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1、现代安全管理技术 与跨国石油公司 (BP) 的 HSE 管理介绍,开始之前,Introduce yourself自我介绍,徐伟东 David Xu2005.6 今 深圳佳保安全培训 20042005 BP全球液化气亚太区HSSE 经理 20032004 BP中国液化气 HSSE 经理 19992002 ARCO Y13 安全部高级工程师 19971999 CNOOC 南海东部安全部 19941997 中国地质大学北京研究生院 19901994 江西九江水利电力局 19861990 桂林工学院,Course disciplines课间要求,开始之前,现代安全管理十大理念 BP 八条黄金规则 高级
2、安全审核 事故调查与根源分析,课程安排,This event and the Bhopal disaster triggered the development of the PSM standard,Phillips 66 Houston Chemical Complex Pasadena, Texas Oct. 23, 1989,On October 23, 1989, at approximately 1:00 p.m., an explosion and fire ripped through the Phillips 66 Company Houston Chemical Compl
3、ex in Pasadena, Texas. Twenty-three workers were killed and more than 130 were injured. Property damage was nearly three-quarters of a billion dollars. The accident resulted from a release of extremely flammable process gases that occurred during regular maintenance operations on one of the plants p
4、olyethylene reactors. The evidence showed that more than 85,000 pounds of highly flammable gases were released through an open valve. A vapor cloud formed and traveled rapidly through the polyethylene plant. Within 90 to 120 seconds, the vapor cloud came into contact with an ignition source and expl
5、oded with the force of 2.4 tons of TNT.,Example-Texas City 美国德克萨斯A competitors perspective,BP AMOCO EXPLOSION MARCH 05 BP 阿莫科化工厂大爆炸15 人死亡 100 受伤 30 公众人员受伤 8 重伤,化工厂基本概况工厂位于德克萨斯城，距离休斯顿东南35公里BP AMOCO 化工厂占地120亩，包括30 化工装置，建厂已71 历史。BP 全球最大的化工厂，是美国第三大化工厂。,Explosion was a believed to be the result of an Unc
6、onfined Vapour Cloud Explosion from a release of Benzene/Heptane from a Raffinate Splitter on a 180 kL/hr Isomerisation Unit. The unit was being started up after a 2 week shutdown for reactor repairs. 12 months earlier an explosion on startup had also occurred with no injuries.Exact quantities of hy
7、drocarbon involved have not been determined as yet.,This photographer captured a “before” and “after” photograph of the initial blast.,About 375 employees of contracting firms Jacobs and JE Merit were doing shutdown maintenance work at an Ultracracker unit near the Isomerisation unit when the blast
8、occurred. They were not working on the Isomerisation unit.,Most of the damage to the process unit was thermal (from the fire which ensued after the explosion).,“The fire was extinguished by nightfall. A portion of the plant was reduced to a pile of smouldering, gnarled metal” (L.A. Times),Of those k
9、illed, 11 worked for companies servicing a different part of the Refinery entirely. This photo shows the temporary offices at the bottom, and a storehouse near the top of the photo. Several people died in this “temporary office trailer” which was used for Safety Briefings, Progress Meetings, and Con
10、sultation among Supervisors. The temporary offices was within 50 metres of the blast zone,The decision “on where to place such trailers would be a big part of the investigation, Im sure” BP Spokesman Bill Stevens (NY Times),Chemical Safety and Hazard Board Investigator John Bresland “noted two blast
11、-proof control rooms at the site suffered minimal damage” (Houston Chronicle),It is believed that a car being started may have provided the source of ignition for the explosive vapour cloud,The heat from the fire was so intense that several cars in the nearby parking lot exploded into flames.,Pedro
12、Albaladejo (spare parts dealership nearby) said “the explosion sounded like a bomb going off”.This picture shows the initial blast damage to the Storehouse, adjacent to the portable offices.,The initial blast appears to have been the cause of most of the loss of life and equipment damage.,Internal d
13、amage to buildings for up to 8 kms was experienced. Ceilings were damaged in offices. The blast “ forced schoolchildren to cower under their desks” (Wires),Windows were blown in At local homes several kms away, and windows were rattled up to 8 kms away.,The total cost of this incident is expected to
14、 reach $US 1 Billion,Lessons Learned 教训,Management of Changes 变更管理Emergency Preparedness 应急响应Operator Training 作业培训Procedural Development 制定程序Permit Systems 作业许可,MOC- Its not enough to just have a system to manage changes. The system has to be alive and well. At the first suggestion of a procedural
15、change, the system should have been triggered. Audit your own programs to ensure your managing changes (this includes equipment, procedures even manpower issues) Emergency Preparedness- Review your emergency operating procedures-do they cover all the credible events. (PHAs should cover this in detai
16、l and flush out the deficiencies) Operator training - Is the training adequate. Do operators know the true hazards of the process theyre operating. What about responding to upsets and unusual operating conditions. Procedures-Are they current and accurate? Have they been effectively communicated to operations? Permit Systems- If you dont have them, develop them. In this case the system was seriously flawed. It was acknowledged that drum parameters were adequate for unheading when they really had no way of knowing the temperature,
