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GRC Professional : GRC Winter 2012
14 GrC Professional • winter 2012 IN DEPTH we can see where we are sitting on things from federal to local government acts and with other issues such as development consent compliance. A lot of compliance is about reporting and meeting auditing requirements to defi ned timelines. Env iron mental compliance has been more challenging in the past 12 months and at Tomago we have ensured our monitoring results are on the internet for public i nfor mation.” Without accurate data and validation processes in place, auditing is useless, remarks Roser. “We report the d ata back to authorities and data are reviewed on a monthly basis. With all legislations, we go through them every six months to look for any amendments that have the potential to impact us and that is a trigger for us to make sure procedures are in place.” Where human life is in the balance, the right framework will forecast scenarios, anticipate the impact and head off disaster before it starts. “It is really about having a process where you have gone through a lot of the scenarios that may arise in case of an emergency, and determining if it is likely to result in harm to human health or the environment.” The costs of prevention are far less than cure. Heading off the risk of potentially deadly incidents and aligning practice with the new legislation is simply a matter of “dollars and sense.” ••• Case Study: Caltex’s Kurnell refinery In 2011, Caltex embarked on a program to record significant improvements in its environmental performance, most notably at its Kurnell refinery in Sydney. Two million compliance checks were undertaken over 12 months using laboratory analysis and online instrumentation, and investments were made in initiatives for the reduction of odour and noise, including installing covers and vapour treatment at the Kurnell Waste Water Treatment Plant. Caltex implemented American Petroleum Institute Recommended Practice 754, which provides a framework for measuring process safety performance. Corporate occupational health, safety and environment audits also provide feedback on the effectiveness of key risk controls. “ Refining has a well-established framework of risk control governance, consistent with the requirements for major hazard facilities. In 2011, the framework of risk control governance for supply, distribution and marketing assets was established. The framework includes lagging process safety indicators, such as major and minor spills, and leading process safety indicators such as compliance with equipment inspection processes.” “ The Crisis Management Team works closely with our Regional or Refinery Emergency Management Teams based in locations around Australia. The system provides simple, clear checklists and guidelines for all Caltex employees to ensure an effective emergency response.” The right framework will forecast scenarios, anticipate the impact and head off disaster before it starts.
GRC Autumn 2012
GRC Spring 2012