INTRODUCTION FROM THE CHIEF EXECUTIVE

As Chief Executive Officer of Arrow Energy, the occupational health and safety (OH&S) impacts of our operations are a responsibility I take very seriously. We all know this industry presents a range of unique hazards which have the potential to cause serious harm to people. I am committed to ensuring the provision of the best OHS tools, systems and structures possible to all people working on Arrow Energy operations. Across all its operations, across the world, Arrow Energy believes nothing less than zero harm is acceptable. We are committed to providing a healthy and safe workplace for all employees, consultants, contractors, service providers and visitors across all facets of our operations. None of our other goals matter if people are injured in the process of achieving them. Target Zero, the world class OH&S management system being deployed by our company, is supporting the dedicated efforts of our team to achieve zero incidents and zero injuries. Target Zero exceeds the OHS best practice requirements as detailed in Australian Standard (AS/NZS) 4801 and International Standard OHSAS 18001. The system focuses on accountability, visible leadership and integration of safety into all business practices, as well as specific action items to drive changes and sustain gains. The system supports our company in Australia and abroad.

Our world-class safety performance begins with unwavering leadership that starts at the top and extends to all levels of the company to help our people recognise and respond to risks and problems close in time, place, and occurrence. This drives improvements in equipment, processes, work methods, and individual and group performance. Target Zero is continually reviewed by senior management to ensure the continued suitability, adequacy, and effectiveness of our safety systems. I fully support the implementation of this OH&S management system and expect that all employees and contractors, throughout the organisation, will make every effort to understand their roles and responsibilities in relation to this system and work together to ensure a healthy and safe working environment for everyone.

Nicholas Davies Chief Executive Officer

TARGET ZERO: OHSMS OVERVIEW

PLAN

1 2 3

LEADERSHIP AND COMMITMENT RISK MANAGEMENT MANAGEMENT OF CHANGE

PERFORM

4 5 6 7

PEOPLE INCIDENT & EMERGENCY MANAGEMENT ASSET MANAGEMENT INFORMATION MANAGEMENT

EVALUATE

7 8 9 10

LEADERSHIP AND COMMITMENT RISK MANAGEMENT LEADERSHIP AND COMMITMENT PERFORMANCE MONITORING, MEASUREMENT & REPORTING

REVIEW

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SYSTEMS REVIEW

LEADERSHIP AND COMMITTMENT

Leadership is not an attribute or behaviour limited to managers of an organisation. People at all levels are responsible for leading and engaging the workforce. Leaders create a culture where the Occupational Health and Safety (OHS) Policy, Management System, objectives and targets are communicated and supported by methods that integrate OHS into their management planning processes. Arrow Energy relies on its leaders to demonstrate commitment through their actions and attitudes which promote continual OHS improvement.

The CEO and leaders throughout the organisation seek assurance that the OHSMS expectations are being implemented by conducting regular reviews against performance indicators and engaging in two-way dialogue with employees, contractors and external stakeholders

Creating the right environment and resources Leaders allocate competent resources to support effective OHS management and the provision of specialist OHS advice as required The OHS roles and accountabilities of employees and contractors are defined, documented, communicated, kept up-to-date, understood and applied

EXPECTATION

Giving clear direction The Chief Executive Officer (CEO) ensures resources are available to develop, document, implement and maintain an OHS Management System (OHSMS) which addresses risks in each phase of the business lifecycle - from acquisition, exploration, development, operations through to abandonment Each business unit defines and documents their local support systems and the procedures required to achieve the OHSMS expectations The CEO establishes company objectives which aim for continual improvement in OHS. These are designed to take into account the assessment of risk, ongoing technological options, legal, financial and operational, business requirements and the views of interested parties Each business unit establishes an OHS management program with targets and performance indicators and allocates adequate human, physical and financial resources to support

Behaviour Leaders demonstrate positive OHS behaviours by personal example and through engaging with and motivating their workforce to meet OHS objectives and targets Systems are in place to ensure that employees and contractors are aware of expected OHS behaviours and have a clear understanding of the consequences of inappropriate conduct Leaders motivate their people to make a contribution to OHS and promote the sharing of OHS lessons learned inside and outside their business unit

RISK MANAGEMENT

The identification and management of risk is a continual process which must be considered and managed at existing operations, business developments, acquisitions, modifications, new projects and divestments and in all elements of this Management System. It is essential to identify, understand and manage the causes of potential risks that could give rise to an accident or incident resulting in loss. In addition, Managers shall have access to, understand, comply with and communicate to those with responsibilities the legal and other requirements that are applicable to the operations and activities within their control. EXPECTATION

Assess, manage and record hazards Each business unit records significant hazards and risks to personnel, facilities, the public, customers and the Company reputation on a Hazard Register Respective levels of management address risks according to their nature and magnitude. Decisions are clearly documented and resulting actions resourced and implemented Where employees are potentially exposed to hazards, they will be involved in the risk management process where applicable Where a risk is considered significant, effective control measures are utilised to ensure they are reduced to As Low As Reasonably Practicable (ALARP). Controls are monitored and their effectiveness continually assessed A hierarchy of control measures is utilised to determine appropriate means of controlling risks to ensure they are reduced to acceptable levels. The Arrow Energy Hierarchy of Control is illustrated below and shows control options in descending order of application

Defining a process and appropriate skills Processes and procedures which describe how hazards are identified, risks are assessed and how effective control measures are identified and implemented are established, documented and promoted for each business unit Systems are established to communicate hazards and control measures to employees, contractors and where appropriate local communities and other stakeholders Employees and contractors are provided with appropriate risk management training and supervision commensurate with their knowledge, experience and their part in the process Risk assessments are reviewed at specified intervals and updated as changes are planned to ensure effective controls have been established and understood prior to a change being implemented

Legal and other requirements Each business unit develops a system to identify and communicate legal and other requirements that apply to Arrow Energy activities and relevant contractor and supplier activities Those with responsibility for legal compliance are made aware of their responsibilities and how they can access documents and information relating to those requirements Arrangements must include preparation for change to existing or new legislation Processes which ensure consistent communication with the regulator responsible for enforcement of legal requirements are defined and managed

HIERARCHY OF CONTROLS

MANAGEMENT OF CHANGE

All temporary and permanent changes to organisation, personnel, systems, procedures, equipment, products, materials or substances used in Arrow Energy are evaluated and appropriate action taken to ensure levels of risk remain As Low As Reasonably Practicable (ALARP). EXPECTATION

The OHS impacts of a temporary or permanent change is formally assessed, managed, documented and prior to implementation, approved. The original scope and duration of temporary changes are not exceeded without a thorough review and approval by an appropriate level of management Changes are assessed by levels of management appropriate to the nature and magnitude of the potential OHS risk which could result from the change. Decisions are clearly documented and resulting actions implemented Change must be communicated to and understood by all those who may be affected. Effects of change on the workforce, organisation, including training requirements are assessed and managed

Assessment, approval and communication of change Processes and procedures are established to ensure change is managed consistently and effectively across the Company in consultation where appropriate, with employees and their representatives. This will include changes and modification to any of the following: Plant or equipment; Management plans or procedures; Operating conditions, process methods and parameters and control software; Materials and substances; Facility or site layout; Organisational structure or responsibility and authority of personnel; New projects, acquisition or divestment of assets; Document control systems; Legal, regulatory requirements and applicable technical codes; Information technology; or Any other change which has the potential to affect the health and safety of people.

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PEOPLE

Arrow Energy personnel are carefully selected, appropriately trained and competent to enable them to perform work in a safe manner. Providing personnel with details of their roles and responsibilities and how their individual efforts contribute towards improving OHS performance ensures everyone plays a part in minimising potential losses. EXPECTATION

Training plans are developed to attain and improve personnel competencies and the overall OHS performance of Arrow Energy. Plans are reviewed following change, incident investigations and hazard studies Training is evaluated to ensure the required learning outcomes are being met and evidence of assessment is maintained to demonstrate achievement of competence requirements Re-training and other periodic development activities are identified and provided as required to ensure personnel maintain an ongoing capability to adequately perform their duties

Meeting company and individual needs Processes and procedures are in place for the recruitment and selection of personnel to ensure they have the necessary qualifications, competencies, physical and mental fitness for their assigned tasks OHS roles, responsibilities, accountabilities and reporting relationships are documented, periodically reviewed and used to define individual performance targets Arrow Energy is sensitive to the cultural differences of personnel and ensures that working practices and procedures take account of these needs Any form of harassment, violence or intrusion into an employee's personal life will not be tolerated

Health and fitness for work A policy and program are in place to ensure that personnel performance is not impaired by drugs and/or alcohol An occupational health and hygiene program is in place consistent with the level of risk posed by the health hazards for all occupations, tasks and work environments The risks to personnel from work related travel or assignments in other locations or countries are effectively identified and managed Employees, contractors and visitors have access to appropriate medical and first aid services for the work location and nature of company operations A Workplace Based Rehabilitation Program is provided to enable employees with an occupational injury or illness to return to meaningful work as soon as possible Occupational, health and safety topics are promoted throughout the company through means such as a regular newsletter and training programs Arrow Energy provides an employee assistance program that includes an independent and confidential counselling service for employees

Training and competence New and transferred employees, contractors and visitors receive OHS inductions appropriate to the level of risk and type of work being performed. This includes emergency response procedures, a review of hazards and control measures and the consequences of departure from these, as well as the role they play in achieving company and business unit OHS objectives and targets

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INCIDENT AND EMERGENCY MANAGEMENT

Timely and effective management of incidents reduces the impact of loss. Incidents can also be events where no actual loss occurred but which might, under slightly different circumstances, have resulted in personnel injury/illness, property or equipment damage, environmental and/or reputation damage. Incidents, which require documenting and reporting include: Emergencies; OHS and security incidents; Production losses; Loss of asset integrity; and Ethics violations or conflicts of interest. Some incidents can escalate into an emergency situation. Plans, equipment, training and other resources are identified, documented and maintained for all foreseeable emergency and crisis situations. Incidents are reported and investigated to prevent recurrence by identifying and managing immediate and root causes. EXPECTATION

programs. These are then shared across the organisation and with external stakeholders as appropriate Availability, training and competence Personnel are informed of and trained according to their roles and responsibilities in an emergency situation Personnel, equipment and other resources required for an effective emergency response are defined, tested regularly and are available at all times. Drills and exercises are performed regularly to assess the effectiveness of emergency response capabilities. Corrective actions which result from drills and exercises or a previous emergency situation are documented and brought to timely conclusion

Emergency planning Potential emergency scenarios which could arise from Arrow Energy operations, activities and local circumstances such as political or social changes are identified and assessed Emergency Response and Crisis Management Plans are established to reflect the likely frequency of events and the magnitude of their impact and consequences. These plans document the human, physical and financial resources needed to respond to the emergency, reduce its severity and long-term effects on people and business continuity Plans are accessible, clearly communicated and are reviewed periodically or after an event where they have been used and lessons learnt Personnel refuge, evacuation and means of rescue from an emergency situation are defined for all locations and available at all times Roles and responsibilities of external agencies and other stakeholders are defined and incorporated into Emergency Response and Crisis Management Plans. These external agencies are periodically included in drills and exercises

Incident reporting, recording and investigation Personnel are trained and responsible for identifying and reporting incidents, near misses and unsafe conditions. These are openly reported and investigated based on the level or risk posed by the potential for recurrence Incident investigations, including the identification of root causes and appropriate corrective and/or preventative actions are recorded and documented Responsibilities for the completion of actions are clearly established, resources provided and reviews undertaken to ensure they are brought to a timely conclusion Incident reports are prepared and openly discussed throughout the company Information and conclusions gathered through investigations and reporting are analysed to identify lessons, monitor trends and develop prevention

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ASSET MANAGEMENT

New and existing facilities will be designed, procured, constructed, commissioned, operated and maintained such that the integrity of the facility is assured and risks to the health and safety of people are effectively controlled. EXPECTATION

Operational Controls Pre-start up reviews are carried out and documented on all newly installed or modified equipment to confirm that: o Performance standards and specifications have been met; and o All verification, testing and inspection is complete and the equipment is safe to operate Operating parameters which maintain required safe limits are documented, established and actively monitored by trained and competent personnel to ensure equipment remains within predefined limits Defined handover processes are used between business units to manage the change in ownership and simultaneous operations for the operation of critical, new and modified equipment or facilities Systems are established and maintained to ensure the on-going integrity of plant and equipment including its maintenance, inspection, testing and calibration. The potential effect of replacement parts will be risk assessed and authorised by competent personnel The frequency of scheduled maintenance is determined with consideration to the level of risk associated with the equipment and with recognised industry standards and/or manufacturers requirements Decommissioning plans are established using riskbased studies for end-of-life facilities

Safe design Technical, health and safety requirements are considered at each stage in the design, construction, modification and procurement of any Arrow Energy owned or operated facility or development. Baseline OHS data is collected and considered as appropriate Procedures, including safe operating standards which address and manage the technical integrity, safe operation, maintenance and shutdown of Arrow Energy facilities, plant and equipment are documented and well understood. Procedures are developed by competent people and where appropriate involve those required to perform the task Documented specifications for facilities include reference to design and engineering standards and applicable regulatory requirements. Design change or deviation is assessed, reviewed, documented and validated by competent persons so as to ensure safe standards are maintained Appropriate document control arrangements are established and maintained for the identification, issue, distribution and revision of documentation such as procedures, specifications, Standard Operating Procedures and engineering drawings Operational, maintenance and OHS support and expertise are integrated early in Arrow Energy projects to ensure experience and lessons learned from other projects and current operations are integrated

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INFORMATION MANAGEMENT

Effective and efficient information management provides a competitive advantage to a company. Operational excellence is achieved at Arrow Energy through the use of contemporary information management infrastructure and supporting processes and systems, which ensure OHS documents, data and records are comprehensive, captured, shared, revised and stored. EXPECTATION

Employees, contractors and suppliers protect hard copy and electronic copies of OHS data, information and records against damage, deterioration or loss Periodic review and revisions are dated and approved by authorised, competent personnel and the availability of revisions communicated Data, information, records and obsolete documents are retained in compliance with corporate, contractual and regulatory requirements and where appropriate, removed to prevent unintended use Procedures are in place to protect the confidentiality of personal information in relation to OHS Business units share relevant OHS information and lessons learned to encourage a team approach and organisational growth

Control, sharing and access of knowledge Systems are established and maintained for the lifecycle control of OHS documents that may have an effect on OHS performance including: Current versions of relevant documents and data (including engineering drawings and procedures) are available at all relevant locations where operations essential to the effective functioning of the OHSMS are performed Data, information and records have an identifiable owner, accountable for document control OHS documentation is legible, identifiable and traceable to the activity, product or service involved

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CUSTOMERS, CONTRACTORS AND SUPPLIERS

Customers, contractors and suppliers are key to Arrow Energys group performance and achievement of the zero incident and zero injury safety target. We are committed to providing a healthy and safe workplace for all employees, consultants, contractors, service providers and visitors across all facets of our operations. We work together to ensure our OHS expectations are aligned. To achieve this goal OHS risks, considerations and requirements are clearly defined and managed when purchasing or leasing materials, equipment and services. EXPECTATION

Joint venture and alliance partners have OHS management systems that meet legal compliance requirements and satisfy Arrow Energy expectations and targets

Communication and performance OHS reporting relationships, lines of communication, responsibilities, accountabilities and system interfaces are established and documented between Arrow Energy and their customers, contractors and suppliers The actual OHS performance of contractors and their compliance with the OHS requirements specified in their contracts are effectively monitored. Appropriate corrective action is applied to identifed deficiencies. Where appropriate, contractors report to Arrow Energy on specific OHS performance indicators Contractors and suppliers provide information on the hazards associated with their equipment, products and services prior to delivery or commencement of works and whenever changes occur. Conversely, Arrow Energy provides information to contractors and suppliers of hazards or risks associated with the workplace Up-to-date information on the OHS hazards and risks relating to the use, storage, handling and transport of Arrow Energy products is available to the workforce, customers and other interested parties. Material Safety Data Sheets (MSDSs), labels and other information are developed and issued to handlers and users in accordance with legislative and customer requirements and as information changes

Evaluation and effective control Customers, contractors and suppliers are subject to risk-based OHS evaluation prior to contractual arrangements being established, taking into account the nature of their activities, services or products and previous OHS performance Procedures are established for the assessment, selection, management, monitoring and review of contractors and suppliers. The degree of rigour required to adequately satisfy each stage varies depending on the size, complexity, and specific risk factors Contracts include specific OHS obligations requiring contractors to implement systems that address the requirements of the Arrow Energy OHSMS, the management of OHS risks and compliance with relevant OHS legislation Prior to purchase, hire or lease, the OHS specifications of equipment, chemicals or materials that have potential OHS impacts, are reviewed and documented to verify suitability for the intended use and to prevent the introduction of significant OHS risks

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COMMUNICATION AND CONSULTATION

Arrow Energy builds an environment of trust, openness and involvement through proactive, transparent and effective communication and consultation processes with its employees, contractors, regulatory agencies, clients, partners, public organisations, surrounding businesses, communities and other stakeholders. Arrow Energy believes that proactive communication and consultation processes are essential to meeting business objectives. EXPECTATION

Employee participation Employees are consulted in the development, implementation, review and improvement of policies, procedures and work instructions Employees are represented on health and safety matters and are informed of their OHS representative

External stakeholder relationships Communicating together on OHS Business units establish systems and procedures that promote open and effective communication of OHS information to and from employees and other interested parties Internal OHS consultation and communication processes, including feedback, are documented and designed to promote open two-way communication between management, employees and other interested parties Communication processes recognise cultural differences and include strategies to overcome cultural barriers Positive reinforcement for good OHS performance is encouraged and is incorporated into the OHS reporting system Arrow Energy regularly communicates its OHS performance against targets through means such as OHS meetings, notice boards, newsletters and posters Business units establish processes for the timely reporting of OHS performance and consultation activities Strategies are in place to promote the company's reputation and external relationships in areas of interest to the company Open and proactive communication and consultation with governments, authorities and other external organisations is maintained to encourage public understanding and acceptance of Arrow Energy's efforts to improve OHS performance Concerns, complaints and relevant external communications related to OHS aspects of Arrow Energy operations are recorded in a register, acknowledged and investigated as incidents. Outcomes are reported back to relevant stakeholders. Mechanisms are in place to resolve conflicts where they arise, through consultation directly with stakeholders

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10

PERFORMANCE MONITORING, MEASUREMENT AND REPORTING

Processes for continual improvement are an integral part of a successful OHSMS. Arrow Energy monitors, measures and reports on OHS performance through means such as surveys, inspections and sampling. Results are analysed and reported against OHS standards, objectives and targets. EXPECTATION

The nature and frequency of OHS reporting is such that non-conformances are identified and investigated with sufficient time for mitigating actions to be implemented to ensure that objectives and targets remain achievable Business units shall ensure that equipment used for monitoring and measurement purposes is calibrated in accordance with manufacturer's instructions and/or relevant standards Business units shall ensure that procedures for implementing and evaluating corrective and preventative actions are authorised appropriate to the magnitude of risk encountered

Gathering processes and tools The nature and frequency of performance monitoring is determined by the risk of the process, operation or activity planned Documented procedures are in place for planning and conducting workplace inspection testing and monitoring related to OHS disciplines and targets Systems and procedures are established for internal and external reporting of OHS performance relevant to objectives and targets

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11

SYSTEMS REVIEW

At determined intervals, or as a result of change or significant event, Arrow Energy seeks assurance that the OHSMS is working effectively. Assurance is achieved through a process of assessing and measuring compliance with the expectations of the Arrow Energy OHSMS. Opportunities for improvement of the OHSMS are identified and implemented as part of our commitment to continual improvement. EXPECTATION

Department Managers formally report the degree of compliance with expectations to senior leaders Department Managers develop a corrective action plan to respond to self-assessments and independent external audits

Systems to facilitate improvement Recommendations for corrective actions are developed and prioritised, responsibilities assigned and corrective actions tracked until closed out Senior management reviews are documented and include audits, corrective actions, objectives and targets, legislative compliance, risk assessments, incident data, training records, management reports, equipment test and calibration records and alignment with the Arrow Energy OHS Policy The senior management review, self-assessment and independent audit processes are periodically reviewed to ensure their ongoing adequacy and effectiveness

Measuring compliance with OHSMS expectations A documented, senior management review of the OHSMS is undertaken at least every two years to assess the impact on business results, alignment with the Arrow Energy OHS Policy and to identify opportunities for improvement

Periodic self-assessments are conducted and documented, to verify that the OHSMS and supporting plans, procedures and other associated documentation, are understood and have been properly implemented and maintained The self-assessments include identification of strengths, as well as weaknesses, and actively involves employees and other interested parties Independent audits are conducted by competent persons and are in accordance with an established audit procedure and agreed scope. The principles of risk management are applied to the audit program, including any schedule

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OHS MEETING DEFINITIONS

OHS Management System Steering Committee The Steering Committee is made up of Senior Management representatives aiming to develop, maintain and ensure a consistent implementation of the Arrow Energy OHS Management System (MS) across all business units. The OHSMS Steering Committee is held at Head Office and meets no less than once pre quarter. Input to the OHSMS Steering Committee includes progress reports from the Chairperson of each Site OHSMS Committee Meeting and feedback from Department Managers. OHSMS Steering Committee minutes are issued to Department Managers and Site OHSMS Committee Chairpersons by the Corporate OHS Manager. Site OHS Management System Committee The primary function of the Site OHS Management System (MS) Committee is to co-ordinate and assess implementation of the Arrow Energy OHSMS at a site level. This will include co-ordination and completion of self-assessments against each of the 11 OHSMS elements and closeout of non-conformances. Members of the Site OHSMS Committee are either appointed by Senior Management or elected by peers. Sometimes OHS specialists may attend a meeting to provide subject specific support and guidance. The Chairperson is ideally a management representative however this is not necessary but they should be a person with influence in relation to site OHSMS implementation. On occasions the Chairperson may also attend the OHSMS Steering Committee and feedback site implementation progress. Meeting frequency varies between monthly and quarterly, dictated by the size of the workplace and number of workgroups. Site OHSMS Committee minutes are taken and displayed on site OHS notice boards. Site OHS Meeting A monthly or quarterly meeting chaired by the Site Manager and attended by all Supervisors and site OHS Advisors. The meeting is focused on OHS issues related to achieving site-specific performance indicators, Improvement Plans and activities. It provides line management with advice and assistance to action items arising in their Team OHS Meetings, whilst maintaining the expectations of the Arrow Energy OHSMS, site OHS procedures and practices. Site OHS Meeting minutes are taken and displayed on site OHS notice boards. OHS Policy, Drug and Alcohol Policy, heat stress, manual handling and/or risk assessments. Actions resulting from discussions are recorded by a designated Drilling Engineer and distributed as required. As many members of the drill crew and Service Contractors as possible are present, as well as Arrow Energy drilling and OHS personnel. The meeting is normally a one-day event held at an external venue.

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Team OHS Meeting A weekly or fortnightly meeting chaired by the team/workgroup Supervisor. Employee attendance is mandatory for at least one meeting either per hitch or fortnight (depending on the team size and activities). The meeting is focused on OHS issues related to their activities. Discussion points include new or changed hazards, progress towards closeout of inspection and incident findings and team OHS performance/improvement planning. Team OHS Meeting minutes are taken and displayed in team work areas. Toolbox Meeting This is a pre-shift meeting chaired by the Site Supervisor or team/workgroup Supervisor. The aim of the Toolbox Meeting is to discuss the planned activities, priorities and constraints. Toolbox topics will cover more than OHS issues, however they may be used to communicate new or changed hazards, procedures or operations on site. Toolbox Meetings are normally only used at operational sites (not office based activities). Attendees will include all personnel on shift, or depending on the size of the workplace, may be restricted to a team/department approach. A record of the attendees and items discussed is kept using the Toolbox Meeting Record Form.

Tailgate Meeting A Tailgate Meeting is a change management tool which can be called by any person who feels a hazard needs to be addressed. It is an adhoc meeting used to discuss and record hazards and work practices at the work location. The detail of a task may have been covered in a Toolbox Meeting or through other work planning mechanisms such as a Job Safety and Environmental Analysis. However on arrival at the work location personnel may find issues that mean a change in approach is needed. A Tailgate Meeting can also be used to record a 'Time Out For Safety' discussion where a person has stopped a job because of a change which they feel could, or has had an adverse effect on the safety of the task. The actions are agreed by the workgroup and recorded on a Tailgate Card.

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DEFINITIONS
Audit A systematic examination against a defined criteria to determine whether activities and related results conform to the requirements of the OHSMS and are being implemented effectively and are suitable to achieve Arrow Energys Policies, objectives and targets. Business Unit A functional group, department or division within Arrow Energy, for example Finance, Legal, Production or Projects. Department Manager A Manager/Supervisor who is responsible for a department/organisational group (Exploration, Production, Finance, Human Resources etc.) and has authority over other personnel. Checklists Checklists provide a record of the requirements that need to be met for a process or activity. They normally summarise the key points of a procedure and/or guideline in a table format allowing personnel to check-off each statement, ensuring compliance. Competent Person A person who has acquired, through training, qualification, or experience, or a combination of these, the knowledge and skills, including OHS knowledge and skills, qualifying that person to perform a specified task.. Continual Improvement Process of enhancing the OHSMS, to achieve improvements in overall OHS performances, in line with the Arrow Energy OHS Policy, objectives and targets. NOTE: The process need not take place in all areas of activity simultaneously. Emergency Response Plan (ERP) Emergency Response Plans are established to reflect the likely frequency of events and the magnitude of their impact and consequences. These Plans document the human, physical and financial resources needed to respond to an emergency, reduce its severity and long-term effects on people and business continuity. Forms Used to record information and the results of activities such as inspections, testing, monitoring and/or data collection. Can become historical records used to analyse trends so that preventative/corrective actions can be implemented. Guidelines Provide information and guidance on how to manage and implement the requirements of legislation, plans and/or procedures. Hazard A source or a situation with a potential for harm in terms of human injury or ill-health, damage to property, damage to the environment, or a combination of these. Health Surveillance Monitoring of individuals for the purpose of identifying changes in health status that may be due to occupational exposure to a hazard. Incident Any unplanned event resulting in, or having a potential for injury, ill health, damage or other loss. Interested Parties Individuals or group concerned with, or affected by the OHS performance of Arrow Energy. Line Manager Management personnel who supervise others but are not the head of the Business Unit or group. Can be field or office based. Occupational Health and Safety Management System (OHSMS) This document, in that it describes the requirements for OHS leadership, organisational structure, planning of OHS activities, responsibilities, practices, procedures, processes and resources for developing, implementing, achieving, reviewing and maintaining the Arrow Energy OHS Policy. In doing so provides for the systematic management of the risks associated with business activities and operations. Occupational Health and Safety Performance The measurable results of the OHSMS implementation. Occupational Health and Safety (OHS) Policy Indicates the overall OHS objectives, expectations and intentions of the Company. Aligns with Companys philosophy, commitments and values. Occupational Health and Safety Professional/Advisor A person with knowledge, experience and competence in the identification, assessment, evaluation or control of occupational hazards and risks. Performance Standard A minimum criteria setting a standard within which Arrow Energy activities and tasks are conducted. Plans A high level document detailing management strategies, responsibilities and relates to existing Company standards, procedures and guidelines that steer operations and activities. Procedures State minimum requirements, needs or expectations in relation to Company operations and activities. Details responsibilities and accountabilities. Register A master list detailing information necessary to achieve effective control of specified processes, equipment or activities. Risk Risk is the likelihood of a death, injury or illness that may result from a hazard. Risk assessment A systematic process for identifying hazards, assessing risk and identifying controls in order to reduce the likelihood of a hazard causing harm to people, property or the environment. Standard Operating Procedure (SOP) Provides a step by step guide on how to carry out and/or record a specific task. Describes any materials, equipment, documentation, etc, to be used and when.

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NOTES

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