2014 SaskEnergy Annual Report
M anyIslandsPipeLines(Canada)Lim ited Em ergencyM anagem ent Program
January2025
MIPL Emergency Management Program
Document Change Control
This table contains a history of the revisions made to this document. The document itself should be stored under version control in the CEMP SharePoint site. Upon completion of each version of the document, enter a brief description of the change(s) in the table below.
Date of Release
Updated By
Approved By
Version
Brief Description of Change
January 2025
Regular review and housekeeping changes
January 31, 2025
A. Saxena
D. Janke
March 2024
Included the transmission pipeline association
March 20, 2024
A. Saxena
D. Janke
January 2023
Updates to mutual aid agreements
January 23, 2023
B. Boyes
D. Janke
April 2022
Updated Definitions of exercise. Updated formatting.
April 27, 2022
D. Smith
D. Janke
June 2021
Update to ICS structure.
June 28, 2021
G. Samuelson
D. Janke
March 2021
Updated document with formatting and housekeeping changes. Removed list of MIPL pipelines and facilities.
March 31, 2021
G. Samuelson
D. Janke
March 2020
Review and update of document. Removed Chinook – Loomis gas line.
March 31, 2020
G. Samuelson
D. Janke
July 2019
Removal of non-required information based on the NEB MO-002-2017 and reorganization of remaining information into the same headings as the NEB MO.
June 26, 2019
D. Janke
R. Greggains
February 2019
Removal of Renaissance – Bronson North Pipeline. Added information related to full scale exercise and Provincial EOC. Updated NEB/TSB reporting procedures, ICS figures and Key Contacts List.
February 18, 2019
D. Janke
R. Greggains
December 2018
Removal of Petrolia Pipeline. Updated Key Contacts List.
December 14, 2018
D. Janke
R. Greggains
October 2018
Addition of Portal Municipal Gas Pipeline. Updated Key Contacts List.
October 16, 2018
D. Janke
R. Greggains
September 2018
Regular review and update to contact information. Addition of Macklin Compressor Station.
September 27, 2018
D. Janke
R. Greggains
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MIPL Emergency Management Program
September 2017
Removal of Mid-Continent Pipeline
September 1, 2017
D. Janke
July 2017
New document
July 10, 2017
D. Janke
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MIPL Emergency Management Program
Table of Contents
1.0 Introduction ..............................................................................................................6
2.0 Key Public Safety Information ......................................................................................7
2.1 Products in MIPL Pipelines.........................................................................................8
2.2 Emergency Response ...............................................................................................9
3.0 Emergency Procedures Manual.....................................................................................9
4.0 Emergency Management Program Summary................................................................ 10
4.1 Policy and Commitment .......................................................................................... 10
4.2 Goals and Objectives.............................................................................................. 10
4.3 Hazard Identification, Risk Assessment and Controls, and Clean-up and Remediation.....12
4.3.1
Threat & Hazard Identification and Risk Control .........................................12
4.3.2
Emergency Response Preparedness ............................................................13
4.3.3
Emergency Response Strategy ....................................................................13
4.4 Stakeholder Liaison to Prepare for Emergencies......................................................... 14
4.5 Continuing Education ............................................................................................. 14
4.6 Training and Exercises............................................................................................ 19
4.6.1
General Training for all Employees..............................................................19
4.6.2
Incident Command and First Responder Training........................................19
4.6.3
Emergency Response Training Exercises.....................................................19
4.6.4
Exercise Objective and Design ....................................................................20
4.7 Incident Management System ................................................................................. 21
4.7.1
Incident Command Team ............................................................................21
4.7.2
Emergency Operation Centre.......................................................................22
4.7.3
Provincial Emergency Operation Centre ......................................................22
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List of Figures
FIGURE 1: Emergency Management .......................................................................................6
FIGURE 2: ICS Organization ................................................................................................ 21
FIGURE 3: Initial Response.................................................................................................. 23
List of Tables
TABLE 1: Pre- and Post-Event Categories ................................................................................7
TABLE 2: MIPL's Basic Product Information..............................................................................8
TABLE 3: Messaging by Audience ......................................................................................... 14
TABLE 4: Messaging Type ................................................................................................... 16
TABLE 5: Emergency Response Training Exercises.................................................................. 20
TABLE 6: Levels of Emergency ............................................................................................. 24
This document is accessible on the Many Islands Pipe Lines (Canada) Limited website at: https://www.miplcl.com. Any printout of this document will be considered uncontrolled.
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MIPL Emergency Management Program
1.0
Introduction
Many Islands Pipe Lines (Canada) Limited (MIPL) is committed to safety and shall respond, in the safest and most efficient manner possible, to emergency situations affecting the health and safety of the public, employees, facilities, and the environment. MIPL is a wholly owned subsidiary of SaskEnergy Incorporated (SaskEnergy). SaskEnergy and TransGas Limited (TransGas), another wholly owned subsidiary of SaskEnergy, provide emergency response and other services to MIPL. 1 MIPL's Emergency Management Program (EMP) follows a "Plan-Do-Check-Act" cycle to support continuous improvement. MIPL ’s Emergency Management Program and Emergency Procedures Manual are updated annually in accordance with the Corporate Emergency Management Program (CEMP) annual review process.
MIPL's EMP is based on the following emergency management principle:
EMERGENCY MANAGEMENT
MITIGATION
PREPAREDNESS
RESPONSE
RECOVERY
FIGURE 1: Emergency Management
The Hazard Identification and Risk Assessment Process collects all hazards and potential hazards for review and evaluation. Significant risks from that process are incorporated in CEMP. The CEMP methodology divides threats into pre-event and post-event. The pre-event category includes two stages, mitigation, and preparedness. The post-event category also includes two stages, response, and recovery.
1 SaskEnergy Incorporated provides emergency management services to Many Islands Pipe Lines (Canada) Limited and Portal Municipal Gas Company Canada Inc., and these materials apply for both operators’ pipelines, to be read with necessary adaptations inferred.
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TABLE 1: Pre- and Post-Event Categories
Mitigation
Measures that can be taken to avoid the occurrence of an incident, such as inspections and repairs, locking gates and valves, and remote monitoring. Forecasting the types of emergencies that could occur and the people, equipment, organization, and training that would be required to respond effectively.
Preparedness
Response
The actions that would be taken to regain control of the failed facilities.
Recovery
Resumption - restoring service to customers in locations where service was lost. Restoration - taking remedial action to restore any damaged buildings, equipment, or property to their normal condition.
MIPL is required to develop, implement, and maintain an Emergency Management Program to anticipate, prevent, manage, and mitigate conditions during an emergency that could adversely affect the health and safety of the public, employees, facilities, and the environment for all pipelines and facilities regulated by the Canada Energy Regulator (CER).
2.0
Key Public Safety Information
MIPL is responsible for the management of emergency situations relating to all operations. Should an emergency occur, MIPL shall activate the emergency response plan, and notify the affected public, first responders, municipalities, indigenous communities, and provincial and federal agencies and regulators, as required. The MIPL Emergency Procedures Manual provides notification procedures and contact information for first responders, municipalities, provincial and federal agencies. Contact information of residents and businesses near our pipelines and facilities are kept current as part of the damage prevention and stakeholder engagement programs so that stakeholders are updated with the latest information.
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The public can provide notification of an issue by calling the 24-Hour Emergency number 1-306-777-9800. This is published at www.miplcl.com and in our damage prevention and stakeholder engagement program materials and as part of the information posted on pipeline markers. The damage prevention and stakeholder engagement programs are designed to educate the affected public and public officials about the presence of pipelines and facilities in their communities as well as provide information on the products in the pipelines and facilities. The programs also detail safety and emergency hazard awareness and response. Detailed information about the products in the pipelines and facilities is provided to first responders so they will be able to quickly identify and properly respond during an emergency. Products in MIPL Pipelines MIPL pipelines are used to transport natural gas inter-provincially and internationally, both into and out of the United States markets. General safety information regarding the natural gases transported is available in the Material Safety Data Sheets (MSDS) in the Emergency Procedures Manual. MIPL's basic product information and general hazards associated with the transported natural gases are outlined in Table 2 below: 2.1
TABLE 2: MIPL's Basic Product Information
Product
Appearance
Odor
Special Behavior
Hazards
Low density and lighter than air In an open area, it rises into the atmosphere and dissipates In an enclosed area, it collects overhead first Low density and lighter than air In an open area, it rises into the atmosphere and dissipates In an enclosed area, it collects overhead first
Extremely flammable and explosive under certain conditions Suffocation can occur if vapours displace the oxygen in an enclosed area Extremely flammable and explosive under certain conditions Suffocation can occur if vapours displace the oxygen in an enclosed area
Natural Gas (Odorized)
Colourless gas Rotten egg-like
Natural Gas (Sweet)
Colourless gas Odourless.
There can be a slight hydrocarbon odour that may not be detected by everyone
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2.2 Emergency Response In the event of an emergency, MIPL will activate the appropriate emergency response plan and work with the affected municipality, health authority, environmental agency/regulator, regulatory body, and other provincial government departments and/or agencies, as required. MIPL will notify and update members of the affected public on actions to be taken and/or actions taken. Multiple communication platforms may be utilized including:
Direct communication;
•
Broadband media;
•
Social media (ie: SaskAlerts);
•
News releases; Hotlines; and
•
•
Website
•
If a release is detected or reported, MIPL prioritizes in stopping the release, containing the spill, sampling, and identifying the spill material, and clean-up of the release based on respective Construction, Operations and Maintenance Practices (COMPs) to recover the spilled material and reduce environmental impact. When required, the atmosphere is monitored with sensitive equipment to track and record the presence and concentrations of hazardous air emissions during normal operations (proactive), during an incident, and ongoing during a response.
3.0
Emergency Procedures Manual
The MIPL Emergency Procedures Manual is based on the output of our hazard identification and risk analysis process. It contains emergency response information applicable for all pipelines and facilities, operated by MIPL. This information includes:
• Description of initial actions when someone reports an incident • Definitions and levels of emergencies • Incident Command System and emergency response structure • Information on managing threats • Spill control procedures • Debriefing procedure • Internal and external communication information and procedures • Emergency roles and responsibilities for internal positions and agencies • Detailed product information • Internal and external reporting requirements • Current internal and external contact lists • Emergency planning zone information • Information on emergency response equipment
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Current area maps
•
Mutual aid agreements
•
• Templates and records to document the events, actions, and meetings during an emergency. • Site-specific plans for sensitive areas.
Our Emergency Procedures Manual is available for viewing on https://www.miplcl.com.
In addition to the MIPL Emergency Procedures Manual, COMPs, Unified Management System (UMS) programs, plans, procedures, and guidelines have been developed, to support pre- and post-event controls as noted in Table 1.
4.0
Emergency Management Program Summary
The Emergency Management Program focuses on incidents and emergencies that threaten the safe and reliable operation of our natural gas systems. The scope of the program includes all emergency planning and response activities. Implementing an integrated and coordinated approach to emergency management aligns with our corporate mission of delivering safe, reliable, and affordable natural gas. The purpose of the program is to: • provide an integrated and coordinated approach at various functional levels within the Company. • provide compliance with provincial and federal legislation regarding emergency programs and our participation in their development and operation.
4.1
Policy and Commitment
We are committed to respond, safely and efficiently, to emergency situations that affect the health and safety of the public, employees, facilities, and the environment. The procedures contained within the MIPL Emergency Procedures Manual will be followed and applied as necessary, depending on the nature of the incident. The procedures are designed to minimize the incidents’ effect on the public, customers, employees, our facilities, and the environment.
4.2
Goals and Objectives
Our main goal is to prevent incidents before they happen. Should an incident occur, the goal of the Emergency Management Program is to safely and effectively respond to the emergency, in partnership with local first responders, support services, local
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MIPL Emergency Management Program
authorities, RCMP/police, the health authority, government agencies, and regulatory agencies.
It is the goal of the Emergency Management Program to establish and maintain plans, procedures, and resources to:
• Prevent and mitigate the effects that incidents have on the public, property, environment, and company operations. • Provide emergency responders with established procedures, and access to critical information, equipment and proper training required to respond to an emergency. • Activate local first responder groups and local authorities towards a unified and coordinated response to incidents or emergencies; and • Restore any damaged buildings, equipment, or property to their pre-incident condition. To accomplish these goals, the Emergency Management Program, which is governed by the Unified Management System, has to coordinate with other programs to effectively prevent and mitigate release of substance from our pipelines and facilities. • Safety Management Program – includes safety procedures related to the conditions, potential hazards, or equipment involved, that must be consulted and followed when carrying out work. • Environmental Protection Program - includes procedures for clean-up and remediation during an emergency that may adversely affect the environment. • Control Room Management Program - provides the scope of pipeline control procedures that must be followed for safe, efficient, and reliable pipeline operations. • Pipeline Integrity Management Program - maintains the safety and reliability of gas pipelines and other materials that form part of the high-pressure pipeline asset to keep the public and employees safe. • Plant Integrity Management Program - maintains the safety and reliability of the pressure vessels and associated piping systems. This serves to control the risks associated with loss of containment of the pressure equipment and subsequent gas loss. • Damage Prevention Program - includes risk management procedures that must be followed to effectively address protection of the MIPL pipeline system and protection of the public. • Security Management Program - includes risk management procedures that must be followed to effectively mitigate security risks.
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Corporate Emergency Management Program (CEMP) key objectives and targets are established and monitored. The CEMP committee provides an annual update to the CEMP steering committee.
4.3 Hazard Identification, Risk Assessment and Controls, and Clean-up and Remediation
This section provides a summary of the hazards that are likely to occur based on the product and geography, and what consequences would be prevented and addressed. It also identifies the risk analysis process and controls used, how stakeholder input was gathered and considered, the extent of emergency response preparedness, as well as decision making for response strategies, and clean-up and remediation.
4.3.1
Threat & Hazard Identification and Risk Control
Public awareness events with stakeholders are held following the steps in the Integrated Public Awareness Process. Stakeholders ’ input and potential concerns raised are properly documented, reviewed, and analyzed as part of continuous improvement and used along with the threats outlined in CSA Z662 as inputs to our risk assessment. Appropriate control processes are employed to mitigate and eliminate, or reduce, the chance of incident and potential consequences including leak, rupture, and fire. A complete list of threats and controls is stored on the UMS SharePoint site. In general, our primary hazard is loss of containment or release and ignition of product. Our risk assessment process includes development of mitigations and controls including but not limited to the following:
Recognizing potential hazards;
•
• Assessing the risk of the potential hazards; • Implementing preventive measures (e.g. Sask 1 st Call participation, cathodic protection, pipeline integrity program); • Incorporating detection abilities (e.g. SCADA, FireEye); • Applying mitigation (e.g. emergency shutdown, control room procedures, plant control systems); • Calculating Emergency Planning Zones (EPZs); • Identifying the potential impact on people, property, and the environment of an incident within the EPZs; • Completing external agency consultation within the EPZs; • Incorporating external agency feedback; and
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• Arranging for equipment resources (e.g. type, amount and location of emergency response equipment, mutual aid agreements, contractor, and clean-up resources) and response procedures to protect people, property and the environment and mitigate the situation in the event of an incident.
Mutual aid agreements exist with the Canadian Gas Association, the transmission pipeline association, and the Province of Saskatchewan.
4.3.2
Emergency Response Preparedness
As noted above, the applicable legal, regulatory standards and our risk assessment process plays a role in defining our emergency response preparedness, including: • Determining the location of staging area and entrance/exit routes; • Ensuring appropriate resources for incident command; • Maintaining adequate emergency response equipment; • Maintaining adequate hazard monitoring equipment (e.g. approved Combustible Gas Indicator); • Maintaining clean-up/waste contracts and mutual aid agreements with members of the Canadian Gas Association (CGA), the transmission pipeline association, and the Province of Saskatchewan; and • Conducting exercises and drills
4.3.3
Emergency Response Strategy
Each of our incident response plans is based on legal requirements, regulatory standards, industry guidelines and best practices for quick and effective emergency response to protect personnel, public, property and the environment. This involves identification of potential incidents, outlining the contingencies including resources needed to respond to emergencies, notification guidelines, developing responder checklists, procedures for remediation and clean-up, and training of stakeholders.
Procedures for responding to emergencies are stored on the CEMP SharePoint Site, and COMPs for remediation and clean-up are in the Standards Library.
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4.4
Stakeholder Liaison to Prepare for Emergencies
Liaison activities are conducted through communications, training, coordination during incidents, and agreements to assure inter-operability amongst the company, emergency responders, government agencies and other organizations. Engagement with emergency responders, government agencies and other organizations occur in regular meetings and trainings to discuss and prepare for emergency response. This engagement is supported by our stakeholder engagement processes and allows for: • Aligning communications regarding damage prevention, emergency preparedness and response, and emergency management (coordination) during an incident; • Information gathered during the outreach is documented, analyzed, and incorporated into the Emergency Procedures Manual, as applicable; • Confirmation that contact information, including calling priorities are correct and updated; and • Continuing education - details of which can be found in Section 4.5 Continuing Education. Continuing Education Our stakeholder engagement processes support educating affected public, public officials, first responders, and other third parties as identified in Table 3. It also serves as a two-way communication between the company and the public. 4.5 The public and response agencies are encouraged to provide comments and ask questions about the information they are provided with, either by email or phone, in order to assist in the emergency response planning process.
TABLE 3: Messaging by Audience
Stakeholder Group
Who is included
Messaging Type
Affected Public
Landowners and occupants who own, live or work along the pipeline right of way (ROW)
Pipeline Purpose and Reliability
•
• Hazard Awareness and Prevention Measures (Less detailed for all audiences) • Overview of Potential Hazards • Overview of Potential Consequences • Summary of Prevention Measures Undertaken
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TABLE 3: Messaging by Audience
Stakeholder Group
Who is included
Messaging Type
• Potential Hazards of Products Transported • Leak Recognition (How to recognize a pipeline leak) • Response to a Pipeline Leak • Priority to Protect Life • Damage Prevention • Transmission Pipeline Markers
Public Officials
Town, county or municipal level elected representatives, and those belonging to a government agency that may have jurisdictional responsibility
Pipeline Purpose and Reliability
•
• Hazard Awareness and Prevention Measures (Less detailed for all audiences) • Overview of Potential Hazards • Overview of Potential Consequences • Summary of Prevention Measures Undertaken • Potential Hazards of Products Transported • Leak Recognition (How to recognize a pipeline leak) • Response to a Pipeline Leak • Priority to Protect Life • Damage Prevention • Emergency Preparedness - Drills and Exercises
Emergency Responders
Emergency response agencies with jurisdiction to respond to an emergency involving pipelines or facilities
Pipeline Purpose and Reliability
•
• Hazard Awareness and Prevention Measures (More detailed for emergency official audiences) • Priority to Protect Life • Liaison with Emergency Officials • Emergency Contacts • Emergency Preparedness Response Plans • Emergency Preparedness - Drills and Exercises
Third parties
Those conducting ground disturbance activities near pipelines.
Pipeline Purpose and Reliability
•
• Hazard Awareness and Prevention Measures (Less detailed for all audiences) • Leak Recognition (How to recognize a pipeline leak)
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TABLE 3: Messaging by Audience
Stakeholder Group
Who is included
Messaging Type
Response to a Pipeline Leak
•
Priority to Protect Life Damage Prevention
•
•
Transmission Pipeline Markers
•
Table 4 describes the message types provided in the stakeholder engagement events.
TABLE 4: Messaging Type
Pipeline Purpose and Reliability
A general explanation of:
1. the purpose of the pipeline and/or facilities 2. the reliability of the pipeline to meet the energy needs of the region, and 3. how security is considered.
Hazard Awareness and Prevention Measures (Less detailed for all audiences) Hazard Awareness and Prevention Measures (More detailed for emergency officials)
Provides a broad overview of hazards, their potential consequences, and the measures undertaken to prevent or mitigate the risks from pipelines. Additionally, communicates an overview of preventative measures to help assure safety and prevent incidents. The scope of the hazard awareness and prevention message is more detailed for the emergency responder audience than for other audiences, and includes how to obtain more specific information upon request. General information about the nature of hazards posed by pipelines is included, while also assuring the stakeholder audience that accidents are relatively rare. The causes of pipeline failures, such as third-party excavation damage, corrosion, material defects, worker error, and events of nature can also be communicated.
Overview of Potential Hazards
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TABLE 4: Messaging Type
Overview of Potential Consequences
Identifies the product release characteristics and potential hazards that could result from an accidental release from the pipeline.
Summary of Prevention Measures Undertaken
A general overview of the preventative measures undertaken in the planning, design, operation, maintenance, inspection and testing of the pipeline. This message should also reinforce how the stakeholder audience can play an important role in preventing third-party damage and right-of way encroachments.
Potential Hazards of Products Transported
Specific information about the release characteristics and potential hazards posed by the accidental release.
Leak Recognition
Information on how to recognize a pipeline leak through the senses of sight, unusual sound, and smell (as appropriate to the product type) and describe any associated dangers.
(How to recognize a pipeline leak)
Response to a Pipeline Leak Outlines the appropriate actions to take once a pipeline leak or release is suspected. This information includes: What to do if a leak
is suspected and what not to do if a leak is suspected. It is especially important to include specific information on detection response if the pipeline contains product that, when released, could be immediately hazardous to health. This information indicates that SaskEnergy and the local emergency response officials have an ongoing relationship designed to prepare and respond to an emergency.
Liaison with Emergency Officials
Priority to Protect Life
Emphasizes that public safety and environmental protection are the top priorities in any pipeline emergency response.
Emergency Contacts
Shares contact information for SaskEnergy local offices and 24-hour emergency telephone line with local and provincial emergency officials. SaskEnergy also uses meetings with emergency officials to confirm that both emergency officials and SaskEnergy have the current, correct contact information and calling priorities.
Emergency Preparedness Response Plans
Includes information about how emergency officials can access the response plans covering their jurisdiction.
Emergency Preparedness - A supplemental means of two-way communication about
emergency preparedness through conducting emergency response
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TABLE 4: Messaging Type
Drills and Exercises
drills or exercises with emergency response officials. Information on incident command system roles, establishing unified command, response guidelines, and preparedness for various emergency scenarios can be communicated effectively and thoroughly through a hands-on drill or exercise. Communicates damage prevention messaging consistent with the key “Dig Safe” messages developed by the Common Ground Alliance. Provides notification to the public in the vicinity of the pipeline and the actual excavators (who normally engage in excavation activities in the area in which the pipeline is located) as often as is needed to make them aware of the damage prevention program, the program’s purpose, and how to learn the location of underground pipelines before excavation activities are begun. Explains the use of the Sask 1 st Call excavation notification system in advance of any excavation activity. Provides information on the prevalence of digging-related damage, also known as third-party damage, as appropriate. Communicates how to identify a transmission pipeline ROW by recognition of pipeline markers especially at road crossings, fence lines and street intersections; awareness communications includes information about:
Damage Prevention
Transmission Pipeline Markers
what pipeline markers look like
•
• that telephone numbers on the markers are for their use if an emergency is suspected or discovered, and • that pipeline markers do not indicate the exact location or depth of the pipeline and may not be present in certain areas. As such, use of the Sask 1 st Call excavation notification system is encouraged.
Employees are provided with details on how they can help share pipeline safety, and emergency information with family, friends, and neighbors. In addition to face-to-face outreach, stakeholders are provided with an Emergency Response Information booklet that contains emergency information such as pipeline product information, leak detection and its potential hazards, an overview of the pipeline, levels of emergency, early notification, emergency procedures, shelter-in- place procedures, procedures for evacuation, the 24-hour emergency number, other contacts and Sask 1 st Call information.
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4.6
Training and Exercises
Training is provided for emergency preparedness and response and is conducted at all levels of the company, including first responders as well.
4.6.1
General Training for all Employees
All operations employees undergo annual Emergency Response 101 training and participate in an annual tabletop exercise.
4.6.2
Incident Command and First Responder Training
First responders and staff positions within our organizational structure that are likely to fill specific emergency response roles in the event of an incident or emergency have been identified: • ICS 100 – Training is required once for Field Supervisors and above as well as all incident command roles • ICS 200 – Training is required once for Operations Managers and incident command roles • The Learning Management System contains the list of all staff positions requiring ICS 100 and ICS 200 training. • Natural gas awareness training is available online for all interested first responder groups in Saskatchewan. The goal is for all first responders to receive this training every four (4) years. This training is also available during training events coordinated with other emergency agencies. Invitation letters are sent to Saskatchewan first responder groups offering this training.
4.6.3
Emergency Response Training Exercises
Emergency response training exercises are an integral part of emergency preparedness and the training process. The exercises may involve mutual aid partners and regulatory agencies. These exercises allow responders to practice their roles and identify opportunities to improve emergency preparedness.
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MIPL Emergency Management Program
TABLE 5: Emergency Response Training Exercises
Type of Exercise
Description
Frequency
Drill
A supervised activity that tests a single or specific operation or function. Drills are commonly used to provide training on new equipment or test new procedures: to practice and maintain skills; or to prepare for more complex exercises. a facilitated analysis of an emergency situation in an informal, stress-free environment. A tabletop exercise is designed to elicit constructive discussion as participants examine and resolve problems based on existing operational plans and identify where those plans need to be changed. These are activities designed to evaluate capabilities and multiple functions using a simulated response. A functional exercise will simulate the deployment of resources as well as aspects of problem solving related to the response. Participants will evaluate management of the Incident Command Centre(s) and assess the adequacy of emergency response plans and resources. an activity involving establishment of an Incident Command Post and actual deployment of field resources in a coordinated response, as if a real emergency had occurred. A full-scale exercise is often a multi-agency, multi-jurisdictional exercise conducted in conjunction with external agencies and stakeholders.
As deemed required
Tabletop Exercise
Multiple times every year
Functional Exercise
As deemed required
Full Scale Exercise
Once every 3 years
Emergency response training, exercise and drill documents, and records are stored on the CEMP SharePoint site.
4.6.4
Exercise Objective and Design
With multiple operating areas, care is taken to design the exercises so that all areas receive the same training. Exercises may be based on company or industry incidents, hazards, near misses or potential risks. Emergency exercises are varied in order to test potential emergencies as identified in the Hazard Identification and Risk Assessment (HIRA) Process.
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4.7
Incident Management System
MIPL utilizes the Incident Command System (ICS) for incident and emergency response. The basic organization is outlined below in Figure 2. ICS is a standardized approach to the command, control, and coordination of emergency response providing a common hierarchy within which first responders from multiple agencies can be effective. The scale of the emergency will determine if the event is handled solely by one person, one team, or all components. The size or number of response roles activated will depend on the requirements of the emergency. Additionally, response roles may be filled by responders from outside agencies and/or support services. Therefore, the number of response positions assigned to our representatives will be based upon the number of available personnel and the roles necessary to carry out the response. Responders may also fill more than one response role until additional responders arrive and are briefed on their assigned responsibilities.
FIGURE 2: ICS Organization
4.7.1
Incident Command Team
The Incident Command Team is directly involved in responding to incidents and emergencies at the field site. They implement the Emergency Procedures Manual and provide tactical command, focusing on worker safety, public safety, and site response/control measures. The Incident Commander manages the response efforts assigned to the Incident Command Team.
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MIPL Emergency Management Program
4.7.2
Emergency Operation Centre
An Emergency Operation Centre (EOC) is defined as an operation centre established in a suitable location to manage the larger aspects of an emergency. In a high-impact emergency, there may be a number of EOCs established to support the emergency response. These may include the regional and corporate EOCs, and the provincial government EOC.
4.7.3
Provincial Emergency Operation Centre
In Saskatchewan, a provincial level emergency response may involve coordination by the Saskatchewan Public Safety Agency (SPSA), a Crown agency within the Government of Saskatchewan. SPSA provides labour, equipment, and coordination for all provincial emergencies through their Provincial Emergency Operations Centre. If an emergency begins to escalate beyond the capacity of a local jurisdiction or in a number of jurisdictions, the Provincial EOC may be activated depending on the level of the incident(s). First responders may be involved in the initial response as identified in Figure 3 and carry out activities to protect themselves, the public and ensure public safety. As first on scene, they will set up a Command Post and act as the Incident Commander until company personnel arrive on site and are briefed on the situation. MIPL is responsible for the management of emergency situations relating to all operations. Should an emergency occur, MIPL shall activate the appropriate emergency response plan and work with the affected municipality, health authority, environmental agency/regulator, regulatory body, and other provincial government departments and/or agencies, as required following Figure 3 and Table 6.
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INCIDENT
HOW WERE YOU ALERTED?
Personnel Alerted via Automated Alarm or Public Caller
Visually Identified by On Scene Personnel
• Incident Details • Size up the Situation • Identify Contingencies
Incident Scene Assessment
Emergency Levels • Minor
Level of Emergency
• Serious • Critical
Review Emergency Response Guidelines
General Response Requirements • Communications • Actions • Resources
Type of Incident • Local • Area • Provincial
Identify Response Requirements
Team Activation • Incident Command Team
Notify / Mobilize Response Teams
Specific Response Measures • Control and Containment • Public Protection Measures • Refer to Responder Checklists
Carry Out Incident Response Cycle
FIGURE 3: Initial Response
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TABLE 6: Levels of Emergency
Incident Command Structure Level 1: Potential Emergency
Incident Command Structure
Incident Command Structure
Level 2: Emergency
Level 3: Major Emergency
Incident Command Centre and Provincial Command Centre 1. Establish On-Site Command Post a. First Operations employee on site is considered On- Site Commander until relieved 2. Establish Incident Command Centre, if required 3. Provincial Command Centre not activated for minor level of emergency
Incident Command Centre and Provincial Command Centre 1. Establish On-Site Command Post a. First Operations employee on site is considered On-Site Commander until relieved b. Operations Lead will be dispatched to site to become On-Site Commander 2. Establish Incident Command Centre 3. Establish Provincial Command Centre, if required
Incident Command Centre and Provincial Command Centre 1. Establish On-Site Command Post a. First Operations employee on site is considered On-Site Commander until relieved b. Operations Manager will be dispatched to site to become On-Site Commander 2. Establish Incident Command Centre 3. Establish Provincial Command Centre
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