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I have never been in any accident of any sort worth speaking about. Nor was I ever in any predicament that threatened to end in disaster of any sort. I am not very good material for a story Veteran Sea Captain interviewed about his many years at sea in 1907. E J Smith Captain of the Titanic
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Todays Presentation
Integrity Management Challenge around the world Safety of Plant and People Integrity Management Incidents Managing Plant Process and People Group Operating Management System The Integrity Management Standard Engaging People in IM - IMagine the Difference you can Make Some thoughts on applying lessons successfully
BPs heritage
What we do
BUSINESS SEGMENTS
RESOURCES
Exploration & Production
CUSTOMER FACING
Gas, Power & Renewables Integrated Supply & Trading Refining & Marketing
road related
To ensure that plant contains hazardous materials (hydrocarbons and toxic materials) securely and sustainable
Oil Spills greater 1 bbl
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1.8 1.6 1.4 1.22 1.2 1.18 1.2 1 0.84 0.8 0.6 0.6 0.4 0.2 0
87 88 89 90 91 92 93 94 95 96 97 98 99 2000 2001 2002 2003 2004
Clear Vision Introduced Golden Rules of safety ASA BP Amoco Merger
1.56 1.44
Safety in Performance Contracts
Measures Days Away From Work Case Frequency (DAFWCF) per 200,000 hours 11
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hazard reduction
hard barriers
soft barriers
hazard
accident or loss
physical controls
procedures
generic systems
peoples behaviors
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Plant Integrity
Leadership
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BP Management Interventions MAR PSIM Golden Rules Driving Safety Specific Requirements oms
(BP)
General expectationsbased
gHSEr OIAS
(BP) (BP)
ASHEE
(Amoco)
OES
(ARCO)
Pre-1990
1991
1994
1998
1999
2002
2006
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OMS Framework
Business Processes
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Excellence Efficiency
Business Impact
Neutral
Catastrophic Loss
Essentials
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Principles
Measurement is used to understand and sustain performance We deliver what is promised and meet the expectations of our key stakeholders
Our leaders exhibit visible, purposeful and systematic leadership and are respected by the organizations they lead
We have fit for purpose and agile organizations staffed with competent people.
We document and rigorously follow procedures for safe and effective operating
Our operations are continuously optimized to improve performance and delivery from our assets
Our plants, facilities and assets are fit for purpose throughout the lifecycle of the operation
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47 Sub-Elements of Operating
Results Metrics & reporting Assessment & audit Performance review Budget management Privilege to Operate Regulatory compliance BP requirements Community & stakeholder relationships Customer focus Ethics/Social responsibility Risk Risk assessment & management Safety Process safety Health Industrial hygiene Security Environment Crisis management & emergency response
Leadership Leadership and accountability Operations strategy & policy Planning & control Resources & implementation Communication & engagement Culture
Organization Organization People & competence Operating discipline Organizational agility Organizational learning Working with contractors
Procedures Operating procedures Management of change Information management & document control Incident management Permit to work
Optimization Plant optimization Energy efficiency Feedstock & Product scheduling & inventory Quality assurance Technology Procurement & materials Continuous improvement
Assets Plant integrity Reliability Maintenance & turnarounds Facility design & construction Projects & Operations integration Decommissioning &remediation
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Select
Review of existing standards and documents carried out Gaps identified ETPs EAs MAR New Draft IM Standard written by crosssegment team Series of Crosssegment workshops planned and carried out to identify costs and benefits Metrics proposed
Define
GROUP By Q1 2005 Finalise and issue Define Stage IM Standard Issue Group IM Guidance document Agree Metrics Create Communication strategy and plan. Ongoing Supporting material developed to plan throughout 05 SEGMENTS By end 2005 latest Develop implementation Guidance Identify gaps to meet IM Standard Identify business Segment Planning with costs and produce implementation plans Functional Support Input budgets to annual business planning cycle
Execute
Issue Execute Phase IM Standard Phased execution based on business priorities within compliance period Segments/ BUs to close gaps versus plan Group and Segments to monitor and report progress against plan By end 2008 all applicable locations to be Exemption issued, or Closed
Operate
Ongoing validation of risk/benefits assessment based on actual performance
Compliance with standard periodically reviewed via Internal Audit Effectiveness routinely reviewed and embedded in local and central performance mgmt Performance mgmt system core part of standard governance process
2003 2004
Functional Analysis Function/Segment Consultation
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PSIM Standard
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Risk
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PSIM Standard
1. IM Accountabilities - appointment of SPAs & EAs 2. Competence define critical IM competencies, assess staff & contractors 3. Hazard Evaluation and Risk Management - identify hazards, assess & manage risks. Mandates MAR of Group Concern to be reported to GVP Group Technology with action plan. 4. Facilities and Process Integrity - design for Integrity throughout lifecycle & compliance with STPs & operational practices 5. Protective Systems - Installation & maintenance of protective systems & devices based on hazard evaluations/risk assessments to prevent/ mitigate loss of containment 6. Practices and Procedures - STPs to be developed consistent with Group ETPs 7. Management of Change - all operations to apply a management of change process for temporary & permanent changes 8. Emergency Response - Plans in place to respond to a serious IM related incident 9. Incident Investigation and Learning - Investigate root causes of IM related incidents & share lessons to prevent reoccurrence 10. Performance Management and Learning - IM Performance management system with KPIs. Annual IM Group risk report identifying top 5 risks per SPU by Engineering Authorities for Group Engineering Director. 32
IM Standard Programme
Ongoing Risk Based implementation plans in the segments Monitoring of metrics/KPIs at Group and Segment level Raising IM awareness through Monthly Updates, New Group and segment websites, IM Standard Awareness DVD, Workshops. Quarterly performance management of IM to Group leadership Audit programme starting to be implemented with focus on action closeout by segments
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Confined Space Entry Hazardous Substances In Refineries Hazards of Air and Oxygen Hazards of Electricity and Static Electricity Hazards of Nitrogen and Catalyst Handling Hazards of Steam Hazards of Trapped Pressure and Vacuum Hazards of Water Hotel Fire Safety Liquid Hydrocarbon Tank Fires Safe Handling of Light Ends Safe Furnace and Boiler Firing Safe Tank Farms and (Un)loading Operations Safe Ups and Downs for Process Units Control of Work Integrity Management Learning from Past Major Industrial Incidents (A I Ch E)
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