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13 Elemen Sistem Manajemen Keselamatan dan Kesehatan Kerja

di PT. Chevron

1. Personil Keamanan dan Aset - Menyediakan-fisik dan lingkungan cyber-


keamanan di mana operasi bisnis dapat berhasil dilakukan.
2. Desain Fasilitas dan Konstruksi - Desain dan konstruksi fasilitas yang
reliable, efisien, dan ramah lingkungan untuk mencegah cedera, penyakit
dan insiden.
3. Operasi yang Aman - Mengoperasikan dan memelihara fasilitas untuk
mencegah cedera, penyakit dan insiden.
4. Manajemen Perubahan – Pengelolaan perubahan permanen dan sementara
untuk mencegah insiden.
5. Reliabilitas dan Efisiensi:
a. Reliabilitas - Mengoperasikan dan memelihara tambang minyak
dan fasilitas untuk memastikan integritas aset dan mencegah
insiden.
b. Efisiensi - Memaksimalkan efisiensi operasi dan melestarikan
sumber daya alam.
6. Dukungan Pihak Ketiga (third party)- meningkatkan dukungan yang
sistematis antara pihak ketiga dan Operational Excellence.
7. Pengawasan Lingkungan - Berusaha untuk terus meningkatkan kinerja
lingkungan dan mengurangi dampak dari kegiatan kami.
8. Produk Stewardship - Mengelola kesehatan potensial, lingkungan,
keselamatan (HSE) dan integritas risiko dari produk kami selama
berlangsungnya siklus hidup produk.
9. Investigasi kecelakaan – Memeriksa dan mengidentifikasi akar penyebab
kecelakaan untuk mengurangi atau menghilangkan penyebab sistemik dan
untuk mencegah kecelakaan di masa depan.
10. Kepedulian terhadap masyarakat - membangun kepercayaan dan hubungan
positif jangka panjang dengan masyarakat dengan cara melibatkan
masyarakat dalam dialog terbuka.
11. Manajemen Tanggap Darurat - Pencegahan sebagai prioritas utama, tetapi
bersiap untuk merespon segera semua keadaan darurat secara efektif yang
melibatkan aset Chevron yang dimiliki atau dioperasikan. Untuk produk
perusahaan atau kepentingan lain seperti operator umum, kapal sewaan
dan fasilitas yang dioperasikan oleh orang lain, dan bersiap untuk
memantau respon jika diperlukan serta mengambil tindakan yang sesuai.
12. Kepatuhan Assurance - Verifikasi kesesuaian dengan persyaratan OE
dalam kebijakan perusahaan yang berlaku serta hukum dan peraturan
pemerintah. Melatih tenaga kerja mengenai tanggung jawab mereka terkait
dengan OE di perusahaan.
13. Legislatif dan Peraturan Advokasi - Kerja etis dan konstruktif dibawah
pengaruh undang-undang dan peraturan yang diusulkan dan berdiskusi
mengenai isu-isu yang muncul.

6 Elemen Sistem Manajemen Keselamatan dan Kesehatan Kerja


di PT. British Petrolieum
1. Menghilangkan bangunan portabel yang ditempati dari area yang berisiko
tinggi 10 , 15
2. Melengkapi semua penilaian resiko kecelakaan yang diperlukan. 11,12, 14
3. Pelaksanann standar kelompok untuk pengelolaan integritas dan kontrol
bekerja yang berrisiko dinilai dan diprioritaskan. 3, 8
4. Meningkatkan cara untuk memastikan bahwa operasi yang dilaksanakan
memenuhi semua kebijakan dan hukum mengenai kesehatan dan
keselamatan kerja 1,
5. Menghilangkan tindakan yang beredar dari audit yang lama 13
6. Memastikan kompetensi tim dalam hal keselamatan dan operasi. 2, 3
Lampiran 1

BP's six-point plan for safety

BP has taken steps to complete the actions required within its six-point plan,
established to address process safety and operational risk
An integral part of our effort on process safety is closing out our six-point plan for
process safety, which was launched in 2006 to address immediate priorities for
improving process safety and operational risk management at our operations
worldwide, following the incident at Texas City in 2005.
The six-point plan contained commitments on:
• Removing occupied portable buildings in high-risk zones, and blow-down
stacks in heavier-than-air, light hydrocarbon service.
• Completing all necessary major accident risk assessments.
• Implementing group standards for integrity management and control-of-
work on a locally risk-assessed and prioritized basis.
• Improving the way in which we seek to ensure our operations maintain
compliance with health and safety laws and regulations.
• Closing outstanding actions from past audits.
• Ensuring the competency of teams in matters of safety and operations.
In 2009, we completed required actions or integrated the few continuing
requirements within our operating management system, where they will be
tracked to completion. We established a clear approach to monitoring these in
future, within our HSE & Operations Integrity Report. This report, the key source
of management information relating to safety and operations in BP, is prepared
quarterly for the executive-level group operations risk committee.
Lampiran 2

Operational Excellence Management System

To achieve Operational Excellence, Chevron created an Operational Excellence


Management System (OEMS) comprising 13 OE Elements and deployed it
throughout the company to drive, continuously improve and measure
performance.
13 OE Elements
1. Security of Personnel and Assets - Provide a physical- and cyber-
security environment in which business operations may be successfully
conducted.
2. Facilities Design and Construction - Design and construct facilities to
prevent injury, illness and incidents and to operate reliably, efficiently and
in an environmentally sound manner.
3. Safe Operations - Operate and maintain facilities to prevent injuries,
illnesses and incidents.
4. Management of Change - Manage permanent and temporary changes to
prevent incidents.
5. Reliability and Efficiency:
o Reliability - Operate and maintain wells and facilities to ensure
asset integrity and prevent incidents.
o Efficiency - Maximize efficiency of operations and conserve
natural resources.
6. Third-Party Services - Systematically improve third-party service
performance through conformance to Operational Excellence.
7. Environmental Stewardship - Strive to continually improve
environmental performance and reduce impacts from our operations.
8. Product Stewardship - Manage potential health, environmental, safety
(HES) and integrity risks of our products throughout a product's life-cycle.
9. Incident Investigation - Investigate and identify root causes of incidents
to reduce or eliminate systemic causes and to prevent future incidents.
10. Community Awareness and Outreach - Reach out to the community and
workforce to engage in open dialogue to build trust and long-term positive
relationships.
11. Emergency Management - Prevention is the first priority, but be
prepared to respond immediately and effectively to all emergencies
involving Chevron wholly owned or operated assets. For company
products or interests such as common carriers, chartered vessels and
facilities operated by others, be prepared to monitor the response and, if
warranted, take appropriate actions.
12. Compliance Assurance - Verify conformance with OE requirements in
applicable company policy and government laws and regulations. Train
the workforce regarding their OE-related responsibilities.
13. Legislative and Regulatory Advocacy - Work ethically and
constructively to influence proposed laws and regulations and debate on
emerging issues.

Leadership is the largest single factor for success in Operational Excellence. So


the OEMS holds Chevron leaders at all levels accountable for reinforcing OE
standards and behaviors and for achieving results the right way, according to
company values. These values include partnership, community support and ethical
business practices.