the hazard(s) on the items at risk, with an aim to prevent or reduce a disaster impact when it occurs
Preparedness Recognizing that perfect mitigation is impossible, building capability to effectively and rapidly respond when items at risk are about to be or are affected by hazards. It includes the planning, exercising and education necessary to achieve a state of readiness for incidents, disasters and major emergencies; e.g plans, simulation exercises, stockpiles Executing the capability to minimize the losses to items at Response risk (with an emphasis to prevention of injury/loss of life) when they are effected by hazards. Recovery
Returning the effected organization/group to a state of normal life, after it has been effected by a hazard. Commences ASAP during the Response phase and runs concurrently . 8
Integrating All 4 Dimensions Function Grouping
Mitigation
Preparedness
Response
Recovery
Fires
Pipeline operator
Leaks
First responders
Etc.
Citizens •
Levels of government
Rupturess
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Management Operations Co-ordination Plans Logistics Industry Communications Finance Administration Training
Plans/Actions
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Emergency Management Activities
Program Management Communications Support of Govt
Support of Public
Operations
Liaison Officers
Training Fin/Admin
Tech Support
Co-ordination
Plans
Logistics
Recovery
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Emergency Response Plans •
Emergency Response and contingency planning are used to minimise the effects of an emergency situation. The complexity of these plans is determined by the type of event, its proximity to populated and/or environmentally sensitive areas and the availability of resources
Emergency Response Plans •
A pipeline company is responsible for planning for the Worst situation and the existence of a good emergency response plan exemplifies a company’s readiness to fulfill its legal and ethical responsibilities in the case of an emergency.
Emergency Response Plans The key elements of a successful emergency response plan are: 1. Identification of the most probable emergencies 2. Notification process ( who to contact and when) 3. Determining the immediate personnel actions to be taken
4. Minimising adverse effects on personnel, property and environment
Response Planning To effectively assess emergency response and the required environmental protection in the event of a leak or pipeline rupture, pipeline industry considers the following for Emergency Response Planning (ERP) and Emergency Response (ER) and those needed for effectively responding to an emergency leading to a crisis situation: Effective policies Procedures for meeting regulatory needs including any Permitting Considerations Tools & equipment In addition it requires the: prompt coordination of resources, special communications, and heightened authority for employees •
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Pipeline emergency response planning and execution comprise of organization, processes, tools and facilities required to respond to an emergency situation. Emergency situation can be minor or major. Major emergencies result from an incident causing rupture, release of containment/spill, fire/explosion, injury, fatality, loss of property, impact to the public and the environment and finally cleaning out/decontamination, repairs and restoration of service. Incidents can be classified or ranked in order of severity and matched to the appropriate level of response
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Identifying Typical Emergencies
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Identification of potential emergencies involves a risk assessment exercise using a comprehensive understanding of the facilities This requires input from management, designers, operators and maintenance staff The planning group must rank all the identified emergency scenarios Companies need to understand the overall risk and identify factors that impact public safety 16
Identifying Typical Emergencies
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It is important to anticipate the consequences of each scenario for personnel, property and the environment The effect of a particular incident might extend t neighbouring facilities and these “dominoe “ effects must be considered during planning
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Risk Determination Matrix
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Ranking of Incident or Emergency Condition Level I
Level II
Level III
No immediate threat to the public or company personnel
Some injury or threat to Serious injury or fatality of member of the public, the public and company company personnel and/or ongoing threat to the personnel public
No effects outside company property
No immediate threat outside company property but potential exists to extend beyond property boundaries
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Control of released product completed or pending ▪
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Imminent control of released product is likely
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Uncontrolled release of product continuing
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Significant and ongoing environmental effects
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Ongoing or imminent threat to facility infrastructure. ▪
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Minimal environmental effects ▪
First responders and government agencies likely to be directly involved ▪
Little or no media interest ▪
Incident/spill handled by company
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Low potential to escalate
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Effects extend beyond company property
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Immediate and significant government agency and first responder involvement ▪
Assistance from outside parties required
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Moderate environmental effects
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Local/regional media interest
National/regional media interest
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Emergency Levels/ Action Matrix Escalating the Response
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Six Step Incident response process
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Size Up the Situation what is the nature of the incident? what hazards are present? what resources are on site? what is the risk to personnel and the public? are there injuries that need to be treated? how large an area is involved? can/ will the area be cordoned off? Identify appropriate entrance / exit routes for equipment and response personnel 21
Six Step Incident response process •
Identify contingencies –
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Determine Objectives and Strategies –
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What may have caused the incident to occur? What could happen to make the situation worse? What to do , and for what purpose? How to do it? Identify Needed resources
Identify Needed resources –
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what resources are needed? Where will they be obtained? How long will it take to obtain them?
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Six Step Incident response process •
Develop an Action Plan –
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Assign resources to tactical objectives Ensure appropriate safety and personnel protective measures are implemented Ensure that the first responders and agencies are contacted
Take action –
Implement Plan, supervise and Co-ordinate
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Evaluate results
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From individual house to entire city Yellow Pages Critical Infrastructure Real Time weather Information Roads, River, water ways, etc Police of Jurisdiction Satellite Imagery
370 Layers of Data •
All Oil & Gas facilities
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All Electricity facilities
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All Water Wells
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All Soils information
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Agriculture facilities
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Municipal Information
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Public Facilites
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Etc
Typical Table of Contents of an ERP Contents 1.0 Company Policy, Purpose and Scope 2.0 Emergency Notification 3.0 Organisation 4.0 Immediate Action Table Initial response Secondary response 5.0 Emergency Contact List / Phone numbers Immediate Support Services Emergency response command centre Key employee contact list 6.0 Identification of Key personnel (and Alternates) 7.0 Media relations 8.0 Notification of next of kin 9.0 Revision record 10.0 Checklists
Purpose and Scope Section •
Scope describes the facilities covered, including meter stations, types of products involved and geographic area.
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Related company and third party plans.
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Government Jurisdiction
Emergency Notification section •
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Internal and external notification call down list (includes responsibility for notifications Summary table of legal reporting requirements Descriptions of internal call down procedures Emergency condition reporting
Notification Schedule
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Organisation Section •
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Emergency Response Team Diagram Incident classification Criteria table List of designated personnel for key positions (and alternates) Layout and location of Incident command centre and site emergency operations centre List of primary contractors
PREPAREDNESS •
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The Emergency Response Officer (or designate) must be available at all times to respond to an emergency. The Emergency Response document should be reviewed and updated at least annually. Review should include procedures, processes, lists of persons and phone numbers, and any associated response and communication equipment related to effective implementation of this procedure. Further, this document should be maintained in a location that is easily accessible to all persons who have accountabilities, responsibilities or direct interest regarding its implementation. Exercises should be completed at least annually and should include all persons identified in this plan to both test the procedure, and to ensure an adequate level of awareness in regard to account abilities and responsibilities.
Identification of Key Personnel •
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Two separate and distinct teams are required to respond toan emergency Corporate Area command Team located at the Incident Command centre Field Incident Command team
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Identification of Key Personnel •
Corporate Area Command Team –
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Comprised of corporate management and staff They provide tactical direction for the response and recovery operations providing advice and support to the field incident command team Responsible for all contacts with the media, legal matters and liaison with contractors and the primary responders
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Identification of Key Personnel •
Field Incident Command team –
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Directly involved in responding to the emergency at the site. ( most sites will have a very specific response plan in place for the facility) They will take charge and remain in charge of the incident until it is resolved or others who have the legal authority to do so assume responsibility They will seek guidance and direction from local officials and local technical assistance where appropriate
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Incident Command Centre
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Training Component
Frequency
Length
Description
Aw arenes s
Annually (April)
1 hr
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Notification (Drill)
Semiannually (April / October)
1 to 2 hrs
- informal - contacting parties internal and external to the plans ("the ER community"
Drill
Semiannually
- single ER function - single agency involvement - often a field component
Annually
4 to 7.5 hrs
- informal discussion of simulated emergency - no time pressures (slow pace) - low stress - limited to 5 or 6 ER functions - usually with external community Useful for: - evaluating plans & procedures - resolving questions of coordination & responsibility (problem solving)
- different ER functions are exercised at each tabletop over a 3-year period
1 to 2 days
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policy and coordination personnel practice ER stressful, realistic simulation takes place in real time emphasizes emergency functions EOC is activated
- coordinate with regulated company functional exercise - not all functions exercised
2 or more days
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takes place in real time employs real people & equipment coordinates many agencies tests several emergency functions activates EOC high stress
Tabletop
Functional
Full-scale
Every 4th year
When opportune
informal introduction to new staff description of policies, procedures, plans discussion of roles, responsibilities, training no simulation
Comments
- ensures that individuals identified in the plans are aware of their roles & responsibilities
- verifies contact names, locations, contact numbers
Examples of Immediate Action •
Immediate Action flow chart –
Response to a fire
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Response to a Liquid Spill
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In Summary •
Emergency Response Plans area critical component of emergency preparedness –
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Adequate resources must be provided to maintain and audit plans Training must be provided to key staff to review major updates and refresh knowledge of the plan contents Regular contact must be maintained with the local first responders 40
