Monday, December 04
While the importance of Process Safety Management (PSM) is widely recognised in the oil and gas industry, and its key elements are relatively well-defined during design and engineering stages, the implementation of an effective PSM system during the operational phase still remains a challenge for many operators. Majority of past process safety related incidents, including recent ones, are attributed to deficiencies identified in the usual suspects, e.g. commitment, control of work, culture, competency management, change management and mechanical integrity management. This session will discuss the challenges and strategies to ensure successful implementation of PSM programs, including looking into the way it is cascaded in the organisation, monitored and aligned with other business processes. We aim to discuss the current initiatives and challenges faced by industry to enable us to draw lessons to address any perceived shortfalls.
Asset Integrity is the ability of the asset to perform its required function eectively and e ciently whilst safeguarding life and the environment. Asset Integrity Management is the means of ensuring that the people, systems, processes and resource, which deliver integrity, are in place and in use over the whole lifecycle of the asset. This session will discuss key issues when managing asset integrity as a fit-for-purpose, robust management system and how to implement good operational practices and control.
Operation integrity consists of interrelationships of people, assets and processes in managing the operations of a facility in a safe, efficient and reliable manner. This is achieved through consistent execution of reliable, repeatable and replicable practices by all personnel in the organisation. In facing the current norm of energy price, companies are taking steps to ensure resiliency through improved work processes, changes in organisation and technological innovations. Given the dynamic nature of facility operation and hazards, risk exposure will constantly change. These changes help ensure operational integrity is maintained and the facility is operated within a safe operating envelope. This session will discuss challenges, strategies and lessons learnt to ensure operational integrity is maintained while achieving business objectives.
Long before phrases such as big data, advanced analytics, and the Internet of Things became popular, oil executives were making use of 3-D seismic, linear program modelling of refineries, and advanced process control for operations. The use of such technologies unleashed new hydrocarbon resources and delivered operational efficiencies across the value chain. In view of the current technological advances, we are now poised for a second digital age that could further reduce costs, improve productivity, and boost performance significantly — provided the right technologies can be harnessed to support the respective business strategies. This session will share applications of the latest digital solutions in meeting today’s organisational objectives.
Tuesday, December 05
Many organisations spend a lot of time, resources and effort to improve their HSE performance. This includes strengthening policies and procedures, enforcing them and ensuring workforce competency. However, incidents still occur and statistics show that human factors are one of the primary causes of such incidents. Humans need to manage responsibilities, attitudes, behaviour; the environment, nature, weather; equipment, technology, etc. Organisations take steps to improve these human factors, to ensure their human resources are capable, knowledgeable, suitable, responsible and ready for potential challenges. However, are these steps sufficient and efficient? Is the “cost” to get the right human resources higher than it should be? Or is the “way” to get effective control outdated? Are “cultures” too difficult to be adopted? This session will examine and discuss the efficiency of competency management programmes; human development processes vs. technology and industrial acceptance in ensuring the workforce has sufficient knowledge, skills and exposure prior to performing the real task; and adapting organisational best practices in improving the HSE culture within the industry and beyond.
The fundamental principle of risk-based hazard management is that while risks cannot always be eliminated, it is possible to reduce them to a level that is ALARP, where the risks are tolerable because all reasonably practicable risk reduction measures have been implemented. Deciding the most effective risk reduction strategies is important as it involves a few factors that need to be taken into account i.e. the effectiveness in reducing the risk, cost optimisation, production disruptions, time, logistics and manpower. As part of the decision-making process, the regulatory requirement and company policies should always be the priority. The identification of Control and Recovery Barriers shall ensure the effectiveness and feasibility of the proposed controls, and shall be based on the Hierarchy of Controls, i.e. Elimination/ Minimisation/ Substitution, Engineering Controls, Administrative/Procedural Controls and Personal Protective Equipment.
This session features case studies and lessons learnt on process safety and asset integrity. Discussions on implementation of corrective and preventive actions across operating companies and various organisations will be covered.
After years of production, ageing assets are approaching the end of their life cycle and decommissioning of these assets can be a daunting prospect, with the challenges of technical execution, safety, cost, liability, capability, and regulatory compliance. This session will cover the Process Safety and Technical Risk Assessment aspect during Decommissioning phase from various perspectives e.g. regulation, guidelines, risk strategies including real applications during decommissioning projects.