QHSE

QHSE MANAGEMENT MANUAL

SECTION 1.0 COMPANY INFORMATION
COMPANY core business activity is geophysical exploration and research of exploration & development (seismic servicing). Detailed information regarding COMPANY’s Structure and organization is provided in Section 4.0 of this Management Manual (MM).
This Management Manual covers the following locations concerning the company’s activities:
a. Jakarta Head Office
b. Project Site

SECTION 2.0 CUSTOMER FOCUS & QHSE POLICY

The President Director of COMPANY ensures that focus is placed on Customer Satisfaction by determining their requirements through:
a. Tender reviews
b. Estimating process
c. Contract reviews
d. Statutory requirements and
e. Providing products/services in accordance with the above requirements.
This focus is reinforced in the Quality, Occupational Health and Safety Environmental Policy (MM-002 QHSE Policy).

SECTION 3.0 MANAGEMENT SYSTEM STRUCTURE & ORGANISATION STRUCTURE

3.0 SCOPE OF MANAGEMENT SYSTEM
The operation and maintenance of the Management System (MS) is an essential element in the company’s organization. Where chances to the organization are likely to occur, these are considered in the future plan.
COMPANY’s MS is designed to meet the requirements and intent of ISO 9001:2000, ISO 14001:2002 & OHSAS 18001:1999. The documentation is structured on three levels as described in subsection 3.1 of this Management Manual.
The implementation of COMPANY MS produces records that provide evidence of effective operation and achievement of agreed customer requirements.
The scope of Management Manual is core bisnis of .COMPANY Petroleum Technology Services, that is geophysical exploration and research of exploration & development (seismic servicing).
IMS implementation is not including :
1. Design (clause 7.3), because currently COMPANY receive services specification from customer as part of contract agreement.
2. Validation of processes for production and service provision (7.5.2), because all parameter of .COMPANY services can be verified by monitoring or measurement devices.
3.1 MANAGEMENT SYSTEM STRUCTURE
The operational controls implemented are described in this Management Manual. MS requirements are applied at 3 levels, as depicted in Figure 1 hereinafter.

Figure 1.Management System Structure
The Management Representative maintains lists of all MS Documents. Their revision status and distribution is controlled (see SOP.IMS.001 & SOP.IMS.002).
3.1.1 Level 1 – Manual and Policy
This Management Manual, the Policy and the Objectives describe the policies and objectives that are ado ed by senior management. The documents define the scope of the MS and the sequence and interface of the key business processes.
3.1.2 Level 2 – Standard Operating Procedures
The descri ion and control of the key business processes is through formally documented Standard Operating Procedures.
The degree of detail responds to the particular process needs, complexity and levels of competence of individuals working within the processes.
3.1.3 Level 3 – Documents for Operational Controls
The activities are surveying (topography), shothole drilling, preloading, recording, processing, and damage claim and also supporting document in business process. Each contract to perform work is unique, therefore the Customers’ requirements are considered individually in a Project Plan (PP) for each project.
This allows the management system to be adjusted, as necessary, to take account of individual Customer requirements. If required, new controls are introduced to ensure that the agreed requirements of the Customer are achieved.
The Vice President appoints a Party Chief to each project, who creates a PP for projects by documenting controls and making reference to the following elements:
a. Level 1 documents – Management Manual, QHSE Policy
b. Level 2 documents – Standard Operating Procedures
c. Level 3 documents – Work Instruction for activities associated with core processes of contracting, planning, surveying (topography), shothole drilling, preloading, recording, processing, and damage claim and also supporting document in business process, procuring, designing, testing, measuring, maintaining, managing resources (human & services/products), invoicing, receiving payments and forms, records and checklists (to ensure the creation of appropriate records to provide objective evidence that MS requirements are being met.

3.2 STRUCTURAL BASIS
The management structure has been developed around the Key Process Model.
3.2.1 Key Process Model
The processes and elements depicted hereunder in Figure 2 (Key Process Model) identify the key processes that are necessary to sustain COMPANY business operations.
By inclusion within this Management Manual, the President Director has approved the Key Process Model.
The Management Representative (MR) monitors the current activities of COMPANY to ensure that the model is representative of all the core processes and the support elements.

Each key process is formally defined, controlled and improved on a continuous basis as a part of the MS. With input from the MR. the Vice President determines ownership of documented processes.Document creation and improvement. The MR maintains a current list of Document Owners on Master List Document. Ownership of processes may change due to changes in employment, operations or any other circumstance that the President Director determines appropriate (see SOP.IMS.001).
The approach to ISO 9001:2000, ISO 14001:2002 & OHSAS 18001:1999 and our MS applies the conce that we hove “internal” Customers as well as “external” Customers.
We recognize that every process has inputs (provided by internal or external Customers), which require activities to convert them to outputs (issued to internal or external Customers).
The needs of “internal” Customers as well as “external” Customers are equally important to overall function and performance of our Key Process Model.
3.3 ORGANISATION
3.3.1 Company Organization
The organization structure of COMPANY is depicted in Figure 3 hereinafter.

3.3.2 Internal Communications & Reporting
3.3.2.1 Senior Management
The senior manager or chief of department perform a weekly and monthly report to Vice President and President Director. Review of these report shall discuss in QHSE meeting (see SOP.IMS.016 QHSE meeting).
Weekly QHSE meetings are held at the Jakarta head office by the Vice President and senior managers to discuss their recent and proposed activities and any issues arising therefore.
Monthly QHSE meetings are held at the Jakarta head office by the Vice President and senior managers to discuss projects concerning marketing, completion status, financial viability and any other matters arising.
3.3.2.2 Projects
“Tool Box” meetings are held at each project on a daily and weekly basis to convey the need to meet Customer Requirements.
3.3.2.3 Departmental
Meetings at departmental level ore held on as-need-basis. It has been defined that there is not need to hold regular meetings, because the high level of verbal communication is effective.
SECTION 4.0 MANAGEMENT RESPONSIBILITY
4.1 PRESIDENT
The President Director has operational responsibility for COMPANY and reports to the International Manager of DQE International in China.
The President Director is the Document Owner of this Management Manual, the QHSE Policy, which impose controls over other documents forming part of the MS. His/her responsibilities include:
(a) Maintaining a senior management review function to ensure that the;
 Quality, Health Safety & Environmental Policy is pertinent, relevant, understood and implemented by all personnel
 MS continues to be suitable and effective
 Necessary action is taken to resolve any deficiencies in the MS
(b) Appointing a Management Representative
4.2 VICE PRESIDENT
(a) Vise President of COMPANY report to the President. Among others, their responsibilities include promoting Customer Satisfaction within the organization.
(b) Making the importance of meeting Customer Satisfaction as well as the requirements of legal entities known to all COMPANY personnel
(c) Ensuring sufficient resources are assigned to meet the needs of the business activities and the MS through future plans and prevailing conditions.
4.3 DOCUMENT OWNER & DOCUMENT PARTNERS
The roles of Document Owners are to:
 acce ownership of and be responsible for processes and procedure
 define and document processes to explain methods of implementing, monitoring, controlling and recording them
 manage their processes
 review proposed revisions of document obtain comments from document Partners until all are in agreement
 confirm Document Partners’ comments to the MR and formally approve their distribution and implementation by signature
 continually improving their processes
 provide information to the MR to assist with his completion of the System Performance Analysis
The role of a Document Partners is to assist the Document Owners and provide valuable input within their area of operation to:
 assist the Process Owner with defining and documenting processes by reviewing them and providing comments
 manage the processes
 review proposed revisions to documents and provide comments to the Document Owner
 continually improving their processes
4.4 MANAGEMENT REPRESENTATIVE
The Management Representative (MR) has the ultimate authority on all matters relating to the administration of the MS.
The MR acts independently from all divisions, departments and sections of COMPANY and reports directly to the President Director. The MR’S responsibilities include:
 Ensuring processes have been identified, documented, implemented, monitored, controlled, reported and recorded
 Continuously reviewing the MS to ensure its compliance with ISO 9001:2000, ISO 14001:1996 and OHSAS 18001:1999
 Communicating the awareness of meeting and satisfying Customer requirements within COMPANY and to external parties
 Appointing personnel (Management System Representatives or MSR to assist with functions associated with the responsibilities of the MR
 Aeeking the assistance of General Managers to promote the MS and ensure their personnel understand, implement, monitor, control, report and record activities to ensure compliance with the requirements of ISO 9001:2000, ISO 14001:1996 and OHSAS 18001:1999
 Periodically analyzing performances of the MS and recommend improvements in the form of a System Performance Analysis (SPA)
 Ensuring each MS document is controlled and issued to appropriate personnel and their revision, approval and distribution is controlled
 Ensuring matters associated with Quality, Health Safety and Environmental are resolved, whether they originate from internal or external sources
 Acting as arbitrator in all matters affecting MS
 Ensuring a trend analysis of the results of Internal Audits is conducted and reported to the Management Review
 Producing and distributing records of each Management Review.
4.5 MANAGEMENT SYSTEM REPRESENTATIVES
Management System Representatives (MSRs) act independently and report directly to the MR. MSRs have authority and responsibility to implement the processes for which the MR is the Process Owner. MSRs responsibilities include:
 Monitoring activities and processes to ensure compliance to ISO 9001:2000, ISO 14001:2002, OHSAS 18001:1999 and the MS
 Retaining an Original Copy of each MS document in a secure, safe location
 Proposing improvements to processes or procedures for MS and records
 Administering matters relating to internal audits, document control and continuous performance improvements
 Assisting the MR to resolve matters associated with MS – internal or external of COMPANY
 Providing information to the MR to assist with his completion of the System Performance Analysis
 Providing MS related information for inclusion in tender submissions
4.6 MANAGERS
Managers are responsible for coordinating operational activities and following-up initiatives raised by the MR & MSR. The responsibilities of Managers include:
 providing support to the MR and MSR by promoting an awareness about Customer Satisfaction and ensuring the MS is properly implemented, monitored, controlled, reported and recorded in accordance with ISO 9001:2000, ISO 14001:2002 and OHSAS 18001:1999
 supporting training initiatives proposed by subordinate personnel
 assisting the MR to identify capable, competent and responsible personnel to act Document Owners and Document Partners of Level 2 and Level 3 MS documents
 supporting the Management Review function
 Identifying and promoting the need for training where required
 preparing job descri ions of his direct subordinates and submitting them to the General Manager for his review and approval.
 Providing information to the MR to assist with his completion of the system performance analysis
 reviewing and approving tenders before submission, where required
4.7 MARKETING MANAGER
The role of a Marketing Manager is to;
 develop systematic methods for reviewing tender documents
 review Customers’ tender documents and identify potential risks and unfavorable conditions of contract
 advise the General Manager and the Deputy General Manager of potential project risks, with an overview of the proposed conditions of contract
 review tender offers before submission and make comments and suggestions for necessary amendments based on potential risks and the proposed conditions of contract
 request commercial assistance for major projects on an as-need-basis
 review Customer’s letters of award and proposed Contracts before written confirmation of acce ance
 supporting the Management Review function
 suggest the improvements of processes to Document Owners.
4.8 OPERATION MANAGER
Division Managers & Department Managers’ responsibilities are to:
 prepare work instructions for routine and non routine work activities
 verify that approved procedures and instructions are ado ed
 initiate and monitor planning and control systems for each project
 ensure that remedial action on non-conforming products is taken
 ensure that corrective action is taken to eliminate the root-cause of the non-conforming products
 identify and initiate training program
 develop systematic methods for the estimation of material, equipment and services
 verify technical discrepancies or omissions in Customers’ tender documents
 verify fabrication and delivery schedules of proposed Vendors
 communicate with the Procurement concerning Approved Vendor Logs
 recommend improvements to estimating processes
 Submit estimates to the Marketing Manager for his review, comment and approval
4.9 ENGINEERS / ENGINEERING
Engineers’ /Engineering responsibilities are to;
 develop systematic methods for engineering system, material, equipment and services
 verify technical discrepancies or omissions in Customers’ tender documents
 verify fabrication and delivery schedules of proposed Vendors
 communicate with the Procurement concerning Approved Vendor Logs
 recommend improvements to engineering processes
 Submit designs for review, comment and approval
4.10 PROCUREMENT
Procurement responsibilities are to:
 develop systematic methods for the procurement of products (materials, equipment and services)
 verify performance of Vendors concerning the standard of products and adherence to delivery schedules
 verify that Vendors ado approved procedures
 recommend improvements to procurement processes
 review purchase requisitions and issues purchase orders to Vendors
 maintain an Approved Vendor Log
4.11 CONTROL OF DOCUMENTS
4.11.1 MS Documents
The MR maintains all MS documents under revision and distribution control (see SOP.IMS.002 Document distribution & control..
4.11.2 External Standards, Codes and Project Documents
Copies of the relevant external standards, codes and statutory & regulatory requirement are collected and held under controlled conditions in accordance with SOP.IMS.003.
4.12 CONTROL OF RECORDS
Records are stored, protected and identified for retrieval in dry, sheltered facilities, details of which are provided in SOP.IMS.004. The MR sets the policy for the retention and archive periods of records generated by the MS and projects.
4.13 MANAGEMENT REVIEW
At least once every 12 months, the President Director and the MR review the MS to ensure its continuing suitability, adequacy and effectiveness. Action is taken in those areas of the system that can be improved or need to be improved .
Prior to each Management Review, the MR prepares and submits a copy of his SPA to the President Director, discussed at each meeting. Results of each Management Review are recorded; copies of which are distributed to the President Director. MR, MSR and all Managers. For more detail see SOP.IMS.008 (Management review).

SECTION 5.0 RESOURCE MANAGEMENT
5.1 PERSONNEL
The identification and quantity of personnel necessary to sustain the business and implement and maintain the MS is planned on an annual basis (see SOP.HRD.001 Recrutmen Process).
Senior personnel monitor, control, maintain and improve the MS, as well as measure levels of achievement with Customer Satisfaction. Personnel directly involved in these activities are defined in Section 4.0 (Management Responsibility) herein.
The President Director is responsible for ensuring that sufficient personnel are assigned to meet the requirements of the MS as circumstances require.
5.2 ASSIGNMENT OF PERSONNEL
Where it may affect product quality and activities that may impact to the environmental, each position within the organization has its level of competence determined and documented.
The company ensures that only competent personnel are assigned responsibility for activities affecting quality, health safety and environmental.
A process has been established for the identification, monitoring and control of training where it is required.
5.3 TRAINING
Personnel are assessed to determine their level of competence, based on education, skills, experience, knowledge and previous training. Any measures necessary to raise or improve the level of competence are decided before appointments are made or promotions given (see SOP.HRD.002 Training & Development).
Every person in COMPANY is encouraged to identify training needs and request training to satisfy the needs.
5.4 FACILITIES & ENVIRONMENT
The identification of facilities and environmental conditions necessary to sustain the business and implement A maintain the MS is planned on an annual basis. This applies to project work and non-project work (see SOP.MBI.001.Managing Business Infrastructure)
Factors affecting the conformity of projects are defined in Project Plans.

SECTION 6.0 PRODUCT/SERVICES REALIZATION
MANAGING QUALITY ASPECTS
6.1 PROCESS PLANNING
COMPANY has planned the sequence of processes it considers necessary to fulfill its business activities and meet Customer Satisfaction. Reference is made to subsection 3.2.1 (Key Process Model) of this Management Manual.
Processes identified in the Macro Flow Charts are documented as Standard Operating Procedures, which define the methods required to perform activities and achieve established objectives. Where necessary, verification and validation activities are performed and recorded.
6.2 CUSTOMER RELATED PROCESSES
Customer related processes are those that have a direct influence on Products or services. COMPANY define these processes as the core processes within our Key Process Model.
Methods describing how COMPANY performs the processes mentioned in this section of the Management Manual are provided in various Standard Operating Procedures.
Product information, customer survey and tender process is responsibility of Marketing, for technical customer feedback (including customer complaint) is responsibility of Operation. Other feedback is responsibility of respective department.
6.2.1 Marketing
From the onset. Marketing includes research into potential projects and identifying Customer
Requirements for each, including availability, delivery, support, specified requirements, expectations (unspecified requirements) and statutory requirements.
6.2.1,1 Tender Review
As part of Tender Reviews, COMPANY considers potential projects for their level of risk and decides whether to proceed or not.
Tender Reviews also consider whether COMPANY has the ability to meet Customer requirements (availability, delivery, support, specified requirements, unspecified requirements and statutory requirements) prior to commencing estimating activities (see SOP.MAR.001 Tender Process).
6.2.1.2 Estimating
Estimating is not a function of Marketing, however Marketing Managers closely monitor estimating status and provide valuable input. An overview of estimating is provided in subsection 6.2.2 of this Management Manual.
6.2.1.3 Communications With Customers
Marketing personnel maintain a close relationship with Customers prior to tendering, during tendering and after tendering. Communication with Customers continues during servicing (see SOP.MAR.002 Agreeing the services).
6.2.1.4 Contract Review
Using input from the Estimating processes. Contract Reviews are conducted to confirm whether we retain the ability to meet Customer requirements (availability, delivery, support, specified requirements, unspecified requirements and statutory requirements), prior to entering into written agreements.
6.2.1.5 Contract Amendments
COMPANY ensures that there is a complete understanding of proposed amendments to contracts by reviewing them to ensure we have the ability and resources to meet the requirements, before agreeing to perform them.
6.2.2 Estimating
The processes of Estimating contain interfaces with Marketing, Engineering and Procurement processes. The interfaces are clearly defined in flow charts and become sources of input or output with Estimating (see SOP.MAR.003 Estimating).
6.2.2.1 Planning
Plans for each project are prepared for the monitoring and control of estimating activities- Plans identify personnel with assigned responsibilities.
6.2.2.2 Input Review
Estimating personnel review input documents, provided for the purpose of submitting an estimate for a project.
They identify any matters that lead to, or may lead to confusion, contradictions, discrepancies, ambiguities, omissions or misunderstandings. These are raised with the Customer to eliminate doubt and ensure their requirements are clear.
6.2.2.3 Development
Estimating personnel consider factors such as location, site conditions, availability, delivery. support, specified requirements, unspecified requirements and statutory requirements as part of developing tenders.
Quotations from Approved Vendors are requested, received and analyzed to determine the level of compliance with Customer, statutory and COMPANY requirements.
Documents prepared from information provided by the selected Vendors, are used in the output review.
If there is no Approved Vendor at the time of Estimating, the process of vendor evaluation commences. Refer to subsection 6.2.4.3 of this Management Manual.
6.2.2.4 Output Review
Documents prepared for submission to Customers ore checked to ensure they comply with defined requirements. Internal documents are also checked to ensure they meet with COMPANYs requirements. Where any aspect does not meet defined requirements, it is referred to the Customer for clarification.
6.2.3 Engineering
COMPANY perform engineering activities based on design input received from Customers. Engineering processes strive to ensure that “designs” comply with Customer and statutory requirements.
6.2.3.1 Planning
Plans for each project are prepared for the monitoring and control of engineering activities. Plans identify personnel with assigned responsibilities (SOP.SMC.003 Project Plan).
6.2.3.2 Input Review A Development
Engineering personnel review input documents, provided for the purpose of preparing and Submitting engineering documents.
They identify any matters that lead to, or may lead to confusion, contradictions, discrepancies, ambiguities, omissions or misunderstandings, which are raised with the Customer to eliminate doubt and ensure their requirements are clear.
Communication with operation team personnel and the Customer may be necessary during development as further input to create the end product.
6.2.3.3 Output Review A Verification
Documents prepared for submission to Customers are reviewed to ensure they comply with Customer and statutory requirements. If any aspect does not meet a Customer’s requirement or a statutory requirement, they are identified and sent to the Customer for their attention.
6.2.3.4 Design Changes & Approval
Changes to designs ado similar requirements to those stated in subsections 6.2.3.1 to 6.2.3.3 of this Management Manual.
The review, comments and approval from the Customer, or his duly appointed representative, is required to confirm their acce ance or otherwise of engineering output. Only approved documents are issued for surveying purposes (see SOP.SMC.011 Design of seismic survey) .
6.2.3.5 Validation
Engineering activities are validated after the successful completion of inspections, tests and measurements.
6.2.4 Procurement
6.2.4.1 Monitoring & Control
Procedures have been established to monitor and control the recei of requisitions and issue of Purchase Orders (see SOP.PUR.001 Logistic & Purchasing Procedure).
6.2.4.2 Input
Requisitions form the basis for initiating procurement activities. Where required, requisitions are accompanied by a copy of documents providing evidence it has been approved by the Customer for purchase. Copies of other project documents (specifications, drawings, data sheets, etc..) are also used to clearly define Customer requirements.
6.2.4.3 Vendors
The assessment of Vendors (manufacturers, suppliers and subcontractors) to determine their fitness to provide Products (materials, equipment and services) and be included on the Approved Vendor List. is monitored, controlled and documented (see SOP.PUR.002 Supplier Selection).
6.2.4.4 Product Verification
COMPANY reserve the right to verify Product conformity at places of manufacture as a general requirement. Where specific inspections, measurements or tests are required, these are made clear on Purchase Orders.
6.2.5 Executing the Services
Executing the services involves many processes; all of which are documented, monitored and controlled (see SOP.SMC.001.Executing the services).
6.2.5.1 Planning
Schedules are prepared, reviewed, monitored and updated concerning resources, material approval, engineering, procurement, inspections, measurements and tests (see SOP.SMC.003 Project Plan).
.6.2.5.2 Identification & Traceability
The monitoring and control of Products or services identification and trace ability is performed.
Seismic data and recording media are identified, protected, and storage during executing service until delivery to customer as per SOP.SMC.045 Seismic data handling.

6.2.5.3 Customer Property
From time to time COMPANY receive Products (materials and equipment) supplied by Customers for incorporation into projects. COMPANY do not discriminate between products supplied by Customers from those supplied by COMPANY and treat them in the same monitored and controlled manner.
In case, customer property have been lost or damaged, .COMPANY shall report the condition using formal announcement (berita acara).
Customer property in form of document will be managed as per SOP. IMS.003 External Document. Customer property in form of explosive material will be managed as per SOP.IMS.020 Hazardous substances management.

6.2.5.4 Preservation of Project Deliverables
COMPANY implements procedures to control the handling, storage, packaging, protection and delivery of Products or services and Customer Property.
6.2.5.5 Control of Measuring and Monitoring Devices
COMPANY maintains a system for monitoring and controlling calibration of inspection, measuring and test equipment and devices to demonstrate conformance of Products to agreed requirements.
6.2.5.6 Servicing
It is not usual for COMPANY to perform routine service work.
6.2.6 Invoicing & Payments
The method of producing invoices and receiving payments is documented, monitored and controlled (see SOP.FIN.001-004).
General affair personnel are responsible for performing, monitoring A controlling their activities. The Operation Manager in Jakarta also monitors performance and reports to the Vice President.

MANAGING OCCUPATIONAL HEALTH SAFETY & ENVIRONMENTAL (HSE) ASPECTS
6.3 HSE PLANNING
6.3.1 Identification of Environmental Aspect and Impact
Each project and all business units of COMPANY operation have an Environmental file which identifies all aspect of those operational activities that may have an impact on the environmental. The file also identifies those aspects that may have an impact on property and/or the environment.
This planning is controlled and links to various procedures that identify how to:
 Identification Environmental Aspect and Impact (SOP.IMS.009)
 Record non-conformance & initiate Corrective Action
6.3.2 Hazard Identification Risk Assesment and Risk Control (HIRARC)
Each project and all business units of COMPANY operation have an Occupational Health and Safety (OHS) file which identifies all HIRARC of those operational activities that may have an impact on the property and/or the Human.
This planning is controlled and links to various procedures that identify how to:
 Conduct HIRARC
 Record and Investigate the Incident / Accident
 Record non-conformance & initiate Corrective Action
For more detail see SOP.IMS.010 HIRRAC.
6.3.3 Objective, Target and HSE Plan
Having defined its standards for environmental performance, COMPANY carries out inspections that monitor its ability to comply with these standards. Where non-conformance is detected, an HSE hazard/risk/impact/damage is occur, they are recorded and action is taken to fix the problem and then to investigate the root cause and take action to prevent recurrence.
An analysis of these records reveals the incidence of non-conformance to Procedural, and Work instruction requirements. COMPANY personnel continually strive to reduce the frequency and seriousness of non-conformances that occur.
Objectives, target and HSE plan that seek to raise HSE standards, are set by process owners. Progress is monitored so that the degree of achievement may be measured.
6.4 EMERGENCY RESPONSE PLANNING
COMPANY identifies and assesses possible dangers and HSE emergency situations linked to the significant HSE of its activities in order to prevent or mitigate HSE impacts ensuing from inccidents or emergency situations.
If the client for the project has an emergency response plan in place, then the COMPANY Party Chief ensures that he obtains all pertinent information from the client and relays to all COMPANY personnel that are associated with the project. Records of this awareness training are held in the Project’s HSE file.
The Party Chief also ensures that the appropriate links to the client’s Emergency Response Plan are established and prominently displayed in the workplace.
For each of the HIRARC & significant environmental aspects a dedicated Work instructions is developed especially envisaging measures aimed at preventing and mitigating possible Hazard / environmental impacts.
The effectiveness of such Work instruction is periodically assessed also by means of specific simulations; the Work instruction are in any case subject to evaluation and, if necessary, revision after the possible occurrence of accidents or emergency situations.
Yearly training activities and emergency drills are planned within the “HSE awareness/training plan”.
The Standard Operating Procedure (see SOP.IMS.019 Emergency respon plan and SOP.IMS.021 Medical evacuation) defining the general criteria for the response to emergencies in order to prevent and mitigate possible impacts.
6.5 OPERATIONAL CONTROL
The commitment to achieving HSE effective objectives may not neglect the monitoring of all activities relevant to the HIRARC and significant environmental aspects identified.
Therefore, COMPANY plans and implements operational control activities, including maintenance by identifying, developing, issuing and implementing the necessary work instruction.
Determines the operational procedures to identify and develop the necessary work instruction, their issue and any possible update, bearing in mind the following points:
• Hazard Identification Risk Assesment and Risk Control,
• Significant environmental aspects,
• HSE Management Programme,
• Legal and other requirements applicable,
• All cases in which the absence of such instructions could lead to differences as compared to the HSE Policy, objectives, goals and target.
Suppliers and contractors are informed about the work instruction dealing with commodities/services they provide within the company.
6.5.1 HSE System Awareness for Personnel and Subcontractors
COMPANY implements a comprehensive induction-training programme for its employees and subcontractors personnel. Specific training for operational activities is also given and its effectiveness is checked at the toolbox talks that take place on the work locations.
The activities are described and controlled by Standard Operating Procedure SOP.xxxxx
The MSR retains induction-training records. HSE training is recorded in the Project’s HSE File.
6.5.2 Management of Change
The Party Chief, assisted by the Supervisor ensures that any changes to working procedures and practices are identified and that action is taken to ensure that the HIRARC and environmental aspects of the changed condition are controlled. This will be done by HIRARC and identification of environmental aspect.
6.5.3 Management of Hazardous Substances
It is normal for the client to have procedures in place on the job location for the control of hazardous substances. Where this is the case, the COMPANY’s Party Chief ensures that he obtains all pertinent information from the client and relays to all COMPANY personnel that are associated with the project. Records of this awareness training and understanding are held in the Project’s HSE file.
The Party Chief also ensures that, where appropriate, any COMPANY activities that are not covered by the client’s procedures are considered. Material Safety Data Sheets (MSDS), for all materials that are in use, are held in the Project’s HSE file.
If no client procedures are in place for the control of hazardous substances, COMPANY implements its own system see (SOP.IMS.20 Chemical substance management).

SECTION 7.0 MEASUREMENT, ANALYSIS AND IMPROVEMENT
7.1 CUSTOMER SATISFACTION
COMPANY seek feedback from Customers to determine their perce ion of COMPANYs performance and the degree of achievement in meeting agreed requirements. The procedure for this and handling complaints from Customers is detailed in SOP.IMS.013 (Measurement, analysis customer complaint and customer satisfaction survey).
7.2 INTERNAL AUDIT
The internal audit function acts as a mechanism for continual performance improvements and provides input to the Management Review, through the System Performance Analysis (see SOP.IMS.007).
The MR has established and maintains an ongoing program of internal audits. SOP-IMS-006 (Internal Audits) describes audit conduct and action following audit findings.
7.3 INSPECTION & TESTING OF PRODUCTS
An Inspection and Test Plan (ITP) is prepared as part of each Project Plan (PP). The ITP considers the requirements of project specifications, the complexity of the work and the competency levels of the operatives.
COMPANY consider statistical techniques that applied in instrument to be appropriate for assuring the conformity of its products or services (see SOP.IMS.011 Statistical Technique Procedure).
Records of conformity are retained and no product is released or delivered until the appropriate inspections and tests have been satisfactorily completed and the records are in place.
7.4 NON-CONFORMING PRODUCTS OR SERVICES
Non-conforming products are identified and/or segregated to prevent unintended use. All non-conforming products or services are subject to re-inspection and/or testing after correction. Records of conformity are retained and no product or services is released or delivered until the appropriate inspections and tests have been satisfactorily completed. No product is released until the appropriate record is in place.
Where conformity is not possible, a record of the Customer’s “concession” is required before release and/or incorporation of the affected product into the works (see SOP.IMS.012 Handling of Non-conforming product).
7.5 PROCESS PLANNING & MONITORING
COMPANY has planned the sequence of processes it considers necessary to fulfil its business activities and meet Customer requirements.
Processes identified in the Macro Flow Charts have been documented as Standard Operating Procedures, which define the methods required to perform activities and achieve established objectives. Where necessary, verification and validation activities are performed and records are created.
7.6 CONTINUAL IMPROVEMENTS
COMPANY has a policy of continually improving its performance. Product, services, process and system improvements are identified in many different ways;
 Setting and achieving of Quality, Health Safety and Environmental Objectives
 Analyzing causes of Non-Conforming Products.
 Analyzing causes of Accident incident Reporting and investigation (see SOP.IMS.014)
 Assessing levels of Customer Satisfaction and the cause of complaints
 Using Performance Improvement Request (PIR) forms whenever required
 Conducting Internal Audits
 Analyzing performances of the MS through the Management Review function.
Through the PIR mechanism, the MS strives to ensure that the root-causes of problems (either real or potential) are eliminated. Where real problems are identified, corrective action is carried out. Where potential problems are perceived as a risk, preventive action is taken..
Ca uring good ideas and innovation are also part of COMPANYs continuous improvement strategy. Everyone is encouraged to use the PIR mechanism to initiate this kind of improvement. Performance improvements are realized through a combination of training, education and awareness activities together with o continuous process of managing changes to the MS (see SOP.IMS.005 Continual performance Improvement).

SECTION 8.0 DEFINITIONS

With the following exce ions, the fundamentals, vocabulary and terminology provided in ISO 9000:2000, ISO 14001:1996 and OHSAS 18001:1999 are ado ed as part of COMPANYs system for managing quality.
The following definitions provide clarity and uniformity throughout COMPANYs Management System.
Topic

Top Management

Management Responsibility

Management Manual (MM)

Standard Operating Procedure

Work instruction

Quality, Health Safety & Environmental
Record

Tender

Contract

Project

Project Code

Product

Approved Vendor

Requisition

Purchase Order

Work Order

Customer Property or Customer
Supplied Product

Product Identification

Traceabifity

Conformance

Non-conformance

Corrective Action

Preventive Action

Rework

Repair

Replacement

National Standard

Code or Standard

Referenced Code or

Referenced Standard Definition

Top Management includes the President Director. Vice President and Managers who report directly to the President Director.

A responsibility for Top Management to promote their commitment within and without COMPANY, to the MS and ensure its continued suitability and effectiveness.

A Level 1 document with a series of statements and commitments to exhibit and assure of COMPANYs intent to implement, monitor and control quality, healt safety and environmental aspects by continually improving performances.

A Level 2 document outlining the purpose, scope and methods to describe how activities are performed, with due reference to interrelated Standard Operating Procedures.

A Level 3 document providing the step-by-step instructions on how to perform particular tasks, where insufficient information is provided in Standard Operating Procedures, which may comprise of text, drawings or flow charts, or a combination of any or all these.

A Level 3 record that is retained or archived to demonstrate conformance to a requirement for quality and environmental aspects. The requirement may relate to products, processes or the MS.

A written offer submitted in response to an inquiry or request to bid or tender.

A formal agreement between two or more parties that establishes the standards for Products and the terms and conditions upon which they are to be delivered.

A place, site or location where work is to be performed in accordance with a Contract and COMPANYs MS.

A unique number allocated for each Contract to identify a Project as being unique.

Materials, goods, equipment or services.

A supplier, manufacturer or subcontractor that is included on the Approved Vendor Log. after having undergone an assessment process or through previous business relations before implementation of the MS.

An internal document, requesting the purchase of Products. Where necessary, Requisitions include drawings, specifications and technical data. or a reference to drawings, specifications and technical data, to assist in defining the required standards and quantity.

A legal document acce ing a Vendor’s offer for Products. Each Purchase Order is, where necessary, supported by or provides reference to drawings and specifications to assist in defining the required standards and quantity.

A legal document acce ing a Vendor’s offer for Services and/or Products. Each Work Order is, where necessary, supported by or provides reference to drawings and Specifications to assist in defining the required standards and quantity.

Products supplied to COMPANY by a Customer for incorporation into or use with a Project (also be known as Free Issue Products) and existing buildings in which COMPANY are constructing / installing / maintaining products are also included in this definition

Letters, symbols, tags or marks that clearly identify Products.

Records that permit Products to be traced to their point of origin.

A condition whereby procedures, processes or Products have been performed and provided in accordance with the requirements of the Contract and COMPANYs MS.

A condition whereby procedures, processes or Products have not been performed or provided in accordance with the requirements of the Contract or COMPANYs MS.

Action taken to eliminate the cause of a known non-conformance.

Action taken to eliminate a potential non-conformance before it occurs.

Work performed to re-install work that was incorrectly installed. The reworked condition assumes that the resultant Product fully conforms to specified requirements.

Work performed on Non-Conforming Products. The repaired condition assumes that even after the repair work has been carried out, the product still does not conform to Customer requirements. Repaired Products may be used only with the formal approval of the Customer as a concession.

Substituted Products to meet Customer requirements where Rework or Repair is not an acce able or agreed concession.

Standards issued by legal authorities having jurisdiction within or associated with the Government of the Republic of Indonesia.

Codes or Standards published by on authority or organization that is recognized and acce ed as the minimum requirements of quality and environmental concerning manufacture. installation and maintenance.

Codes or Standards that is not included in full within a Contract, Purchase

Order or Work Order, but is considered to be an integral part thereof by reference.