Incident management system for the oil and gas industry. Good practice guidelines for incident management and emergency response personnel

Transcription

1 Incident management system for the oi and gas industry Good practice guideines for incident management and emergency response personne

2 The goba oi and gas industry association for environmenta and socia issues Leve 14, City Tower, 40 Basingha Street, London EC2V 5DE, United Kingdom Teephone: +44 (0) Facsimie: +44 (0) E-mai: Website: Internationa Association of Oi & Gas Producers Registered office Leve 14, City Tower, 40 Basingha Street, London EC2V 5DE, United Kingdom Teephone: +44 (0) Facsimie: +44 (0) E-mai: Website: Brusses office Bouevard du Souverain 165, 4th Foor, B-1160 Brusses, Begium Teephone: +32 (0) Facsimie: +32 (0) E-mai: Houston office Westheimer Road, Suite 1100, Houston, Texas 77042, United States Teephone: +1 (713) E-mai: IOGP Report 517 Date of pubication: August 2016 IPIECA-IOGP 2016 A rights reserved. No part of this pubication may be reproduced, stored in a retrieva system, or transmitted in any form or by any means, eectronic, mechanica, photocopying, recording or otherwise, without the prior consent of IPIECA. Discaimer Whie every effort has been made to ensure the accuracy of the information contained in this pubication, neither IPIECA, IOGP nor any of their members past, present or future warrants its accuracy or wi, regardess of its or their negigence, assume iabiity for any foreseeabe or unforeseeabe use made of this pubication. Consequenty, such use is at the recipient s own risk on the basis that any use by the recipient constitutes agreement to the terms of this discaimer. The information contained in this pubication does not purport to constitute professiona advice from the various content contributors and neither IPIECA, IOGP nor their members accept any responsibiity whatsoever for the consequences of the use or misuse of such documentation. This document may provide guidance suppementa to the requirements of oca egisation. However, nothing herein is intended to repace, amend, supersede or otherwise depart from such requirements. In the event of any confict or contradiction between the provisions of this document and oca egisation, appicabe aws sha prevai.

3 Incident management system for the oi and gas industry Good practice guideines for incident management and emergency response personne Cover photographs are reproduced courtesy of the foowing (eft to right): Tasha Tuy; Luke Pinneo; Connie Terre

4 IPIECA IOGP Preface This pubication is part of the IPIECA-IOGP Good Practice Guide Series which summarizes current views on good practice for a range of oi spi preparedness and response topics. The series aims to hep aign industry practices and activities, inform stakehoders, and serve as a communication too to promote awareness and education. The series updates and repaces the we-estabished IPIECA Oi Spi Report Series pubished between 1990 and It covers topics that are broady appicabe both to exporation and production, as we as shipping and transportation activities. The revisions are being undertaken by the IOGP-IPIECA Oi Spi Response Joint Industry Project (JIP). The JIP was estabished in 2011 to impement earning opportunities in respect of oi spi preparedness and response foowing the Apri 2010 we contro incident in the Guf of Mexico. The origina IPIECA Report Series wi be progressivey withdrawn upon pubication of the various tites in this new Good Practice Guide Series during Note on good practice Good practice in the context of the JIP is a statement of internationay-recognized guideines, practices and procedures that wi enabe the oi and gas industry to deiver acceptabe heath, safety and environmenta performance. Good practice for a particuar subject wi change over time in the ight of advances in technoogy, practica experience and scientific understanding, as we as changes in the poitica and socia environment. 2

5 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Contents Preface 2 Contents 3 About this guide 4 Overview 5 Background 5 Organizationa principes 7 Management principes 8 Organizationa structure 10 Functiona structure 10 The Command function 11 Operations Section 14 Other Sections 17 Managing an incident response using an IMS 24 Notification and activation 24 Estabishing the IMS organization 25 Initia assessment and response 26 Initia incident briefing 26 Impementing the response sma to medium or simpe incidents 28 Impementing the response major and compex incidents 31 Appication of an IMS in varying response frameworks 38 Singe Command 38 Coordinated Command 39 Unified Command 40 Adapting the IMS to meet response chaenges 41 Optiona response considerations 41 Geographic considerations 41 Obtaining resources through mutua aid agreements 42 IMS competency and preparedness 43 Competency 43 Preparedness 44 References and further reading 46 Gossary 47 Acknowedgements 51 3

6 IPIECA IOGP About this guide This guidance document addresses incident response management and is intended to suppement the Internationa Maritime Organization s Guidance Document on the Impementation of an Incident Management System (IMO, 2012) which provides a high-eve overview of the subject. It is aso designed to be fuy compatibe with Oi Spi Response Limited s Incident Management Handbook (OSRL, 2012) and other equivaent incident management handbooks which provide detaied materia and toos for the appication of the Incident Management System (IMS). Whie the emphasis of this document is on incident management, it is important to acknowedge the broader concept of crisis management which focuses on the impact of externa infuences on incident management. For further reading on crisis management as it pertains to this guidance, see BSI Standard Number 11200:2014, Crisis Management. Guidance and good practice (BSI, 2014). This document is based on the Incident Command System (ICS), a version of IMS that is widey used by industry, response contractors and professiona emergency services organizations. An IMS incudes a set of proven organizationa and management principes incuding common organizationa eements (e.g. sections, branches, divisions, etc.), management structure, terminoogy and operating procedures. Sma incidents can usuay be managed effectivey with a simpified IMS approach to both the organizationa structure and the panning process. Experience has shown that management of a major response, which may invove hundreds or even thousands of responders, requires the use of a more structured IMS and a defined, schedued panning process that produces a coordinated, written incident action pan. The adoption of a common approach to incident management by industry, governments, response organizations, contractors and experts wi aow for the integration of the incident management team participants under a singe IMS, together with the coordinated, efficient use of resources critica to an effective response. In certain ocations, industry and other response organizations must adapt to, and foow, the IMS used in that country. An IMS can be used effectivey by an industry operator: in singe command, to directy manage an incident; in coordinated command where response actions are undertaken in parae with government actions; and in unified command where the operator and government work together as a singe response organization. Emergency incidents require timey action and prudent over-response to ensure the protection of peope and the environment, and to prevent unnecessary escaation of the incident. An IMS enabes response organizations to rapidy estabish command and contro, integrate resources, and pan coordinated response actions to achieve objectives. The successfu introduction of an IMS into a response organization requires a commitment by senior eaders to a sustained competency-based training and exercise programme. This shoud incude ongoing basic and roe-specific IMS training to acquire the necessary process and technica skis, and periodic simuations or exercises to provide robust experientia earning and competency deveopment. 4

7 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Overview Effective incident management requires the abiity to estabish command and contro i.e. to move the management of the response from the initia reactive mode to one where the scope of the incident is understood, appropriate response actions are being taken in aignment with response strategies, and where the outcome of the incident is being driven by a cear set of objectives to protect peope and the environment. Experience has shown that the use of a structured IMS is critica to estabishing command and contro in response to a major incident. An IMS faciitates command and contro of an incident by organizing eaders, functions, response teams and other resources through a scaabe, fit-for-purpose organizationa structure with pre-identified roes, responsibiities, reporting reationships and authorities necessary to manage an incident. An IMS aso faciitates impementation of the panning process necessary to ensure a direct ink between the incident management objectives and response actions being taken in the fied. The vast majority of incidents are sma, and the IMS process used to manage the response is typicay simpified and objective driven, and uses an iterative process to assess the progress of the incident and the response. Industry experience has shown that major incidents, where hundreds or even thousands of responders may be invoved, requires a robust and structured panning process and a coordinated, written incident action pan to manage the response. David Weydert This document introduces the common eements of an IMS to stakehoders who may be caed upon to work together to provide specific expertise, assistance or response resources during an emergency incident. These stakehoders can incude the industry operator, response organizations and government entities. Each stakehoder and group needs to have a cear understanding of its function under an estabished IMS to ensure an effective, timey and coordinated response. Background Incidents typicay happen with itte or no advance warning, and require an immediate response by the industry operator and supporting response organizations. Major incidents, which are rare, may require a response invoving many organizations, incuding governmenta entities across mutipe jurisdictions and experts from many discipines. Such incidents may aso invove numerous parae activities such as search and rescue, ensuring the safety of the pubic and responders, source contro, fire suppression, protecting the environment, securing property and infrastructure from damage, and providing timey communications. Whie the vast majority of incidents are sma, and the IMS process is typicay simpified and objective driven, an IMS is a scaabe, systematic approach that can be easiy adapted regardess of the size of an incident. A wide range of response organizations and contractors, governmenta entities and resources may be caed on to respond to incidents, and their missions and procedures may vary. The coordination of, and coaboration between, these organizations is critica to an effective response operation. These groups and individuas must be abe to work together at short notice, and may 5

8 IPIECA IOGP have itte or no prior experience of coaborating with each other to manage stressfu, dangerous and evoving probems in what may be a hazardous working environment. Responders wi need to cutivate a working trust with one another, have cear roes, responsibiities and authorities, and ensure that sufficient on-scene resources are avaiabe at a times. Incident responders face many other potentia chaenges in responding effectivey to major incidents. Factors such as weather, site access, resource constraints, poor coordination, ack of preapprovas for response strategies, or poor communications can deay response times or hinder incident response efficiency. A deayed or ineffective response can resut in unnecessary impacts which may present risks to peope, the environment and property. An IMS is an essentia too for overcoming many of these chaenges; it provides carity in command and contro, improves resource coordination and communications, and faciitates the cooperation and integration of responding organizations. An IMS is a scaabe, systematic method for coordinating and controing the wide variety of important activities, resources and response organizations from a centra command post. The size and compexity of every incident is different and wi vary as the incident response progresses. An IMS provides the organizationa structure for response teams to expand or contract to meet the needs of the required response. It defines responders roes and responsibiities, requires the use of common tites and terminoogy, and can be used to estabish a cear decisionmaking process, regardess of the size of the response organization. An IMS can be integrated into any propery trained responding organization, and minimizes redundancy, thereby optimizing the depoyment of resources. An IMS aso provides effective two-way communication, faciitating improved coordination between responding organizations whie reducing the overa communications oad associated with a response. Experience has shown that the use of a structured IMS is critica to estabishing effective command and contro in response to a major incident. Casey Ware 6

9 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Organizationa principes The principes of IMS organization were deveoped in the 1970s by the fire services as a management method for carifying command reationships and making effective use of mutua aid for arge-scae incidents invoving mutipe authorities. Athough originay deveoped to address fires, the IMS concept is now appied to many other types of emergency events or incidents, incuding oi spi response. Experience has demonstrated the vaue of integrating incident response functions and resources into a singe operationa organization, managed and supported by one command structure and supporting processes. Experience has aso shown that the incident response organization is most successfu when the foowing key organizationa concepts and principes are appied: Use of a singe, integrated organization to manage the response. Organization by function, i.e. Command, Operations, Panning, Logistics, Finance. Estabishment of cear, hierarchica reporting reationships. Maintaining a moduar and scaabe organization, and ensuring that it is appropriatey sized to achieve the response objectives. Command structure An IMS requires that one or more individuas maintain authority over a incident activities. This position is known as the Command function. For sma incidents a singe person, caed the Incident Commander, can typicay perform the Command function. For arge incidents, the positions of Deputy Incident Commander and Command Staff Officers may be assigned to support the Incident Commander. Once command has been estabished, the IMS provides cear rues for the transfer of command to another individua or individuas. The IMS organization is characterized by an ordery ine of authority, termed the chain of command. The IMS is aso characterized by the concept of unity of command which means that every individua has one and ony one designated supervisor to whom that individua reports at the incident scene. These principes carify reporting reationships and eiminate the confusion that might otherwise be caused by mutipe, conficting directives. Scaabiity A key feature of an IMS is its moduar organization. Organizationa eements (termed Sections, Branches, Divisions, Groups, Units, etc.) are added to the IMS structure as additiona personne and new functions and capabiities are brought into the incident response and assigned to the various organizationa eements. A moduar approach aows the response organization to be structured in a way that is appropriate for the size and compexity of the incident. It aso aows the organization to expand as the compexity of the incident increases, and as functiona responsibiities are deegated throughout the organization by the Incident Commander. The IMS structure aways begins with estabishing the Command function. For the management of major incidents, four functiona sections are estabished under the Incident Commander as appropriate, i.e. Operations, Panning, Logistics, and Finance/Administration. Span-of-contro 7

10 IPIECA IOGP recommendations are foowed cosey as the response organization expands or contracts, so that the organizationa structure is never arger than required. Management principes IMS management principes provide Command with guideines to coordinate the efforts of the organization so that response objectives and priorities can be accompished through the efficient and effective use of the avaiabe resources. Management incudes operationa panning and organization, staffing, and eading, directing and controing the organization. An IMS is based on the foowing management principes: Ensuring an objectives-driven response. Formuation of an Incident Action Pan. Use of common and consistent terminoogy. Maintaining a manageabe span of contro. Coordination of equipment, personne resources and communication. Objectives-driven response An effective and successfu response requires a cear set of objectives. These objectives are estabished by the centraized Command and cascaded throughout the organization. The objectives drive the deveopment of response strategies, which are then impemented through the tactica decisions and actions taken in the fied. The objectives, strategies and tactics evove as the response progresses. Objectives are succinct statements of Command s overa goas and intents for the response. The objectives describe the intended outcomes and shoud encompass the totaity of the response. For exampe, an objective may be: Minimize impacts on environmentay sensitive areas. Objectives shoud be based on the SMART principe, i.e. they shoud be: Specific; Measurabe; Action oriented; Reaistic; and Timey. Strategies describe the response methodoogies to be empoyed to achieve the objectives of the response. Each objective shoud be matched with at east one specific strategy. An exampe strategy may be: Prevent oi from reaching Pristine Bay. Tactics are specific actions and activities required to impement the response strategies. Work assignments are deveoped for the various tactics, and are assigned to individuas or teams. An exampe tactic may be: Offshore Containment and Recovery Group to use vesse Cean Responder to set 500 m of ocean boom between and points A and B at 0600 GMT. 8

11 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Incident action pan An Incident Action Pan (IAP) controing a response activities for a specified period of time ensures that a responders and response organizations work in coordination and towards the same goa. Sma, short-duration incidents may be managed with a simpified IAP and direction may be given oray by the Incident Commander. Major or compex incidents require the use of a written IAP. An Incident Action Pan describes the overa objectives and strategies for managing the response, as we as response tactics, for a set ength of time known as the operationa period. A written IAP incudes the identification of operationa resources, and provides a documented record of work assignments, priorities, safety and environmenta considerations and other important management information. Common and consistent terminoogy An IMS empoys common terminoogy used to prevent misunderstandings when responding to an event. Common terms aow diverse organizations to work together effectivey, and to communicate ceary with each other on essentia components such as: Organizationa functions: a major functions and functiona organizationa eements are named and defined. The terminoogy used for each organizationa eement is standard and consistent. Resource descriptions: major resources (personne, equipment and suppy items) are given common names and are isted according to capabiities. Incident faciities: faciities used during the response are named according to common terminoogy. Position tites: a IMS managers and supervisors are referred to by standardized tites, such as Officer, Chief, Director, Supervisor or Leader. Manageabe span of contro Span of contro refers to the number of individuas or resources than can be effectivey managed by a supervisor during an incident. A recommended span of contro shoud range from three to seven individuas, with five representing the optima eve. There may be exceptions to this range, e.g. in cases of ower-risk assignments, assignments where resources work in proximity to each other, or assignments requiring minima direct supervision. Coordination of equipment, personne resources and communications Comprehensive and centraized resource coordination heps to maintain an accurate and up-todate picture of the personne, teams, equipment, suppies and faciities in use, avaiabe or potentiay avaiabe for assignment. Integrated communications requires the use of a common pan to coordinate the communications processes of the responding organizations. This approach strengthens the inks between the operationa and support personne within the various parties invoved in the response, and heps to maintain communications, coordination and discipine. 9

12 IPIECA IOGP Organizationa structure This section provides an overview of the organizationa structure of an IMS, and its major positions and organizationa eements throughout the ife cyce of an incident. It describes the organizationa eves of the IMS, focusing on their functiona definition, distinguishing characteristics and reationship to other eements in the structure. For more detais about the roes, responsibiities and functiona eements within the IMS structure see OSRL, Functiona structure The organizationa structure of an IMS incudes four major sections under the Command function: Operations, Panning, Logistics and Finance/Administration (Figure 1). Figure 1 Organizationa structure of an IMS The responsibiities of each section can be summarized as foows: Command: provides overa management and authority. Operations: directs the tactica operations throughout the incident. Panning: prepares the IAP and maintains information on the status of resources and the overa status of the incident. Logistics: provides resources, services and support required by the incident. Finance/Administration: responsibe for financia contros, contracting and caims management. The compexity of the incident wi infuence the number of sections estabished and the organizationa structure within each section. Command represents the first organizationa eement estabished for any incident. The size of the IMS organization that deveops under the Command function depends on the number, type and scope of operations being conducted, and the types of support functions required. The vast majority of incidents require ony a sma IMS organization, often consisting of an Incident Commander supervising a few resources. For sma incidents, a simpified IMS structure is typicay used, without estabishing sections. Fu depoyment of the IMS functiona structure is rare and generay reserved for arge, compex incidents that require a arge IMS organization to meet spanof-contro guideines. 10

13 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY The IMS organizationa structure can be expanded as needed in a moduar fashion. Command initiay has fu responsibiity for managing the incident, incuding safety of the responders and the pubic, and aso performs the duties normay carried out by the various Sections uness or unti those Sections are formed. As additiona organizationa eements are added, the newy appointed Chiefs or Directors are assigned management responsibiities by Command. In a major or compex incident being managed under a arge IMS organization, Deputies or Assistants may be appointed to support key eadership roes. Deputies generay have the same quaifications as the eaders they support. The various organizationa eements and the tites used for the eaders of those eements are shown in Tabe 1. Tabe 1 Organizationa eements and corresponding eadership tites Organizationa eement Command Command Staff Genera Staff (Section) Branch Division/Group Unit Strike Team/Task Force Leadership tite Incident Commander (and Deputy) Officer (and Assistant) Chief (and Deputy) Director (and Deputy) Supervisor Leader Leader The Command function Command represents a function, not a person. The Command function is carried out by an Incident Commander who performs the duties excusive to the Incident Command. The Incident Commander is granted fu authority to manage the response by the industry operator or the government agency with appropriate authority. For arge-scae incidents, the Incident Commander is supported by Command Staff. Command Staff positions may incude a Pubic Information Officer, Safety Officer and Liaison Officer. If required, the Incident Commander wi add the IMS Sections, which are ed by Chiefs. A Section staff, incuding the Officers and Chiefs, report directy to the Incident Commander and are known coectivey as the Command and Genera Staff. Command foows the principe of prudenty over-responding to ensure that the response can be safey and effectivey managed. Throughout an incident, Command determines the size of the IMS organization needed to respond to, and mitigate, the impacts of the incident. Command wi consider the foowing three major priorities when identifying the required resources and structuring the IMS organization: Safety: protecting emergency responders, incident victims and the pubic. Incident contro: minimizing the impacts of the incident on the area surrounding the scene, and maximizing the response effort whie using resources efficienty. Protecting the environment and property: minimizing damage to the environment and property whie achieving the objectives estabished for the incident. 11

14 IPIECA IOGP Near right: the Incident Commander has fu authority to manage the response, and, in the case of a arge-scae incident, wi be supported by the Command Staff. Far right: a briefing on oi spi response operations under way at an Incident Command post. Shutterstock.com Seth Johnson The Incident Commander shoud maintain a strategic perspective, or command awareness, to determine the potentia impacts that may resut from the incident, and shoud estabish the overa incident strategy and provide cear direction for the response. Command estabishes the objectives of the response, and ensures that a functiona areas work to accompish these objectives through the IAP. In some instances, the Incident Commander may designate a Deputy Incident Commander to perform tasks assigned by the Incident Commander, to provide reief for the Incident Commander (working in shifts), or to represent an organization providing significant assistance in the response. Personne considered for the position of Deputy Incident Commander shoud have quaifications equivaent to those of the Incident Commander, and shoud be ready to assume the position of Incident Commander at any time. Box 1 provides an exampe of the typica responsibiities of the Incident Commander. Box 1 Typica responsibiities of the Incident Commander Assume and announce Command Possess cear authority to manage the response Ensure incident safety Estabish an Incident Command Post Estabish incident response objectives and strategies to be foowed Estabish immediate priorities Initiate, maintain and contro the communications process within the IMS organization Estabish the size of the IMS organization needed and monitor the its effectiveness Assess the status of the response Approve, impement, and evauate the Incident Action Pan Coordinate activity for a Command and Genera Staff Approve requests for additiona resources or for the reease of resources Approve the use of vounteer and auxiiary personne Authorize the reease of information through the Pubic Information Officer Order demobiization of the incident when appropriate Ensure competion of incident after-action reports 12

15 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Command Staff The Command Staff perform or support the duties and responsibiities of the Command function. In ess compex incidents, the Incident Commander may have sufficient time to singe-handedy carry out tasks such as information dissemination, safety monitoring, coordination of participating organizations, and resource monitoring. However, as the compexity of an incident increases, the roe of the Incident Commander evoves from hands-on activities to overa incident management and command. As a resut, the Incident Commander may designate one or more Command Staff positions to perform various management activities; such positions may incude the Pubic Information Officer, Safety Officer and Liaison Officer. Depending on the nature and compexity of the incident, the Incident Commander may aso assign positions such as the Lega Officer, Inteigence/Security Officer and Human Resources Officer. Figure 2 An exampe of Command Staff organization * Optiona positions that may be assigned by the Incident Commander depending on the nature and compexity of the incident. Safety Officer Safety is the first priority for a members of the response organization, and a members are accountabe for conducting their work in a safe manner. The Safety Officer has overa responsibiity for monitoring on-scene safety conditions and deveoping measures to ensure the safety of a response personne. The Safety Officer aso anticipates hazardous and unsafe situations and has the authority to ater activities in an emergency to stop or prevent unsafe acts or conditions. The Safety Officer is responsibe for the deveopment of the Safety Pan and the review of the Medica Pan. The Safety Officer reviews the Incident Action Pan for safety impications, and can recommend changes to the Incident Commander as necessary. There is ony one Safety Officer in the IMS organization, but the Safety Officer may designate assistants as needed. 13

16 IPIECA IOGP Pubic Information Officer The Pubic Information Officer is responsibe for a interaction between Command, the news media and the pubic, and deveops and coordinates the reease of information on the situation and response efforts. Whie this function wi mosty invove interaction with the news media, the Pubic Information Officer may aso provide information to governmenta agencies and other organizations if the Liaison Officer position is not activated. Commony requested information incudes: key instructions for the pubic, incuding safety warnings; geographic ocation of the incident; estimated duration of the response; and description of specific incident characteristics (e.g. injuries/fataities, personne unaccounted for, spi voume, oi type, organizations invoved in the response, current situation, environmenta impacts and widife impacts). There is ony one Pubic Information Officer in the IMS organization. However, a Pubic Information Officer can designate assistants who may represent other assisting organizations or stakehoders. Liaison Officer The Liaison Officer is the primary contact person for representatives of stakehoder organizations, typicay government or community representatives. The Liaison Officer assists in estabishing and coordinating inter-organizationa contacts, and maintains a ist of assisting organizations and corresponding representatives. There is ony one Liaison Officer in the IMS organization, but the Liaison Officer may designate assistants as needed. Operations Section The Operations Section performs a tactica response operations to achieve key priorities such as safety, source contro, oi spi response, fire containment and the protection of the environment and property. Figure 3 provides an exampe of an organizationa structure within the Operations Section hierarchy. The Section can be divided into Branches, Divisions and Groups which are coectivey known as Areas of Operation. Branches can be geographic and have distinct operationa boundaries, or functiona (as shown in Figure 3) and abe to operate anywhere. The Branches can be further divided into Divisions (geographica) or Groups (functiona) such as an Aeria Surveiance Group. Resources are assigned to each Branch, Division or Group to impement the response activities. For very arge incidents, mutipe Divisions/Groups can be organized under mutipe Branches (see Figure 4). The Operations Section and its organizationa eements deveop as required to accompish the response objectives. Incident compexity and span-of-contro considerations guide whether the Incident Commander: 1. directy manages Divisions/Groups or Resources; 2. estabishes Branches to consoidate Divisions and/or Groups for sub-management when span-ofcontro imits are exceeded; or 3. estabishes an Operations Section and deegates an Operations Section Chief (see Box 2) who, in turn, estabishes organizationa eements within the section when the number of resources exceed the span of contro of the Chief. 14

17 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Figure 3 Exampe of Operations Section organization Box 2 Responsibiities of the Operations Section Chief Manage tactica operations Ensure safety of Operations Section personne Assist in deveoping the operations response strategies and tactics of the Incident Action Pan Supervise the execution of the operations portion of the Incident Action Pan Maintain cose contact with subordinate positions Request resources to support tactica operations through the Logistics Section Coordination of simutaneous operations (SimOps) Approve reease of resources from active assignments Make or approve expedient changes to the Incident Action Pan as necessary Ensure the Operations Section operates effectivey and within span-of-contro imits Assess progress of the response Provide the Incident Commander with situation and resource status reports within the Operations Section Divisions and Groups Divisions and Groups are organizationa eements that divide the response organization into geographic areas and functiona areas of operation, respectivey. As iustrated in Figure 4 on page 16, Divisions organize response activities geographicay, whie Groups organize response activities based on major operations functions performed by a Group s coective resources, such as search and rescue. An Incident Commander, Operations Section Chief or Branch Director may supervise any combination of Divisions and Groups as these organizationa eements coexist on the same eve within the IMS chain of command. A singe Division or Group Supervisor must be assigned to manage each estabished division or group, and each supervisor reports directy to the next higher eve supervisor in the organizationa chain of command of the IMS. 15

18 IPIECA IOGP Key responsibiities of a Division or Group Supervisor incude: impementing the portion of the Incident Action Pan appicabe to the Division or Group; assigning resources within the division or group; and monitoring the progress of operationa activities and resource status within the Division or Group. Divisions and Groups are appropriate organizationa eements that perform specific tasks or work in specific areas at an incident. A Division manages response activities within a we-defined geographica area, for exampe to cean up oi that has arrived ashore on a beach. Mutipe Divisions might exist to support cean-up efforts where a arge shoreine has been impacted. Aternativey, a speciaized service, such as the appication of dispersants, can be consoidated under a singe Group within the IMS structure. Figure 4 Exampe of Operations Section organization incuding Divisions and Groups Branches The Incident Commander or Operations Section Chief may estabish Branches when the number of Divisions and Groups exceeds the span-of-contro imit. The Chief or Incident Commander might aso estabish Branches as a response to an increasingy compex incident (e.g. changing incident strategies) to faciitate efficient management of resources required for mutipe operations activities. Branches are commony organized according to geography or function, and are managed by a designated Director responsibe for impementing the portion of the IAP appicabe to the 16

19 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Branch. An exampe of a situation that commony warrants the use of IMS Branches is an incident with concurrent response activities in two or more distinct types of operations. Resources Resources incude personne and equipment assigned to perform tactica operations or response support functions (e.g. faciities, IT, consumabes, etc.). Equipment resources aso incude the personne required for equipment operation and maintenance. Resource tracking requires that each responding resource has an assigned status condition. Standard resource status conditions incude: assigned: performing active operationa function; avaiabe: ready for immediate assignment; and out of service: not ready for assigned or avaiabe status because of mechanica, personne rest, or other operationa issues Other Sections As many as three other sections can be estabished within the IMS organization: Panning, Logistics, and Finance/Administration. In many incidents, the responsibiities of these Sections may be combined under the Command function. Many sma and medium incidents don t expand beyond the creation of an Operations Section. Industry experience shows that response operations of onger duration often aso require estabishment of the Panning Section. Major incidents generay require the estabishment of a four IMS Sections. Panning Section The Panning Section functions to maintain resource status and situation status, address environmenta issues, assist in the deveopment of the IAP (see Managing an incident response using an IMS on page 24 for detais) and provide technica speciaists. A centra function of the Panning Section invoves the coection and evauation of operationa information about the incident, incuding the current and forecasted situation and the status of assigned resources. This information is needed to understand the current situation, predict a probabe course of incident events, and prepare aternative strategies for mitigating incident effects. Beow: a weather briefing takes pace at a Unified Command centre prior to commencement of response activities. During an incident, the Panning Section maintains an ongoing assessment of situation status and factors that can affect the response, e.g. weather, oi spi trajectory, air quaity, ecoogica and socio-economic features at risk, and other factors. For major incidents, the Panning Section may estabish a common operating picture (COP) in the form of status boards or digita information dispays to provide current vaidated information on the response. DVIDS 17

20 IPIECA IOGP Box 3 Responsibiities of the Panning Section Chief Coect and evauate a operationa data about the incident Provide input to the Incident Commander and Operations Section Chief in preparing the Incident Action Pan Supervise preparation and documentation of the Incident Action Pan Conduct and faciitate panning meetings Assign avaiabe on-scene personne to IMS organizationa positions as necessary Evauate span of contro within the IMS organization Evauate the performance of the Incident Action Pan with the Incident Commander Estabish information requirements and reporting schedues for resources Determine the need for any speciaized resources in support of incident operations Provide the Resources Unit within the organizationa structure of the Panning Section to maintain status of a assigned resources Assembe information on aternative strategies Provide periodic assessments of incident potentia Report any significant changes in incident status Compie and disseminate incident status information Incorporate fire pans, oi spi pans, hurricane pans (etc.), medica pans, communications pans, waste management pans and other supporting materia into the Incident Action Pan Supervise the preparation of an incident demobiization pan The Panning Section organization may incude as many as five primary Units and various technica speciaists. Specificay, these organizationa eements are: Resources Unit: tracks a response resources incuding personne, teams, equipment, and faciities and maintains an accurate and up-to-date status of each to provide a compete picture for panning purposes. Situation Unit: coects and evauates situation information for the response. This incudes both current information on actions being taken, and forecasts of future incident management activities and information (weather, tides, oi trajectories, shoreine oiing reports, etc.). Environment Unit: assesses potentia environmenta impacts of the incident, estabishes environmenta priorities, identifies ecoogica and socio-economic features at risk, advises on oied widife management and samping activities, advises the SCAT (shoreine cean-up assessment technique) team eader, formuates appropriate protection and mitigation strategies and cean-up techniques, Net Environmenta Benefit Anaysis (NEBA) evauation, and deveopment of cean-up end points. Documentation Unit: manages the overa documentation for the response and deveops a compete overa administrative record, incuding ogs, fies, pans, maps and records for the response. Aso provides support to the Incident Command Post in generation and preservation of response documents. Demobiization Unit: provides panning for the demobiization of personne and response assets consistent with the needs of the overa response. Technica speciaists may provide support to response teams anywhere within the IMS organization depending on where their services are required. These speciaists provide technica advice and 18

21 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Figure 5 Exampe of Panning Section organization support to address specific aspects of an incident response. Exampes of technica speciaists expertise incude safety, industria hygiene, air monitoring, response techniques such as dispersant use and controed in-situ burning, modeing and geospatia/geomatics information. Technica speciaists are typicay assigned to support the Unit reated to their area of speciaization. Aside from technica speciaists, each identified Unit has a Leader, and that person may supervise more than one Unit. Logistics Section The Logistics Section provides services and support to the incident response effort in the form of personne, faciities and materias. It serves as the support mechanism for the IMS organization. The Incident Commander may estabish a Logistics Section and deegate a Logistics Section Chief during compex, arge-scae incidents. In addition to managing a incident ogistics, the Logistics Section Chief might provide ogistics input to the Incident Action Pan. Box 4 on page 20 provides a ist of the major responsibiities typicay assigned to the Logistics Section Chief. The Logistics Section supports the IMS organization in a variety of ways, incuding assessing response needs and ensuring the suppy of appropriate resources. The Logistics Section organization can incude as many as six primary Units, typicay organized under a Service Branch and a Support Branch. Michae Owens 19

22 IPIECA IOGP Box 4 Responsibiities of the Logistics Section Chief Pan the organization of the Logistics Section Ensure the genera wefare and safety of the Logistics Section Participate in the deveopment of the Incident Action Pan Activate and supervise Branches and Units within the Logistics Section Assign and brief Logistics Branch Directors and Unit Leaders Assign work ocations and preiminary work tasks to Section personne Determine and suppy immediate incident resource and faciity needs Ensure that a record is maintained of a equipment, materias and suppies purchased, rented, borrowed or otherwise obtained during emergency response operations Work with the Staging Area Manager(s) to estabish and maintain the suppy network Deveop and advise a Sections of the resource approva and requesting process Coordinate and process requests for additiona resources Track resource effectiveness and make necessary adjustments Advise on current service and support capabiities Review tactics for the next operationa period to provide resources and ogistica support Identify ong-term service and support requirements Advise Command and other Section Chiefs on resource avaiabiity to support incident needs Provide input to and review the Communications Pan, Medica Pan and Traffic Pan. Identify resource needs for incident contingencies Recommend resources to be demobiized, and reease when appropriate Receive and impement appicabe portions of the incident Demobiization Pan Right: an operation to remove more than 1,700 gaons of oi and water from a grounded freighter required significant ogistica support, incuding the suppy of necessary equipment and resources such as containment booms, pumps, hazardous waste containers, transfer vesses, as we as cargo remova faciities. DVIDS 20

23 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Figure 6 Exampe of Logistics Section organization The Service Branch of the Logistics Section provides a service activities at the incident and contains the foowing organizationa eements: Communications Unit: deveops pans governing a communications protocos and equipment. Unit activities incude instaing, testing, distributing and maintaining communications equipment. Medica Unit: deveops the medica pan, and provides on-scene medica services and transportation to medica care for incident responders. Food Unit: suppies food and hydration to meet the needs of incident responders throughout the duration of the incident. The Support Branch of the Logistics Section provides personne, equipment, faciities and suppies to support incident operations. This branch contains the foowing organizationa eements, each of which may be supported by assisting organizations: Suppy Unit: requests resources (personne, equipment and suppies) to support incident operations. Unit activities aso incude receiving, storing and distribution of incident suppies, maintaining a suppy inventory, and servicing suppies and equipment. Faciities Unit: identifies required faciities (e.g. equipment staging, food service, sanitation, seeping) and provides faciity management, incuding set-up, maintenance, security services and faciity demobiization. Ground Support Unit: impements the traffic pan, provides ground transportation in support of incident operations (e.g. transporting personne and suppies), and services a mobie vehices and tactica equipment. 21

24 IPIECA IOGP Finance and Administration Section The Finance and Administration Section provides financia contros for the response, supports contracting and procurement, tracks incident costs, manages caims, and accounts for reimbursements. This Section provides tracking of a expenditures and recording of costs for response personne, equipment and assets. Incidents often invove caims for damage to property, business disruption or other issues such as heath or medica caims, which are a managed by this Section. Box 5 provides a ist of the major responsibiities typicay assigned to the Finance/Administration Section Chief. Box 5 Responsibiities of the Finance/Administration Section Chief Manage a financia aspects of an incident Pan the organization of the Finance and Administration Section Ensure the genera wefare and safety of the Finance/Administration Section Estabish proper financia contros for the incident Provide incident financia and cost anaysis information Ensure appropriate deegations of financia authority are in pace Participate in deveopment of the Incident Action Pan and briefings as required. Ensure that a personne time records are accuratey competed Review operationa pans and provide aternatives where financiay appropriate Oversee administration of vendor contracts, and service and equipment renta agreements Work with the Lega Officer on insurance coverage and excusions, caims management processing, and approach to settements Review a reevant insurance programmes and ensure notification of insurers and appointment of oss adjusters Provide financia input to demobiization panning The Finance/ Administration Section manages the financia aspects of an operation, participates in the deveopment of the Incident Action Pan, maintains personne and equipment records, and works with the Lega Officer to process insurance and caims matters. Shutterstock.com DVIDS 22

25 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY The Finance/Administration Section organization may incude as many as four primary Units (see Figure 7): Caims Unit: coects and evauates a caims associated with the incident. Procurement Unit: manages a financia matters reated to vendors, incuding contracts, eases and purchase agreements. Cost Unit: coects a cost data, performs cost-effectiveness anayses, and provides cost estimates and recommendations for reducing incident costs. Time Unit: ensures preparation of daiy personne and equipment time recording documents and compiance with the time poicy. Figure 7 Exampe of Finance/Administration Section organization 23

26 IPIECA IOGP Managing an incident response using an IMS This section describes how to impement a response to an incident using an IMS for sma to medium incidents, and aso for major incidents. Regardess of the size of the incident, the response process begins with incident detection, notification and activation of response personne and other resources, and estabishment of the incident command. As the response deveops, the IMS organizationa structure and cycica panning process are estabished. The IMS panning cyce and organizationa structure may be reativey simpe for sma incidents. The simpified panning cyce may occur every hour, or even more frequenty, and the organizationa structure may ony incude an Incident Commander and tactica operations personne, for exampe a spi response team. For arger, more compex incidents, the response organization wi be more structured and the panning cyce more defined. The IMS drives arger incident response activities through a written Incident Action Pan which incudes tactics and resource assignments to accompish the response objectives estabished by the Incident Commander. The response is typicay divided into operationa periods, and the Incident Action Pan is reviewed and revised during each operationa period to refect current objectives, strategies and response tactics to meet evoving incident conditions. Figure 8 shows how an IMS is appied for major incidents, which are rare, and aso for more common, smaer incidents. Figure 8 Appication of an IMS to the response organization and panning cyce for both major and smaer incidents The organization and panning process are scaed appropriatey to match the size and compexity of the incident response. Notification and activation Notifying the appropriate organizations that an incident has occurred is the first step in the initia response for a incidents. Notification efforts shoud incude verification of the type of incident and its exact geographic ocation. Once notification has occurred, incident command is estabished by the first arriving responder, and the responding organizations activate and dispatch quaified personne to the response. Depending on the ocation of the incident, there may be country-specific notification requirements to inform governmenta entities and organizations of the occurrence of the incident. 24

27 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Estabishing the IMS organization As mentioned earier, the phiosophy of the incident command is to prudenty over-respond to ensure that the incident can be controed and to prevent unnecessary escaation of the response. The ocation and type of incident govern the scope of response activities and the size of the IMS organization. The IMS structure shoud expand and contract throughout the incident ife cyce according to the needs of the response. The Incident Commander is aways the first roe to be estabished, and organizationa eements then expand from the estabished Command structure as needed. For sma incidents, the organization may be imited to an Incident Commander and a tactica operations team. Ony rarey is the fu IMS structure required, and then typicay for major and compex incidents. The IMS organization is evauated continuay, and is sized to meet incident response objectives and maintain appropriate span-of-contro imits. Tabe 2 Initia actions in deveoping the organizationa structure for an IMS Action Estabish Command Condition that triggers action The Incident Commander is aways the first roe estabished The Incident Commander sha be given fu authority to manage the response and protect the safety of the responders and the pubic Transfer Command (Singe Command) Arriva of a more quaified person to fufi the roe of Incident Commander Change in mission priority requiring a new Incident Commander Specification of an individua from a singe organization for the roe of Incident Commander Extended incident duration necessitating reief of the Incident Commander Estabish Divisions or Groups Number of response personne exceeds span-of-contro imit of supervisor Divisions organize response activities based on geographic areas of operation Groups organize response activities based on functiona areas of operation Estabish Branches Estabish Operations Section Estabish Panning Section Estabish Command Staff Number of Divisions, Groups and singe resources exceed span-of-contro imit of supervisor (typicay the Incident Commander or Operations Section Chief) Incident response objectives require two or more different functiona operations, and each assisting entity is organized under a specific functiona Branch Number of Branches, Divisions and Groups exceeds span-of-contro imit of the Incident Commander Increase in incident compexity, scae and/or estimated duration that require Command to designate a Panning Section Chief to supervise deveopment and documentation of an Incident Action Pan, address environmenta issues and monitor situation and resource status Increase in incident compexity, scae and/or estimated duration that requires Command to reinquish certain time-consuming, hands-on activities and designate a singe on-scene responder for each of the foowing Command Staff positions as needed: Safety Officer monitors scene safety conditions and ensures the safety of a personne and the pubic. Pubic Information Officer interacts with media and reeases pubic information. Liaison Officer represents on-scene contact deaing with assisting and cooperating agencies/stakehoders. 25

28 IPIECA IOGP Factors to consider in estabishing the appropriate IMS organization incude: time/date of incident; ocation of and access to the incident; medica assistance for injuries or fataities; potentia heath or safety risks to the pubic; need for search and rescue operations; occurrence of, or potentia for fire; voume and type of oi spied; potentia for environmenta and socio-economic impacts; management issues such as human resources, ega, media, etc.; need for speciaized expertise, such as source contro; site security; and changing physica conditions such as weather, oi trajectory, sea conditions and other factors. The two rues of thumb for managing the organizationa structure of the IMS are to: 1. ensure that the organization deveops at a pace that never constrains the eve of required tactica operations and incident support activities during the operationa period; and 2. maintain an organization size that is fit for purpose to accompish the incident response objectives. Initia assessment and response The initia assessment of the response by the Incident Commander invoves: verifying vita information about the incident; ensuring that the incident scene is secure; conducting an assessment of the incident situation, actions taken, safety concerns, incident worst-case potentia, and resources required; and estabishing an appropriate IMS structure. Initia incident briefing The initia incident briefing covers the situation status and response activities, and typicay incudes a map/sketch of the incident, a summary of current actions, a chart of the current IMS organization, and a summary of resources ordered. This information serves as an initia Incident Action Pan and may be communicated oray or in writing by the Incident Commander to other responders. The initia Incident Action Pan is updated for each operationa period or unti the incident is resoved. The Incident Commander uses the initia incident briefing as a key step in determining the appropriate IMS structure for effectivey and efficienty managing an incident. A brief command meeting is used to initiate the panning process. The Incident Commander determines and prioritizes a common set of response objectives, and may aso identify the preferred associated strategies. The Incident Commander may designate an Operations Section Chief to manage tactica operations, and may fi Command Staff positions (incuding Safety Officer, Pubic Information Officer and Liaison Officer) and Genera Staff positions as necessary. 26

29 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Topics commony reviewed in an incident briefing incude: situation status objectives, priorities, hazards and resource needs; situation potentia, safety concerns and reated issues; current response activities and progress; current organizationa structure of the IMS; resource assignments (personne and equipment); resources en route and/or ordered; faciities estabished; and communications estabished. Incident response objectives The objectives are a succinct statement of Command s overa goas and intents for the response. Objectives describe the intended outcomes and shoud encompass the totaity of the response. The industry generay foows a hierarchy when setting objectives: Peope: protect the heath and safety of responders and the pubic. Environment: protect and mitigate impacts to the environment. Assets: protect pubic and industry assets from further impact. Reputation: conduct the response in an ethica and transparent manner. Determine operationa periods The panning of response actions is generay divided into operationa periods. The first operationa period begins at the onset of an incident. It incudes the immediate response actions and utiizes the industry operator s response pan to assist in guiding response priorities and directives, response strategies and actions. The initiation of the response strategies and activities may be based on a panning scenario that cosey matches the actua incident, with any necessary changes being made to address the rea circumstances. For responses that ast more than a day, the Incident Commander shoud estabish operating periods for which Incident Action Pans are deveoped to support the response activities. Typicay, operationa periods are based on: operationa factors, incuding safety as the key priority; the abiity to conduct day and night operations; ogistica constraints on shift operations within the geography of the incident; weather considerations; and the avaiabiity of response resources (peope, equipment and suppies). Operationa periods are commony based on a 24-hour cyce or defined by day and night, with daytime operations focused on response activities and night-time actions focused on resource mobiization and the ogistics needed to support the next day s activities. For steady-state activities, which typicay occur ater in a response, operationa periods may encompass severa days. Operationa periods generay fa into one of two categories, i.e.: the current operationa period which incudes activities under way; or the next operationa period which incudes actions being panned for the next period. 27

30 IPIECA IOGP Impementing the response sma to medium, or simpe incidents Most incidents are sma to medium in size, not compex, and do not require a arge organizationa structure or operationa panning cyce. Figure 9 IMS response structure for a sma incident In the case of a sma oi spi incident, for exampe at a marine termina faciity, the activation of the spi response team woud be organized using a simpified IMS structure. The approach wi be tacticay and operationay focused, using ony the positions and sections required to execute the faciity s oi spi contingency pan. Direction may be given verbay or using an incident briefing document. Response actions continue unti the objectives have been met, after which the team deactivates. Danie Sanford 28

31 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Simpified panning cyce Sma incidents are managed and directed using a simpe iterative process; this invoves performing response activities and assessing progress towards achieving the objectives unti the response is competed and the incident command is deactivated. The simpified panning process consists of iterative cyces of work, assess and brief that can be thought of as repeating the foundationa steps of the eg of the Panning P in Figure 8. The ower part of Figure 10 shows the typica steps of an initia incident response, and the ongoing simpified panning cyce for such an incident. Figure 10 Simpified panning cyce for sma, medium or simpe incidents 29

32 IPIECA IOGP Perform work and assessment meetings Foowing the initia briefing, response actions are taken which are consistent with the response objectives and the faciity s response pan. Assessment meetings are then used to provide updates on the progress of the response towards meeting the objectives, and to estabish the direction for the next operationa period. The duration of the operationa period and the frequency of assessment meetings are dictated by the pace at which the incident unfods and the progress of the response activities. This cyce of work and assessment continues unti a response objectives have been met and the incident command is deactivated, or unti the incident becomes more compex and escaates into a fu IMS organization. Assessment meetings incude: an incident briefing, incuding updates on the progress of the response; assessment of the potentia worst-case scenario; review and update of the response objectives; discussion of primary and aternative response strategies; evauation of resources and assistance needed; and anaysis of impacts on stakehoders. Key outputs are: the operations tactics and IMS management structure for the next operationa period; tactica and support resource requirements; and resource avaiabiity and identification of sources for fufiing orders for the required resources. Ongoing incident briefings Periodic incident briefings and updates to inform personne about new information and matters of particuar importance shoud occur frequenty, based on the pace of the response throughout the operationa period(s). These briefings provide the opportunity to: (1) update key staff and, in turn, a incident responders on the current incident situation and any new information; and (2) evauate the Incident Action Pan and, if necessary, determine appropriate revisions in response to current conditions. Deactivation and debrief A response can be terminated when a response objectives have been met. Resources can be demobiized when they are no onger needed and as incident response activities diminish. At the concusion of every incident, a debrief meeting is hed to capture essons earned from the incident response so that response capabiities can be improved for the future. 30

33 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Impementing the response major and compex incidents A response to a major incident may invove hundreds or even thousands of responders from mutipe organizations, working in mutipe ocations, and carrying out a wide range of response activities some of which may invove simutaneous operations requiring cose coordination. The eve of management and transactiona demands required to maintain effective command and contro of such a response wi exceed that provided by the simpified assessment-based process. A fu IMS structure and operationa panning cyce wi therefore be required to manage a response of this scae. The effectiveness of the response is further enhanced by the use of a common IMS by a response organizations. In a major incident, the IMS structure wi generay incude: Incident Command; Command Staff; Operations Section; Panning Section; Logistics Section; and Finance and Administration Section. The use of other IMS components i.e. Branches, Divisions, Groups and Units and roes such as Deputies and Assistants wi depend on the specific needs of the response. The IMS structure and resourcing must be sufficient to achieve the response objectives and to maintain an appropriate span of contro. For onger duration incidents, the incident commander needs to anticipate and pan for rotations of quaified personne to provide reief to the cadre of initia IMS staff. The Command function designates a Panning Section Chief to guide the Operationa Panning Process and to deveop the written Incident Action Pan. As the incident management effort evoves over time, additiona ead time, staff, information systems and technoogies enabe more detaied panning and cataoguing of events. Panning invoves: evauating the situation and the progress of the response; deveoping and updating response objectives; deveoping primary and aternative response strategies; and determining the resources needed to achieve the objectives in the safest and most effective manner. The key panning activities are summarized in Tabe 3 on page 32. The functions of the Command and Genera Staff in the deveopment of the Incident Action Pan are shown in Figure 11 on page

34 IPIECA IOGP Tabe 3 Key activities of the panning process Phase Evauate the situation and progress of the response Estabish and refresh incident objectives and strategy Deveop the Incident Action Pan Prepare and disseminate the Incident Action Pan Evauate and revise the Incident Action Pan Activity Gather, record, anayse and dispay situation and resource information Obtain a cear picture of the scae and compexity of the incident, and assess the incident potentia Assess worst-case potentia Determine resources required to impement the Incident Action Pan Formuate and prioritize response objectives Identify, anayse and evauate reasonabe response strategies to accompish the overa objectives of the response Determine the tactica direction (i.e. how, where and when) and the resources, ogistics and strategies for the next operationa period Define operationa periods Identify resource status and avaiabiity Configure the IMS organizationa structure to impement tactics, and determine work assignments and specific resource requirements As needed, deveop Incident Action Pan attachments (Medica Pan, Heath and Safety Pan, Communications Pan, Waste Management Pan, etc.) Format the Incident Action Pan in accordance with the eve of compexity of the incident, and produce a we-prepared outine for an ora briefing or written pan Obtain Incident Action Pan attachments and review for competeness and approva Ensure the Incident Action Pan is up-to-date and compete in reation to the incident situation Reproduce the Incident Action Pan and distribute before the start of the next operationa period Compare panned progress with actua progress on a reguar basis, and identify deviations or changes in resource avaiabiity, mission faiure or unexpected success, and new safety and environmenta considerations Input new information and changes in the situation into the first step of the panning process as necessary to modify the Incident Action Pan for the current or subsequent operationa period 32

35 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Figure 11 Activities of the operationa panning cyce by roe The competed and approved Incident Action Pan wi specify tactics and associated personne and equipment for the next operationa period. Additiona Incident Action Pan components may incude, but are not imited to, the foowing pans: Medica Pan: provides a description and ocation of on-scene medica faciities, ambuances and hospitas, and detais medica emergency procedures. Heath and Safety Pan: specifies safety procedures, a heath and safety anaysis for hazardous tactica operations, personne training requirements, medica monitoring requirements, site contro measures, and an air monitoring pan as appropriate. Communications Pan: ists the type(s) of radios in use, the function of each channe, the frequency/tone to which the radio is set, and the radio s assignment. Waste Management Pan: specifies the potentia sources and disposa routes for operationa and oiy wastes. Box 6 Exampe tempate for the content on an Incident Action Pan Tempates are hepfu for conveying and recording Incident Action Pan information. An Incident Action Pan typicay contains this information as a minimum: Incident objectives Organization chart Response strategies and work assignments Medica Pan Heath and Safety Pan Waste Management Pan Communications Pan with incident radio detais Maps, photographs or other graphics (e.g. oi trajectories) Resources A fu ibrary of usefu tempates, often caed Forms, can be found in the Incident Management Handbook produced by Oi Spi Response Limited (OSRL, 2012). 33

36 IPIECA IOGP Operationa panning cyce The initia response to a major incident may begin with a tactica response using the assessmentbased process to deveop an Incident Action Pan. As the scope and compexity of the response escaates, the panning process takes on a more formaized approach, known as the Operationa Panning Cyce, to deveop a written Incident Action Pan that contains response objectives that refect the overa strategy for managing the incident. This process is generay impemented when one or more of the foowing criteria are met: The breadth, scope and compexity of response activities exceeds the abiity to deveop and communicate tactica work assignments using a simpified panning process. Resources from mutipe response organizations are invoved. The response operations wi span severa operationa periods. Rotations in shifts of personne and/or equipment are required. There is a need to document actions and/or decisions. Forma updates on the response are required by key stakehoders. The Operationa Panning Cyce progresses through five phases (see Figure 12 on page 35) to vaidate the accuracy of current information on the situation and resources, estimate the probabe course of events, evauate aternative strategies and deveop the Incident Action Pan to be carried out during the next operationa period: 1. Understand the situation. 2. Estabish response objectives and strategy. 3. Deveop the pan. 4. Prepare and disseminate the pan. 5. Execute, evauate and revise the pan. Panning cyce activities The panning cyce shown in Figure 12 depicts the Operationa Panning Cyce moving through a progression of panning activities to proactivey respond to the incident. The panning cyce is designed to take the overa incident objectives and break them down into strategies and tactica assignments for each operationa period. It is important that incident objectives estabish the overa direction of the incident response, rather than having incident objectives address ony a singe component of the response. Operationa strategies and tactics for each operationa period shoud be directy inked to achieving those objectives. For further detais on panning activities refer to OSRL,

37 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Figure 12 Operationa panning cyce for major and compex incidents The five phases iustrated in Figure 12 are eaborated further on page

38 IPIECA IOGP The five phases of the Operationa Panning Cyce are described beow: Phase 1: Understand the situation Incident Command meeting: Command estabishes incident objectives that cover the next operationa period of the incident. Command and Genera Staff meeting: Command meets with the Command and Genera Staff to provide immediate direction and carification on decisions, objectives, priorities, expectations and procedures for the response. Phase 2: Estabish response objectives and strategy Tactics meeting: the Operations and Panning Sections review the response strategy and deveop the associated tactics. This incudes: - determining how the seected strategy wi be accompished in order to achieve the incident objectives; and - identifying and assigning resources for each work task to impement the tactica operations, and identifying methods for monitoring the effectiveness of the tactics and resources. Phase 3: deveop the pan Panning meeting: the Command and Genera Staff review and vaidate the tactica operations pan as proposed by the Operations Section Chief. The Operations Section Chief deineates the amount and type of resources needed to accompish the pan and coordinates these requests with the Logistics Section. Phase 4: prepare and disseminate the pan Incident Action Pan preparation and approva: a written Incident Action Pan is a document that conveys the Incident Commander s intent and the Operations Section direction for the next operationa period. The Incident Commander has the authority and responsibiity to approve the Incident Action Pan or request modifications. Once approved, the Incident Action Pan is disseminated to the Command and Genera Staff in preparation for the operations briefing. Operations briefing: each operationa period begins with an operations briefing where the Incident Action Pan is presented to supervisors of tactica resources. This is foowed by a cascading of these assignments to fied supervisors who then meet with their assigned personne for a detaied briefing on their respective assignments. Phase 5: execute, evauate and revise the pan Impement pan and assess progress: the Operations Section directs the impementation of the pan. The supervisory personne within the Operations Section are responsibe for impementation of the pan for the specific operationa period. The pan is evauated at various stages in its impementation and the Operations Section Chief may make appropriate adjustments during the operationa period to ensure that the objectives are met and effectiveness is assured. Project Pan As the emergency phase is competed, the ongoing monitoring and restoration activities are addressed in a Project Pan. Exampes incude post cean-up monitoring of beaches for re-oiing, repacement of sorbent booms in ighty oied shoreines, and sourcing of food and suppies for response bases, etc. A Project Pan is aso used to estabish the onger-term restoration activities that may be handed over to other organizations after the emergency response phase is competed. 36

39 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Comprehensive resource management The objective of resource management is to optimize critica resource use, safety, and resource accountabiity and tracking. Resource management invoves the appication of toos, processes, and systems that provide incident managers with timey and appropriate updates on the status of resources during an incident. Incident response resources incude: (1) personne or equipment avaiabe to perform a specific tactica operation towards accompishing an incident strategy; and (2) suppies and faciities to support on-scene incident operations. Operations authorizes tactica resource assignments, and a Support and/or Service Branch typicay orders support items (e.g. food) and faciities (e.g. equipment staging). Optima resource seection, depoyment, and monitoring under demanding conditions necessitates systems for describing, inventorying, requesting and tracking resources over the duration of an incident. The estabishment of such systems and procedures is the first step in resource management. Subsequent resource management steps invove dispatching resources during an incident, and deactivating resources when they are no onger needed and when the incident response is concuded. Communications and information management Communications and information management represents the backbone of coordination across an IMS organization, enabing essentia functions such as tactica panning and operations, and resource identification and assignment. Effective communication is based on two broad principes: Common operating picture: achieving a broad common (or shared) view of the overa situation so that the Incident Command and IMS staff at a eves and authorities are abe to make effective, consistent and timey decisions. Common communications and data standards: ensuring voice and data communications fow efficienty through a commony accepted architecture using cear text and IMS terminoogy. 37

40 IPIECA IOGP Appication of an IMS in varying response frameworks The response framework under which incidents are managed varies around the gobe. Whie, industry must aways be prepared to respond to emergencies using a proven and effective IMS, in certain ocations industry must adapt to, and aign with, the incident management system in that country. In broad terms, there are three modes under which incidents may be managed, and their appication wi depend on the size of the response and the country where the incident occurs. The three modes are defined as: Singe Command; Coordinated Command; and Unified Command. Singe Command Neary a sma incidents, and many medium incidents, are managed directy by the industry operator using their own response team and support contractors. Generay, the response is conducted using a fit-for-purpose IMS structure, and uses the panning process described in the section entited Managing an incident response using an IMS (page 24). In some circumstances, government authorities may aow the industry operator to manage major incidents under the Singe Command approach with the appropriate oversight. Figure 13 The Singe Command structure 38

41 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Coordinated Command This mode is commony used where government and the industry operator are responding in parae to an incident. Coordination of activities and aignment in decision making is achieved through cose iaison between command posts, and is faciitated by competent individuas authorized to represent their respective organizations. Figure 14 The Coordinated Command structure Loren Bonser Zachary Zubricki Far eft: members from government and industry attend a port tour during an oi spi response workshop invoving more than 35 stakehoders. Near eft: effective iaison between command posts is faciitated by competent individuas authorized to represent their respective organizations. 39

42 IPIECA IOGP Unified Command The Unified Command mode is used in responses where the government and the industry operator form a joint Command, and manage the response under a fuy integrated IMS structure operating under a singe Incident Action Pan. The staffing of a Unified Command may vary depending on the avaiabiity of quaified personne. In some situations it may ony be practica to have a Unified Command Section with the other Sections staffed by owner/operator personne and response contractors. Figure 15 The Unified Command structure Adapting the IMS to the response framework may require consideration of a number of cuturay important and pragmatic issues, incuding: anguage; cutura norms or expectations (for exampe, hours of work, reigious accommodation, hoidays); varying objectives, and priorities of stakehoders and response partners; externa reporting and iaison with mutipe government ministries; and engagement with NGOs. Command Staff provide updates on response activities to parties invoved in the response at a Unified Command centre. Stephen Lehmann 40

43 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Adapting the IMS to meet response chaenges In addition to the potentia need to adapt the IMS framework as described in the previous section, it may aso be necessary to adapt the IMS to address the specific operationa, geographic and resource chaenges of an incident response. These chaenges need to be considered eary in the response process when assessing incident potentia, response strategies, and potentia staffing and resource needs. Operationa response considerations Experience has shown that time is a critica factor when responding to an oi spi incident. For exampe, spied oi can quicky move to ocations where it can cause environmenta or societa impacts, and oi weathers over time, imiting the effectiveness of some response toos. Even one hour ost eary in the response can have an impact on the ength of a response, and can increase the potentia for impacts on environmenta and community assets. Key response strategies, techniques and ogistics shoud be identified in advance of an incident based on proven response panning strategies and credibe incident scenarios that have been tested through preparedness exercises; this is the essence of effective contingency panning. However, even with proper panning, not a factors critica to a response can be foreseen or arranged in advance. The Incident Commander wi need to identify, as eary as possibe, any issues that may have an impact on the abiity to respond in a timey fashion, and wi need to work with the appropriate response organizations and government entities to address these issues. Potentia issues may incude: Pre-approva of response techniques (such as the use of dispersants, controed in situ-burning, etc.): use of a NEBA-driven decision process to determine appropriate response techniques. The need to expedite access of personne and equipment to the response site: visa and customs cearance support; airspace cearance. Additiona resources or capabiities, or approva to import the required capabiities: use of aeria surveiance via heicopters, aircraft, or unmanned aeria vehices; use of aircraft to move personne and equipment; security of response personne; the need for civi authorities to imit pubic access to the impacted areas; third-party agreements. Vounteers and indemnification of responders. Access to government data, e.g. on tide and currents. Waste management. Geographic considerations The ocation of the incident may require adjustments to the IMS organization and support functions for the response. The types of adjustments that may be required incude the foowing: Coordination with mutipe governmenta ministries and response organizations may be required, especiay for incidents that have transboundary impacts, e.g. where oi crosses 41

44 IPIECA IOGP country borders. An additiona command post, or forward operating base, may need to be estabished in the second country. Limited accommodation and infrastructure for responders may require that some IMS support functions be managed remotey with an eectronic ink to Command. This may incude, for exampe, procurement support, accounting support, or trajectory modeing. Compex source contro activities may require the use of off-site technica teams to access key expertise needed to deveop intervention strategies. Such expertise may incude, for exampe, we contro speciaists or nava architects for vesse stabiity. In a major we contro and intervention event, the size and scope of response activities may, for exampe, merit the estabishment of a Source Contro Branch under the Operations Section. Aternativey, depending on the situation, it may be necessary to create a new Section, specificay to address matters reating to source contro. Obtaining resources through mutua aid agreements Preparedness for a response to a major incident incudes assessing the avaiabiity and suitabiity of resources (peope and equipment) that wi be need to be sourced, together with those that are ocay avaiabe, to impement key response strategies. Depending on the incident ocation, size and types of response operations required, the Incident Command may request additiona response assets and personne from other operators in the region or vicinity. To faciitate the avaiabiity of such assets, it is advantageous to have mutua aid agreements, or a Memorandum of Agreement (MOA), which shoud be prearranged with other industry operators in the region. Such agreements may aow for the expedited reease of key equipment (surveiance aircraft, firefighting equipment, oi spi response equipment, dispersant stock, etc.) needed to quicky combat a major incident before assets can arrive from outside the region. Additionay, an MOA may aow for the secondment of personne from industry with key skis needed to support the response. If such MOAs are not in pace at the time an incident occurs, the Incident Command may need to quicky enter into such an agreement, to meet organizationa, equipment or staffing needs. MOAs shoud be structured to address ega and iabiity issues, and to ensure appropriate reimbursement for expenses and assets. (For further detais refer to IPIECA-IOGP, 2014d. Use of a common IMS by operators can faciitate the rapid integration of personne and assets under an MOA. 42

45 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY IMS competency and preparedness An effective incident response requires we-quaified and trained responders working under an IMS with a propery deveoped and resourced incident response pan. Buiding IMS competency invoves a combination of skis acquired through training and experientia earning from exercises or actua responses. As with any competency, an IMS requires a sustained and ong-term programme to provide practitioners with sufficient time to carry out the number and frequency of training and exercising opportunities required to buid and maintain their capabiities. Advance incident response panning and preparedness are important components for the successfu appication of an IMS in an incident response. The panning and coordination activities discussed in this section are part of broader advanced incident panning and preparedness process of which IMS is ony a part. The doctrine of incident management is buit on processes that begin ong before an incident occurs, and continues ong after the incident response is competed. Competency The successfu impementation of an IMS within an organization requires a commitment by senior eaders to a sustained competency deveopment programme. Such a programme shoud incude ongoing basic and roe-specific IMS training to provide personne with the necessary process and technica skis, and simuations or exercises that provide robust experientia earning and competency deveopment. A programme for impementing IMS within an organization incudes: sustained and visibe commitment from the management; an organizationa poicy which supports the IMS; avaiabiity of personne for training and exercises; resources for arge-scae exercises; a budget for the programme; and an interna centre of expertise and/or subject matter experts to support the programme. Not a members of an IMS organization require the same type and eve of training. The type and frequency of training depends on an individua s roe in the IMS organization and whether the roe is a eadership, staff or technica position. In genera, training in IMS consists of the foowing: Introductory training on IMS concepts, terminoogy, organization, and intermediate IMS training which incudes the deveopment of Incident Action Pans. Roe-specific or Section-based training that covers the roes and responsibiities of a specific IMS function or Section (e.g. the Panning Section). Advanced IMS training, typicay targeted at key IMS positions incuding the Incident Commander and Section Chiefs (especiay the Panning Section Chief). Deputies for these positions normay have the same training as the primary officers. Speciaized training needed for specific IMS functions (e.g. resource tracking, documentation, eadership of the Environment Unit, etc.). Some organizations utiize software to generate Incident Action Pans, and this may aso require seected individuas to be trained in its use. 43

46 IPIECA IOGP First responders who provide front-ine tactica response are normay trained specificay for the tasks invoved. They incude fire teams, search-and-rescue teams, and oi spi response teams who, for exampe, conduct tactica responses such as firefighting, containment booming, sma-scae skimming operations, dispersant spraying from vesses, or other emergency response operations. These teams generay concentrate on the safe conduct of such tactica response operations and may receive certifications for a or part of their remit, e.g. sma vesse handing, safe work practices in hazardous environments, handing of hazardous materias, first aid, etc. Emergency response teams whose remit is to provide direction and support to the tactica response for sma- to medium-sized incidents may undergo introductory and intermediate IMS training. The focus of their exercises shoud be on the use of simpified, assessment-based panning for emergency response, as the vast majority of incidents are sma and of short duration. Response teams with a remit for arge incidents wi generay progress to advanced and more speciaized IMS training. The focus of their exercises wi be on the integration of the tactica response teams into the Operations Section, buiding up the fu IMS structure and generating one or more written Incident Action Pans. Training exercises shoud be designed to provide the participants with the experience to roe pay their respective positions in the IMS structure, and to impement the IMS process to achieve command and contro of the simuated incident. Competency-based programmes can range from informa, annua training required for individua response team members, to a broad set of minimum training requirements estabished by an industry operator, to formaized programmes designed to track and verify the competencies of response team members to ensure that they can fufi their specific roes in the IMS. Preparedness Preparedness (see Figure 16) is part of a arger response framework based on guiding principes that incudes incident prevention, preparedness, rapid and coordinated response and restoration. Preparedness incudes panning for credibe incident scenarios, deveoping strategies for effective response, training response teams and resourcing appropriate suppies, equipment and personne. Engagement of stakehoders in the panning process wi better ensure an efficient and effective response if an incident shoud occur. A successfu response depends on many factors, incuding we-trained personne working to a we-deveoped and exercised response pan and strategy with adequate resources. Preparedness aows response organizations to identify and pan for potentia incidents, incuding the worst credibe case scenarios. Incorporated within the panning and preparedness process is the training and exercising of response teams. A we-prepared and we-practiced response strategy significanty increases the ikeihood of an effective response operation. Additionay, incorporating the principe of tiered preparedness and response using a common IMS enabes response organizations to aocate resources appropriatey to faciities or regions. This in turn faciitates the escaation and integration of a response based on prior panning, if appropriate. 44

47 INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY Figure 16 Preparedness Guiding principes Prevention Preparedness Response Restoration Stakehoder engagement Incident management The preparedness process incudes the foowing steps: Identifying potentia incidents and events by faciity or region. Deveoping pan scenarios that encompass the fu range of impact and response chaenges for each faciity or region. Evauating scenarios using appicabe risk management techniques. Deveoping response strategies based on the panning scenarios. Aocating resources according to the response strategies using the principes of tiered preparedness and response. Gaining pre-approvas for response strategies, if appropriate, Identifying communication protocos with stakehoders and government entities. Further guidance on preparedness and training is avaiabe in the foowing IPIECA-IOGP Good Practice Guides: Contingency panning for oi spis on water: Good practice guideines for the deveopment of an effective spi response capabiity (IPIECA-IOGP, 2014); Tiered preparedness and response: Good practice guideines for using the tiered preparedness and response framework (IPIECA-IOGP, 2014a); Oi spi training: Good practice guideines on the deveopment of training programmes for incident management and emergency response personne (IPIECA-IOGP, 2014b); Oi spi exercises: Good practice guideines for the deveopment of an effective exercise programme (IPIECA-IOGP, 2014c). Further guidance on risk assessment and response panning for offshore instaations is provided in IPIECA-IOGP,