BGP Libya Evacuation February, 2011 Zhao Enhui, VP HSE BGP International, CNPC IAGC/OGP Global HSE & Security Meeting April 12/13, Houston 1
Agenda 1.Introduction 2.Sequence of Events 3.Investigation Analysis 4.Recommendations 2 2
Introduction 1. Introduction High level major events Consequences 2. Sequence of Events 3. Investigation Analysis 4. Recommendations 3 3
High Level Major Events BGP had 7 land seismic crews, 1 data processing center and 1 equipment warehouse in Libya; BGP seismic crews have been operating for many years in Libya. The clients are international and national oil companies; When violence broke out in Libya, there were a total of 163 Chinese Staff and 2464 local employees; Threat of life to BGP personnel and plundering of assets were happening during the riot. 4 4
Location Map Legend: Tripoli Office Misratah Warehouse Ajdabiya Office Seismic Crew 9 5
High Level Major Events BGP Libya Organization Chart Country Manager Deputy Country Manager Seismic Crews Tripoli Office Data Processing Warehouse 5 6
Consequences All 2464 local employees were demobilized locally by 21 Feb., 2011. All 163 Chinese Staff were evacuated to China safely by 1 Mar., 2011; Plundering took place of some assets from crews and town office such as vehicles, trailers, materials, mobile phone and computers, etc.; We believe the civil unrest is a tragedy for both foreign companies and Libyan people. 6 7
Sequence of Events 1. Introduction 2. Sequence of Events Detailed Sequence Location Map Pre warning and Actions 3. Investigation Analysis 4. Recommendations 7 8
Detailed Sequence of Events 21 Feb.: 3 crews were robbed; 22 Feb.: BGP Libya Tripoli Office and 1 crew were plundered; 23-26 Feb.: 7 crews evacuated to Tripoli; 26-27 Feb.: 163 Chinese Staff withdrew to Tunis; 28 Feb.-1 Mar.: 163 Chinese Staff returned back to China. 8 9
Pre-warning and Actions 6 Feb., 2011, BGP Libya informed field crews that demonstrations in many cities may take place in Libya on 17 Feb.; 16 Feb., BGP Libya crews conducted emergency drills accordingly; 18 Feb., BGP crews began preparations to evacuate; 20 Feb., BGP Libya instructed crews to be on immediate notice to move; 21 Feb., BGP Libya notified crews to evacuate; 10 10
Pre-warning and Actions 21 Feb., BGP Headquarters began 24-hour duty to maintain communication between Headquarter, BGP Libya and all crews; the HQ Crisis Management Team was activated to deal with the situation; 21 Feb., BGP CMT held meetings with CNPC to discuss the event and decided on emergency actions to take; 23 Feb., BGP VP went to Tunis to support evacuation effort of BGP Libya personnel. 11 11
Investigation Analysis 1. Introduction 2. Sequence of Events 3. Investigation Analysis Positive Findings Room for Improvement 4. Recommendations 12 12
Positive Findings 1. Correct and Timely Decision Making Personal safety is first priority; Identification of various land and air evacuation options; Senior management on the frontline to provide support. 13 13
Positive Findings 2. Competent Personnel Dealt well with the situation due to relevant security training received; Keeping calm while mobs plundered camps and opened fire resulted in nobody being injured; Evacuation to Tripoli from the field by land took nearly 2 days, wherein personnel confronted many challenges e.g. bad weather, numerous check points, changing routes and vehicles etc.. 14 14
Positive Findings 2. Competent Personnel Local staff and subcontractors played an important role in assisting BGP personnel to evacuate; Camaraderie, cooperation and strict adherence to commands and procedures made their evacuation successful and orderly. 15 15
Positive Findings 3. Practical ERP Ensured A Successful Evacuation Each field crew had its own specific evacuation plan; Training and practice drills were conducted regularly. 16 16
Positive Findings 4. Leadership and Good Collaboration Support from CNPC/Chinese government; Top management on the front line; Good communication and collaboration maintained among BGP personnel in China, Tunis and Libya. 17 17
Room for Improvement The political situation deteriorated so quickly that companies were caught off-guard. Need to be better prepared in the future; Local resources (vehicles, air charters etc.) were not enough for the evacuation effort; Client companies appeared unable to provide support; this needs to be addressed for future planning; Means and options for communication were not reliable during the crisis due to government control; more options need to be introduced in the future projects. 18 18
Recommendations 1.Introduction 2.Sequence of Events 3.Investigation Analysis 4.Recommendations 19 19
Recommendations Security is an issue that every project/crew should deal with seriously; Security risk assessment should be conducted according to perceived threats; Accordingly, security intelligence gathering must be of sufficient quality and accuracy to identify those threats in a timely manner for warning to be issued; 20 20
Recommendations Establish and maintain good relationships with embassy, oil companies, tribal chiefs, local governmental agencies and subcontractors who can reliably assist with emergency management process; Field crews should be equipped with a variety of alternative effective emergency communication devices, such as satellite telephone and mobile phone, B-GAN etc.; It is recommended that before an evacuation or emergency situation occurs, clients make arrangements to share intelligence, inform contractors of their intentions and provide necessary support where possible; 21 21
Recommendations Senior staff nationalization (use local staff) effort should proceed quickly to minimize presence of foreign workers; Several alternative practical and feasible evacuation plans should be prepared and tested regularly by each country and crew; Food, water and other provisions and materials for evacuation should be prepared in advance. 22 22
Any Questions? 23