Military reference books and manuals (2009-2023, Volume 4)

AzSPU HSSE Document Management Procedure

Page 23 of 23

HSE Learning and Development Team Leader

Learning Operations Manager

(HSE L&D TL)

HSE Learning Coordinator

HSE L&OD Advisor

Asset H&S Team Leader

Operating Area H&S Team Leader

PU/Asset Environmental Team Leader

Compliance & Environmental Team Leader

(Offshore, Sangachal, Geo and Turkey Export)

and Az Export Environmental Team Leader

Environmental Monitoring Technical Advisor

Environmental Monitoring Specialist

Contract Accountable Manager (CAM)

Supply Performance Leader

-³

Planning Performance & Learning Manager

Ops, HSSE & Engineering Organisational

Capability Development Manager

Hazardous Materials Specialist/Technical

Authority

³ “-“ means that the position did not exist prior to June 1, 2010 re-organisation

Control Tier:

2-AzSPU

Revision Date: October 15, 2010

Document Number: AzSPU-HSSE-DOC-00025-2

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUND AT http://docs.bpweb.bp.com/dkazspu/

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AZERBAIJAN IMT EMERGENCY RESPONSE RESOURCES LIST

Contents

OSR EQUIPMENT STOCKPILES MAP

BRIGGS RESOURCES IN ASSETS:

OSR EQUIPMENT

CATERING AND SHELTERING

CATERING PROVIDERS

HOTELS, GUEST HOUSES

HEAVY EQUIPMENT

WASTE MANAGEMENT

PSCM TAGS, OSR AND WILDLIFE RESPONSE CONSULTANTS

PSCM TAGS

OSR EXPERTS/CONSULTANTS (OTHER THAN BP AND OSR CONTRACTORS)

WILDLIFE RESPONSE CONSULTANTS

HELICOPTERS

SPECIFICATION & CAPABILITY:

S76C +

OFFSHORE FLIGHT TIMES AND DISTANCES

TRANSLATION PROVIDER:

VESSELS FACT SHEET

BP MEDICAL RESOURCES & SECONDARY HEALTHCARE FACILITIES

PRIMARY HEALTHCARE FACILITIES (PIPELINES)

AZERBAIJAN REGION LAYOUT MAP

LOCAL AUTHORITIES AND GOVERNMENTAL AGENCIES CONTACT

HR RESOURCES

THIRD PARTY CONTRACTOR’S LIST (ATTACHED)

INCIDENT MANAGEMENT CENTRE

ALTERNATIVE INCIDENT MANAGEMENT CENTRE

BUSINESS SUPPORT CENTRE

AZERBAIJAN EVACUEE MANAGEMENT PLAN

Control Tier:

<<2>>

Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUND AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

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Briggs Resources in Assets:

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OSR Equipment

BP is a participant in Oil Spill Response (OSR), (http://www.oilspillresponse.com ) Southampton,

it has access to extensive facilities for responding to pollution incidents including trained staff and

equipment on a 24 hours a day, 365 days a year basis.

There is procedure approved by the order of the State Customs Committee, which facilitates

trans-boundary movement of equipment in case of emergency titled “Regulations on Customs

Legalization of Goods Carried Through the Customs Frontier of the Azerbaijan republic in

connection with Elimination of Consequences of Extraordinary Situations”

Note that only the Duty Incident Commander can sanction to MOBILISE the services of Oil Spill

Response. However, anyone in the Incident Management Team can NOTIFY Oil Spill Response .

For OSR equipment listing and equipment description refer to OSR back up folder located at

Incident Management centre.

If temporally storage for OSR equipment is requested there are two options

Primary: PSCM SYPPLY BASE (LSB)

Contact:

Fuad Rzayev, Supply Base Team Leader. Mob: (055) 255-0329

Secondary: BRIGGS OSR BASE

(contacts through normal IMT procedure)

PPE can be requested from following PPE supplier:

Name

Contact person

Telephone/Fax

web

Address

24/39A Y.

Web:

0412 490 38 95

Safarov str.

Debet Uniform

www.debet.az

Emil Hamidov

Fax: 012 490 46 48

Baku,

Ltd..

Mob: (050) 349 77 03

Azerbaijan, AZ

emil@debet.az

1025

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Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

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Heavy Equipment

Equipment available at SPS base, which can be dispatched to the field

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Mobile crane LTM 1055

55 t

SPS Ops Base

Mobile crane LTM 1030

30 t

SPS Ops Base

Mercedes Truck and trailer

40 t

SPS Ops Base

Ford truck and trailer

40 t

SPS Ops Base

Man truck and trailer

40 t

SPS Ops Base

Flatbed truck

10 t

SPS Ops Base

Road Tankers

36 t

SPS Ops Base

Material Handler

9.2 t

SPS Ops Base

Forklift/Hyster

30 ton

SPS Ops Base

Diesel

Excavator

Sangachal

Caterpillar Track

Forklift/Hitachi

15 ton

SPS Ops Base

Front Loader

Forklift/Hyster

7 ton

SPS Ops Base

Diesel

Forklift/Hyster

5 ton

SPS Ops Base

Diesel

Forklift/Hyster

3 ton

Main Warehouse

Electric

Reach Truck/Hyster

2 ton

Main Warehouse

Electric

Forklift/Hyster

12 ton

SPS Ops Base

Diesel

Road Roller/Boomag

SPS Ops Base

Diesel

Trucks/Mack

41 ton

SPS Ops Base

Tractor Unit

Trailers/Atlas

40 ton/40ft

SPS Ops Base

Oilfield Flatbed

Trailers/Atlas

30 ton/50ft

SPS Ops Base

Oilfield Flatbed

Certified Lifting

Containers

Various Sizes

SPS Ops Base

Assemblies

Certified Lifting

Half Heights

Various Sizes

SPS Ops Base

Assemblies

Certified Lifting

Waste Skips

SPS Ops Base

Assemblies

Certified Lifting

Bottle Racks

16-Cyl & 2-Cyl

SPS Ops Base

Assemblies

Certified Lifting

Cargo Baskets

SPS Ops Base

Assemblies

Certified Lifting

Fleet Tank

2000 liters capacity

SPS Ops Base

Assemblies

Sludge tanks

2000 liters capacity

SPS Ops Base

Coleman Diesel/Ingersol

Mobile Lighting Tower

Ops Base

Trailer Mounted

Rand

Sleeping Bags

Main Warehouse

Industrial Cleaning Unit

Main Warehouse

Forklift/Manitou

Certified Lifting

4 ton

SPS Ops Base

Telescopic(BP)

Assemblies

Certified Lifting

Forklift/Manitou(BP)

5 ton

SPS Ops Base

Assemblies

Certified Lifting

Forklift/Caterpillar(ASCO)

15 ton

SPS Ops Base

Assemblies

Certified Lifting

Forklift/Caterpillar(ASCO)

7 ton

SPS Ops Base

Assemblies

Reach

Certified Lifting

2.5 ton

SPS Ops Base

Truck/Caterpillar(ASCO

Assemblies

Control Tier:

<<2>>

Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUND AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

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Certified Lifting

Forklift/Still(ASCO)

2.5 ton

SPS Ops Base

Assemblies

Mobile

Certified Lifting

SPS Ops Base

platform/NIFTY(ASCO)

Assemblies

Certified Lifting

Forklift/Hyster(BP)

SPS Ops Base

Assemblies

For the details please refer to

Eldar

Gaziyev

Logistics Manager

Hyatt Tower 2 3rd Floor

837401(437-6986)

(055) 225-0394

Waste Management

Please note that 90% of Waste Management facilities are located on Apsheron. All waste

management operations should be conducted with AzSPU approved Contractors

The list of contractors:

AzSPU Approved Waste Management Contractors AZSPU-HSSE-DOC-00069-2

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Contractor

Waste Stream

Process

AA Services

Drill Cuttings

Bioremediation

Drill Cuttings, drilling muds & vessel tank

Indirect thermal

cleaning wastes1

desorption (ITD)

AA-Ekol JV operated

Sorting, separation &

BP owned Serenja

All excluding Drill Cuttings

repackaging of all

and CWAA facilities

wastes.

Oily Contaminated Materials With Little

Potential For Oil Recovery (Oily Rags,

Walnut Filters, Bag Filters, Ultra Filtration

Incineration

Filters, Filters, Other Materials

Contaminated with Oil)

Oily contaminated materials with the

potential for oil recovery

(Sludges and

AA-Ekol JV2

Process Residues, Solids from Brine and

Oily recovery and

PW treatment, Contaminated Soils and

Incineration

Sands, Guard Filter Waste )

Hydrocarbon based/contaminated wastes

Oil recovery and by

(Pigging Wax and Flexoil, Tank Bottom

products‟ disposal

Sludges, Used Oil and Diesel, Oily Water)

Control Tier:

<<2>>

Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUND AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

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Contractor

Waste Stream

Process

Potentially biohazardous waste (Clinical

Incineration

waste, Animal and Bird Carcasses)

Solid hazardous waste management

(Asbestos, Batteries, Fluorescent tubes,

compact fluorescent lights (CFLs), Smoke

Disposal through

detectors, Wide range of waste chemicals

authorized sub-

not subject to reuse/recycle, Pyrotechnic

contractors

Devices)

BP dedicated cell at

Sumgayit Municipal

Domestic / General non hazardous solid

landfill (Standby only)

waste

Transportation from

VP, Khirdalan

Warehouse & TISA

ADES3

Segregated &

Wood

distributed to IDPs

Plastics

Recycle

Liquid hazardous wastes incl produced

Provison of tank

Azeco

water, brines

storage

Azeri MI (Swaco)

ITD Recovered oil

Reused

Baker Hughes Mud

Plant (AFF)

Sahil & Hovsani

Azersu

Sewage (onshore & vessels)

Municipal Sewage

Treatment Facilities

Hazardous Waste

Az Logistics

Hazardous Waste from all facilities

Transportation

BP - Sangachal

Used oil, diesel, ITD recovered oil & some

Reinjection to the

Terminal

chemicals subject to acceptance criteria2

pipeline

Containers/Cans / Drums / IBC containers

/ Sacks / Bags; Cooking oil; Electronic

Reuse recycle, receive

Equipment; Printer Cartridges,

in Babek site

Transformers, Wide Range of Chemicals;

Paint, Glass

Wood, Cable, Plastic, Metal, Rubber,

Karvan-L2

Reuse recycle, receive

Blasting Grit/Sand, Cement, Barite,

in Puta site

Bentonite

Recycle reuse through

Pressurised Containers

sub-contractor

Control Tier:

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Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

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Contractor

Waste Stream

Process

Recycle reuse through

Paper and Cardboard

sub-contractor

Real Gas3

Gas Bottles

Reuse bottle

PW waste, Completion brines, chemical

Treat, discharge and

effluent1, Mud (AA-Ekol JV is sub-

disposal/reuse

contracted for mud)

RT Services

Paper and card3

Recycle at paper mill

Transportation,

SOFAS (Pek Tel)

Ferrous Metal

Storage, Recycling

Reprocessing & reuse.

TMS MMC3

Electronic equipment

disposal

Landfill

Domestic / General non hazardous solid

waste

TT MMC

Transportation

ITD treated Cuttings

Landfill cover

1 Request specific advice from Waste Management Specialist prior to dispatch

2. Request specific advice from Waste Management Specialist as some of services not in place

yet

3. Short term solution until current contractor‟s mobilization

Consultancies

Service

WM Consultancy in Az

RSK

n/a

& Geo

Control Tier:

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Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUND AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

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PSCM tags, OSR and Wildlife Response Consultants

PSCM Tags

Area

PSCM tag

Contact No

OSR contracts_ information

Naima Rahimova

(055) 450-5108

Catering

Sabina Irzayeva

(055) 225 25 42

PSCM Supply Base

Nazar Bayramov

(055) 225 65 83

Waste Management

Farid Mustafayev

(055) 225 88 47

(Mayya Babayeva)

837285

Aviation

Ragima Badalbeyli

(012) 437 73 12

Marine

Farid Mustafayev

(055) 225 88 47

OSR Experts/Consultants (other than BP and OSR contractors)

The external OSR experts listed below are well aware about BP AzSPU Operations and recently

have been involved into OSR developments, assessments and exercises

Name

Contact No

+1 206 842 2951

Edwards H Owens

+1 206 369-3679

EHOWENS@POLARISAPPLIEDSCIENCES.COM

Tel +1 (858) 453-8688

David Dickins

Fax +1 (858) 453-6766

Email: info@dfdickins

+1 206 842-5667

Elliot Taylor

+1 206 780 0860 mob +1206 660 5753

eteams@prodigy.net

Office: +44 (0)1243 576459

Peter Taylor

Mobile: +44 (0)7733 107429

ptaylor@oilspilltraining.com]

Bernie Bennett

Mobile : +44(0)7901518904

morlichservices@googlemail.com

Bennett, Bernie (Morlich) in GAL

Virginia Nelson

virginia@neocosconsulting.com

Nelson, Virginia A in GAL

Control Tier:

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Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUND AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

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Wildlife Response Consultants

Name

Contact No

Activate:

+32 2 2788 744 (office)

Sea Alarm

+32 49 49 000 12 (mobile)

www.sea-alarm.org

+32 49 96 247 72 (mobile)

IBRRC, Duty Manager

Tel:+1 707 207 0380 Fax:+1 707 207 0395

+1-508-744-2086 Office

Ian Robinson

+1-508-648-3367 Mobile

IFAW Emergency Relief Program Manager

irobinson@ifaw.org

+1-907-230-2492 AK Mobile

Barbara Callahan

+1-707-249-4871 Int'l Mobile

IFAW ER Manager Oiled Wildlife

Bcallahan.ibrrc@ifaw.org

vnelson@oilspilltraining.com

Virginia Nelson

mob: +44 (0) 7909683946

The Oil Spill Training Company Ltd

tel: +44 (0) 1463 250588

Helicopters

Fleet

Quantity

Mob time (call out - take off)

S76C+

Night time/Daytime 61 min

Call signs

C - GHRI and C-GHRE.

Specification & Capability:

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S76C +

Seating

Up to 12 subject to weather conditions

Stretcher Capability - seats in

2 secured to folded seats

Stretcher Capability - seats out

3 secured to floor rails

Standard Fuel Tank Capacity

1820lbs

Auxiliary Fuel Tank Capacity

480 lbs - Allow 30 minutes to fit

Maximum Range - Standard Tanks

646kms

Maximum Range - Auxiliary Tanks

817kms

Best Speed

145kts

Fuel Consumption

680lbs/hr

Endurance

2hrs 40 mints

Endurance with Aux Tank

3hrs 12 mints

External Load Lifting Capacity

3300lbs

Winch Available

Crew

12 hour cover provided

Control Tier:

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Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUND AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

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The times and distances are based on still air conditions and each sortie will require a quantity of

reserve and diversion fuel which will ultimately reduce range.

The aircraft can be tasked during daylight operating hours only. There is no restriction on any

pipeline helipads that preclude the use of this aircraft type. Daytime call-out is 60 from initial call

to being airborne. The S61 is restricted to offshore decks less than 22.5m „D‟ this precludes the

aircraft from landing on the PLB, DSV and DBA.

Emergency Evacuation

There are landing sites are located as PSA-2 and Sangachal, Ganja International Airport. Due to

lighting and the lack of navigational aids these sites are restricted to daytime Visual Flight (VFR)

operations only.

Offshore Flight Times and Distances

Chilov Isl

ZABRAT

Oily Rocks

DDGG

DWG

Chirag

Istiglal

Control Tier:

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Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

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From

To:

Distance

Time on S76

Zabrat

Istiglal

71km

17min

Zabrat

Sang. Terminal

65km

16min

Zabrat

Chilov isl.

78 /70km

19/17min

Zabrat

Oil Rocks

98 /90km

24/22min

Zabrat

Chirag

141 /129km

35/32min

Zabrat

Dada-Gorgud

132/120km

32/29min

Zabrat

East Azeri

159/147km

40/37 min

Zabrat

Central Azeri

155/143km

36/34min

Zabrat

West Azeri

149/137km

37/34min

Zabrat

Gunashly

135/123km

33/30 min

Zabrat

Shah Daniz

62km

15m

All distances represent the flight plan distances that are established by Azal‟s rules

(straight lines are for presentation purposes only)

Translation Provider:

Name

Contact

Telephone

web

Address

person

012 437 38 19

Mob:

LEXICON

Arzu Kasimov

lexicon.bp@gmail.com

Hyatt

055 796 60 92

tpazspu@bp.com

Tower

050 356 16 01

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Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

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BP Medical Resources & Secondary Healthcare

Facilities

Name & Location

Mobile

Land line

fax

ISOS - for Offshore and

BP expatriate stuff

99450 212 69 21

99412 493 73 54

99412 493 96 44

Ganja Medi Club

99450 220 47 42

(022) 57 87 44 / 57 82 08

(022)

57 82 26

MediClub - for Onshore

and BP national stuff

99450 225 59 11

99412 497 09 11/12/13

99412 498 70 96

CLINIC/HOSPITAL

ADDRESS

CONTACTS

MediClub (SPS clinic)

Salyanskoe shosse, SPS,

Baku

0(50)2230452 / (99412) 4484911

Hajigabul (Gazi-

5 Bairam Ibrahimov Str.,

Magomed) Hospital

Haji-Gabul

0(50)3438665 0 (140)3690

Ali-Bayramly Central City

16, Agamirza Akhmedov

Hospital

Str.

0(50)3196667 0(0197) 51010 / 58647

Salyan Central Regional

Qur-Qurakashla village

Hospital

0(50)3160006

0(163) 50621 / 52771

Kurdamir Central Regional

12 H.Islam-zade Str.

Hospital

0(50)3523806 0(145) 66424 / 53942 / 353942

Ujar Central Regional

90, Heydar Aliyev Str.

Hospital

050-355-63-07

0170-5-01-70 / 71/72/73

Yevlakh Central Regional

104, Jeyhun Mustafayev

Hospital

Str.

050-209-39-87

0166-6-03-50

0166-6-48-85

Mingechaur Central City

12, 20 January Str.

Hospital

050-210-67-93

0167-5-35-15

Goranboy Central

1 Haydar Aliyev Str.

Regional Hospital

050-318 90-13

0234-5-31-96

0234-5-13-91

Ganja MediClub Clinic

47, Mirza-Abbas Abbas-

zade Str.

050-220-47-42

022-57-87-44

022-56-99-11

Ganja First Medical Aid

216, Zardabi Ave.

050-323-11-31

022-56-87-55

022-56-63-

Hospital (N3)

022-56-16-43

Ganja Cardiological

Ganja, 294 Tebriz Ave.

050-363-06-08

022-54-79-95

022-54-75-

Dispanser

022-54-74-92

050-314-30-70

022- 55-34-34, 022- 55--55-10

Ganja Abbas Sahat

8 M. Halafov Str.

022-55-14-10

Hospital

Shamkir Central Regional

1, Shihali Kurbanov str.

(050) 3285317/3660160, (0241) 27729

Hospital

Tovuz Central Regional

38, Shahriyar str.

(050)2218255, (0231) 54158/53142

Hospital

Agstafa Central Regional

(050) 304 8244, (0244) 51589 / 52249 / 51663

Hospital

36, Azadlig str.

Gazakh Central Regional

(050) 5140010, (0279) 53302 /53301/ 53384

Hospital

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Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

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Primary Healthcare Facilities (Pipelines)

 IPA1 Kurdamir - MediClub ambulance and FA room; also medical post in Kurdamir Motel.

Tel. of duty doctor (24/7): (050) 225 08 50



PSA2 Yevlakh - MediClub ambulance and FA room.

Tel. of duty doctor (24/7): (050) 225 02 64



MediClub Baku clinic (24/7)

Contact numbers - Office: (99412) 497 09 11; (99412) 497 09 12; (99412) 497 09 13;

(99450) 220 48 11



MediClub Ganja Clinic - BP support clinic with ambulance purely designated for BP services.

Tel. of duty doctor (24/7): (050) 220 47 42; Office: (994 22) 56 99 11

Azerbaijan Region Layout Map

See next page for the list of contacts ˘

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Print Date: 2/1/2011

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Local Authorities and Governmental Agencies Contact

Area code

øcra

Müavin

Polis

MTK

Yanğın

Torpaq

Ekologiya

Başçısı

şöbəsi

Governor

First Deputy

Police

Security

Fire Department

Land Department

Ecology Department

Garadag 012

Mikail

Hikmet

Intigam

Fariz Goyushev

Abulfat Kerimov

Chief on

Social Dept. of Ex

Suleymanov

Abbasov 012

Mirsalayev

012 4450800

012 4458565

Agricultural

Com Ecology

012 4455808

4453505

050

012 4450010

Issues ExCom

Advisor Elbrus

012 4458220

2750107

Deputy Matlab

Agayev

012 4453115

Ibragimov

012 4453114

012 4456050

Absheron012

Zakir Farajov

Alekper

Namig

Rauf

Abdulali Gulamov

Mubariz Veliyev

Chief of Absheron

012 4421100

Alekperzade

Ismailov

012

Mammadov

012 3493659

012 3422549

Regional Dept.

012 4421101

3420202

012 3420808/0

Firdovsi Hasanov

012 3422737

012 3421819

Hajigabul

Ahmad

Sahib Aslanov

Ramazan

Galib Guliyev

Ilgar Namazov

Mamed Gafarov

Shirvan Regional

0140

Mukhtarov

050 3653766

Kerimov 0140

140 41172

0140 43801

050

0140 44113

Ecology Dept. Chief

050 2006323

41151

050 2332655

3540152

051 8205761

- Sahavat Aliyev

050 7530333

0191 61835

050 4109055

Kurdamir

Faxraddin

Vasif

Rsaim Aliyev

Vahid

Hajibay Isayev

Gulbala Asadov

Goychay Regional

0145

Malikov

0145

Mammadov

0145 66202

Mammadov

050 5251442

050 2080488

Dept.

Adalet

66134

050 2080442

050 2119778

050 5305400

050 4844749

Mammadov

050 2003319

050 2504655

Agsu

0198

Enver Seidaliyev

Rasim

Hatam Hajiyev

Vacant / will be

Mahir Kerimov

Vacant / will be

Gabala Regional

0198 55000

Novruzov 0198

050 2335300

appointed

0198 53031

050

appointed

Dept. Chief - Shakir

54100

050

within a month

6754773

within a month

Ismailov

3374837

0178 51097

050 2085880

Control Tier:

<<2>>

Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED VERSION OF THIS DOCUMENT CAN BE FOUND AT

http://docs.bpweb.bp.com/dkazspu/component/hssesms

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Ujar

0170

Yashar

Abil Mekhdiyev

Tahir Guliyev

Xudad

Mushvig

Rafig Hajiyev

Adalat Asgarov

Mammadov

0170 521958

0170 30030

Huseynov 0170

Mammadov

0170 50157

Goychay

0170 30311

050 3391050

050 2217737

32797

050

0170 31572

050 3333137

0167 53515

050 2248010

3257547

0170 33771

050 2504655

055 2533353

Agdash

Rafig Niftaliyev

Javid Osmanov

Telman

Vidadi

Mazahir

Shirin Humbatov

Aliabbas Nagiyev

0193

0193 55000

0193 55152

Agasiyev 0193

Gurbanov 0193

Shikhmamedov

0193 5141939

Barda

050 6350000

050 209 05 85

55026

55085

050

0193 55236

050

050 3783161

0110 54482

050 310 79 21

3178918

3369260

050 331 55 78

Yevlakh

Elmar Valiyev

Goja Samadov

Natig

Babak

Rasul Sadikhov

Maharet

Aliabbas Nagiyev

0166

0166 65030

0166 60100

Mashadiyev

Mammadov

0166 63341 050

Mustafayev

Barda

050 2115203

050 2090961

050 2105404

0166 64548

3597680

0166 60534

0110 54482

Fax: 0166 63792

050 2085022

050 2150055

050 331 55 78

Goranboy

Nizameddin

Baxish

Imran

Ali Isagov

Famil Ahmadov

Ziyad Ahmadov

Nariman Gulushov

0234

Guliyev 0234

Abdullayev

Hasanov 0234

0234 53100

0234 51312 050

0234

0234 53401

53161

050

0234 53022

53200

050

050 3140661

3490944

52533

050 2164646

2252746

050 2453070

300 57 76

050 3536813

055 3264646

Samukh

Vilyam Hajiyev

Tahir Qarayev

Mubariz

Ahmed Abbasov

Elnur

Fazil Tagiyev

Nariman Gulushov

0265

0265 61005

0265 51006

Guliyev

050

0265 51031

Khudaverdiyev

0265 61222

Goranboy

0265 51144

050 3930953

2000164

055 2113080

0265 51974 055

050 3453165

0234 53401

0265 61994

7829675

050 2164646

Fax 0265 61919

055 326 46 46

Shamkir

Nazim Veysov

Tariel

Shukur

Azad Gurbanov

Sahil Rzayev

Rustam

Nariman Hasanov

0241

0241 25511

Mammadov

Mehdiyev

0241 23003

0241 24401 050

Rustamov 0241

Gazakh

0241 27687

0241 25554

0241 23028

050 2060977

7064401 055

25413

070

0279 53984

050 3279199

050 2229409

0241

5123401

7180012

050 5030374

Fax: 0241 27673

27964(OD)

050 3627734

Tovuz 0231

Hamid Bagirov

Mahir Hasanov

Rashid

Musa

Eldar Ahmadov

Mahammad

Nariman Hasanov

0231 53534

050 2284774

Safarov 0231

Hagverdiyev

0231 55424 050

Ismayilov

Gazakh

0231 53868

50001

050

0231 50010

3047727 05)

0231 53951

0279 53984

050 2220839

2110818

050 3130277

6804303

050 3595811

050 5030374

Fax: 0231 53868

050 6260108

Control Tier:

<<2>>

Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED VERSION OF THIS DOCUMENT CAN BE FOUND AT

http://docs.bpweb.bp.com/dkazspu/component/hssesms

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Sabina Ismayilova

(055) 225 2853

Anar Aliyev

(055) 450 1885

Ulviyya Jabbarly

(055) 223 4357

Saida Taghiyeva

(055) 425 0065

Fidan Farzaliyeva

(055) 425 8595

Irina Schukina

(055) 221 4702

Narmina Nabiyeva

(055) 205 0992

ESG: HR Leadership Team and/or Senior HR Ops person

Telephone Contact

Name/Title

Dial +994 55 when calling outside

of Azerbaijan

Sue Adlam-Hill, VP, Human Resources

(055) 4504759

Susan Gordon, HR Manager, Midstream

(055) 4503274

Petar Andrich, HR Manager, Functions

(055) 425 0336

Vugar Ibrahimov, Employee Relations Manager

(055) 4253273

Reykhan Hussein-zade, International Mobility Team

Leader

(055) 4250630

Narmina Nabiyeva HR Manager Operations

(055) 2050992

UK based HR

Amelia Hills, HR manager

+44 (0) 7810 852459 (mobile)

Control Tier:

<<2>>

Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUND AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

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Relative Responders Team Contact List

Name

Mobile

LandLine

Com m ents

Anar Aliyev

(055 ) 4 5 0 1 8 8 5

4 92 65 65

(a)IM T m e m b e r

Arzu M am m adova

(055 ) 3 1 8 1 6 6 1

4 34 62 46

IM T m em ber

Aygun Rahimova

(055 ) 2 5 5 3 6 8 4

5 10 00 28

(a)

Aygun Akhmadbeyli

(055 ) 4 5 0 -0 5 8 1

(a)

Bagir Akhundov

(055 ) 2 2 5 -5 9 6 7

5 41 29 49

IM T m em ber

Dilara Jabiyeva

(055 ) 2 2 5 9 3 7 6

4 54 81 70

(a)

Dim a Kirillov

(055 ) 2 5 0 1 3 8 8

5 96 31 83

Elnara Alizade

(055 ) 4 3 5 -1 3 6 9

(a)

Elnara M am m adova

(055 ) 4 5 5 -0 5 6 2

Em ina Ibrahim ova

(055 ) 2 2 5 -1 5 7 8

(a)

Fahrin Hasanov

(055 ) 2 2 5 8 8 5 2

4 40 08 08

(a)

Fakhri Gurbanov

(055 )4 2 5 0 2 3 1

Farida Ism ayilova

(055 )4 3 5 -5 7 7 5

Fidan Farzaliyeva

(055 ) 4 2 5 8 5 9 5

(a)

Gultekin Agayeva

(055 ) 2 5 0 -6 2 7 8

Gulnar Aydam irova

(055 ) 2 5 0 3 0 4 6

4 98 05 24

(a)

Gunay Bagirova

(055 ) 2 2 5 -0 2 4 9

(a)

Ilaha Akhm edova

(055 ) 4 5 0 -2 0 3 4

Ilham Hajiyev

(055 ) 2 2 5 4 8 5 4

(a)

Irina Ibrahim ova

(055 ) 2 5 0 5 9 6 3

4 97 78 07

Irina Schukina

(055 ) 2 2 1 4 7 0 2

4 47 36 01

Jam ilya Agazade

(055 ) 3 1 9 1 7 9 9

4 38 22 94

(a)

Julia Alizade

(055 ) 4 5 5 -7 5 9 9

Khadija Islam ova

(055 ) 2 5 0 -7 9 0 7

(a)

Lala Nabiyeva

(055 ) 2 2 5 -4 3 2 4

(a)

Leyla Abbasova

(055 ) 2 5 0 9 5 4 9

4 39 33 23

(a)

Leyla Mammadova

(055 ) 2 5 0 5 2 1 6

5 10 70 72

(a)

Leyla Mahmudova

(055 ) 2 4 5 -1 6 4 7

(a)

Leyla Sharifova

(055 ) 2 2 5 0 5 5 1

4 92 84 51

Mekhriban Shikhzamanov

(055 ) 2 5 0 4 1 8 4

4 95 75 17

(a)

Narm ina Nabiyeva

(055 ) 2 0 5 0 9 9 2

4 90 17 83

IM T m em ber

Nasim i Babayev

(055 ) 2 2 5 -4 5 4 8

(a)

Natalya Voronina

(055 ) 2 2 5 5 9 5 0

Nigar Aliyeva

(055 ) 2 5 0 5 6 6 5

4 94 85 46

(a)

Nigar Agabeyli

(055 ) 4 2 5 -0 2 2 6

Nigar M am m adova

(055 ) 2 5 0 -8 7 9 1

(a)

Orkhan Im anov

(055 ) 4 2 5 -0 2 3 3

(a)

Parviz Bakirov

(055 ) 4 2 5 -0 2 3 3

(a)

Riana M am edova

(055 ) 2 5 0 1 8 6 3

4 28 19 97

Saida Taghiyeva

(055 ) 4 2 5 0 0 6 5

(a)IM T m e m b e r

Sabina Ism aylova

(055 ) 2 2 5 2 8 5 3

4 97 93 12

IM T m em ber

Sabina Surguladze

(055 )2 4 5 -1 6 7 2

Shafag Garayeva

(055 ) 2 2 5 -6 7 6 5

Susan Gordon

(055 ) 4 5 0 3 2 7 4

4 97 73 94

IM T m em ber

Tahira Verdiyeva

(055 )4 0 0 -7 9 7 7

Tarana Bunyatova

(055 ) 3 1 8 7 6 1 8

4 36 95 12

Vugar Ibrahim ov

(055 ) 2 2 5 3 2 7 3

4 90 23 10

(a)

Zibeyda Aslanova

Ulviyya Jabbarly

(050 ) 2 2 3 -4 3 5 7

IM T m em ber

Nino M eladze

(995 99 ) 5 5 3 3 8 8

Georgia

Eka Khvichia

(995 99 ) 1 3 2 4 0 7

(995 32 ) 7 7 4 7 5 7

Georgia

Inazi Tskhvitaria

(995 99 ) 1 3 2 4 0 5

(995 32 ) 6 3 7 7 9 5

Georgia

Control Tier:

<<2>>

Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUND AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

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Recorder

Telephone Contact

Dial +994 55 when calling outside of

Name/Title

Azerbaijan

Vadim Osadchiy

(055) 255-3695

Aygun Rahimova

(055) 255 3684

HR Representatives at Reception Centres

(Evacuation Centres/Hospital/Mortuary)

Telephone Contact

Dial +994 55 when calling outside of

Name/Title

Azerbaijan

Lala Nabieva

(055) 2254324

Vugar Ibrahimov

(055) 425 3273

Baghir Akhundov

(055) 425 5967

Mehriban Eyubova

(055) 2254550

Sabina Ismaylova

(055) 225 2853

Ulviyya Jabbarly

(055) 2234357

Susan Gordon

(055) 450 3274

Sue Adlam-Hill

(055) 4504759

Contractor Liaison Officer

Telephone Contact

Dial +994 55 when calling outside of

Name/Title

Azerbaijan

Vugar Ibrahimov

(055) 425 3273

Fahrin Hasanov

(055) 225 8852

Elnara Mammadova

(055) 255 05 62

Ulviyya Jabbarly

(055) 2234357

City lines Contacts

RRT ROOM(HR Divanhana Room)

Dial +994 12 when calling outside of

extensions

Azerbaijan

836910

4377310

836455

4377497

836457

4377498

837085

4377499

836704

4978204

837046

4376912

Control Tier:

<<2>>

Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUND AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

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4376913

837127

4978449

Embassies Located in Azerbaijan

Telephone Contact Number(s)

Embassy Name

Dial +994 12 when calling from outside of

Azerbaijan

Belarus

4360728

Bulgaria

4414381; 4414138

China

4986257; 4981951

Egypt

4987906

France

4931286; 4937180

Georgia

4974560

Germany

4654100

Greece

4920175; 4920119

India

5646354/44

Iran

4928006; 4924407

Israel

4907881;4907882

Italy

4975133; 4975135

Kazakhstan

4656248; 4656521

Netherland Consulate

4302424; 4482424

Norway

4974325/26

Pakistan

4360839/40

Poland

4920114; 4975281

Romania

4620429; 4407700

Russian Federation

4986016; 4986083

Saudi Arabia

4972305; 4972312

Sweden Consulate

4300574

Thailand Consulate

4972142

Turkey

4988133/35

Ukraine

4494090; 4494095

United Kingdom

4975188/89;

Libya

4938548; 4932365

United States of America

4980335; 4980336

Uzbekistan

4972549; 4972548

Japan

4907818; 4907819

Latvia

4366778

South Korea

4135516

Control Tier:

<<2>>

Revision Date: <<1 Dec 2010>>

Document Number: << AZSPU-HSSE-DOC-00104-2>>

Print Date: 2/1/2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUND AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

AzSPU Incident Management System Manual

Page 1 of 123

Azerbaijan SPU

Incident Management System

Manual

Document Number: AzSPU-HSSE-DOC-00107-2

This document incorporates the following documents which were turned into

Obsolete:

AzSPU Incident Management System (IMS) Manual

AZSPU-HSSE-DOC-00087-2

AZERBAIJAN SPU Business Support Plan

AZSPU-HSSE-DOC-00151-2

AZERBAIJAN SPU Incident Management Plan

AZSPU-HSSE-DOC-00150-2

Azerbaijan Business Continuity Plan

AZSPU-HSSE-DOC-00024-2

AzSPU Pandemic Response Plan

AZSPU-HSSE-DOC-00099-2

Philosophy and Strategy for ER&CM

AZSPU-HSSE-DOC-00019-2

Incident Management Team Resourcing Strategy

AZSPU-HSSE-DOC-00133-2

BP Azerbaijan SPU Upstream Oil Spill Response Plan

AZSPU-HSSE-DOC-00105-2

Activation of OSR contractors Baku IMT SOP

AZSPU-HSSE-DOC-00261-2

Authority:

Mike Barnes

Custodian:

Anar Hassanov

HSE & Engineering

Vice President

CCM & ER Manager

Scope:

AzSPU

Document

Administrator:

HSE System Administrator

Issue Date:

3 August, 2009

Issuing Dept:

HSE/Crisis, Continuity Management

and Emergency Response Team

(CCM&ER)

Review Date:

Dec 3, 2009

Control Tier:

Revision Date:

September 24, 2010

Next Review

Dec 3, 2010

Date:

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

Document Number: AZSPU-HSSE-DOC-00107-2

Print Date: 01.02.2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUNF AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

AzSPU Incident Management System Manual

Page 2 of 123

DISTRIBUTION LIST

Copy

Name

Position

Electronic Copy

Hard

No.

Copy

Rashid Javanshir

SPU Leader

Paul Clyne

Vice President Resource

Mark Thomas

Vice President Operations

Vice President Drilling and

Gary Christman

Completions

Mike Barnes

Vice President HSE & Engineering

Bruce Luberski

Vice President Developments

David Quellhorst

Chief Financial Officer (CFO)

Kemp Copeland

Vice President Midstream

Vice President Shah Deniz Full Field

Alastair Cook

Development

Sue Adlam-Hill

Vice President Human Resources

Seymur Khalilov

Vice President C&EA and Security

David Grant

Legal Counsel

Neil Dunn

General Manager Georgia

Djan Suphi

Vice President Turkey

Anar Hassanov

CCM&ER Manager

Narmina Sadikhova

Sr. CM&BCP Advisor

Namig Gandilov

CCM&ER Team Lead

Rustam Mamedov

CCM&ER Advisor

Sevinj Alifkhanova

CCM&ER Advisor

Afat Turabova

CCM&ER Technical Assistant

BP Group Crisis & Continuity

Norbert Venz

Management Senior Advisor

Pridon Niguriani

Georgia ER Coordinator

Melih Tumer

BTC Turkey HS&ER Manager

Property Services & Housing Manager

Chingiz Mekhtiyev

(BCP/Office Space Continuity Plan Owner)

IT&S Senior Operations Manager

Rovshan Akhmedov

(BCP IT&S SPA)

Email to the list of SPA‟s according

BCP SPAs

Appendix B3

Incident

Email According the Duty Roster List

Management Team

Business Support

Email to the BST List

Team

(e-mail through the

Tier II Contractors

HSE Specialist)

BST, Baku

Business Support Center

IMT, Baku

Incident Management Center

Alternate IMC

Hyatt Tower 2, 4^th floor IMC room

GLOSSARY

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

Document Number: AZSPU-HSSE-DOC-00107-2

Print Date: 01.02.2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUNF AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

AzSPU Incident Management System Manual

Page 3 of 123

It is important in BP's integrated programme that a common vocabulary be adopted. This section

defines some important terms associated with BP's integrated three-tier crisis management

programme.

Business Continuity Plan

A documented collection of procedures and information that is developed, compiled and

maintained in readiness for use in an incident to ensure continuity of business activities

Business Support Team

The personnel identified to staff the organisational structure identified in a Business Support Plan

to manage the actual or potential business impacts resulting from an incident.

Civil Crisis Plan (CCP)

The Civil Crisis Plan provides for the safety and well being of all AzSPU expatriate employees,

family dependants, direct contractors and BP sponsored visitors in the event of civil crisis. This

includes provision for providing safe refuge within all areas of AzSPU regional responsibility and for

the evacuation of expatriates to a safe overseas location.

Country Support Plan (CSP)

A document to define the role of Country Leadership (i.e. Head of Country, Segment Leadership

and Functional Leadership) during an actual or potential incident that could create a crisis for the

BP Group. It addresses incidents that are National in scale and from BP Business and/or from

external events not of BP‟s making (i.e. terrorism, Pandemic).

Country Support Team (CST)

A team convened by the Head of Country, comprising relevant Segment and Function

representatives. The Country Support Team addresses country-wide issues during a crisis.

Crisis

Any incident, series of events, or set of circumstances that threatens to fundamentally affect or

alter the way BP chooses to do business.

Crisis Management

Those measures taken to prevent, prepare for, respond to, and recover from a potential crisis.

These activities can include tactical response and incident management at the scene, and

management of business consequences that may arise from an emergency or other

circumstances.

Executive Support Team (EST)

That group of BP executives charged with developing and implementing crisis management efforts

and strategies to minimise the impact of a crisis on the Group.

Emergency

An unforeseen combination of circumstances that disrupts normal operating conditions and poses

an actual or potential threat to human life, health, property or the environment if not controlled,

contained, or eliminated immediately.

Incident

An event, series of events or set of circumstances that interrupts normal operating procedures and

has the potential to precipitate an emergency or crisis.

Incident Command System (ICS)

A formal type of command and control system designed to manage response to an incident using

the combination of facilities, equipment, personnel, procedures and communications. This

organisation operates within a common organisational structure, with clearly defined roles and

responsibilities, and with responsibility for the management of resources assigned to response

operations.

Incident Management Team (IMT)

The personnel identified to staff the organisational structure identified in an Incident Management

Plan to manage response plan implementation.

Non-represented Business

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

Document Number: AZSPU-HSSE-DOC-00107-2

Print Date: 01.02.2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUNF AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

AzSPU Incident Management System Manual

Page 4 of 123

A Business Unit (BU) that conducts commercial activity in a country where no representation of the

BU exists whatsoever.

Non-resident Business

A Business Unit (BU) that conducts commercial activity in a country where the core BU is not

located. Non-resident businesses usually have some form of representation in-country.

Pandemic Response Plan

Each BP site must be included in the scope of a site Pandemic Response Plan (PRP). PRP scope

covers people, facilities, systems, and the value chain. PRP response details the organisation,

communication, and strategy to support the critical processes identified in the value chain.

Preparedness

Those activities involving identifying existing dangers and concerns, defining management and

response roles and requirements, and achieving and maintaining the capability to perform those

roles and requirements.

Prevention

For BP, the most important of the four phases of an emergency or crisis management program. It

is those activities designed to eliminate the possibility of human or technological systems failure.

Response

That phase of emergency or crisis management that involves performing planned actions to

contain an incident and protect life and property.

Examples include:

Protecting people, the environment, property and business interests

Mobilising personnel and equipment

Notifying government authorities

Fighting fires, putting booms in place and closing leaking valves

Anticipating the potential implications of an incident for other BP operations, its customers,

the community, and environment as well as for the Group as a whole

Protecting the corporate reputation in accordance with BP‟s Core Values

DISTRIBUTION LIST

GLOSSARY

TABLE OF CONTENTS

1 INTRODUCTION__________________________________________________________ 7

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

Document Number: AZSPU-HSSE-DOC-00107-2

Print Date: 01.02.2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUNF AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

AzSPU Incident Management System Manual

Page 5 of 123

1.1 Crisis Management Framework_______________________________________________7

1.2 Purpose________________________________________________________________ 7

1.3 Scope__________________________________________________________________7

1.4 Policy and Expectations____________________________________________________ 8

1.4.1 Policy____________________________________________________________ 8

1.4.2 Expectations_______________________________________________________8

1.4.3 IMS Custodian_____________________________________________________ 9

1.5 Testing and exercising_____________________________________________________ 9

1.6 Plan Maintenance_________________________________________________________9

1.7 Linked Plans____________________________________________________________10

2 ORGANISATION AND STRUCTURE

2.1 Business Response Framework____________________________________________11

2.1.1 Site Response Team (SRT)__________________________________________ 14

2.1.2 Incident Management Team (IMT)_____________________________________ 14

2.1.3 Business Support Team (BST)________________________________________17

2.1.4 Executive Support Team (EST)________________________________________18

2.2 Country Support Structure_________________________________________________ 19

2.3 Business Continuity Structure_______________________________________________19

2.4 IMT-BST Liaison_________________________________________________________20

2.5 Post-Crisis Review_______________________________________________________ 20

3 ROLES & RESPONSIBILITIES

3.1 Business Support Team (BST)______________________________________________22

3.1.1 Business Support Team Manager______________________________________22

3.1.2 Deputy Business Support Team Manager________________________________22

3.1.3 Situation Unit/Administrative Assistant__________________________________ 23

3.1.4 Legal Advisor_____________________________________________________ 23

3.1.5 HR Advisor_______________________________________________________24

3.1.6 Communications & External Affairs (C&EA) Advisor________________________24

3.1.7 HSE Advisor______________________________________________________25

3.1.8 Finance Advisor___________________________________________________ 25

3.1.9 Emergency Response Coordinator_____________________________________25

3.2 Incident Management Team (IMT)___________________________________________ 26

3.2.1 On-duty IMT roles__________________________________________________26

3.2.1.1 Incident Commander_______________________________________________ 26

3.2.1.2 Operations Section Chief____________________________________________ 27

3.2.1.3 Planning Section Chief______________________________________________28

3.2.1.4 Environmental Section Chief__________________________________________29

3.2.1.5 Logistics Section Chief______________________________________________30

3.2.1.6 Medical Section Chief_______________________________________________31

3.2.1.7 HR Section Chief__________________________________________________ 31

3.2.1.8 Liaison Section Chief_______________________________________________ 32

3.2.1.9 Public Information Section Chief_______________________________________32

3.2.1.10 Emergency Response Coordinator____________________________________ 33

3.2.1.11 Geographic Information System (GIS) Officer____________________________ 33

3.2.2

Non-duty IMT roles____________________________________________________34

3.2.2.1 Situation Unit/Administrative Assistant__________________________________34

3.2.2.2 Safety Section Chief________________________________________________34

3.2.2.3 Finance Section Chief______________________________________________35

3.3 Site Response Team (SRT)________________________________________________ 36

3.4 Switchboard Operator (Baku Office)__________________________________________ 36

3.5 Country Support Team - Refer to Appendix A1

3.6 Business Continuity Team - Refer to Appendix A2

4 NOTIFICATION/COMMUNICATION STRUCTURE

4.1 Incident of BP Origin_____________________________________________________37

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

Document Number: AZSPU-HSSE-DOC-00107-2

Print Date: 01.02.2011

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4.2 Incident of Non-BP Origin_________________________________________________38

5 ACTIVATION PROCEDURE

5.1 Switchboard Operator_____________________________________________________40

5.2 Notification and Callout Procedures in AzSPU__________________________________ 40

5.3 Notification and Callout Procedures in Georgia__________________________________41

5.4 Notification and Callout Procedures in Turkey (Pipeline Operations Incidents)__________ 41

5.5 Mutual Response Team___________________________________________________42

5.6 Medical Emergency Response Plans_________________________________________42

5.7 Security Contingency Planning_____________________________________________ 42

APPENDIXES:

Appendix A:

Associated Plans

Appendix A1

Azerbaijan Country Support Plan_____________________________44

Appendix A2

Business Continuity Plan___________________________________48

Appendix A3

Pandemic Response Plan__________________________________ 54

Appendix A4

Oil Spill Response Framework_______________________________70

Appendix B

Contacts

Appendix B1

BST/IMT Contacts________________________________________93

Appendix B2

BP Country Support Team Contacts __________________________93

Appendix B3

BCP Contacts___________________________________________ 94

Appendix B4

BP Executive Support Team Contacts_________________________95

Appendix B5

International SOS Medical Emergencies_______________________ 95

Appendix B6

JV Contacts_____________________________________________95

Appendix B7

Contractors‟ Contacts_____________________________________ 95

Appendix B8

Non-BP Contacts ________________________________________ 94

Appendix B9

External Contacts________________________________________ 95

Appendix C:

Incident Notification Matrix_______________________________ 96

Appendix D:

Training and Exercises Guidelines_________________________ 97

Appendix E:

Forms and Procedures___________________________________98

Appendix E1

BST Response Forms_____________________________________98

Appendix E2

IMT Response Forms_____________________________________106

Appendix E3

IMT Dispensation Proforma________________________________ 113

Appendix E4

Standard Operating Procedures (SOPs)______________________ 115

Appendix E5

BCP Tools ____________________________________________ 119

Appendix F:

IMT Resourcing Strategy_________________________________120

Appendix G:

Guidelines for Time out meetings_________________________ 122

INTRODUCTION

1.1

Crisis Management Framework

Crisis Management Framework sets out a management system for Crisis, Continuity Management

and Emergency Response (CCM&ER) in BP and the recommended good practice for each stage

in the process. This plan is aligned to the CCM&ER Framework and adapted to AzSPU Crisis,

Continuity Management and Emergency Response structure and experience

1.2

Purpose

Control Tier:

2-AzSPU

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This document describes the BP Azerbaijan Strategic Performance Unit‟s

(AzSPU) Incident

Management System, includes BP‟s Corporate Guidance and Expectations and applies across BP

AzSPU assets in Azerbaijan, Georgia and Turkey. The document is intended to be a “high level”

document which gives an overview of the AzSPU‟s Crisis, Continuity Management and Emergency

Response organisation and process. It is expected that there will be hierarchy of procedural

documents

“below” this one produced for relevant areas of the response and for each

facility/operation as appropriate in order to adequately implement the AzSPU Philosophy and

Strategy for Crisis and Continuity Management.

The philosophy of AzSPU aligns to Group requirements for CCM&ER:

(i)

over-react

(ii)

assess situation

(iii)

respond accordingly

(iv)

stand-down

The system applies:

- wholly and directly to the AzSPU managed operations

- to AzSPU projects

- to operating contractors.

- for support in managing the incidents from other BP businesses

1.3

Scope

The AzSPU area of responsibility covers the three countries of operation: Azerbaijan and Georgia

directly, and Turkey through the government and BOTAS International Ltd (BIL).

The geographic area is illustrated in the map below.

1.4

Policy and Expectations

1.4.1 Policy

At BP, we strive to create a working environment within Azerbaijan, Georgia and Turkey, where

accidents will not occur and in which employees, customers, contractors and the public will not be

exposed to unacceptable health hazards. Prevention through the implementation of our HSE Policy

and Expectations is the key to this commitment.

However, should an emergency occur, BP will be prepared to respond quickly and effectively. Our

goal is to mitigate the incident as rapidly as possible while minimizing the impact on people, the

environment, property and our reputation.

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

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To assure a consistent and effective response, BP AzSPU will be prepared on three levels:

1. Each of our facilities, operations, and projects will have and maintain appropriate site-

specific emergency response plans. These plans will address response procedures and

needed resources for all reasonably anticipated emergencies. Personnel with assigned

duties in the plan will be trained and maintain abilities to carry out their responsibilities.

We will effectively over respond to emergencies in an effort to minimize consequences.

2. We will rely on the BP Incident Management Team (IMT) for support to co-ordinate

company-wide resources and supplement the facility-based teams.

3. We will rely on the BP Business Support Team (BST) and BP Executive Support Team for

policy direction and executive assistance when activated.

Emergency response exercises and training will be an essential element in determining BP level of

preparedness and process for continuous improvement (Refer to Appendix D - Training and

Exercises Guidelines). The Health, Safety and Environment Department is responsible for

reviewing and revising this policy and the response plans, as necessary.

1.4.2 Expectations

Emergency planning and preparedness are essential to ensure that, in the event of an accident, all

necessary actions are taken for the protection of the BP personnel, the public, environment and

assets.

To that extent, the following are expectations of this Incident Management System Manual:

 Incident Management System Manual is written, accessible, practical, and clearly

communicated for all BP operations within the Strategic Performance Unit

 The incident management systems include:

- organizational structure, responsibilities and authorities

- internal and external communications procedures

- procedures for accessing personnel and equipment resources

- procedures for interfacing with other BP and community emergency response

organizations

- a process for periodic review and updates

 Equipment, facilities and trained personnel needed for responding to emergencies are

defined and readily available.

 A system is in place to recognize and communicate with Azerbaijani, Georgian and

Turkish organizations, which have incident management roles to meet company and

governments expectations.

 A system for providing simulations, drills and exercises is in place, which includes

consideration and involvement of external resources and necessary communication.

1.4.3 IMS Custodian

The Manager, Crisis, Continuity Management and Emergency Response is responsible for:

 Implementing the company Incident Management System established here, including

the co-ordination and evaluation of company response preparedness at all levels of

emergency.

 Maintaining and updating this incident management system.

 Disseminating information on emergency preparedness issues, technologies, and

techniques to affected operations within the Strategic Performance Unit (SPU).

 Co-ordination with contractors to ensure compliance and consistency with BP

response plans.

1.5

Testing and exercising

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

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 The full IMS will be revised at least once per year or as needed.

 Training exercises of each unit within the IMS should be undertaken at more frequent

intervals during the year as appropriate in preparation for the main annual exercise.

 Notification exercises will be undertaken at least once per year. These involve

unannounced checks on the communication systems and contacting of key staff.

 When appropriate, Incident Management Team training exercises should be carried

out with links to site operations. In addition, training with links into the Business

Support Team should also be held.

 The partial activation exercises are in addition to the main exercise, which is based

solely on ensuring that the objectives and roles of the Incident Management Team are

fully exercised and that focused staff training is achieved.

 The Table-top exercises will be conducted on weekly basis during IMT Hand-over

meetings.

1.6

Plan Maintenance

The plans attached to Incident Management System should be regularly validated through

exercises to measure their effectiveness and to provide training for the response organisation.

Plan Maintenance

Weekly

Monthly

6 months

Annually

As Relevant

Duty Rota

Contact Amendments

Resource Review*

Plan Review

Plan change due to

operations/ structure

*Resource includes internal and external manpower, facilities

1.7

Linked Plans

All mentioned plans will have clear linkages with each other to ensure that - in each case - roles

and responsibilities are delineated inside the three levels and in the support functions:

Describes the specific procedures

Civil Crisis Plan

to be followed in the event of civil

unrest or expatriate evacuation.

This document provides guidance

on the process to be followed

Evacuation

should we have to evacuate a part

Management Plan

of our business due to operational

or emergency situations

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

Document Number: AZSPU-HSSE-DOC-00107-2

Print Date: 01.02.2011

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Emergency

Describes what process shall be

followed if alarm sounds and how

Evacuation Plan

people should leave the building to

for Baku Offices

proceed to relevant Muster Point.

Describes the following:

- Notification of Spill

Oil Spill Response

- Activation of Response Team

Plans

- Management of Spill and related

issues

Azerbaijan

Group

Describes the process of

Incident

Medical Response

emergency medical

Executive

Management

Plans

evacuation.

Support

System

Plan

Manual

Provide the details of the

Stakeholders/

stakeholders/ contractors

Contractors

emergency response arrangements

Emergency Plans

and the interface with BP

emergency procedures

Mutual

Industry/National assistance

Aide

schemes

Schemes

It describes the actions

Facilities/assets

that an Asset will take

ERPs

in response to various

emergency events

2 ORGANISATION AND STRUCTURE

2.1

Business Response Framework

Crisis, Continuity Management and Emergency preparedness are essential to ensure that, in the

event of an accident or incident involving health, safety, environment or security, all necessary

actions are taken for the protection of the company personnel, public, environment, and assets.

This Incident Management System (IMS) provides the basis for effective management support and

response to emergencies occurring in the SPU activities, and also ensures that the ongoing

business activities are maintained. BP has adopted the ICS (Incident Command System) style of

incident management.

The nature of the incident and its potential for escalation determine the level of response at each

tier. The rule is “over-react if there is doubt about the incident potential”

At each level of response the priorities are always:-

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

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1^st People:

Employees, contractors, suppliers, customers, and communities

2^nd Environment:

Air, water, land, and areas of sensitivity

3^rd Property:

BP, JV Contractors, communities and third party facilities and offices

4^th Business:

Supply, production, and reputation

SPU Leader is accountable for ensuring that the system is in place for the adequate response for

the first two tiers of response to the emergencies within the organization.

SITE RESPONSE TEAM (SRT) - TACTICAL RESPONSE

o Size up the incident and its potential

o Establish rapid and effective communications with the IMT Operations Section Chief

o Develop tactical objectives

Ensure

TIER I

o Break the tactical objectives into manageable tasks

Field

o Ensure that tactical response operations include a method for systematically identifying

hazards, evaluating risks and specifying appropriate safeguards

Operations

o Secure and assign necessary tactical response resources

o Continuously assess the incident to determine the adequacy of site response operations

and the need for assistance from the IMT

INCIDENT MANAGEMENT TEAM (IMT) - TASK ORIENTATED

o Size up the incident, its potential, and the nature and status of operations

o Develop response objectives and response priorities

o Gather information on the nature and location of tactical response operations and the

resources being used to carry out the operations

o Continuously assess incident potential to determine an incidents capacity to develop into

Response

TIER II

a crisis situation

Management

o Work with the SRT(s) to determine incident potential describing field assignments for the

next operational period

o Develop a Strategy that scopes incident management from initial notification to the

completion of demobilisation

Contro

mber 24, 2010

o Secure the resources necessary to implement the Strategy

Docum

o Institute and enforce appropriate financial controls

PAPER

NTROLLED

VERSI

AzSPU Incident Management System Manual

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BUSINESS SUPPORT TEAM (BST) - ISSUES ORIENTATED

o When activated, determine what, if anything, must be done to support the SRT and/or IMT

response efforts

Support IMT

o Size up the incident, its potential, and the nature and status of the incident management

and Business

operations

Continuity

o Identify, evaluate, and pro-actively address the crisis implications of the incident, its

potential, and any affect of incident management operations on the Group

o Avoid crisis situations whenever possible, and mitigate crisis situations that cannot be

avoided to the maximum extent possible

TIER III

EXECUTIVE SUPPORT TEAM (EST)

Group

o Form a Group response strategy and proactively manage such issues as BP‟s image,

Licence to Operate, and liabilities or loss potential that can threaten the Group as a whole

Strategic

o Identify how Group resources and personnel will be made available to support the BST and

Management

IMT organisations

o Review the Business response to the incident and be assured that Group concerns (e.g.

external media, governmental and shareholder issues) are considered and appropriately

managed

Azerbaijan Crisis, Continuity Management and Emergency Response Organization

Structure

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

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Group EST

BST

Damage Assessment

and

Recovery Team

Chart Colors:

IMT

Incident Commander

Green

EST/BST

Blue

IMT 24 hrs duty staff

Grey

IMT non -duty staff

Red

Site responders

Emergency

SAFET

Orange

BST/IMT support

Response

SECTION

Coordinator

CHIE

FINANCE

SECTION

CHIE

SUBJECT

PLANNING

MEDICAL

LOGISTICS

LIAISON

PUBLIC

MATTER

SECTION

GIS

SECTION

OFFICE

SECTION

EXPERT

CHIE

CHIEF

CHIE

Med. Serv.1

HR ESG

Marine

OSR tier II

Media

On-Scene

SIT.

Aviation

State

provider

Response

Admin

Transport

Agencies

Group

Commande

Support

Med. Serv.2

RRT

etc

OSR

IRPs

Burn

(Tier III)

PIER

Centers

webpage

SRT

ERPs

Wildlife

Response

2.1.1 Site Response Team (SRT)

Composed of specially trained and equipped personnel who can respond safely and rapidly to an

incident scene and mount and sustain tactical response operations.

Every manager of BP operation facility or project is responsible for:

Control Tier:

2-AzSPU

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1. Developing, reviewing and revising facility/operation specific response plans, utilizing a

comprehensive planning process, which address the response procedures and

resources needed to effectively mitigate all reasonable anticipated emergencies.

2. Developing and maintaining emergency response capability that properly reflects the

facility/operations‟ risks for all reasonably anticipated emergencies. This capability

includes equipment and personnel with skills consistent with BP standards.

3. Conducting and participating in emergency response training and exercises to assure

the readiness of plans, personnel and resources.

4. Responding to and managing emergencies affecting their facilities/operation utilizing

the facility/operation specific Emergency Response Plan and the SPU Incident

Management System.

5. Reporting all events, major emergencies and crisis, as required by this program.

2.1.2 Incident Management Team (IMT)

All BP facilities are to use the Incident Command System (ICS) for initial response. The IMT

organization structure is also based on ICS and is intended to be an expansion of the initial

response based on the size and magnitude of the event. The specific components of the

organization established for any given event would be tailored to the management needs of the

event. In all cases, the organization‟s staff builds from the top down with responsibility and

performance placed initially with the Incident Commander. As the need arises, separate sections

can be developed, each with several units that can be established if necessary.

The IMT in Baku is composed of personnel, specially trained in accordance with the AzSPU

CCM&ER Training Standard, who provide support to the SRT and interface with company

management, government agencies, media, and the public.

There is a fixed Incident Management Rota for the period of 15 months. The duty handover is

taking place on a weekly basis. Incident Commanders lead the handover process, which also

includes the tabletop exercises to ensure the competences of the duty team.

Incoming and ongoing duty team shall participate in the hand-over meetings. If any member of duty

team cannot make the meeting for any reason he/she must seek permission from the incoming

Incident Commander. Each member of IMT whilst on IMT duty shall:

 Comply with the BP Substance Abuse Policy

 Not leave the duty phone somewhere unattended or give it to any unauthorised person

 Keep the phone charged all the time

 Be able to be mobilized within 1 hour

 Upon receipt test or emergency text message from switchboard call back to switchboard

to confirm the receipt of the text message within 5 minutes

The primary role of the Incident Management Team is to support the Site Response Team with:

mobilizing required internal and external resources, develop response strategy, notification of

government organizations and media and other issues related to the emergency. Members of the

Incident Management Team are responsible for:

1. Attendance at mandatory training in line with current AzSPU ER and CM Training

Standards - IMT Competency Matrix.

2. Attendance at Weekly handover meetings

(incoming and outgoing teams) including

participation in weekly tabletop exercises

3. Taking personal accountability for rota schedule i.e. once rota has been agreed and

issued, finding replacement for personal changes

4. Participation at Tier

2 and Tier

3 exercises that occur in their IMT duty week to

demonstrate ongoing competency and experience

5. Managing incidents and functioning in a predetermined position on the IMT.

The IMT in Tbilisi has the same responsibilities and response expectations as the Baku IMT and

will be activated to provide support for incidents occurring within Georgia. The Tbilisi IMT may be

Control Tier:

2-AzSPU

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mobilized in conjunction with the IMT in Baku who will provide support to the Georgian team as

required.

In Turkey BIL manages incidents that occur at the BTC Pipeline facilities, or in the field in relation

to Pipeline and Terminal Operation, and may involve BIL and BTC Co field personnel and /or any

of their contractors, including sub-contractors. The responsibility for managing the emergency

response shall remain with BIL, while BTC Co. may activate IMT in Turkey, in order to assist BIL in

managing and supporting emergency situations as required. Where incidents involve BTC Co

personnel and contractors, the responsibility for those personnel shall remain with the Turkey IMT

irrespective of whether the incident is managed by BIL or BTC. Co.

The Incident Commander is responsible for the overall management of the incident, carries the

overall accountability for the emergency, and will need to satisfy himself that the management and

response can be handled adequately. He/she reports to the AzSPU Business Support Manager.

Note: In case of an incident in a project operated by contractors the project’s representative will be

called out to stand in as an expert within the IMT Operations Section.

If outside resources are called, e.g. response management firms, environmental consultants,

specialists, etc., they will be assigned to a specific position within the IMT organization and will

follow the chain of command accordingly.

During a major event, the role of the Section Chiefs is to co-ordinate the activities within their

sections, while ensuring that there is support and information exchange across sections and units.

The Incident Commander is normally a Senior Manager who has full authority to lead the IMT while

on duty. It is essential that the Emergency Response Co-ordinator is always activated to facilitate

the Team processes on behalf of the Incident Commander.

The structure is based on the Incident Command System. The system expands and contracts

whilst ensuring that the critical incident management functions are addressed and that an

appropriate level of response can be provided to deal with the ever changing requirements of an

incident.



The response Teams build from the top down with responsibility and performance

placed initially with the Incident Commander and Business Support Team Manager.

The Incident Commander has full autonomy of operation and provides regular

briefings to the Business Support Manager who is responsible for assessing and

managing any repercussions arising that may impact the Business.



Regardless of size, scope or complexity the same format is used for all incidents

throughout the Group.



The team develops under the standard format and, as needed, separate „Sections‟ are

expanded with specialist functional „Units‟ established.



Not all of the skills will be needed at any one time and for the majority of incidents key

representatives will be able to manage and assess all the functional issues and

activities involved.



The Incident Command System chart should itself be used as a checklist to ensure

that all activities are covered.



Each unit should be allocated to a team member. By doing this any potentially

overlooked aspects of a response are covered. It prevents duplication of effort,

reduces confusion and ensures that a flexible, focused response is achieved with a

team that will vary in strength and size throughout the response.



The specific team members involved in any given incident will be based upon the

management needs of the incident. If one individual can simultaneously manage all

major functional areas, no further organisation is required. If one or more of the areas

requires independent management, an individual is named to be responsible for that

area.



Within each Section the specialist Units are empowered to carry out their particular

roles to achieve the objectives of Incident Commander or Business Support Manager.

The structure is expanded as the incident demands.



When working as part of the team it is critical that each functional „Section Chief'

understands the roles of the other Sections operating within the team. Without this

Control Tier:

2-AzSPU

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understanding and focusing of activities within each Section, duplication, confusion

and chaos can quickly result in a fast moving crisis situation.

Fully Expanded IMT Structure to deal with the incidents

The following roles and responsibilities for IMT members are designed to cover most issues and

incidents that have the potential to impact the Business, however, users should be aware that

some emergencies of significant potential may require additional roles within the IMT which are not

specifically identified in this Plan.

Colors:

INCIDENT

COMMANDER

Green IMT 24 hrs Duty staff

Grey IMT non- Duty staff

Red

Site responders

EMERGENCY

PUBLIC INFO

RESPONSE

SECTION CHIEF

COORDINATOR

LIAISON

SECTION CHIEF

OPS

PLANNING

ENV

MEDICAL

LOGISTICS

FINANCE

SAFETY

SECTION

CHIEF

ON-SCENE

GIS

SIT. UNIT.

COMMANDER

OFFICER

/ ADMIN

& SITE

SUPPORT

RESPONSE

TEAM

2.1.3 Business Support Team (BST)

The BST is composed of senior management personnel who provide support to the IMT and

analyze the implications of an incident and response operations on the company‟s viability,

operability, and credibility. There is only one BST in AzSPU which covers three countries

Azerbaijan, Georgia and Turkey.

The BST will be led by the Business Support Team Manager (AzSPU Leader or his/her delegate).

The BST‟s responsibilities are to:

1. Provide support to the Incident Management Team

2. Address issues that are related to the incident, but fall outside the IMTs‟ responsibility

3. Ensure effective communications with the Incident Management Teams, BP corporate

head office, and the BP Executive Support Team (if formed).

4. Manage business impacts, including invocation of business continuity plans.

5. Implement any strategic decisions taken by the Executive Support Team.

Control Tier:

2-AzSPU

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The Vice President whose operational area or business activities are impacted by an incident will

be the member of the BST and may assume the Deputy BST Manager role upon the BST

Manager‟s decision.

Senior Management of unaffected businesses will serve as advisors; their involvement in this

capacity is vital to ensuring that BST strategy properly reflects the interests of the entire company.

In addition, they may be called upon to supplement the affected business‟ capabilities with

personnel and equipment from within their own organization. These resources may be needed

either to support the Business Support Team or to assist in maintaining the affected units ongoing

business.

It is important to note that the BST does not give response direction to the IMT. However, it is the

responsibility of the BST Leader to ensure that the Incident Commander has the necessary

competencies for leading the IMT, and if appropriate to designate a better qualified Incident

Manager to lead the IMT.

It is essential that an Emergency Co-ordinator is always activated to facilitate the Team processes

on behalf of the BST Manager.

A distinction is drawn between “Core BST“ and “Support BST” members. “Core BST“ members are

those that are usually mobilised when the BST is activated. Based upon the severity of the

incident or its potential, the Deputy BST Manager may, at any time, also activate “Support BST”

members. “Support BST” members will be drawn from those BP AzSPU personnel available who

have the necessary skills and experience relevant to the needs defined by incident requirements.

Structure of the Business Support Team

Business

Support Team

Manager

Emergency

Sit. Unit. / Admin

Response

Support

Coordinator

Deputy Business

Support Team

Manager

Finance

HSE

Legal

Communications

Advisor

and External Affairs

Advisor

2.1

The EST has direct responsibility for managing any issues arising from the incident that could have

Group-wide implications. These high level concerns include the protection of the Group‟s

reputation, operability, viability and earning power. The team generally comprises the senior

executive from each segment and function. The EST does not give tactical commands to the IMT

or the BST. However, strategic actions that are decided by the EST are implemented at the BST

and/or CST Level.

Attributes of the EST are:

 Members are selected as appropriate to the situation and the team may be quite small in

number

 It can work as a virtual team or it can meet and work from the Lead Senior Executive (SE)

office location or use the SJS Group Crisis Centre.

 There is only one EST. It is based at the Group‟s headquarters in London, though team

members may be located at other locations around the world and dial in remotely.

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

Document Number: AZSPU-HSSE-DOC-00107-2

Print Date: 01.02.2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

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AzSPU Incident Management System Manual

Page 18 of 123

 It is activated when the Lead SE, after reviewing the situation with other senior leaders,

decides the situation requires the support of the EST.

 It convenes, reviews the situation and determines a strategic action plan for others to

implement, then stands-down. This cycle continues until the crisis is resolved.

 It does not give tactical commands to the IMT or the BST.

 Strategic actions that are decided by the EST are implemented at the BST and/or CST

Level.

 It supports the BST and CST, and considers Group-wide implications, considering “worst

case scenarios” and thinking “outside-the-box”.

 The Lead SE will consider activating an EST at times when an incident has the potential to

impact one or several countries and which requires a greater degree of co-ordination. The

Lead SE may lead the team themselves, or, delegate responsibility to an appropriate

Segment or Function senior leader. The Lead SE may select a Head of Country (HoC)

from one of the impacted countries to take the lead using the resources of their own CST.

The graphic below provides an example structure of an Executive Support Team

Segment

C&CM

Executive

Director

Segment

Press

Human

Representative

Office

Resources

S&O

Support in SJS

Executive

Admin

Assistants

Support

C&CM

SJS

Advisor

Security

2.2

Country Support Structure

The Country Support Plan will be activated when an incident is considered to be of sufficient

magnitude where multiple businesses in country/out of country and BP‟s operations as a whole

may be impacted, the Head of Country will convene the Country Support Team.

Azerbaijan Country Support Team structure will be the same as the AzSPU Business Support

Team with some additional roles brought into the team and certain expansions in roles and

responsibilities. Georgia and Turkey has their own Country Support Team (please refer to the

Georgia and Turkey Country Support Plans). The additions in roles and responsibilities for

Azerbaijan Country Support Plan and also some specific information can be found in Appendix A1.

2.3

Business Continuity Structure

Business continuity plan (BCP) is fundamental to the wellbeing of AzSPU. It provides for continuity

of business operations in the face of unforeseen disruption. The purpose is to ensure that business

activities can continue, or resume as soon as possible following an occurrence of catastrophic

event or a declared disaster. The detailed information on the Business Continuity Plan can be

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

Document Number: AZSPU-HSSE-DOC-00107-2

Print Date: 01.02.2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUNF AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

AzSPU Incident Management System Manual

Page 19 of 123

found in Appendix A2. Georgia and Turkey has their own Business Continuity Plans (please refer

to the Georgia and Turkey business continuity plans).

Pandemic Event

In the event of a pandemic a specific Azerbaijan Pandemic Response Plan has been developed

which clarifies the notification and activation processes and procedures as well as providing

additional responsibilities for each team. The pandemic response information can be found in

Appendix A3. Georgia and Turkey has their own Pandemic Response Plans (please refer to the

Georgia and Turkey pandemic response plans).

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

Document Number: AZSPU-HSSE-DOC-00107-2

Print Date: 01.02.2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED

VERSION OF THIS DOCUMENT CAN BE FOUNF AT http://docs.bpweb.bp.com/dkazspu/component/hssesms

AzSPU Incident Management System Manual

Page 20 of 123

2.4

IMT-BST Liaison

The BST Business Support Center serves as a central communications point for the IMT. The BST

keeps requests for information from the IMT Incident Management Center to a minimum; most

communication is initiated from the IMT to the BST, and falls into three categories:

 regular updates

 requests for assistance

 consultation

Regular updates on a speakerphone or person at the Business Support Center provide a structural

means of exchanging information between the BST and IMT. These discussions must be held

timely e.g., every 2-4 hours, comprehensive, and concise. Intervals are determined at the initial BST

meeting, and may coincide with its own task meeting schedule or the IMT Incident Commander is

expected to initiate this call or designate a qualified alternate. The BST keeps a running list of

questions to cover each update call. Updates from the IMT are confined to matters of immediate

relevance to the site. The Business Support Team Manager who may, at his discretion, request

privacy chairs update calls.

The main mean of the communication between the IMT & BST is done through the Planning

Section Chief using Incident Status Report (these forms can be found in Appendix E).

Informal consultation between IMT and BST, counterparts are generally “off-line” and should not be

inhibited. Consultation on questions that may have policy implications should involve the Business

Support Team Manager. Documentation of these communications focuses on events, decisions,

and actions as opposed to deliberations.

2.5

Post-Crisis Review

Review of crisis management effectiveness will take place following an incident:

Post-crisis review includes, but not limited by, the following general topics, as well as others specific

to the event:

1. What happened?

2. How did we respond?

3. Where did we succeed?

4. Where can we improve?

5. How does the actual impact compare with our predictions?

6. Did we adequately address external impacts?

7. Were our actions consistent with industry standards and Company policies?

8. Did the various crisis management organizations perform as expected? Were they

properly integrated?

9. Were there any specific errors in strategy or tactics?

10. What would we do differently if the same incident occurred today?

11. Acknowledge involvement of external and internal resources

12. Develop an Action Plan for improvement, if necessary.

The goal of these reviews is not to find fault with individual performance, but to assess the overall

system and to identify actions that can be taken to improve future performance.

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

Document Number: AZSPU-HSSE-DOC-00107-2

Print Date: 01.02.2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE

CONTROLLED VERSION OF THIS DOCUMENT CAN BE FOUNF AT

http://docs.bpweb.bp.com/dkazspu/component/hssesms

AzSPU Incident Management System Manual

Page 21 of 123

ROLES & RESPONSIBILITIES

3.1

Business Support Team (BST)

3.1.1

Business Support Team Manager

3.1.2

Deputy Business Support Team Manager

3.1.3

Situation Unit/Administrative Assistant

3.1.4

Legal Advisor

3.1.5

HR Advisor

3.1.6

Communications & External Affairs (C&EA) Advisor

3.1.7

HSE Advisor

3.1.8

Finance Advisor

3.1.9

Emergency Response Coordinator

3.2

Incident Management Team (IMT)

3.2.1

On-duty IMT roles

3.2.1.1

Incident Commander

3.2.1.2

Operations Section Chief

3.2.1.3

Planning Section Chief

3.2.1.4

Environmental Section Chief

3.2.1.5

Logistics Section Chief

3.2.1.6

Medical Section Chief

3.2.1.7

HR Section Chief

3.2.1.8

Liaison Section Chief

3.2.1.9

Public Information Section Chief

3.2.1.10

Emergency Response Coordinator

3.2.1.11

Geographic Information System (GIS) Officer

3.2.2

Non-duty IMT roles

3.2.2.1

Situation Unit/Administrative Assistant

3.2.2.2

Safety Section Chief

3.2.2.3

Finance Section Chief

3.3

Site Response Team (SRT)

3.4

Switchboard Operator (Baku Office)

3.5

Country Support Team - Refer to Appendix A1

3.6

Business Continuity Team - Refer to Appendix A2

Control Tier:

2-AzSPU

Revision Date: September 24, 2010

Document Number: AZSPU-HSSE-DOC-00107-2

Print Date: 01.02.2011

PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE

CONTROLLED VERSION OF THIS DOCUMENT CAN BE FOUNF AT

http://docs.bpweb.bp.com/dkazspu/component/hssesms

Military reference books and manuals (2009-2023, Volume 4) - page 21