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THE WORLD OF OILTANKING VOL. 33/1 APRIL 2021
connections
THE
SAFETY
FOCUS
E D I TO R I A L CONTENTS
Contents
AMERICAS 10 A Strategic Partner Says Thanks!
11 Mission Possible
12 Flawless execution
15 Keeping a Safety Diary
How Are APAC 16 A Bright Idea: Use of Solar Energy in Singapore
12
You?
18 The Reverse HSSE Trap
21 A Mission for Safety
TANK TERMINAL
EMEA 22 First Auction for Storage Capacity
of Refined Products
24 Ensuring Safety from Above
In general, this question is often more of an “ice- it comes as no real surprise that safety is our
28 Pulling Together for a Laboratory Project
breaker,” a polite way of starting a conversation. spotlight topic in this issue. For one, there are
The type of answer depends, among other things, articles about the various initiatives and measures GLOBAL 09 Zooming in | Taking Ownership
on the level of relationship that exists between the we implement to ensure the safety and well-being 29 Implementation of Standardized Risk
people. For example: Would you answer a stranger of our employees, customers, and contractors. But Management Process
32
honestly and tell them what is on your mind? Or is we also report on steps that affect the health of
30 Life Saving Rules as a Common Language
there even time for anything other than a short our company. So that we can continue to answer
“Fine, thanks!”? any potential questions about how we are doing 32 Focus on Life Saving Rules
with an honest “Fine, thanks”! 34 Integrated AO&S Audits
GLOBAL SAFETY DAY
However, since last year and the outbreak of the
36 SMART indicators help with performance
COVID-19 virus, the question of how people are Happy reading and stay healthy! measurement
has taken on a whole new dimension. The pandemic
has had a dramatic impact on the global 38 Oiltanking’s Global Web Portal
community: on people’s lives and health, on their Matti Lievonen
livelihoods, on their togetherness and on the CEO | Oiltanking GmbH SUSTAINABILITY 26 Start of Sustainability Strategy
economy. Oiltanking and its employees are also
affected. PEOPLE 04 We Can, We Care ... Health, Safety, Security
& Environment
& PLACES
04
Oiltanking always puts the safety and wellbeing of
its employees, families and business partners first.
07 We Can, We Care ... About Health and Safety
However, the pandemic has made workplace 40 Cultural Experiences | On the Safe Side
protection even more urgent and far-reaching. So 54 In a nutshell
HSSE
LEISURE & 20 Number | 0
ENTERTAINMENT 39 Lexicon | Safety Incident Pyramids
42 Goo-Goos Cover: Biometric
authentication methods
45 I do's
such as fingerprints, facial
Publishing Credits connections Vol. 33/1/2021 Published by Oiltanking GmbH, Corporate Center, Koreastrasse 7, 48 Interesting Artwork, No Doubt recognition, and iris scans
20457 Hamburg, Germany, www.oiltanking.com, Telephone +49-40-37099-7485, Fax +49-40-37099-7499
Email connections@oiltanking.com Coordinator Gabi Wuestenberg, Manager Communications Editor Renate Eijkholt
50 100 Percent Certainty?! are forward-looking safety
technologies.
Design raz design, Hamburg Print Beisner Druck GmbH & Co. KG, Buchholz Published Two times a year 55 Reader's Corner
Copy Deadline vol. 33/2 week 35, 2021 56 Last but not least | Fingerprints
ID-No. 21101448
2 CONNECTIONS CONNECTIONS 3
PEOPLE & PLACES PEOPLE & PLACES
“
WE CAN, WE CARE … While Oiltanking has
Health, Safety, Security already established a good
HSSE environment, there is
& Environment (HSSE) some room for improvement,
especially given our aim to
reach target zero.
Oiltanking owns and operates 64 terminals with a total storage
capacity of 20 million cbm in 24 countries on five continents – in
Europe, North America, Latin America, the Middle East, Africa, India
Dirk Stöppler
and the Asia-Pacific region. The handling of large volumes of valuable Vice President HSSE
and potentially hazardous liquids calls for responsible and safe
operations at all of its facilities around the world. In early 2020 the
Health, Safety, Security and Environmental (HSSE) function was
integrated into Assets, Operations & Safety (AO&S). The change
allowed for even better coordination of the Oiltanking HSSE policy
and guarantees smooth implementation of newly defined and udated In our company’s HSSE since. He has more than 20 years the responsibilities to the
processes and standards. Policy, we underline our of HSSE leadership experience Operating Units and HSSE
commitment to preventing all and fully understands the function offers the advantage of
“
accidents, injuries and operational side of the business very clear and shortened
occupational illness, and to from his own experience coming communication channels and
protecting the environment. We from the chemical industry. His greater flexibility, and
I believe that a commitment to therefore continually optimize department divides HSSE guarantees more ownership.
all our activities with a view to responsibilities into People
safety must run deeper than simply technical, organizational and Safety and Process Safety. Dirk
‘being a top priority’. Priorities can behavior-based safety, and is supported by Serena Lee, What is on the
promote a proactive safety Process Safety Manager, and to-do-list?
change depending on business culture. Oliver Albarran, Safety Engineer.
conditions, while safety is a value At the regional level Cecilia “While Oiltanking has already
Historically, the corporate HSSE Descalzo (Americas) and Keith established a good HSSE
that shapes all decision-making at department served as central Low (APAC) act as HSSE Vice environment, there is some
interface for all internal and Presidents. With this set-up, the room for improvement,
every level, long-term.
external HSSE topics. Since HSSE department will be more especially given our aim to
2020, HSSE has been integrated independent from Marquard & reach target zero, “ says Dirk
into the Assets, Operations & Bahls and focus more on HSSE Stöppler. The introduction, at
Yvan Tavernier Safety (AO&S) global function governance and improvement. the beginning of 2020, of the 8
Senior Vice President AO&S at Oiltanking, led by Yvan A steering committee is Safety Principles developed by
Tavernier, Senior Vice President. currently working on the future the Oiltanking Management
Dirk Stöppler, Vice President HSSE organization and the Team as well as the 6 Life-
HSSE, joined Oiltanking in question of how all services Saving Rules (also see page 30)
September 2020 and has required at Oiltanking facilities rolled out in mid-2020, and the
continually developed his people worldwide can be provided in core theme “Life Saving Rules”
& process safety skills ever the most efficient way. Directing for Global Safety Day in October
4 CONNECTIONS CONNECTIONS 5
PEOPLE & PLACES PEOPLE & PLACES
© Helmut Hofer
E
WE CAN, W CARE …
Health and safety are
important values at our
company. We continually
optimize all our activities
with a view to technical,
organizational and behavioral
PLEDGE Safeguarding health, safety, security and environmental protection is a priority for us safety, and promoting a proactive
safety culture. 2020 took caring for
the wellbeing and safety of our
2020 have already contributed to a safer (MOC), and Contractor Management to increase colleagues, customers, and contractors to
performance in 2020, with fewer accidents and an the reliability of our safety barriers in our daily another dimension with the outbreak of COVID-19.
STRICT PROCEDURES
overall improvement in matters of HSSE. business. Following the successful roll-out and In response to COVID-19,
implementation of our 6 Life-Saving Rules at all Oiltanking introduced strict
How is Oiltanking handling the situation and what
Our most urgent concern is to reduce the frequency Oiltanking terminals, best practice sharing sessions hygiene protocols and a close measures have been taken to ensure a healthy and safe
and the impact on people of accidents and improve were recently conducted, and further concepts and monitoring of employees’ health
at all its worldwide locations working environment at the terminals?
our HSSE performance with more of a focus on refresher workshops on this topic are currently
leadership and behavior-based safety (BBS), not being developed.
just for our own employees but also for our
contractors and other third parties. To this end, To underpin the Oiltanking strategy, we are also At the beginning of 2020, no one could have imagined positions where this was possible. A wide range of additional
part of the focus KPIs will be re-defined in 2021 expanding the Functional Competencies (FunC) that an invisible virus would change the world. Since then, security measures have been applied to minimize the risk
(also see page 36), and the integration of a detailed program. This involves a total of 12 electronic the global COVID-19 pandemic has affected every aspect of of spreading the virus. These steps include restricting
HSSE dashboard will provide crucial support. All courses tailored to our needs, which cover HSSE- our daily life. Each one of us has faced challenges, both access to our sites, temperature controls, enhanced
KPIs can be retrieved worldwide and are updated relevant topics in a depth previously unknown in personally and professionally. Many of us have family hygiene measures for tanker and truck handling, preventive
daily in the HSSE & Sustainability Dashboard. e-learning, and have been assigned to defined members who contracted COVID-19. More than 300 of our quarantine, and regular site disinfection. The teams were
target groups in modular packages. New hires employees and contractors had tested positive by January
The development and roll-out of a Risk Management within these target groups will be assigned to these 2021, and sadly we lost one Oiltanking colleague to the
strategy that includes competence-related courses as well. We are aware that electronic virus.
elements (e.g. Process Safety Trainings for key and training is only one of many steps, yet this has
general users, practical exercises) as well as allowed us to move forward in the current global The outbreak of COVID-19 confronted all of us with
terminal-specific improvement actions in the field situation to build our awareness regarding the unprecedented health and safety questions. In order to
of process safety is currently underway. Terminal “Target Zero” vision. By the way, we mentioned guarantee a swift and coordinated implementation of
Improvement Plans have been updated accordingly target groups – every Oiltanker is welcome to join procedures, Oiltanking immediately activated the
based on the outcome of a group-wide status FunC! Contact your local HR Manager for assistance emergency teams on local, regional, as well as global
analysis on the maturity level of risk management if needed. level. At very short notice, the teams reviewed the
and process safety across all regions. necessary measures to reduce the risk of contamination at
all our locations, and rolled-out a specific COVID-19
Other initiatives will focus on improving critical protocol. For example, work schedules have been re-
processes, such as Permit to Work (PtW), Lock-out organized and colleagues were encouraged to work from
& Tag-out & Try-out (LTT), Management of Change home, which they managed to do in nearly 100 percent of
6 CONNECTIONS CONNECTIONS 7
PEOPLE & PLACES ZOOMING IN
Taking Ownership
DEFINITELY NOT BUSINESS AS
USUAL Until the situation has
stabilized, attending conferences
or events is on hold, as are business
trips, or receiving visitors at the
global offices or tank terminals Last year, Oiltanking introduced 8 Safety
Principles that reflect the company’s
beliefs and how it enhances its safety
culture and performance. Taking full
ownership of safety performance
hard at work all last year and will reinforces our commitment to safety as a
continue in 2021. value that shapes all decision-making at
While public information channels
every level of our business. We asked
overwhelmingly reported about the Yvan Tavernier, Senior Vice President
corona situation, Oiltanking and its
Assets, Operations & Safety, for his
holding company Marquard & Bahls unwell or tested positive for very effectively minimize the risk of
kept their employees informed on a COVID-19. In some cases, we also contamination. thoughts on this.
regular basis about the status of the provided local medical assistance.
pandemic crisis and the measures To ensure the safety of our teams, We all quickly adapted to new ways
of the need to embrace the notion
taken by the company, via internal we took a cautious and conservative of working and reinvented our connections: “Taking What kind of commitment
that all injuries are preventable, and
communication channels. Matti approach to approving anyone who collaboration. Even though travel Ownership” – what does that schedule, cost, or operations
are we talking about?
Lievonen, CEO Oiltanking, addressed had been quarantined for return to restrictions and lockdowns limited this mean for Oiltanking? We need to continue to create an
should not take precedence over an
employees in video messages to work – even if that meant an our options for meeting face to face, Yvan Tavernier: Taking ownership environment that encourages all our
injury-free workplace. Nothing is
provide updates and encouragement. extended stay at home. we were able to keep our terminals begins with doing a self-assessment employees and contractors to work
more important than going back home
operational. Despite a few COVID-19 of how strongly our own behavior together on safety – because they
safe and healthy.
In cooperation with the HR The sharing of experience among related delays in our construction reflects a commitment to the safety of want to, not because they have to.
community, Oiltanking monitored Oiltanking teams was and still is projects, our customer services have our people and our assets, which we The idea is be proactive in assessing
the condition of anyone who was helpful not only in determining not been impacted. This was only should view as the most important
Does this mean you the risk in all our work activities,
optimal safety measures but possible with the tremendous effort element of our management think safety performance looking out for each other and
also in increasing the level of and engagement everyone put into empowering colleagues to intervene
responsibilities. is the key to success?
mutual support. Oiltanking’s supporting the business. on behalf of others when faced with
I am convinced that excellence in
leaders took every possible potential risk situations. Last but not
safety performance leads to excellence
measure to guarantee the We hope that in the course of 2021, What does “Taking least, we have to seek opportunities
in operations and business
safety and the health of our global vaccination programs will Ownership” mean to you performance. Companies that have a
to continuously improve our approach
employees. Together, we quickly start to bring this pandemic to the prevention of injuries. This is
in your function as Senior strong safety culture and high
managed to mitigate the impact crisis under control and relieve the an ongoing journey, and an imperative
Vice President Assets, standards not only operate more
on our people. Also the great pressure it places on people and for our business success. I am
safely, but also more professionally
collaboration and solidarity business. During this time it is more Operations & Safety? and more profitably. The fundamentals
confident that our organization can
between the different important than ever to ensure we Personally, towards the beginning of succeed in this journey. We have set a
for achieving the best possible safety
stakeholders of our organization take care of ourselves and those my career, I faced a severe incident solid foundation, but there is more
performance are the same as those
(Oiltanking/Marquard & Bahls) around us. during a commissioning of a work to be done, and the recent
required for managing a successful
and departments helped us to production plant. One of my colleagues incidents remind us to stay vigilant.
business. The road to safety excellence
was severely injured, and an
must be built on great safety leadership
investigation of the incident found
and an integrated, comprehensive
that we had underestimated the risk
EVERY REASON TO BE PROUD management system - which requires
of an activity, and one of the
A big thank-you to all for the a personal commitment at all levels in Here you can find
contributing factors was that we were
solidarity, dedication, resilience the organization to work according to our HSSE policy
and care you demonstrated under time pressure to restart
the rules. www.oiltanking.com/013223
during these difficult times operations. This incident reminds me
8 CONNECTIONS CONNECTIONS 9
AMERICAS AMERICAS
CERTIFICATE OF RECOGNITION M I S S I O N
Possib e
The STAMP award will be proudly
displayed at Oiltanking North
America’s terminals as a reminder
of a job well done!
Working in partnership, Oiltanking North
America identified and executed a project
Oiltanking Ebytem ended the year 2020 with a flawless scorecard, achieving
involving both the Texas City and Galveston
County terminals. Once executed, the the Target Zero goal set by our Management Team. How did they do it?
project provided storage and inbound/
outbound capability for this new
specification of IPA product safely, under Oiltanking Ebytem has adopted a model of continuous training process also makes it possible to take advantage
budget, and faster than Dow had hoped – improvement by comprehensively adhering to an ISO of audit findings from one sector and apply them in other
within less than five weeks from concept to certification process: Every relevant aspect of critical areas sectors that may be faced with similar issues. Every auditor
start-up, all while both parties followed such as Safety, Occupational Heath, Security, Environment, is also trained in “soft” skills, which are important for
stringent COVID-19 distancing protocols! Quality, Operations, Maintenance and Administration building empathy between auditors and auditees, and
As a result, Dow was able to very swiftly matters is covered in an Integrated Management System facilitate personal interactions.
make a meaningful contribution to the fight (IMS).
against the COVID-19 pandemic. Another key to the company’s success in achieving Target
The IMS is certified for Quality (ISO 9001), Environment Zero is the continuous improvement system, which detects
Every quarter, Dow’s Corporate Quality (ISO 14001) and Occupational Health and Safety (ISO minor deviations and identifies their underlying causes.
organization awards a STAMP (*Sustainable 45001), and calls for the participation of every employee, This provides a safety environment where corrective
*Traceable *Actionable *Manageable supervisor, manager and contractor. The system is assessed actions are promptly implemented, which helps prevent
A Strategic Partner *Preventable) Certificate of Recognition for one
event. Oiltanking North America became the
recipient of the Q3/2020 award for its actions
quarterly using a specific matrix and with the involvement
of the company’s Regional Managers and Country VP. The
matrix covers legal aspects and requirements to ensure
the occurrence or recurrence of undesirable events. The
year 2020 strongly tested the system. Most paper-based
exchanges have now been converted to digital, taking
Says Thanks! taken to enable this significant new business that
impacted the world’s effort to fight the COVID-19
License to Operate; HSSE corporate and regional targets;
internal audit training, planning and completion. It is
advantage, among other things, of the certified digital
signature adopted earlier. This practice was subsequently
pandemic. Bea Grimme, Dow’s Product Quality meticulously followed up and updated to monitor critical extended to the company’s main contractors, eliminating
Director, sent the award with the following aspects of operation and management. most of its paper-based exchanges.
Oiltanking North America was recognized
message:
by its strategic customer Dow following a One key element to reach Target Zero is the training of The system is further consolidated and strengthened by
project to store and throughput a new “communities
We’re very proud to have supported our
and medical professions in a
employees as internal auditors, allowing them to better conveying the policies and objectives to the company’s
understand the system and feed into it efficiently. The main contractors: most of them have since been evaluated
feedstock for incremental production of time when Isopropanol was in short supply and qualified and the audit findings were
and we couldn’t have done this without a
hand sanitizer. followed up and concluded. The goal for
true team effort. contractors in 2021 is to lead-manage the
development of an HSSE system for those
As COVID-19 cases started escalating in the U.S. in late
Thank you to our partners at Oiltanking for that do not yet have a formal one in place.
March 2020, Dow approached Oiltanking North America
the support and collaboration to pull this
with an urgent request. Due to overwhelming demand, Dow
off. This project was an amazing
had been challenged to produce a new version of Anhydrous
accomplishment.
”
Isopropanol (IPA 99.5 percent) at their U.S. plants on a
very fast track to supply critical incremental feedstock for The award was for the third quarter of 2020, but INTEGRATED MANAGEMENT SYSTEM
The team is strongly committed to
hand sanitizer production. While Dow’s Galveston County was presented to the Oiltanking Texas City/
carrying out the second certification
Plant had the capability to produce the IPA through a Oiltanking Galveston leadership just prior to the process, knowing that they are on
reconfiguration of one of their production units, it lacked winter holidays, providing a welcome year-end the right path and that operational
picture: archive
the ability to store and throughput the product. pat on the back for a job well done. excellence is the ultimate goal
10 CONNECTIONS CONNECTIONS 11
AMERICAS AMERICAS
OILTANKING ON THE MAP The Tuxpán terminal with a total storage capacity of KICK-OFF On March 3, 2020 the first ship
approximately 127,000 cbm (222,000 cbm by the end of 2021) gives Oiltanking a “Atrotos” was received at the Tuxpán terminal
Clear vision
significant footprint in Mexico for reloading 16,000 cbm of jet fuel
200 expectations to ensure
a flawless operation were
summarized in its 18 elements:
Element 1: Leadership, commitment,
responsibility and staff involvement
Element 2: Identification and compliance with
legislation and industry standards
Element 3: Selection of personnel, training,
evaluation of competences and
health assurance
Element 4: Communication with stakeholders
Element 5: Risk Analysis and identification
Element 6: Documents, records and knowledge
management
Flawless execution
Element 7: Operating manuals and procedures
expected operational excellence and integrity in our
Element 8: Process and operational status
operations,” explains Guagliardo.
monitoring and handover/interfaces
Running Engineering, Procurement and Construction Management (EPCM) services The terminal’s SIGO System was developed based on Element 9: Standards, practices and project
the recommendations of the Energy Institute and all of management
for the Tuxpán terminal in Mexico, as well as starting up the terminal’s operation, Oiltanking's operating safety procedures. “200 of our
Element 10: Change management
posed some particular challenges for Oiltanking. Thanks to their teamwork, expectations for flawless operations were summarized
in 18 elements - thanks to the teamwork and knowledge Element 11: Commissioning and startup of
dedication and safety consciousness, our colleagues managed a flawless
exchange between colleagues like Captain Javier facilities
commissioning in March 2020. A review. Feijoo, Terminal Manager Puerto Rosales, Argentina,
Element 12: Emergency Preparedness
an operations group from Puerto Bahia terminal,
“Loading more than 35,000 barrels of fuels a day is our colleagues were faced with the challenge to bring Colombia, formed by supervisor Jaime Espinosa, and Element 13: Inspection and maintenance
quite common for Oiltanking, but doing so safely in a forward the commencement of operations due to the our highly trained operators: Deiner Blanco, Jorge
Element 14: Management of critical devices
swamp requires a combination of a gigantic engineering decision of the owner of the terminal. Oiltanking's clear Arrieta, Juan Herrera and Sergio Herrera,” highlights
effort, talent, dedication, and industry best practices," says mission was to make the new timeframe possible without Guagliardo. Element 15: Work Control, work permits and
Sergio Guagliardo, Head of Operations at the Oiltanking any failures and accidents. In order to fulfill Oiltanking's high-risk works management
Tuxpán terminal in Mexico. There were many challenges commitment to its HSSE values, several measures were “Developing our very demanding and extensive
Element 16: Contractors and suppliers selection
the colleagues in Mexico experienced in connection with taken and appropriate systems implemented. training program with several disciplines was quite
and management
the EPCM services and the long-term Operations & challenging, but it ensured that our team was capable,
Maintenance (O&M) contract Oiltanking is responsible for. “First of all we applied the best practices designed for highly committed, and rigorously trained. Establishing Element 17: Incidents reporting and
safety assurance, for our people’s health, and to protect a knowledge-sharing metric ensured that the staff investigation
The first challenge was the construction itself. The terminal the environment. The development and implementation of knew and understood what the company considered
Element 18: Operations Integrity, evaluations
is located in the state of Veracruz and had to be built over Oiltanking Mexico’s Operating Integrity Management paramount.”
and improvements
a swamp, using pylons more than 40 meters long under its System (SIGO*) was a fundamental tool for our success in
fuel storage tanks and other heavy structures. In addition, risk and HSSE management, as well as for achieving the * SIGO - Sistema Integrado de Gestión Operaciones
12 CONNECTIONS CONNECTIONS 13
AMERICAS AMERICAS
TUXPÁN SECTOR
LOADING RACK
The terminal lies
along the Tuxpán KEEPING A
SAFETY
River approximately
12 km from the
river’s mouth on the
Gulf of Mexico
DIARY
In an effort to increase and continuously improve
the performance and safety of its terminal farm,
Oiltanking Colombia has successfully incorporated
various initiatives in the past. Keeping a daily
safety log is the most recent of these measures.
The existing
hazard and Sociedad Portuaria de Puerto consumption, total productive resolved an interesting safety situation
operability study Bahia (SPPB) is located near maintenance (TPM), and lean during their daily work, for later
(HAZOP) and the Cartagena in the Colombian Caribbean. manufacturing concepts. analysis and deployment of lessons
Risk Assessment The terminal, which has eight tanks learned.
gave colleagues for handling crude oil, heavy fuel oil As part of our annual safety planning,
all necessary information to establish several “The global pandemic made our endeavor even more and naphthas with a total storage in early 2020 we resolved to record However, the most beneficial effect
preventive and mitigating measures in high-risk challenging. In March 2020, México experienced a capacity of 424,160 cbm, was images of our daily operations every was an increase in colleagues’
scenarios, reducing such risks to medium or low. skyrocketing of COVID-19 cases. This unique commissioned in 2015 and has been month for every operating shift (the commitment and awareness as they
These mitigating measures allowed the Oiltanking situation not only forced us to rethink our procedures operated and maintained by Oiltanking terminal runs 24/7). The operators prepared and conducted the program
Mexico Management Team to greenlight the but also to be more inventive and demanding in since the beginning. In recent years, not only collected controversial themselves. The management has
commencement of operations. Planning the tasks in everything related to hygiene and personal care. A we have stabilized and normalized our scenes, but also prepared footage to decided to establish this program as a
a very detailed manner proved a valuable tool for fundamental element in achieving a smooth operation against the backdrop of be presented at a quarterly safety regular task within our annual
being able to receive the first ship on March 3, 2020, commencement of operations was the collective many challenges arising from the workshop. Shift leaders and management plan, based on the
and to dispatch the first batch of trucks on March 14, experience of long hours of supervision during this terminal's frequent portfolio changes. supervisors conducted these conviction that safety must involve all
2020, in a facility that was still under construction. start-up”, remembers Guagliardo. “Today we can We have been implementing workshops in small teams to ensure employees as part of our challenge to
safely say that the tools implemented not improvement initiatives related not everybody’s participation. Most of the reach the generative rung on the
only enabled us to achieve a flawless only to safety, but also to productivity photos come from conducting safety “safety culture ladder.”
startup of operations, but also to close and reliability: e.g. digitization of walks, but others were filed directly
the year 2020 without reportable internal processes, energy by operators who encountered and
incidents. This motivates all of us to
additionally commit to continue with
flawless operation. NOTEWORTHY Oiltanking is responsible for the operation and
maintenance of the liquids terminal at Sociedad Portuaria Puerto
Bahía, Colombia’s most state-of-the-art multipurpose terminal
READINESS The success of the
past is a great motivator for the
picture: archive
colleagues to continue with
flawless operation
14 CONNECTIONS CONNECTIONS 15
APAC APAC
kilograms of carbon dioxide emissions a year, total amount of electricity produced from the
which is equivalent to planting over 3,600 solar photovoltaic system is 353.2 megawatt-
trees. peak with 186.8 megawatt-peak from the
Use of
private sector. By contributing 600 kilowatt-
A BRIGHT IDEA: The solar panels are located at the office peak, Oiltanking accounts for 0.3 percent of
buildings, contractor facilities, and two the amount produced by the private sector.
Solar Energy
substations within the three Oiltanking
terminals on Jurong Island – Oiltanking Besides integrating solar panels, Oiltanking is
Singapore, Oiltanking Singapore Chemical constantly monitoring new developments in
Storage, and Oiltanking Helios Singapore. technology for renewable energy usage. With
in Singapore
the comprehensive, effective Oiltanking
While solar panels are becoming more widely Sustainaibility Strategy 2025, Oiltanking will
adopted particularly in residential areas and take further steps to reduce water
by the public sector, Oiltanking is among the consumption, energy usage, waste generation
first entities to use this renewable energy on and carbon footprint as part of the "Green
its roof on Jurong Island, the hub of the city Spots" initiative (see also page 54).
state’s chemical and energy industry. The
CONTRIBUTION TO
SUSTAINABILITY More than
SUNNY SIDE UP 1,500 solar panels have been
Located almost on the placed at the Oiltanking
equator, the Singapore facility. The amount of
terminal is practically Oiltanking in Singapore took another step towards renewable electricity they
predestined to use produce is expected to reduce
solar energy integrating the principle of sustainability in its operations the amount of fossil-powered
electricity used by 2.5 percent
by installing more than 1,500 solar panels at its premises.
As one of the first among the companies located on Jurong
Island to use this energy source, Oiltanking sets a clear
example for sustainability.
In early 2019, Oiltanking Asia Pacific energy partner’s central control room to
formed a team comprised of employees ensure that a robust monitoring system
from Maintenance, Commercial, is in place.
Procurement, Engineering, and
Operations to study the feasibility of After nine months of discussion and
installing solar panels at our storage evaluation, Oiltanking entered into a
assets in Singapore. While environmental renewable energy partnership with
sustainability is the key driver, the team Sembcorp Solar and identified all
also evaluated other important factors possible installation sites for our assets
such as power supply reliability, safety on Jurong Island. Since then, over 1,500
measures, rooftop space availability, solar panels have been installed. They
efficiency, loss, technological upgrades, have been operational since January picture: archive
financial impact, and reputation of the 2021 and will have a combined capacity
EFFICIENCY CHECK Our colleagues were allowed to follow PIONEER Oiltanking is among the first
renewable energy partner. The team of approximately 600 kilowatt-peak. the live data transfer of the operational performance of companies on Jurong Island to install
also visited our potential renewable This will prevent more than 300,000 Sembcorp's solar panels in its control room solar panels on its premises
16 CONNECTIONS CONNECTIONS 17
APAC APAC
The
everse sober elephant would not dare run into these nails).
However, even if intruders managed to get past the
gate, they would only see a wall! The actual gate to the
taken by the invaders, it could never be pointed at the
main fort.
HSSE Trap
fort was at the end of a narrow alley inside. This would Confined spaces and unsafe
confuse hundreds of charging soldiers to change heights (again!)
direction in a narrow space while giving the armed A maze of caves carved into solid basalt rock is the
snipers inside the fort precious seconds to launch a ultimate defense. The unventilated caves are so dark
lethal attack of boiling oil and hurled boulders. that it was impossible to notice a sword until it was too
late. The only source of sunlight that would attract
Unsafe heights attackers came from increasingly steep chutes carved
Modern-day Health, Safety, The second deterrent was a deep moat of rock-cut in stone, dropping vertically into the moat.
Security & Environment (HSSE) canals, which effectively turn the fort into an island.
Their opaque green waters were infested with But how was the fort eventually conquered? Well,
processes and activities make crocodiles, and the only way to cross over the moat HSSE had nothing to do with it. It was by treachery!
places safer. India’s medieval and was a drawbridge, which could be collapsed, sending The rations of the fort were replaced with bags of salt.
those over the bridge to a watery grave. This forced the defending king to surrender the fort,
ancient forts reversed this marking its only involuntary change of stewardship in
concept to keep enemies out. Locked equipment history!
A cannon beyond the moat would fire at the attackers
Let’s take a tour of Daulatabad
across the waters. The cannon’s pivoting base was
Fort in India’s Deccan plateau, CAMEL CUSHIONS locked in such a way that even if the cannon were BRIDGE OVER TROUBLED WATER
Camels often had to
which challenged enemies by stand parallel to an
This fixed bridge replaced a canvas
drawbridge that would collapse to drop
making sure no safety norms armed door equipped enemies into the green waters below
with spikes and nails
were met in its construction. while the elephant
was forced to ram
the camel in order
to break the door.
Modern-day Daulatabad is a favorite tourist
Because camels were
destination – seven centuries ago, this sleepy not as expensive as
town was India’s capital! Daulatabad Fort is one elephants, their loss
of India’s most impenetrable fortresses and has was given less weight
never been taken in a fair battle thanks to its
architecture. Its perimeter wall – five kilometers
long and three meters thick – was only the first
of its obvious defenses. The hidden defenses
and traps inside challenge known HSSE rules,
making the fort virtually impregnable.
© all pictures, Yogesh Damle
Confined spaces
The idea: to trap the enemy and catch them
unawares. The front end of the trap in this
scheme is an imposing 12 meter tall wooden
gate, studded with iron nails. These gates had to
be broken open by intoxicated elephants (a
THE SAFETY ANGLE With mobility A LEAP IN THE DARK Thousands of bats
limited to 180 degrees, the cannon could and dozens of armed snipers awaited
never be aimed at the mother fortress the enemy in this dark stone cave
18 CONNECTIONS CONNECTIONS 19734094545239523082
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L E I S U R E & E N T E R TA I N M E N T APAC
840238042480524805
A M I S S I O N F O R
SAFETY
248602486024680246 Safety is a journey to the future to ensure Zero Harm at all our locations, building on
NUMBER
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0
the lessons of the past. At Indian Oiltanking, this thought is combined with a sense
of leadership across ranks, as colleagues are assigned ownership and accountability
of safety within designated areas of their terminals. While there is no magic spell for
784025072358249502
safety, the new approach is producing noteworthy results.
0
2020 was an especially humbling year for Indian The contribution of the steering team and their support is
Oiltanking. At Paradip, we mourned the loss of a colleague leading to a very effective safety improvement program.
935802357023758245
to a fall from height, and it was our utmost priority to
determine how this could have been avoided. In the wake The activity very quickly began to show results. The Paradip
of this collective grief we were driven to ensure such a loss terminal has recorded no major incidents, and proactive
doesn’t occur on our watch ever again. indicators like Work Permit Audits, reporting of unsafe acts
823507235087230750
and conditions, safety walks, safety trainings etc. have
The first step to delivering on this claim was a root cause improved significantly with contributions from all team
invent new tools and analysis (RCA), conducted jointly with investigating teams members including third-party contractors.
strategies for safety. On our from Oiltanking Singapore and Hamburg. Our safety
582375235976956892
“Target zero” is an journey towards this goal, we mission, named ‘Project Raksha’ (Raksha – Protection in The exercise is showing immense promise in accelerating
incident philosophy that aims have defined 8 safety Occupational Health & Safety Hindi) made a bold start to improve safety management improvements in HSSE culture, so that the blueprint of
for an incident- and injury- principles: have the highest priority in all systems and behaviors by establishing it as an on-ground Project Raksha is now to be adopted by the Navghar and
free work environment. our activities. We identify and stakeholder-driven project within the terminal teams. Goa terminals, with the remaining locations planning to be
Though this may sound like a • Health and safety of analyze potential risks and on board by March.
734094545239523082
rightful and desirable goal, people and the take measures to avoid, To improve line ownership in safety and engage all
the concept is polarizing. environment is valued prevent, control and limit stakeholders, the sprawling terminal was divided into 17 We’re committed to having a safe day, every day, and that
Opponents might argue that above all else them. We are in the process zones, and a safety champion identified for each zone. is how we will have a safe year!
is merely a Public Relations • All incidents can be of establishing a proactive Each zone thus had a dedicated team of
403479234802340823
gimmick and that it might prevented and generative safety culture, management, staff and contract workers to
specify the target but misses • Management at all levels and work to continuously improve safety within its perimeter. Since
the point. Being afraid of not is accountable for safety improve all our activities with August, the teams have taken 1,495 safety BEFORE AND AFTER An unsafe
reaching the goal and fearing and leads by example regard to technical, walks to identify unsafe conditions and actions work situation was identified and
safety measures were taken
• We plan and train for
840238042480524805
negative consequences organizational and behavioral to rectify them. 2,363 work permits were
employees might tend to not safety safety. By living the Oiltanking reviewed to ensure every task had been
report issues and incidents. • Everyone looks out for values (respect, planned out even before the tools were picked.
However, we at Oiltanking each other, no matter who accountability, integrity and 1,426 training sessions adding up to 2,741
wholeheartedly advocate and they work for responsibility), we walk our man-hours across 14 topics were conducted;
248602486024680246
embrace “Target zero – No • Everyone has the talk, and make sure our 2,811 unsafe conditions and actions were
injuries, no incidents.” Our authority to STOP any behavior backs up our claim: rectified; 1,080 improvements in housekeeping were
policy of speaking up unsafe work carried out. Every week, the 17 teams across the terminals
encourages our employees to • Safe behavior is Everyone who works with would update Indian Oiltanking's (IOT) leadership on the
802468024473462345
report at-risk-behaviour and recognized, acknowledged us has the right to return improvements they had achieved. The most significant of
unsafe acts and conditions. and reinforced home safely, every day! these improvements were condensed into a monthly
Therefore “Target zero” is a • Zero tolerance for safety update, submitted to a steering committee comprised of
motivator to explore and even breaches members from IOT & Oiltanking in Singapore and Hamburg.
20 CONNECTIONS CONNECTIONS 21EMEA EMEA
First Auction seconds to the clock! This allowed
the counterparty to submit a new
for Storage – higher – bid until ultimately one
party stopped submitting. Through
Capacity the bidding process we won a new
customer, something we had not
of Refined
expected," recalls Sjoerd Boer,
Vice President Commercial
OILTANKING COPENHAGEN
Oiltanking EMEA.
Products By auctioning its storage capacity,
Oiltanking achieved an important
milestone in its digitalization and
innovation roadmap. “We will
continue to explore innovative
ways to even better serve our
valued customers around the
world,” comments Boer.
EXTENDED SERVICE The partnership between Matrix Global and
Oiltanking also includes auction services for the Oiltanking MOGS
facility at Saldanha Bay, South Africa
How it works
THE MATRIX AUCTION
PLATFORM A tool that was
developed to optimize
For the first time, Oiltanking Copenhagen used a the value of the facility’s • The auction provides a transparent, seconds, and such extensions will continue
competitive platform for individual until no further bids are made during the
competitive bidding process to sell volume of its storage assets through
the creation of proprietary companies who bid on available tank storage last 30 seconds of the Auction.
storage capacity for refined products. The electronic short-term physical bilateral capacity in real-time and within a preset
auction was successfully executed in partnership with
agreements and financial
derivatives products
time frame of 10 minutes. The item being • An auction participant may make a valid bid
auctioned is exclusive use of a defined at any time during an auction.
Matrix Global on December 10, 2020. number of storage tanks for a defined time
period. • Each auction participant will be able to see,
For Oiltanking Copenhagen, December 10, 2020 ushered in a new era of at all times, their most recent valid bid and
managing their storage capacity. For the first time ever, the company used a • Customers have to complete the Matrix and the highest bid from all of the auction
competitive bidding process to sell a term contract for individual refined products Oiltanking documentation and are notified in participants.
capacity. In partnership with Matrix Global and using their electronic platform, advance of any upcoming auctions.
Oiltanking Copenhagen held an online auction for jet fuel and ultra-low sulfur • The auction participant offering the highest
diesel storage. After ten minutes, the auction was successfully concluded with • Unless otherwise provided in an Auction price for the offered services at the end of
the sale of a storage capacity volume of 77,150 cbm per month for 2021. “It was Notice, an auction will remain open for ten the Auction will have purchased the right to
fascinating to follow two oil majors bidding against each other in real-time. The minutes, provided that if any bid is made use such services during the offered period
action occurred mostly in the last leg, because every new bid added another 30 during the last 30 seconds of an auction, the in accordance with the terms of the Services
auction will be extended by another 30 Agreement.
22 CONNECTIONS CONNECTIONS 23EMEA EMEA
Ensuring
Safety FROM
After obtaining all the necessary permissions
Specifications & functions
from the authorities, Oiltanking Copenhagen recently
put a new autonomous drone into operation to Skeyetech Specifications
ABOVE supplement the operator’s safety and security
patrolling. “Skeyetech” is an innovative, highly
automated drone-in-box solution that provides round-
• Response time: The drone is ready for
take-off in 30 sec and can fly at speeds
of up to 50 km/h
the-clock service and security and carries out regular • Flight time: 25 min, before automatic
security patrols on the terminal as well as operation- recharging at its base station
specific flights – such as:
• Range: 2 km
• Flight height: 40 meters
• Pipeline inspection during imports
• Cameras: HD 20x optical zoom/640x480
and exports
thermal imaging camera
• Pipeline inspection during pumping
to Copenhagen Airport • Charging time: 1,5 times the flight time
• Temperature control of specific pumps
(Onboard thermal camera) Video Management Features
• Launch surveillance flights
The autonomous drone solution offers 360-degree (preconfigured flights)
surveillance with no blind spots, more accurate • Follow drone’s position on site
insights, and higher reactivity. To perform its security cartography
and operation missions, the drone is equipped with • Guide the drone to a point of interest
two cameras, one HD 1080p 20x optical zoom lens, (Click & Go navigation)
and a thermal imaging camera. It livestreams both the
• Pause a mission to manually control the
optical camera feed and thermal feed directly to the
cameras
terminal's control room via our CCTV software
• Switch between camera modes
(Milestone XProtect VMS).
• Activate playback mode
The Skeyetech drone is very easy to use as it is fully • Check real-time weather conditions and
autonomous: It takes off automatically in case of an telemetry of the drone
alert, or on demand with a single click by the operators. • Trigger missions based on alarms from
The drone is programmed to fly along very specific I/O modules, PSC systems, and the like
flightpaths that define the route, altitude, where to stop
and zoom in, and which cameras to use and
where. The operators can intervene in the
flight at any time to zoom in on specific objects
along the flight path. They can also send it to
a new location by simply clicking on the map of
the Oiltanking Copenhagen site (except for
AERIAL VIEW
A picture (fisheye predefined no-fly zones). Prior to using the
effect) taken by the The Oiltanking terminal in Copenhagen is the first drone on site, the operators underwent
autonomous drone one in the network to have introduced a new, training in the Skeyetech system and clocked
from a height of some flight time with a regular drone.
40 meters additional way to secure and operate its terminal:
remote monitoring by an autonomous drone.
JUST A CLICK AWAY
Operators can intervene
and redirect the drone’s
flight mode at any time
24 CONNECTIONS CONNECTIONS 25S U S TA I N A B I L I T Y S U S TA I N A B I L I T Y
START OF
Sustainability
OFFSETTING UNAVOIDABLE
1
EMISSIONS Last year Oiltanking
started to offset more than 5,000 t
of unavoidable air travel emissions
The most important aspect in 2021 for our local communities, e.g. by Optimize the core
by planting over 13,000 trees in a will be to cascade the strategy to the increasing employee volunteering.
Strategy
community-based reforestation organization, so that every terminal • Build a sound sustainability
initiative in Nicaragua. knows our overall aspiration, So what happens next? Now that the organization on holding,
ambitions, and key initiatives. One broad framework has been created, regional and local level incl.
important key initiative will be to the individual measures need to be target setting and KPI
integrate Environmental, Social and worked out in smaller working tracking
Governance (ESG) aspects in future groups, each dedicated to a • Finalize and implement the
business decisions, for example. In particular strategic ambition. Once Sustainability Strategy
Oiltanking was the first operating unit the area of environmental protection, the Management Team Meeting has • Minimize the environmental
the strategy will provide a clear given its final agreement, the footprint in core business
within Marquard & Bahls to define its roadmap that supports the energy strategy will be communicated to all with dedicated projects to
sustainability strategy in 2020. Eight transition and decarbonization of our regions and terminals so that they reduce energy and water
footprint. A key initiative will be the can start bringing the strategy to life consumption, waste
colleagues with different professional global roll-out of “Green Spots”. And by moving forward with local generation and avoid
backgrounds and from various regions last but not least, Oiltanking aims to initiatives and action plans. product releases
live up to the motto “We Can, We
were instrumental in this. What’s next
Care” and make a positive difference
2
on the agenda?
Get fit for the future
• Transform the company
After Marquard & Bahls revised its long-term towards new
sustainability strategy in 2019, the definition energies
and operationalization of the strategy in the • Increase the focus on
operating units (OU) is now being accelerated. gases and chemicals
Oiltanking was the first OU to start this process • Screening of future
in 2020. In September, the Oiltanking investments regarding
Management Team agreed on an approach for Guillermo Snehashish Kelvin Ling, Jerlyn Tan, ESG criteria
developing an Oiltanking Sustainability Blanco, Chatterjee, APAC APAC
Americas APAC
Strategy. Eight experts with different
3
professional backgrounds and from various
© TreeNation
regions joined forces to advance the Go the extra mile
development of the strategy. A lot has happened
since. vision, mission, aspiration, strategic directions,
key initiatives, enablers and workstreams will be • Invest in sustainable
In five interactive workshops, Team Sustainability finalized in discussion with the Management ‘lighthouse projects’
from Hamburg shared information on the current Team. These will go hand in hand with the • Offsetting of unavoidable
sustainability performance of Oiltanking and its Oiltanking Business Strategy 2025. Further emissions by carbon credits
competitors. The group did a SWOT (strengths, steps will be to work on a concrete action plan Richard Dikkers, Liz Mayhew, Sarah Anna as a last step
weaknesses, opportunities, and threats) with the terminals, to specify how to fulfil our EMEA Global Dannenfeldt,
Marquard & Bahls
Weritz,
Marquard & Bahls
• Show commitment towards
analysis, and discussed targets, measures and overall ambitions, and to define the local communities through
budget planning in an iterative process. In the communications approach. TASK FORCE Eight colleagues from around the world gave input voluntary corporate
first quarter of 2021, the overall sustainability from their field of work to advance the sustainability strategy citizenship
26 CONNECTIONS CONNECTIONS 27EMEA GLOBAL
Pulling Together
JOINT VENTURE
The joint test center
underlines the high level of
successful partnership and
Implementation of Standardized
for a Laboratory Project social responsibility among
the signing parties, who are
from both the public and
Risk Management Process
the private sector
At the beginning of January In 2020, Oiltanking set itself the task of redefining its Assets &
2021, six of the SOHAR Port Operations (A&O) Risk Management process. The result, a standardized
and Freezone’s tenants, framework to manage risks, will be implemented in 2021 along with
among them Oiltanking appropriate trainings for all Oiltanking terminals.
Terminals, entered into an
agreement with the Ministry As part of our ongoing continuous improvement process we will learn more about our operations and keep abreast
and the Oiltanking Strategy 2025 of putting sustainable with new technologies and industry practices. The collected
of Health of Oman to equip
enablers in place, we defined the Oiltanking Assets and data can be used to optimize and further improve not only
a molecular Polymerase Operations (A&O) Risk Management process in 2020. This our A&O risk management process but also our asset integrity
Chain Reaction (PCR) helped to clarify Oiltanking’s intent and expectations as management strategies and minimum operational excellence
well as internal requirements and criteria. and engineering requirements, to remain a safe and
laboratory for the North Al competitive company compared to our industry peers.
Batinah Region. The test center will play a vital role in accelerating diagnostic The process entails the systematic application of procedures Depending on needs, more associated relevant documents
and practices to the activities of communicating, consulting, and guidance to support the overall risk management process
processes, e.g. COVID-19 testing. establishing the context of, and identifying, analyzing, will be progressively developed over the course of 2021 and
evaluating, treating, monitoring and reviewing risk. A 2022. The ultimate objective is to drive improvements in our
The public and private sectors in Sohar have joined The new laboratory will start operations in the first quarter standardized framework to manage our A&O risks for both safety culture and performance with a more preventive
forces in an effort to improve healthcare services in Oman of 2021 with a team of 12 highly qualified medical staff. existing operations and new projects, will allow us to approach, to achieve and maintain Target Zero.
while simultaneously preventing and controlling sources of Over and above being the natural landing point in terms of appropriately and consistently prioritize resources
COVID-19 infections. The idea for this community project geographical location, it will also serve as an alternative to (personnel and capital) to tackle the range of risks we
was first floated in September 2020, and in January 2021 the current Muscat-based Ministry of Health’s Central Public encounter inherently due to the nature of our business. It
KNOWLEDGE IMPROVEMENT Colleagues (picture
the Ministry of Health signed an agreement with the Sohar Health Laboratories in case of emergencies, like the current also fosters the understanding and ownership of risks along taken during the webinar) participate in a virtual
Industrial Port Company (SIPC) and the contributing coronavirus situation. Equipped with the latest the entire project/asset lifecycle, while meeting to learn more about risk management
tenants at SOHAR Port and Freezone, among them polymerization apparatuses, it will contribute decisively to focusing on loss prevention.
Oiltanking Terminals, to equip a regional molecular accelerating the diagnostic processes, which will presumably
Polymerase Chain Reaction (PCR) laboratory in Sohar that significantly reduce the average time for conducting All terminals had actively engaged in a
would cover the needs of the Northern part of the Sultanate. COVID-19 tests. In addition, the devices can provide gap analysis exercise in 2020 to
analysis capabilities for other ailments, including influenza understand their current status. These
and hemorrhagic fevers, in the future. results were analyzed and used as
input to plan for the variety of
For Oiltanking Oman, this project demonstrates our necessary training for specific target
commitment to be part of the local community by roles/groups within the whole global
contributing to meaningful and impactful projects. This one organization and to refine the
has the potential to provide quick access to testing services implementation approach for the risk
as early as possible in view of curbing the spread of viral management needs and activities for
diseases. each region/cluster/terminal in a more
fit-for-purpose manner.
A GOOD MOVE Oiltanking Terminals is
As we proceed with the trainings in the
one of the six tenants of SOHAR Port and
Freezone who support the development of first quarter of 2021 and subsequent
a regional laboratory for COVID-19 tests implementation in 2021 and beyond,
28 CONNECTIONS CONNECTIONS 29You can also read
