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Operational Integrity Plan
2015 SGA Management Conference
OIP Objective
Our Operational Integrity Plan is intended to
enhance operational integrity, reliability and
safety through the implementation of seven
(7) process safety related elements.
OIP Compared to PSM
OIP
1. Process Safety Information
2. Process Hazard Analysis
3. Operating Procedures
4. Operator Training
5. Contractor Safety
6. Pre-Startup Safety Review
7. Management of Change
Authorization
PSM
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Process Safety Information
Process Hazard Analysis
Operating Procedures
Operator Training
Contractor Safety
Pre-Startup Safety Review
Management of Change
Employee Participation
Hot Work Permits (K.25)
Mechanical Integrity (PAM)
Incident Investigation (A.04)
Emergency Planning and
Response (A.09)
13. Compliance Audits (OCA)
14. Trade Secrets
OIP Elements
•Process Safety Information (PSI): The compilation and/or
development of information, e.g., MSDSs, P&IDs, Drawings, or
Specifications, for construction projects that pertain to the
hazards, technology, and equipment. The information is intended
to provide a foundation for identifying and understanding the
hazards involved in the facility’s processes.
•Process Hazard Analysis (PHA): An analysis that identifies,
evaluates, and recommends resolutions to eliminate process
hazards.
•Operating Procedures (OPR): The development of written facility
operating procedures that provide clear instructions for safely
operating newly installed/modified facilities.
OIP Elements
•Operator Training (TRN): The training and qualification of
personnel in facility processes and hazards. It includes the content
of the operating procedures and emergency operations, including
shutdown, and applicable work practices.
•Contractor Safety (CON): The evaluation of contractors' safety
programs and performance history prior to awarding work. It
includes the Company providing a clear outline of company and
contractor responsibilities as well as safety standards and
guidelines, which the contractor must adhere to.
•Pre-Startup Safety Review (PSSR): A pre-startup safety review
that is conducted before the introduction of any hydrocarbon into a
new or significantly modified facility.
•Management of Change Authorization (MOCA): The use of a
systematic process and procedures to manage and approve
changes to facilities.
PSM / Operational Integrity
Regulatory Drivers
• OSHA – PSM facilities (general duty clause)
• EPA – RMP Tier 2 facilities (prevention program)
• PHMSA – Control Room Management (MOC)
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PSM & Operational Integrity
Business Drivers
1. Engineering Perspective (PSI, PHA, PSSR)
Efficient Design, Construction and Commissioning =
On Time and in Budget $$$
2. Operational Perspective (OP, TN, MI, MOC)
Operational Integrity = Safe Reliable Operations
Safe Reliable Operations = Stable Revenue Stream $$$
3. Customer Perspective
All of Above = Customer Satisfaction = $$$
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OIP Business Case
•Implementation of the OIP will enhance ability to
mitigate risk associated with the probability and
consequence of:
– Design issues
– Constructability issues
– Startup and Commissioning issues
– Operability issues
– Schedule and cost overages
OIP Business Case
• Additional drivers for implementation include:
– Promote a reporting and learning culture
– New CMR requirements
– Formalizes existing processes
– Peer company utilization
Applicable Facilities (Internal Decision)
•Business Critical
– Large HP Compression Stations (FGT Phase VIII)
– Major CS Modifications (Modernization Projects)
– High Volume M&R Stations
– Large Liquid Handling Facilities
– Treating and Processing Facilities (that don’t meet PSM
applicability)
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Low Hanging Fruit - PSSR
• Possibly most beneficial element to start with
– Checklist approach to commissioning
– Involvement of all parties
– Identification of “pre / post” start up action items
– requires appropriate approvals prior to introduction of
hydrocarbons or energizing systems
– Closes the loop on “punch list” items
• Share copy of our PSSR
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OIP – Critical Success Factor
YOU - Leadership!!!
“ Leadership is the single largest factor for success in Operational
Excellence. Leaders establish the vision and set objectives that
challenge the organization to achieve world-class results.”
“Management leadership and commitment which is visible
throughout the organization is required for continued excellence in
employee and process safety.”
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Thank You
Open Q & A