Company / Department: PT UNITED SINDO PERKASA RA TEAM LEADER

APPROVED BY:
Name: Hadi Cahyadi REGISTER
Process / Activity: Overall Company Process
Designation: HSE Manager Number:
Name: Hongtu Huang
PT UNITED SINDO PERKASA Signature:
Activity Location:
RA MEMBER
Designation: Director
Original Assessment Date: 27 May 2022 Name: Ten Kok Kuang
Last Review Date: Initial Release Designation: Commercial Manager
Signature:
Next Review Date: 26 May 2025 Signature:

Recommendation to Interested
Process / Likeli- Risk Likeli-
No: Risk Severity Mitigating Plan Opportunity Gain Priority Capitalize on Parties
Activity hood Level hood
Opportunity
1 Sales, marketing 1.1. Opportunity in 2 1 2  Membership in same Commercial
& Business Boosting Sales industry. Manager
(L)  Have evaluation on the
Development
effectiveness of
advertising and promotion
campaigns
 Ensure dedicated staff
aware of the IMS Impact /
Aspects of the processes
 Continent market research
 Constant
communications / meeting
with key shipbrokers,
industry related personnel
and reporting back to
marketing department
 Customer Feedback
Evaluation
 Provide product
awareness training for
sales personnel

1.2. Threats by 3 2 6  Have periodic review to Opportunity to 3 2 6  To improve tendering and Commercial
different update Sales and expand the marketing strategy Manager
(M) Marketing Staff. (M)  To maintain ISO
organizations business and take
with different  Ensure dedicated staff more offshore certification (Quality,
characteristics aware of the IMS Impact / fabrication project Health & Safety)
and competing Aspects of the processes  Maintain proven track
on different and compliance record with client
bases. obligations  Continually improve yard
condition including
 The Company to use in-
facilities and machineries.
house strategic sales and

Page 1 of 9
 marketing groups to
identify close and remote
competitors.
1.3. High failure 4 3 12  Ensure good designs Opportunity to 3 2 6  Training plan to be Project Manager/
rate  Accuracy in pricing enhance skills of the developed HR manager
(M)  Good marketing (M)  Training analysis to be
staff/worker
communication done to identify trainings
 Keep cost within budget needed for staff/worker
 After customer education,  Regular training to be
to communicate to conducted as per training
customer know the plan
physical constraints or  Encourage workers/staff
limitations of product as to participate in trainings
the company continue to  Training feedback &
finetune and improve evaluation to be roll out to
(disclaimers) evaluate quality of the
 Have available steps in training
place for:
- Idea generation
- Screening
- Development
- Testing
- Business analysis
- Marketing Strategy
- Product development
- Test Marketing
 Ensure staff aware of the
processes and compliance
obligations
2 Project 2.1. Project Budget 3 2 6  Designated budget holders Project Manager
Management overspend (for all partner
(M)
organizations)
 Monthly finance reports
 Expenditure monitoring
 Finance procedures for
each partner organization
followed
 Clear contingencies
allowances indicated in
budget
 Commercial and Project
Manager must address the
requirements of Clauses
6,1; 6.12 and 6.13
Page 2 of 9
 Compliance Obligations
and have prescribed plan
on environmental
significant aspects to
address risks and
opportunities.
2.2. Non-renewal 3 2 6  Yearly review of licenses, HR Manager
of permit may permit, and regulation
(M)
affect project applicable to the project
operation  Permit/license database to
be created with reminder
setting
 Engage licensed 3rd party
for permit/licenses renewal
3 Procurement 3.1. Failure to 3 2 6  Ensure constant update Procurement
process identify and review at every Manager
(M)
potential Management Meeting
sources  Procurement Manager
must be fully aware of
Clause 6.1; 6.2; 6.3
Compliance obligations
and planning actions to
address the risks and
opportunities.
 Improve procurement
planning processes
 Improve market
knowledge
 Seek industry participation
4 Human 4.1. Regulation 3 2 6  Ensure continued 4.1. Opportunity to 3 2 6  Connection with local HR Manager
Resources changes in governmental support for utilize more University to be build up
(M) (M)
process employment of the construction industries local skilled  Arrange frequent visit to
foreign staff in stabilizing the supply staff instead of local University to source
and demand of foreign foreign staff potential candidates
workers, housing and
infrastructure.  Apprentice program to be
launch
 Build Company Reputation
and competitive  Advertisement to be
advantage which includes: expanded to local
University
- Strategic Corporate
Social Responsibility
- Manage the economics
and politics of trade
legislative showdowns

Page 3 of 9
 - Promote
entrepreneurship in the
shadow of regulation
- Ownership of innovation
and Regulation
 Enhance crisis
management
5 Managing Health 5.1. Personal 4 3 12  H&S Management system 5.1. Opportunity to 3 2 6  Training plan to be HSE Manager/
& Safety of the Injury/Damage established based on ISO enhance skills developed HR Manger
(M) (M)  Training analysis to be
workplace to plant/ 45001 of the
equipment/ staff/worker done to identify trainings
 Regular review of the H&S needed for staff/worker
infrastructure Management system by
 Regular training to be
conducting Audit
conducted as per training
 Competent/Skilled HSE plan
personnel to be engage  Encourage workers/staff
 Regular H&S Inspection at to participate in trainings
the worksite  Training feedback &
evaluation to be roll out to
 Engage participation of all
evaluate quality of the
staff/worker to report
training
Hazards through SCOUT
Card
5.2. Covid-19 4 3 12  Strict control of Covid-19 5.2. Local 3 2 6  Keep monitoring the HR Manager /
pandemic Protocols Regulation regulation updates HSE Manager
(M) (M)  Ensure 100% compliance
 Establish procedure for allowing the
operation to to requirement
Visitors and Staffs
run with  Participation in all
(including Vessel Crew)
restrictions government Covid-19
 Provision of mask, hand programs
sanitizer regularly  To work closely with
 Promotion/campaign to be Batam Covid-19 Task
rolled out Force
 Regular Test for staff /
workers

 

Page 4 of 9
 The ASMI Numeric 5x5 Risk Matrix is recommended

Liklihood Rare Remote Ocassional Frequent Almost Certain

Severity (1) (2) (3) (4) (5)

Catastrophic
5 10 15 20 25
(5)

Major
4 8 12 16 20
(4)

Moderate
3 6 9 12 15
(3)

Minor
2 4 6 8 10
(2)

Negligible
1 2 3 4 5
(1)

Low Risk Medium Risk High Risk

Page 5 of 9
This process of evaluating risk defines severity as such:
Risk Level Severity Description

5 Catastrophic Fatality, fatal diseases or multiple major injuries

Serious injuries or life-threatening occupational disease (e.g. amputations, major fractures, multiple injuries, occupational
4 Major
cancer, acute poisoning)

Injury requiring medical treatment or ill-health leading to disability (e.g. lacerations, burns, sprains, minor fractures, dermatitis,
3 Moderate
deafness, work related upper limb disorders)

2 Minor Injury or ill-health requiring first-aid only (e.g. minor cuts and bruises, irritation, ill-health with temporary discomfort)

1 Negligible Not likely to cause injury or ill-health

The assessment of likelihood is determined as such:

Likelihood Level Severity Description

1 Rare Not expected to occur but still possible

2 Remote Not likely to occur under normal circumstances

3 Occasional Possible or known to occur

4 Frequent Common occurrence

5 Almost certain Continual or repeating experience

Page 6 of 9
 ISO 9001:2015

Clause 6.1 - Actions to address risk and opportunities

TABLE 1: CRITERIA FOR ASSESSING LIKELIHOOD OF OCCURRENCE

LIKELIHOOD
CRITERIA
(SCORE)

Highly unlikely condition will ever occur; or

1
Failure is unlikely.

Hazard / Aspect occurs in isolated cases; or

2
Isolated failures associated with almost identical processes.

Hazard / Aspect has a reasonable chance to occur (could be under

abnormal conditions such as start-up and shutdown); or
3 Generally associated with processes similar to previous processes
which have experienced occasional failures, but not in major
proportions.

Hazard / Aspect occur very regularly and / or during a reasonable

amount of time; or
4
Generally associated with processes similar to previous processes that
have often failed.

Hazard / Aspect will inevitably occur during normal operating

5 conditions; or

Failure is almost inevitable.

Page 7 of 9
SEVERITY
CRITERIA
(SCORE)
1  The Company does not have significant competition in this market at this time.
 Products and Services not present any particularly controversies that would result in negative
reactions from society of the public.
 Very low potential of product recall.
 Changes in Regulations on Employment affecting the way Sales and Marketing are
implemented does not have any impact on the workforce.
 Governmental Labour constrains does not have any effect on Sales and Marketing function.
 Business interruption due to natural disaster is remote.
 Having good tripartite Government-Union relations with no interruption of work due to worker
dispute.
 Product recall had never occurred in Company history.
 Company of agreement with reputable Sales agents to take over as contingency plan in the
event of the Sales and Marketing personnel resigning enbloc.
 Company past records has not occurrence of any product recall.
 Company has more than one Supplier of critical components.
 Price fluctuation does not affect product sales.
 Absence of Product Liability Risk.
 Have robust contract review in place.
2  Criteria in (1) and (5) within scale of 2.

3  Criteria in (1) and (5) within scale of 3.

4  Labour constrains imposed by MOM on foreign skilled personnel quota in view of tight labour
supply resulted in short supply of local Sales & Marketing personnel while the Sales force still
have skeleton staff.
 Business interruption due to natural disaster with occurrence of less than 10 occurrences a
year
 Business interruption due to labour dispute unlikely to occur with current good government
labour relations.
 Unlikely occurrences of product recall with current product quality control.
 High dependence of Sales and Marketing key personnel, however, the Company have
altered Sales support from other divisions.
 Less likely of loss of public confidence and sales due to product defects.
 Company has in place alternate critical supplier for Product Development.

 Contract has contingency plan to cater for price fluctuations between time of quote and time
of contract realisation.
 Medium Product Liability Risks.
 Procedure in place or contract review .

5  Labour constrains imposed by MOM on foreign skilled personnel quota in view of tight labour
supply resulted in short supply of local Sales & Marketing personnel resulting in total loss of
sales with closing of Sales Department.
 Business interruption due to natural disaster.
 Business interruption due to labour dispute.
 High potential of product recall.
 High dependence of Sales and Marketing key personnel.
 Loss of public confidence and sales due to product defects.
 Loss of critical supplier for Product Development.
 High price fluctuations between time of quote and time of contract realisation.
 High Product Liability Risks.
 Poor contract review results in acceptance of terms the company cannot meet.

Page 8 of 9
 TABLE 3: EVALUATION FOR SIGNIFICANT QUALITY RISKS AND IMPACTS

Severity
5 4 3 2 1

Likelihood
5 4 4 4 2 2
(To establish (To establish (To establish (To be (To be
Quality Quality Quality reviewed reviewed
objectives / objectives / objectives / yearly) yearly)
targets) targets) targets)
4 4 4 3 2 1
(To establish (To establish (To be (To be (No action
Quality Quality reviewed reviewed required)
objectives / objectives / half yearly) yearly)
targets) targets)
3 4 3 3 1 1
(To establish (To be (To be (No action (No action
Quality reviewed reviewed required) required)
objectives / half yearly) half yearly)
targets)
2 3 3 1 1 1
(To be (To be (No action (No action (No action
reviewed reviewed required) required) required)
half yearly) half yearly)
1 3 1 1 1 1
(To be (No action (No action (No action (No action
reviewed required) required) required) required)
half yearly)

Page 9 of 9