Sasol Integrated Report 2024 - Book - Page 105
INTRODUCTION
ABOUT SASOL
STRATEGIC OVERVIEW
BUSINESSES
ESG
REMUNERATION REPORT
DATA AND ASSURANCE / ADMINISTRATION
SOCIAL – LABOUR continued
PROCESS SAFETY
OUR COMMITMENT
OUR GROUP APPROACH
Our commitment is to ensure
that we maintain reliable,
safe and sustainable operations.
PERFORMANCE
We apply our process safety management (PSM) system to address process-related hazards, knowledge, safety risk management,
safety performance and learning through experiences, thereby striving for Zero Harm. Process safety integrity is enabled through
adhering to inherent safe design, asset management and operations discipline as guided by international best practice to maintain
reliable and safe operations. Our PSM scope covers our employees and service providers.
continued
A FER incident is registered as ‘significant’ when it meets
any of the following criteria, namely if it:
Process safety events are classified as follows:
• major
• moderate
• has a FER severity index score of 26 and greater but less
than 40;
• minor
• results in a lost work day case (LWDC) or more serious injury;
• less severe events
• results in direct financial loss greater than US$100 000; or
• near misses.
• causes a release in excess of the relevant threshold quantity
for that chemical as defined by the Centre for Chemical
and Process Safety.
• significant
The process safety incidents reported consist of major
and significant incidents.
Key performance indicator
Fires, explosions and releases
severity rate (FER-SR)
Process safety incidents less than
or equal to
Targets
Group
performance
5,3
5,4
18
15
None of the incidents resulted in fatalities.
A FER incident is registered as ‘major’ when it meets any
of the following criteria, namely if it:
• has a FER severity index score of 40 and greater;
• results in on-site fatality or multiple hospitalisation cases,
or off-site injury; or
• results in direct financial loss greater than US$1 000 000.
To enable continuous improvement, our PSM
priorities include:
• PSM element ownership (including leadership and culture
and operational discipline toolkits) was reintroduced to
familiarise new team members in the operational areas with
the PSM procedures. This ensures better communication of
responsibilities across the organisation. New toolkits have
recently been included.
• Operational discipline, and leadership and culture selfassessment by operating model entities (OMEs).
• Field verification based on performance criteria of
critical controls.
• Usage of OME action management system for all PSM actions.
• Reaching our target of training 8 000 frontline operations
personnel in process safety. The training has nine modules
ranging from the definition of process safety, process safety
hazards in the plant, process safety bowtie, projects and
constructions, Management Of Change (MOC) and pre-startup
safety review, emergency response and incident investigation.
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It includes an assessment to verify the understanding of the
content provided to the operations personnel. We also rolled
out Process Safety Fundamentals to Sasol personnel and
service providers.
• Prevention of high-severity process safety incidents.
• Management of immediate danger to life or health (IDLH)
substances. We are assessing the adequacy of existing controls
(preventative and corrective) regarding the management of
IDLH substances across Sasol OMEs and develop guidelines
for a standardised approach where inadequacies are noted.
• Continuing to focus on the implementation of the MOC
process to mitigate SHE risks related to personnel changes.
• Standardising our requirements regarding process
safety competency across all Sasol sites. Additionally,
we have developed: “Day in the Life of a Process Safety
Engineer Programme.”
• Performing annual audits regarding the status of PSM
implementation to identify the areas of improvement.
There is still an opportunity for improvement across all Sasol
sites regarding MOC controls relating to personnel changes.
• Performing thorough analyses of the incident root causes
and precursors, and implementing measures to prevent the
recurrence of incidents. We have placed emphasis on the
learnings from previous incidents and the prevalent control
failures.
• Monitoring process safety leading and lagging indicators to
identify and address weaknesses in the controls. Some of the
leading indicators being monitored are process safety critical
equipment (PSCE) failure before schedule, PSCE schedule
adherence, process hazard analysis actions and MOCs.
