麻豆传媒

Prior to a transfer, the delivery operator is required to conduct a joint survey with the customer鈥檚 representative to ensure that appropriate controls are in place. A comprehensive checklist is completed and signed by the delivery operator and the customer representative to confirm that there is full understanding of the proposed operation including positive agreement on the volumes to be delivered and the communications procedure to be used.

Also included in the checklist are the controls which must be positively confirmed prior to opening the first valve. Items on the checklist used by Shell Marine Products are taken from the latest edition of the International Safety Guide for Oil Tankers and Terminals (ISGOTT) published by the Oil Companies鈥� International Marine Forum (OCIMF) and so is familiar to many of our customers. It covers such items as appropriate moorings, hose condition and rigging, means to trap accidental spills in drip trays or on deck, emergency procedures and so on.

Once the checklist has been completed and permission given to start the transfer, SMP delivery operators will check hoses, pumps connections and the over-side of the customer vessel before increasing to full delivery speed and will continue to monitor these issues until completion of the delivery.

Environmental precautions do not end when the delivery has completed. Hoses must be drained, connections capped or blanked and hoses retrieved, all with the utmost care.

There is only one acceptable target for SMP: that not one drop of oil is being released to the environment. We will be uncompromising to the point of refusal to deliver unless we can be confident that all the necessary controls are in place. There is no room for complacency.

User checklists and documents

The Shell Marine Products - Operating Procedures Manual provides guidance on delivery procedures whether by pipeline, truck or barge and whether the product to be delivered is in bulk or packed. There is specific advice on Pollution prevention and recovery, general safety precautions and quantity and quality assurance.

The document also includes as appendices, various checklists and forms including the Master鈥檚 requisition for product, the ship shore safety checklist, pre-delivery checks for vehicles, compatibility tables for products and much more.

Each vessel used for SMP deliveries must have been inspected, vetted and found suitable for the task and operated in a safe and environmentally responsible manner.

Related Links

Shell Trading and Shipping

If you can imagine the management system as a capsule, then the environment within that capsule is 鈥�Leadership and Commitment鈥�.  Leadership and commitment are essential to the life of all the other components of the system.

Policy and Strategic Objectives are at the front of the capsule because they point the way, defining the direction for the company鈥檚 activities.

People are the instruments by which the system is brought to life. They need to be fully trained, there needs to be adequate resource and they need to have clear definitions of their responsibilities and the standards to which they should work. This is included in the鈥�Organisation. Responsibilities, Resources, Standards and Documentation鈥�&苍产蝉辫;辫丑补蝉别.

The Hazards and Effects Management Process  (HEMP) is the heart of the management system. It is simply a systematic method of identifying hazards, assessing risk, putting controls in place to guard against those risks and defining recovery measures should an incident happen. From this assessment, weaknesses in controls and recovery measures are identified and a remedial action plan is formed.

础诲别辩耻补迟别&苍产蝉辫;鈥�Planning and Procedures鈥� are required with respect to operations conducted in the business. This part of the management system also deals with the formation and testing of Emergency Response Plans.

The implementation phase comes next. Within this Implementation, Monitoring and Reporting phase targets are set, key performance indicators are developed and monitored and incidents (actual and potential) are reported and investigated so that learning points can be fed back into the management system.

Finally, there is a formal system of Audit and Management Review. An independent and internal HSSE audit programme is in place and management at global and Marine Centre levels regularly review the management system to ensure appropriate coverage of risks in the changing business environment.

Although the flow is primarily from the front of the 鈥渃apsule鈥� to the back, lessons learnt in the latter implementation, audit and review phases are fed back into the earlier phases.