This document discusses the importance of being aware of failure risks and consequences in complex systems and having appropriate barriers, monitoring, and hazard controls. It also outlines five strategic goals for achieving integrated plant integrity from initial operation through decommissioning. Finally, it emphasizes that transitioning from a reactive to a proactive culture requires significant ongoing management commitment to overcome organizational inertia.

4. Born
Sick
Premature ageing
normal ageing
Life enhancement

6. If we are not aware about probability of failure due to complexity
but at least we should be aware about consequence if things fail
and have the barriers and monitoring as well as its hazard control .

16. High Temperature Sulfidation
Ф52” just upstream of bend ruptured
Low Silicon CS

17. Tesoro Refinery, 2 Apr
2010, six fatalities

18. Thinning & Over pressurization

22. Shock Condensation & UDCBadly failed after 11 months of operation

23. CLSCC

71. Integrated Integrity
of Entire Plant from
cradle to grave

86. 1. Desired operational reliability & safety between
TAs
2. Desired optimum plant run-length time between
TAs
3. Maximum cost effective life out of aging
equipment without failure
4. Optimum inspection interval for each item
5. Optimum spending on Capex and Revex
Plant Site:5 strategic goals

92. For the proactive culture to
survive over the long term, it
takes significant management
energy as well as a strong
commitment from all levels of
the organization

93. Change Reactive to Proactive Culture
We, as Site management be passionate in
overcoming the organizational inertia built
around a reactive culture. In the past, companies
that were successful in making the proactive
transition were under intense economic pressure
- they had to become reliable or go out of
business. If management energy is removed, the
culture will quickly return to being reactive.

95. Reactive Culture over
Proactive Culture is
Desirable in attending
Fire & safety matters