Review of Operations - Refining (continued)
Risk and reliability
In 2007, there was substantial investment in projects to improve process safety risk management, reliability and environmental performance at both refineries. Improved risk criteria are being used in a consistent manner to support refinery decision making, including prioritisation of capital expenditure as well as refinery hazard studies and detailed risk studies.
In production operations, work was done on risk reduction projects identified by process hazard analysis. Additional work was done on improving mechanical integrity, contractor safety management and process safety information.
At the Lytton refinery, installation of a new 3 kilometre long crude oil pipeline from the wharf on the Brisbane River to the refinery was completed during the year and work started on a project to upgrade the refinery’s product wharf, including a new fire fighting system. Further projects were carried out as part of a $10 million program to upgrade the refinery’s fire protection systems, including the purchase of a $700,000 specially designed fire truck and the installation of sophisticated deluge systems at the LPG storage units.
At Kurnell, the most comprehensive maintenance shutdown in the 43-year history of the Caltex Lubricating Oil Refinery (CLOR) was successfully completed at the end of October. The 45-day shutdown involved turnaround and inspection work on four process units. CLOR is the only lubricating oil refinery in Australia.
Environmental projects at Kurnell included flood mitigation and waste water treatment programs. A comprehensive waste management and recycling program was launched during the year which has cut by 65% the 55 tonnes of rubbish the refinery previously sent each month to landfill.
Improved safety culture
A program that focuses on safety behaviour was introduced in 2007 to the 1,600 employees and contractors who work at Caltex refineries. Known as the Incident and Injury Free (IIF) program, it is being implemented through orientation sessions, training workshops, supervisory skills courses and coaching for senior managers.
IIF focuses on establishing a culture of care and concern for fellow workmates. Employees are encouraged to explore what safety means to each of them, learning to approach workmates to speak about working safely and to be happy to be approached in turn. Taking personal initiative with regard to safety becomes a core value.
The system supports the existing safety assurance programs including the Loss Prevention System (LPS) and our safe work standards and procedures. In another safety initiative in late 2007 all employees were issued with a formal Authority to Stop Work card which they can invoke if they feel a situation is unsafe. This gives every individual on site the delegated authority to stop work if they believe the job can be performed more safely, regardless of their position.
