Welcome
Responsible Care: The Competitive Advantage
Membership categories
Associate Members
Full Members
214
37
International Producers
Small Gulf Producers
Service Providers
Business Partners
Cat
ego
rie
s
5
Responsible Care: The Competitive Advantage
GPCA full members account for > 95% of the chemical output in the Arabian Gulf region
55
Bahrain
KSA
Qatar UAE
· GPIC
· Advanced
Petrochemicals
· Alujain Corporation
· Astra Polymers
· CHEMANOL
· Farabi
· NAMA Chemicals
· NATPET*
· PETRORABIGH
· Sadara
· Sahara
· Ma’aden
· Saudi Aramco*
· SABIC
· SIPCHEM*
· S-Chem*
· TASNEE
* Companies with current seats in the
GPCA board
· Muntajat
· QAFAC
· Q-Chem
· QAFCO
· QAPCO*/QVC
· QP
· ADNOC Fertilizers*
· Borouge
· ADNOC
· ADNOC Refining
· Mubadala
· EQUATE
· Kuwait Aromatics
Company
· PIC*
· Duqm Refinery
· Oman Methanol Company LLC
· Orpic*
· Omifco
· Salalah Methanol Company, LLC
OMAN
KUWAIT
Responsible Care: The Competitive Advantage
GPCA Strategic Pillars - Networking
GPCA’s flagship event:
The Annual GPCA Forum
2006
18.4%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
1,643
1,594
1,324
1,087924
838
450
1,875
2,1462,020 2,005
2,032
Responsible Care: The Competitive Advantage
GPCA mini forums with functional and industry segmentfocus
300+attendees
300+attendees
200+attendees
200+attendees
300+attendees
Responsible Care: The Competitive Advantage
Antitrust and competition law
Ensure strict compliance to the following steps to minimize the risk of violating competition laws
Prior to meetings:
• Draft detailed agenda that accurately reflects what is to be discussed. Agenda and meeting documents must not include issues relevant to competition law.
During meetings:
• Limit discussions to topics included on the agenda.• Take minutes of the full meeting.• In case of spontaneous statements relevant to competition law, react immediately and
actively dissociate yourself from the violation:
• Point out to participants that this issue must not be discussed
• If necessary, postpone the discussion until you have received relevant legal clarifications
• If the discussion continues, notify your objection in the protocol, suspend the meeting or leave the meeting space
• Inform the GPCA Secretary-General or your company about the incident
After meetings:
• Minutes of meetings should be short and straightforward .
Discuss, formally and informally, exchange information about or reach agreement with competitors about:
Prices:• Pricing, price differentials, and pricing strategies.• Individual sales and payment terms, individual discount, credits and credits conditions.
Production:• Production capacity, design plans, production rates, production methods and proposed changes
thereto
Transportation:• Rates or rate policies for shipments, including zone prices and freight charges.
Future Market Behavior, in particular:
• Plans of individual companies concerning technology, investment, design, production, distribution and marketing of certain products.
• Agreement on market allocation either geographically or by costumers.
• Matters related to actual or potential suppliers or customers, particularly if this might have the effect of excluding them from any market or influencing the business conduct of other companies toward them
Do Don’t
Responsible Care: The Competitive Advantage
Please silence
your mobiles
Recap from Day 1
Mohammed Adil Majid – Manager TQM
Recap
1. Community Awareness & Emergency Response Code
2. Distribution Code
3. Product Stewardship Code
4. Security Code
5. Health & Safety Code
6. Process Safety Code
7. Environmental Protection Code
Agenda
Responsible Care: The Competitive Advantage
Responsible Care® & RC 14001
Responsible Care® Responsible Care® 14001 / RC-14001
Responsible Care® is an ethic by which the
global chemical industry has pledged to
conduct its business.
Responsible Care® is a worldwide
performance improvement initiative based
around agreed-upon features
“Do the right thing and be seen as doing the right thing.”
Chemistry Industry Association of Canada
Responsible Care® 14001 or RC-14001 is a
technical specification that combines the
elements of the American Chemistry
Council’s (ACC) Responsible Care®
initiative with ISO 14001, an international
environmental management system
standard. RC-14001 accreditation is offered
by ANSI-ASQ National Accreditation Board
(ANB) and must be certified by an
approved, independent third-party registrar.
Responsible Care: The Competitive Advantage
CE - Management Practices
CE-1: Ongoing Assessment of Views and Recommendations
CE-2: Communications Training
CE-3: Emergency Response Plan and EH&S Training
CE-4: Process for Responding to Employee Views and Recommendations
CE-5: Communications Effectiveness Evaluation
CE-6: Ongoing Assessment of Views and Recommendations
CE-7: Outreach Program
CE-8: Continual Dialogue
CE-9: Principle of Openness
CE-10: Communications Effectiveness Evaluation
CE-11: Risk Assessment
CE-12: Emergency Response Plan
CE-13: Communications Training
CE-14: Emergency Exercises/Drills
CE-15: Sharing Emergency Response Planning Information
CE-16: Facility Tours
CE-17: Emergency Response Plan Coordination
CE-18: Community Emergency Response Planning
CE-19: Experience & Information Sharing
Change Record
Type of changes CE
Revisions Yes
Content Changes and Tracking 30
Version Control Yes
Document Structure and Organization Yes
Compliance Yes
Best Practices and Standards 04
Deletion of MP/examples 11
Others 21
Total 66
Mr. Bashar Saad Al-Fardan
Safety Engineer
Farabi Petrochemicals Company
Jubail, Saudi Arabia
Responsible Care: The Competitive Advantage
Distribution code - Management PracticesDC-1: Regular Evaluations of Chemical Distribution RiskDC-2: Implementation of Chemical Distribution RiskDC-3: Reporting and investigation of chemical distribution incidentsDC-4: Interpretations of new and existing regulationsDC-5: TrainingDC-6: Program for providing guidanceDC-7: Regular reviewDC-8: Qualifying carriersDC-9: Feedback to carriersDC-10: Procedure for selection & use all types of packaging & containmentDC-11: Procedures for loading, filling and packing of chemicalsDC-12: Procedures for unloading chemicalsDC-13: Criteria for the cleaning and return of containmentDC-14: Program for providing guidance and informationDC-15: Process for selecting and approving distributorsDC-16: Feedback to distributors and operatorsDC-17: Responding to chemical distribution incidentsDC-18: Availability of chemical distribution information to ER agenciesDC-19: Training materialsDC-20: Dialogue with emergency planning organizationsDC-21: Dialogue with the publicDC-22: Adoption of Sustainability & Quality Assessment System (SQAS)
Change Record
Type of changes DC
Revisions Yes
Content Changes and Tracking 08
Version Control Yes
Document Structure and Organization Yes
Compliance Yes
Best Practices and Standards 04 SQAS
Deletion of MP/examples 04
Others 0
Total 16
Mr. Mark AppleyardHSSEQ Manager & Business Advisor
RSA-TALKE DWC LLC
Jebel Ali Free Zone, Dubai
Mr. M. Adil Majid
TQM Manager
NATPET, Saudi Arabia
Responsible Care: The Competitive Advantage
Product Stewardship - Management Practice
ST-1: Leadership Commitment
ST-2: Accountability
ST-3: Product Information
ST-4: Risk Characterization
ST-5: Product Safety Management
ST-6: Product and Process Design
ST-7: Competency
ST-8: Value Chain Communication, Cooperation, and Outreach
ST-9: Information Sharing
ST-10: Performance Assessment and Continual Improvement
Change Record
Type of changes PS
Revisions Yes
Content Changes and Tracking 35
Version Control Yes
Document Structure and Organization Yes
Compliance Yes
Best Practices and Standards 12
Deletion of MP/examples 14
Others 10
Total 71
Mr. Abdullah Abdullatef Al Jassar
Senior Process EngineerPetrochemical Industries Company – PIC, Kuwait
Mr. Abdullah Abu HaidarSr. Specialist, Regulatory Affairs
SABIC
Responsible Care: The Competitive Advantage
Security code - Management Practice
SC-1: Leadership Commitment
SC-2: Risk Analysis
SC-3: Implementation of Security Measures
SC-4: Information and Cyber Security
SC-5: Documentation
SC-6: Training, Drills, and Guidance
SC-7: Communications, Dialogue and Information Exchange
SC-8: Response to Security Threats
SC-9: Response to Security Incidents
SC-10: Audits
SC-11: Verification
SC-12: Management of Change
SC-13: Continuous Improvement
Change Record
Type of changes SC
Revisions Yes
Content Changes and Tracking 13
Version Control Yes
Document Structure and Organization Yes
Compliance Yes
Best Practices and Standards 20
Deletion of MP/examples 25
Others 19
Total 77
Mr. Abdulaziz A Al-Mutairi
Sr. Manager, Security COE
Security Management, Global EHSS
SABIC
Responsible Care: The Competitive Advantage
Health and Safety Management Practice
HS-1: Policy and Management Commitment
HS-2: Stakeholder Engagement
HS-3: Contractor Management
HS-4: Documentation
HS-5: Assessment and Verification
HS-6: Recording and Data Analysis
HS-7: Risk Identification
HS-8: Risk Evaluation and Management
HS-9: Medical Fitness
HS-10: Health Surveillance Programs
HS-11: Management of Change
HS-12: Health and Safety Equipment
HS-13: Preventive Maintenance and Housekeeping
HS-14: Incident Investigation
HS-15: Medical Emergency Response
HS-16: Communication
HS-17: Effective Training Programs
Change Record
Type of changes HS
Revisions Yes
Content Changes and Tracking 10
Version Control Yes
Document Structure and Organization Yes
Compliance Yes
Best Practices and Standards 20
Deletion of MP/examples 20
Others 09
Total 59
Mr. Suresh Kumar Govindarajalu
Section Head, HSE
Abu Dhabi Polymers Co Ltd
(BOROUGE)
Responsible Care: The Competitive Advantage
Process Safety Management Practice
PS-1: Leadership & Culture
PS-2: Process Safety Information Management
PS-3: Capital Project Review and Design Procedures
PS-4: Process Risk Management
PS-5: Pre-Startup Safety Review (PSSR)
PS-6: Management of Change (MOC)
PS-7: Process and Equipment Integrity
PS-8: Human Factors
PS-9: Training and Competence
PS-10: Incident Investigation, Reporting and Sharing
PS-11: Audits and Corrective Actions
PS-12: Enhancement of Process Safety Knowledge
Change Record
Type of changes PS
Revisions Yes
Content Changes and Tracking 34
Version Control Yes
Document Structure and Organization Yes
Compliance Yes
Best Practices and Standards 12
Deletion of MP/examples 23
Others 11
Total 80
Mr. Abdullah Hassan Al-Qahtani,Chief Engineer, Proc Risk Assurance & As EHSS
SABIC
Responsible Care: The Competitive Advantage
Environmental Protection Management Practices
EP-1: Environmental Policy
EP-2: Environmental Objectives
EP-3: Environmental Aspects
EP-4: Environmental Planning
EP-5: Environmental Targets
EP-6: Training
EP-7: Communication
EP-8: Legal & Other requirements
EP-9: Environmental Monitoring
EP-10: Environmental Measurements
EP-11: Environmental Review
EP-12: Contractor Competency
EP-13: Operational Controls
EP-14: Continuous Improvement
Change Record
Type of changes EP
Revisions Yes
Content Changes and Tracking 37
Version Control Yes
Document Structure and Organization Yes
Compliance Yes
Best Practices and Standards 15
Deletion of MP/examples 28
Others 20
Total 100
Mr. Nasser Al Harbi
Head of Environment
ARAMCO
Mr. Subhi-Al HaniManager, Environment and IH EHSS
YANPET, Saudi Arabia
(SABIC)
Thank youwww.gpca.org.ae
New Online Self-Assessment Tool for Codes of Management Practices
Kashif Rasheed
Sr. RC Specialist - GPCA
Why Self-assessment
Old Vs New
Key steps
Reports & Status
Benefits
Agenda
Responsible Care: The Competitive Advantage
Why Self Assessment?• The basic framework of GPCA RC Program – 7 codes of Management Practices
• Self Assessment is condition of becoming RC Company along with CEO endorsement to Global Charter and, annual PM data submission
• All of these available at single platform – www.gpcacommittees.com
Responsible Care: The Competitive Advantage
Old Vs New
• Excel based system
• Individual files for each assessment
• Scores comparison and representation -
manually
• Increased chances of human error
• Online system
• Real time data submission and bench marking
• Scores comparison and representation
automatically
• Reduced chances of human error
Responsible Care: The Competitive Advantage
Key Steps
• http://www.gpcacommittees.com/login
• Each Member company has its login and
password
• In case of any issue contact GPCA
Responsible Care: The Competitive Advantage
Key Steps
• Once logged in you can see your dashboard
• The left hand side tabs are your available
options – third option is self assessment
Responsible Care: The Competitive Advantage
Key Steps
• Click self assessment and then Assessment on left hand side
• Then click the current submission to start your inputs for self assessment
Responsible Care: The Competitive Advantage
Key Steps
• Current submission will open all seven codes in
collapsed form
• By clicking each code you can access the complete
set of elements with self assessment questions and
scoring option
1. Awareness of the code requirements available – basic
implementation in place`
2. Partial implementation but no system in place
3. The implementation meets the majority of code requirements
with some gaps in Management System
4. The implementation meets and/or exceeds the code
requirements & Management System is in place for continual
improvement
Responsible Care: The Competitive Advantage
Reports & Status
System has capability to generate various
reports
Progress Status– how much responses
has been submitted
Code wise report
Assessment summary
Detailed report
Reports can be downloaded in excel or pdf
format
Responsible Care: The Competitive Advantage
Benefits & Next Steps
• Target date for completion is 30th November 2018
• The results will be analyzed to develop future
strategies
Development of Subcommittees & Taskforces
Developing focused workshops & themes
Engaging SMEs to enhance regional capabilities
• The RC-14001-2015 audits requires the transactional
evidence of compliance to other requirements
• Peer Reviews shall be based on self assessments
Thank youwww.gpca.org.ae
Session 4: Feedback from group exercise
CAER Code UpdateBy : Bashar Al-Fardan GPCA RC Code Workshop
October 28 - 29, 2018
Community Awareness and Emergency Response (CAER)
Responsible Care: The Competitive Advantage
RESPONSIBLE CARE CODES WORKSHOP
32
Awareness
Employees Community
CE-1 CE-2 CE-3 CE-4 CE-5CE-6 CE-7 CE-8 CE-9 CE-10
Responsible Care: The Competitive Advantage
RESPONSIBLE CARE CODES WORKSHOP
33
Emergency
Response
ERP CEL
CE-11 CE-12 CE-13 CE-14 CE-16 CE-17 CE-18 CE-19CE-15
Responsible Care: The Competitive Advantage
RESPONSIBLE CARE CODES WORKSHOP
34
CA CE-1 Ongoing Assessment of Views and Recommendations
CE-2 Communications Training
Awareness for
Employees
CE-3 Emergency Response Plan and EH&S Training
CE-4 Process for Responding to Employee Views and Recommendations
CE-5 Communications Effectiveness Evaluation
Responsible Care: The Competitive Advantage
RESPONSIBLE CARE CODES WORKSHOP
35
CA CE-2
Awareness for
EmployeesCE-3 CE-4 CE-5CE-1
Good Practice Example MP Key Challenges
EAT ( Event Action Tools ) (SADARA)
IDEA Proposal system (FARABI)
MAXIMO Tracking system ( PIC
Speak Up ( ALL )
CE-1 &
CE-4
1- Management Involvement
2- Lack of Awareness
3- Language barriers
4- Trust from the Employees
5- Lack of Motivations
Criteria for trainer (SADARA)
Training need analysis (FARABI)
Approval Trainer list (PIC)
CE-2 1- Prerequisite assessments
2- Budget concern.
3- changing of position or role.
4- lack of involvement
Induction Training ( PIC, ORPIC, SADARA)
ERP system (FARABI)
Annual refresher on ERP
CE-3 1- Language barrier
2- Short term contractor competency
3- Lack of trainers
4- Lack of motivations
Survey System ( PIC )
Learning & Development Committee (FARABI)
CE-5 1- No follow up.
2- No trust.
Responsible Care: The Competitive Advantage
RESPONSIBLE CARE CODES WORKSHOP
36
CA CE-6 Ongoing Assessment of Views and Recommendations Awareness for
the Community
CE-7 Outreach Program
CE-8 Continual Dialogue
CE-9 Principle of Openness
CE-10 Communications Effectiveness Evaluation
Responsible Care: The Competitive Advantage
RESPONSIBLE CARE CODES WORKSHOP
37
CA CE-7
Awareness for
EmployeesCE-8 CE-9 CE-10CE-6
Good Practice Example MP Key Challenges
-Outreach program
-3rd Party study
-Sustainability committee
CE-6
&
CE-7
1- Budget concern.
2- inadequate interaction with faculty due
to lack of knowledge.
3- No Sufficient planning.
-Frequent communication
-Tracking and reporting
CE-8 1- Incentives
-Sustainability committee CE-9 Lack of knowledge
Survey System CE-10 1- No follow up.
2- No trust.
Responsible Care: The Competitive Advantage
RESPONSIBLE CARE CODES WORKSHOP
38
ER CE-11 Risk Assessment
CE-12 Emergency Response Plan
Emergency
Response and
Preparedness
CE-13 Communications Training
CE-14 Emergency Exercises/Drills
Responsible Care: The Competitive Advantage
RESPONSIBLE CARE CODES WORKSHOP
39
ER CE-12
Awareness for
EmployeesCE-13 CE-14CE-11
Good Practice Example MP Key Challenges
-Crises Management ( All )
-Aspect & Impact (FARABI )
-3rd Party Evolution
-Internal Communication
CE-11
CE-12
1- All Scenario Can not be covered
2- Lack of Implementation in a real case.
3- Ineffective planning
4- Training, capacity
5- Definition of roles and responsibilities
of different actors in risk assessments
Induction Training ( PIC, ORPIC, SADARA)
ERP system (FARABI)
Annual refresher on ERP
CE-13
&
CE-14
1- Language barrier
2- Short term contractor competency
3- Lack of trainers
4- Lack of motivations
Responsible Care: The Competitive Advantage
High Level Overview
40
ER CE-15 Sharing Emergency Response Planning Information
CE-16 Facility Tours
Community
Engagement and
Learning
CE-17 Emergency Response Plan Coordination
CE-18 Community Emergency Response Planning
CE-19 Experience & Information Sharing
Responsible Care: The Competitive Advantage
High Level Overview
41
ER CE-16
Awareness for
EmployeesCE-17 CE-18CE-15
Good Practice Example MP Key Challenges
- Under RC or municipality responsibilities
Example:
- Safety Forum by RC
- Government relation with the municipality
CE- 15
CE- 16
CE- 17
CE- 18
1- Repeated subject
2- Budget concern
3- Lack of understanding the SHE
concept.
4- No Sufficient planning.
5- capabilities
6- Time Commitment
Incident reporting System ( All ) CE-19 1- The Key learning is not measurable.
CE-19
Responsible Care: The Competitive Advantage
Thank You
42
Product Stewardship
Code WORKSHOP Assessment
Product Stewardship Code Team
PRODUCT STEWARDSHIP - Definition and Responsibilities
PS is a team effort that requires close co-
operation between several parts of an
organization as well as value chain partners.
The activities of making health,
safety, and environmental
protection an integral part of
designing, manufacturing,
marketing, distributing, using,
recycling and disposing of products
“Is this the right thing to do?”
ST-1: Leadership Commitment
Definition: Leadership by senior management through policy development,
participation, communications and resource commitments to establish and maintain
an effective Product Stewardship program.
Positive Practices
• Assign a Product Stewardship
Manager
• Managers participate in regular and
key meetings
• Set goals and objectives
• Have a short and long term plan for
the department
Gaps and Opportunities
• Develop PST Management System
• Secondary PST responsibility
downgrade PST focus
• Dedicate monthly meetings with a focus
on PST issues
• In most companies resources are
scarce
Definition: Setting clear accountabilities, authorities, roles and responsibilities to
achieve Product Stewardship program’s goals and ensure continual improvement.
Positive Practices
• Develop RACI Matrix
• Identify clearly the RACI ownership
• Procedures to clarify the details of the
RACI functions
• Open communication channels
between employees and leadership
Gaps and Opportunities
• Not having a PST managerial structure
• PST activities are scattered between
different functions (if any)
• HR not involved in writing the jobs
descriptions
ST- 2: Accountability
Definition: Identify a process to develop and maintain information on Health,
Safety, Security and Environmental hazards, intended uses and reasonably
foreseeable exposures from new and existing products.
Positive Practices
• Most companies have up-to-date
information system (IT tool)
• Most have good information on
product hazards
• Majority are GHS compliant
• Product testing is conducted before
commercialization
Gaps and Opportunities
• Majority depends on their JV partners to
maintain information DB
• Product testing is done outside the
jurisdiction of the local companies
• Supply chain department can get
suppliers’ information but not in a
position to interpret and manage the
information
ST-3 :Product Information
WASHINGTON, D.C. - The U.S. Consumer Product Safety Commission, in
cooperation with the firm named below, today announced a voluntary recall of the
following consumer product
Name of Product: "Shrek Forever After 3D"
Collectable Drinking Glasses (June 4, 2010)
Units: About 12 million
Cost: $3 refund for every returned glass
Hazard: The designs on the glasses contain
cadmium. Long term exposure to cadmium can
cause adverse health effects.
Federal regulators
found the toxic metal in
the paint after an
anonymous tip to a
California
congresswoman.
Tribune Washington
Bureau
Definition: Establish a system to characterize and re-evaluate risk for new and
existing products based on health, safety security and environmental hazards and
reasonably foreseeable exposure information along the value chain.
Positive Practices
• Few companies have risk assessment
process
• Few communicate the risk
assessment results to their
stakeholders
• Consultation among the different
groups involved
Gaps and Opportunities
• Develop risk assessment process and
mechanism
• Applications are not well known and
controlled
ST-4: Risk Characterization
Definition: Develop a system to identify, document, and implement health, safety,
security and environmental risk management actions so that products can be safely
used for their intended purposes.
Positive Practices
• Few has well developed Regulatory
Affairs department
• Most companies has well developed
SDS and labels system
• Periodical reviews of SDSs and
products packaging
Gaps and Opportunities
• Not knowing regulation could impact
business negatively
• Need to have well established GHS
Hazard Communication system
• If PST Department is not established,
then synchronization is not sufficient
ST-5: Product Safety Management
Definition: A process that evaluate the impacts of innovation, design,
development, and improvement of products, their manufacture, and uses on health,
safety, security and the environment throughout the product lifecycle.
Positive Practices
• Majority utilize MOC in their process
reviews
• Procedure and process for modifying
existing products is well developed
• Good information about the proper
use of recycled material
Gaps and Opportunities
• Not applying SOPs as specified
• Product Safety knowledge after
commercialization is almost non-
existent
• No mechanism to check if recycling is
used properly
ST-6: Product and Process Design
Definition: All employees and contractors conducting works that affect the
performance of Product Stewardship program shall be competent on the bases of
appropriate education, training and experience.
Positive Practices
• Good initiative to produce training
material
Gaps and Opportunities
• Training material is not comprehensive
• No system in place to gauge knowledge
(only records of training)
• Employees assessment is not well
defined
• Contractors training is considered
secondary
ST-7: Competency
Definition: Processes to work with suppliers, customers and other value chain
participants to foster product safety management and information exchange along
the value chain, commensurate with risk.
Positive Practices
• Good initiatives to assess
understanding of customers of
products risk by sending
questionnaires
• Some inform customers about
changes in their products
Gaps and Opportunities
• Majority has gaps in understanding how
customers use and manage products
• Poor assessment of suppliers
• Sales and Marketing people are not
focused on understanding products
risks neither risk management
ST- 8: Value Chain Communication, Cooperation and Outreach
Definition: Make companies’ Product Safety and Stewardship information publicly
available. Gaps and
Opportunities
• Suppliers information need
to be assessed properly
• No mechanism is in place to
assess suppliers and
customers knowledge
• Not many has well
developed Public Relation
department to educate
people about product safety
and chemicals usage
ST-9: Information Sharing
Positive Practices
• Most companies has SDSs and declarations on
their websites
• Most companies has Intranet dedicated to PST
Mars recalls candy bars in 55 countries - February 23, 2016 a piece
of plastic found in a product could lead to choking
The Dutch food safety authority lists affected
products as Mars, Milky Way, Snickers, Celebrations,
and Mini Mix.
Definition: Routine monitoring and assessment of product stewardship program’s
aspects, with processes in place to drive continual performance improvement and
implement corrective actions when needed.
Gaps and Opportunities
• Need to establish a system first before
KPIs are defined
• Majority do not have Self, Internal, and
Corporate audits scheme
Positive Practices
• Identify KPIs, short and long term
objectives
• Few has management systems for
assessing improvements
ST-10: Performance Assessment and Continual Improvement
Wall of tiger's S.F. Zoo pen too short
By John Woolfolk, Dana Hulland Julia Prodis Sulek
Mercury News
San Francisco Zoo officials
Thursday said the enclosure for a
Siberian tiger that killed a San Jose
teenager and injured two friends in
rampage had a wall lower than they
initially stated and below industry
recommendations.
Carlos Sousa Jr., 17, of
San Jose.
gpca.org.ae [email protected] GulfPetChem @GulfPetChem GPCA GPCAOrg
Achieving Excellence Through The Distribution CodeMark Appleyard | HSSEQ Manager & Business Advisor
RSA - TALKE
Responsible Care: The Competitive Advantage
Group Exercise – The Review Group
The Distribution Code Exercise Review Group was made up of:
• Nadeem Rana – GPIC
• Al Al-Abdulsalam – ORPIC
• Mustafa Y.T. Al-Shangiti – SIPCHEM
• Khalid Nazir – CHEMANOL
• Mark Appleyard - RSA TALKE
Thanks to the team for their valued input and contribution
Responsible Care: The Competitive Advantage
Group Exercise - Methodology
• We reviewed the 22 management practices
• The management practices and self assessment questions were shared with the group who then provided insights into their organizations best practice
• Due to the number of Management Practices and the time available we have selected the most critical elements to maximize the benefit from the exercise
Responsible Care: The Competitive Advantage
Group Exercise – Output (1 of 7)
DC1 – Regular Evaluation of Distribution Risk
Good Practice Example Company Key Challenges
No new chemical introduced with MOC
process and risk assessment. Considering
regulated products such as banned or
restricted products
GPIC No challenges noted
All new hazardous goods (including waste)
transporters have to be certified by the
Supreme Court for the Environment
GPIC Limited number of suitable LSP’s
Implemented risk assessment of customer
sites and encouraging customers to visit
manufacturing site to experience best practice.
Vehicles escorted to the delivery site
GPIC Drivers hours, education level of drivers and
capability of civil defense to deal with
chemical incidents
Responsible Care: The Competitive Advantage
Group Exercise – Output (2 of 7)
DC2 – Implementation of Risk Reduction Measures
Good Practice Example Company Key Challenges
Evaluation of distribution risk and
implementation of measures including driver
training has reduced incidents
CHEMANOL Driver turnover impacts on development on
knowledge and skills
Introduced checklists for vehicles and random
vehicle audits including on board equipment
like fire extinguishers
CHEMANOL Technical capability of staff carrying out
checks
Inspection of cleaning certificates prior to
loading
CHEMANOL Can they be relied upon? Are they official?
SQAS Tank Cleaning!
Responsible Care: The Competitive Advantage
Group Exercise – Output (3 of 7)
DC11 & DC12 – Procedures for Loading, Unloading, Packing and Filling
Good Practice Example Company Key Challenges
SOP’S in place for these activities because
they are “inside the fence”. Includes filling
levels etc.
All Complacency can lead to corners being cut.
Unsure about procedures at customers and
storage facilities?
Package selection systems in place to ensure
that they are suitable
All No challenges noted
Responsible Care: The Competitive Advantage
Group Exercise – Output (4 of 7)
DC17 – Responding to Chemical Distribution Incidents
Good Practice Example Company Key Challenges
JAMA’A (Jubail Mutual Assistance Aid) where
manufacturers in Al Jubail support each other
in the event of an incident on Al Jubail
CHEMANOL /
SIPCHEM
Limited to RC Al Jubail?
Good emergency response capability for on
site incidents
All Not really established for off site incidents,
but have been called to attend on some
occasions to provide advice
Contract with CHEMTREC to provide multi
lingual advice
SIPCHEM Limited to Level 1 (advice) but not able to
provide level 2 or level 3 on the scene
technical advice or intervention.
Responsible Care: The Competitive Advantage
Group Exercise – Output (5 of 7)
DC18/19/20 – Information, Training and Dialogue with Emergency Response Agencies
Good Practice Example Company Key Challenges
Provision of SDS to agencies primarily Civil
Defense
All Language and understanding of Agencies
Emergency Response Training for on site
teams
All Off site out of scope.
Some Civil Defense participate in JAMA’A
training
SIPCHEM /
CHEMANOL
Limited to Al Jubail
Responsible Care: The Competitive Advantage
Group Exercise – Output (6 of 7)
DC21 – Dialogue With The Public
Good Practice Example Company Key Challenges
Some community liaison regarding site
emergencies
All Not considering off site.
Less relevant for GCC industries due to
remoteness of industry to communities.
Less engagement from communities.
Responsible Care: The Competitive Advantage
Group Exercise – Output (7 of 7)
DC22 – Adoption of Gulf SQAS
Good Practice Example Company Key Challenges
CEO directs to engage with LSP’s and
persuade them to undergo SQAS Assessment
GPIC Lack of communication of SQAS to
members.
Members knowledge of SQAS in order to
implement. Should we have an SQAS
training workshop for members?
Capability of LSP’s to undergo SQAS
Reviewing and considering for 2019 CHEMANOL
Responsible Care: The Competitive Advantage
Group Exercise Summary
In summary:
• The members are engaged and implementing RC on site but have not fully addressed many of the requirements of the distribution code
• There is a shortage of competent LSP’s who are able to absorb all of the requirements of RC and undergo SQAS
• The lack of regulations undermines efforts to drive up standards
• The Gulf SQAS system and its benefits have not been cascaded down into the organizations to people who are responsible for RC
Thank youwww.gpca.org.ae
Tea/Coffee break
Session 5: Feedback from group exerciseSuresh Kumar
Health and Safety CodeSURESH KUMAR GOVINDARAJALU
29 October, 2018
Responsible Care: The Competitive Advantage
Participants in H&S Code
7
4
S. No Name Company
1 Sureshkumar. G Borouge
2 Nidaa Bukhari Petro Rabigh
3 Fakhriya Bl Breiki Orpic
4 Mubarak S. Al Dossary SABIC
5 Zyad H. Al Shammary Advanced Petrochem
6 Saad Al Buainain Sadara
7 Saleh Al Shehab Equate
8 Ali Fattal Al Jabr – Talke
9 Abdullah Ali Abdullah Al Ghamdi Maaden Phosphate
Responsible Care: The Competitive Advantage
HS – 1 Policy and Management Commitment
7
5
HS-1: Commitment by all levels of management to protect and promote the health and safety of people
working at or visiting member company facilities, through: published policies; accountability for
implementation; and provision of sufficient resources, including qualified health and safety
personnel
Good Practices Company Key Challenges
Weekly / Monthly Top Management
Safety Walkthrough
Company Safety Meeting – Weekly
Demonstration of an employee to
initiate the safety improvements at
site and present (How it was before
and now) it to the leadership
All
Maaden
Systematic Tracking and effective
Closure of incidents
Responsible Care: The Competitive Advantage
HS – 2 Stakeholder Engagement
7
6
HS-2: Opportunities for employees and contractors to participate in developing, implementing, and
reviewing health and safety programs.
Good Practices Company Key Challenges
Contractors Engagement Meeting –
Quarterly/Monthly
Quarterly Contractors Performance
Meeting – Sharing the best and
worst performer
IDEA box, Rai, My Idea Programs to
capyure ideas from employees,
Contractors etc.
All
All
Equate
All
Few companies are in
implementation stage
Responsible Care: The Competitive Advantage
HS – 3 Contractor Management
7
7
HS-3: Provisions, including selection criteria, to confirm that contractors’ and sub-contractors programs
are consistent with applicable Management Practices of this Code.
Good Practices Company Key Challenges
Contractors Management Program All Decided to Share the respective
programs to compare and
benchmark
Responsible Care: The Competitive Advantage
HS – 3 Contractor Management
7
8
HS-3: Provisions, including selection criteria, to confirm that contractors’ and sub-contractors programs
are consistent with applicable Management Practices of this Code.
Good Practices Company Key Challenges
Contractors Management Program
(Decided to Share the respective
programs to compare and
benchmark)
All During emergency conditions, the
induction of Contractors HSE
Management Program is difficult
Responsible Care: The Competitive Advantage
HS – 6 Recording and Data Analysis
7
9
HS-6: Systems for maintaining records and analyzing data to evaluate health and safety performance,
determine trends, and identify areas for improvement.
Good Practices Company Key Challenges
Incident Analysis and data analysis
is a good practice among all
companies
The BBS assessment/BBP program
Program including the Analysis
shall be shared
All
Al Jabr Talke
Equate
Responsible Care: The Competitive Advantage
HS – 8 Risk Evaluation and Management
8
0
HS-8: Establish exposure assessments and safety analysis to evaluate health and safety hazards to
employees from processes, equipment; potentially hazardous chemical, physical, or biological
agents and/or other workplace conditions
Good Practices Company Key Challenges
Quantitative and qualitative OHRA
being conducted
Qualitative Exposure Assessment
and ergonomics study being carried
out
All
Petro Rabigh
Responsible Care: The Competitive Advantage
HS – 9 Medical Fitness
8
1
HS-9: Health assessments to determine employee medical fitness for specific job tasks
Good Practices Company Key Challenges
Pre-employment and periodical
medical check-up being carried out
(The frequency varies between the
companies)
Conducting medical check-up for
personnel involved with heavy lifting
operations 1 hr before the
scheduled lift
Health Clubs including gym facilities
available to promote fitness
All
Maaden
Orpic, Sadara, Equate, Petro
Rabigh
Conducting Pre-employment and
periodical medical check-ups for
Contractors
Responsible Care: The Competitive Advantage
HS – 10 Health Surveillance Programs
8
2
HS-10: Employee Health surveillance programs tailored to workplace hazards.
Good Practices Company Key Challenges
Linking the Health Surveillance
programs to the personal KPI’s or
functional KPI’s of the target groups
Petro Rabigh Persuading employees to complete
the test.
Conducting the same for contractors
is difficult
Responsible Care: The Competitive Advantage
HS – 11 Management of Change
8
3
HS-11: Mechanisms for reviewing the design and modification of facilities and job tasks, taking into
account the following hierarchy of controls: inherent safe design, material substitution, engineering
controls, administrative controls, and personal protective equipment
Good Practices Company Key Challenges
E - MOC All Applying MOC for Organizational
Changes and key IT system
changes
Responsible Care: The Competitive Advantage
HS – 12 Health and Safety Equipment
8
4
HS-12: Systems to verify that health and safety equipment is properly selected, maintained, and used
Good Practices Company Key Challenges
Maintaining HSE Critical equipment
The selection criteria for OH related
equipment is clearly set
All
Orpic
Responsible Care: The Competitive Advantage
HS – 13 Preventive Maintenance and Housekeeping
8
5
HS-13: Preventive maintenance and housekeeping programs to maintain the safety of facilities, tools,
and equipment
Good Practices Company Key Challenges
Theme based Housekeeping audits
Comprehensive environment and
health assessment program
Grating platforms survey
All
Petro Rabigh
Advanced Petrochem
Responsible Care: The Competitive Advantage
HS – 14 Incident Investigation
8
6
HS-14: Timely investigation of work site illnesses, injuries, and incidents; and set corrective actions to
prevent recurrence and evaluation of the effectiveness of corrective actions taken.
Good Practices Company Key Challenges
Detailed incident investigation
programs including that of Root
Cause analysis (RCA)
Different methodologies:
Apollo Chart for RCA
Why tree Analysis
All
Equate
Orpic
Responsible Care: The Competitive Advantage
HS – 16 Communication
8
7
HS-16: Communication of health and safety information that is relevant to specific job tasks and the
work site
Good Practices Company Key Challenges
High Learning Value Committee
Net Presenter – pop-ups on screen
of critical HSE information
LFI Portal development
SABIC
Equate
Orpic
Effective communication in a
concise and timely manner;
Making the communication
interesting for the intended
audience;
Language
Thank youwww.gpca.org.ae
Process Safety Majid Al Saidi
Responsible Care: The Competitive Advantage
Process Safety
Management Code: Process Safety Good Practices Examples Company Key ChallengesPS-1: Leadership & Culture
Commitment by senior leaders through policy, goalsetting, participation, effective communications andresource commitments in achieving goals and toensure continual improvement of performance.
• Policy defined clearly
• Online training/communication of the
policy
• KPI are established
• A dedicated committee for process safety
PIC
• Employee to be more
involved in developing
action plans
• Effective communication
PS-2: Process Safety Information ManagementCurrent, complete documentation of process design,operating parameters and procedures and informationrelating to the hazards of materials and processtechnology should be maintained and readily available.
• All SDS are subjected to clear monitoring
and integrated with gas access.
• Changes done by MOC in which P&ID
reviewed, updated and documented
accordingly.
Chemanol
SABIC
Maaden
PS-3: Capital Project Review and Design ProceduresConsideration and mitigation should be given to thepotential safety effects on workers, the public and theenvironment during the design, construction and start-up phases of expansions, modifications and newfacilities, utilizing established engineering practicesconsistent with recognized codes and standards.
• HIRA, JSA, JRA, JHA
• Computability study
• Mechanical integrity
Responsible Care: The Competitive Advantage
Process Safety
Management Code: Process Safety Good Practices Examples Company Key Challenges
PS-4: Process Risk Management
Periodic assessment and documentation of process hazards and
implementation of actions and credible emergency procedures to
minimize risks associated with facility operations and
maintenance, including the possibility of human error should be
established. The assessments should ensure sufficient
independent layers of protection through technology, facilities and
personnel to prevent process safety incident and the escalation
from a single failure to a catastrophic event.
• Effective
training
PS-5: Pre-Startup Safety Review (PSSR)
A process of safety reviews on all new and modified facilities
prior to start-up and commissioning.
• Specific check list for PSSR
• The procedures are available
online and hardcopies
• Tracking through software's
(MAXIMO or SAP)• 5 years to review the procedure
PS-6: Management of Change (MOC)
Management of change process shall be in place to ensure
that modifications to existing plants do not introduce
unaccepted/unforeseen hazards. The process shall be made
in a manner that forces all changes through a process of
technical and risk evaluation.
• Not all changes
are subjected to
MOC
Responsible Care: The Competitive Advantage
Process Safety
Management Code: Process Safety Good Practices Examples Company Key Challenges
PS-7: Process and Equipment Integrity
Documented maintenance and inspection
programs that ensure facility integrity should be
effective.
PS-8: Human Factors
System should be in place to consider the
potential for human error in design of equipment,
work stations and operating procedures and to
identify, communicate and address potential
human errors associated with routine and non-
routine tasks.
• Compliance to the
procedure
PS-9: Training and Competence
Identification of the skills, knowledge and
competencies necessary for employees to
maintain proficiency in safe work practices
associated with safety critical activities.
Specific competency development
programs such as Engineering
development programSABIC
Responsible Care: The Competitive Advantage
Process Safety
Management Code: Process Safety Good Practices Examples Company Key Challenges
PS-10: Incident Investigation, Reporting and Sharing
Investigation, reporting, appropriate corrective action
and effective sharing of lessons to identified
Stakeholders of each incident which resulted or could
have resulted in a serious process safety incident.
• All implemented
PS-11: Audits and Corrective Actions
System for measurement of performance, audits
for compliance and implementation of corrective
actions to be established.
• All implemented Monitoring and follow
up of action items
PS-12: Enhancement of Process Safety
Knowledge
Establish and support a learning culture of
process safety information and knowledge from
both internal sources and through established
networks.
• No clear mechanism of
knowledge resource
system
• Effective participation
and membership in the
bodies specialized in
the process safety
management.
Responsible Care: The Competitive Advantage
Process Safety
ReferencePositive
Practices
Key
ChallengesReference
Positive
Practices
Key
ChallengesReference
Positive
Practices
Key
ChallengesReference
Positive
Practices
Key
Challenges
PS-1 √ √ PS-4 √ PS-7 √ PS-10 √
PS-2 √ PS-5 √ PS-8 √ PS-11 √ √
PS-3 √ PS-6 √ PS-9 √ PS-12 √
Summary:
Thank You
Security Code UpdateBy : Abdulaziz Al Mutairi
October 29 - 30, 2018
Responsible Care: The Competitive Advantage
Workshop Team
97
Name Company
Abdulaziz Al-Mutairi SABIC
Ahmad Al-Ghamdi SADARA
Kashif Rasheed GPCA
Ramzi Harice DOW
Gertjan Versluis ACT
Humoud Al-Sofyani SAHARA PCC
Responsible Care: The Competitive Advantage
Workshop Outputs
98
SC-1: Leadership Commitment
• Good Practices
Leadership Setting the minimum
expectation for hiring security
Companies setting Leading KPI for
Security; such as Risk Assessments
recommendation closures and
Security Training indicators
Leadership visit and Audits linked to
their Annual bonuses etc.
• Key Challenges
Security looked at as cost center.
Security hiring practices compliance
driven not competency driven.
Security Objectives not included on
Company KPI.
Responsible Care: The Competitive Advantage
Workshop Outputs
99
SC-2: Risk Analysis
• Good Practices
KSA- HCIS mandate that all facilities
to conduct frequent SRA by qualified
3rd party.
• Key Challenges
SRA carried out by none-
specialized security expert.
Responsible Care: The Competitive Advantage
Workshop Outputs
100
SC-3: Implementation of Security Measures
• Good Practices
In most companies, the initial
deployment of security measures and
systems are confirmation the local
regulations, however over the time
security infrastructure not maintain as
appropriate,
• Key Challenges
The existing security infrastructure
are required update and to enhance
the systems reliabilities.
Responsible Care: The Competitive Advantage
Workshop Outputs
101
SC-4: Information and Cyber Security
• Good Practices
Plant networks segregated from
business network, and its not
connected to the intranet,
Data classification implemented and
enforced for all companies data (hard
& soft).
Implementation of cyber security
awareness test such as phishing
emails.
• Key Challenges
Hiring Cyber security experts.
Responsible Care: The Competitive Advantage
Workshop Outputs
102
SC-6: Training, Drills, and Guidance
• Good Practices
Conduct annual On-line training for all
employees about physical and cyber
security,
Company Drills included specific
tasks to test security plan as well.
Establishing dedicated training center
for security.
• Key Challenges
Un-Availability of quality security
training in market. Most of
commercial security training
conduct by non-security experts.
Responsible Care: The Competitive Advantage
Workshop Outputs
103
SC-8: Response to Security Threats
• Good Practices
Establishing Threat response plan
and integrate it with business
process.
Establishing travel security program
for business travelers.
• Key Challenges
Responsible Care: The Competitive Advantage
Workshop Outputs
104
SC-9: Response to Security Incident
• Good Practices
Security incidents are handled with
very high importance and always
escalated to the governments.
• Key Challenges
Responsible Care: The Competitive Advantage
Workshop Outputs
105
SC-10: Audits
• Good Practices
Establishing Security Corporate team
to conduct security audits for sites.
• Key Challenges
Auditors not specialized on security,
out the team only auditing them
self's.
Responsible Care: The Competitive Advantage
Workshop Outputs
106
SC-11: Verification
• Good Practices
KSA-HCIS are conducting a frequent
audits to facilities for security
compliance.
• Key Challenges
Responsible Care: The Competitive Advantage
Workshop Outputs
107
SC-12: Management of Change
• Good Practices
All the change with plant area
reviewed by security for the impact on
security plan.
• Key Challenges
Integrate security with companies
MOC process,
Thank youwww.gpca.org.ae
Environmental Protection Nasir Al-Harbi/Hani Al-Subhi
Responsible Care: The Competitive Advantage
Environmental Protection Code
EP Code Good Practices Key Challenges
EP-1Env Policy
Companies going for multiple accreditations to have one integrated policy the satisfies all standards (eg. RC 14001, ISO 9001, etc)
• Finding the right language and prioritizing and simplifying policy
• Communicating the policy internally and externally.
• Management of change and awareness.
EP-1Establishing Reduction Target
• Challenging the operation business unit to come upwith challenging reduction target.
• Conducting deducted workshop for target sitting.• Adopting BAT, BATNEEC
• Payback to the company when investing in waste reduction
• Quantifying the monetary value,• Synergy between neighboring
companies.
Responsible Care: The Competitive Advantage
Environmental Protection Code
EP Code Good Practices Key Challenges
EP-8Env Awareness
• Env Training Matrix are available in organization • Company publishing Env indicators in their website,• Sustainability Report (Annual).
• Understanding the needs and expectations of stockholders especially external one.
• Integrate Env Awareness training into a simplified.
• Confidentiality in reporting.
EP-9 & 10• Monitoring &
Reporting • Evaluation &
Target Setting
• Reporting Compliance,• Reporting Success Stories to stockholders through
different channels,• Hotline to report Env issues and also having a community
office,• Establishing KPI’s & Pollution Prevention Program.
• Have a platform to report and regulate community concerns,
• Challenging to set long term and smart targets.
Responsible Care: The Competitive Advantage
Environmental Protection Code
EP Code Good Practices Key Challenges
EP-11Environmental Review
• Regularly conducting Env Assessment and link it with Targets and Env Objectives of organizations.
• Ranking Risk Impact and identify the level of approval accordingly.
• Setting a Base line for review.
EP-14Continuous Improvements
• Setting Challenging targets every year.• Applying new technologies to increase efficiency, reduce
costs. • Conducting Aspect Impact Assessment to set
improvement plan.• Coming up with Environmental Improvement plan.
• Selecting the best process for measuring continues improvements,
• Unrealistic expectations/Targets,• International Agreements (Reduction
GHG for example),• Dealing with Legacy issues.
Thank You
Closing remarksDr. Abdulwahab Al Sadoun, Secretary General, GPCA
Lunch