KPO is committed to monitoring potential threats to its operations and continue working on mitigation of high risks through the safety barrier system. KPO’s Asset Integrity department continuously assess the ‘health status’ of the safety barriers to identify ‘holes in the barriers’ and to prevent any accidents.
KPO Asset Integrity Management System is a set of measures to prevent major accident hazards and to raise hazard awareness amongst the KPO employees, all contractors and subcontractors working at the Karachaganak field.
As part of the Asset Integrity Management System commenced in 2014, the following core tools are used in the process:
- Asset Integrity Barrier Model;
- Asset Integrity Key Performance Indicators (KPIs);
- Management of Change system for brownfield modifications;
- Process Safety Fundamentals campaign.
- KPO Asset Integrity Barrier Model
- Asset Integrity Key Performance Indicators
- Loss of Primary Containment
- Alarm Management
- Management of Change system for brownfield modifications
- Process Safety Fundamentals campaign
KPO Asset Integrity Barrier Model is a database designed as a single source of information for the collection, management, and assessment and reporting of Asset Integrity and Process Safety related issues based on their risk level. This database applies a widely used ‘Swiss Cheese’ model that provides a visual risk-oriented analysis of each KPO process facility. Today, the Barrier Model covers all significant risk areas and is notably used for decision-making.
APPLICATION OF THE ‘SWISS CHEESE’ MODEL
KPO Asset Integrity Barrier Model database was introduced in 2014. As the next stage of development, the main KPO Assets’ maps were uploaded on interactive maps to visualise process safety status. The Barrier Model database is routinely used by the Field operations and at corporate level to facilitate decision-making and implementation of short-term and long-term mitigations (control measures) and solutions (projects).
To enhance the database functionalities and operability, Asset Integrity department decided to replace the existing programme in 2019. During 2019, Asset Integrity worked on a customised configuration of the software with the developer RiskPoynt.
The new Barrier Model software will be rolled out with increased functionality, thus enabling KPO to improve efficiency of the process with increasingly “live data” and reduce the response time to potential hazards. In the year end, the initial functional test on cloud-based environment was finalised. Final Acceptance test is planned in 2020.
The objective of our Asset Integrity Key Performance Indicators (KPIs) is to identify precursor events or conditions that could ultimately lead to higher level consequences or to enable prevention of their occurrence. KPO monitors both lagging and leading indicators, as per API Recommended Practice API RP 754, recommendations of IOGP 456 standard, and Eni and Shell guidelines on the Asset Integrity KPI reporting. The new KPI format was introduced and effective from March 2018.
Since using the restructured scorecard and dashboard in 2018, there is a visible increase in ownership of Asset Integrity and Process Safety issues in the field. This has resulted in renewed attention to several themes, with new action plans and projects:
- EX equipment inspection and replacement: consolidated programme established to inspect and replace faulty EX equipment.
- Alarm Rationalization Project: phase I finalized in 2018, phase II started and continued in 2019, and phase III is to be started in 2020.
- Overrides management: updated procedure rolled out following industry best practices.
- The Safety Critical Element maintenance grace period has been reduced from 7 days to 48 hours, and still the amount of overdue maintenance has not increased, showing a dramatic increase in compliance.
In 2020, as part of the overall KPO Digitization programme, Asset Integrity aims to identify opportunities for digitization of inputs to the scorecards and dashboards, and automatic processing with increased functionality.
Management and analysis of major accident hazards is the key to prevent or reduce the likelihood and severity of process safety events. Once a process safety event occurs, the investigation process is initiated with logging it in the KPO Synergi database. KPO investigation team analyse the root causes and develop recommendations and an action plan. Further implementation of actions is monitored via Synergi.
The statistical analysis for 2017-2019 shows that the number of Loss of Primary Containment (LOPC) events decreased by 6% in 2019 against the 2018 performance and the incidents severity was also reduced. Only one Tier 2 Process Safety event occurred in Unit-2. The gas leak was found on the stem of ball valve RB-0041 on 2″ by-pass line of the reinjection gas line (see the graph below).
Loss of Primary Containment at KPO by process facilities, 2017-2019
Process Safety Event Tier-1 refers to a number of Losses of Primary Containment events related to the process with greatest consequences (reportable to IOGP);
Process Safety Event Tier-2 refers to a number of Losses of Primary Containment events related to the process with lesser consequences (reportable to IOGP);
Process Safety Event Tier-3 refers to a number of other Losses of Primary Containment events related to the process. These events are not reportable to IOGP and are collected by Company for internal analysis and lessons learning.
During 2019, KPO continued with the Alarm Systems performance measurement and carried out the second phase of the Alarm Rationalization Programme. The objectives of this project are (1) to define consistent criteria for specifying process alarms and their priorities, (2) to apply these criteria in the existing assets of KPO, and (3) to implement the required changes to all relevant systems. All activities were split into three phases:
- Phase I — Initial evaluation (completed): series of Gap Analysis were performed for each Production Facility (KPC, Unit-2, Unit-3, EOPS, Bolshoi Chagan and Atyrau Terminal), and an Alarm Rationalisation Methodology document (Phase I) was issued;
- Phase II — Alarm Rationalization exercise (started in 2018, ongoing): a series of workshops based on the Phase I review;
- Phase III — Implementation (planned for 2020): the outcome of the Rationalization exercise will be physically implemented in the existing automation systems by Maintenance department.
A series of workshops were completed by a multidisciplinary team, containing representatives from Asset Integrity, Central Maintenance department, Technical Authorities and Control Room Operators. Main deliverables were Master Alarm Databases, Critical Alarms Response Handbooks and Alarm Rationalization Implementation Reports. These documents are the input for the Implementation Phase III, to be started during 2020 by Central Maintenance department.
Management of Change is a system to evaluate, authorise and monitor changes related to equipment modifications before they are implemented. This system also allows Asset Integrity department to ensure the changes are documented and closed properly.
Today, the Management of Change system is widely used by the KPO departments involved in the process of equipment modifications.
At the end of 2019, out of 1,756 electronic changes opened in the MOC system 678 were closed and 221 were raised. The flow of high number of eMoCs in the year was stipulated by bigger scopes implemented in the 2019 Turnaround.
Through intensive use of the eMoC system by all departments involved there is a backlog of 600 eMoCs at all stages. The 2020 target of the Asset Integrity department is to improve the system efficiency in order to reduce the backlog and prevent its further accumulation.
The Process Safety Fundamentals (PSFs) campaign was started in 2017. This campaign is focused on raising awareness of the operations frontline personnel about the hazards that may occur while operating the process facilities.
In continuity of the PSFs campaign, the following activities were implemented in 2019:
- Educational video about 10 PSFs with real LOPC examples released;
- Pre-Turnaround PSFs awareness sessions conducted (~700 frontline employees attended);
- 1,800 PSFs Handbooks printed and distributed;
- PSFs Guideline was issued;
- 753 HSE cards related to PSFs category registered and reviewed.
KPO Asset Integrity department will continue implementation of the PSFs campaign next year to reinforce a proactive process safety culture in KPO.