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PTT Exploration and Production Public Company Limited
PTTEP Procedure
Crisis Management Plan
Document No: SSHE-106-PDR-501
Revision No: 1
Crisis Management Plan SSHE-106-PDR-501
August 2011 Rev.1 TOC UNCONTROLLED when printed, visit PTTEP Intranet for latest version
TABLE OF CONTENTS
1.0 PURPOSE 1
2.0 SCOPE 1
3.0 REFERENCES 1
4.0 DEFINITIONS 2
4.1 Language 3
4.2 Organization and Departments 4
4.3 Common Acronyms 5
5.0 INTRODUCTION 7
6.0 EMERGENCY MANAGEMENT STRUCTURE 8
6.1 PTTEP Crisis and Emergency Response Strategy Relationship ....................................... 8
6.2 Emergency Classifications ............................................................................................... 9
6.3 Organization .................................................................................................................. 10
6.4 Responsibility ................................................................................................................ 11
6.5 Notification ..................................................................................................................... 15
6.6 Activation of Crisis ......................................................................................................... 17
6.7 Deactivation of Crisis ..................................................................................................... 20
6.8 Crisis Management Centre (CMC) ................................................................................. 21
6.9 CMP Maintenance ......................................................................................................... 21
7.0 APPENDICES 22
Appendix 1 Third Party Emergency Response Resources............................................. 22 Appendix 2 CMT Member Contact List .......................................................................... 22
Crisis Management Plan SSHE-106-PDR-501
August 2011 Rev. 1 Page 1 of 22 UNCONTROLLED when printed, visit PTTEP Intranet for latest version
1.0 PURPOSE
The purpose of the Crisis Management Procedure (CMP) is to define primary responses to be
followed in the event of a crisis, or potential crisis, listed in the following order of priority;
Protection of People
Environment
Property and Business.
Liability
Business Continuity
Reputation
The CMP has been developed to define the roles and responsibilities of the PTTEP Crisis
Management Team (CMT) and to ensure that there is adequate coordination and
communication between the responsible parties and the affected Assets emergency.
2.0 SCOPE
The scope of this CMP covers the response required to an actual or potential incident
(whether of PTTEP origin or not) be in Local, National or International, on a scale that may
become of significant concern to Company business.
3.0 REFERENCES
3.1 PTTEP SSHE Controlling Documents
Internal documents applicable to this document are indicated in the table below.
Document Number Document Title
PTTEP SSHE Management System
SSHE-106-STD-500 PTTEP Emergency & Crisis Management Standard
SSHE MS.S.07 PTTEP Risk Assessment Standard
SSHE-106-PDR-502 PTTEP Emergency Management Plan
R.PSH 001 PTTEP Crisis and Emergency Management Contact Details
Crisis Management Plan SSHE-106-PDR-501
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4.0 DEFINITIONS
In this document, the words Crisis, Crisis Management Team Leader, Emergency, Incident
Commander and On Scene Commander have the following meanings:
Crisis is a major or catastrophic event (out of control emergency). A crisis could
result in sustained national impacts over a prolonged period of time; almost
immediately exceeds resources normally available to the company, local
authorities and country in the impacted area; and significantly interrupts
governmental operations and emergency services to such an extent that
national security could be threatened. Crisis may challenge the ability and
capacity of communities, company and country to achieve a timely recovery
Crisis situations include terrorism that results in extraordinary levels of mass
casualties, damage, or disruption severely affecting the population,
infrastructure, environment, economy, company reputation, national morale,
and/ or government functions. In PTTEP crisis situation is treated by a tier 3
response level.
Crisis
Management
Team (CMT)
Leader
The President and Chief Executive Officer (CEO) of the company who has
the top authority to overall manage a group/ company impact related to any
crisis situations. He has the authority to activate corporate Crisis
Management Team (CMT) and work closely with Asset Crisis Management
Team (CMT) and Asset Emergency Management Team (EMT).
Emergency is an occurrence or event, natural or human caused, that requires an
emergency response under determination of affected Asset Senior Vice
President (SVP) to protect life, property and environment. The external
assistance may or may not be needed to supplement the company efforts
and capabilities to save lives and to protect property and public health and
safety, or to lessen or avert the threat of a major or catastrophe in any part
of the company premises.
Emergency situations can, for example, include major disasters,
emergencies, terrorist attacks, terrorist threats, fires, floods, oil and
hazardous material spills, marine vessel and aircraft accidents, earthquakes,
tropical storms, typhoon, war-related disasters, outbreak of diseases and
medical emergencies, and etc. In PTTEP emergency situations can be
evaluated and treated by using a tier 1 – 2 response level.
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Incident
Commander
(IC)
Affected Asset’s SVP or authorized person, who has overall authority and
responsibility for supporting and providing tactical activities and action plans
to the On Scene Commander (OSC), including the development of strategic
objectives. Incident Commander also sets priorities and defines organization
of the Emergency Management Team (EMT) and the overall action plans for
the particular response. He/ she has to work closely with Asset EMT.
On Scene
Commander
(OSC)
An individual responsible for all onsite responses, especially providing
direction and onsite tactical operations and always retains the authority to
determine the appropriate course of response actions. The operational sites/
fields are as example, BONGKOT, Arthit, S1, PSB, Sham, and etc. OSC
shall be a Vice President (VP), field or the top authorized person at that site/
field who has the authority to activate the onsite Emergency Response
Team (ERT).
4.1 Language
In this document, the words may, should, and shall have the following meanings:
May Indicates a possible course of action
Should Indicates a preferred course of action
Shall Indicates a course of action with a mandatory status
Mandatory Indicates a course of action according to a written procedure or
regulation from which deviation is not allowed without written
authority from PTTEP Management.
Crisis Management Plan SSHE-106-PDR-501
August 2011 Rev. 1 Page 4 of 22 UNCONTROLLED when printed, visit PTTEP Intranet for latest version
4.2 Organization and Departments
In this document, the terms Corporate, Division and Asset have the following meanings:
Corporate Refers to the PTTEP Business Groups hierarchically above Asset
level, and located in the PTTEP headquarters, Bangkok.
Group Refers to a corporate level Business Group. Example; FNA, SBD,
HRS, DOA, INA, GSX, and EOS. These may have associated
Divisions, Departments, or operational Assets within their
hierarchy.
Division A Business Group may have one or more distinct groups within its
hierarchy. These are referred to as Divisions, for example; within
the EOS Group there is the Engineering & Construction Division
(ENC), the Technology and Operations Division (ETO), and the
Supply Chain Management Division (ESM) which also have
associated Departments within their hierarchy.
Asset Refers to an operational Asset, site, or location within a respective
Business Group, for example; the DOA Group contains DBA
Bongkot Asset, and DAA Arthit Asset, and the INA group contains
IMA, Myanmar Asset, IVJ Vietnam Joint Venture Asset, etc.
Department A subgroup within a Business Group, Division or Asset.
Subsidiaries Juristic persons which PTTEP is a shareholder of more that 50%
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4.3 Common Acronyms
Set out below are common specific terms presented in alphabetical order;
CEO President and Chief Executive Officer
CMC Crisis Management Centre
CMP Crisis Management Plan
CMT Crisis Management Team
COC Office of President and Chief Executive Officer
CSH Safety , Security, Health and Environment Division or SVP, SSHE
CSO Safety Operations Department
DOA Domestic Asset Group
EARL East Asia Response Limited
EMT Emergency Management Team
EOS Engineering, Operations, and Supply Chain Group
ERP Emergency Response Plan
ERT Emergency Response Team
EVP Executive Vice President
FNA Financial and Accounting Division
GM General Manager
GSX Geosciences and Exploration Group
HCR Corporate Communication and Reputation Management
HRS Human Resources, Reputation, and Business Services Group
IESG Oil Industrial Environmental Safety Group Association (Thailand)
INA International Asset Group
JV Joint Venture
MRT Media Response Team
OSC On Scene Commander
OSRL Oil Spill Response Limited
PSB Petroleum Development Support Base
PTT PTT Public Company Limited
PTTEP PTT Exploration and Production Public Company Limited
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RRT Relative Response Team
RTN Royal Thai Navy
SBD Strategy and Business Development Group
SSHE Safety , Security, Health and Environment
SVP
VP
Senior Vice President
Vice President
The following consequence severity rate matrix can be used as a guideline to consider the
initial appropriate levels of response to any particular event. (Figure 1 - PTTEP Risk
Assessment Matrix)
* Depends on level of Media interest, i.e., if in very small group and can be handled at site,
then it is under Tier 1. However, if it is escalated & require corporate support it will be Tier 2.
** Depends on situations, for example, if there is people injury/ fatality or property damage
without external support requirements, it will be Tier 2. However, if external supports are
required or concerning international media, then it is Tier 3.
Figure 1 - PTTEP Risk Assessment Matrix
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August 2011 Rev. 1 Page 7 of 22 UNCONTROLLED when printed, visit PTTEP Intranet for latest version
5.0 INTRODUCTION
Dealing with an emergency usually starts with planning before an emergency occurs. The
planning phase starts at preparedness, where the relevant action parties decide on how they
will respond to a given incident or set of circumstances.
Figure 2 - Four phases in emergency management
This should ideally include lines of command and control, and division of activities between
the parties. This avoids potentially negative situations such as three parties all trying to
organise the same actions at the same time.
Following an emergency occurring, the parties then move to a response phase, where they
execute their plans, and may end up improvising some areas of their response (due to gaps in
the planning phase, which are inevitable due to the individual nature of most incidents).
The relevant action parties may then be involved in recovery following the incident, where they
assist in the clear up from the incident, or help the people involved.
The final phase in the circle is mitigation, which involves taking steps to ensure that no re-
occurrence is possible, or putting additional plans in place to ensure less damage is done.
This should feed back into the preparedness stage, with updated plans in place to deal with
future emergencies, thus completing the circle.
This CMP has been developed in conjunction with, and in order to support the PTTEP
Emergency & Crisis Management Standard (SSHE-106-STD-500).
In event of an emergency in a PTTEP Operations Area, or a subsidiary involving PTTEP,
factors such as distance, geographical limitations, availability of resources could directly affect
crisis response. Should such an emergency occur, PTTEP will play a pivotal role in ensuring
a prompt, coordinated, and effective response by providing assistance to the affected
subsidiary, either as requested or as deemed necessary.
In order to ensure that all PTTEP Assets are adequately prepared for an emergency, such
Assets must develop adequate emergency response procedures and resources to respond to
incidents at their respective locations, which are consistent with and complementary to the
PTTEP Emergency & Crisis Management Standard (SSHE-106-STD-500) and this CMP.
Crisis Management Plan SSHE-106-PDR-501
August 2011 Rev. 1 Page 8 of 22 UNCONTROLLED when printed, visit PTTEP Intranet for latest version
6.0 EMERGENCY MANAGEMENT STRUCTURE
6.1 PTTEP Crisis and Emergency Response Strategy Relationship
There are 3 levels of the Crisis and Emergency Response Strategy which are related as
follows:
Tier 2
Tier 3
Asset CMT
led by Designated Asset CMT leader
follows Asset CMP
at the office in the operating country
Asset EMT
led by Designated Asset EMT leader
follows Asset EMP
at the office in the operating country
Tier 1
Onsite Emergency Response Team (ERT)
follows site specific Emergency Response Plan (ERP)
at a scene of operational site/field
Bangkok Emergency Management Team (EMT)
follows Emergency Management Plan (EMP)
at Bangkok
Corporate Crisis Management Team (CMT)
follows Crisis Management Plan (CMP)
at BangkokPresident and
CEO
(CMT Leader)
Incident
Commander
(EMT Leader)
Logistics
Duty
SSHE
Duty
Relative
Response
Team Duty
Media
Response
Team Duty
Technical
Support Team
• Drilling
• Well
Engineering
• Sale &
Commercial
• Event Logger
On Scene
Commander - OSC
(ERT Leader)
Logistics /
marine
Shutdown
TeamMedical Team
Other Support
team(s)
Event Logger
Intervention Team
Fire fighting
Administration
and office
Support team
• Office facility
team
Thailand Assets / Sites Overseas Assets / Sites
All EVPs
(DOA,INA,EOS,FNA,
HRS,SBD and GSX )
Technical Support
Team
• VP,SSHE
• VP, External Relation
• SVP, Legal
Administration and
Business Support team
• COC Staffs
Asset Duty
• Bongkot
• Arthit
• S1
• Bangkok
Head office
Figure 3 - Expanded PTTEP Organizational Structure of Emergency and Crisis Management
Crisis Management Plan SSHE-106-PDR-501
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6.2 Emergency Classifications
The classification of emergency is described as follows:
Tier 1:
Involves a serious problem which has limited impact and minimal potential for
escalating, poses a serious threat to safety and the environment, poses no threat to
the general public
Can be handled by onsite ERT within a reasonable time frame
Onsite ERT Member, comprise the site/ field VP/ Manager or top authorized person as an
OSC, other key positions and designated persons of each operational site/field, is defined in
the site specific Emergency Response Plan (ERP).
Tier 2:
Involves an emergency with greater magnitude and major severity in nature or has the
potential to escalate and continue for a significant period of time until the public may
raise and concern
May involve damage to PTTEP facilities/ Assets and/ or impact to third parties and
may pose a significant threat to safety, the environment and its facilities/ Assets
May request an external assistant from local authorities in the impact area i.e. Oil
Industry Environment Safety Group Association of Thailand (IESG), Royal Thai Navy
(RTN) for Thailand operations or the nearby oil and gas operating asset etc.
Results in activation of the Emergency Management Team (EMT).
EMT Members comprise the top management/ authorized person of each operational Site/
Asset and other key positions from various disciplines, is defined in the EMP.
Tier 3:
Involves a catastrophic scenario resulted in the multiple injuries, fatalities, major fires,
environmental damage, toxic gas release, significant business interruption and poses a
significant threat to the environment or damage to PTTEP Assets and finally bring in
significant media attention.
Requests an external assistant from aboard or international resources i.e. the Oil Spill
Response Limited (OSRL) and the East Asia Response Limited (EARL), etc.
Results in activation of the corporate Crisis Management Team (CMT) and Asset CMT
if it occurs in Overseas Asset
Corporate CMT Members, consists of the top management at the corporate level and other
supporting functions, their responsibilities and procedures, is defined in the Corporate CMT.
Corporate CMT Members for overseas Asset shall be established and defined in the Asset
CMP.
Crisis Management Plan SSHE-106-PDR-501
August 2011 Rev. 1 Page 10 of 22 UNCONTROLLED when printed, visit PTTEP Intranet for latest version
6.3 Organization
The CMT consists of 2 groups: Core CMT members and Technical Support Team. (As shown
in Figure 4 - CMT Organization Chart).
6.3.1 Core Team
The Core CMT consists of the following members:
CMT Team Leader - CEO or the person who is assigned by CEO
DOA
INA
EOS
FNA
HRS
SBD
GSX
6.3.2 Technical Support Team
The Technical Support Representative members will be notified and requested to assist the
CMT Leader as and when the CMT Leader deems it necessary.
The Technical Representative Team consists of the following members:
SVP SSHE
SVP Legal
VP External Relation
Other concerned SVPs
6.3.3 Administration and Business Support Team
COC Staff
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6.3.4 Organization Chart
Figure 4 - CMT Organization Chart
6.4 Responsibility
6.4.1 Crisis Management Team (CMT)
6.4.1.1 CMT Leader
The CMT Leader is responsible for:
Lead the organisation through the crisis, and to manage the activities of the CMT,
concentrating primarily on strategy development and monitoring management of all
activities
Maintain an ongoing overview of the business and decide when a situation has arisen
that has, or is likely to result in a crisis, to declare a crisis and to co-ordinate the crisis
response
Formally notify PTT Public Company Limited (PTT) that a crisis has arisen
Set up crisis organisation and adjust, as appropriate, as the situation develops
Co-ordinate the efforts of the CMT
Ensure that all CMT members are briefed the situation
Formulate strategy to relieve the crisis in consultation with the CMT members
Authorise commitments, deviations from normal procedures, press releases (in
conjunction with the External Relation), etc., as required
Appoint the Company Spokesperson
Consider support for the local EMT by way of technical or specific assistance
Thailand Assets / Sites Overseas Assets / Sites
Corporate Crisis Management Team (CMT)
follows Crisis Management Plan (CMP)
at Bangkok
Asset CMT
led by Designated Asset CMT
leader follows Asset CMP at the office in the operating country
President and CEO
(CMT Leader)
Administration and Business Support Team
COC Staffs
Technical Support Team SVP, SSHE
VP, External Relation SVP, Legal
All EVPs (DOA, INA, EOS, FNA, HRS, SBD
and GSX)
Crisis Management Plan SSHE-106-PDR-501
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6.4.1.2 EVP of Affected Asset
EVP of Affected Asset is responsible for:
Maintaining coordination with SVP or General Manager (GM) of Affected Asset of the
situation
Providing advice to CMT Leader on declaring crisis stage activation; Alert Level
Activation, Partial Activation or Full-Scale Activation
Providing regular situation updated to CMT members
Providing any concerned advice to CMT members
6.4.1.3 HRS
HRS is responsible for:
Coordinating with the Relative Response Team (RRT) Leader on Human Resource
issues
Providing advice to CMT Leader on personnel/ welfare aspects associated with the
emergency, and establishes information flows and timings of briefings
Providing and maintaining appropriate Human Resource related legal advice as
required
Providing the CMT Leader on personnel and welfare issues relating to staff
Maintaining a list of personnel on site and the status of casualties
Ensuring appropriate legal advice is available for the CMT Leader when making critical
decisions and press releases
Identifying welfare requirements and seek direction on a response strategy
Making arrangements if necessary, to advise or visit the next of kin of any casualties
Ensuring that all personnel not directly involved in the emergency are kept informed
6.4.1.4 FNA
FNA is available to assist the CMT and Affected Asset as follows:
Advise and assist with financial planning
Provide interim financial support and resources
Acquire and transfer emergency funds
Appropriate corporate financial funds for emergency response, recovery and
remediation
Advise the concerned parties of status and potential effects
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6.4.1.5 VP External Relation
VP External Relation is responsible for:
Coordinating with Media Response Team (MRT) Leader on public affair issues
Providing advice to CMT Leader regarding public affairs
Keep an open line of communication with appropriate organisations/national
authorities.
Identifying key information and maintain a log of issues, which are likely to be required
by the CMT Leader
Establishing a pro-active media liaison and public affairs strategy
Briefing the CMT Leader on media interest, issues developing, and requests from the
media for information
Assisting in developing/delivering a response to the media as directed by the CMT
Leader
Informing appropriate organisations on aspects of the crisis that may affect them
Obtaining information from affected organisations that may be of assistance to the
Company
Establishing contact numbers where the media can call for information
Preparing media, community, and staff briefing material as requested by the CMT
Leader
6.4.1.6 Other EVPs
Provide advice and guidance on particular area of expertise to the CMT Leader
6.4.1.7 Administration and Business Support Team
The Administration and Business Support Team responsible for:
Acting as official recorder for the CMT Team
Ensuring that all events are accurately recorded in the CMT Event Log Book or
relevant soft data file as they occur
Liaising with the EMT Event Logger to ensure that all information is recorded
Recording all events accurately and clearly stating incident type, location, date and
times, etc.
Keeping the CMT informed of any significant events or changes in the status of the
emergency
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6.4.1.8 Technical Support Team Members
The Technical Support Team members are responsible for:
Provide advice and guidance on particular area of expertise to the overall crisis
response
Carry out an initial assessment of the impact the emergency may have on your
particular responsible part of the business
Establish links with specific function contacts and establish if additional support is
required or can be provided
Keep the CMT Leader informed of any significant impacts/ issues relating to PTTEP
business
Assist the CMT Leader implement appropriate business continuity plan
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6.5 Notification
6.5.1 Criteria of Notification
Initial notification of crisis level, SVP of affected asset is required to notify the EVP of affected
asset required as soon as possible after the Affected Asset becoming aware of the
emergency.
If the event of the emergency is escalated to crisis in rating 4 and 5 (as shown in Figure 1 -
PTTEP Risk Assessment Matrix), the SVP of Affected Asset must notify the EVP of the
Affected Asset immediately. The EVP of Affected Asset will then inform the CMT Leader.
Figure 5 - Flow Chart of Notification
CRISIS
EVENT
SVP / GM of Affected Asset
Asset
EVP of Affected Asset
CMT Leader
Inform
Shareholders
Consult with CMT Leader regarding crisis activation
EVP and SVP of
Affected Asset of closely monitor
Activate Crisis by
CMT Leader
Staged Activation
Required
NO
YES
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6.5.2 Notification Requirement for Affected Asset
The initial notification will be to:
The SVP will inform the EVP of Affected Asset.
The EVP of Affected Asset will then consult with CMT Leader to consider the stages of
activation.
The person who is making the notification should include as a minimum, the following
basic information:
o Name of person making the initial notification
o Name of Affected Asset
o Nature of the emergency (Fire, Spill, etc.)
o Location (facility name, vessel name, etc.)
o Date and Time that emergency occurred
o Any other immediate details (e.g. action taken)
o Name and contact number of local representative who can provide
additional information on the emergency
Other important details relating to the emergency, and any specific needs required, should be
provided by the Affected Asset and given to the CMT members, who may if necessary, return
the information to designated representatives at the affected location.
6.5.3 Notification to Shareholders and Joint Venture (JV)
If an emergency occurs at a PTTEP Asset and escalates to a crisis which may affect
shareholders or Joint Venture, PTTEP CMT should notify the shareholders and/ or JV of the
occurrence of the crisis by contacting their designated representatives.
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6.6 Activation of Crisis
Upon receipt of notification from the Affected Asset, and the Affected Asset SVP will
inform the EVP of the Affected Asset
The EVP of Affected Asset will consult with the CMT Leader in order to consider the
stage of crisis activation.
If, after consultation, it is agreed a crisis exists, the CMT Leader will declare the crisis,
stating the stages of crisis as follows:
6.6.1 Stages of Activation
There are three stages of the crisis activation as follows:
1.Alert Level Activation
Alert Level Activation will be declared at crisis rate 4. (Figure 1 - PTTEP Risk Assessment
Matrix) The purpose of this level is to formalize the monitoring of the emergency at the
Affected Asset which may escalate into larger emergency, and which may require assistance
from CMT, such as technical or special issues or media advice.
The EVP of Affected Asset must be the focal point.
The EVP of Affected Asset must continue monitoring and coordinating with the
Affected Asset.
The EVP of Affected Asset should ensure adequate of specialised assistance as
required.
Some CMT members should be informed, e.g. HRS, HCR, CSH, and some Technical
Representatives. This will be at the discretion of CMT Leader.
2.Partial Activation
The CMT Leader will declare Partial Activation when at crisis rate 4 or 5 (Figure 1 - PTTEP
Risk Assessment Matrix) and the Affected Asset needs more resources to support, assistant
or coordinate with CMT.
Continuation from Alert Level Activation
All core CMT members and related Technical Support Representatives will be notified
of the decision to go to a Partial Activation. The Crisis Management Centre (CMC)
may be activated at the discretion of CMT Leader.
Develop Crisis Response plans/ actions
Prepare for compilation of Press release
Ensure teams are continued to be briefed on current situations
Consider mobilisation of Support Team(s) for Affected Asset
Set-up CMC
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3.Full scale Activation
This level of activation will be declared when the crisis is rate 5 (Figure 1 - PTTEP Risk
Assessment Matrix) in response to major emergency of Affected Asset, under this level the
Affected Asset will need assistance, support, and coordination from CMT members. It is likely
that international media attention will be directed at the Affected Asset or PTTEP Head Office
in Bangkok or other PTTEP Assets Subsidiary.
Continuation from Partial Activation
All core CMT members and Technical Representative will be located and informed of
the decision to Full-scale Activation.
The CMC will be activated and serve as the primary centre for communication with the
Affected Asset and CMT members.
Provide direct support functions
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6.6.2 Stage of Activation Flowchart
PERSONNEL FUNCTION
Crisis Activation Required?
Critique meeting
Alert Level Activation
Partial Activation
Full Scale Activation
EVP of affected asset
Some CMT members should be informed CMT Leader, HRS, HCR and CSH etc.
Appropriate Technical Support Representatives should be informed
All of the Core Team Members should be activated
Selected Technical Support Representatives
All of the above Core Team Members
Selected Technical Support Representative
EVP of Affected Asset coordinates with Affected Asset
Keep close monitor the situation
Provide technical or specialized
assistance as required
Develop Crisis Response Strategic Plan/ Actions
Conduct periodic briefings
Consider sending support team
Set up CMC
Consider sending “Fly Away” team to assist
All of the above
Provide direct support functions
Declare Activation
Stage
Provide recovery support for Affected Asset
Critique meeting NO
YES
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6.7 Deactivation of Crisis
This section describes the actions that to be performed subsequence to crisis management
response which is included deactivation of CMT, resume of normal operation and performance
critiques of crisis response.
6.7.1 Deactivation
The deactivation of crisis is at CMT Leader’s discretion. The decision of deactivation will be
made based upon determination of Affected Asset that the Affected Asset can bring the
emergency under control and assistance and support at CMT is no longer critical.
After deactivation has occurred, some CMT members may continue, e.g. Technical Specialists
may remain on site, or may remain in contact to provide specific expertise if required for
resumption of normal operations.
6.7.2 Recovery
The Affected Asset is responsible for repairing equipment, reconstructing units, replenishing
supplies, cleaning up spilled materials as required in order to return to normal operations as
soon as possible. The CMT will provide specific assistance as requested by Affected Asset,
such as participation with investigation team or as deemed necessary by the CMT Leader.
6.7.3 Response Critique
Upon deactivation of the crisis from Partial Activation and Full Scale Activation, the CMT
Leader will call CMT members involved, for a critique meeting to discuss the response actions
of the crisis and assist in identification of areas of potential improvement to the CMP, or
related issues such as revising the plan, communication of lesson learnt and potential
additional training requirements.
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6.8 Crisis Management Centre (CMC)
CMC is located in the Room # 3424, on the 34th Floor of PTTEP Bangkok Head Office.
6.9 CMP Maintenance
In order to maintain an effective crisis management preparedness programme, the CMP
should be reviewed and revised on regular basis, and drills and exercises conducted
periodically. To maintain CMP effectiveness;
A CMP review shall be conducted after a Partial Activation or Full- scale Activation.
The CMT Leader is should ensure that the CMP is reviewed and revised annually or
when there is a significant change.
Periodically conduct CMP and CMT drills and exercises to ensure that an adequate
state of readiness exists.
Full-scale exercises shall be conducted on a yearly basis.
Training of the CMT must be carried out for all CMT members after the CMP has been
approved, and refresher training to be performed.
New members of the CMT must be trained prior to taking up a position in the CMT.
Crisis Management Plan SSHE-106-PDR-501
August 2011 Rev. 1 Page 22 of 22
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7.0 APPENDICES
Appendix 1 Third Party Emergency Response Resources
The responsibility for response, control, and proper handling of emergencies that occur within
a PTTEP area lies directly with the Affected Asset. Resources will usually be from local
sources. If the emergency requires more resources, activation of regional or international
response resources may be needed.
The CMT may assist with the coordination, procurement and response of these third party
resources on behalf of Affected Asset.
The following list some of the available third party emergency response resources:
Oil Spill Response
IESG (Oil Industry Environmental Safety Group) is an organization that provides oil spill
equipment in response to Oil Spill Tier 2. PTTEP has been a member of IESG and can
request for assistance. If needed, consult with CEM for more details. Contact numbers is
referred to PTTEP Crisis and Emergency Management Contact Details (R.PSH 001)
OSRL (Oil Spill Response Limited) and EARL (East Asia Response Limited) are international
oil spill response resources based in Singapore. EARL is equipped with oil spill response
equipment and trained personnel available for handling large oil spills (Tier 3). If needed,
consult with CEM for more details. Contact numbers can be found in PTTEP Crisis and
Emergency Management Contact Details (R.PSH 001).
Security and Medical Evacuation services
International SOS (ISOS) is located in various regional locations; ISOS has the capability to
provide services relating to medical cases, including transportation of injured personnel.
Contact numbers can be found in PTTEP Crisis and Emergency Management Contact Details
(R.PSH 001).
Appendix 2 CMT Member Contact List
CMT member contact list is in PTTEP Crisis and Emergency Management Contact Details
(R.PSH 001).