MARINE TERMINAL MANAGEMENT
AND SELF ASSESSMENT
(Includes Additional Guidance)
Issued by the
Oil Companies International Marine Forum
29 Queen Anne’s Gate
London SW1H 9BU
England
Telephone: +44 (0)20 7654 1200
Fax: +44 (0)20 7654 1205
Email enquiries@ocimf.com
www.ocimf.com
© Oil Companies International Marine Forum
December 2014
The Oil Companies International Marine Forum (OCIMF)
is a voluntary association of oil companies with an interest in the shipment and terminalling of crude oil, oil products,
petrochemicals and gas.
Our mission is to be the foremost authority on the safe and environmentally responsible operation of oil tankers,
terminals and offshore support vessels, promoting continuous improvement in standards of design and operation.
Terms of Use: While the advice given in this document has been developed using the best information currently
available, it is intended purely as guidance to be used at the user’s own risk. No responsibility is accepted by the Oil
Companies International Marine Forum (“OCIMF”), the membership of OCIMF or by any person, firm, corporation or
organisation (who or which has been in any way concerned with the furnishing of information or data, the compilation or
any translation, publishing, supply or sale of the Paper) for the accuracy of any information or advice given in the Paper
or any omission from the Paper or for any consequence whatsoever resulting directly or indirectly from compliance with,
or adoption of or reliance on guidance contained in the Paper even if caused by a failure to exercise reasonable care.
STAGE
1
2
1.1
1
MANAGEMENT, LEADERSHIP AND ACCOUNTABILITY
AIM
Through strong leadership, management promotes safety and environmental excellence at all levels in an organisation.
KEY PERFORMANCE INDICATORS
Management commitment to safety and
environmental protection is documented.
BEST PRACTICE GUIDANCE
ADDITIONAL GUIDANCE
Management commitment is defined in policies and
procedures
In responding to this KPI, the following should be confirmed:

Policy statements signed by management are clearly
displayed

policies and procedures are readily available.
1.2
Management demonstrates a clear commitment to
implementing the management system.
Managers demonstrate commitment by conducting
management reviews, reviewing non-conformance
summaries and assessing progress towards
documented plans. Records are maintained that
indicate the extent of management involvement in
these activities.
1.3
Terminal management has a clear understanding
of the roles, responsibilities and accountabilities of
all parties involved in terminal operations,
including third parties such as port authorities,
pilots, etc.
Terminal procedures should include a description of
the roles, responsibilities and accountabilities of all
parties involved in, or impacting on, the terminal
operations.
2.1
Safety and environmental excellence are fully
understood and supported by the terminal
management team.
The high-level and long-term goals and aspirations,
such as zero incidents and zero spills, should be
documented. The terminal management aims to
reach these goals through continuous improvement.
Typically, information to support this KPI will be contained in
periodic management data, procedures and standards.
2.2
All terminal personnel can describe what safety
and environmental excellence means in practice.
Everyone within the organisation understands the
concept of safe operations. This is promoted
through leadership and sound management
practices.
A broad indication of safety culture may be obtained by
observing the general safety practices of personnel, including
PPE usage, and standards of housekeeping.
Typically, information to support this KPI may be found in
management meeting minutes and records of periodic
management reviews.
Examples include active participation in tool box and
safety meetings by all personnel.
3
2.3
Management strives to improve performance in
the areas of safety and environmental
performance at all levels throughout the terminal.
Plans for improvement are developed, promulgated
and monitored against KPIs.
2.4
Terminal and berth data has been collated using
standard industry terminal particular
questionnaires.
Examples of standard questionnaires include the
OCIMF MTPQ and the SIGTTO questionnaire used
for LNG terminals.
3.1
Terminal management sets standards and
performs assessments to verify their
implementation.
Typical measures (KPIs) include, but are not limited
to, pollution incidents, number of audit findings
resolved, number of near-miss reports and number
of best practices identified.
3.2
The steps required to achieve safety and
environmental excellence are clearly defined by
Key steps are clearly defined and documented
within the management system. There is a clear
An annual plan containing KPIs and targets should be
available.
In responding to this KPI, the following are examples of steps
management.
3.3
4
The terminal management team promotes safety
and environmental excellence.
time frame and targets are defined for each stage.
Strong, effective and visible leadership is needed to
establish and sustain long-term improvements
towards safety and environmental excellence.
4.1
Safety and environmental targets and objectives
are discussed, at least quarterly, at management
meetings.
Where progress is less than planned, management
takes corrective action to realign performance with
targets and objectives.
4.2
Safety and environmental performance targets are
monitored against KPIs.
The terminal has formal performance targets placed
within its business objectives.
4.3
All terminal personnel demonstrate their
commitment to safety and environmental
excellence.
Managers and supervisors give clear directions and,
by their behaviour, all personnel demonstrate
commitment to safety and environmental
excellence.
4.4
Terminal managers actively promote the provision
of feedback on terminal and vessel performance
or deficiencies through appropriate channels.
There is a close-out loop that requires any vessel
deficiencies reported on a previous visit to be
reported back to the terminal when closed-out.
Terminal procedures address the closing-out of
deficiencies reported by third parties, including
vessels.
that may be identified:

Long term plans

equipment upgrades

training programmes

introduction of new technology.
Examples of management visibility may include:

Site visits

attendance at safety meetings

leading by example.
STAGE
1
1A
MANAGEMENT, LEADERSHIP AND ACCOUNTABILITY – POLICIES AND PROCEDURES
AIM
Management accepts responsibility for developing and maintaining a dynamic (documented in hard-copy or electronic format) management system to implement
policy and deliver safety and environmental excellence.
KEY PERFORMANCE INDICATORS
BEST PRACTICE GUIDANCE
1.1
Policies and procedures are in place to ensure full
compliance with applicable regulations and
company requirements.
Policies include those for health, safety, security
and environmental protection.
1.2
Documented instructions and procedures covering
terminal operations are in place.
A written, comprehensive and up-to-date Marine
Terminal Operating Manual is available.
Instructions and procedures are written in plain
language and contain sufficient detail to ensure that
tasks can be completed correctly and consistently.
Ideally, procedures are developed in consultation
with those who will have to implement them.
1.3
1.4
A formal document control system is in place to
ensure that the current management system
documentation is available for use by all terminal
personnel.
The terminal maintains vessel compatibility criteria
The terminal maintains a set of up-to-date
documents to ensure compliance with regulations,
procedures and good practice, and for providing
information on the regulations, facilities and
equipment associated with the management of the
ship/shore interface.
A definitive, comprehensive list of vessel
ADDITIONAL GUIDANCE
Typically, the Operating Manual may include the following:

Cargo transfer procedures

hazards of products and vapours

cargo transfer equipment operating procedures

vessel acceptance criteria (berth limits)

control and shutdown procedures

fire and emergency procedures

environmental protection procedures

gauging and sampling procedures

cargo line and sump tank draining procedures

routine cleaning procedures

operating environmental limits

mooring guidelines

terminal plan layout drawings

static electricity precautions

plan of fire-fighting systems.
Typically, documentation may provide current information on
topics that include the following:

Legislation, including national and local requirements

industry guidelines, company policies

operating manuals, maintenance and inspection
procedures, site plans and drawings

records, e.g., internal and external audits; inspections;
meetings; permits, local procedures
 certificates issued for equipment and processes.
This KPI may be met by completion of the Marine Terminal
for each berth.
dimensional criteria for each berth is maintained and
made available to all appropriate internal and
external contacts.
Particulars Questionnaire (MTPQ).
The dimensional restrictions consider all aspects of
the port including berth sizes, water depths, channel
width, weather conditions and environmental
effects.
Information should be available for all berths,
including buoy moorings.
1.5
2
3
4
The terminal can demonstrate that nominated
vessels accepted by the terminal meet minimum
standards of safe operation.
The terminal has access to information relating to
the safe operational performance of nominated
vessels.
Information may include:

Past experience

incident reports

confirmation of vetting process.
2.1
Procedures and manuals are formally reviewed on
a periodic basis.
Periodic meetings that review or amend current
procedures and/or manuals take place and are
formally recorded.
2.2
Terminal procedures require that formalised risk
management processes are used to demonstrate
that hazards are identified and the associated
risks are managed.
The formal risk assessments follow on from the
design case risk assessment for the facility.
In responding to this KPI, examples of processes that may
be risk assessed include:
When a risk is identified, an assessment is
performed to define the risk, assess the probability,
determine the consequences of the event and
identify measures to mitigate the risk.

Mooring operations

cargo transfer

security

temporary or permanent changes to operations.
2.3
The terminal has a procedure in place to ensure
that nominated vessels accepted by the terminal
are vetted to confirm that they meet minimum
standards for safe operation.
Procedures are established that address actions to
be taken by terminal staff in the event that a vessel
is found to be substandard on arrival.
3.1
Instructions and procedures covering terminal
operations are developed in consultation with
those who will have to implement them.
The workforce is involved in developing instructions
and procedures jointly. This involvement delivers
effective guidelines that are more readily accepted.
3.2
Managers are clearly held accountable for
achieving the objectives established for them.
Roles, responsibilities and accountabilities are
defined within the management system.
4.1
Benchmarking is used to identify further
improvements to the management system.
The terminal benchmarks its safety, environmental
and management practices against other
organisations and industry information sources.
4.2
Managers have a mechanism in place to verify the
effectiveness of key areas of the management
system.
Formal checks on the effective functioning of the
management system are carried out regularly
according to a pre-determined plan.
rd
Evidence in support of this KPI may be in-house or 3 Party
vetting processes.
This will typically be demonstrated by the use of individual
performance contracts.
Such mechanisms may include external certification of the
management system.
2
AIM
STAGE
1
1.1
1.2
MANAGEMENT OF TERMINAL PERSONNEL
Ensure that the terminal is manned by sufficient competent personnel to carry out the full range of responsibilities and tasks.
KEY PERFORMANCE INDICATORS
Personnel selection and recruitment procedures
are defined.
All personnel engaged in activities relating to the
ship/shore interface are trained and competent in
the duties they are assigned to perform.
BEST PRACTICE GUIDANCE
The recruitment process should identify initial
training requirements.
Personnel should be familiar with those sections of
industry guidelines such as, ISGOTT, ISGINTT,
SIGTTO and MEG (hereinafter referred to as
‘accepted industry guidance’) that are appropriate to
the local site.
Personnel should be trained in the operations
undertaken, including site specific knowledge of all
safety procedures and emergency duties.
ADDITIONAL GUIDANCE
Typically, the recruitment processes will include:

Identification of skills required

a system to assess individual competence and identify
training needs to provide staff with the knowledge to
undertake their allotted duties.
Examples of training may include:

Site-specific safety training

jetty operations training

appropriate level training in fire-fighting, pollution
response and security

familiarisation with on-site documentation e.g. Operating
Manual and operating procedures.
Training records should be maintained at the facility.
2
1.3
There is a formal familiarisation process in place
for newly recruited terminal staff.
The job familiarisation process should also include a
formal safety induction together with familiarisation
with the terminal’s policies and procedures.
1.4
The level of terminal manning is established to
ensure that all operations related to the ship/shore
interface are conducted safely and that
emergency situations can be managed.
The available manpower should be demonstrated
as being sufficient to meet all anticipated
operational and emergency conditions and to avoid
fatigue.
1.5
The terminal has appropriate policies relating to
personnel management.
Policies should relate to issues that include the
control of drugs and alcohol, hours of work and
disciplinary procedures.
2.1
A formal appraisal system is in place for terminal
personnel.
Formal appraisal should be conducted at least
annually.
2.2
Procedures ensure that all personnel engaged in
activities relating to the ship/shore interface are
assessed for competency.
A competence assessment process should be in
place.
A documented job description is in place for every
role in the terminal’s organisation.
Roles and responsibilities are defined in individual
job descriptions.
2.3
The terminal should maintain up-to-date records of
qualifications, experience and training courses
attended.
Evidence in support of this KPI may be in the form of
completed induction records.
Assessment records may be presented in the form of
spreadsheets or matrices.
3
2.4
The terminal has a drug and alcohol policy with
effective measures for dealing with incidents and
breaches of policy.
3.1
The terminal operator has a documented
familiarisation process for personnel.
The scope and depth of the familiarisation
procedure is relevant to the responsibilities of the
personnel involved.
The familiarisation process includes personnel
switching roles as well as new entrants.
4
3.2
The personnel appraisal system is used to identify
individual training gaps and development needs.
3.3
Medical checks are conducted as a part of the
recruitment process for terminal personnel.
3.4
Key terminal staff retain core technical skills
through new and refresher training.
4.1
Key terminal staff enhance their professional
development through participation in industry
forums and seminars.
4.2
Terminal manning levels are formally reviewed on
a periodic basis.
4.3
Terminal personnel are required to undergo
periodic medical examinations.
The scope of the medical examinations should take
into account potential occupational health
exposures.
4.4
A process is in place to verify the effectiveness of
the induction and training procedure for newly
recruited personnel.
An assessment should be undertaken following a
defined probationary period.
Medical checks should take into account the
requirements of the job.
Management encourages and supports personnel
participation in forums and seminars and
encourages individuals to undertake further
education.
2A
AIM
STAGE
1
2
1.1
MANAGEMENT OF CONTRACTORS
To ensure that contractors perform in a manner which is consistent and compatible with terminal policies and business objectives.
KEY PERFORMANCE INDICATORS
BEST PRACTICE GUIDANCE
Contractors should be selected using criteria which
include an assessment of their capabilities to
perform work in a safe and environmentally sound
manner.
In responding to this KPI, evidence of a formal process for
contractor selection should be available.
1.2
There is a safety induction and familiarisation
process in place for newly contracted personnel.
The familiarisation process should also include
safety induction together with familiarisation with
terminal policies, procedures and work instructions.
Typically, records of attendance on the familiarisation/
induction process should be available.
1.3
The terminal has appropriate policies relating to
contractor management.
Policies may relate to the control of drugs and
alcohol, hours of work, medical fitness standards
and disciplinary procedures.
1.4
Contracted personnel are required to comply fully
with the terminal's safety management
procedures.
This should include adherence to PPE usage,
incident reporting, permit to work and risk
assessment requirements.
2.1
Procedures require that any contracted personnel,
including cargo surveyors, engaged in activities
relating to the ship/shore interface attend formal
training.
The terminal should require the contractor to
maintain up-to-date records of qualifications,
experience and training courses attended.
In responding to this KPI, it should be checked that
contractors are maintaining appropriate training records.
2.2
Procedures require that a documented scope of
work is in place for each contract.
2.3
Contractor performance is monitored and
assessed.
The performance assessment should include HSE
performance.
Records of contractor assessments should be available and
include details of any deficiencies and their close-out.
Feedback should be provided to enable contractors
to address deficiencies.
3
4
ADDITIONAL GUIDANCE
Management has a system to identify and select
contractors and service providers.
2.4
Terminal procedures should ensure that any
equipment provided by the contractor is fit for
purpose and properly maintained.
Equipment provided could include items such as
support craft, messenger lines and tools.
3.1
Terminal procedures require that contractor
performance is formally reviewed at defined
intervals.
Regular review meetings should be held with the
contractor's management. This should include
feedback from terminal staff on the contractor's
performance.
3.2
The terminal operator has a documented
familiarisation process for contracted personnel.
The scope and depth of the familiarisation
procedure is relevant to the responsibilities of the
personnel involved.
4.1
Appropriate KPIs are identified and agreed for use
in monitoring contractor performance.
KPIs should be included in contract documentation.
4.2
The requirements for contracted resources are
formally reviewed on a periodic basis.
The review should take into account any changes in
terminal activities that may impact on support
needs.
4.3
A process is in place to verify the effectiveness of
the induction procedure for newly contracted
personnel.
An assessment should be undertaken following an
appropriate probationary period.
3
PORT AND HARBOUR OPERATIONS
AIM
STAGE
1
1.1
Terminal management has established operational practices and procedures that are consistently applied to ensure the safety of vessel movements.
KEY PERFORMANCE INDICATORS
BEST PRACTICE GUIDANCE
ADDITIONAL GUIDANCE
Procedures are in place to manage the exchange
of information between the vessel and the terminal
before the vessel berths.
To ensure the safe and timely arrival of the vessel at
the berth, with both parties ready to commence
operations, terminals should have procedures in
place to manage the exchange of information
between the vessel and the terminal.
See ISGOTT ‘Pre-Arrival Exchange of Information’ for details
of a typical information exchange between an arriving tanker
and the terminal.
Prior to the vessel’s arrival, the terminal will receive
details of the vessel’s Estimated Time of Arrival
(ETA) in accordance with voyage instructions.
Prior to arrival at the port, the terminal and vessel
should exchange information which, as a minimum,
should include that detailed within published
industry guidance.
1.2
Procedures are in place to manage marine
operations.
Procedures include arrival, berthing, mooring and
departure processes and address the interface with
third parties that include agents, pilots, tugs and
mooring gangs.
Procedures should include environmental limits for
safe transit and berthing/un-berthing activities.
Procedures for the use of tugs to assist vessels at
terminal facilities should be in place and should
include the number, type and power of tugs
required.
Tugs should be readily available to respond to
emergency incidents.
Where applicable, the terminal should seek
assurance that vessel movements within the port
that affect the terminal are controlled.
The terminal liaises with the port and other
stakeholders with regard to navigational and
operational issues within the port, including
environmental limitations.
1.3
The terminal liaises with the pilotage authority to
ensure pilots are aware of terminal requirements.
The maximum allowable displacement, speed and
angle of approach for berthing is recorded in
operating procedures and understood by
responsible terminal personnel and pilots.
Where a terminal-managed pilot/berthing master service is in
place, the N/A option should be selected.
NA
Pilots should be readily available for emergency
incidents.
In some cases, a terminal-managed
pilotage/berthing master service may be provided by
the terminal, in which case processes should be in
place to ensure competence.
1.4
1.5
There is a documented process in place to ensure
adequate water depth for arriving and departing
vessels.
Where applicable, terminal procedures clearly
define the requirements for double banking.
Terminals should maintain up-to-date records of the
water depths at their berths and in the immediate
vicinity of their berths.
In responding to this KPI, the following may be considered:

Where a company assumes the operation of a berth or
terminal, an initial depth survey should be undertaken
Terminals should also obtain up-to-date information
on the water depths and channel widths in the port
and the approaches to the port which may limit the
operation of the terminal.

water depth surveys are generally conducted at intervals
not exceeding five (5) years. Siltation or scouring may
require more frequent surveys.

surveys should be carried out by a qualified company or
competent authority

berth areas should be inspected regularly for debris
and/or underwater obstructions

all interested parties should be made aware of any
changes to the water depth.
Double banking, including multiple banking, of
vessels on a berth for cargo transfer (e.g. ship-toship (STS) transfer alongside) should not be
conducted unless a formal engineering study and
risk assessment has been carried out.
The results of the engineering study and risk
assessment should be available for inspection at the
terminal by charterers/owners/agents.
Terminal procedures for double banking would typically
address:
 Ship size and displacement limitations and details of
cargoes which may be handled
 environmental and operational limitations
 pilotage and tug requirements
 berthing and unberthing procedures
 mooring arrangements
 passing traffic
 cargo transfer procedures
 vapour/venting arrangements
 manning levels
 training.
An engineering study would typically address:
 Berth design including fendering, displacement limits,
mooring hooks and bollards, fire-fighting and pollution
response equipment
 environmental conditions
 impact on adjacent channels and port operations
 tug availability
 mooring study for single ship and double banked
operation, including fender loading
NA

hose management.
A risk assessment would typically address:
 Environmental Impact Assessment.
 engineering study
 berthing, unberthing and cargo transfer operations and
equipment
 simulation studies to assess the proposed operations
 vessel size and displacement limitations
 mooring equipment limitations
 cargoes which may be handled
 simultaneous operations
 personnel requirements onboard vessels and ashore.
1.6
Terminal procedures clearly define the
requirements for over-the-tide operations.
Terminals with draft limitations and significant tidal
variations should have procedures in place where
discharging or loading over-the-tide operations are
to be permitted. These procedures should be
developed based on the output of a risk assessment
and should be agreed by all involved parties prior to
the arrival of the vessel.
Terminal procedures for over-the-tide operations would
typically address:
 Measures to ensure that vessels remain safely afloat at
all stages of the operation
 compliance with under keel clearance requirements
 contingency measures
 assurance that terminal and vessel’s equipment critical to
the operation (e.g. transfer pumps, main engine) is fully
operational.
The vessel should be advised of the minimum water depth
limitation.
Consideration should be given to the effect of trim and list on
under keel clearance.
Discharging Over-the-Tide
When vessel’s are intending to discharge over the tide, the
following criteria should be met:
 The vessel should provide a detailed discharge plan
which will achieve the draft reduction necessary
 the vessel’s pumping capacity and the terminal’s
reception capability should be confirmed as being
sufficient to achieve the under-keel clearance in the time
available with a contingency allowance
 the vessel’s arrival at the berth should be timed as soon
as possible after low water as the under-keel clearance
requirements allow.
To minimise any delays to the transfer operation:
 Terminals should undertake all necessary preparations
for the transfer
 shore authorities (Customs, Immigration, etc.) may need
NA


to be briefed on the operation to minimise any delays to
the transfer
ullages and temperatures and other custodial
measurements may need to be taken before the vessel
berths
vessel pumps should be available for immediate use on
completion of berthing.
Loading Over-the-Tide
When terminal’s are intending to load vessels over the tide,
the following criteria should be met:
 The terminal and vessel should prepare a detailed
loading plan
 the vessel should stop loading at the draft at which she
can remain safely afloat and recommence loading as the
tide starts rising.
 loading should not recommence unless equipment and
resources critical for the departure of the vessel from the
berth (e.g. main engine, pilot, tugs) are confirmed
available.
 the loading rate should allow the vessel to complete
loading and all pre-departure formalities with a
contingency allowance.
2
2.1
Terminal procedures address requirements for
surveying and dredging to maintain channel and
alongside depths.
This work may be carried out by a port authority with
the terminal retaining overview.
At all locations, water depth surveys should be
conducted at intervals not exceeding five (5) years.
The interval between water depth surveys should
take into consideration expected silting of channels
and berth dredged boxes.
When a new berth is built or where a company
assumes the operation of a berth or terminal, a
depth survey should be undertaken or recent
existing survey reports referenced to establish
baseline data and identify trends.
All surveys should be carried out by competent
personnel and the results should conform to the
established datum for the port.
Terminal procedures require that the berth area is
inspected regularly for debris and/or underwater
obstructions. If the berth area does not dry to enable
visible inspection, inspections should be conducted
by diver or other means.
2.2
The terminal ensures that all internal and external
interested parties, such as the Port Authority,
Agents, and Pilot Associations, are aware of any
changes to the water depth.
Any inability to maintain a specific advertised
minimum depth in the vicinity or alongside a specific
berth should be reported.
2.3
Mooring operations are subjected to formal risk
assessment.
Mooring operations are regularly reviewed to ensure
continuing safe operation.
3.1
Terminal personnel routinely conduct or attend
coordination meetings with local organisations that
control or influence terminal operations.
3.2
The terminal evaluates the performance of marine
service providers.
4.1
Terminal management/personnel participate in
company and industry port and terminal operation
forums to share experience.
A record of assessments is maintained.
3
4
Such organisations include the local port authority,
pilotage authority, port VTS and other interested
parties that may affect terminal operations.
The terminal should monitor and evaluate the
services provided by parties that include, for
example, pilot authorities and towage companies.
Routine meetings should be held to review
performance and identify service enhancements.
These meetings should be recognised as formal meetings
and associated records should be available.
STAGE
1
1.1
1.2
4
TERMINAL LAYOUT - GENERAL
AIM
The general layout of the facility and equipment provided is suitable for safe operations.
KEY PERFORMANCE INDICATORS
The terminal provides mooring equipment on
berths that is appropriate, in size, number and
location, for the sizes of vessels using the berths.
Fendering at each berth is engineered to suit the
sizes of vessels expected to use the berth.
BEST PRACTICE GUIDANCE
ADDITIONAL GUIDANCE
The terminal should provide mooring bollards, bitts,
hooks or rollers/pulleys positioned and sized for the
vessels visiting the berth, together with capstans or
winches, as required.
In responding to this KPI, information may be available from
sources that include the following:

Completed Marine Terminal Particular Questionnaire
(MTPQ)
All mooring equipment should be designed to take
into account the maximum planned loads on the
jetty, wharf, dolphin or mooring buoy. The Safe
Working Load (SWL) of mooring equipment should
be known to the berth operating personnel and be
marked on each mooring point.

design case plans

management of change documentation.
The terminal should have documentation on-site to
demonstrate that the design of the fenders is
compatible with the range of vessel sizes and types
which use the berth.
In responding to this KPI, the following may assist in
determining the suitability of fendering systems related to the
size of vessels handled:

Design case fendering plan
Fenders should lie within the parallel mid-body
length of the vessels expected to use the berth.

For continuous quays, such as those used by small
vessels, the spacing between fenders should be
approximately 15% of the ship’s length overall

for dolphin-type berths, the spacing between fenders
should typically lie within the range 25% to 40% of the
ship’s length overall

fenders should be located symmetrically about the
terminal’s manifold

fender panels should be maintained in a vertical
orientation and present a smooth, damage-free rubbing
face without obstructions.
Local practices may dictate the type of fenders provided.
1.3
The terminal design includes adequate provision
for access.
Safe and unobstructed access should be provided.
The needs of personnel, vehicles, emergency and
security services should be addressed.
Considerations should include the need for escape
routes, catwalks and access towers. Where
appropriate, safe axle loads for vehicles should be
determined and details posted at the entrance to the
access way.
NA
[buoy]
At buoy berths, safe access should be provided for
operating personnel.
1.4
The terminal is provided with an appropriate level
of lighting to ensure that all ship/shore operational
and security activities can be safely conducted
during periods of darkness.
In the absence of national or international
engineering standards for lighting levels, lighting at
all work, access and perimeter areas should be
demonstrated as being adequate.
In assessing this KPI, lighting levels in the following areas
may be considered:

Jetty head working areas

access routes

jetty perimeters

boat landings

mooring points, dolphins and walkways

stairways to gantries

emergency escape routes

terminal perimeter fencing.
1.5
All electrical equipment at the terminal is provided
in accordance with a site-specific area electrical
classification plan.
Drawings are available which show hazardous
zones at the berths in both plan and elevation.
1.6
All lifting equipment is designed to take into
account the maximum anticipated load for the
intended service.
The Safe Working Load (SWL) should be marked
on all lifting equipment and should be known to the
berth operating and maintenance personnel.
Lifting equipment addressed by this KPI may include:

Cargo hose handling cranes, derricks, davits and
gantries
Records of inspections and tests should be
maintained.

gangways and associated cranes and davits

cargo loading arms and cranes

stores cranes and davits

slings, lifting chains, delta plates, pad eyes, shackles

chain blocks, hand winches and similar mechanical
devices

personnel lifts and hoists.
1.7
The terminal’s designed fire-fighting capability is
suited to the size of vessels and the type and
volume of product being handled.
The terminal fire-fighting capability meets legislative
requirements, accepted industry guidance or the
results of a formal risk assessment.
Where the fire-fighting capability is based on third
party resources, these should be demonstrated to
be adequate and details should be included in
terminal procedures.
Means should be provided at each berth to enable
ship and shore mains to be connected, if necessary
via an International Shore Connection.
Fire detection and alarm systems are suited to the
In responding to this KPI:
Accepted industry guidance may be found in ISGOTT under
‘Fire-fighting, terminal equipment’
A risk assessment should take into account the following
criteria for each berth:
 The sizes and types of vessel handled
 the nature of the cargo and potential impact of release
 location of the terminal and availability of third party
resources
 areas to be protected.
NA
[buoy]
risk exposure.
Terminal fire-fighting equipment may include:
 Water supply and pumping arrangements
 foam and firewater delivery systems (e.g., monitors,
pipelines, hoses, hydrants, deluge systems.)
 fire-fighting tugs or fire boats and their availability
 International Shore Fire Connections
 dry powder systems
 portable fire extinguishers
 fireman's outfits, protective clothing
 breathing apparatus and compressors
2
2.1
2.2
There are sufficient suitable evacuation routes to
meet the requirements that an alternative route is
available if one is affected by fire.
Mooring arrangement plans, based on the results
of risk analysis, are provided for all berths and for
all sizes of vessels which can be moored at those
berths.
Evacuation routes are located as far away as
practicable from high fire risk areas or are protected.
In responding to this KPI, consideration may be given to the
following:
Where boats are designated as providing the
secondary means of evacuation, they are able to
reach an evacuation point no later than 15 minutes
of an emergency being declared.

There should be a minimum of two clearly signed
evacuation routes

the primary emergency evacuation route is the day-today access from normal work areas to shore

the secondary emergency evacuation route is defined as
a separate access, preferably located at a maximum
practical distance from the primary escape route. This
could include routes to mooring dolphins equipped with
emergency ladders.
Diagrams of minimum recommended mooring
arrangements should be made available to visiting
vessels and confirmed by mooring and fendering
analysis undertaken by competent persons.
For vessels greater than 16 KDWT, the mooring
arrangement should be sufficient to satisfy the
criteria contained in OCIMF “Mooring Equipment
Guidelines”.
In responding to this KPI, the following may be considered:

The use of specialist software for mooring analysis

the provision of generic mooring plans

MEG criteria for recommended mooring restraint for
vessels greater than 16 kdwt, namely:
60 knot wind from any direction simultaneously with:
3 knot current from ahead or astern (0˚ or 180˚)
or
2 knot current at 10˚ or 170˚
or
0.75 knots from the direction of max beam current loading
2.3
Arrangements exist for release of moorings using
quick release hooks.
Procedures should be in place for the safe operation
of quick release hooks.
NA
[buoy]
2.4
Records are in place to demonstrate that the
terminal’s design case fire-fighting capability is
adequate.
The full capability of the fire-fighting system is
proven through exercises to meet design case
requirements.
NA
[buoy]
If tugs are used to provide fire-fighting support,
records should confirm periodic testing of their
capability during exercises.
3
2.5
Control rooms are designed to maintain their
integrity during an emergency situation.
The layout and design of control rooms should take
into account the blast resistance required as a result
of a formal risk assessment.
3.1
Design and load calculations are available for all
mooring points.
The calculations should give the maximum
permitted loading for each mooring point and the
angular limits inside which these loadings apply.
There should also be an indication of the reduction
in loadings on the mooring points outside the
angular limits for maximum loading.
NA
[buoy]
Angular limits of operation are marked on the
mooring points.
The terminal has a procedure that addresses
actions when moorings are outside the angular
limits or exceed the permitted loading.
The position and heights of capstans serving
mooring points should be considered. Capstans
should be operable in forward and reverse
directions and be capable of operation at low speed
when lines are approaching the hook.
3.2
Arrangements exist for the remote release of
individual moorings.
Where a remote release system is provided, failure
of a single component or electrical power failure
should not result in the release of mooring hooks.
NA
[buoy]
The design of release systems should be such that
all moorings cannot be released simultaneously.
Should the system be designed for gang release,
measures should be in place to inhibit operation..
The release of the vessel should only be initiated
with the full knowledge and agreement of the
vessel’s master.
3.3
The terminal has undertaken a study to assess the
use of berthing and mooring aids such as speed of
approach monitors, pilot positioning units, tension
monitors, etc.
3.4
A study has been undertaken to determine the
impact of passing traffic on vessels moored
Where passing traffic is identified as potentially
impacting on vessels moored at the terminal,
NA
[buoy]
4
4.1
4.2
alongside.
procedures should be in place that includes the
need for the terminal to monitor traffic movements
and, if necessary, take precautionary action.
Emergency lighting for work areas and access
routes is available from a secondary power
source.
Secondary power sources are of an approved type
and are isolated until required.
The terminal is equipped with speed of approach
equipment.
Identified personnel should be trained in the use of
the speed of approach equipment.
NA
[buoy]
NA
[buoy]
Such equipment may include an indication of the
vessel’s angle of approach.
4.3
Mooring line tension monitors are installed.
Load cells are calibrated in accordance with
manufacturer’s requirements.
Data is recorded by the terminal during the time
alongside.
Consideration may be given to also making the data
available on board.
4.4
Fire proofing applications are suited to the
structures to be protected.
Fire proofing protection (e.g. for the berth structure
and loading arm support structure) should be based
on the result of a formal risk assessment.
NA
[buoy]
STAGE
1
4A
TERMINAL LAYOUT – TRANSFER EQUIPMENT
AIM
All transfer equipment provided at the facility is suited for the range of vessels and products handled.
KEY PERFORMANCE INDICATORS
BEST PRACTICE GUIDANCE
1.1
The terminal has cargo transfer equipment that is
designed and constructed in accordance with
national regulatory requirements, industry
standards and recognised codes of practices.
Details of certification confirming hose and hard arm
construction standards should be readily available.
1.2
The terminal has a means of isolating product
lines.
Isolation valves should be fitted at the berth
manifold area for each loading or unloading line.
ADDITIONAL GUIDANCE
Where the berth extends from the shore, an
additional isolation valve should be fitted at the
shore end of each line.
Non-return valves or other means to prevent backflow should be fitted to cargo lines that are
dedicated to unloading service.
1.3
The terminal has means of electrical isolation to
ensure protection against electrical arcing at the
manifold during connection and disconnection of
hoses or arms.
Insulating flanges or a section of non-conducting
hose should be installed in all cargo transfer
systems in accordance with accepted industry
guidance. The insulating arrangements should be
routinely tested.
It should be noted that bonding cables are not an effective
means of dissipating potential differences between ship and
shore and should not be used, unless required by local
regulation.
Procedures should ensure that connecting flanges
in the electrically continuous hose string are
supported clear of the berth structure to prevent the
insulating flange being rendered ineffective.
1.4
There is an acceptable system for draining the
cargo transfer lines.
Depending on cargo type, acceptable systems may
include:

pump back system into cargo line

drain line from arm/hose directly into sump

clearing with water to shore tank

displacement with nitrogen or air, as applicable

gravity draining back into shore cargo line or
vessel’s tank
Procedures should ensure that vessels isolate their
manifold valves effectively to prevent mis-operation
during the line draining process.
1.5
Provisions are in place for the containment and
Bunded areas should be sloped to a dedicated
catch basin which drains to a sump or be provided
The terminal should have documented procedures covering
the emptying of sumps, the draining of bunds and disposal of
NA
management of surface water, leakage and spills.
with other means of preventing accumulation of
product and avoiding overflow. Sumps may be fitted
with a level gauge and/or a high level alarm.
Procedures should address the disposal of collected
residues.
Hoses and arms should be stowed within an area
provided with containment.
Consideration should be given to storm/rain water
management. Exceptions to this would be wharves
that are not dedicated to the transfer of
oils/chemicals. In this case adequately sized drip
trays should be placed under each connection to
retain any leakage.
the contents. This should address the properties of products
being handled at the berth (e.g. chemicals with inhibitors,
bitumen, volatile liquids). Disposal to reception facilities
should be recorded.
[buoy]
Unused hoses, hard arms, manifold connections, drains,
vents and gauge connections should be suitably blanked or
capped. Blank flanges should be fully bolted and of the same
rating as the system to which they are attached.
At dedicated LPG/LNG berths, risk assessment may
determine that it is safer not to contain product
spillage.
2
2.1
On berths that are not continuously manned
during the cargo transfer operation, isolation
valves are motorised and remotely operated.
2.2
The transfer system has been assessed for surge
risk.
Where surge risk is identified, effective means of
control should be in place.
Effective means of control typically may include:
 Provision of a surge tank
 pressure relief systems
 timing of valve closure rates.
3
3.1
An assessment has been made of the potential for
pollution from individual items of terminal
equipment.
Identified equipment is provided with savealls or
other suitable means of containment.
Items of equipment could include:
 Hydraulic systems
NA
[buoy]
 fuel storage tanks
 additive equipment.
4
3.2
Sump tanks are fitted with high level alarms and/or
automatic pumping arrangements.
Procedures should require high level alarms and
pumps to be tested on a regular basis.
4.1
The terminal design includes an assessment of
the need for installing PERCS and ERS units.
The need for PERCs or ERS systems should be
formally assessed. If a system is fitted, a record of
its testing and maintenance should be available.
NA
[buoy]
NA
[buoy]
5
SHIP/SHORE INTERFACE
AIM
STAGE
1
1.1
The effective management of the ship/shore interface is ensured through the adoption of accepted industry guidance and codes of practice and the implementation
of terminal procedures.
KEY PERFORMANCE INDICATORS
The terminal provides visiting vessels with
information on all pertinent local regulations and
terminal safety requirements applicable to the safe
management of the ship/shore interface.
BEST PRACTICE GUIDANCE
The information is provided in English or
alternatively may be in the terminal’s working
language if the vessel’s operational personnel
understand this language.
The exchange of information should be formalised
and a common understanding should be agreed and
evidenced.
Visiting vessels should be advised of the
requirements of the vessel in the event of a terminal
emergency.
Where applicable, the information should be
included in an information booklet.
ADDITIONAL GUIDANCE
In responding to this KPI, the following is amongst the
information that may be provided to visiting vessels:
Pre-Arrival Information
 Depths and maximum vessel drafts, displacement and
dimensions for each berth

pilotage procedures

tug requirements

mooring arrangements/diagrams
 berth plans.
Operational Information
 Cargo transfer and ballast procedures

transfer equipment connection details, including vapour
lines

communications: primary, secondary and emergency

MSDS information

environmental limitations

tank cleaning and Crude Oil Washing (COW)
procedures.
Safety and Security Information
 Emergency procedures, including alarm signals
and Emergency Shut Down (ESD) procedures

weather, tide and current information

ship/shore access arrangements and visitor control
 port/terminal security requirements.
Pollution Prevention
 Vapour emissions e.g. cargo, flue gas

ballast water discharge controls.
 slop, waste oil and garbage management.
Miscellaneous
1.2
1.3
The terminal procedures address mooring
arrangements.
The terminal operator has a documented
procedure that addresses safe mooring practices.
The terminal’s procedures should be aimed at
ensuring the following:

adequacy of moorings for each vessel,
recognising issues such as mixed moorings

monitoring the vessel’s mooring and appropriate
corrective actions

that the vessel remains securely moored in the
correct position on the berth

wind speeds are measured and monitored by
the terminal

tidal and current conditions are monitored

at exposed berths, sea conditions (waves and
swells) are monitored by the terminal

Drug and alcohol policy

smoking policy

stores handling and bunkering arrangements

repairs alongside.
In responding to this KPI, the following may be considered:

Generic mooring plans for range of vessels handled

the terminal may have its own locally installed
anemometer or other means may be used, such as
reliance on wind reports from a reliable local source

local sources such as a port authority may provide data
on tides and currents at the locality.
The terminal procedure should consider aspects
that include the safe handling of moorings, the safe
operation of shore mooring equipment, including
mooring boats, and ship/shore communications
(verbal and non-verbal) during the mooring
operation.
Procedures should cover the deployment of shore
moorings, if fitted.
1.4
At terminals where vessels are berthed alongside,
including barge handling terminals, procedures
ensure that safe ship/shore access is maintained
throughout the vessel's stay alongside, the
responsibility for which is jointly shared between
the terminal and the vessel.
The preferred means for access between vessel
and shore is a gangway provided by the terminal. At
locations that commonly handle vessels (including
barges) that are unable to provide a gangway due to
the physical limitations of the berth or the nature of
the vessel’s trade, the terminal should provide a
shore based gangway or alternative arrangements
to ensure safe ship/shore access.
Where the terminal does not provide a shore
gangway, it should provide space on the berth for
the vessel to land its gangway, allowing for changes
in tide and vessel freeboard.
Irrespective of whether the terminal or vessel
provides the gangway, it should be subject to
Safety nets are not required if the gangway is fixed to the
shore and provided with permanent handrails. For other
types of gangways, having rope or chain handrails or
removable posts, safety nets should be provided.
NA
[buoy]
inspection as part of the continuing ship/shore
safety checks throughout the vessel’s stay at the
berth.
1.5
Terminals should have a procedure in place to
ensure that a pre-cargo transfer conference is
undertaken, an industry-recommended Ship/
Shore Safety Check-List (SSSCL) is completed,
and that cargo transfers are conducted in
accordance with agreed procedures.
The pre-cargo transfer conference should address
fully the plans for the cargo transfer operation,
including maximum transfer rates/ pressures and
emergency shut-down arrangements, which should
be jointly agreed and documented.
Typically, the pre-cargo transfer conference will consider the
following:
 Completion of ship/shore safety check-list

transfer plan, including, quantities, sequence and
transfer rates
Procedures should require that Ship/Shore Safety
Check-Lists are used. It should be ensured that
personnel are trained to enable them to properly
complete the check-list.

routine and emergency stop arrangements

hose handling or loading arm operations and limitations

closed operations including inert gas operations
Terminal procedures should require identified
Check-List items to be re-checked at defined
periods during transfer operations.

tank cleaning and Crude Oil Washing operations

methods of communication
A separate Check-List should be employed for
bunkering operations.

ship/shore access and emergency escape

mooring arrangements and procedures, including
capability for remote release

measures for monitoring mooring integrity

limits of operation (e.g. maximum draft, freeboard, trim;
wind speeds, etc.)

safety and security matters

emergency procedures

weather forecast

bunkering and storing operations

slop, ballast and garbage handling

non-routine activities e.g. jetty or vessel maintenance.
Any activities planned by the vessel such as engine
maintenance or underwater inspections, should be
subject to written authorisation by the terminal.
1.6
Terminal procedures require the availability of
both a primary and secondary means of
communications with vessels at their terminal in
an agreed common language.
The primary means of communication between the
vessel and shore should be continuously manned.
Telephone, portable VHF/UHF and radiotelephone
systems should comply with safety requirements.
Verbal communication between the vessel and a
jetty may be an acceptable primary means of
communication at some terminals, but only in cases
where both the vessel manifold area and jetty head
are permanently manned and a common language
is used.
The selected system of communications together
with the necessary information on telephone
numbers and channels should be recorded on a
form signed by both vessel and shore
representatives.
Where the national language is used by both
terminal and vessel it is acceptable for
communications to be conducted in that language.
Where the national language is not being used, the
common language to be used should be English.
2
3
4
2.1
The terminal operator has a documented
procedure to ensure that unexpected changes in
environmental conditions are detected and
promptly acted upon.
2.2
The communication system used between vessel
and shore is dedicated to the cargo transfer
operation.
The communication system used should be
dedicated to the cargo transfer operations and not
subject to outside interference from communications
associated with other activities within the terminal.
3.1
The terminal has a documented process that
ensures any mooring boats used are inspected
and have all necessary certificates issued by the
appropriate authority.
Mooring boats should be inspected regularly and
any noted deficiencies should be rectified.
3.2
Tide gauges and current meters are installed at
the terminal.
Procedures should address the actions to be taken
when documented limits are predicted or observed.
4.1
Information from remote reading tide gauges and
current meters is readily available at the terminal.
4.2
The terminal design includes an assessment of
the need for linked ESD systems.
ESD systems such as those using umbilicals or
telemetry should be considered.
The inspection process may be in-house or provided through
rd
a 3 Party such as a port authority or service provider.
NA
NA
[buoy]
6
TRANSFER OPERATIONS
AIM
STAGE
1
1.1
1.2
1.3
Ensure that all aspects of the transfer operation are addressed through procedures and practices to promote safe operations.
KEY PERFORMANCE INDICATORS
Procedures require that a systematic inspection of
the berth and equipment is undertaken prior to the
arrival of a vessel.
Procedures include environmental operating limits
for each berth that prescribe the thresholds for
stopping transfer, disconnecting cargo and bunker
connections, removing gangways and moving the
vessel off the berth.
The terminal has documented safe operating
procedures for the transfer activity, including the
operation of associated equipment.
BEST PRACTICE GUIDANCE
The results of pre-arrival inspections should be
documented.
ADDITIONAL GUIDANCE
Typically, a pre-berthing inspection check-list would be used
that may include checks of the following:

Fenders

mooring equipment

gangway

lighting

transfer equipment including loading arms and hoses

fire-fighting and life-saving equipment

lifting equipment

spill response equipment
The limits take into account the Safe Working Load
(SWL) of the mooring system components.
Limits will normally be based on environmental conditions
which may include:
Information on environmental operating limits should
be passed to the vessel during the pre-transfer
conference. Actions to be taken in the event of an
electrical storm should also be agreed.

Wind speed and direction

wave height and direction

current speed and direction
Procedures should be in place to monitor actual and
forecasted weather, tide and current ranges.

swell

electrical storms.
The following are examples of equipment and
activities that may be addressed by procedures:

operation of marine loading arms, including
working envelopes and checks on their freewheeling capability

hoses including storage, handling and support

reducers

line venting, draining and purging,
connection/disconnection

ESD systems

anti-surge systems/pressure relief valves

vapour management systems

actions in the event of inert gas plant failure on
a visiting vessel
1.4
Procedures address the arrangements for
emergency shut-down and the equipment to be
used.
Terminal procedures require that operators know
the location of the emergency shut-down button or
the communication method to be employed and any
back-up system.
1.5
Procedures address the formal exchange of
information on cargo properties.
The information should be presented in the form of
Material Safety Data Sheets (MSDS).
Procedures should include measures for the
protection of terminal personnel when handling
cargoes containing toxic constituents, e.g. H2S,
benzene.
2
2.1
The terminal receives frequent weather forecasts
from accurate sources and passes them to the
vessels.
Changes to the original forecast should be provided
to the vessel.
2.2
The terminal has procedures for the introduction of
additives into vessel's tanks.
A closed system involving the injection of additives
during the loading operation is recommended.
2.3
Terminal procedures require regular cross checks
of quantities transferred between the vessel and
terminal.
Information should be exchanged at pre-agreed
intervals.
2.4
Terminal procedures require ullaging and
sampling operations to be undertaken under
'closed' conditions.
2.5
Terminal staff have an understanding of the roles
and responsibilities of independent cargo
surveyors.
Typically, this information exchange will include:

MSDS of cargo to be loaded provided by terminal to
vessel

MSDS of vessel’s previous cargo, if vapours are present,
to be provided to the terminal by vessel

MSDS of cargo to be received by the terminal provided
by the vessel to terminal.
The terminal should have equipment for measuring
wind and other relevant environmental factors.
Action to be taken should be defined if
discrepancies are found to exist.
The activities of independent cargo surveyors
should be monitored to ensure that they comply with
all applicable requirements.
NA
Typically, data is recorded by both terminal and vessel to
confirm that transfer integrity and product custody is
maintained. Trends should be monitored.
In responding to this KPI, it should be established that
terminal staff are aware of the following:
 The need for surveyors to comply with the safety
requirements of the terminal and vessel

3
3.1
The results of the terminal's pre-arrival equipment
checks are shared with the vessel prior to arrival.
3.2
When handling inerted vessels, the terminal
undertakes random checks of the oxygen content
of vessel tanks.
This is of particular importance when vessels are
planning to undertake crude oil washing (COW)
during discharge or on chemical tankers operating
under inerted conditions.
the requirement for proper supervision of the surveyor’s
activities, including sampling, gauging and tank
inspection.
NA
4
4.1
The terminal formally monitors the efficiency of
transfer operations.
4.2
A meeting is held with the vessel's personnel on
completion of transfer operations to discuss
overall performance.
Performance is analysed at regular intervals to
identify opportunities for improvement.
STAGE
1
1.1
7
MAINTENANCE MANAGEMENT
AIM
Terminal management ensures that reliability is optimised through a formal planned maintenance system.
KEY PERFORMANCE INDICATORS
The terminal has a planned maintenance,
inspection, testing and defect reporting system to
ensure the integrity of equipment and systems.
BEST PRACTICE GUIDANCE
The system, which may be computer based, covers
all items of terminal equipment including cargo
handling, mooring, fendering, access, safety and
lifting equipment.
The maintenance and inspection programmes are
based on regulatory requirements, terminal
procedures, manufacturer's recommendations and
recognised industry practices.
Maintenance and inspection programmes should be
conducted by competent personnel.
Records are kept of all planned maintenance, tests
and inspections, as well as all defects and remedial
maintenance.
1.2
Terminal management regularly reviews the
terminal's maintenance and inspection system.
The status of maintenance standards is frequently
reported to terminal management for review.
1.3
Terminal procedures require that structural
surveys are undertaken as part of an integrated
inspection and maintenance programme.
The procedures should require that structural
surveys are undertaken at defined intervals or postincident by suitably-qualified personnel.
The scheduling and conduct of structural surveys is
included in the terminal’s maintenance procedures.
In the absence of other defined criteria, the interval
between structural surveys should not exceed 5
years.
Selected testing of material thicknesses, particularly
in the splash zone, is carried out.
Procedures require that documented visual
inspections are undertaken of the berth
ADDITIONAL GUIDANCE
In assessing this KPI, the following equipment may be
included in the maintenance and inspection system:

Pipelines

lifting equipment

life-saving appliances

fire-fighting appliances

protective safety devices such as emergency shut-down
(ESD) systems, breakaway couplings, flame screens and
p/v valves, surge systems and isolation valves

pollution prevention equipment

communication systems

security systems

navigation aids maintained by the terminal

mooring equipment

marine loading arms and cargo hoses

insulating flanges

cathodic protection.
NA
[buoy]
superstructure above the waterline.
Inspections cover the structure of the jetty from its
superstructure down to the mudline, using divers or
other suitable means.
1.4
2
The terminal has procedures in place to manage
the routine inspection, maintenance and
calibration of measuring equipment.
1.5
All maintenance of electrical equipment and
systems is undertaken by qualified personnel.
2.1
The planned maintenance system clearly identifies
‘critical’ systems and equipment, the failure of
which may result in a hazardous situation.
Procedures should require the routine inspection,
maintenance and calibration of terminal measuring
equipment.
In responding to this KPI, equipment requiring calibration
may include the following.

Metering systems
The calibration method and frequency should reflect
manufacturer’s instructions or recommendations.

fixed and portable gas measurement equipment

vessel approach speed and distance measurement

mooring hook load monitoring

anemometers, current meters and tide gauges.
Management provides clear instructions on the
identification of critical systems, alarms and
equipment.
Risk assessment or hazard identification methods
are documented to support the identification of such
equipment and systems.
3
2.2
The status of reported defects is tracked and
routinely reviewed by management.
2.3
The management of spare part inventories is
appropriate for the terminal's location and
operation.
3.1
The terminal has a computerised planned
maintenance, inspection, testing and defect
reporting system.
3.2
The maintenance and defect reporting system
alerts the terminal staff responsible for
maintenance when it becomes due.
3.3
There are clear reporting requirements when
critical systems, alarms or equipment become
defective, or require planned or unplanned
maintenance.
3.4
Procedures require that any uncompleted
scheduled maintenance is tracked.
The status of uncompleted or overdue maintenance
should be routinely reviewed by management.
4.1
The terminal has an electronic recording system
The system and required spare levels take account
Vendors and suppliers are documented, together
with contact details.
Maintenance on critical equipment should follow
defined procedures that include a risk assessment
which requires approvals at the appropriate levels of
management before the equipment is shut down.
Appropriate maintenance contractors are identified.
4
for spare parts that maintains an inventory and reorders when available spares fall below an agreed
number.
4.2
4.3
Proactive measures such as vibration monitoring
and the use of infra-red cameras have been
adopted.
The terminal has a maintenance and defect
reporting programme that tracks all outstanding
maintenance and defect items to closure.
of the criticality of equipment and manufacturers’
lead times.
NA
[buoy]
8
MANAGEMENT OF CHANGE
AIM
STAGE
1.1
A management of change process is in place and operates to manage associated risks.
KEY PERFORMANCE INDICATORS
The terminal has a documented procedure for the
management of change.
BEST PRACTICE GUIDANCE
The scope of the Management of Change process
is identified. Examples of 'changes' include:

permanent changes to operating procedures

temporary exceptions to normal operating
procedures

changes in throughput from design case

replacement of equipment

modifications to equipment

new instrument or control settings

the introduction of a new material

the introduction of new personnel

changes to the roles and responsibilities of
existing personnel

the introduction of third-party contractors to the
site.
All changes should comply with relevant regulations,
industry standards and equipment design
specifications.
The management of change process should include
work carried out by third party contractors and
service providers.
The process should ensure that any changes made
are communicated to personnel affected by the
change.
1.2
Procedures require that any proposed changes to
the size range of vessels handled at the terminal
are subjected to management of change
processes.
Procedures require that any proposed changes to
the range of vessels using a berth take into account
factors that include:

displacement

length, beam and draft

manifold arrangements

speed and angle of approach on berthing.
ADDITIONAL GUIDANCE

position of the fenders (dolphins) relative to the
vessel’s mid-point and the available flat side

ship/shore access arrangements

mooring arrangements
The procedure requires an assessment to be made
when smaller vessels are proposed as well as larger
ones.
2
1.3
Procedures require that any proposed changes to
the products handled at the terminal are subjected
to management of change processes.
1.4
Where the use of any temporary equipment such
as fendering is considered, procedures require a
risk assessment prior to implementation.
The risk assessment should include an analysis of
the capabilities of the proposed temporary
equipment.
1.5
Procedures require that, if any certified equipment
is modified or repaired, it is tested and re-certified
prior to being placed back in service.
Examples of such equipment include loading arms,
cargo hoses, electrical equipment and quick release
hooks.
1.6
Procedures require that any de-manning initiatives
are subjected to the management of change
process.
The process should ensure that all operational and
emergency conditions can continue to be conducted
in a safe manner.
2.1
The management of change process clearly
defines the level of authority required for the
approval of a change.
The terminal has a documented process that
ensures authorisation for any change is given by
managers and not by the person directly involved in
the change.
2.2
The procedure ensures that the documentation
supporting a change includes the reason for the
change together with a clear understanding of the
safety and environmental implications.
Any changes and the review process that led to
their approval are documented. This mechanism
links with, and ties into, the document control
system, so that all controlled documentation
remains up-to-date.
The N/A option should be selected if there are no potential
changes to the products handled.
NA
Management of change records are retained.
2.3
The procedure ensures that training needs arising
from changes to equipment or procedures and
personnel are identified and documented.
The change-management process routinely
identifies relevant training and handover
requirements. All appropriate personnel receive the
required training within a specified period. This is
adequately documented.
2.4
Modifications to the original terminal design to
allow both import and export activities are
subjected to management of change procedures.
This assumes that the original design intent of the
terminal was either import or export, not both.
Risk assessments should consider aspects that
include surge pressures, ESD valve timings and
sequences, and non-return valve configurations.
NA
2.5
The management of change process ensures that
all temporary and permanent changes to
procedures or equipment within the terminal are
subject to risk assessment.
The management of change process should include
the requirement for formal risk assessments, which
address any changes in design, manning or operation,
etc.
Procedures require that, for existing equipment, the
continued use of any equipment which does not meet
the equipment’s original design basis or the minimum
recommended requirements, is based on a formal risk
assessment.
3
3.1
The procedure ensures that drawings and other
technical documents are updated following any
change or modification to terminal layout,
construction or equipment.
From the time of initial construction, a historical record
is maintained that includes all structural or technical
changes made, the status of equipment, and how that
status has evolved from the original design. Document
control systems are used to initiate and control the flow
of information.
3.2
The procedure ensures that the potential
consequences of a change are identified, together
with any required risk-reduction measures.
Once the risks have been assessed, managers
evaluate the potential consequences and their
likelihood of occurrence. This process helps the
terminal to identify and prioritise the most effective riskreduction measures. It will also identify residual risks
that require management attention.
The system ensures that changes not carried out within
the proposed time scale are reviewed and revalidated.
4
3.3
The management of change system ensures that
temporary changes do not exceed the initial
authorisation for scope or time without review and
re-approval by the appropriate level of
management.
The change management process makes it clear that if
a proposed change is not completed within a set time
frame then the change must be reviewed, the initial
hazard observation/risk assessment revisited and reapproval sought.
4.1
There is a documented review of the
consequences of all changes to ensure objectives
have been met.
The management of change documentation is
reviewed to ensure that all the changes have been
carried out in accordance with the plan. Any
improvements are formally recorded. If any
problems are found, the terminal has a process to
ensure that appropriate action is taken and any
issues resolved.
4.2
For major changes impacting on the terminal
organisation, the management of change
procedure should require a detailed review of the
impact on the organisation and on the
management system.
When organisational changes take place, those
responsible for supervising or managing the
function(s) undergoing change should also be
responsible for clear and explicit reassignment of
responsibilities.
9
INCIDENT INVESTIGATION AND ANALYSIS
AIM
STAGE
1
Established procedures for incident investigation and analysis are used to reduce the potential for recurrence.
KEY PERFORMANCE INDICATORS
BEST PRACTICE GUIDANCE
1.1
The terminal operator has procedures that ensure
prompt reporting of all incidents, accidents and
near misses.
Timescales for reporting to management should be
defined.
1.2
Procedures define the requirements for
investigation and analysis, including timescale for
completion.
Procedure should include a process to identify those
incidents, accidents and near misses that require
formal investigation.
The investigation process should identify the root
causes of the incident.
1.3
The investigation procedure ensures any
breaches of terminal and/or legislative
requirements are identified.
Any investigation report should include reference to
possible breaches of terminal and/or legislative
requirements when determining root cause.
The procedure should ensure that appropriate
authorities are notified.
2
3
1.4
Persons appointed to lead incident investigations
receive appropriate training.
2.1
The person appointed to lead incident
investigations is not connected with the incident.
The terminal operator should have access to
sufficient resources and personnel who can assist in
investigation; this may include independent
contractors.
2.2
External training in incident investigation
techniques, such as root-cause analysis, is
provided.
The terminal uses third party companies to provide
specific courses in incident investigation.
Knowledge from the training courses may then be
used to train other terminal personnel.
2.3
The terminal operator uses the findings from
investigations to reduce the risk of any recurrence.
The investigation report should clearly identify
corrective actions to prevent recurrence.
2.4
The terminal has an action plan for completing
corrective actions identified in investigation
reports.
The action plan should identify the time scale for
implementing corrective actions.
There is a formal process defining the
requirements for incident investigation.
A standard methodology is used for all incident
investigations.
3.1
The plan should be regularly reviewed by
management to verify that corrective actions are
closed out within defined periods.
The process includes formal risk potential analysis
to identify the level of investigation required.
ADDITIONAL GUIDANCE
4
3.2
The incident analysis process ensures that the
lessons learnt from an incident or near miss are
shared with all terminal personnel and, where
appropriate, other terminals within the company.
3.3
There is a documented procedure to ensure that,
where possible, practical experience in incident
investigation is obtained.
Trained personnel are given opportunities to
participate in investigations (and practice the
relevant skills) before being expected to lead an
investigation.
4.1
The terminal operator has procedures to share
lessons with industry groups, where appropriate.
Industry groups include professional institutes,
industry associations and equipment manufacturers.
4.2
Proprietary software is utilised to record and
analyse incident data.
Personnel using proprietary software should receive
appropriate training.
10
MANAGEMENT OF SAFETY AND OCCUPATIONAL HEALTH
AIM
STAGE
1
1.1
Risks to safety and health associated with the terminal’s activities are identified and controlled by the development and implementation of appropriate procedures.
KEY PERFORMANCE INDICATORS
The terminal has a system for the management of
health and safety.
BEST PRACTICE GUIDANCE
ADDITIONAL GUIDANCE
The system includes the identification of hazards
and the required controls through risk assessment
and includes the need for permit to work systems.
Typically, the health and safety management system may
include:

PPE requirements
Non-routine activities such as diving should be
subjected to specific risk assessment.

safe working practices and standards of housekeeping

hazard identification and risk assessment

permit to work system

site safety inspections

safety management of visitors, contractors and vessel
crew

drug and alcohol policy

non-smoking policy.
Procedures require periodic reviews to be
undertaken of the terminal facilities and operations
to identify additional potential hazards and the need
for revised risk assessments.
Provisions contained in recognised industry
guidance on the controls needed for the use of
portable electrical and electronic equipment are
understood and implemented by the terminal.
Controls address vehicle access and their
movement within the terminal.
Notices should be displayed to advise personnel of
important safety related information.
1.2
Site safety inspections are carried out.
Inspections address safe work practices and
standards of housekeeping.
Records should be available indicating frequency, location
and participants involved in site safety inspections.
1.3
The terminal has procedures in place to identify
risks to health and protect personnel against them.
The terminal provides all personnel working on site
with protection against hazards that may include the
following:
Evidence should be available of the results of a health risk
assessment of the terminal’s operations.

harmful/toxic vapours

harmful/toxic liquids

physical injury

noise and vibration

risk of drowning

extremes of temperature

dust (particulates)

cryogenic liquids.
MSDS are available for all products and chemicals
handled and used at the terminal. Relevant MSDS
are provided to vessels loading at the terminal.
1.4
Procedures are in place to ensure that appropriate
PPE is provided and its use enforced.
Procedures include the equipment provided and the
expectation of its use including use by third party
contractors such as mooring gangs, cargo
surveyors, visitors, etc.
Areas where personal floatation aids must be worn
have been identified.
1.5
2
The terminal provides first aid and life-saving
equipment suitable for the activities and manning
of the facility.
2.1
Terminal managers undertake regular site visits to
monitor safety standards.
2.2
A record of all valid/current risk assessments is
maintained.
2.3
There is a documented system of safety meetings
within the terminal.
The equipment is accessible in clearly marked
locations and maintained in good condition.
Records of these visits are maintained within the
terminal.
The scope of these meetings includes work team
safety briefings and pre-task safety discussions.
Occupational health topics are a permanent agenda
item for all terminal safety meetings.
3
3.1
Terminal management regularly reviews the
validity of risk assessments and the effectiveness
of associated controls such as permits to work.
3.2
Terminal procedures include a documented risk
assessment process to systematically identify
potential hazards and manage operational risks
associated with non-routine activities.
Management ensures that there are procedures
requiring a risk assessment to be conducted on any
hazards associated with non-routine repairs
(following equipment breakdown or arising from the
potential for breakdown) or other potentially
hazardous operations. This should include the
identification of risks to health.
3.3
There is a system in place for terminal staff to
communicate ideas for improving safety to
management.
Terminal management actively encourages
personnel to submit safety-related ideas.
3.4
The terminal management establishes and
Campaigns encourage a strong safety culture within
First aid and life saving equipment may include the following:
 Evacuation craft

floatation aids, including life rings and life vests

First Aid medical equipment

showers and eyebaths

resuscitation equipment

Emergency Escape Breathing Devices (EEBDs)

respiratory protective equipment

personal gas monitors
4
supports proactive safety campaigns.
the terminal.
3.5
There is a procedure in place to ensure that
important safety information is communicated to
all personnel and relevant third parties.
Examples of communication include safety alerts,
safety bulletins, email or internet communications.
4.1
The terminal has an active and comprehensive
safety system designed to deliver a high level of
safety performance in accordance with a
published safety policy.
There is evidence of a positive safety culture that is
supported by each individual in the workforce.
4.2
Routine safety information is periodically
promulgated to all terminal personnel and relevant
third parties.
Examples of periodic safety information include:

details of past accidents/incidents

analysis of any lost time incidents (LTIs)

potential for injury from near misses

actions taken to prevent recurrence

information of incidents/accidents from industry
sources.
Terminal personnel should be encouraged to submit
information for inclusion in the periodic
communication.
4.3
The terminal implements health awareness
campaigns.
Practical support for health awareness may include
advice on working under extremes of temperature or
humidity or other adverse environmental conditions.
The terminal encourages a healthy diet and regular
exercise.
4.4
The terminal undertakes area health-risk
assessments on a regular basis.
Monitoring of physical hazards such as noise levels,
making inventories and evaluating the use of
hazardous materials and assessing human factors
are carried out on a regular basis and fully
documented.
STAGE
1
2
1.1
10A
SECURITY MANAGEMENT INCLUDING VISITOR CONTROLS
AIM
Policies and procedures ensure that the security of the terminal is not compromised.
KEY PERFORMANCE INDICATORS
The terminal has a security policy in place.
BEST PRACTICE GUIDANCE
Typically, the terminal’s security policy and procedures will
include:
Controls should also address the seaward boundary
of the terminal and the control of unauthorised craft.

Perimeter control arrangements including potential use of
CCTV
Details of arrangements and controls are contained
within the terminal handbook.

control of personnel and vehicle access and movement
through the terminal

controls to prevent prohibited goods (e.g. firearms,
drugs, alcohol) entering the facility.
1.2
Terminal procedures clearly define the
requirements for visitors, storing and repairs.
Terminal procedures should clearly state
requirements and restrictions for visitors, storing
and repairs while alongside and should include the
need for vessels to advise their requirements prior
to arrival.
1.3
The terminal has a security plan with procedures
to address all security aspects identified from a
security assessment of the facility.
Where applicable, the security plan should conform
with the requirements of the ISPS Code.
1.4
Terminal management has confirmed that, where
necessary, the Contracting Government has
advised IMO that it has an approved security plan.
2.1
Access controls include the requirement to record
details of all visitors to the terminal.
ADDITIONAL GUIDANCE
Procedures to control access to the terminal, the
berths and vessels at the berths are documented.
Typically, the security plan may include the following:

The security organisation at the terminal and port facility

basic security measures for normal operation and
additional measures to increase security levels as the
threat changes

procedures for interfacing with ships, local port
authorities, other terminals and agencies (e.g., Police
and Coastguard)

provisions for regular reviews of the plan

measures designed to prevent unauthorised access to
the terminal

measures to prevent weapons or dangerous substances
from being introduced

procedures for responding to security threats or
breaches of security, including evacuation.
If the terminal is not required to comply with the provisions of
the ISPS Code, the N/A option should be selected.
Procedures should include pre-notification and
identification requirements.
NA
2.2
Procedures address the control and use of
portable electronic devices and other potential
ignition sources by visitors.
The use of devices such as phones, pagers and
cameras is prohibited or measures are in place to
effectively control associated risks.
2.3
Safe access routes are clearly defined within the
terminal.
Controls for pedestrians and vehicles should be
indicated, including safe parking arrangements.
Consideration should be given to the need to escort
or transport visitors through the terminal.
3
4
2.4
Procedures require that the terminal's security
plan is periodically exercised, reviewed, updated
or amended to ensure its continued effectiveness.
3.1
Visitor controls are supported by the issue of
passes by the terminal.
3.2
Surveillance and detection equipment is used to
enhance terminal security.
Such equipment may include CCTV, infra red
monitors, movement detectors and breathalysers.
3.3
Procedures and controls are established to
prevent unauthorised materials and substances
entering the terminal.
This may include random checks for the presence of
drugs, alcohol and weaponry.
4.1
Periodic exercises of the security plan involve third
parties that may include vessel personnel.
4.2
Independent security assessments of the terminal
are undertaken periodically.
Exercises should be conducted on a regular basis to
ensure that the plan is effective and the plan should
be updated based on any lessons learnt.
NA
[buoy]
11
ENVIRONMENTAL PROTECTION
AIM
STAGE
1
The identification, assessment and control of potential sources of environmental pollution.
KEY PERFORMANCE INDICATORS
1.1
An environmental policy has been developed,
signed by management and made available to all
employees and contractors.
1.2
The terminal has procedures in place for the
treatment or control of terminal-generated waste
and, if appropriate, the mitigation of harmful
emissions.
BEST PRACTICE GUIDANCE
The terminal policy should include a target of zero
environmental incidents.
ADDITIONAL GUIDANCE
The environmental policy should be signed by management
and prominently displayed.
Typically, procedures will address controls associated with
the following:
 Ballast water management (harmful aquatic organisms)
 volatile organic compounds (VOCs)
 greenhouse gas emissions (GHGs)
 nitrous oxides and sulphur dioxide emissions (NOx and
SOx)
 process water management
 sewage
 garbage.
2
3
1.3
Vessels are advised details of any available
disposal facilities at the terminal or elsewhere
within the port.
2.1
All sources of environmental pollution attributable
to terminal activities have been identified and
documented.
These sources may include oil, sewage, ballast and
cooling water, garbage, volatile organic compounds
(VOCs), funnel emissions and noise.
Typically, this information will be contained in an
environmental impact assessment.
2.2
The terminal has an approved Waste
Management Plan.
The plan covers the handling and disposal of
garbage and as appropriate, oil, oil mixtures and
noxious liquid substances.
Typically, this plan will be approved by a local or national
authority and will include details of approved disposal sites.
2.3
The terminal facilitates the disposal of garbage
and other waste from visiting vessels.
The terminal has identified suitable approved
contractors for the disposal of vessel-generated
wastes.
3.1
The terminal has clearly assigned management
responsibility for each environmental issue.
Responsibility for environmental performance is
assigned to an appropriate person within the
terminal management.
3.2
The terminal can demonstrate that measures are
being taken to comply with known future
regulations and legislation.
3.3
The terminal accepts garbage and waste from
visiting vessels.
4
3.4
The terminal has procedures in place for the
controlled disposal of redundant contaminated
equipment.
Such equipment may include contaminated hoses,
gaskets and ropes.
4.1
The terminal has an environmental action plan
which includes pollutant reduction targets.
All sources of pollution should be monitored and
measured. The plan may include certification to a
national or international standard such as ISO
14001.
4.2
The terminal is proactive in identifying emerging
requirements and initiatives related to
environmental protection.
Examples include vapour recovery, optimisation of
vessel scheduling (‘Virtual Arrival’) and use of shore
power (‘cold ironing’).
4.3
The terminal uses bio-degradable hydraulic oils in
systems.
4.4
The terminal utilises the latest technology for the
early detection of spills.
Technology could for example include radar, infra
red or electromagnetic absorption detectors,
12
EMERGENCY PREPAREDNESS
AIM
STAGE
1
1.1
Emergency Plans and a schedule of exercises are in place that address all credible scenarios.
KEY PERFORMANCE INDICATORS
There are comprehensive and up-to-date
Emergency Plans that are specific to the terminal.
BEST PRACTICE GUIDANCE
The Emergency Plans should include the following
elements:

emergency management structure for the
terminal

linking arrangements with national authorities,
local administration, local emergency services

identification of roles, responsibilities and
training requirements of personnel, including
alternates

contact details

resource information

an exercise programme
These Plans should be supported by formal
arrangements to facilitate the use of external
resources in an emergency and should include their
contact details.
1.2
1.3
The Emergency Response Plan addresses the full
range of emergency scenarios and anticipated
environmental conditions.
The terminal has an Emergency Evacuation Plan.
Scenarios within the Emergency Response Plan are
based on formal risk assessment and may include:

fire and explosion at the terminal or a vessel

major escape of flammable and or toxic vapours

vessel grounding, collision or allision

vessel breaking out from berths

major port accidents with vessels, tugs, ferries,
etc.

meteorological hazards e.g. hurricanes,
cyclones

security breaches including terrorist activities

earthquakes, tidal waves, tsunamis
The critical elements of the Emergency Evacuation
Plan include organisation, control, communications
and the resources needed to put the plan into
operation.
ADDITIONAL GUIDANCE
Evacuation arrangements should take into account
a vessel alongside the terminal and its content
should be discussed and agreed with the Masters of
vessels visiting the terminal.
1.4
The terminal has a Spill Response Plan.
Where applicable, the Spill Response Plan has
been developed in accordance with the IPIECA
Guide to Contingency Planning for Oil Spills to
Water.
The terminal’s Spill Response Plan links to local,
national and regional plans and is in accordance
with government or other competent authority
requirements.
As a minimum, the plan should include:
 Identification of an owner responsible for the Plan
 a document control section which identifies copy holders
and revisions
 precise scope, including operations, type of pollutants,
and a map of the geographic area
 description of the response strategy for the Tier 1
response to cover all the relevant pollutant types
 identification of the spill response organisation
 spill risk assessment section that lists all credible spill
scenarios
 definitions of a Tier 1, Tier 2 and Tier 3 Spill. The
definition can be a combination of size, type of pollutant,
repercussions and impact to assist with the classification
of the spill.
 action check lists for members of the spill response
organisations
 health and safety guidance for spill situations
 spill size assessment guide
 reporting procedures required by the company/
authorities
 notification section including contact details
 inventory of Tier 1 clean-up resources
 location of Tier 2 and Tier 3 clean-up resources
 reference to location of hydrographic charts and
sensitivity maps for the scope of the Plan.
Terminals also need to ensure they know how the
government or other competent authority may expect it to
respond to spills away from the terminal (passing traffic), and
how far terminal “jurisdiction” extends.
1.5
The terminal is equipped to respond to a Tier 1
spill.
The inventory of response equipment is consistent
with the equipment referenced in the Spill Response
Plan.
Typically, Tier 1 response equipment maintained on site may
include:

Sorbent material (pads and booms)
Where applicable, Material Safety Data Sheets
should be available for each different type of
dispersant product.

shovels and containers

PPE.
Procedures should ensure that all response
equipment is ready for immediate use.
1.6
Exercises of the Plans are undertaken on a
routine basis.
Exercises address all aspects and locations of
potential incidents including fire, spills and
emergency evacuations.
The outcomes of emergency exercises are recorded
and reviewed.
2
2.1
There is a formal documented programme of spill
response exercises for oil, chemical or gas, as
appropriate.
The programme includes notifications, table-top
exercises and equipment deployment.
The results of exercises are documented to identify
any required follow-up actions and these are
effectively closed out.
The terminal maintains records of participants who
have been involved in emergency exercises.
3
4
2.2
Notification procedures and communication links
for rapidly alerting the emergency response team
are tested through exercise.
The system should ensure there is 24-hour cover
that takes account of holidays and work-related
travel arrangements.
2.3
The results of emergency exercises are
documented and analysed to identify lessons
learnt.
Lessons learnt are fed back into the planning
process and emergency plans are updated.
2.4
Alternative members are included in planned
exercises.
3.1
Exercises are used to evaluate the additional
training needs of individual employees.
Individual training needs are established as part of
the exercise review process.
Individual training records should include details of additional
training resulting from participation in exercises.
3.2
The terminal has a designated emergency
response control facility.
This may include a dedicated incident room with
facilities such as fax and phone connections,
computer network points, a whiteboard, satellite or
cable television and video, where applicable.
While the incident room need not be a dedicated room during
normal operations, in the event of an incident it should be
solely dedicated to the response activity.
3.3
The terminal participates in local and/or national
spill exercises.
3.4
Emergency Plans include processes for
interacting with the media.
3.5
An emergency exercise involving a visiting vessel
is carried out periodically.
The exercise should also involve third parties and
appropriate authorities.
4.1
Incident scenarios for exercises fully test the
emergency plans.
Exercises should provide a comprehensive test of
all personnel, equipment, communication and
Such exercises should test Tier 2 and 3 response
arrangements and may involve the terminal
participating in the exercises of other facilities within
the area.
Available personnel should be detailed on a documented
rota/call-out list.
The location of the room and support equipment should be
identified in procedures.
mobilisation systems.
The exercises should include the participation of a
significant number of individuals and may involve
role players representing casualties, media
interests, lobbyists, etc.
4.2
Designated, authorised terminal personnel receive
media training to ensure accuracy and control of
media releases during an emergency.
13
MANAGEMENT SYSTEM REVIEW
AIM
STAGE
1
2
3
1.1
A structured process is used to verify the effectiveness of the management system.
KEY PERFORMANCE INDICATORS
The terminal has a procedure in place that
addresses internal audit requirements.
BEST PRACTICE GUIDANCE
The audit procedure covers the key steps in the
process, including:

the structure of the audit team

the need to establish audit scope

the requirement for audit results to be reported
to management as soon as possible

procedures for the timely close-out of observed
deficiencies.
1.2
An internal audit plan is in place.
The plan should ensure that the management of all
terminal activities is audited on a periodic basis.
1.3
All auditors have received formal audit training.
Leaders of the audit team should have experience
in conducting audits.
1.4
Management review and monitor the effectiveness
of the audit close-out process.
Management should ensure that sufficient
resources are allocated and, if required, use
external support.
2.1
A standard audit format is used.
The standard format includes appropriate terminal
and regulatory requirements and measures the level
of compliance. Comments and observations are
recorded.
2.2
Audits are performed in line with the audit plan.
Where significant delay to planned activities has
occurred, measures are taken to bring performance
back into line with the plan.
2.3
Management sets an internal performance
standard for the time taken from completing the
audit to producing and distributing the report.
3.1
The terminal has a system that clearly
demonstrates the status of recorded deficiencies
through to close-out.
3.2
The process alerts terminal management when
audit findings are not closed out within a defined
period.
The results of audits are recorded and deficiencies
tracked to ensure timely close-out. Regular checks
are made on the status of items. Deficiencies or
defects not corrected to the satisfaction of terminal
management will remain ‘open’.
ADDITIONAL GUIDANCE
4
4.1
Information from the analysis of management
audits is fed into a continuous improvement
process.
Managers review the results from the analysis to
identify potential weaknesses in the terminal’s
management system. Improvements to the
management system are fed into the continuous
improvement process.
4.2
Terminal management identifies trends by
reviewing formal analysis of audit results.
The results of audits may be captured in a computer
database to identify common trends.
STAGE
1
1.1
14
OPERATIONS AT BUOY MOORINGS [SUPPLEMENTARY]
AIM
Appropriate procedures are established to ensure the safety of operations at buoy moorings.
KEY PERFORMANCE INDICATORS
A terminal operating a buoy mooring (single or
multi-buoy) has procedures in place to ensure
compliance with established practices for
operations and maintenance.
BEST PRACTICE GUIDANCE
The terminal complies with accepted industry
guidance that address aspects of operation that
include:

safe operational practices

mooring equipment


hose management procedures

Recommendations for Equipment Employed in the Bow
Mooring of Conventional Tankers at Single Point
Moorings
integrity of mooring leg components of buoy(s)

integrity of buoys and topside equipment

Single Point Mooring Maintenance and Operations Guide

provision of spares.

Guide to Purchasing and Manufacturing Hoses for
Offshore Moorings

Guidelines for the Handling, Storage, Inspection and
Testing of Hoses in the Field

Guidelines for Purchasing and Testing of SPM Hawsers
The guidance detailed elsewhere in this document
should apply to terminals operating a buoy mooring
where appropriate.
1.2
There is adequate manoeuvring area and water
depth at the location of the buoy mooring to allow
safe operation of vessels at all stages of the tide.
ADDITIONAL GUIDANCE
Accepted industry guidance includes the following
publications:
 Guidelines for the Design, Operation and Maintenance of
Multi Buoy Moorings
The berth location (manoeuvring area, turning circle,
depth of water) should be suitable for the size of
vessels using the berth.
The monitoring and control of local traffic operating
in the vicinity of the berth should be considered in
terminal operating procedures.
1.3
Procedures define how effective communication is
maintained between the terminal control room,
workboats, tank farm, Mooring Masters and
tanker.
Effective means of communication should be in
place and include a secondary means.
The secondary means of communication should be
clearly defined, understood and regularly tested.
Procedures should include arrangements for
stopping cargo transfer in an emergency.
1.4
Support craft and, if required, tugs are of sufficient
size and number.
The facility should be serviced by support craft that
are of a design and capability suited to the needs of
the terminal.
1.5
Hawser tension and angle is visually monitored
throughout the transfer operation.
A deck watch, or equivalent (CCTV), should be in
place to monitor the mooring hawser(s).
Procedures are in place to prevent a tanker overrunning the buoy or hose string.
The requirement and use of a hold back tug should
be risk assessed.
1.6
NA
MBM
NA
MBM
2
3
4
2.1
Requirements for non-routine activities involving
visiting vessels are clearly established prior to
vessel nomination.
2.2
The exposure of personnel to potential hazards
when handling mooring lines on buoys has been
formally risk assessed.
SPM
Hawser tension is monitored by the use of remotereading tension monitors.
MBM
3.1
4.1
Consideration has been given to the use of cargo
transfer equipment that may provide improved
environmental protection.
Non-routine activities could include the need to clear
hoses with water for maintenance purposes.
NA
NA
Such equipment may include double carcass hoses
and marine break away couplings.
15
TERMINALS IMPACTED BY ICE OR SEVERE SUB-ZERO AIR TEMPERATURES [SUPPLEMENTARY]
AIM
STAGE
1
1.1
1.2
Procedures are in place that address issues associated with operations at terminals that are impacted by ice or severe sub-zero air temperatures.
KEY PERFORMANCE INDICATORS
The terminal has procedures in place that address
ice management and the specific hazards and
requirements associated with operating in severe
sub-zero temperatures.
The terminal is provided with equipment that is
suitable for operation in anticipated environmental
conditions.
BEST PRACTICE GUIDANCE
The terminal operating manual includes safety and
operational procedures related to operating in
severe cold weather and ice conditions.
ADDITIONAL GUIDANCE
The terminal operating manual will typically include the
following:

Procedures for operating terminal equipment in the
severe environmental conditions

procedure to inform the vessel on environmental
operating limits which might affect cargo operations

ice detection, tracking and forecasting

ice threat evaluation

ice routeing guidance in approaches to terminal

ice alert procedures

physical ice management, e.g. ice breaking, ice clearing,
iceberg towing.
For example, the terminal provides transfer, firefighting, lifesaving and first aid equipment suitable
for use in severe sub-zero temperatures and ice
conditions.
This should also include specific
equipment/machinery designated for removal of
excessive ice and snow accumulation that is
maintained available and ready for use.
Support craft should be suitable for operation in the
anticipated conditions.
1.3
Procedures require the selection of vessels suited
for operating in the anticipated environmental
conditions.
Terminal requirements for vessel Ice Class notation,
propulsion power and winterisation notation are
specified.
The procedure may include operating requirements for the
vessel speed and manoeuvrability characteristics in ice.
1.4
Terminal procedures require that personnel are
trained and equipped to cope with the anticipated
environmental conditions.
The terminal has procedures in place to protect
personnel against risks to their health in severe subzero temperatures and ice conditions, including the
provision of appropriate PPE.
Within these procedures, the following may be specified:

The duration of exposure to cold air temperatures for
personnel, including verification that the manning level at
the terminal is sufficient

the provision of basic training for all personnel.
1.5
The terminal's Spill Response Plan and the
Emergency Response Plan ensure that due
account is taken of issues associated with
operations in ice and/or severe sub-zero
temperatures.
A Spill Response Plan is developed for various
scenarios while operating in ice conditions.
The pollution response equipment is located in
accordance with the plan with the appropriate
weather protection.
Emergency exercises are carried out in icy
conditions to determine the effectiveness of the
emergency response plan.
2
3
4
1.6
The terminal has ready access to up-to-date
weather and ice forecasts.
Information on actual and forecasted conditions
should be passed to vessels pre-arrival and
throughout the vessel's stay at the terminal.
2.1
The Terminal has a system in place to verify the
effectiveness of its Ice Management Plan and
related operating procedures.
The Ice Management Plan is regularly reviewed and
maintained up-to-date in order to reflect knowledge
and experience gained at the location. A
responsible person is designated for the
implementation of the procedures outlined in the Ice
Management Plan.
2.2
The terminal procedure of scheduling arrival and
departure of tankers takes into account ice
conditions and severe sub-zero temperatures to
avoid besetting.
The terminal operator's procedures should ensure
that the arrival of tankers is scheduled and includes
allowance for early departure of the tanker if a
danger of besetting arises.
2.3
Regular inspections of all safety-related systems
exposed to extreme temperatures are undertaken
to ensure their ready availability.
A written procedure accompanied by a check list is
in place for the regular inspections of all safetyrelated systems during the exposure to extreme
temperatures to ensure the effectiveness of the
precautions being taken.
3.1
The terminal has access to an ice detection
system to facilitate the identification and tracking
of all potentially hazardous ice features or ice
situations.
The ice detection system provides an adequate ice
detection and forecasting capability for the expected
ranges of environmental conditions and visibility.
3.2
The terminal has access to resources for
conducting icebreaker escort navigation.
3.3
The terminal maintains records of ice operational
experience for use when evaluating performance.
Records include ice conditions, vessel performance
including tugs, safe speeds and distances.
Performance data is routinely reviewed and
procedures updated.
3.4
Terminal procedures specify requirements
necessary for safe navigation in the approaches to
the terminal and mooring in ice conditions.
Approach routes to the terminal should be risk
assessed to identify potential hazards, including the
risk of besetment, and vessels advised accordingly.
4.1
The terminal actively shares operating experience
with other terminals operating in similar conditions.