!!
FRO1O5569 —
PROCESS SAFETY MANAGEMENT IMPLEMENTATION IN PERTAMINA - BADAK LNG PLANT
MISE EN PRATIQUE DE LA GESTION DE LA SkCURITE PERTAMINA - USINE DE PT BADAK
Munir Amsyari
The Badak LNG Plant is located in Bontang, East Kalimantan, Indonesia, and owned by Pertamina (Indonesian Government 011 Company). The total production is about 18.00 million tones per annum of LNG. In the year 2000 the total LNG production of the Badak LNG Plant will be about 21.64 million tones per annum, produced from eight LNG Trains. These company milestones and other achievements are based on the Pertamina initiatives in 1977 to build two LNG Trains in Bontang. In order to maintain continuous supply of LNG to the buyers, Badak LNG Plant Management has established The Company Philosophy i.e. To Operate the Badak LNG Plant Safely, Reliably and Efficiently. Process Safety Management has been implemented in the Badak LNG Plant to fulfill The Company Policy. Management of Change, one of the Process Safety Management elements, is considered the most important element in the support of the Plant operations of the Badak LNG Plant. This paper will explore the Badak LNG PIant Experiences to apply Management Of Change starting with the initial implementation. The Badak LNG Plant Management Of Change is divided into three stages i.e. Evaluation/Study Stage, Safety Review Stage and Documentation Stage. These three stages are combined into a single component referred to as the “Project Flow Of Work”. In order to ensure that the Safety Review Stage can be conducted in a timely manner to support the “Project Flow of Work, the Badak LNG Plant has developed and established a “Hazops Committee”. This group consists of multi disciplined members and is chaired by the Process Engineering Section Head. A high commitment and consistent application of Management Of Change has helped the Badak LNG Plant succeed to fulfill the Company Philosophy especially related to Safety. Up to the end of July 1999, the Badak LNG Plant had achieved 50 Million Working Hours without a lost time accident.
L’usine de GNL de PT Badak est situee a Bontang, Kalimantan Est (anciennement Borneo), Indonesie. Elle appartient a Pertamina (Societe Nationale hdonesienne des Hydrocarbures). Cette usine produit environ 18 millions de tonnes de GNL par an. Sa capacite de production sera portee a 21,64 millions de tonnes par an a partir de I’an 2000, ce grace au 8e train de liquefaction. Ces resultats sent Ie fruit Ie la decision de Pertamina, prise en 1977, de construire deux trains de liquefaction a Bontang. Afin d’assurer la continuity de I’approvisionnement en GNL requise par Ies acheteurs, la direction de I’usine a defini la (f Phiiosophie de la compagnie ~~: faire fonctionner I’usine de PT Badak en toute securite, de fa$on fiable et efficace. A cet effet, PT Badak a developpe un systeme de gestion de la securite. La K Gestion du changement >>est considered comme Ie principal element de la gestion de la securite assurant Ie bon fonctionnement de I’usine a Badak LNG >>.Cet expose decrit Inexperience de PT Badak clans I’application de la Gestion du changement depuis sa mise en oeuvre. La Gestion du changement comprend 3 etapes : ~vaiuation/Phase d’etude, Bilan de la securite et Documentation. Ces trois etapes sent combinees en un seul element, appele <
Portions of this document may be illegible in electronic image products. Images are produced from the best available original document. ,,
1- INTRODUCTION
1.1- General
The Badak LNG Plant located in Bontang, East Kalimantan, Indonesia, is operated by PT Badak Natural Gas Liquefaction, an Indonesian corporation owned 55 % by Pertamina, the Indonesian State Oil Company, 30 % by Gas Producers group (Vice, Total Indonesie, and Unocal), and 15 !40by JILCO representing the Japanese Buyers. The Badak LNG Plant has seven LNG Trains in operation capable of producing 18.00 million tons of LNG annually. The eight Train is under start- up and is expected to produce LNG by the end of 1999. By having eight LNG Trains in operation at the end of 1999, the total LNG production from the Badak LNG Plant will be about 21.64 million tons annually.
For guiding company operation, an Operational Plant Philosophy was established since the beginning of the LNG production in 1977. This Philosophy covers three aspects: Plant Reliability, Plant Efficiency and Plant Safety. By maintaining this philosophy it is expected that the commitment of the LNG shipments to the Japanese, Korean and Chinese buyers can be maintained indefinitely. Since the beginning of LNG shipments in 1977, there has been no cargoes delayed to the customers. This achievement continues to strengthen the Morale and spirit of the Badak LNG plant personnel to keep and maintain the Operational Plant Philosophy.
1.2- Development of the Plant Philosophy
The Management of Badak LNG Plant realizes that the strength and viability of the company depends on the healthy interaction be~een the Employees and the Management of the Company. This healthy interaction can be established and maintained by mutual understanding between the Management and the Employees by establishing a Corporate Company Culture, which consists of Company Vision, a Mission Statement, Strategic Objectives, Tactical Objectives, and Company Basic Policy (see figure 1).
Comt3anv Vision The Badak LNG Plant is the largest LNG supplier in the world, one of the main sources of National Income for Indonesia and the Agent of Community Development, all employees strive to make this facility the best LNG Plant in the world.
Com~anv Mission The company mission is to supply LNG to the Buyers in a reliable manner.
Strategic Objectives The Badak LNG Plant is to build and maintain the buyers trust, and to prepare for future markets,
Tactical Objectives The Operational PhiIoso~hv is to operate the LNG Plant in a Safe, Reliable and Efficient manner, to enhance the Technology; ahd to es~ablish a Master Plan/Technology.
ComDanv Basic Policy The Basic Policy of the Company covers the following philosophies : Personnel Development, Operational, Safety, Maintenance Philosophy, Environment Development. Design, Construction and Expansion philosophies are also included in this Basic Policy. MANAGEMENT BASIC TACTICAL STRATEGIC POLICY MISSION VISION POLICY OBJECTIVE OBJECTIVE
MAN PERS. DEV. SAFE, RELIABLE BUILD/TvUWJTAIN TO SUPPLY WORLD PHIL. AND EFFICIENT BUYERS THRUST LNG TO THE LAGEST MONEY OPERATION OPERATION BUYERS IN A PHIL. RELIABLE WAY .k’&PLIER MATERIAL SAR3Y PHIL. TECHNOLOGY MAINTENAN- ENHANCEMENT NATIONAL MACHINERY CE PHIL INCOME MASTER PM PREPARE FOR METHOD TECHNOLOGY FUTURE MARKET AGENT OF ESTABLISHMENT COMMUNITY ENVIRONMENT ENVIRONMENT DEVELOP- DEV. PHILOSO- MENT PHY DESIGN PHIL. CONSTRUCT. 4 PHIL. THE BEST EXPANSION LNG PIANT PHIL. IN THE WORLD GOAU OBJECTIVE L I
Figurel : PT. Badak Corporate Culture
It is PT Badak’s policy that Process Safety Management is applied to achieve “Safety Excellence”, a general guideline for all personnel to follow the policy is set forth in a dedicated and comprehensive manual called “ PT Badak NGL. Process Safety Management Manual”. This manual was officially issued in early 1996. PTB believes that the implementation of Process Safety Management will be an integral part of the business considerations i.e. production, cost, quality, benefits and employee relations. Based on PTB requirements for operating the plant, PTB selected 12 elements for supporting PSM implementation in the Badak LNG Plant. This paper will share and explore PTB experiences in applying the Management of Change element.
2- PTB PROCESS SAFETY MANAGEMENT
The elements of Process Safety Management have been known and applied in the activities of the Badak LNG Plant since the beginning of company business in 1977. Therefore, developing and implementing Process Safety Management is actually an effort to develop a model and socializing it to all PTB personnel. The model is described in the PT Badak Process Safety Management Manual, as the integration of three major components of the Badak LNG Plant i.e. Personnel, Technology and Facilities. PTB decided that 12 elements are adequate to meet the standard requirements for establishing PTB’s PSM. The integration of these 12 elements to the three major components of the Badak LNG Plant is as follows (see figure 2): ,,
Technology Personnel
Process Safety information . - Training - Process Hazard Analysis. - Contractor - Operating Procedure. - Accidenfflncident Investigation - Safe Work Practices. Emergency Planning and Response - Management Of Change. - Audit Management of Change
Facilities
- Mechanical Integrity. - Pre Start-up Safety Review. - Management Of Change.
PROCESS SAFETY AUDITING OPERATING . ■ PROCEDURES
MANAGEMENT SAFETY I OF CHANGE k m
CONTRACTOR m PROCESS HAZARD TRAINING 0
MECHANICAL
— lNTEGRll_f & I MANAGEMENT I QUALITY OF CHANGE I ~ 9
PRE START-UP SAFETY REVIEWS
Figure2: Elements of PTB-PSM
The effect of the Management of Change on each component described, expresses PTB’s concern that the Management of change plays a key role and can not be separated from any activities related to the 12 elements of the PTB’s PSM.
2.1- Steps of PSM Implementation
Implementation of PSM in the PTB facilities is an integrated effort, accomplished through the following steps: 2.1.1- Introduction Phase
A PSM expert (consultant) was invited to evaluate the application of the PSM elements in PTB in September 1992, followed by providing PSM training to the key personnel PTB. The training was conducted in two ways i.e. sending PTB employees to attend overseas PSM training and conferences, and in-house training for the Supervisors up to the Manager level. Upon completion of this training, PSM was introduced to all employees through Safety Talks and Fire & Safety Refresher courses.
2.1.2- Commitment Phase
After the PSM concept was understood by our PTB employees, a commitment or policy as the foundation of PSM program implementation was established, - Develop PSM Manual Procedure no. PSM-01. - Include PSM methodology in to the PTB Basic Safety Policy (see figure 3).
TACTICAL BASIC STRATEGIC MISSION VISION TARGET Pnl Icv TARGET
MAN - SAFE1l’ ZERO HEALTH, INSPECTOR ACCIDENT SAFETY & h F~ ml ENVIRONMENT AL PROTECTION IS AN MONEY - SCALE OF LOW PRIORITY SEVERITY INTEGRAL PART OF TH E RATE ,,, ----- . . .
MATERIAL - QuALITY LOW FREQ. ASSURANCE RATE SPECIFICATION
MACHINERY - FAIL SAFE EQUIPMENT DESIGN ZERO FAILURE
METHOD - P.S.M. - CODES & STANDARDS
ENVIRONMENT - ENVIRONMENT IS DEVELOPED TO SUPPORT THE COMPANY
Figure 3: PTB Safety Culture
2.1.3- Preparation Phase
All the elements of PSM, which were being applied within PTB were reviewed to determine the need for further program development. PTB decided to apply 12 elements of the PSM program, which were adopted from the combination of OSHA 29 CFR, 1910.119, API RP-750 and the DuPont Program as PTB consultant during conducting Introduction Phase of PSM. The summary of PTB PSM Elements can be found in table 1: OSHA 29 CFR 1910.119 API RP 750 PT. BADAK NGL. CO. Employee Participation .. .- Process Hazards Analysis Process Hazard Analysis Process Hazard Analysis Process Safety Information Process Safety Information Process Safety Information Operating Procedures Operating Procedures Operating Procedures Training Training Training Contractors -- Contractors Pre Start-Up Safety Review Pre Start-Up Safety Review Pre Start-Up Safety Review Assuring the Quality and Mechanical Integrity of Critical Mechanical ‘ Mechanical Integrity Integrity and Equipment Quality Assurance I Hot Work Permits I Safe Work Permits I Safe Work Permits I Management of Change Management of Change Management of Change Incident Investigation Investigation of Process Incident Investigation Related Incidents Emergency Planning and Emergency Response and Emergency Planning and Response Control Audit of Process Response Hazards Management Compliance Safety Audits Systems Audit -. I General .. J
Table 1: PTB – PSM Elements
2.1.4- Implementation Phase
Continual refinement of the PSM elements during this implementation phase must be done by PTB as long as the company philosophy is not changed. Consequently, all Departments within PTB must monitor and ensure that their activities meet and are consistent with the elements of PTB’s PSM.
2.1.5- Monitoring Phase
Regular audits of PTB’s PSM program will be conducted by a PSM expert, who is hired by the share holders. The results of the audit are used to monitor and control PTB achievements in implementing the PTB’s PSM. Any deviation and inconsistency related to the elements of PTB’s PSM must be followed up with a corrective action to ensure that the PTB vision can be achieved.
By following the above phases, the implementation of the PTB’s PSM program can be achieved smoothly. PTB personnel’s understanding of the PTB philosophy, which has been consistent since the start of the company, supports this smooth implementation. An individual commitment to follow the PSM elements is the key success factor to ensure that PSM can be implemented. However, human nature can not guarantee that all personnel have the same commitment. Therefore, clear and straight guidelines are required. Among the 12 elements of the PTB’s PSM, the most diftlcult part to be maintained and to be followed consistently is handling or implementing Management of Change. As mentioned in the previous section that “Management of Change plays a key role and can not be separated from any activities related to the 12 elements of the PTB-PSM”, this is because human nature adds complexity to the change process. 2.2- Management of Change of PTB-PSM
The policy behind the Management of Change of PTB-PSM is “any changes without the proper consideration of their impact can render all previous reviews and safe guards null and void. It is necessary that written procedures shall be made to manage and control technological, physical equipment and personnel changes that may effect the process”. In order to meet the policy, a change is defined as any addition, deletion, or alteration of process technology, personnel and facility outside of established limits. The list of the categories of changes, which covers procedure, responsibility and file location is developed to ensure that PTB personnel can follow any required action if necessary (see table 2).
OTHER CATEGORY RESPONSIBLE DEPARTMENT FORM OF PARTICIPATION FILE LOCATION DEPARTMENT SUPPORTI PARTICIPATION
- Process Technology - Operation - Maintenance - Implementation of Management of - Technology Changes - TechrricaUProcess - Loss Prevention ChangelPmess Technology - Operetkm Eng. - Logistics Changes. - Main Control Room - Devalopmenff - Hazops Committee - Review and evaluate any Process - Library ICS Technology Technology Changes
- Facilities I Equipment - Operation - Project - implementation of Management of - Technology Changes - Technicel/Facilities - Maintenance Change/Facilities Changes. - Operation Eng. - Loss Prevention - Review and evaluated any - Main Control Rmm - Development/ - Logistics Faciliiea Changes - Library ICS Technology - Hazops Committee
- Personnel Changes - All Departments - Personnel - Implementation of Management of - All Departments Change/Personnel Changes. - Personnel - Review and evaluate any Personnel Changes
- Documentation - Operation - Project - Updated mntinually a change - Technical - Technical - lCS/Main Libray occurs and revised when feasible. - Operation - Accessible to operating personnel. - Main Control Room - ProjecUDdting/ Library - Main Libfary/lCS
Table 2: Management of Change Responsibility of File .
2.2.1- Process Technology Change
Process technology change is any addition, deletion or alteration of process technology such as, production rates, materials, equipment, catalyst, operating condition. Some items which include in the process technology change are as follows:
Process Chemicals - Feedstock. - Product Specifications. - By – Products / Waste Products. - Maximum Intended Inventory - Additives such as : * Corrosion Inhibitors. * Antifoulants. * Antifoam Agents. * Stabilizers. * Dispersants. Process Technolouv - Process Flow Scheme. - Capacity. - Operating Parameters Such As : * Temperature. * Pressure. * Level. * Composition. - Catalyst. - Catal,yst Condition Procedures. - Catalyst Environmental Control. - Operating Procedures. - Base or Advance Level Control Philosophy. - Control System Software. - Emergency Repressurizing Capacity. - PSV Design Basis. - Flare System Design Basis.
2.2.2- Facilities Change
Facilities changes is the addition, deletion, alteration of facilities (process equipment) such as : construction material, equipment specification, piping pre arrangement, alarm and interlocks. The following items are included in the facilities change :
- Equipment on Existing or New Facilities including : *” Tie-In. * Removal of Equipment or Instrumentation from a Working Process. * Demolition of Idle Equipment. * Demolition of a Process Unit.
- Mechanical Design such as : * Rotational or Reciprocating Speed. * Materials Handling. * Thickness. * Gauges.
- Materials of Construction. - Interlock System. - Instrumentation. - By pass Connections. - Preventive Maintenance List. - Hoses, Tubing, or Piping including : * Hot Taps. * Pipe Clamps. * On - Stream Leak Repair.
- Blinds, Safety Control Devices, or Electrical Circuits including Jumper Wires. - Gasket Material of Type of Constructions. - Relief Valves including: * Set Pressure. * Orifice Size. * Bellows Material.
- Pumps & Compressors including: * Seal Type. * Configuration. * Material. . .
* Fire Protection Equipment. * Sewer System.
2.2.3- Personnel Changes
Personnel changes are defined as : new employees, job rotation, restructuring of organization, etc.
There are three stages (evaluation/study, safety review and documentation) are combined into a single component called “Project Flow of Work as the detail working procedure and guideline for implementing the Management of Change, especially to handle process technology and facilities changes. This procedure is called the PT. Badak Policy Procedure Guide (PP Guide) which consists of b.vo parts i.e Project Procedures and Hazops & Hazan.
2.3- Project Procedures PP Guide
The Reject Procedure PP Guide covers the company to encourage PT. Badak employees and engineers to follow a standard administrative approach when issuing a Request for Engineering Service (RES) and processing the RES implementation of the required solution as the initial step of the Project Flow of Work.
This procedure applies to all Departments dealing with RES : Facilities Engineering, Inspection, Process Engineering Sections of Technical Department, Project Engineering Section of Project Department, Safety Engineering & Environmental Control Section of Loss Prevention Department and Technology Section for preparing a conceptual study. Process Engineering, Facilities Engineering and Project Engineering Section for issuing simple detailed designs, Facilities Engineering and Project Engineering Section for issuing complete detailed designs.
Any employee may create a Request for Engineering Service (RES) when he sees a problem which may require technical investigation or needs engineering assistance. The content of the RES includes a background of the problem and a request to find the solution. The reason for the concern and justification for writing a RES are:
* Plant safety, * Plant improvement, * Plant modification, * No*plant related improvement and * Company contribution to local government.
After writing the RES, the originator shall obtain the approval of his supervisor and his department manager. Then the RES is submitted to the custodian for the custodian manager’s approval. The custodian manager then submits the plant related RES to the Technical Manager, or to the Project Department Manager for a non-plant related RES/civil work job, or to the Loss Prevention Manager for a safety related RES.
For Plant related projects, the Technical Manager will check whether the RES is acceptable. He will check with the originator if required. If it is not acceptable, it shall be rejected and sent back to the custodian manager. If it is acceptable, the Technical Manager will discuss internally and select the proper department or section for the study. If the RES is related to Fire Safety and Environmental aspects, it shall be sent to Loss Prevention Manager. After reviewing the RES the Technical Manager or Loss Prevention Manager will modify the priority of the RES, if required, and distribute it to the appropriate section, based on the result of Technical or Loss Prevention Department discussion. If there are any additional questions on the RES, the assigned Section Head clarifies them to the Technical Manager or Loss Prevention Manager. Non plant related projects will be directly handled by Project Engineering Section.
The Section Head shall obtain a project number for the RES from the project administrative assistant in the Project Engineering Section and assign an engineer within the section to handle the .
RES. The Section Head will then distribute the RES to the appropriate parties listed on the lower part of the RES. To proceed the project task, the engineer must look at the priority of the RES and always execute the RES with the higher priority first, and follow the project flow chart (see figure 4) for reference. The assigned engineer is responsible for the project from concept through execution as well as for keeping the project file for the project organized in a comprehensive and timely manner.
RES FROM ORIGINATOR I 1+
RES APPROVED BY I CUSTODl~N I 1 v 1 (
I TECHNICAL‘ESREV’WBYMANAGEMENT 1~ REJECTE:=O=D I I I - A
DOES THE RES DEAL NO
RELATED PROBLEM
v RES TO TECHNICAL, LOSS PREVENTION, OR TECHNOLOGY I I
+ SECTION HEAD ASSIGNS ENGINERING ASSISTANT ENGINEER AND OBTAINS 4 ASSIGNS PROJECT NUMBER PROJECT NUMBER I I *
Figure 4: PTB – RES and Project Flow Chart NO ,’A., FROM PREVIOUS PAGE
IF A SIMPLE PROJECT, EMERGENCY JOB OR -45$ 2,000 PROCEED WITH A PERFORM STUDY AND MEMO # 1-S FORM DEVELOP MEMO # 11
SUBMIT MEMO #11 WITH REVISE h MEMO # 1I-A FOR AS RE( CUSTODIAN APPROVAL L
YES
YES ●
DOES THE PROJECT YES E=l 4
I NO &
YES CAN PROJECT BE DONE WITH # 1-S FORM ?
NO
PREPARE COST ESTIMATE - SUBMIT MEMO # 3 TO CUSTODIAN I I I I
r+CUSTODIAN TO PREPARE AFE
* F*
Figure 4: PTB – RES and Project Flow Chart .-
AFE (MEMO # 3) NO APPROVED ?
IF PROJECT CAN BE IMPLEMENTED WITH YES A MEMO # 1-S FORM 2A?’HAZOPS
YES +$--i= + + DESIGN - CALCULATION - DRAWINGS
+ MEMO # 1-S COMPLETE ENGINEERING OR SIMPLE PROJECT PACKAGE bElA I := 1 + + + NO REVIEW WITH REVIEW WITH REVIEW WITH CUSTODIAN MAINTENANCE PROJECT .— L
4 SUBMIT MEMO # 2 PROJECT EXECUTION MAT’L AVAILABILITY YES I + + COMMISSIONING PROCEDURES I INSPECTION TO + VERIFY QUALITY I FIELD WORK COMPLETE
PROJECT CRITIQUE
L
ISSUE JOB CLOSURE MEMO # 5 , t
“’”A * I I I I w
FURTHER STUDY NO PROBLEM cl”OR REVIEW ~ SOLVED
DISTRIBUTE MEMO # 5 FOR PROJECT COMPLETION
Figure 4: PTB - RES and Project Flow Chart 2.4- Hazops and Hazan PP Guide
PT. Badak w“shes to review plant and community related projects including tie-in jobs, studies and maintenance job preparations, or other changes including operating procedures that impact the safety and reliability of the Badak LNG/LPG Plant and it’s Community, from a hazards and operability (Hazops) point of view in order to eliminate possible failures when the projects/studies and procedures are implemented. The review includes Hazard Analysis (Hazan), which is used to quantify the risk/consequences if the job execution fails. Both Hazops and Hazan can be conducted independently or combined depending on the requirement. In the case of a combined review, Hazan will follow Hazops based on Hazops recommendation. This is parallel with the mission of PT. Badak to maintain a high standard on the safety and reliability of the Badak LNG/LPG Plant and Community.
To ensure that the Hazops review is consistently implemented, a body (committee) in the PT. Badak organization is established, called Hazops Commitlee (HC). The review of Hazan is done by the Loss Prevention Department.
2.4.1- Application
- All plant related projects including tie-in jobs or studies within PT. Badak which directly have a significant affect on the safety and reliability of the Badak LNG/LPG plant. - All plant repairs related to maintenance job preparations within PT. Badak which have a significant effect on the safety and reliability of the Badak LNG/LPG plant. - Other changes including operating procedures that impact to process safety and reliability of the Badak LNG/LPG plant. - Other PT. Badak facilities outside the plant which have been decided to be reviewed by Management from a hazard, operability, and safe~ point of view. - Outside projects/studies which will be implemented in the Badak LNG/LPG plant.
2.4.2- Hazops and Hazan Procedures
Hazo~s Procedure - Each project/study or a change is sent to the Hazops Committee Chairman (HCC) using memo # 7 or a regular memo complete with a conceptual study/design intentkequential procedure, detailed drawings, and the result of the department Hazops review (see figure 5). - After receipt of the package, HCC will decide, whether a meeting with the project engineer/Hazops requestor and the Hazops Committee Members (HCM) is required. Calling a Hazops Committee meeting is the prerogative of management and HCC. Requests for a meeting by others can also be made to the chairman. - For simple projects, studies and other changes, the Hazops review is done by the secretary or the HCM and approved by HCC. - For big or complicated projects, studies, and other changes within the existing facilities, a full Hazops Committee meeting is required. Depending on the requirements, Management or expert (s) may be invited to attend this meeting for their advice. in the meeting the project engineer or the Hazops requestor should explain the proposed project, study or other changes to the committee, and all committee members are free to raise questions related to the safety and operability stand-point. For a big project which is not executed by PT. Badak but will be implemented in the plant, or for the existing plant facilities which need to be reviewed from the hazard and operability point of view, a full time hazops study with a full team from various disciplines will be required for a duration of more than 15 working days. In this case a special team called Temporary Hazops Committee, is formed. - During the meeting, the Hazops Committee identifies/assesses the potential hazards, and they will recommend to the project engineers/Hazops requesters to accommodate their findings into their studies. - In addition to HCC amroval for the HazoDs of the maintenance iob reparation or other changes including o’p”erating procedure, “ the approved Hazops document should be acknowledged by Operation Manager, Plant Technical Manager, Maintenance Manager and Loss Prevention Manager prior to the execution of the job. - If the HCC considers that the request for Hazops for a projects, studies and maintenance job preparation is not appropriate, the HCC will return the memo # 7 or issue a response memo to the project engineer with the note “Hazops is not required. - Starting from the receipt of the package, HC will complete their review and comments in a reasonable time but not longer than 15 working days. For every big project, the duration of Hazops review will be defined prior to the start of the work.
Hazan Procedure - PHC or/and Division Manager will recommend to the Loss Prevention Department to conduct a Hazan. - Loss Prevention Department proposes the action plans to cover an unexpected Hazard condition. - The results of the Hazan should be attached to the Hazops result. But if Hazan is done independently, the report can also be issued independently to the requestor.
ENGINEERING STANDARD MEMO # 7
TO : HAZOPS Committee Date : UUUl FROM ddmmyy SUBJECT : HAZOPS REVIEW REQUEST
JOB NUMBER : --6333 JOB TITLE : ENGINEER : GROUP HEAD : SUMMARY OF SCOPE : Attached to this memo please find the following : m Design Intent (always include) m Spec. Sheets : m Conceptual Design Drawings : n Other :
Please review these attachments from a HAZOPS standpoint and indicate the Committee’s decision by completing the form below and returning it to us.
For HAZOPS Committee use only : ❑ Not Required ❑ Not Approved (see comments attached)
❑ Approved by : Sub-Committee on Full Committee Meeting held on ❑ Signed : (HAZOI-”3. C.halrman) (Cnmmlttee M ember) Date
DISTRIBUTION : ( ) number of copies after approval
1 Project Eng. Section Head 10) Hazops Committee Members 1 Custodian : 1 Technical Library Files {11 Engineer : {11 Technical Project Files H Consistent application of these procedures as a part of Management of Change of the PTB’s PSM has contributed to the achievement of the current PTB Safety Record of more than 50 million working hours without a lost time accident.
3- CONCLUSIONS
1. The corporate culture of PTB is to strengthen a healthy interaction and mutual understanding between management and the employees.
2. The 12 elements of Process Safety Management are adequate to meet the standard requirements of PTB’s PSM program.
3. Individual commitment to follow the PSM elements is the key success factor to ensure that PSM can be implemented.
4. Management of Change is considered the most important element of PSM in the support of the plant operations of the Badak LNG Plant.
5. Application of PTB’s PSM contributes to the achievement of the current PTB safety record of over 50 million working hours without a lost time accident.
REFERENCES
1. PT. Badak NGL, Process Safety Management Manual. 2. PT. Badak NGL, Policy/Procedure Guide 0304-01. 3. PT. Badak NGL, Policy/Procedure Guide 0305-01.