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CONTENTS

0 INTRODUCTION 4
0.1 Purpose of the HSE-MS Manual 4
0.2 Scope of the HSE-MS manual 4
0.3 Company Background & Operating Methods 5
0.4 HSE-MS Components 5
1 LEADERSHIP AND COMMITMENT 7

2 POLICIES AND OBJECTIVES 8

2.1 Health, Safety and Environment Policy 8
2.2 Alcohol and Drugs Policy 9
2.3 Environmental Policy 10
2.4 Smoking Policies 11
2.5 HSE Objectives for 2006 12
3 ORGANISATION, RESPONSIBILITIES AND RESOURCES. 13
3.1 Organisation 13
HSE Responsibilities 14
3.2.1 President of PT. Buma Kumawa 14
3.2.2 President of PT. Buma Kumawa 14
3.2.3 PT. Buma Kumawa HSE Manager 14
3.2.7 PT. Buma Kumawa HSE Advisor 15
3.2.8 Manager 15
3.2.9 Project Manager 15
3.3 Resources 16
3.4 Operational Equipment 16
3.5 Emergency Response 16
3.6 Audit and Review 17
3.7 New Developments 17
3.8 Competencies 17
3.9 Training 18
3.9.1 Statement of HSE Training Standards 18
3.9.2 HSE Training Plan 19
3.9.3 Sub-contractor HSE Training 20
3.9.4 Emergency Response Training 20
3.9.5 Crisis Management Training 20
3.10 Medical 20
3.11 Sub-contractors 21
3.12 Suppliers 21
3.13 Communication 21
3.13.1 HSE Briefings 21
3.13.2 Orientations 22
3.13.3 HSE Meetings 22
3.13.4 Routine Reporting 24
3.13.5 Other Communication 25
3.14 Documentation 26
4 RISK MANAGEMENT 28
4.1 Definitions 28
4.2 The Risk Management System 28
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 4.3 Identification of hazards 29
4.4 Analysis of Risk 29
4.5 Control of risks 29
4.6 Remedial Action Plan 30
4.7 The Hazard Register 31
4.8 Recovery from system failures (accidents) 31
5 PLANNING 32
5.1 Standards 32
5.2 Planning 32
5.3 Safe Working Procedures 35
5.4 Management of Change 35
5.4.1 Identification of change 35
5.4.2 Evaluation of risks 36
5.4.3 Implementation 37
5.4.4 “Close-out” 37
5.4.5 CM Matrix. 38
5.5 Contingency and Emergency Planning 38
5.5.1 Emergency Planning process 38
5.5.2 Crisis Management 39
6 IMPLEMENTATION AND MONITORING 40
6.1 The Crew HSE Plan 40
6.2 The Project HSE Plan 41
6.3 Work Place Hazard Management Plan 41
6.4 Monitoring 41
6.5 Records 43
6.6 Non-compliance and corrective action 45
6.7 Reporting and Investigation of Accidents, Near-Misses and Unsafe Situations 45
6.7.1 Definitions: 45
6.7.2 Classification 45
6.7.3 Reporting 45
6.7.4 Investigating 46
7 AUDIT AND REVIEW 48
7.1 Purpose and definitions 48
7.2 Audit Activity 48
7.3 Review Activity 49

Annex A HSE-MS Forms

Annex B Project HSE Plan checklist

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1 INTRODUCTION

1.1 Purpose of the HSE-MS Manual

This manual is the primary reference for the PT Buma Kumawa Health Safety and
Environmental Management System (HSE-MS).

It has been designed to make managers consider HSE in all aspects of their work, and
therefore to achieve the company’s published objectives.

It can be used as a reference document for:

Learning and understanding the PT Buma Kumawa systems

Planning for the HSE requirements of new projects
Control of Hazards and Management of risk
Activity Planning and Job Hazard Analysis (JHA)
HSE audits
Incident Reporting and Investigations
Increasing safety awareness for existing staff
Competence setting
Review and improvement of HSE systems.

All personnel, especially the senior managers and staff, should make themselves familiar with
the content and work hard to put the system into effect.

This HSE-MS describes how HSE is managed in PT Buma Kumawa, and includes how PT
Buma Kumawa manages its sub-contractors and suppliers. The PT Buma Kumawa system is
designed to link with client and other HSE management systems, and PT Buma Kumawa
realises the need for all the systems to work together to manage each separate project.

Sub-contractors are expected to have their own HSE-MS, and PT Buma Kumawa HSE-MS
provides links to ensure that all companies on a contract can work together. If a sub-
contractor has no HSE-MS, then PT Buma Kumawa will manage that operation in the same
way as its own.

It is certain that projects can only be completed successfully if all companies work together.

1.2 Scope of the HSE-MS manual

The content of this manual applies to:

 All employees

 All property or ships owned or managed by PT Buma Kumawa.

 All field crew operations, such as land and marine acquisition, processing centres, etc.

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  All sub-contractors, clients’ QC representatives and other third parties who may be on
company owned or managed property or who become involved in a project.

1.3 Company Background

PT Buma Kumawa is an Indonesian national Seismic services company.

PT Buma Kumawa provides high quality . PT Buma Kumawa has been working in Indonesia
area of for more than 5 years.

1.4 HSE-MS Components

The management of safety is based on the same principles as management of quality, these
being:

 setting objectives;
 providing and documenting a system to realise the objectives;
 defining performance standards;
 monitoring performance.

To address all of these principles, the PT Buma Kumawa HSE-MS is based on a structure with
7 key elements as defined in guidance from the Oil and Gas Producers (OGP) organisation
listed below.

The Seven Elements of the HSE-MS.

Leadership and Commitment Commitment from the President down through the
company to a culture of safety, health and environmental
awareness.

Policy & Objectives Corporate principles, intentions and aspirations with

respect to HSE.

Organisation, responsibilities Organisation and responsibilities of people and

and resources resources necessary for achieving safe operations

Risk Management Identification and analysis of HSE risks, and subsequent

elimination or control of those risks.

Planning HSE Plans for activities with related hazards, including

plans for emergencies.

Implementation & Monitoring Putting the system into effect and checking the results, with
corrective action plans for deficiencies.

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Audit & Review Regular checks of the system in the manual compared with
implementation, followed by improvement of performance,
effectiveness and suitability of systems.

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2 LEADERSHIP AND COMMITMENT

The President and senior managers of PT Buma Kumawa are committed to providing the
leadership and resources necessary to develop, operate and maintain the HSE-MS in order to
achieve the corporate HSE objectives. Full account will be taken of HSE policy requirements
and full support will be given to local actions to protect health, safety and the environment.

Safe operations depend on a company-wide culture that supports the objectives and methods
described in the HSE-MS, based on:

 belief in the company’s desire to achieve the highest possible HSE performance;
 motivation to continuously improve HSE performance;
 acceptance by all personnel of responsibility and accountability for HSE performance;
 participation and involvement at all levels in developing the HSE-MS;
 commitment to an effective HSE-MS.

The creation and maintenance of this culture requires the support of all employees of PT
Buma Kumawa and its sub-contractors.

To achieve this culture, the President and senior managers of PT Buma Kumawa undertake to:

 include HSE as an integral part of product quality and business planning

 allocate the necessary time and financial resources to HSE matters and to define
objectives and standards
 meet regularly to discuss and review HSE matters and performance
 act quickly on problems, ideas and recommendations coming from field activities
 ensure good communication throughout the company and with sub-contractors
 keep up to date on HSE law, and industry trends & initiatives
 set a personal example in day-to-day work
 visit field operations regularly
 provide recognition of good HSE performance
 include HSE performance in personnel ratings.

PT Buma Kumawa

Director

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2.POLICIES AND OBJECTIVES
2.1 Health, Safety and Environment Policy
The most important resources on the earth for mankind are the mankind itself and the
natural environment it depends upon for existing. Therefore there is nothing more important in
the world than our health and safety, and it is a long-term and fundamental policy for PT Buma
Kumawa to be human oriented, attach primary importance to safety, take a road of sustainable
development, and devote itself to worldwide environmental protection.
PT BUMA KUMAWA believes and abides by:
 All injuries and occupational diseases are preventable and all operations rely on safety.
 Any compromise in HSE will be detrimental to both social and our own interests.
 Developing employees’ enthusiasm in HSE and carving HSE in their consciousness
will be an important part in the creation of its corporate culture.
 Effective HSE training is a significant access to improving employees’ HSE
consciousness and skills and to comprehending HSE quintessence.
 Good HSE performance is the responsibility of all PT Buma Kumawa staff.
On the basis of the above understanding, PT BUMA KUMAWA commits itself to:
 Observe local laws and regulations concerned;
 Ensure its employees’ health and safety, minimize property losses and take it as part of
its responsibility to protect the ecological environment.
 Dedicate itself to continuous HSE improvement with sustaining and sufficient supply
of manpower, material and financial resources.
 Minimize or control hazards to an acceptable level in any of its activities.
 Make it mandatory for its workers to receive HSE training before taking on their jobs.
 Organize all operations in a way of being environmentally safe and achieve initiatively
the Indonesian government’s commitments to the world in environmental protection.
 Have HSE performance supervised effectively in any working area.
 Accept suggestions beneficial to HSE improvement.
 Base the reward and penalty system as well as employment on HSE performance.

Good faith and due diligence is an important doctrine adhered to by PT Buma Kumawa in its
overseas co-operation. PT Buma Kumawa takes it as its sacred duty to comprehensively
perform international HSE standards, ensure its employees’ good health and safety, protect
the natural environment the mankind depends upon for existing, and provide its clients with
such services as seismic data acquisition, data processing and data interpretation of top
quality. PT Buma Kumawa will make every effort to perform its responsibilities and fully show
its strong competency in international geophysical services market.

PT Buma Kumawa

Director

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2.2 Alcohol and Drugs Policy

PT Buma Kumawa think substance abuse impairs an individual’s ability to perform properly the
work on safety, efficiency, and productivity, the use of prohibited and non-prescribed drugs are
a danger to the user and fellow workers and will not be tolerated on the crew at any time or
under any circumstances.

No alcohol can be consumed on the crew or in the camp during working hours. Under no
circumstances is alcohol to be on, or consumed on work locations at base or in the field except
specifically approved. Under no circumstances is any person to be under the influence of
alcohol while on duty.

Employees must be aware of company, client and sub-contractor policies on drugs and alcohol
- the use, misuse, possession, distribution, or sale of alcohol, substance drugs or related
articles is prohibited. Illegal drugs and unauthorized consumption of alcohol are not allowed on
PT Buma Kumawa crews and their use is cause for dismissal.

Prescription and over-the-counter drugs may also impair your safety performance at work,
consult your physician and/or label instructions as to any work-related risk. Advise your
immediate supervisor of any drugs being used so proper safety precautions can be taken.

The employee has the responsibility to report the use of all prescription or non-prescription
drugs or medications prior to reporting to duty. Personnel contravening the contents of this
policy will be liable to severe disciplinary measures.

PT Buma Kumawa

Director

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2.3 Environmental Policy

It is the PT Buma Kumawa policy to conduct geophysical operations in a manner that assures
optimum protection of the environment. In addition to careful compliance with relevant laws
and regulations, waste reduction and efficient use of natural resources are keys to achieving
this objective.

This policy commits us to provide regular training to our employees, improve our technology
and seek the co-operation of our supplies, customers and neighboring communities to build
better environmental practices.

This policy is further implemented through:

 Periodic Environmental Assessment to ensure compliance with and continuous

improvement of operation standards.

 Environmental Impact assessment of new processes and operations.

 Consult appropriate authorities, landowners and users of the area.

 Evaluate environmental performance and appropriate reclamation measures of

geophysical operation.

PT Buma Kumawa

Director

2.4 Smoking Policies

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PT Buma Kumawa recognises the risk to individuals who smoke. The company also
recognises the risk to non-smokers who may be subjected to “passive” smoking by associating
with those who do smoke.

In offices a non-smoking policy may be adopted in all public areas and smoking areas defined
and segregated.

On land based field crews, smoking will not be permitted around dynamite handling and
storage, refuelling areas, the kitchens, mess rooms (during certain hours) and in bed.

On offshore vessels and accommodation barges each vessel will have its own designated
smoking/non-smoking areas to which all individuals must adhere. This particularly refers to no
smoking in the instrument rooms, back deck areas, mess rooms (during certain hours) and
bunks.

Other areas where smoking is banned will be indicated by signs.

PT Buma Kumawa

Director

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2.5 PT Buma Kumawa HSE Objectives for 2013

The HSE objectives of PT Buma Kumawa for Year 2006 are:

 To familiarize all PT Buma Kumawa A employees and contracted personnel with the HSE
Management System.

 To enhance the HSE auditing and HSE Communication activities with overseas operations.

 To maintain the record of zero Fatal Accident Frequency (FAF) from Year 2010.

 To lower Lost Time Injury Frequency (LTIF) from Year 2010.

 To minimize losses of other classifications of accidental loss so as to achieve more

improvements in future operations.

 To achieve zero long-term environmental damage in operational areas.

 To Provide workforce with proper facilities free from long-term health hazards.

 To achieve training levels in line with HSE competence Assessment and Training
Guidelines for the Geophysical Industry (E&P Forum Report No. 6.78/292, June 1999).

 To encourage the crews on top of line to introduce ISO14000 management system.

PT Buma Kumawa

Director

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3 ORGANISATION, RESPONSIBILITIES AND RESOURCES.

3.1 Organisation

The Organisation Chart (or Organigram) on the next page shows the lines of management
responsibility and reporting within PT Buma Kumawa. It illustrates the structure which provides
unbroken lines of communication and responsibility between all employees.

Organigrams defining similar lines of communication and responsibility will be produced for
each project. They will include company, client and other agencies or persons as appropriate.
Project organigrams will show at least the first link off any field crew to PT Buma Kumawa
management, sub-contractors, clients and any other relevant parties, providing a link with the
organisation of other involved parties.

All personnel involved in PT Buma Kumawa activities are responsible in some way for HSE
matters. Individual HSE Responsibilities are defined for key personnel in terms of:
 To whom they are responsible.
 For whom they are responsible.
 For what they are responsible.

HSE responsibilities for key PT Buma Kumawa managers listed in this manual are:

PT BUMA KUMAWA
President Director
HSE Advisor
Operation Manager
Project Managers

HSE responsibilities listed in the field Crew HSE Plans are:

Operation Manager
Project manager
Party Chief, Heads of Sections, headmen, shift leaders.
All employees and sub-contracted personnel.
Sub-contractor’s managers
Client, employees, and QC Representation

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3.2 HSE Responsibilities

3.2.1 Board of Director of PT Buma Kumawa

He is responsible for all activities of PT Buma Kumawa and has a management role with
regard to HSE matters. He also
 Formulates and promotes the HSE Policies.
 Chairs quarterly meetings of the PT Buma Kumawa HSE Committee.
 Chairs quarterly meetings of the PT Buma Kumawa Corporate HSE Committee.
 Provides adequate budget and time to satisfy the requirements for personnel, training,
equipment and documentation.
 Establishes and maintains good communications throughout the company.
 Actively the importance of the good HSE culture within the company.
 Monitors HSE problems in the field and ensures that they are promptly resolves.
Ensure adequate resources are available for management of HSE.

3.2.2 PT BUMA KUMAWA HSE Manager

He is responsible to ensure that the company HSE Policy is implemented throughout all of PT
BUMA KUMAWA. He reports to the Board of Director PT BUMA KUMAWA and He also
 Reviews all field information from PT Buma Kumawa activities and reports to the quarterly
corporate HSE Committee
 Collects and collates the PT Buma Kumawa statistics
 Provides management and technical assistance to the PT Buma Kumawa HSE Advisor.
 Ensures that PT Buma Kumawa has sufficient resources to implement the HSE-MS.
 Ensures that PT Buma Kumawa HSE advisors have received adequate training.
 Defines standards and checks that suitable safety equipment is in place, and complies with
the specified standards.
 Designs audits and establishes check lists, commissions audits and follows up
recommendations.
 Provide training, corporate support to the different levels.

3.2.3 PT Buma Kumawa HSE Advisor

The HSE Advisor is responsible for ensuring that field crews operate to the standards of PT
Buma Kumawa and the Client. He reports to the Vice President. He will
 Assess possible new projects for HSE implications and inclusion in planning.
 Examine the crew HSE advisor for a seismic project, assess the crew HSE competence
before project start, and advise to General/Area Manager.
 Audit crew HSE performance.
 Participate in major accident investigations.
 Assist managers to arrange HSE training at different levels.
 Collect all the HSE data related overseas seismic work of PT Buma Kumawa especially.
accident data and analysis.
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 Advise senior managers about HSE suggestions.
 Keep on improving PT Buma Kumawa HSEMS and Project HSE plans.
 Organize crew HSE advisors for further training and HSE improvement.
 Assess and advise HSE resources for specific projects during planning.

3.2.4 Area Manager

The Area Manager is responsible for the efficient execution of the projects in his area. He
reports to the Director. He will
 Delegate suitable, competent project management and HSE advisor. Delegate safety
responsibilities to project officials.
 Inspect the project HSE situation regularly.
 Review the major accident reports.
 Regularly discuss the HSE policy of PT Buma Kumawa, participate in HSE activity for a
good example.
 Determine major changes of people and equipment in the project HSE plan for reduce risk,
with the advice of the HSE Manager.
 Arrange the HSE training under the assist of HSE manager.
 Manage HSE as important part of business, .

3.2.5 Project Manager

He is responsible for the efficient management of his project. He reports to the Area Manager.
As part of his duties, he will
 Manage he health and safety of all personnel on the crew and all persons affected by the
operations.
 Minimise all environmental affects of the crew and its operations.
 Delegate HSE responsibilities and certain duties to senior members of the crew following
the line management structure.
 Ensure that all personal are familiar with their own duties and responsibilities following the
line management structure and that all line supervisors have been issued their
responsibilities in writing.
 Consult the HSE Advisor, ensuring that all National, E&P Forum, Client, Company and
Crew safety standards and safety management systems are being implement and adhered
to.
 Ensure that all personnel are familiar with the safety structure and that they attend and
contribute towards safety meeting as per the schedule.
 Ensure that an inspection and auditing schedule is in place and being carried out.
 Ensuring that emergency procedures are in place and all personnel are aware of and
understand procedures and how to bring them into action.
 Also personally participate in HSE activities so as to set a good example.
 Ensure that all personnel have been sufficiently trained and are familiar with the safe
practices and procedures for doing their jobs. He must also be satisfied that these
practices are being implemented at all times.
 Report major HSE matters with which he is concerned on his crew to upper management.
 Actively participate in the HSE program and communicate with local public, Client
representative.

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3.3 Resources

The management of PT Buma Kumawa undertakes to provide sufficient resources to fully

support the implementation of the HSE-MS on all operations. This includes the provision of all
personnel, equipment, documentation and training by PT Buma Kumawa and its sub-
contractors to ensure compliance with the HSE-MS.

3.4 Operational Equipment

PT Buma Kumawa operates to the standards given in Section 5.1, and requires its sub-
contractors to operate to the same or equivalent standards. In order to ensure sub-contractor
compliance, PT Buma Kumawa undertakes to determine by audit that such standards have
been met. Such audits will be conducted no later than the mobilisation of any operation.
Audits will be conducted by PT Buma Kumawa or an independent company.

3.5 Emergency Response

PT Buma Kumawa will have effective emergency plans in place for foreseeable events which
may have a serious effect on all or part of any operation. PT Buma Kumawa will determine by
audit that adequate systems are in place.

In all cases full support will be available from the local PT Buma Kumawa management in the
operating area. The focal point for operational emergencies will be the Country Manager
and/or the HSE Manager who can involve any other personnel for assistance. This assistance
will be available on a 24 hour basis.

3.6 Audit and Review

The Executive Board of Director, General Manager for Operations or an HSE Advisor will be
available for audit and review procedures described elsewhere in this manual.

3.7 New Developments

Through the Change Management system described in Section 5.4, PT Buma Kumawa will
ensure that any personnel, equipment, documentation and training required for new
environments, equipment, procedures or techniques are fully provided for.

3.8 Competencies

Listed below are the competencies required of all personnel:

Key HSE Knowledge & Skills.

The following HSE knowledge and skills are required at the levels shown to ensure effective
functioning of the system.

1. Junior staff & labourers will

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  Know and understand the safe working procedures for their work and camp areas
 Recognise health, safety and environmental hazards
 Know how to use the incident reporting system
 Know how to initiate emergency plans by raising appropriate alarms and know what
actions they are required to undertake in emergencies.

2. Heads of operating Sections such as Recording Coordinator, Chief Mechanic will

As 1 above, plus:

 Know how to assess hazards using the risk matrix

 Know how to design safe working procedures using job hazard analysis (JHA)
techniques
 Train others in safe working and emergency procedures, hazard recognition and use
of the reporting system
 Audit places of work at section level and provide reports
 Organise HSE meetings at section level
 Understand the Remedial Action Plan system
 Be conversant with the Project HSEMS as it applies to their section
 Supervise safe working in their section
 Supervise safe work and small teams in crisis situations

3. Area Managers, Manager / Representative , Crew HSE Coordinator will

As 2 above, plus:

 Be able to audit at ship/project management level

 Be able to organise HSE meetings at crew and project level
 Know and understand the Project HSEMS and be able to implement and monitor it
throughout all phases of a project
 Be familiar with the corporate HSEMS
 Be able to manage crisis situations at project level

4. Corporate HSE Manager and PT Buma Kumawa HSE Coordinator will

 Be fully conversant with the corporate HSEMS and understand its implementation in
all company activities
 Be up to date with laws and regulations effecting their operations world-wide
 Audit at corporate management level
 Be able to identify corporate areas of weakness and set realistic objectives and
targets

5. General Manager of Operations will

 Be familiar with the corporate HSE-MS and its implementation in their sphere of
influence
 Be up to date with laws and regulations effecting the operations they control
 Be able to audit at project level

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6. Board of Director PT Buma Kumawa

 Be familiar with the corporate HSE-MS

 Be up to date with laws and regulations effecting corporate activities
 Be able to audit at project level

3.9 Training

3.9.1 Statement of HSE Training Standards

PT Buma Kumawa recognises HSE training as a crucial element of the HSE Management
System. All personnel will be trained according to the local regulations, OGP and contract
requirements.

The Corporate Safety Committee will review at least annually the HSE Training Plan. In
addition to local regulations and OGP guidelines it will be based on weaknesses observed in
the personnel performance, and regular refresher training.

The training schedule is formulated and implemented by the PT Buma Kumawa HSE Manager,
PT Buma Kumawa
HSE Coordinator and
Manual handling *
Hazard reporting *
Vehicle Drivers ****

** one per designated fire team

*** two per field crew
**** All vehicle drivers

3.9.2 Sub-contractor HSE Training

If PT Buma Kumawa will expect sub-contractor employees to be trained to the same standards
as its own. Additional training may be required for sub-contractor employees depending on
operational tasks and equipment. These may include but are not limited to:

Drivers Bulldozer operators Mechanic Maintenance Staff , etc.

3.9.3 Emergency Response Training

Emergency response instruction and exercises shall be carried out on every field crew and
premises. This Training shall include:

 Fire drills
 Medevac *
 Any other plans in place or following the Client Request .

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* Note: Medevac drill procedures will be carried out at least once at all locations. Where
possible outside companies such as aircraft providers, rescue services and hospitals should
be involved.

3.9.4 Crisis Management Training

PT Buma Kumawa recognises that an emergency may be avoided or the outcome reduced
only if a developing situation is competently managed.

Initially, the managers on site ( Representative, Section Heads), will be responsible for the
initial assessments and emergency response. In all cases full support will be available from the
local management.

Whether land or marine operations, the focal point for operational emergencies will be the Vice
President for Operations and/or the HSE Manager. who can involve any other personnel for
assistance. This assistance will be available on a 24 hour basis.

Principles of Crisis Management will be included in Safety Management training.

3.10 Medical

All personnel employed by or contracted to PT Buma Kumawa must undergo medical testing
according to the recognised industry standards or equivalent national standards.

3.11 Sub-contractors

A sub-contractor is defined as any company providing capital equipment, goods, services or

personnel which will be operated or administered by that company in the field as part of a PT
Buma Kumawa operation.

PT Buma Kumawa will require sub-contractors to demonstrate standards consistent with the
PT Buma Kumawa HSE-MS. PT Buma Kumawa recognises that sub-contractors may not have
a complete HSE-MS in place. If they do not have an HSE-MS, PT Buma Kumawa is willing to
assist them to comply.

Sub-contractors with an HSE-MS will be included in the Project Plan as part of the whole crew
plan.

3.12 Suppliers

A supplier is defined as any company providing capital equipment, goods, services or

personnel which will not be operated or administered by that company in the field but will be
controlled directly by PT Buma Kumawa.

Goods, services or personnel offered by suppliers will be checked by technical or other audit
on delivery to ensure compliance with specifications defined in tender or order documents.
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3.13 Communication

3.13.1 HSE Briefings

All employees and visitors will receive a HSE briefing at their first point of contact with any of
the company activities or facilities listed below. The briefing will be conducted by the person in
charge at the point of contact or their nominated representative, and is designed to provide
essential information for emergencies only.

 base facility:
alarms, fire, evacuation and muster plans.
 land transport (vehicle):
compulsory wearing of seat belts and load security.
 marine transport:
use of PPE and life saving equipment, alarms, fire, abandonment and muster plans.
 air transport (fixed-wing or helicopter):
compulsory wearing of seat belts, use of life saving equipment, fire, emergency exits,
entering and leaving the aircraft and landing zones.
 field crew:
location of life saving and fire equipment, alarms, fire and muster plans, escape routes

3.13.2 Orientations

All new personnel and visitors staying on any PT Buma Kumawa operation shall receive a full
HSE orientation. The orientation will be specific to the operation, but will include:

 Company HSE policy

 Company Drug & Alcohol policy
 Company HSE objectives
 Personal Protective Clothing and Equipment, and life saving equipment
 Alarms, musters and escape routes
 Action on discovering a fire or other emergency as appropriate
 Action on identifying a hazard
 A tour of the ship or base camp with emphasis on hazards, restrictions and living facilities
such as ablutions, laundry, etc.
 A briefing on routines, such as meal timings
 A briefing on rules for passengers in land, marine or air transport.
 Supervision on the crew/facility
 A briefing on the operation, including who is the client, where the activities is, and a
description of the work being done.

As a minimum, all visitors shall receive a briefing which includes the following :

 Company HSE policy

 Company Drug & Alcohol policy
 Personal Protective Clothing and Equipment, and life saving equipment
 Alarms, musters and escape routes
 Action on discovering a fire or other emergency as appropriate

A register recording who has been given a safety orientation is to be maintained on the
operation, and recipients are to sign that they have received the information.
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3.13.3 HSE Meetings
HSE meetings are a critical element in the HSE-MS. All personnel on an operation must be
included in meetings at some level.

The purpose of meetings is

 to review the company, ship or section safety situation,
 reinforce control of on-going risks,
 investigate incidents and communicate up and down the line management structure.

PT Buma Kumawa requires that HSE meetings take place as per the schedule below.

Extra meetings may be held at any time to address particular problems as they happen. Sub-
contractors who meet more often than the frequencies shown below should describe their
system in their safety documentation.

Corporate HSE Committee

Members: Project manager
HSE Manager and Advisors
Transport Superintendent
Key staff as available

Purpose: To review company performance.

To review open remedial action plan on all crews and facilities,and discuss close-
out problems.
To approve and implement changes to the HSE-MS

Frequency: Quarterly

Minutes: Report required.

Copies to: Members
Field crews (to be posted on all notice boards)
Base facilities (to be posted on all notice boards)
Operations HSE File (head office)

Field Crew HSE Committee

Members: Manager
HSE Officer
Section Heads
Medic (if carried)
Client Q.C. Representative
Area Manager, other managers when visiting

Purpose: To review the crew HSE situation

To review open remedial action plan and close-out problems.

Frequency: As a minimum once per month

Minutes: Report required.

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 Copies to: Members (client via Q.C. Representative)
Crew notice boards
HSE and Project Manager

Whole Crew Meetings

Members: Whole crew

Purpose: To maintain crew safety awareness, and discuss hazards now and in the future.

Frequency: Minimum monthly

Minutes: Report required.

Copies to: Contract HSE File

Section Meetings / Briefings

Members: Head of Section, all working in that section

Frequency: When necessary, or weekly if there are no Whole Crew Meetings

Purpose: At the start of operations, or to handover non-routine work situations where HSE
risks are above normal levels, or to discuss work problems and incidents as they
arise.

Minutes: Not Required.

Copies to: Monthly HSE summary - numbers as per Section only.

Other HSE Meetings

An HSE meeting at the start of the project shall be held for the whole crew. The meeting will be
held during mobilisation. An Operations Manager and, possibly the Client, will brief the crew
on specific risks and procedures for this project and reinforce key points from the planning
process.

Attendees: Project Manager, Manager, Section Heads, Client Representatives and specialists.

PT Buma Kumawa management will meet with the Client at any time at the Client’s request. PT
Buma Kumawa wishes to establish a system of pre- and post- contract safety planning
meetings with its clients and sub-contractors.

3.13.4 Routine Reporting

Daily Operations Report

Compiled by the Manager and sent to the Area Office and Project Manager, and will include
the following HSE matters for the period:
 Incidents/Accidents.
 Medium or high risk hazards identified.
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 Drills conducted.
 Safety meetings.
 Audits.

Monthly HSE Report

A monthly HSE Report is to be compiled by the Project Manager defined in the Crew HSE
Plan. The report should cover:
 Man hours worked (based on a 24 hour day per man)
 Number of incidents reported by OSHA classification
 Number of unsafe situations reported
 Number and type of drills conducted
 Number and type of safety meetings held
 Number and type of safety audits conducted
 Summaries of incidents, outcome categories & actions taken
 Summaries of unsafe situations reported
 Summary of training conducted
 Intentions for the next month

Attachments: Incident report forms

Safety meeting forms
Updated Remedial Action Plan
Monthly HSE Summary (Annex A.4)

Copies to: Party Chief

Client Q.C. Representative
Project Manager
HSE Section

3.13.5 Other Communication

Copies of the Crew HSE Plan, Project HSE Plan and Procedures Manuals must be held under
the control of the BK Manager
Copies of Crew HSE Plan and manuals for their work will be provided to each section of a field
crew. Each section should review hazards and procedures in their operation and make
suggestions for improvements.

PT Buma Kumawa Incident Bulletins shall be issued by the HSE Section and Project Manager
and distributed to field crews. Sub-contractor Bulletins will be distributed in the same way.

HSE information shall be publicised on crews by posting up on an HSE notice board and/or
posters on ships and shore facilities.

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3.14 Documentation

The documentation associated with the HSE-MS is designed to provide a description of the
system and to serve as a permanent record of the implementation and maintenance of that
system. The documentation improves the system by:

 demonstrating the existence of systems and practices;

 avoiding information being only with one person;
 sending information efficiently to where it is needed;
 helping awareness of responsibilities and the right way of doing the job;
 reducing learning time on new tasks and preventing the same errors;
 demonstrating that the systems and performance are working correctly by audit.

Table 3.14 on the next page lists the HSE-MS documentation, details of authors, who it should
be given to, maintenance and review.

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Table 3.14

8 Hazard Register HSE Manager 1 per crew HSE Manager Annual

9 Hazard & accident* reports All personnel Crew/site files Contract end &
* copy to HSE Manager
10 Audit reports Various Crew/site files Contract end

11 HSE reports & safety minutes Party Chief or Crew/site files n/a Contract end
Project Manager
12 Training Records Personnel Dept Personnel Dept. Personnel Manager Per project/
Copy at crew/site annually

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4 RISK MANAGEMENT

4.1 Definitions

Hazard is the potential of a situation or physical item to cause harm, including ill health or
injury, damage to property, plant, products or the environment, production losses or increased
liabilities.

Risk is a combination of the possible frequency that a hazard might become an accident
(probability) and the possible severity of the accident (consequences).

An unsafe situation (US) is a failure by personnel to follow procedures for safe working or to
observe controls which should be in place or a lack of such procedures or controls which
creates a situation which may cause injury, damage or other loss.

A near miss (NON) is an event or sequence of events which have no measurable result but
which may be significant in future operations because of the probability of recurrence or the
potential outcome.

A security problem (SEC) is a situation which could jeopardise the safety of an operation, its
equipment and its personnel.

An environmental disturbance (ENV) is any incident which has measurable impact or might
cause measurable impact on the environment or third parties.

A damage only accident (DAM) is any equipment failure or damage related to HSE.

4.2 The Risk Management System

Effective risk management is the most important part of the PT Buma Kumawa HSE-MS. The
company Risk Management System is based on five processes:

Identification of hazards
Analysis of risks
Control of risks
Remedial Action Point List
Recovery from system failures (accidents)

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4.3 Identification of hazards

The hazard identification process is continuous. At the planning stage of any operation, best
efforts are made to identify hazards that may effect that operation because of the local
environment or the equipment and techniques in use. The process is then continuous to
identify new hazards as mobilisation, start-up and production proceed. Hazards may be
identified through:

 scouting and client information;

 previous experience in the area, including that of third parties;
 general observation and safety awareness;
 HSE audits;
 accident/incident investigations;
 drills & exercises;
 safety meetings.

Action to be taken by individuals on identifying a hazard is:

1 Eliminate or control the hazard immediately

or
2 Isolate the hazard to prevent an accident, and
Report the hazard using the standard form

Note that all hazards are to be reported, including those eliminated or controlled immediately.
Collection and collation of reports will be defined in the Crew HSE Plan. Note that any situation
where an equipment incident (DAM) could cause injury or other significant loss under different
circumstances should first be reported as a near miss (NON).

4.4 Analysis of Risk

Every reported hazard is analysed to decide how serious it is, and this is done by using the PT
Buma Kumawa Risk Matrix, based on the knowledge and experience of the person/s
conducting the analysis. The Risk Matrix is Annex A.7.

The Risk Matrix is used for analysis of probability of occurrence (frequency) and severity of
consequence or potential consequence, producing a rating as a code, such as A1, B3, D2.
The code is then classified into three risk groups; low, medium or high risk. The level of risk is
indicative of how much effort and urgency must be put in to controlling the problem. You should
try to lower ALL risk levels.

4.5 Control of risks

Any hazard and its associated risk is controlled by either reducing probability of occurrence or
by reducing the effects. This may be achieved by one or more of the following steps:

Eliminate: remove the hazard entirely.

Substitute: replace a hazardous technique, procedure or equipment with another which will
do the same job at a lower risk level.

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Reduce: reduce the quantity of the hazardous item or the number of people exposed to
the hazard or the time people are exposed to the hazard.
Isolate: physically separate the hazard from personnel, equipment or the environment
using mechanical guards, walls or distance.
Control: Use safe work procedures.
Protect: use personal protective equipment and clothing (PPE & C).

Note that these measures are listed from most effective (eliminate) to least effective (protect).
Efforts should be made to use the most effective possible measures to achieve results, and
several measures may be for each situation.

Once the control measures have been designed, the hazard can be re-analysed on the risk
matrix to ensure that risk has been reduced to acceptable levels. Implementation of the control
measures should be examined by the audit system (Section 7.2).

4.6 Remedial Action Plan

The risk and the control measures are recorded in the Remedial Action Plan (RAP), which
tracks hazards remaining in an uncontrolled condition as Action Points (APs). For each AP, the
following are defined:

 description of the hazard;

 action plan to control the hazard;
 person/s responsible for implementing the control measures;
 time limit on completing the control measures;
 the status of the AP (open or closed)
 verification of closure of APs

The person in charge of the Section which has APs to complete must ensure the work has
been done, and it is then verified by audit.

The Remedial Action Plan will be held and maintained by the Party Chief or HSE Advisor and
Project Manager.

Action Points may arise from many sources, including scouting, hazard reports, audits,
meetings and accident investigations. It is recommended that all are maintained in Microsoft
Excel as shown below.
REMEDIAL ACTION PLAN

Crew/premises:
Responsible
Serial Date Action to be completed Party Deadline Status

4.7 The Hazard Register

PT Buma Kumawa will maintain a Hazard Register for use on all crews. Hazards identified by
any means and considered significant or major as defined in the OGP Guidelines will be
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documented. This Register is available to project planners to assist them in identifying the
major hazards which apply to a particular situation for inclusion in HSE Plans and the
application of appropriate control measures.

Each hazard will be documented on a Hazard Sheet as shown at Annex A.6. A guide to
completing the form is included.

The company register is maintained by the HSE Manager.

4.8 Recovery from system failures (accidents)

Where required, written contingency plans are prepared to recover from the effects of any
foreseen situation and return to normal work. These will include:

 Damage limitation plans.

 Confirmation that any situation is over and/or under complete control.
 Replacement of damaged equipment.
 Replenishment of consumables, such as fire fighting equipment, first aid supplies.
 Testing of systems for safe operation.
 Re-training of personnel.

5 PLANNING

5.1 Standards

PT Buma Kumawa conducts its operations in line with the following standards and
guidelines:

 OGP Guidelines for the Development and Application of Health, Safety and
Environmental Management Systems, Report N° 6.36/210, July 1994.
 OGP Guidelines for the Development of Crew HSEMS
 OGP Health, Safety and Environmental Schedules for Land Geophysical Operations,
Report xxxxxx, July 1994.
 IAGC Land Geophysical Operations Safety Manual, Eighth Edition.
 IAGC Marine Geophysical Operations Safety Manual, Eighth Edition
 OGP Aircraft Management Guide, Report 6.31/191.
 OGP Guidelines for Auditing Geophysical Operations
 Local regulations in home country and country of operations

NOTE: OGP is the organisation formerly known as E & P Forum

5.2 Planning

The first stage in the planning process for any contract is the identification and definition of all
the activities which will make up the operation. These will be listed in the General Planning
Register for each contract. The Register is designed to ensure that all parts of the survey
process which may have an impact on HSE matters are carefully considered in survey
planning.

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A generic Planning Register is shown over leaf, which shows the activities that will be
considered by PT Buma Kumawa when planning any project. The Register must be reviewed
for each survey to ensure that any activities not included here are identified and added and
that activities not involved are removed. There are times, because of PT Buma Kumawa’s
method of operating, many of these activities are the responsibility of sub-contractors, and
sub-contractors will be responsible for detailed planning and risk management of such
activities. PT Buma Kumawa will include the responsibility for action in tender documents in
Column iv. of the register.

Annex B reproduces the OGP Checklist for a Project HSE Plan. This Planning Register will be
used during the design of the Project HSE Plan.

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General Planning Register (including HSE)
i Type ii. Key word iii. Activity iv. Responsible (Person (Job Title)
A. Pre-Tender 1. Prelim. Site Investigation 1.1 Assess feasibility
A. Pre Tender 1. Prelim. Site Investigation 1.2 Define preferred method
A. Pre-Tender 1. Prelim. Site Investigation 1.3 Identify HSE restrictions &
hazards

B. Tender 1. Detailed Site Investigation 1.1 Confirm site/method

compatibility
B. Tender 1. Detailed Site Investigation 1.2 Cost bid elements
B. Tender 2. HSE-MS activity 2.1 Prepare Contract HSE
Plan
B. Tender 2. HSE-MS activity 2.1 Assist in Interface document

C. Planning 1. Schedule Operations. 1.1 Create countdown plan

C. Planning 2. Equipment Design 2.1 Prepare specs & monitor
construction
C. Planning 3. Resource Planning 3.1 Select sub-contractors
C. Planning 3. Resource Planning 3.2 Define HSE resources
C. Planning 3. Resource Planning 3.3 List equipment
C. Planning 3. Resource Planning 3.4 Select personnel
C. Planning 4. Refine HSE plan 4.1 Define training plan
C. Planning 4. Refine HSE plan 4.2 Order HSE equipment
C. Planning 5. Site investigations 5.1 Identify & assess local
emergency facilities
C. Planning 5. Site investigations 5.2 Obtain & assess rules/
regulations/licenses
C. Planning 5. Site investigations 5.3 Secure base/workshop
i. Type ii. Key word iii. Activity iv. Responsible party
C. Planning 6. Daily planning 6.1 Ops/hazards/environmental plans

D. Mobilisation 1. Personnel & Equipment 1.1 Mobilise personnel

D. Mobilisation 1. Personnel & Equipment 1.2 Mobilise equipment

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D. Mobilisation 2. Pre-start up tests 2.1 Equipment testing
D. Mobilisation 3. HSE Plan implementation 3.1 HSE training
D. Mobilisation 3. HSE Plan implementation 3.2 Pre-start up safety meeting

E. Camps 1. Siting 1.1 Siting with regard to HSE

E. Camps 2. Layout 2.1 Layout of camp elements with
regard to HSE
E. Camps 3. Hygiene 3.1 Drainage of sewage and grey
water
E. Camps 3. Hygiene 3.2 Supply and testing of
sufficient potable water
E. Camps 3. Hygiene 3.3 Supply, storage and preparation
of sufficient food
E. Camps 4. Power 4.1 Provision of sufficient, safe, clean
electrical power
E. Camps 5. Fire 5.1 Fire precautions
E. Camps 5. Fire 5.2 Fire fighting equipment

F. Transport 1. General 1.1 Sufficient appropriate transport

F. Transport 1. General 1.2 Fitted safety equipment
F. Transport 2. Personnel 2.1 Sufficient trained drivers
F. Transport 3. Maintenance 3.1 Provision of appropriate workshops,
consumables and spares

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5.3 Safe Working Procedures

Written procedures or standards will be prepared for any activities where the absence of such
procedures and standards could result in not following HSE policy, the law or the contract.

Safe Working Procedures will be based on the following four aspects of job safety:

 Safe Place: the work site will be designed or controls put in place to ensure that the working
environment provides no significant risk to personnel, property or the environment.
 Safe Equipment: all equipment for any job, including tools, machinery and protective
equipment will be specified or designed to ensure that it poses no significant risk to
personnel, property or the environment. All equipment will comply to legislative standards of
conformity and test.
 Safe Procedure: a procedure will be designed for any to facilitate safe use of the equipment
at the work site to complete tasks with no significant risk to personnel, property or the
environment. Design of a procedure will be based on step-by-step analysis of the tasks
involved (Job Safety Analysis), identification of associated hazards and elimination of control
of those hazards. Procedures should allow for work in ideal conditions and where
aggravating factors may come into play, e.g. adverse weather.
 Trained Personnel: suitable job-specific, safety skills and supervision training will be
provided to personnel involved in the activity so they are able to use the procedure and
equipment at the worksite with no significant risk to personnel, property or the environment.

Safe Working Procedures will be documented in the PT Buma Kumawa Safe Working
Procedures Manuals, and will be available to sub-contractors. They will use industry Codes of
Safe Working Practice, the IAGC Land and Marine Geophysical Operations Safety Manuals and
any laws of the country.

5.4 Management of Change

PT Buma Kumawa recognises that any changes to work routines may give rise to increased
risk, and need careful control. Changes in operations, procedures, equipment, facilities, permits,
laws or personnel must be evaluated and managed to ensure that HSE risks arising from these
changes remain at an acceptable level. It is essential that process and procedures for
managing change are applied to ensure HSE standards and requirements are not
compromised by the change.

5.4.1 Identification of change

Changes may be because of the introduction of new

 hazards
 procedures
 operations
 personnel
 plant & equipment
 processes
 environments
 legislation

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 costs
 schedules

5.4.2 Evaluation of risks

Any changes will be assessed using the Risk Matrix at Annex A.7 and the process described in
section 4.4. For field projects, the evaluation must be undertaken by the crew HSE Committee.
Approval may be required, as per the Matrix provided for guidance at Annex A.8.

The committee should classify change in terms of:

Permanent - intended to stay in place indefinitely

Temporary - intended to be in place for a specified time only
Urgent - a change which must be made promptly to take advantage of a limited opportunity
Emergency - a change which must be undertaken urgently to avoid, control or reduce the effect
of an incident

The risks involved in returning to original conditions in any temporary change must be
considered.

The amount of evaluation given to a particular change should be affected by and consistent with
the level of risk exposure. The evaluation should address the following as applicable:

 HSE impact of the change

 Technical basis for the change.
 Impact on existing critical safety items, devices or requirements for new ones.
 Impact on existing documentation such as contract, procedures, manuals, risk assessments,
project plans, technical data or other documentation.
 Training requirements.
 Special precautions required to maintain safe operations during implementation of the
change.
 Mitigation measures that will lower the risks associated with the change.

Representatives of all parties effected by the change should be involved at some time in the
evaluation of the change.

Two of the methods commonly used to evaluate change are:

 Risk Assessment
 Job Safety Analysis

5.4.3 Implementation

Care must be taken during the implementation of change. Special procedures may be required
during the transition period. Meetings and briefings must be organised to ensure changes are
effectively communicated at all levels.

The implementation of the process includes:

 Planning for the implementation of the change by the affected work group, section and line
management.
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 Communication of the change to all work groups effected.
 Implementation of any special precautionary measures or mitigation measures.
 Performing any special training identified as necessary for implementation of the change.
 Getting any additional permits, or filing any additional documents due to change in laws, or
permit requirements.
 Changing and distributing any documents, procedures, policies effected by the change.
Procedure for controlled documents needs to be followed with record of revision numbers,
etc.
 Meetings such as committee, safety, daily and toolbox meetings can be used to aid
implementation and writing down the change.

Changes are to be written using the CM Record form at Annex A.9.

5.4.4 “Close-out”

“Close-out” is to ensure the change has been carried out and lessons learned from the change.
This includes:

 Verification that all affected parties have been informed.

 Verification that all precautions, risk reduction and training have been implemented
according to plan.
 Verification that any additional permits are in place.
 Verification that all writing down of the change has been completed, necessary procedures,
policies have been modified and reviewed according to the procedure.
 For temporary change, that the duration of change is clearly stated and obeyed. When the
time limit has been reached, the change must be returned to normal or approval should be
obtained for extension of the change.
 Lessons learned from the change communicated to appropriate line management in
affected parties.

Each change should be written down and should be kept on file for the appropriate period and a
register of changes maintained.

5.4.5 CM Matrix.

Guidance on when the CM process is required is provided in the CM Matrix at Annex A.8.

5.5 Contingency and Emergency Planning

The risk management process may identify situations which are considered as having the
potential to become emergencies, where life may be endangered or the whole crew or vessel is
placed in danger. Because of the nature of seismic acquisition operations, PT Buma Kumawa
requires that emergency plans were prepared for every contract for the following possible
situations:

 Fire on any crew, premises or work site.

 Abandonment of any crew, premises or work site.
 Evacuation of injured or ill personnel (medevac).

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Individual projects may require further emergency plans depending on local conditions. These
may be for natural hazards, civil unrest, war or other risks. Responsibility for the design of
emergency plans will be allocated by the Project Manager.

Emergency plans will be based on one or more of the following aims, in order of importance:

 Save human life

 Move to a place of safety
 Save assets - (without endangering personnel)
 Protect the environment - (without endangering personnel)

5.5.1 Emergency Planning Process

Planning for emergencies will be split into three phases:

Phase 1: Assessment.

 Risk: what may go wrong

 Prevention: what can be done to avoid or reduce probabilities
 Scouting: reconnaissance of ground, facilities and agencies which may be
helpful with both prevention and reducing the danger.

Phase 2: Damage Limitation.

Detail design of the plan to fulfil the four objectives. This is the same technique as used in
procedure design, with Job Safety Analysis and hazard management. Plans will consider:

 Environment: terrain, infrastructure

 Situation: detailed description of what may happen
 Personnel: who is effected by the emergency, and who is available to help
 Assets: equipment/resources available for use
 Objectives: clearly define for the particular situation, e.g. move from x to y.
 Execution: step by step plan of events & actions; alternatives
3
 C: Command: who is in overall control, subordinate structure
Control: of the plan be controlled, including timings and reporting.
Communication: locally and to base/support agencies, for both
gathering & disseminating information regarding the situation
and for effecting command & control.
Logistics: what is required to support the plan in the way of food, water, fuel, spares,
fire fighting, survival, medical, etc. Also documentation such as passports,
Possibly make a special store of supplies aside beforehand.

Plans are best presented in a flow chart format, with additional information as needed. Once
completed, an emergency plan should be tested as far as is possible to identify possible
problems, and then changed as required. Once completed, it should be regularly practised. All
personnel should fully understand what is required of them, and be trained in their tasks. All
equipment involved should be checked for readiness regularly. Lines of communication should
also be tested regularly. Plans should be prominently posted at work sites, as a minimum, on
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the bridge and in the instrument room also in the Party Chief’s office, the radio room and the
crew HSE notice board on land crews. The details will also be contained within the Project HSE
Plan.

Phase 3: Recovery.

Finally, a plan will be designed for returning to normal work following an emergency. This may
include:
 confirmation that the emergency is completely over
 salvage & repair
 replacement of used supplies (fire fighting, medical, fuel, etc)
 longer term medical treatment, replacement personnel, training
 testing systems for normal, safe operation

5.5.2 Crisis Management

Crisis management procedures will be designed into the Procedures Manual, based on four
phases of crisis development.

Crisis Phase Comment Management Task Comment

IDENTIFIED Symptoms usually AVERT Avoid the crisis or
AND but not always initiate plans early
DEVELOPING present
ACUTE Crisis event ESTABLISH CONTROL Minimise losses

CHRONIC Main event over MAINTAIN CONTROL Prevent further loss

but risk levels
above normal
RESOLUTION Risk at normal RETURN TO WORK Manage a safe return
levels to work

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6 IMPLEMENTATION AND MONITORING

6.1 The Crew HSE Plan

The Corporate HSE-MS is put into effect in field operations through the Crew HSE Plan. The
purpose of the Crew HSE Plan is to ensure the effective working of the HSE Management
System at a site specific level. It also provides a simple, methodical and auditable reference
document containing all information relevant to the protection of people, the environment and
assets. It serves as a method of assessing the risk to the operation.

It is used to demonstrate that:

 PT Buma Kumawa have an effective HSE management system;

 all major hazards, effects and potential risks for the operation have been identified,
assessed and controlled, and recovery measures are in place;
 risks have been evaluated, and measures taken to reduce risk to a level that is “As Low As
Reasonably Practicable” (ALARP);
 systems are in place for identifying and controlling new risks;
 systems are in place for monitoring and measuring performance.

Content:

The Crew HSE Plan contains as follows:

Section 1. Introduction
I. Outline of HSE Plan.
II. Reference Standards, Statutory Compliance and other documents.
III. Project Management description, organisation and resources.
IV. HSE Plan review frequency and responsibilities.

Section 2. Description of the Facilities and Operations

Section 3. Description of the operational HSE-MS

I. Management Leadership and Commitment.
II. HSE and Drug & Alcohol Policy and HSE Objectives.
III. Organisation, Resources and Documentation.
IV. Hazards and Environmental Effects Management.
V. Planning and Procedures.
VI. Implementation.
VII. Audits and Reviews

Section 4. Register of Major Hazards

Section 5. Remedial Action Plan
Section 6. Statement of Fitness

6.2 Project HSE Plan

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The linking document between the client and sub-contractor’s HSE Management System is the
Project HSE Plan and is project specific.

The Project HSE Plan contains as follows:

Section 1. Introduction

Section 2. Description of the Project

Section 3. Project HSE Management System Interfaces

Section 4. Contingency and Emergency Response Plans.

Appendices:
List of all contact numbers, radio frequencies, call signs, etc.
Route maps (with travel times)

6.3 Work Place Hazard Management Plan

Each crew will have procedures manuals for all Sections, describing routine activities,
maintenance and work and the associated hazards and controls. Activities on field crews may
include:

Camp hygiene, Food hygiene

Workshops, Fuel storage and handling
transport, handling and use
Transport management

6.4 Monitoring

PT Buma Kumawa will maintain procedures for monitoring relevant aspects of HSE
performance. Data will be gathered by each project and reported in the monthly HSE
Performance Summary (see Appendix A.4). These results will be collected and collated by the
HSE Department for presentation at the Quarterly Corporate HSE Committee.

To achieve this, performance indicators must first be defined with the aim of discovering how
effective the HSE-MS is in meeting the given objectives. Firstly, corporate indicators and targets
are listed below. Targets may be either a quantity or a date.

Indicator Definition Target

Man hours worked Hours worked on field acquisition no target

operations by PT Buma Kumawa
operations including sub-contractor
personnel and client QC reps
(24 hour days), and hours worked by
PT Buma Kumawa administrative, office
and support personnel (10 hour days)

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Pro-active Indicators
Safe Working Procedures (SWP) Manual for each crew or facility

Management HSE reviews Review of field and HSE-MS

performance at year ending

Training HSE Management training for

All key personnel 100%
Fire Fighting and First Aid for
all personnel on operations 100%

Reactive Indicators
Fatal Accident Frequency (FAF) Fatalities per 100 million man hours zero

Lost Time Injury Frequency (LTIF) LTIs per million man hours zero

Total Recordable Incident

Frequency (TRIF) TRIs per million man hours minimise;
establish data
for future
operations

Other losses FAC, SEC or DAM minimise;

establish data
for future
operations

Environmental damage Any incident having measurable zero

impact on the environment

Long term health hazards Hazards which may cause zero

occupational illness through
continued exposure.

All of these indicators will be recorded in post-contract and annual HSE reports.

Performance indicators for field activities may include all or some listed below. Those to be used
and associated targets will be defined in individual Interface Project Plans.

Pro-active indicators

Number of emergency drills

Number of HSE inspections/audits by crew
Number of external/in-house HSE audits
Number of whole crew HSE meetings
Number of HSE Committee meetings
Number of on board Section meetings

Percentage of Action Points done

Percentage of training targets met

Page 40 of 68
Reactive indicators

Number of Fatalities
Number of Lost Time Injuries - LTI
Number of Restricted Work Cases - RWC
Number of Medical Treatment Cases - MTC
Number of First Aid Cases - FAC
Number of Damage Incidents
Number of Non (Near Misses)
Number of Security Problems
Number of Environmental Disturbances
Number of UnsafeSituations

Other indicators may be set up for a particular survey, depending on circumstances or at the
client’s request to link with their HSE-MS.

Any of the above indicators used on a particular contract will be recorded in the monthly HSE
report (Section 4.11). Performance Monitoring will be updated monthly to give a picture of
crew/premises performance.

6.5 Records

Records provide evidence of the on-going operation of the HSE-MS. Specific requirements are
detailed in the relevant sections of this document. Table 6.5 provides a complete list of records
to be maintained, their contents and location and the time of storage.

Table 6.5 - Records

Page 41 of 68
Record Contains Location Maintained by Storage period
Corporate HSE-MS Corporate HSE-MS Head Office HSE Manager Continuous
Crew HSE Plan Crew HSE Plan 1 at crew Party Chief/ Continuous
1 at Head Office Area Manager or 3 years
1 per client
Project HSE Plan Project HSE Plan 1 at crew Party Chief/
1 at Head Office Area Manager 3 years
1 per client
Project HSE File Monthly HSE reports 1 at crew Party Chief/ 3 years
CM forms 1 at Head Office Area Manager
Performance Matrix HSE Manager
Safety audit reports
HSE meeting minutes
D&A test results
Closed Action Items*
Hazard reports
Accident reports
Hazard Register Hazard Register 1 at Head Office HSE Manager Continuous
1 at crew
Training File Training matrix 1 at crew Personnel Manager Continuous
Training certs (copies) 1 at Head Office
Medical certs
Equipment SWL, pressure tests, 1 at crew Party Chief/ Continuous
etc. Area Manager
Certificate file 1 at Head Office HSE Manager
Remedial Action Plan Record of Action Items 1 at crew Party Chief/ Re-start each
Area Manager
1 at Head Office HSE Manager project*
Permit to Work Closed work permits 1 at crew Party Chief/ 1 year
Area Manager

Page 42 of 68
6.6 Non-compliance and corrective action

Incidents of non-compliance with the HSE-MS may be sudden or temporary, or may persist for a
long period. Non-compliance may occur within the company or with sub-contractors. They may
result from deficiencies or failures in the HSE-MS itself, or in plant or equipment, or from human
error.

Identification, recording and solution of instances of non-compliance may be achieved through

the Remedial Action Plan. This allows for assessment, a plan to resolve the matter, identification
of persons responsible and a time frame for solution, and verification of closure of the item.

6.7 Reporting and Investigation of Accidents, Near-Misses and Unsafe Situations

6.7.1 Definitions:

Accident: an unplanned or unforeseen event which has measurable detrimental

consequences.

Near-Miss: an event with no consequence, but which may have serious consequences in
different circumstances.

Unsafe Situation: any situation which exposes any personnel, assets or the environment to
risk.

6.7.2 Classification

Accidents are classified by PT Buma Kumawa according to a modified OGP system as follows:

LTI: Lost Time Injury; any outcome classified as Fatality (FAT), Permanent Total Disability
(PTD), Permanent Partial Disability (PPD) or Lost Working Day; unfit for work for 24 hrs
or more (LWC).
RWC: Restricted Work Case; unable to return to normal work after 24 hrs, but able to work in
some useful capacity.
MTC: Medical Treatment Case; needs medical/paramedic care, but fit for work.
FAC: First Aid Case; minor injury requiring first aid treatment, and fit for work.
DAM: Damage accident.
ENV: Environmental incident

6.7.3 Reporting

Incidents must be reported as follows

Severity To Method
Fatalities PT Buma Kumawa Director Telephone, email or by other
And Project Manager fastest way immediately

Lost Time Injuries PT Buma Kumawa Operations Within 24 hours

Page 43 of 68
 Operation Manager

6.7.4 Investigating

PT Buma Kumawa will investigate all reportable incidents and hazards. Investigations are to be
conducted using the Report Form at Annex A.5. The Matrix to determine Incident Potential is
contained within Annex A.7.

All other Unsafe Situations will be reported using the Report Form at Annex A.1 and reported
internally.

The most important reason for conducting an investigation is to prevent recurrence of

the accident or incident concerned. The investigation will also provide an accurate record for
company or insurance use, for compiling statistics and for regulatory compliance where
applicable.

The Incident Report Form leads the investigation team through the steps involved, and it is
especially important to identify all of the causes before attempting to make recommendations to
prevent recurrence. Investigators should identify:

Direct Causes: the event which made the accident happen; and all the hazards, unsafe
acts and deficiencies present at the work site which contributed to the
outcome or which may contribute of potential outcome.

Indirect Causes: management failures which allowed the hazards, unsafe acts and
deficiencies to occur.

Root Causes: corporate failures or deficiencies in the implementation or design or

funding of the HSE-MS, or the failures or deficiencies of any other party
involved in the contract, or design, specifications or quality of equipment or
systems.

It is important to identify all possible causes by considering all possible sources, but it is not
important to classify the causes correctly according to the above protocol (which is subjective).

The speed of reporting situations and events and the levels of investigation necessary will be
defined within the Crew HSE Plan and Project HSE Plan (but see s.6.7.3 above). This will
depend on the risk potential and, in some cases, client criteria.

The size and composition of the investigating team will depend on the potential outcome. Any
accident classification of LTI or higher must include the Captain and Party Manager on the team.
PT Buma Kumawa or sub-contractor management or the client may join the team where they
feel it is appropriate to do so. Internal investigations may be conducted in parallel with external
investigation by government authorities. PT Buma Kumawa will provide full support of any such
external investigations, and will require similar support from its sub-contractors. The PT Buma
Kumawa report form is required for all reportable incidents.

Reports should be widely distributed. The HSE Manager will issue HSE Bulletins periodically,
which will include significant accidents and risks. Recommendations from accident
investigations will be processed via the Remedial Action Plan system.

Page 44 of 68
7 AUDIT AND REVIEW

7.1 Purpose and definitions

HSE audits are a positive process designed to:

 Check that the HSE-MS and Crew HSE Plans are working by comparing what is in the
documents with what is happening on the project.
 Assist projects with the implementation of the HSE-MS and Crew HSE Plan with the aim of
enhancing operations safety.
 Consider whether the HSE-MS and Crew HSE Plan and any other standards are adequate
for the operation/s being undertaken.

PT Buma Kumawa does not recognise any value in un-announced audits, and undertakes to
inform its sub-contractors well in advance of forthcoming audit activity. Any other audits
occurring should be organised the same way.

Definitions:

Audit:
An independent examination of the whole HSE system to assess how it has been used over a
period, and so to make sure it has operated as intended. A formal audit report is produced.

Inspection:
Examination of a particular part of the system through the completion of a Check-List.

Unsafe Situations Auditing:

Integrated in audits, inspections and on-the-job activity, the unsafe situations are reported
internally on the site/installation on the form in Annex A.1 and are used to improve job hazard
analyses.

7.2 Audit Activity

HSE auditing will occur on PT Buma Kumawa crews and facilities as described below.

Audit Type Conducted By Crews Frequency

HSE or Technical Client As desired by client As Notified

PT Buma Kumawa Management External Auditor/ Full HSE audit

Audit Type Conducted By Crews Frequency

HSE start up PT Buma Kumawa Corporate Once

HSE continuing PT Buma Kumawa Corporate Annual

HSE internal-audit Master, PC or report*** 1 month

Page 45 of 68
 Safety Officer

HSE cross-audit** Heads of Sections report*** 1 month

* Includes all crews and premises.

** To audit a Section other that his/her own.
*** Checklists to be developed by PT Buma Kumawa & sub-contractors as appropriate. They
should concentrate on on-going hazard controls, emergency systems and testing, and
open RAPs.

7.3 Review Activity

Document or System Review Team Frequency Output

HSE Policies Director & 1 year Revised policy
HSE Manager
HSE Objectives & Director & 1 year Statistics
Performance HSE Manager Revised objectives
HSE-MS Manual Director 1 year Revised manual
& HSE Manager
SWP Manual Sub-contractors 1 year Revised manual
& HSE Manager
Crew HSE Plan Opr.Mgr & HSE Mgr Start up, or Revised content
& Party Chief 1 year
Project HSE Plan Client, Project start each Revised content
& Hazard Register & HSE Managers contract

Client and management Ops. Manager every audit Remedial Plan

audit reports & HSE Manager
Self- & cross-audit Crew HSE Committee meetings Remedial Plan
reports & HSE Advisor
Hazard/Incident reports Crew HSE Committee meetings Remedial Plan
& HSE Advisor*
Inustry standards HSE Manager 6 months Revised HSE-
MS & other
docs.
Legal requirements Legal Manager 6 months Revised HSE-
MS & other
docs.
* medium and high risk reports only

Note that the frequencies quoted above are a minimum; reviews may be required more
frequently than indicated as part of management of change. Minutes are to be kept of all review
meetings, and held in the Operations or Contract HSE Files.

Page 46 of 68
 ANNEX A

HSE-MS FORMS

A.1 Hazard/Non-recordable Incident Report

A.2 Safety Drill and Whole Crew Safety Meeting Report
A.3 Toolbox Meeting Form
A.4 Monthly HSE Performance Summary
A.5 Accident Report – Recordable Incident Form
A.6 Hazard Register Sheet
A.7 Risk Matrix
A.8 Change Management Matrix
A.9 Change Management Record

Page 47 of 68
 Annex A.1 to HSEMS Manual
HAZARD/NON-RECORDABLE INCIDENT REPORT
Date: Author:
Type: NON DAM ENV SEC FAC

Analysis before controls: probability outcome Risk: L

M
H
CIRCUMSTANCES:

FAILURES:

Equipment:

Human:

OUTCOME (or potential outcome):

PREVENTION:

Analysis after controls: probability outcome Risk: L

M
H

Page 48 of 68
 Annex A.2 to HSEMS Manual
SAFETY DRILL AND
WHOLE CREW SAFETY MEETING REPORT
Date: Crew/premises:

Time:

Type of meeting: Drill debrief: If drill, type: fire medevac other

Other:

For drills, provide details of scenario, alarm and reaction times, success of the drill, debrief points
For other, enter topic/s and discussion.

Author:

Sign: Name: Position:

Page 49 of 68
 Annex A.3 to HSEMS Manual
TOOLBOX MEETING FORM
Department: Month:

Date Topic Attended

Signed by Department Head: Name:

Page 50 of 68
 Annex A.4 to HSEMS Manual
Monthly HSE Performance Summary

Crew/premises: Month:
Manpower*:
Manhours for month:

Number this month

Target
Indicator:
Reactive:
FAT
PTD
PPD
LWC
RWC
MTC
FAC
NON
DAM
ENV
SEC
TOTAL LTI
TOTAL DAYS LOST
TOTAL RI
Proactive
Hazard reports
Toolbox meetings
Toolbox meetings per shift
Department meetings
Department meetings per department
Committee meetings
Cross audits
Cross audits per section
Emergency drills

Page 51 of 68
 Annex A.5 to HSEMS Manual
Page 1 of 2
ACCIDENT REPORT - RECORDABLE INCIDENT
CREW/PREMISES: ANALYSIS

PROJECT: Outcome:

DATE OF ACCIDENT: / / Probability of recurrence

TIME OF ACCIDENT: GMT LOCAL: before controls:

CREW LOCATION: Lat: Long: Risk: H M L

Location name: place ctry

DEPARTMENT WHERE ACCIDENT OCCURRED:

SUPERVISOR AT WORKPLACE:
INJURY CLASS: FAT PTD PPD LWC RWC MTC other
*indicate all losses

Injuries**
Name Position Injuries Lost days

** or potential injuries if NON

Total lost days:
Damage***

*** or potential if NON

Estimated total damage costs:
Description of Accident:

Page 52 of 68
 Annex A.5 to HSEMS Manual
Page 2 of 2
Causal Chain
Direct causes Indirect Causes Root Causes

Corrective Action Plan

Investigating Team: Investigation Details:

PARTY CHIEF: Dates; from: To:

LOCAL HSEA: Conducted at:

DEPARTMENT HEAD: Signed:
OTHER: PARTY CHIEF:

LOCAL HSEA:

DATE:

Page 53 of 68
 Radio Log for Incident / Accident Report
Date:
Time :
Type of Emergency : Accident Illness Security Environment 
Other 

Detail of possible information

Name and crew of caller :

What Happened :

Number of person involved :

Who it Happened : Name: Age: Crew:

Name: Age: Crew:

Name: Age: Crew:

Condition of injured persons : ( if

accident ) Consciousnes :
Pulsel:
Respiration :
Any Bleeding:
Is the doctor required : Yes : No :

How it happened : ( Briefly )

Can you stanby : Yes : No :

Any other information :

Guide to completing the Hazard Sheet

1. Enter the Register Index Number and the date the hazard was first introduced into the
register.

Page 54 of 68
2. Tick the relevant boxes for hazard Group and Operating Environment.

3. Enter the description of the hazard, and the circumstances in which it may occur.

4. Enter any aggravating factors which may make any situation described in step 3 worse;
this may include darkness, reduces visibility, weather, etc.

5. Assess the hazard for risk level (using Annex C9) before controls are in place and enter
the results in the box (for example, A5).

6. Enter all of the controls which should be applied to control the hazard and the person/s
responsible for the implementation and maintenance of those controls.

7. Re-assess the hazard after the controls are in place and check the relevant box; the risk
should have reduced from step 5.

8. Summarise the recovery measures to be taken if the hazard becomes an accident, and
point to any emergency plans which may be in place for such an event.

9. Enter any references from the HSE Plans or Procedures Manuals.

Page 55 of 68
 Annex A.7 to HSEMS Manual

Risk Matrix
OUTCOME PROBABILITY

1 2 3 4 5
Possible
Unheard of in Possibility of Common;
Unlikely on single event
Human Damage* this type of multiple weekly or
this project on this
operation events daily events
project

A Insignificant Insignificant

B Minor Minor

C Major Local

D Single Fatality Regional

E Multiple Fatality Catastrophe

LOW RISK, manage through procedures

MEDIUM RISK, requires constant management

HIGH RISK, intolerable

* Damage includes damage to assets, third parties, the environment and the company's reputation

Page 56 of 68
 PT BUMA KUMAWA

Annex A.8 to HSEMS Manual

CHANGE MANAGEMENT MATRIX

This is a guide only. The deciding factor is whether additional hazards have been created with their own risk or whether existing risks have
been increased. The size of risk dictates fullness of the change procedure and the level of approval required. This guide Matrix should be
updated at the start of projects to identify types of changes expected.

RequiredWritten Change Doc.

Client Approval
Risk Assessment

Sub-contractor Approval
Implementation
Requirements
Change Category Specific Change

Level
1. Use of fly camps. Y 1,3,4 Y PM Y
2. Change in security practises or guidelines. Y 1,3 Y PM Y
3. Change to night time or 24 hr operations. Y 1,2,3 Y PM Y
4. Change in survey or hazard maps Y 1,2,3 Y PM/ OPR Y
5. Change in operating environment, climate, terrain, etc. Y 1,2,3 P PM P
6. Change in method of crew change. Y 1,3 P PM P
7. Change in locations of fuel store, sewage pit, explosives, generators, etc. Y 1,3,4 P PM P
8. Change in method of line clearance ( hand vs. machine) P 1,2,3 P PM/LM P
9. Launching FRC or work boat at night. P 1 P Captain P
10. Change in arrangement of base camp. P 3 N PM N
11. Change in location of base camp. P 3,4 P PM P
12. Change in line selection for clearance, recording etc. N 3 N PM N
13. Change in air support. N 3 N PM/LM N
Procedural changes: 1. Changes in any written or controlled procedures. Y 1,2,3,5 Y PM/OM P
 Changes to accepted procedures and 2. Changes in certified lab for D&A testing. N 3,4 N OM/PM P
practises that would increase risk 3. Changes in sequence of recovery of marine equipment P 1,3 P PM/LM N
1. Increase in program area. P 3 Y PM Y
Program/Parameter Changes 2. Change in charge size, depth, etc. P 1,3 P PM Y
 Parameter or program changes requiring 3. Change in sweep length, No of sweeps, etc. P 1,3 P PM Y
contract or HSE Plan changes. 4. Change in source or receiver layout P 1,3 P PM Y
5. Change in source off-set distances. P 1,3 P PM Y

Page 57 of 68
 PT BUMA KUMAWA

1. Changing personnel or job assignments of personnel classed as designated, integrity

P 1,2,3 Y PM Y
critical or HSE critical
Personnel Changes
2. Hiring of short service employees. P 1,2,3 Y PM Y
 Changes in integrity critical, designated,
or HSE critical. 3. Change in sub-contractors personnel P 1,2,3 N PM N
 Re-assignment of personnel. 4. Changing personnel or job assignment of personnel as not classed as designated,
 Short service employees N 1,2,3 N PM N
integrity critical or HSE critical
1. Changes in type of drill (rotary vs. air) Y 1,2,3 Y PM Y
2. Add new line clearance equipment. Y 1,2,3 Y PM Y
3. Changing aircraft (even if same model) Y 3,4 Y PM Y
Equipment Changes
 Equipment not previously approved and/or 4. Additional support vehicles or vessels. P 3,4 P PM P
included in operational and HSE plan.
 Changes relative to the deployment and 5. Replace vehicles with similar models and function. N 3,4 N PM N
use of aircraft. 6. Change of in-sea equipment (TZ). P 1,2,3 P PM P
 Change in use of equipment.
7. Change in use of equipment for purpose other than planned. (i.e. use of FRC for trips to
 Introduction of new software. P 1,3 P PM/LM P
shore, use of helicopter to transport personnel.
8. Upgrading recording system or other software. P 2,3 P PM/LM P
9. Replace work boat or FRC with newer model. P 1,2,3,4 P PM P
1. Using explosives for non seismic purpose. (i.e. making pit) Y 1,3 Y PM Y

Hazardous Material 2. Change in disposal sub-contractor for hazardous materials. P 3,4 P PM P

 Introduction of new hazardous materials 3. Change in method of waste disposal P 1,3 P PM P
 Change in use, storage or handling of
existing hazardous materials. 4. Change in location of explosives magazine. P 1,3,4 P P/LM P
5. Changing type of grease solvent or streamer oil. P 3,6 P PM P
1. Changes in laws modifying hole plugging requirements. Y 1,2,3 Y PM Y
Laws, regulations and Permit
2. Changes to regulation or permits that may effect air and/or water quality Y 1,2,3 Y PM Y
Changes
 Any changes in laws, regulations, or 3. Changes in type of fuel that may cause air quality standards to be exceeded. Y 3,4 Y PM Y
permits.
4. Changes in permit conditions that may increase risks. P 3 P PM P

Page 58 of 68
 PT BUMA KUMAWA

Implementation Requirements Risk Assessment & Sub-contractor Approval Level Client Approval
Written Documentation
OM – Operations Manager Y – Yes
1 – Review, revise or perform JSA as appropriate. Y – Yes PM – Party Manager N – No
2 – Training as appropriate. N – No LM – Line Manger (in-field) P – Possible (ask client)
3 – Communicate change via safety or toolbox meeting. P – possible, depends on situation Captain
4 – Audit as appropriate.
5 – Change documentation as necessary (procedure changes).
6 – MSDS sheet.

Page 59 of 68
 Annex A.9 to HSEMS Manual
CHANGE MANAGEMENT RECORD

Identification
Date:

Project: Location:

Type of change Nature of Change

Permanent Emergency Operations Equipment

Minor Urgent Personnel Procedures
Temporary (remove by date: ) Parameters New hazard
Regulatory/Permits Other

Description of Change

Name (Print) Signature Date

Originated by:

Evaluation
Justification for change:

Potential Consequences of Change (positive and Negative)

Mitigation Steps and special Precautions

Training Required: Yes No

If yes describe:
Cost:

Does Change increase risk? Yes No (if yes attach copy of risk assessment)

Comments

Page 63 of 68
 Approval
Name (Print) Signature Date Title/Company
Proposed by:
Reviewed by:
Reviewed by:
Endorsed by:
Approved by:

Implementation
Change communicated to all parties involved: Initial Date
Describe method of communication:

Documentation changes completed Initial Date

List documents changed

Training requirements completed Initial Date

List training conducted

Regulatory/Permit requirements completed Initial Date

Describe requirements

Temporary change complete Initial Date

Return to normal operation - Date

Change Implementation Completed Initial Date

Close-Out
Completed Initial Date
List lessons learned

___________________________________________________________________________
__
Page 64 of 68
 Annex B: Detailed checklists for the Project HSE Plan

Table B.1 Checklist for PROJECT HSE PLAN: Section 1 Introduction

Checklist items Checked

Introduction and Purpose

Custodian The designated custodian of the PROJECT HSE PLAN should

be stated together with the Client Project Manager responsible
for producing and distributing the PROJECT HSE PLAN

Signatories The PROJECT HSE PLAN shall be signed by Project Manager

and a senior Sub-contractor representative.

Purpose The purpose of the document is stated, which is to provide a

clearly defined interface between the Client and PT BUMA
KUMAWA during project execution.

Table B.2 Checklist for PROJECT HSE PLAN : Section 2 Description of the
Project

Checklist items Checked

Description of the Project

Description For the benefit of all of those parties affected by the seismic
operation in Client, PT BUMA KUMAWA, other Client contractors
and other third party organisations, a description of important
project specific issues such as :
 project area
 restricted areas
 terrain
 camp locations
 types of equipment used
 number and types of vessels used
 cable / energy source configurations
 local physical hazards e.g. rivers, lakes, pipelines, offshore
structures, shipping lanes, fishing activity, conflicting
operations etc

Project Specific If required for the benefit of relevant third parties, a basic
description of the seismic operation and any special
characteristics e.g. dual vessel, platform undershoot, special
environmental requirements, difficult terrain etc

___________________________________________________________________________
_
Page 65 of 68
Table B.3 Checklist for PROJECT HSE PLAN : Section 3 Management System
 Interfaces
Checklist items Checked
Policy and Objectives

Policies Identify and reference applicable Client and PT BUMA KUMAWA

HSE policies (actual policy documents can be appended if
appropriate)

Project Objectives Summarise project HSE targets

and Targets

Organisation, resources and documentation

Reporting Structure A diagram which shows the reporting structure between Client and
between Client and PT Buma Kumawa indicating HSE focal points and including any
PT BUMA external HSE and Medical Advisers, Client Reps etc.
KUMAWA Includes a summary of HSE responsibilities and authorities of key
project staff
If applicable, describe the organisational interface with e.g. supply
vessels, platforms, onshore facilities, local government bodies,
police etc.

Resources Description of other Client HSE and operational support resources

if considered relevant. Other PT. Buma Kumawa staff resources
should be included if relevant and not described in the Crew HSE
Plan.

Sub-contractors Provide details of project specific sub-Contractors e.g. caterers,

drillers, chase vessel etc. not described in the Crew HSE Plan.
Include reporting structure between PT. Buma Kumawa and Sub-
contractors, definition of responsibilities, etc.

Client / PT BUMA A description of the Client/ PT PT. Buma Kumawa HSE

KUMAWA communication and reporting schedule (frequency and method of
Communications information transfer)

Routine HSE  An agreed list of routine HSE and other information to be

Information regularly communicated from PT. Buma Kumawa to Client to
include :
 Safety / hazard information
 Change information (e.g. change in work programme,
personnel, methods, procedures etc.)
 Emergency information
HSE reporting requirements (performance, incidents, near misses
etc. )

HSE Meeting A description of the joint Client / PT. Buma Kumawa HSE meeting
Structure structure and frequency

Meetings with third A description of the HSE meetings with external bodies / third
parties parties involving Client and PT. Buma Kumawa

Standards and Describes specific standards (from Client or others) and legislation
Legislation applicable to the project (fisheries, environment etc.) that are not
covered in the Crew HSE Plan.

Page 66 of 68
Training and
Competence Summarises project specific training requirements not described in
Assessment the Crew HSE Plan e.g. HSE induction, drills, exercises etc.
Summarise project specific competence assurance processes.

Checklist items Checked

Hazard Management

Risk Assessments Details of the process used by Client / PT PT. Buma Kumawa to
manage project specific risks not addressed in the Crew HSE Plan
(e.g. Risk assessment Matrix, joint Hazop meetings etc.)

Details of all identified project specific risks and risk reduction

measures not addressed in the Crew HSE Plan (e.g. special speed
limits, small boat usage, boat to boat transfers, platform close
approach, nearby drilling operations etc.) with clearly allocated
responsibilities for risk reduction activities

Environmental Summarise any EIA’s carried out specifically for the project and list
Impact actions arising from such EIA’s
Assessments

Planning

Project Specific A summary of project specific procedures to include for example :

Procedures  duty rosters
 crew changes
 transfer of personnel
 weather limits
 small boat operations
 operations near fixed structures
 helicopter movements
 camp construction and camp moves
 drug / alcohol testing
 waste management
 exclusion zones
 agreed other restrictions not included in Crew HSE Plan
 special PPE requirements
 Permit To Work

Safety Critical A summary of critical safety information passed from Client to PT.
Information Buma Kumawa and from base to crew e.g. maps and charts,
hazard notifications on structures, vessel / rig and well movements,
diving activities, security problems, weather, etc.

Client/PT BUMA List any agreed joint or PT. Buma Kumawa emergency
KUMAWA Drills drills/exercises to be carried out over and above those described in
the Crew HSE Plan

Permitted List agreed operational restrictions to be applied over and above

Operations those defined in the Crew HSE Plan and/or the PT. Buma Kumawa
HSE Manual

Change Procedure Describe the change procedure for e.g. programme, and procedure
changes (authorisation process, hazard assessment, etc.)
Describe the change procedure for staffing level or personnel
changes (authorisation process, etc.)

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Implementation and Monitoring

Performance A description of the HSE performance indicators for the project

Indicators (where not listed under Policy and Objectives above)

Joint Review A process and schedule for a joint review by Client and PT Buma
Kumawa of HSE performance against targets

Incident Reporting A description of the project incident reporting requirements,

incident potential rating method.

Inspection Summarise the project HSE inspection programme where different

Programme to that detailed in the Crew HSE Plan

HSE Records A summary of the project HSE records that will be maintained over
and above those described in the Crew HSE Plan

Audits and Reviews

Project audits Describes the joint Client/PT Buma Kumawa audit and review
schedule

Checklist items Checked

Incident Describes project incident investigation requirements including :

Investigation  team composition
 follow-up procedures
 spill reporting

Page 67 of 68
Table B.4 Checklist for PROJECT HSE PLAN: Section 4 Contingency and
Emergency Response Plans

Contingency and Emergency Response Plans

Summary Summarises emergency response procedures

Client Emergency Describes the role of the Client ERC and the circumstances in
Response Centre which the ERC should be contacted
(ERC)

Emergency Describes the emergency services that are available in the

Services event of an emergency e.g. coastguard, police, fire,
ambulance.

Contact Numbers

Contact Numbers Contact telephone, fax, email etc. numbers for all relevant
project personnel , third parties and emergency services

Page 68 of 68