crisis management plan2

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


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



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.



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.



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%



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



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



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.



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



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.



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



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)



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



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



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



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



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.



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



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



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


August 2011 Rev. 1 Page 20 of 22

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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.




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.




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).

crisis management plan2

Documents

crisis management plan

potential crisis

deactivation of crisis

pttep intranet

emergency management

crisis management centre

pttep origin

emergency classifications