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3 Roles, Responsibilities, Resources, Training and Organization

3 Roles, Responsibilities, Resources, Training and Organization

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6 security



The Voluntary Principles on Security and Human

Rights in action in Tangguh



During 2005, we continued to apply the VPs at our LNG project under construction

at Tangguh, Papua, Indonesia. In this project we have an integrated Community

Based Security programme that aims to protect human rights through good relations

between the project, the police and the community.

Activities in 2005 included supporting the establishment of community forums,

promoting community policing, training security guards in human rights and developing

a procedure to respond to allegations or incidents of human rights violations.

The community forum covers 24 local villages and is being set up by villagers with

assistance from the Centre for Human Rights Studies at the Indonesian Islamic

University. The purpose of these forums is to enable villagers to discuss and resolve

security issues in the village in a peaceful and agreed manner. BP has facilitated

this process but is not present on the forum as the issues are those that arise in the

village and do not necessarily relate to BP.



Tools and examples are available via

the Projects Library at

http://etplib.bpweb.bp.com



and on the CD included with

these guidelines

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©2007 BP International Limited



6 security - roadmap



6 security - roadmap



Words in bold indicate there are tools and examples to support these themes.

The actions covered are extensive and some may not be relevant to every project; however, all actions should

be considered prior to rejection.



Risk Assessments

Regional Security

Risk Assessments



Country Security

Risk Assessment



Project Security

Risk Assessment



APPRAISE

•Review any existing regional risk

assessments including relevant regional conflict analysis.

•Ensure security risk assessments

are based for the life operations.



APPRAISE

•Develop or update Country Risk Assessment as a base document from

which to assess the evolving security

environment in the host country/countries.



SELECT



DEFINE



EXECUTE



• Review and reissue against a base risk

assessment at each CVP gate.



•Confirm that regional security is likely

to remain sufficiently stable to allow

the project and operations to proceed

peacefully for the foreseeable future.



•Confirm that regional security is likely

to remain sufficiently stable to allow

the project and operations to proceed

peacefully for the foreseeable future.



•Ensure high security risks are included

in the project risk matrix



SELECT

• Confirm that the project is viable.

•Consult with Project Information Manager

(PIM) to ensure all aspects of Digital security are included in the country risk assessments.



APPRAISE



SELECT



•Conduct a project risk study that

examines the level of security risk

to construction and related activities. This level will be based on the

prevailing security environment assessed in the regional and country

assessments.



•Carry out detailed site-specific risk

assessments. Confirm viability of

sites from a security perspective.



DEFINE

•Review and re-issue the Country Risk

Assessment, considering full ‘life risks’

against base risk assessment at each CVP

gate.



DEFINE

•Ensure main contractors understand

the risks and develop a process that is

‘owned’ by their senior management



•Include risks to the community from

the project.



•Consider that facility locations and

pipeline routes may be influenced by

the findings.



Security Human

Rights Risk

Assessment



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APPRAISE

•Conduct a human rights assessment

(regardless of whether BP is operator or

not).



SELECT

Review risks against base security human

rights risk assessment.



â2007 BP International Limited



DEFINE

Review risks against base security human

rights risk assessment.



â2007 BP International Limited



EXECUTE

• Confirm that the country specific security environment is likely to remain

sufficiently stable to allow transition to

operations.



EXECUTE

•Continue to develop, review and implement the Security Management Plan

(SMP) to mitigate identified changing

risks; ensure alignment of contractors

•Issue a monthly site security risk assessment.

•Develop a security process for operations.

•Embed site security reviews as part of

any line management audit process.



EXECUTE

• Review risks against base security human rights risk assessment.



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Roles,

Responsibilities,

Resources, Training

and Organization

Security

Management

Technical Security

Advice



APPRAISE



SELECT



DEFINE



EXECUTE



•Appoint a full time Project Security

Manager (PSM) for high or (some)

medium security risk projects early

in Appraise. Consult Group Security.



•Identify the scale and organization of

a Project Security Team required to

meet the assessed security risks in

each project option.

•Consider the need for rotational positions.

•The PSM should establish appropriate

government and international security

relationships.



•Review and confirm organizational structure of a Project Security Team whose

composition, size, and organization

meet the assessed security risk in the

selected project option.



• Establish and appoint an operations

security team.

• Implement the SMP, specifically infrastructure/hardware (CAPEX).

• Conduct fit for role security training

to fill competency gaps.

• The operations security team takes

security lead.



•Identify a security point of contact

for low security risk projects. Contact

will be the Business Services Manager (BSM) or Regional Security

Advisor (RSA).



APPRAISE

•Appoint Technical Security Consultant

(TSC). Consult Group Security. TSC to

liaise and coordinate with project telecoms engineers and contractors.

•Appoint a Project Digital Security resource, accredited to Central DCT Digital

Security.



Philosophy and

Plan to Mitigate

Assessed Risk



6 security - roadmap



SELECT

•TSC to ensure that Integrated Electronic Security Systems (IESS) and

Electronic Access Control Systems

(EACS) considered are practical for

security use, particularly as they relate to quick reaction.



MPcp HSSE Guidelines



• TSC to confirm designs meet practical

security needs, including trigger to response.



EXECUTE

• TSC to ensure facilities are built as

specified and meet security needs.

• TSC to supervise commissioning and

ensures that operational requirements

are met.



APPRAISE



SELECT



DEFINE



EXECUTE



•Ensure the human rights commitments are incorporated in the plans of

private security providers and, where

possible, public security forces.



• If necessary, reinforce the legal regime

of the project with security protocols

signed with host government. Signed

security protocols should commit both

parties to the standards laid down in the

Voluntary Principles on Security and

Human Rights (VPs).



• Monitor all embedded project legal

requirements including security human rights performance by public

and private security providers.



APPRAISE

•Agree security mission with the Project

Management Team and ensure mission

is included in the Project Commitment

Statement.

•Develop Project Security Concept document and publish it on project website.



80



DEFINE



•Embed security in legal investment

arrangements, Host Government

Agreements (HGAs) or equivalent.



Legal Security

Documentation



Security Mission

and Concept



•Plan security training for non-security

personnel including management.



SELECT

• Confirm security mission and refine

security concept to highlight potential security impact.



DEFINE

• Confirm security mission and concept for

Execute. Align with project.



•Identify major issues affecting viability of project including availability of

critical security assets (embargos,

etc.) available options.



©2007 BP International Limited



• Adjust or augment legal arrangements as needed.



EXECUTE

• Redefine mission and concept for Operate. Ensure operations team, including functional leaders, are aligned with

security mission and concept.

• Embed security mission and concept

in operations plan.



©2007 BP International Limited



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Project Security

Management Plan



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APPRAISE



SELECT



DEFINE



•Develop project Security Management Plan (SMP) to include mitigation

measures to meet the assessed risks

and project options.



•Prepare implementation programme

for Execute, including contractor alignment.



• Update plan for Execute.

• Finalize Implementation programme for

Execute.

•Ensure main contractors are fully aligned

with plan and incorporate into their overall project construction plan and their

security plan.

•Ensure contractors write detailed logistics security plan for goods in transit.



• Implement plan for Execute phase,

ensuring all contractors’ plans remain

fully aligned with SMP.

• Prepare Security Plan for Operations and develop an implementation programme.

• Operations manager or relevant PUL

to issue operations security plan.

• Prepare to handover to operations

security team.



SELECT



DEFINE



EXECUTE



•Write Security Management Plan as

draft base document.



Contractor

Relationship



APPRAISE

• Ensure project (commercial) team planning and pre-tender process is secured

from potential fraud and information

brokering risk.



• Carry out due diligence and background checks to appraise companies or individuals short listed to

provide services.

• Develop security expectations for Invitation to Tender (Contractors and

Dealers – ITT Security Conditions)

required for FEED.



Security Budget



APPRAISE

•Agree security cost (CAPEX and

OPEX) and Budgeting Policy for

project.



• Define security requirements for main

contractors, suppliers, and sub-contractors.

•Ensure all fixed price contracts specify

security expectations in detail and ensure Security expectations, including

GSR, are included, in detail, in all contracts.

•Achieve buy-in from contractors (hold

work-shops).



APPRAISE

• Integrate security incident management,

Crisis and Emergency Plans and Business Continuity Plan (BCP) with project Crisis Management & Emergency

Response plans (CM&ER), BCP and

incident management plans.



MPcp HSSE Guidelines



•Develop security action tracking process

with contractors.

•Ensure planned Operations phase suppliers and contractors conform to BP Security Standards.



SELECT



DEFINE



EXECUTE



•Implement budget review and audit

mechanism.



•Update security cost and budgeting

policy.



SELECT

•Ensure project CM&ER plans include

potential security incidents and response drills.

•Ensure project is aligned with host

government Key Point (KP) plan.

•Implement a Human Rights Response Plan aligned to project incident processes. Develop training and

testing exercising processes.



82



•Ensure compliance verification programme for all contractors, including

on-site reviews.



•Ensure security cost and budgeting

policy, including cost based targets,

meet project requirements.



•Define budgeting policy for operations.



•Implement security contracting and

budget process.



Crisis Management

and Emergency

Response



EXECUTE



â2007 BP International Limited



DEFINE

Develop plans with contractors to support

project ER&CM and BCP.

• Ensure alignment of plans with host Government plans: Exercise.

• Incorporate and rehearse contractor security incident and emergency process with

Project procedures.



â2007 BP International Limited



EXECUTE

Exercise processes, including with contractors and host governments agencies.

• Develop operations incident management, crisis and emergency plan in line

with overall operations plans and with

host government.

• Implement and exercise operations incident management, crisis and emergency plan.



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Technical Security

Design and

Response

Construction,

Hardware

and Support

Infrastructure



Facility (and

Pipeline) Protection



6 security - roadmap



APPRAISE



SELECT



DEFINE



EXECUTE



•Develop a process, together with

project management, for mitigating

assessed security risk by judicious

facility location and pipeline routing.



•Confirm location/routing and reassess

detailed designs to mitigate security

risk at each location or along pipeline

Right-of-Way (ROW).



•Confirm location/routing and reassess

security designs accordingly.



• Ensure security factors are continuously

reviewed throughout construction.



•Involve main contractors in site-specific

security planning.



• Confirm security in design mitigates

risks during commissioning.



•Design security to mitigate the defined risk.



APPRAISE

• Develop a risk-based physical and electronic facility (and pipeline) protection

policy.



SELECT

• Together with project engineers, design, define, select, and cost the project hardening, Integrated Electronic

Security Systems (IESS), Intrusion

Detection Systems, and Electronic

Access Control Systems (EACS).



DEFINE

• Ensure technical security design and construction (hardware, support infrastructure,

etc.) meet project requirements.



EXECUTE

• Technical Security Adviser is to ensure

systems are security suitable and fitted

as specified and close out changes and

design variations.

•Ensure testing and inspection process in

place for commissioning.



•Integrate with the security lighting.



•Prepare operational procedures.



•Include contracting and supply policy

processes working with Project telecoms engineers and contractors.



•Train technical security equipment operators and maintenance engineers.

•Develop reaction plan to IESS alarms.



•Include process control network digital

security.



•Prepare systems information pack for

operations team.

•Prepare for commissioning and transition

to operations.



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Voluntary Principles

on Security and

Human Rights

Human Rights

Programme



Voluntary Principles

on Security And

Human Rights (VPs)



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APPRAISE



SELECT



DEFINE



EXECUTE



•Develop a process for the implementation and monitoring of VPs as part

of the project Human Rights Risk

Assessment and Programme (Fundamental Human Rights and Rule of

Law) in tandem with project C&PA

team.



• Coordinate and align all aspects of the

VP programme with overall project Human Rights plan, including operations.



•Coordinate and align all aspects of the

VP programme with overall project Human Rights plan, including operations.



•Coordinate and align all aspects of the

VP programme with overall project Human Rights plan, including operations.



•Develop a Human Rights Incident

Response Plan.



•Ensure community security risks are

considered in the ESIA.



•Embed VPs in operational procedures.



APPRAISE

•Identify obstacles to adoption of VPs as a

non-negotiable principle for the project.

•Adapt VPs as ‘rules of engagement’ for

project.

• Assess, long term, how the project can

improve the ‘rule-of-law’ in the host

country.

•Work with C&PA team (legal lead) and

stakeholders to develop a plan to minimize legal and reputation risk and maximize development of rule of law.

•Develop a policy for the use of

weapons (Fire Arms and the Use of

Force).

•Conduct detailed discussions with

host government security providers

to assess feasibility of project providing appropriate human rights

based security training for government forces tasked with project protection.



SELECT

•Review plans for embedding the

VPs in the project with responsible

NGOs.

• Align plan with Project C&PA and social functions.

•Plan for provision for both internal

and external security monitoring of

the project security human rights

commitments.

•If training is acceptable to host

government select and contract

(NGO) partner.

•Identify appropriate security monitors and define terms for periodic

security monitoring (see Human

Rights Programme).

•Consider Provision of Logistic

Military Assistance to Host Government Security Forces.

Align with partners.



â2007 BP International Limited



DEFINE



EXECUTE



Continue to work with stakeholders, including responsible NGOs to ensure VPs

continue as effective project security rules

of engagement. Publish actions on the

project website.



• Implement monitoring programme.

• Continue training programmes on an as

needed basis to ensure host country

security standards are maintained.



• Ensure all security contracts include a

commitment to the VPs and relevant training.



• Consider possibility of widening the training to include other host government

security agencies.



• Commence the monitoring of security human rights performance by public and private security providers as required under

the VPs.



•Continue Training.

Start monitoring.



Start appropriate training of government

security forces.



â2007 BP International Limited



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7 environmental and social



7.1 Introduction

BP Group seeks to conduct environmentally sound operations by undertaking the

Group’s activities in a manner, consistent with the Board Goals, that is environmentally

responsible with the aspiration of “no damage to the environment.” To assist in this

process, BP has developed an OMS Practice: Environmental Requirements for New

Projects (ERNP) to:











Ensure a systematic and formal delivery of environmentally sound operations

in new projects across the BP Group through a full life-cycle process aimed at

identifying, understanding, avoiding, minimising, mitigating and remediating the

impacts of its operations on the environment.

Ensure that internal decision makers are informed about significant environmental

issues and risks prior to making key decisions.

Drive down the environmental impact of BP’s operations by reducing waste,

emissions, and discharges, and by using energy efficiently.



ERNP represents a life-cycle process based on four fundamental principles:











We will identify and understand our impacts.

We will consult with others.

We will design to avoid adverse impacts and minimise use of natural resources.

We will reduce the adverse residual impacts of our wastes, emissions and

discharges.



Three important new aspects to the ERNP are:









Early screening of environmental risk.

Environmental Performance Requirements (EPR) set consistent standards.

Group Chief Executive approval is required for any project to occur within certain

types of protected areas.



The reference numbers in the guidelines provide a direct link to the specific requirements

within ERNP. ERNP contains detailed guidance and shall be consulted for

authoritative guidance for environmental planning for new projects.

This practice has been approved by SGVP S&O. Accountability for delivering the

Practice lies with the Segments. Safety & Operations will continue to support

implementation through the provision of relevant tools and resources, and will be

responsible for updating the Practice. The Director Environmental Operations within

S&O is the Custodian for the Practice.



©2007 BP International Limited



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7 environmental and social



7 environmental and social



7.2 Scope

ERNP is one of several BP OMS Practices issued under Executive Authority

within the policy architecture of BP’s Management Framework and BP’s Operating

Management System. It is mandatory for all projects, and Operations is encouraged

to apply it to their activities.



The Environmental BOD will also be clearly communicated to contractors. Major

Projects shall formally ensure that contractors have the necessary capability to meet

all relevant environmental standards (both in terms of their deliverables and their

own operations), and shall take steps to procure specialist environmental services

where adequate assurance is not available. The BOD will incorporate provision for

any necessary environmental and emission monitoring, and will take full account of

wastes likely to be generated during commissioning and start-up processes.



7.3 Social Guidelines

Socio-economic, security, conflict and health impacts are key components of any

impact management process. They will generally be integrated with the environmental

management processes outlined in this document. Whilst ERNP describes the

integrated processes which take place, it does not yet provide specific guidance on

social requirements. Specific guidance on these issues should be sought from the

Corporate Responsibility team in Communications & External Affairs.



7.5 Environmental Performance Requirements

The Environmental Performance Requirements (EPRs) define the criteria that projects

are required to meet to achieve consistent delivery of environmental performance.

There are 12 Environmental Performance Requirements (EPRs) and they are not

dependent on project categorization nor on CVP stage.

The twelve Environmental Performance Requirements are listed in the roadmap.



7.4 Environmental Impact Management Process (EIMP)

The Environmental Impact Management Process (EIMP) is a full life-cycle process

with the requirement for the project team to identify and understand the project’s

environmental impacts in order to avoid, minimize, mitigate and remediate them.

The EIMP has nine components, shown in the Environmental roadmap. A significant

new piece of process is EIMP 1; Screening and categorization. This is a structured

process for the very early assessment of the environmental sensitivity associated

with all projects. Screening is required to take place in the Access or earlier stage of

a project.



Tools and examples are available via

the Projects Library at

http://etplib.bpweb.bp.com



and on the CD included with

these guidelines



Regular workshops (e.g. Environmental Identification [ENVIDs] or similar workshops)

should be conducted with the full participation of project management and

engineering teams to understand the interface between environmental management

and environmental engineering. These workshops ensure that engineering design

is based on current and valid environmental information and that any commitments

made in the ES(H)IA are achievable through the design.

The Environmental Basis of Design (BOD) is established by the Select stage. The

ENVID process ensures that the BOD is regularly updated through an ENVID Register

(or equivalent) and then regularly reviewed through to the FEED and Detailed

Design.

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7 environmental - roadmap



Environmental

Impact

Management

Process (EIMP 1-9)



7 environmental - roadmap



APPRAISE



SELECT



•Review project environmental risks

identified during screening and ensure project sensitivity categorisation is understood and communicated within the project.



•Reassess Categorisation at decision

gate based on new information and

ensure that it is reflected in the Define

FM.



•Reference BP’s OMS Practice: Environmental Requirements for New

Projects and follow requirements

depending on project categorisation.



•Reference BP’s OMS Practice: Environmental Requirements for New

Projects and follow requirements

depending on project categorisation.



MPcp HSSE Guidelines



APPRAISE



SELECT



•Consider Performance Requirements (PRs) for early works or appraisal activities.



•Ensure that applicable PR requirements are incorporated into Basis of

Design.

•Complete and document Select stage

PR Compliance Report.

•Undertake peer review of deviations

against PRs.



DEFINE



EXECUTE



DEFINE



•Reference BP’s OMS Practice: Environmental Requirements for New

Projects and follow requirements

depending on project categorisation.



•Reference BP’s OMS Practice: Environmental Requirements for New

Projects and follow requirements

depending on project categorisation.



•Complete and document Define stage

PR Compliance Report.



EXECUTE

•Verify compliance with PRs.



•Undertake peer review of any deviations against PRs.



The twelve EPRs are:



EIMP 1. Screening and Categorisation

EIMP 2. Environmental Assessments

EIMP 3. Consultation and Disclosure

EIMP 4. Compliance

EIMP 5. Resourcing and Contracting

EIMP 6. Residual Impacts

EIMP 7. Environmental Management System

EIMP 8. Assurance and Lessons Learnt

EIMP 9. Reporting



92



Environmental

Performance

Requirements

(EPR 1-12)



EPR 1. Air Quality

EPR 2. Community Disturbance

EPR 3. Cultural Property

EPR 4. Drilling, Completions and Workover Wastes and Discharges

EPR 5. Energy Efficiency

EPR 6. Environmental Liability Prevention

EPR 7. Flaring and Venting

EPR 8. Marine Mammals

EPR 9. Ozone Depleting Substances

EPR 10. Physical and Ecological Impacts

EPR 11. Waste Management

EPR 12. Water Management



©2007 BP International Limited



©2007 BP International Limited



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8 construction contractor HSSE management



8.1 Overview

These guidelines provide consistent HSSE management practices for working

with contractors in the Execute stage of Major Projects. The guidelines are based

on good practices and lessons learned, and should be implemented in alignment

with OMS Practice for Working with Contractors. They are also consistent with

industry guidance, such as that provided by the International Association of Oil and

Gas Producers.1 Although the focus is on Execute stage activities (e.g. fabrication,

construction and installation), the principles can be applied to other contracted work

(e.g. geophysical, drilling and engineering). Refer to the MPcp Procurement and

Supply Chain Management Guidelines for additional information.

The guidelines define an eight-phase process for construction contractor HSSE

management:



















Planning

Pre-qualification

Selection

Pre-mobilization

Mobilization

Execution

De-mobilization

Final evaluation and close-out



Risk identification is a key part of the process and a key factor in determining

contracting strategy. Active participation from BP and the contractor(s) is essential to

achieving excellent HSSE performance.

8.2 Planning

The objectives of this phase are to clearly define the scope of work, assess the

HSSE risks associated with the work, and clearly define Project HSSE standards. The

contracting strategy is selected based on many factors, including the nature of the

work and the risks identified.

HSSE management – guidelines for working together in a contract environment, International Association

of Oil & Gas Producers, Report No 6.64/291, September 1999

1



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8 construction contractor HSSE management



Applications (Circles of Influence) should be developed for the scope of work and

prospective contractors.

Key outputs are:









A documented HSSE management process for selection, working with and

retention of contractors, that meets the requirements of OMS Practice for

Working with Contractors

Risk Assessment – HSSE risks captured from Golden Safety Rules assessments,

health impact assessments, ESIAs, security risk assessments, etc

Contracting Strategy - Recommendation to the Project Leadership Team

as to whether the work will be managed under BP or the contractor’s HSSE

Management System.



8.3 Pre-qualification

The HSSE objective of the pre-qualification phase is to screen potential contractors to

ensure that they meet BP’s minimum HSSE requirements and that they are capable

of conducting the work in a safe, healthy and environmentally sound manner.

Key activities in this phase are:









Short listing and screening of contractors

Establishing bid evaluation HSSE criteria

Assessment of the potential contractor’s project site, infrastructure and

equipment



Assessment of the contractors’ site infrastructure and equipment is necessary to

identify the time and resources required to bring them into compliance with Project

HSSE standards. Special attention should be focused on heavy equipment used

during onshore construction and offshore installation, such as barges, heavy

trucks, side booms, excavators and cranes, etc.

An assessment of the existing HSSE culture at the facility will give an early indication

of the potential issues which will need to be managed. “Subject to existing

contractual constraints, contractors shall demonstrate and document that their staff

are competent to carry out their assigned work.” (BP Group Standard for Integrity

Management).

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8 construction contractor HSSE management



8.4 Selection

The objective of the selection phase is to assess the short list of potential contractors

against the bid evaluation criteria, then select the contractor to perform the work. A

senior HSSE Manager with construction experience should be part of the contractor

selection team and HSSE should be an integral part of the decision-making process.

Key activities in this phase include:









Preparation of bid documentation by BP

Evaluation of contractors’ bid and HSSE Plan

Contract award



BP should endeavor to hire contractors with Control of Work (CoW) programmes and

Integrity Management Standards that are as protective, or more protective, than the

BP Group Standards for CoW and Integrity Management; and encourage those who

do not have such a programmes to adopt one. The programmes should be agreed

prior to selection of the contractor, and the agreement should be an absolute prerequisite for selecting the contractor.

The construction contractor should be required to disclose all relevant subcontractors

working within the BP scope of work, and should be required to implement appropriate

processes to ensure that the subcontractors conform to BP safety requirements.

Consideration should be given to a reimbursable contract for HSSE work scope.

8.5 Pre-mobilization

The objectives of the pre-mobilization phase are to ensure that the relevant aspects

of the contract risk assessments and any other HSSE aspects of the contract

are communicated and understood by all parties prior to implementation of the

contract.

Key activities in this stage include:







Kick-off meetings between BP project management and contractors to review

major hazards, communicate BP’s HSSE expectations, and ensure that the

Construction HSSE Plan is fit for purpose

A Pre-mobilization Review and formal ‘go’ or ‘no go’ decision made by

management regarding mobilization



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