Well being, Security And Environmental Management For The twenty first Century
This text summarizes my experiences in growing a extremely profitable HSE (Well being, Security And Environmental Management) program inside PetroKazakhstan (a Canadian owned oil company) which had very few HSE systems and packages before I arrived. On this paper, I attempt to current as clear as doable a picture of where the group, PetroKazakhstan, was when i arrived and what actions I took along the strategy to HSE success.
I had never been to Kazakhstan before or to any of the previous Soviet Republics. I did research the nation by way of the Internet and found that Kazakhstan was not the barren arctic waste-land I had envisioned however fairly a ravishing and various nation with mountains and plains (known as steppe) and even a portion of the Caspian Sea, the world’s largest fresh water lake. PetroKazkhstan’s HQ was positioned in Almaty, a lovely metropolis which was a mix Asian and European structure and tradition.
My first day on the job was January 4, 2004. Like all new employees I had to satisfy the people, understand the group, and find a place to reside. I rented a pleasant condominium in an ideal location referred to as Samal 2. This area is close to the mountains and my apartment was subsequent door to the RamStore, a mall with a grocery store which made my preliminary expertise very pleasant. I solely had only a 2 minute stroll to get my requirements.
My position, HSE-Director was a new place reporting to the President. Beforehand, there had been an HSE & Training Director situated within the Oil Subject but his position was primarily associated to coaching. My first process was to go to the oilfields and see what was happening there and to speak to the individuals each in HSE and operations. PetroKazakhstan (PK) had 2 main working teams, one referred to as PKKR which was the oil producing aspect and the opposite referred to as PKOP, the refinery. PK also had rail loading terminals, oil storage facilities and retail petrol stations.
I had decided before leaving on my discipline visit that I would:
Meet as many key people as possible and hopefully persuade them to tell me about HSE in their areas, the good, dangerous, and ugly.
Go to the oil field operation sites and take a search petroleum refinery neshap videos for myself, evaluating hazards and danger measures being taken to control them.
Evaluation the corporate HSE insurance policies and procedures
Make a summary of gaps I saw and consider the gaps vs. business finest HSE management techniques
Our 10 level HSE plan (based mostly upon gap petroleum refinery neshap videos analysis vs. industry leaders ) included:
Improve Management HSE Leadership- We wanted to grasp how Company managers/supervisors noticed their role in HSE. We then needed to develop workshops which might determine key HSE roles and obligations for managers and supervisors. Efficiency objectives for HSE could be included in administration’s Annual Performance Appraisal.
Incorporate Threat Administration & Assessment – Hazard identification training must be offered for all employees in addition to Introduction to Danger Administration for all managers and supervisors.
Improve HSE Training – HSE training plans weren’t developed for each site based mostly upon risk. New coaching plans for staff based mostly upon threat wanted to be developed as effectively training for supervisors on how to guage their staff in HSE performance.
Develop Contractor HSE Systems – There were no Contractor HSE Management techniques. Contractor HSE Programs had been recognized as a crucial want. A suggestion was made to rent an skilled HSE Contractor Specialist to get the program started.
Develop Safety in Design – PK had relied upon EPC contractors to make sure safety in design previously. A “security in design plan” would require uniform safety design procedures for all future EPC contracts. A key requirement would be a mandated Security in Design Plan.
Replace Operations & Upkeep Plans- There were many gaps in operator training in addition to a scarcity of Normal Operating Procedures (SOPs) in lots of key job tasks. A contractor to develop the operator training and SOPs was proposed. Maintenance and integrity procedures needed to be reviewed and up to date. A proposal for a computerized integrity maintenance system was instructed.
New Data & Documentation System – Several HSE stories being generated within PK but not underneath uniform standards and not combined for assessment by senior administration. A centralized and uniform HSE reporting system and database was proposed.
Improve Crisis & Emergency Plans- Generally the Emergency Response plans have been superb and complied with Kazakh law. Nonetheless, PK lacked a company disaster management plan. We proposed that all local site emergency response plans be reviewed and updated and the staff be educated according to those plans. Plans should also be translated into each languages used in the sphere, i.e. English and Russian. Hiring an skilled emergency response consultant to develop a corporate Crisis Management Plan was seen as a logical means ahead.
Revamp Incident Investigation & Prevention – Since there were no uniform accident investigation procedures or accident reporting forms, we proposed that new procedures and types for incident investigations be developed. Coaching would be supplied to all safety/environmental engineers and supervisors on root trigger analysis and the principles of accident investigation.
HSE System Assessment & Enchancment – Plans have been to be developed for HSE system audits which would overview these 10 points on an annual foundation, reporting the outcomes to senior management.
What did we do first
When faced with 25-30 HSE system gaps, what would you do first I’ve always fallen back on my basic core belief that you just prioritize based mostly upon threat. That’s what we did. For instance, the refinery had no PPE (personal protecting equipment) necessities so we drafted a PPE regulation and began the procurement of PPE. At the identical time, we secured a coaching firm to come in for PPE training. The accident reporting and investigation system was not a dependable indicator of accidents occurring in the field. Only a few contractor accidents had been reported and few supervisors knew how to finish an accident investigation type. The standard trigger of an accident was “negligence”. The typical corrective petroleum refinery neshap videos motion was “send the injured to the clinic”. The same accidents have been repeating time and again. We instantly revised the accident process and types after which carried out a training program for incident investigation. A fatal accident occurred in February, 2004, which steered me to assessment and update the new Work Permit system and to start implementing Contractor HSE Management. Till then, contractors have been on their own as to learn how to conduct their work. The fatal accident changed all that. We began by issuing guidelines from senior administration that each one contractor activities would be overseen by a local site supervisor. We additionally changed the Permit system to require that native site supervisors signal and audit the work. Within the in the meantime, the Permit system was revised and coaching was supplied.
On a broader scale, I knew the company needed to grasp its dangers and the best way to manage them. I contracted a revered threat administration agency to conduct a QRA (quantitative risk evaluation) and to update our Emergency Response System. The QRA would determine our major course of and HSE risks and supply suggestions to reduce these risks. Our Emergency Response System was basically limited to what the Kazakhstan authorities required. We would have liked a company crisis management plan which might oversee and direct actions in time of main incident.
These crucial measures were absolutely endorsed by PK senior administration and so they provided their full help in ensuring that the 10 factors to HSE success have been put into place.
Abstract & Outcomes
By the top of the first yr, each phase of PetroKazakhstan’s HSE performance had improved significantly. The 10 elements of the PK HSE Safety Management System were in place with improved results in HSE, morale and productiveness. The keys to PK’s HSE success have been:
– Identification of HSE gaps vs. Greatest Industry Follow
Development of a “Fit for function” HSE Administration System
Senior Management involvement and support
Measurement of HSE gaps, evaluation of the gaps with corrective actions taken
Rejoice HSE success typically
Be aware: I turned over my HSE Director position to my deputy HSE Director (an area Kazakh) after the 1 yr project ended in Marsden December 2004. I left feeling assured that PK would develop into an business chief in HSE. In August, 2005, the China Nationwide Petroleum Corporation acquired PetroKazakhstan.
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