welcome [gpca.org.ae] · content changes and tracking 30 version control yes document structure and...

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


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


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


GPCA mini forums with functional and industry segmentfocus

300+attendees

300+attendees

200+attendees

200+attendees

300+attendees


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


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® & 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.


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


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


Version Control Yes


Compliance Yes

Best Practices and Standards 04 SQAS


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


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


Version Control Yes


Compliance Yes



Others 10

Total 71

Mr. Abdullah Abdullatef Al Jassar

Senior Process EngineerPetrochemical Industries Company – PIC, Kuwait

Mr. Abdullah Abu HaidarSr. Specialist, Regulatory Affairs

SABIC


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


Version Control Yes


Compliance Yes



Others 19

Total 77

Mr. Abdulaziz A Al-Mutairi

Sr. Manager, Security COE

Security Management, Global EHSS

SABIC


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


Version Control Yes


Compliance Yes



Others 09

Total 59

Mr. Suresh Kumar Govindarajalu

Section Head, HSE

Abu Dhabi Polymers Co Ltd

(BOROUGE)


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


Version Control Yes


Compliance Yes



Others 11

Total 80

Mr. Abdullah Hassan Al-Qahtani,Chief Engineer, Proc Risk Assurance & As EHSS

SABIC


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


Version Control Yes


Compliance Yes



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


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

http://www.gpcacommittees.com/


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


Key Steps

• http://www.gpcacommittees.com/login

• Each Member company has its login and

password

• In case of any issue contact GPCA

http://www.gpcacommittees.com/login


Key Steps

• Once logged in you can see your dashboard

• The left hand side tabs are your available

options – third option is self assessment


Key Steps

• Click self assessment and then Assessment on left hand side

• Then click the current submission to start your inputs for self assessment


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


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


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

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 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



33

Emergency

Response

ERP CEL

CE-11 CE-12 CE-13 CE-14 CE-16 CE-17 CE-18 CE-19CE-15



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



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.



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



37

CA CE-7

Awareness for

EmployeesCE-8 CE-9 CE-10CE-6


-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.



38

ER CE-11 Risk Assessment

CE-12 Emergency Response Plan

Emergency

Response and

Preparedness

CE-13 Communications Training

CE-14 Emergency Exercises/Drills



39

ER CE-12

Awareness for

EmployeesCE-13 CE-14CE-11


-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


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


High Level Overview

41

ER CE-16

Awareness for

EmployeesCE-17 CE-18CE-15


- 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


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


• 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


• 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


• 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


• 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


• 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


• 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


• 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.


• 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.

http://www.mercurynews.com/

http://www.mercurynews.com/

mailto:[email protected]?subject=San Jose Mercury News:

gpca.org.ae [email protected] GulfPetChem @GulfPetChem GPCA GPCAOrg

Achieving Excellence Through The Distribution CodeMark Appleyard | HSSEQ Manager & Business Advisor

RSA - TALKE


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


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


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



DC2 – Implementation of Risk Reduction Measures


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!



DC11 & DC12 – Procedures for Loading, Unloading, Packing and Filling


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



DC17 – Responding to Chemical Distribution Incidents


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.



DC18/19/20 – Information, Training and Dialogue with Emergency Response Agencies


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



DC21 – Dialogue With The Public


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.



DC22 – Adoption of Gulf SQAS


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


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

Tea/Coffee break

Session 5: Feedback from group exerciseSuresh Kumar

Health and Safety CodeSURESH KUMAR GOVINDARAJALU

29 October, 2018


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


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


HS – 2 Stakeholder Engagement

7

6

HS-2: Opportunities for employees and contractors to participate in developing, implementing, and

reviewing health and safety programs.


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


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.


Contractors Management Program All Decided to Share the respective

programs to compare and

benchmark


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.


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


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.


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


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


Quantitative and qualitative OHRA

being conducted

Qualitative Exposure Assessment

and ergonomics study being carried

out

All

Petro Rabigh


HS – 9 Medical Fitness

8

1

HS-9: Health assessments to determine employee medical fitness for specific job tasks


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


HS – 10 Health Surveillance Programs

8

2

HS-10: Employee Health surveillance programs tailored to workplace hazards.


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


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


E - MOC All Applying MOC for Organizational

Changes and key IT system

changes


HS – 12 Health and Safety Equipment

8

4

HS-12: Systems to verify that health and safety equipment is properly selected, maintained, and used


Maintaining HSE Critical equipment

The selection criteria for OH related

equipment is clearly set

All

Orpic


HS – 13 Preventive Maintenance and Housekeeping

8

5

HS-13: Preventive maintenance and housekeeping programs to maintain the safety of facilities, tools,

and equipment


Theme based Housekeeping audits

Comprehensive environment and

health assessment program

Grating platforms survey

All

Petro Rabigh

Advanced Petrochem


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.


Detailed incident investigation

programs including that of Root

Cause analysis (RCA)

Different methodologies:

Apollo Chart for RCA

Why tree Analysis

All

Equate

Orpic


HS – 16 Communication

8

7

HS-16: Communication of health and safety information that is relevant to specific job tasks and the

work site


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

Process Safety Majid Al Saidi


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


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


Process Safety


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


Process Safety


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.


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


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


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.


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.


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.


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.


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.


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


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


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.


Workshop Outputs

106

SC-11: Verification

• Good Practices

KSA-HCIS are conducting a frequent

audits to facilities for security

compliance.

• Key Challenges


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,

Environmental Protection Nasir Al-Harbi/Hani Al-Subhi


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.




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.




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

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