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18 The Times Thursday January 21 | 20 1 6 S P O RT

HEIR TODAY: Floyd Mayweather celebrates defeating Manny Pacquiao via unanimous decisionduring their world welterweight championship bout at MGM Grand Garden Arena in Las Vegas inMay Picture: JOE CAMPOREALE

JONATHAN LIEW

THIS week, the formerworld champion Floyd May-weather announced that hewould be taking his “Vi c -tory Tour” to Europe.

There will be musicalacts, three-course dinners,charity auctions and on-stage interviews. He willvisit Belgium, Scotland,Wales, the Netherlands andEngland between January30 and February 13. Th e r ewill be no boxing. May-weather retired in Septem-ber.

Naturally, Floyd needsyou to give him a little some-thing. The two private jetsand the 100 cars won’t payfor themselves. Nor theextensive entourage hekeeps around him, includingtwo masseurs, a personalbarber and a guy whose solejob is to follow Mayweatheraround carrying his hand-sanitiser.

A glimpse of Mayweatherwith your supper will setyou back £500. Double it andhe can throw in a quickphoto opportunity. What?You actually want to talk tohim? Floyd is a busy man,but if you take the “p l at i n u mp a c k ag e ” at £2 000, he willreluctantly indulge you, aslong as you swerve the awk-ward questions about hispast. Racism, domesticviolence, prison, that sort ofthing. This is a victory tour,after all.

If there is somethingfaintly surreal about charg-

F l o yd ’s moneyrides shotgun

To d a yBasketball: Turkish AirlinesEuroleague Top 16 Round 4 —Real Madrid v FC Barcelona Lassafrom 9.35 on SS5Cricket: Big Bash Twenty20 1st SF— Adelaide Strikers v SydneyThunder from 10.30am on SS2Golf: Abu Dhabi HSBC Golf Cham-pionship Day 1 (morning sessionfrom 5.30am) and (afternoon ses-sion from 1pm) on SS1; Career-Builder Challenge in partnershipwith the Clinton Foundation Day 1from 10pm on SS7Rugby: European Rugby Chal-lenge Cup Round 6 — Sale Sharksv Newport Dragons from 9.40amon SS1Soccer: Chan 2016 — DR Congo vAngola from 2.45pm, Cameroon vEthiopia from 5.45pm, both onSS9Te n n i s : Australian Open nightsession from 10am on SS6

‘I know MikeTyson, I havenever heardof you

ing people £2 000 for theprivilege of sharing youroxygen, it has to be said thatMayweather crossed thatline many diamond-encrust-ed moons ago. His formerassistant says Mayweatherstarts every day by visitingthe bank to withdraw$100 000 (R1.68-million) incash, and then makesfriends sit in the back of hiscar so the cash can sit in the

front. With Mayweather,money does not just talk; itrides shotgun.

Contrast Mayweather’sfleeting visit to UK shoreswith those of his forebears.Muhammad Ali’s trip toCoventry in 1983, duringwhich he greeted throngs ofwell-wishers while eatingfish and chips out of a news-paper, remains the goldstandard, as well as — bysome distance — the mostinteresting thing ever tohave happened in Coventry.

Then you have MikeTys o n ’s chaotic visit to Brix-ton in 2000, when he wasmobbed by a crowd of thou-sands, bringing the highstreet to a standstill. By con-trast, when Mayweatherpopped into Brixton in 2014for a haircut, he got into aheated argument with a cus-tomer who failed to recog-nise him. You can see it onYouTube. “I know MikeTyson, I never heard of you,”she insists. “Google me!”Mayweather screams backfuriously. And you can seethe faint glaze of humiliationin his eyes, the look of a manwho can get his hands sani-tised on demand, but cannotsummon a flicker of recog-nition in a random stranger.

You often hear Mayweath-er discussing great men likeAli, Martin Luther King, Mal-colm X, Barack Obama. Andthere is little doubt he seeshimself as part of that tra-dition: an heir to thesacred lineage of Black Amer-ica. — © The Daily Telegraph

Mayweather taking ‘Victory Tour’ to Europe

T E L E V ISIO NH IG H L IG H TS

Shell Downstream South Africa (Pty) LtdKENNISGEWING VAN 'N LISENSIE IN TERME VAN ARTIKEL 17 VAN

DIE PETROLEUM PYPLYNE WET, 2003 (WET NO. 60 VAN 2003) BELANGHEBBENDEBELANGSTELLENDES WORD HIERMEE KENNIS:

Dit, op grond van die bepalings van die Petroleum Pyplyn Wet,2003 (Wet No.60 van 2003) en die Wet op PetroleumPipelines Reëls, 2014 gepromulgeer daartoe, Shell Downstream South Africa (Pty) Ltd (2007/016255/07) aansoekgedoen het om die Nasionale Energiereguleerder (NERSA) vir die volgende operasie lisensie:

Neem verder kennis dat afskrifte van die genoemde werking lisensie-aansoeke is beskikbaar vir die publiek tertussen 08:00 en 16:30 daagliks, Saterdae, Sondae en openbare vakansiedae uitgesluit, van 21 Januarie 2016 tot22 Februarie 2016:

Shell Downstream South Africa (Pty) Ltd NERSATwickenham Building Kulawula HouseThe Campus 57 Sloane Straat 526 Madiba StraatBryanston Arcadia2021 Pretoria

Kontak Persoon:Busisiwe Monegi, Compliance Coordinator Ontvangs:Tel: 011 996 7000 Tel: 012-401 4600

En neem verder kennis dat afskrifte van die lisensie-aansoeke ook beskikbaar by die maatskappy perseel enNERSA webtuistes op www.nersa.org.za mag wees.

Enige besware teen die werking aansoeke moet binne 30 kalender dae na 21 Januarie 2016 ingedien word vanaf22 Februarie 2016 deur die voltooiing van die vorm in Vorm D van die Petroleum Pipeline Wet Reëls, 2014gestaaf deur middle van ‘n beëdigde verklaring of plegtige verklaring. Hierdie vorm is bedkikbaar op diewebwerf NERSA se www.nersa.org.za of van:

Enige besware moet per geregistreerde pos of per hand afgelewer world by die bogenoemde adres, en ‘n afskrifkan e-pos aan [email protected]

Alle besware moet deur sluiting van besigheid op 22 Februarie 2016. Besware wat na daardie datum mag buiterekening gelaat word, ingedien word. NERSA sal besluit oor die voorgestelde lisensie-aansoeke.

Hierdie openbare kennisgewig uitgereik deur:Shell Downstream South Africa (Pty) Ltd (Reg No. 2007/016255/07)

Fasiliteit Adres Besonderhede van aansoek Aansoekverwysingsnommer

1) 17 Schonland Drive, Ferrobank,Emalahleni, Mpumalanga Province

Werking van ‘n petroleum stoor-fasiliteit

PPL.sf.F3/217/2015

2) 19 Industria street, Polokwane,Limpopo Province


PPL.sf.F3/222/2015

3) 1st Avenue, Gunhill, Kroonstad,Free State Province


PPL.sf.F3/223/2015

4) Depot Road, Voorbaai, IndustrialArea, Mosselbay, Western CapeProvince


PPL.sf.F3/224/2015

Die Nasionale EnergiereguleerderUitveorende Bestuurder: Petroleum Pyplyn ReguleringKennisgewing van’n lisensie

Pos Adres: Posbus 40343, Arcadia, 0007Straat Adres: 526 Madiba Straat, Arcadia Pretoria Telefoon nommer: 012 401 4600Faks : 012 401 4700

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SHELL DOWNSTREAM SOUTH AFRICA (PTY) LTDNOTICE OF LICENCE APPLICATION IN TERMS OF SECTION 17(2) OF THE PETROLEUM PIPELINES ACT OF

2003 (ACT NO 60 OF 2003)

INTERESTED PARTIES ARE HEREBY NOTIFIED:

That, pursuant to the provisions of the Petroleum Pipeline Act, 2003 (Act No. 60 of 2003) and the Petroleum

Pipelines Act Rules, 2014 promulgated thereto, Shell Downstream South Africa (Pty) Ltd (2007/016255/07) has

applied to the National Energy Regulator (NERSA) for the following operation licences:

Facility Address Details of application Licence ref. no.

1) 17 Schonland Drive, Ferrobank, Operation of a petroleum storage facility PPL.sf.F3/217/2015

Emalahleni, Mpumalanga Province

2) 19 Industria street, Polokwane, Operation of a petroleum storage facility PPL.sf.F3/222/2015

Limpopo Province

3) 1st Avenue, Gunhill, Kroonstad, Operation of a petroleum storage facility PPL.sf.F3/223/2015

Free State Province

4) Depot Road, Voorbaai, Industrial Area, Operation of a petroleum storage facility PPL.sf.F3/224/2015

Mosselbay, Western Cape Province

Take further notice that copies of the aforementioned operation licence applications are available to the public

for inspection between 08h00 and 16h30 daily, Saturdays, Sundays and public holidays are excluded, from 21

January 2016 until 22 February 2016 at:

Shell Downstream South Africa (Pty) Ltd NERSA

Twickenham Building Kulawula House

The Campus

57 Sloane Street 526 Madiba Street

Bryanston Arcadia

2021 PRETORIA

CONTACT PERSON:

Busisiwe Monegi, Compliance Coordinator Reception

Telephone: 011 996 7000 012-401 4600

AND TAKE FURTHER NOTICE that copies of the licence applications may also be accessible at the company

premises and NERSA websites at www.nersa.org.za.

Any objections to these operation applications must be lodged within 30 calendar days from 21 January 2016

to 22 February 2016 by completing the form in Form D from the Petroleum Pipelines Act Rules, 2014

substantiated by way of an affidavit or solemn declaration. This form is available on NERSA’s website at

www.nersa.org.za or from:

The National Energy Regulator Postal Address P.O. Box 40343, Arcadia, 0007

Executive Manager: Petroleum Pipelines Street Address: 526 Madiba Street, Arcadia Pretoria

Regulation Telephone Number: 012 401 4600

Licence Applications Fax number: 012 401 4700

Any objections should be posted by registered mail or delivered by hand to the above address, and a copy may

be e-mailed to [email protected]

All objections must be lodged by close of business on 22 February 2016. Objections received after that date

may be disregarded. NERSA shall decide on the proposed licence applications.

This public notice has been issued by:

Shell Downstream South Africa (Pty) Ltd (Reg No. 2007/016255/07)

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Development Notice in terms of Section 34 of NHR Act 25:

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DEVELOPMENT NOTICE IN TERMS OF SECTION 34 OF

NHR ACT 25: 1999 The owner: Department of Infrastructure and Develop-ment (DID) Plans to Demolish 1 Existing Buildings at (100 Ivy Street, Norwood) Norwood Primary School, Johannesburg The school pavilion will be demolished due to the build-ing being in a very bad condi-tion. Any interested or affected parties who wish to com-ment on this, are invited to do so in writing to: The Provincial HeritageResources Authority q Gaut-eng (PHRAG-G) Noluthando.cembi@ gauteng.gov.za & [email protected] And Zylec Investments at 012 654 8733 By e-mail:khoza10@ krmsarchitects.co.za Closing date for comments: 01 March 2016

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Legal Notices

11010Education & Tuition

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Downstream – Supply & Distribution

Global Supply & Distribution Asset Management System Date: September 2011

Confidential

This Revision to the SD-AMS Given the balance needed between asset integrity well managed projects and process safety on the one side and cost optimization on the other, Global Supply and Distribution Engineering continues to optimise the processes, tools, standards and procedures introduced under the Distribution Global Asset Management Excellence (D-GAME) programme. In order to ensure sustainability and a structured framework within which these processes and procedures can be housed and presented in the context of the Business priorities, the Distribution Asset Management System (D-AMS) was introduced in 2006 to contain the rules, tools, processes, roles and responsibilities, etc, which define how our assets are managed. Where the current 2008 version brought simplicity by not requiring every Region or country to write its own AMS by simply adopting the Global one with a set of appendices, this 2011 revision reflects a number of important influences on our asset management system, including;

• Shell Group Process Safety Standard and the HSSE control framework, including the identification and management of Safety Critical Equipment (SCE).

• Updates due to new Supply and Distribution organization, now reflects in a name change to the SD-AMS and changes in some roles and responsibilities.

• Shell Group behavioural imperatives of external focus, commercial mindset, delivery, speed and simplicity.

• Our own reviews, audit findings and improvement initiatives that will now see documents such as the Engineering Standards Manual as well as a new management review proforma incorporated. These embed the SD-AMS as the single reference for asset management in Supply and Distribution.

The controlled version of this document is held in Livelink (Link). Printed documents are not controlled and users should refer to Livelink to ensure that they are using the latest version.

NOTE: While each Shell company is a separate legal entity, in this communication the terms "Shell", "Group" and "Shell Group" may refer to some or all of these companies. References to regional or global operations or businesses (including "Downstream" and "Distribution") reflect groupings of activities that have common functional guidance or service relationships. This communication is made pursuant to applicable service agreements.

Asset Management System Approved for Use –Sept 2011 Next Scheduled Revision – Sept 2013

Global Supply and Distribution Page 2 of 23

Global Supply and Distribution Asset Management System

Foreword

This document describes the requirements for a systematic approach to asset management that will assist Supply and Distribution to attain operational and functional excellence. The individual business units should determine the sufficiency of the global asset management system in meeting local needs, regulatory and statutory requirements. The global asset management system is written such that an appendix can be added covering local requirements, designated personnel, and endorsement of the person with local legal authority. The elements of this Supply and Distribution Asset Management System (SD-AMS) are organized as illustrated in the following diagram:

The Global Supply and Distribution Engineering Manager is the owner of this SD-AMS with responsibilities that include:

• Publishing the SD-AMS and providing periodic revisions under his/her signature. • Demonstrating commitment to asset management through personal involvement

and assist with implementation strategies. • Giving clear guidance to the respective business units on how the SD-AMS can be

implemented and maintained.

The Global Supply and Distribution Engineering Technical Services Manager is the custodian of the SD-AMS with responsibilities that include:

• Advising the owner when deficiencies or potential improvements are identified. • Drafting and periodically proposing revisions.

Leadership & Commitment

Policy & Strategic Objectives

Organisation & Responsibilities

Asset Management Processes

Standards, Procedures & Document Control

Implementation

Audit

Management Review

Monitoring & Reporting

Corrective Action

Corrective Action & Improvement


Leadership & Commitment

Policy & Strategic Objectives

Organisation & Responsibilities

Asset Management Processes

Standards, Procedures & Document Control

Implementation

Audit

Management Review

Monitoring & Reporting

Corrective Action





The Supply and Distribution Vice President for each operating region is responsible for:

• Implementing and sustaining the SD-AMS in the Region under his/her responsibility.

• Demonstrating commitment to asset management through personal involvement and implementation oversight.

The cluster Supply and Distribution General Manager (as Asset Owner), the Lead Facility Engineer (as Asset Integrity Manager) and the Facility and Terminal Managers (as Asset Operators & Managers) within each operating region are responsible for:

• Advising their respective line managers when deficiencies or potential improvements are identified.

• Ensuring that all local regulatory and legislative requirements are met. • Directing Operating Unit (OU) personnel on implementation strategies and

techniques.

The Regional Engineering Manager for each operating region is responsible for: • Advising when deficiencies or potential improvements are identified. • Drafting and periodically proposing revisions. • Supporting the implementation of the SD-AMS and work processes from an

engineering and technical perspective. Endorsement

Position Signature Date

Peggy Montana, EVP Supply and Distribution

Approved by Email Sept 2011

Mohd-Rafie Ali, GM Global Supply & Distribution Engineering Approved by Email Sept 2011



Asset Management System

Table of Contents

1. Management Leadership and Commitment ................................. 5

1.1 Vision and Mission Statements .... 5

1.2 Communication of the AMS ........ 6

1.3 Policy, Goals, Targets and Performance.............................. 6

1.4 Employee Ownership and Accountability ........................... 6

2. Policy and Strategic Objectives ...... 7

2.1 Policy ....................................... 7

2.2 Strategy .................................... 7

3. Organization and Responsibilities . 8

3.1 Staffing and organization ........... 8

3.2 Roles and Responsibilities ........... 8

3.3 Training, Qualifications, and Competencies .......................... 10

4. Asset Management Processes ...... 11

4.1 Introduction ............................. 11

4.2 Risk Identification, Assessment and Management .................... 11

4.3 Work Processes ....................... 11

4.4 Management of Change ........... 15

4.5 Asset Master Plans (AMP) ......... 15

5. Standards, Procedures, and Document Control ....................... 15

5.1 Document Control & Management ........................... 16

6. Implementation, Monitoring and Reporting ................................... 16

6.1 Implementation Plan ................. 16

6.2 Performance Monitoring ........... 16

7. Audit ......................................... 17

8. Management Review .................. 17

Appendix 1 – Asset Management Policy Statement ......................... 19

Appendix 2 – Placeholder for Local Endorsement and Requirements .. 20

Appendix 3 – Global AMS Key Performance Indicators ............... 21

Appendix 4 – Supply and Distribution Manual – Engineering Standards 22

Appendix 5 – Approved Extensions .. 23

Sept 11 Post S&D org changes, PS elements 3 DD, GELT RA PM

June 08 Global Engineering Org & General

Update 2 BB, CC, VN KB PM

10 Mar 06 Initial Issue 1 VN/KB TJ JH Date Description Rev. No Prepared By Reviewed By Approved By



1. Management Leadership and Commitment

Supply and Distribution management is committed to provide an effective Asset Management System that addresses the demands of asset integrity assurance, process safety and cost optimization in the management of physical (plant and equipment) assets under the control of the Distribution business. Appropriate management of our assets is a vital element to promote asset integrity and compliance with legislative and company requirements while at the same time enabling the assets deliver the business value required of them while perusing the goal of no harm to people or the environment, ‘Goal Zero’. Supply and Distribution management’s leadership and commitment to Asset Management and its objectives of integrity assurance and cost optimization is demonstrated by:

• Supply and Distribution Leadership Team’s (SDLT) endorsement of the Global Asset Management System and its associated policies, principals and processes.

• The SDLT’s commitment that each business unit, under their control, will implement and sustain the SD-AMS by determining the sufficiency of the global asset management system in meeting local needs, regulatory and statutory requirements. Local requirements, designated personnel and local legal endorsements are identified in the Appendix of this document.

• The SDLT support of Asset Management performance reviews, which are assessed through the publishing of Key Performance Indicators (KPI’s), and the recommendations of internal audits, surveys and business review results to foster continuous improvement of the system.

• The SDLT commitment to providing and maintaining competent personnel assigned for the purpose of asset management.

• The SDLT commitment to providing recognition and reward for asset management contributions at an individual or work group level through, performance reviews, special recognition awards and local recognition programs.

1.1 Vision and Mission Statements

The following Vision and Mission statements will guide the Distribution Asset Management System. Vision To design, build, operate, and maintain all assets in a cost effective manner to enable Best In Class (BIC) asset management, while achieving sustainable asset integrity, compliance with legislation and manage any associated process safety or other risks to as low as reasonably practicable (ALARP). Mission To provide a framework for the management of our assets, enabled by standardised work processes that will promote safe and cost effective storage and handling of hydrocarbons, meeting legislative requirements and the needs of our customers.



1.2 Communication of the AMS

This Asset Management System, being part of the course of normal business activity, will be communicated to all involved with asset management responsibilities.

1.3 Policy, Goals, Targets and Performance

The Asset Management goals, targets and performance requirements established by the SDLT, will be communicated to employees and stakeholders through email, meetings, and the cascading of goals to establish each individual’s Goals and Performance Appraisal (GPA).

1.4 Employee Ownership and Accountability

Employees involved in management of assets during creation, operations and retirement are responsible for co-operating fully in the implementation of asset management policies and procedures. Employees must take action to identify, communicate, assess and address any asset management issues contrary to regulations and business requirements.



2. Policy and Strategic Objectives

2.1 Policy

The Policy statement documented in Appendix 1 is endorsed by the SDLT and as such identifies the fundamental requirements of the Asset Management System. At no time should the Asset Management System have any requirements that may be in conflict with local legislative or statutory requirements. Where the potential for such conflicts exist the most stringent requirements shall take precedence. The process for obtaining assurance on AMS policy implementation is described in sections 7 and 8 of this document.

2.2 Strategy

Our strategy to ensure economically sustainable businesses will be measured by the achievement of:

• Enabling asset integrity to safeguard against personnel injury, environmental hazards, process safety incidents and asset value degradation.

• Optimizing asset reliability to meet business need.

• Achieve best in class cost efficiency.

The adaptation of best practice is a strategic asset management initiative resulting in the D-GAME business processes and standards.

The cornerstone of these processes is the adoption of a risk-based approach to optimize individual sites asset management strategies. This requires an assets’ criticality, consequential impact on business, with asset care practices to be reviewed and implemented to mitigate these risks to ALARP.

Through the implementation of the Distribution- Global Asset Management Excellence (D-GAME) standardized work processes and the adoption of a risk-based approach to asset management, the SD-AMS will enable the effective management of the risks to the local business to an agreed level and process safety risks to ALARP.



3. Organization and Responsibilities

3.1 Staffing and organization

Regional management teams are responsible to ensure that:

a) Appropriate resources are in place to accomplish AMS goals and objectives. b) A clearly defined management and organizational structure is in place with

responsibility and accountability for all asset management activities.

3.2 Roles and Responsibilities

Roles and Responsibilities for asset management within the global business generally are as follows:

• Supply and Distribution General Manager of Engineering as an advisor to the SDLT provides advice to the business on asset management requirements and resources, commensurate with the policies and requirements identified in this AMS, HSSE Control Framework and other business requirements. As the Group Delegated Technical Authority (TA) for the business has the responsibility to uphold Group minimum technical standards and approve necessary deviations provided associated risks are shown to remain ALARP.

• Global Technical Services Team provides Technical Authority support, accountable to the GM of Engineering to the regional teams where needed for specific technical issues, and provides process leadership to regional leads, ensure sharing of practices worth replicating and maintaining process consistency across the regions with delivery of standardized work processes, technical standards and procedures.

Roles & Responsibilities for Asset Management within the Regional business generally are as follows:

• Regional Supply and Distribution Vice President, as regional business leader, negotiates customer performance requirements and contracts, which provides input to asset operational and reliability requirements. Asset management is included as a regular agenda item on Regional leadership team meetings. Ensures assets are appropriately resourced and that the process safety risks to the business are reviewed in accordance with S&D HSSE MS requirements.

• Country Group (Cluster) Supply and Distribution General Managers, as SD-AMS assurance providers, are accountable for the SD-AMS implementation and sustenance within a Distribution country cluster. Asset Management is included as a regular agenda item on leadership team meetings, ensuring attendance by appropriate specialists. Appoints asset managers and ensures the process safety risks to the assets under management are reviewed as required by the S&D HSSE MS and control framework requirements.

• Regional Supply and Distribution Engineering Manager, as SD-AMS process owner, has principal responsibility to the Asset Owner and GM Engineering for assuring asset technical integrity in accordance with Group and the SD-AMS requirements across the Region. He/She takes direct responsibility for the execution of capital and major maintenance projects as well as for the



planning and monitoring of asset inspection and maintenance activities, establishing appropriate contracting strategies using competent personnel and established procedures while meeting S&D HSSE MS requirements and ‘Goal Zero’ targets. These responsibilities extend to up holding Group technical standards compliance as outlined in published Engineering Manuals and advising the business on how to ensure process safety risks are managed to ALARP.

• Regional R&I Lead is the regional technical lead and is responsible to the Regional Engineering Manager to ensure asset integrity programs are implemented, to monitor and review the results and oversee specialist contractor performance.

Within an Area/Country the following key roles shall be identified:

• Asset Owner (typically the Cluster GM) is responsible for plant maintenance matters at Supply and Distribution Facilities and ensures that locations’ asset integrity plans are carried out in line with the stated policy, that the necessary records are maintained, and that the assets are safe to operate at all times. The Asset Owner will generally be the operations and maintenance budget holder.

• Asset Operator and Manager (typically the Facilities Manager & Terminal Manager) has responsibility for the day-to-day asset operating and technical integrity at a location and ensures that asset integrity plans are carried out as appropriate, the records are maintained and the assets remain safe to operate. Ensures operating integrity is retained by having procedures to operate equipment within design limits and reviews site safety risk profile (HSSE case) at least annually as well as all other asset manager responsibilities defined in the S&D HSSE MS and HSSE control framework.

• Asset Integrity Manager (typically the Area/Country Lead Facility Engineer) has principal responsibility to the Asset Manager, Owner and regional Engineering manager for assuring asset technical integrity in accordance with Group and these SD-AMS requirements across the Area/Country. He/She takes direct responsibility for the execution of capital and major maintenance projects as well as for the planning and monitoring of asset inspection and maintenance activities, implementing the identified contracting strategies using competent personnel and established procedures.

• Operators perform day-to-day asset management duties and provide surveillance of our assets in accordance with established plans reporting any defects and risks while they operate the facilities under their responsibility.

• Technicians, Contractors & Specialists support and maintain the equipment and procedures used in operations to ensure compliance, integrity, safety and customer needs are met in accordance with their job descriptions or contract requirements.

Note: the link between AMS roles and Jobs is set to providing guidance but the actual nomination of roles will have to be performed through the adoption of the AMS locally (e.g. the Asset Integrity Manager will typically be the LFE, but not always).



The Asset Integrity Manager and Asset Operator/Manager should enable direct access of inspection staff to raise process safety concerns, as defined in the HSSE control framework.

In some cases it may not be practical to have different persons responsible for all the different roles and it is acceptable to have one or more roles combined. However where roles have an apparent ‘conflict of interest’, these roles should not be combined. Where this is not achievable, the respective Supply and Distribution leadership team must put in place additional controls to ensure independence of the roles is maintained.

3.3 Training, Qualifications, and Competencies

Personnel involved in asset management activities will be trained and qualified through mentoring with others, on the job experience, and by attending asset management training sessions.

Local management will have responsibility for providing sufficient budget allocation to support the on going development of personnel in asset management practices.

For Operations Staff positions (Facilities Manager, Terminal Manager, Terminal Supervisor) the Distribution Functional competencies have been defined in D1-D9 categories:

D1 Distribution Industry Analysis D2 Distribution Planning and Exchanges D3 Product Handling & Control D4 Ship to Shore Operations D5 Depot Operations and Asset Management D6 Distribution Engineering & Technology D7 Distribution Customer Service D8 Road (Rail/Barge) Transport Planning D9 Road Delivery Operations

Each Distribution Functional Competence has been defined broadly. This means a competence will include a number of “sub”-elements of expertise, which pertains to the broad competence area. Refer to guidance on the use of the Distribution Functional Competences in assessing proficiency levels.

For Terminal Operators, Distribution Operations competencies have been defined (DCT 1-30). These are linked with HSE Critical Tasks that are typically performed at Terminals. Refer to your Job Competency Profile in Shell People for more information.

Job Competency Profiling (JCP) and subsequent gap analysis are to be used in the identification and provision of personnel training and development. Required training, both in-house and external will be agreed to during the GPA IDP process as well as documented and tracked by local management.



4. Asset Management Processes

4.1 Introduction

The core elements of the Asset Management System are the work processes. These processes have been standardized for the Distribution business, through the now completed D-GAME programme. These processes enable business compliance with the stated policy and strategic objectives.

4.2 Risk Identification, Assessment and Management

Each of the work processes utilizes a Risk Assessment Matrix to assess the risk of various aspects of capital projects, facilities, units and types of equipment including process safety implications. Plans are then developed to systematically reduce to As Low as Reasonably Practicable (ALARP) level the risks depending on the identified impact.

The risk assessment matrix (RAM) used in all cases is derived from or specifically uses the Shell HSSE RAM, allowing the Supply and Distribution business risks to be moderated against all other competing demands across each business. Deviation from the global HSSE RAM can only be as a result of compliance with local legislation and approved for use across all business groups within the country.

For Safety Critical Equipment (SCE) barrier identification and integrity, compliance with the control framework managing risk manual is achieved through the application of the Downstream HEMP process at our sites. The SD-AMS processes described below are critical business processes that support the maintenance of the HEMP identified equipment barriers.

4.3 Work Processes

Four work processes have been identified by D-GAME and standardized by Distribution to support the AMS, these are:

• Projects Process which includes both Capex Program Management and Opportunity Management to support the value creation phase.

• Reliability & Integrity (R&I) assurance process – a ‘fit for purpose’ adoption of Reliability Centered Maintenance (RCM), Risk Based Inspection (RBI) principles.

• Maintenance Execution (ME) – for the action of performing planned (preventative/corrective) and unplanned (breakdown/emergent) maintenance work on an asset.

• Asset Information Management (AIM) – For the management of asset data, documents, and reports.

The specifics of each process in further detail can be found within Global Livelink. The following table and high-level summaries are provided for clarity.



SUMMARY OF PROCESS RESPONSIBILITIES

SD-AMS Process

Process Basis References Process Owner

Responsible

Projects Streamline / D-GAME

Supply & Distribution Investment Management Guideline (SDIMG), Opportunity Delivery Manual (ODM)

Design & Engineering Practices (DEP)

S&D GM of Engineering

(Cluster) S&D General Managers (Capex Program Management & Opportunity Management)

Regional Engineering Manager (Project Management)

Reliability & Integrity (R&I)

D-GAME: R&I Process Tank, Pipeline & Jetty Integrity Programs (TIP, PIP, JIP) HEMP

R&I Process Manual

TIP, PIP & JIP Process Manual


Regional Engineering Manager

(Cluster) S&D General Managers

Maintenance Execution (ME)

D-GAME

HEMP

ME Process Manual


(Cluster) S&D General Managers


Asset Information Management (AIM)

D-GAME

AIM Process Manual S&D GM of Engineering

Supply & Distribution General Manager


4.3.1 Projects – Asset Creation and Retirement

The Projects Process provides a common methodology for managing the S&D Capex Program and associated Opportunities with intent to drive highest value and manage risk whilst balancing the limited financial resources available (both Capex & Opex). The process is intended to provide structure and encourage dialogue with the right people communicating at the right time to ensure the best allocation of funds and value to S&D.



The Capex Program Management Process is illustrated below and divided into 4 phases which includes Strategic Planning, Detailed Planning, Execution Planning, and Delivering the Plan:

The steps are intended to encourage early planning and alignment across the business to ensure the “right budget” with opportunities that fit with the Downstream Strategy. They also promote early identification and assignment of resources (both human and financial) and leveraging of the Opportunity Realisation Process to “deliver right”. The process is owned by Finance and additional detail can be found in the S&D Investment Management Guide (SDIMG).

The Opportunity Realisation Process (ORP) is illustrated below and divided into the following phases for S&D:

The Opportunity Realization Process (ORP) is a decision driven, stage-gated process for delivering opportunities with characteristics that include a structured process with phases, defined governance, and decision gates to ensure quality of decisions and deliverables. The ORP is intended as a practical framework for the management and delivery of opportunities which means that it has to be applied in a conscious manner and in a way that is appropriate to drive value and manage risk. Paramount to the success of the Opportunity is early alignment of the business case within the Team and Stakeholders and seamless integration of Business, Engineering, & Operations, all working together towards a common goal to drive the “right project” and ensure plans to “do the project right”. The process, guidelines, and tools are detailed in the Opportunity Delivery Manual (ODM).

4.3.2 Reliability & Integrity

The Reliability & Integrity (R&I) process focuses on determining the facilities key equipment through the use of a Risk Assessment Matrix and expert derived questionnaire. Once identified, business and safety critical equipment shall have maintenance work plans developed according to the set of global work plans or may be individually assessed using existing Reliability and Integrity best practice tools (Risk and Reliability Maintenance (RRM), RBI, RCM, etc) to prepare specific work plans. Tanks pipelines and jetties, because of their inherent risks and exposure will adhere to globally developed and regionally implemented integrity assurance programs. All programs endeavour to assess risk and develop individual risk mitigating inspection and maintenance work plans. Work plan items for safety critical equipment will be uniquely identified and progress regularly tracked to manage the performance of this assets.



Lesser importance equipment can be risk assessed, and have maintenance work plans developed, that could include ‘run to failure’ as an acceptable regime.

The risk assessment and subsequent work plans will be reviewed and refreshed at agreed intervals, involving a multi functional team, as follows:

a) The Asset Operator, typically the Terminal Manager, will review and update the locations R&I plans, supported by the Asset Integrity Manager, typically the Lead Facility Engineer (LFE); as well as by the Regional R&I Lead.

b) The revised R&I plans will be then submitted to the Region Engineering Manager (REM) for functional support and finally to the Facility Manager, that will approve them in his/her capacity of Assurance Provider.

All work plans are provided as input to the Maintenance Execution process for scheduling and execution.

4.3.3 Maintenance Execution

The Maintenance Execution work process is designed to achieve two specific requirements:

• Develop an integrated proactive and reactive work plan so that repair work, reliability and availability are optimized.

• Execute the plan using a strategy based on optimizing resources and costs.

The Maintenance Execution (ME) process encompasses the day-to-day execution of maintenance work including screening, planning and scheduling, execution and review of the completed work. It requires that any work request be integrated into a complete asset work plan. One core element of this process is the risk assessment that is used to prioritize unplanned work requests and integrate them into the work plan.

Any data generated is integrated with the AIM process to ensure quality and availability.

4.3.4 Asset Information Management (AIM)

AIM enables a standardized information process that ensures asset information integrity, quality and timely availability for the Distribution business. As a part of the AMS it is essential to enable:

• Standardized methods of recording assets and their data. These standards are defined in the projects and maintenance execution work processes.

• Enabling the storage and retrieval of key safety critical equipment documentation that is required to ensure safe operations are maintained.

Asset Information Management (AIM) is an integrator and is common to each of the other processes. AIM provides the service of ongoing asset data and technical document management as well as establishing initial protocols and structures.

The AIM process will provide access to asset data and performance considered important to maintain the integrity and function of assets classified as safety critical equipment.



4.4 Management of Change

Changes made to asset management processes, procedures and physical changes made to assets will use the global MOC process and related procedures established for all Supply and Distribution business units.

Local changes as they relate to individual facilities will be recorded in locally managed change registers. Changes made at global levels will be recorded in the global change register, held in GLL.

4.5 Asset Master Plans (AMP)

The Asset Master Plan is used to document the longer term asset integrity requirements for a site. The Asset Master Plans enable the budget preparations and work programs to be prepared in advance, and provide an overview of the Asset condition. The Asset Master Plan captures both Cap Ex upgrades needed and Rev Ex associated with major maintenance improvements / upgrades, which then feeds the multi year Asset Integrity Capex forecast and the annual Revex process. The AMPs are reviewed and updated on an annual basis. Examples are stored within GLL.

5. Standards, Procedures, and Document Control

The management of asset integrity in design and operations requires the application of technical standards to assure the asset performance and integrity in operations. Design and Engineering manuals (DEM 1 and DEM 2) have been introduced by the Group defining minimum technical requirements for uniform performance and integrity for all Shell group assets where defined process safety risks exist. The application of these manuals, combined with statutory, industry and other business standards is described in the Engineering Standards Manual contained within Appendix 4. The Supply and Distribution business should only develop alternate asset management documentation where a business risk exists with the aim of applying controls commensurate to the risks involved. The Technical Services Team Manager’s advice is to be sought in any case prior to the development or implementation of alternative technical documents. To the extent that operating units lack specific technical standards and risk exists, they should consider employing the following list of documents and references, with the most stringent to be used.

• Shell group Design & Engineering Practices (DEP).

• Local statutory regulations and references.

• Internationally recognized and industry adopted codes.

• Local business or alternate business developed technical references or procedures.

The engineering references can be found in Global Livelink or by using access to international standards via the World Wide Web. (Link to D Engineering GLL)



5.1 Document Control & Management

Records retention requirements and storage will be as required by The Group Records Management and in accordance with the records file plan.

Global work process, recommended practices and guidelines and the SD-AMS are stored in Global Livelink. (Link to D Engineering GLL) The custodian of these documents is the Technical Services Team and they have responsibility for facilitating all changes.

6. Implementation, Monitoring and Reporting

6.1 Implementation Plan

The principal elements of implementing the management system, subsequent to endorsement and adoption of this SD-AMS, by the SDLT, are:

• Formal adoption of this document as the Asset Management System by the respective business units.

• The subsequent implementation and sustenance of the SD-AMS. This includes the adoption and implementation of the necessary activities to monitor the performance of the system at the local level.

• The local business units must ensure that the SD-AMS meets all of the local legislative requirements and that it properly reflects all of the perceived and real threats of the local environment and practices, and takes into account all of the local conditions. Differences and additional requirements are to be noted in Appendix 2 of the local version.

6.2 Performance Monitoring

Performance Monitoring is fundamental to the successful management of any business process. This applies to the management of assets – especially because of the need to optimize asset integrity and cost.

Performance monitoring allows for:

• The effectiveness of the process strategies, which are implemented by measuring actual performance figures.

• The comparison of the individual terminal’s performance against the industry Best In Class performers.

• Assessment of implementation effectives through such measures as Loss of Containment (LOC) due to asset integrity incidents and other process safety incidents.

The principle measurements are:

• Monitoring compliance with agreed policies, strategies, processes and procedures, irrespective of the business outcome.

• Measurement of the business performance outcomes.



Performance measurement will be conducted on many levels:

o Local process and strategy compliance with the SD-AMS requirements. o Local business performance. o Consolidated global business performance.

To achieve this, a set of common SD-AMS performance measures shall be reported to allow benchmarking, best practice sharing, and overall business performance enhancements to be established. Details of these are shown in Appendix 3.

From time to time, new performance metrics will be introduced to enable focus on specific outcomes and measure both performance and improvement. These metrics will invariably be focused at the individual process level and can be initiated through support from the GELT.

7. Audit

In the normal course of business, audits and reviews are conducted to ensure the policies, standards, procedures and practices are being adhered to in accordance with the policies of the SDLT.

An overall audit and review plan for the SD-AMS will be developed as part of the overall Distribution business assurance framework requirements. Outcomes of such audits will follow normal audit processes.

Part of the audit process will be the use of self assessment tools that will enable facility staff and asset managers to understand their own levels of compliance with processes and procedures. A Process Safety Self Assessment Toolkit has been developed to support the self assessments, and the toolkit provides guidance for each of the Self Assessment activities. Included in the Toolkit are Self Assessments for Visible Leadership, Statement of Fitness, Management of Change, and other key Process Safety / Asset Management elements.

8. Management Review

The SD-AMS shall be owned by the respective levels of management and must be subject to regular formal review to access the overall effectiveness and endorse audit and change programs. Reviews will be conducted on both a global and local level. Reviews should be concluded by end of Q3 of the review year to allow action items to be included in subsequent GPA and business planning activities for the period ahead.

Global AMS Review

The SD-AMS custodian, and owner will review the SD-AMS for effectiveness and performance, based on feedback from the field, KPI performance, and recommend changes to drive continuous improvement for approval by the Supply and Distribution EVP and the SDLT.



Business Unit AMS Review

1. Initiated by the business unit leadership team the Asset owner, Lead Facility Engineer and other asset management personnel will review the SD-AMS implementation effectiveness and asset management performance. Recommended changes as a result of this review shall be conveyed back to the regional leadership team. The goal of the review is to promote continuous improvement. These reviews should also cover the following requirements.

• To assess the effectiveness and adequacy of the management system by reviewing trends and learning from sources available the strengths and weaknesses in the SD-AMS implementation, these sources include: Asset management performance indicators.

• Asset integrity incidents and other Learnings from Incidents (LFI’s).

• Audits, reviews and self assessments.

• Business Assurance Letter process.

2. Assess the fitness for purpose of the management system by considering:

• The impacts of internal and external regulation.

• Changes in business risks.

• Changes in stakeholder expectations.

• Outcomes from asset master planning activities.

• Changes in the SD-AMS objectives to meet any changed business priorities.

3. Define and plan any improvements required for the objectives and the management system as a whole, including enhancements, including simplification (including elimination) of asset management processes and practices.



Appendix 1 – Asset Management Policy Statement

Supply and Distribution management is committed to having an Asset Management System (SD-AMS) for total life cycle management of Supply and Distribution assets used in the storage, transport and handling of hydrocarbons. The appropriate management of our assets will enable Supply and Distribution to create value for Royal Dutch Shell by focusing on integrity assurance, cost optimization and risk management. In keeping with this policy, we have set forth the following expectations for managing our assets. Each facility under our management will:

• Ensure public safety and environmental protection while preserving worker health and safety when performing asset management activities.

• Be in compliance with all local legislative and corporate policy requirements and will manage asset performance with a secondary, yet important focus, on meeting operational, business and customer commitments.

• Identify asset management risks and where these apply to issues of process and personnel safety, either eliminate or manage these risks to as low as reasonably practicable (ALARP).

• Adopt standardized work processes to provide ‘fit-for purpose’ assets with a particular emphasis on cost optimization and integrity assurance requirements.

• Monitor asset management performance against a set of benchmarked indices and regularly report these to key business stakeholders.

• Ensure all resources responsible for asset management activities have documented roles and responsibilities that are clearly understood.

• Provide feedback and ensure an environment exists so that continuous improvement of the management system is actively sought and encouraged.

• Require all employees involved with the asset management system to:

o Ensure that the correct training, procedures, tools, and equipment needed to do their job are available and all endeavor to continuously improve their skills and knowledge.

o Take the responsibility to identify, communicate, assess and address asset management issues contrary to regulations and/or corporate requirements.

Endorsed by the Supply and Distribution Executive Vice President



Appendix 2 – Placeholder for Local Endorsement and Requirements



Appendix 3 – Global AMS Key Performance Indicators

Business units are entitled to identify which performance criteria are best for their own purpose for monitoring and reporting. However, some common KPI’s have been identified to monitor asset performance across all business units on a global basis.

The following list includes External KPIs that will be Benchmarked against Industry data. In addition, some Internal KPIs/Metrics are listed as key elements to provide assurance regarding process delivery. KPI’s are intended to be trend identifiers and not absolute comparisons.

External KPIs (work in Progress)

1. Maintenance Index 2. Tank Maintenance Index 3. Reliability (Terminals) 4. Project Top Quartile Delivery

• Front-End Loading Index • Cost Effectiveness Index • Cycle Time Index

NOTE: External KPIs being further defined via Global Ops Optimization team in conjunction with External Providers. Subsequent guidance will be issued in Q4 2011 regarding these KPIs.

Internal KPIs

KPI 1 – AMS Reviews

Purpose: This indicator provides focus on the Annual Review of the AMS with the Asset Owner, Operator, and Asset Integrity Manager. This Annual Review to include a review and update of the Asset Integrity Master Plan for the site.

Definition: Number of Sites / AMS Reviews conducted Level Tracked: Region, Terminal / depot Frequency: Annual Internal Metrics Other internal metrics are tracked via Dashboard/metrics reporting (Critical work orders overdue, HSSE, AI Program delivery).



Appendix 4 – Supply and Distribution Manual – Engineering Standards

This Supply Distribution manual contains requirements applicable to the construction and maintenance of assets owned or operated by Shell companies within the Supply and Distribution Class of Business. It is intended to promote the construction and maintenance of assets that are safe to operate, fit-for-purpose and will remain fit for service while in operation pursuant to our objectives of Goal Zero.

This manual forms part of the Supply and Distribution Asset Management System (SD-AMS) and details the compliance requirements with the Shell Group Process Safety Manual and the Design and Engineering Manual (DEM1) to promote technical integrity in design and operations.

Specifically as described in clause 1 of DEM 1 the following rules apply ‘whenever designing or constructing New Assets or making permanent or temporary Modifications to existing assets.’

• For projects of headline size equal to or greater than $100M, the Process Safety Design and Engineering requirements in the mandatory Shell Design and Engineering practices (DEP’s) must be complied with.

• For projects with a headline size of less than $100M it is necessary to start with the same DEM 1 Process Safety requirements however where these requirements are not considered practicable, and there are no unusual risks1, then alternate industry and company standards may be used.

Where alternate standards are considered, ensure that assets will, at a minimum, be built, modified, inspected and maintained in accordance and compliance with:

• All applicable legal requirements

• Industry standards2

• Published Global Supply and Distribution engineering standards3

• Existing local standards.

Before employing any of these alternate standards Technical Authority approved derogation must be in place demonstrating that the identified process safety risks are ALARP4.

• All projects and inspection and maintenance activities will comply with the Process Safety Management Standard requirements.

• The General Manager of Supply and Distribution Engineering will maintain a Technical Authority (TA) structure to:

• Administrate the application of the Shell Group, identified industry and Global Distribution engineering standards in the business.

• Review and approve deviations from these requirements.

• Document deviations in accordance with the Design & Engineering Manual (DEM1).

• All existing assets will be brought into compliance with the identified DEM 2 Process Safety Basic Requirements (PSBR) as identified in the published gap closure plan (available end 2010). All new assets will be in compliance prior to the commencement of operations. All deviations to DEM 2 must have RDS: CEO approval.

The contents of this manual is not intended to replace, amend, supersede or otherwise depart from any applicable law or internal Shell requirement relating to the subject matter of this document. In the event of any conflict or contradiction between the provisions of this document and applicable law or internal requirement as to the implementation and governance of this document, the provisions of the applicable law or internal requirement shall prevail.

1 Unusual risk refers to geographic, socio-political, technological, safety and other categories of risk where departure from established standards

may introduce additional unforseen risks. 2 Applicable industry Standards are identified in Engineering Standard EG 00-002

3 Global Supply & Distribution Engineering Standards currently comprise a series of documents, specifically

� Engineering Guidelines that assist with the application of identified standards to the distribution business

� Inspection & Maintenance Practices that detail I&M requirements & procedures

� Technical Specifications that standardise equipment and services procurement 4 ALARP = As Low as Reasonably Practicable



Appendix 5 – Approved Extensions

The purpose of the approved extensions process is to provide formal authorisations regarding deviations from the Asset Management System elements. The approved extension requirements are summarized in the following table:

Inspection Category

Allowable local

delay w/o

extension or

reporting

Signoff for ExtensionAction and

Associated

Process / FormOps

Mgr

Local R&I

/ Fac.

Engr

Region

R&I Lead

REM &

TST

GM Engr &

Cluster GM

Business-

Defined Critical

Inspections

Tank Assessment (TIP)

Pipeline Integrity

Assessment (PIP)

Dock / Jetties (JIP)

-API / EEMUA out of svce inspection

-(typical limit is 10 year interval )*

- Pipeline ILI / hydrotest

-(typical limit is 5yr LI / Annual hydro for

dock pipelines)*

- Underwater / structural Inspection

- (typical limit is 5 year interval )*

3 months � � � � �MOC with risk

evaluation

Specific Facility

Inspections

-Relief Valves & PV Vents

- Pressure Vessel (API 510)

- Tank Indep. Hi Hi Lvl Alarm (1 YR Tech

Insp)

- Electrical Bonding (Truck)

- Facility ESD System

- Primary Instrumented Overpressure

Protection Devices

-- Fire Systems

within calendar

month� � � � Inform MOC

GSAP Critical Work

Orders****Per R&I

Within calendar

month� � Inform Inform Inform Email

Regulatory Inspections

***

(not captured above)

Examples may include:

- Pipeline block valve operability

- Regulatory Marine Hose Inspections

- Custody Transfer Meter calibrations

within max.

regulatory

window**

Inform

**Inform** Inform** N/A N/A Email

Risk Assessment Work Plan itemsWithin calendar

year� � � Inform N/A Email

All other inspections Manage Locally � N/A N/A N/A N/A Local discretion

*TypicalFrequency shown, however specific Technical Limits for each asset should be determined basis corrosion rate, age, etc. and interval stored in GSAP.

**E-mail notification should still be sent if inspection is past the initial date but still within the regulatory allowed window.

*** Each region / area should maintain a listing of required regulatory inspections.

**** GSAP Critical Work Order reporting applicable to countries that have implemented GSAP.

Technical Limits or Regulatory deadlines supersede the “allowable local delay” period.

GSAP activities need to be updated to reflect new inspection date. Communicate this with Region Maintenance Planner, to ensure completion.

2 INTRODUCTION

The purpose of this document is to clearly define the Local Operating procedure for the accurate receipt/load of

product via Road Bulk Vehicle at South African Depots. This document highlights and concisely summarises the

vital elements contained in the Terminal Operations Manual Chapter 7: PRODUCT HANDLING – VEHICLE.

Moreover, this document defines and translates the critical elements that are to be contained in the Work

Instruction, thus translating the TOM Chapter detailed information into a manageable operations based Work

instruction that can be used daily to initiate procedurally correct Vehicle receipting/loading in South African Depots.

3 SCOPE

This Local Operating Procedure includes all Operating as well as HSSE tasks and procedures that are critical to

ensuring a high level of Product Quality Management when receiving product via road bulk vehicle in South African

Depots. This Local Operating Procedure is in scope for the following South African Depots:

1) Alberton

2) Island View

3) Kimberley

4) Kroonstad

5) Rockysdrift

6) Polokwane

TOM

Local Operating Procedures for SA

depot network

Terminal / task specific Work Instructions, check lists &

forms.

7) Ladysmith

8) Mossel Bay

9) Port Elizabeth

10) Witbank

Diagram 1: SA ROAD Depots indicating function

In the section to follow, the elements contained in the TOM Chapter 7 Product Handling Road, have been reviewed

and the critical elements pertinent to South African Depot Operations have been extracted from the Chapter.

These critical inclusion elements have been listed in a checklist in order to ensure inclusion into the local Work

Instruction and thereafter described in detail forming the content of this Local operating Procedure.

4 TOM CHAPTER CRITICAL INCLUSION ELEMENTS DEFINED

In this section, the TOM chapter critical inclusion elements are listed, in order to ensure that the elements pertinent

and critical to South African Depots are comprehensively covered in the Work Instruction, while also defining the

content of this LOP document.

Element Description Pertinent to SA Operations?

Inclusion to SA WI?

Inclusion Defined / Covered by:

Emergency Response

Description carried to main page

of WI

3rd

Party vehicles loading

Driver compliance/induction is

covered under the FF lockdown

procedure refer TAS Work

Instruction for Fuelfacs lockdown

process; Vehicle compliance is

covered under the SLP procedure

as attached in this WI.

Driver, vehicle and site access

Requirements An inspection of vehicles is

contained in the Safe Loading

Pass procedure; TPT Contract

management is carried out by the

TPT Team and not the Depot.

The management of Driver

training expiry, licensing and legal

requirements is the responsibility

of the TPT team, while the Depot

is responsible for ensuring

loading procedure induction and

ERP.

Vehicle Receipt Operations – Pre-

Arrival Checks Work list and Register Contained

in the WI

Quantity and Quality on Receipt

Sampling and Testing Contained

in the WI Vehicle Receipt/Load

Worklist aligned to PQ Chapter 12

Requirements

Road Receipt Operations

High High Alarm confirmations

and volume checkso n receipt

contained in the WI Work list

Inspection of Vehicles

Vehicle equipment inspection

governed under the SLP

procedure, vehicle and product

identification included in the WI

work list.

Vehicle Receipt Operations and

Static Electricity Precautions Checks under receipt operations

to ensure safe transfer is included

in the WI Receipt work list.

Vehicle Loading Operations

All Loading Operations checks are

included in the Vehicle

Receipt/Load work list and WI

operating procedure

Top loading considerations

Not Applicable to SA Operations

as there are no vehicle top

loading gantries.

Switch Loading

Not applicable to SA Operations

as switch loading is not practiced

Additive addition


as manual dopping is not

practiced.

5 VEHICLE RECEIPT/LOAD – DESCRIPTION OF THE TOM ELEMENTS CRITICAL TO SA

DEPOTS

5.1 EMERGENCY RESPONSE PLAN

The Depot Emergency Response Plan must include a section for Vehicle Receipt/Load in which all probable

emergencies related to Vehicle Receipt/Load procedure are clearly defined and the management of such

emergencies to be described in full. For example: Spills, Fire, Personal injury, Weather etc.

5.2 THIRD PARTY VEHICLES LOADING

Depots shall ensure that 3rd

party vehicles using our facilities comply with our safety, security and Driver compliance

requirements. These elements are to be managed under the Safe Loading Pass Procedure to ensure vehicle

compliance including the carrying out of adhoc inspections. Depots will also ensure the management of Driver

compliance through the application of the Fuelfacs lockdown procedure (Refer Appendix A of the Vehicle Work

Instruction).

5.3 DRIVER, VEHICLE AND SITE ACCESS REQUIREMENTS

Depots shall ensure adhoc inspections are carried out on all vehicles, that all vehicles have valid Safe Loading Passes

before allowing entry. Similarly the Depot is to ensure that Drivers are correctly identified at the security entry and

through the preset card system. In terms of Driver knowledge of his duties and Emergency response within the

depot, Depot staff are required to ensure thorough induction of new Drivers and refresher induction of existing

Drivers at prescribed times and this is to be documented. This induction will include Emergency procedures, normal

operation and safety procedures, and product handling knowledge.

5.4 PRE- ARRIVAL CHECKS - ROAD RECEIPT CHECKLIST AND REGISTER (RECEIPT LOG)

The Vehicle Receipt Checklist and register must be completed for each Vehicle receipt movement into an SA Depot.

Each work list is to be recorded on the Vehicle Receipt Register. The checklist includes the following critical

elements that must be completed in full:

• Grades and quantities confirmation;

• Receipt Tank and Vehicle to be use;

• Tank dip level, ullage calculation confirming ability to receipt product, temperature and water level

reading;

• Valve line up configuration;

• Confirmation that High and High-High Alarms on receiving tank are operating correctly;

• Expected flow rate and communication thereof;

• Emergency shutdown confirmation;

• Confirmation of primary and secondary communication channels for Vehicle receipt;

• Receiving expected starting time, actual start time and end time recorded;

• Receiving tank’s expected product level, volume and time at the end of receipt;

• Hourly gross recon checks between the volumes the vehicle has shipped compared to the volumes

received into tank;

• Record of the line displacements from the previous receipt – batch number, product and tank;

• Confirmation that QA documentation and testing has been completed;

• Shift handover and declaration.

The form must reflect reconstruction of the entire receipt in chronological order and must allow for handover

taking place between shifts.

5.5 QUANTITY AND QUALITY ON RECEIPT

Quantity and quality checks carried out during Vehicle receipt activities must meet the requirements as specified in

Chapter 12 and as per the requirements specified by the Local PQ Supply Team: For Vehicle receipts, Depot staff

will carry out a startup sample followed by a 30 minute sample and 1 hourly sample thereafter. This information is

to be captured on the specified Work list for each mode of receipt.

5.6 ROAD RECEIPT OPERATIONS

High-high level alarms are to be checked prior to receipt commencing. Hourly volume checks are to be conducted

and documented on the receipt work list in order to ensure that shipped volumes agree with received volumes.

After completion of the receipt, pipeline valves and other equipment must be returned to their non-product

transfer positions.

5.7 QUANTITY AND QUALITY AFTER RECEIPT

Quantity and quality checks carried out after Pipeline receipt activities must meet the requirements as specified in

Chapter 12 and as per the requirements specified by the Local PQ Supply Team: After pipeline receipts, Depot staff

will carry out an UML tank composite sample and test and record the results, density and temperature on the

Pipeline work list and Register.

5.8 INSPECTION OF VEHICLES

Depot shall ensure that prior to entry into the gantry that vehicle equipment is checked and inspected under the

Safe Loading Pass Procedure. Furthermore, Depots shall ensure the identification of vehicle, Driver and product

grade expected and accurately and comprehensively complete the Vehicle Receipt/Load Work List and Register with

this information and confirmations. Vehicles failing these checks and inspections will be rejected and the Depot will

make every effort to have the problems rectified so as to minimize supply disruption into the depot.

5.9 DOCUMENTATION

The depot shall file a copy of the following documents for PQ and investigation purposes, as follows:

• Vehicle receipt work list

• Vehicle register entry

• All test results recorded on the PQ Test register

• Record of other movements in and out of the tank

• Any other relevant information

6 APPENDIX A

Item 1: Vehicle Receipt/Load Work Instruction

https://eu001-

sp.shell.com/sites/AAAAB1751/ROAD%20RECEIPT/Forms/AllItems.aspx?RootFolder=%2Fsites%2FAAAAB1

751%2FROAD%20RECEIPT%2FWORK%20LISTS%20AND%20REGISTERS&FolderCTID=0x012000D18497739E

D36B4499699058866A9201&View=%7BDF9EE838%2D3428%2D4380%2D97D4%2DEE5413482D3E%7D

document defines and translates the critical elements that are to be contained in the Work Instruction, thus

translating the TOM Chapter detailed information into a manageable operations based Work instruction that can be

used daily to effect procedurally correct rail tank car receipting/loading in South African Depots.

In the section to follow, Defined TOM Chapter Critical Inclusion elements, the critical elements in the TOM Chapter

are highlighted in order to ensure inclusion into this LOP document and subsequently into the adjoining Work

instruction.

3 SCOPE

This Local Operating Procedure includes all Operating as well as HSSE tasks and procedures that are critical to the

safe and procedurally correct receipting via pipeline, from the point of preparation for pipeline discharge to the

completion of the discharge.

This Local Operating Procedure is in scope for the following South African Depots:

1) Alberton – Receiving Only

2) Kroonstad – Receiving and Loading

3) Ladysmith – Receiving Only

4) Witbank – Receiving Only

5) Mossel Bay – Receipt Only

TOM


depot network


forms.

African Depots. This document highlights and concisely summarises the critical elements contained in the

Terminal Operations Manual Chapter 12: Product Quality, required for assuring Product Quality

standards are met at all times. This document is used as a reference to compile depot specific work

instructions to manage and assure quality of all product grades handled at the Depots the. In the section

to follow, the TOM Chapter Critical Inclusion elements are defined in a check list, elements that are drawn

from the TOM Chapter in order to ensure inclusion into this LOP document specific to South African

Depots and in turn included in the Product Quality Work instruction.

3 SCOPE

This Local Operating Procedure includes all Operating as well as HSSE tasks and procedures that are

critical to ensuring a high level of Product Quality Management when handling and storing the various

product grades in South African Depots. This Local Operating Procedure is in scope for the following

South African Depots:

1) Alberton

2) Island View

3) Kimberley

4) Kroonstad

5) Rockysdrift

6) Polokwane

7) Ladysmith

8) Mossel Bay

9) Port Elizabeth

TOM


depot network


forms.

Depot Pipeline Receipt

Inclusion in Pipeline Worklist

Road Receipt

Inclusion in the Road Worklist

Marine Delivery

Not Applicable to SA Depots as there are only marine receipt activities

Pipeline Delivery

Not Applicable to SA Depots as there are only pipeline receipt activities

Road Delivery

No Sampling required on road loading

Rail Delivery

Inclusion in the RTC Checklist – Refer Chapter 8 WI

Product Storage

Inclusion in the PQ Work Instruction

Sampling

Inclusion in the PQ Lab Register

Additives

Inclusion in the PQ work list and PQ Work Instruction

DEROGATIONS

Inclusion into body of WI

5 PRODUCT QUALITY - BRIEF DESCRIPTION OF TOM ELEMENTS CRITICAL

TO SA DEPOTS

5.1 PQ MANAGEMENT RESPONSIBILITY – TESTING CATEGORY A AND B Responsibility for managing Product Quality throughout the Supply Chain lies with the PQ Excellence Lead. As Distribution terminals are one link in the Supply Chain, product Quality Assurance in Depots cannot be determined in isolation without taking into account PQ checks in other parts of the Supply chain. In order to manage this complexity, testing requirements for Distribution Terminals have been split in two categories:

� Category A checks typically consist of the following: Paper checks – receipt and loading, Density

contamination checks, visual checks and product conductivity checks.

� Category B checks, typically require additional costs and resource requirements and requires the

endorsement of the PQ Excellence Lead. There are 3 types of product Quality checks, as follows:

Product Contamination Checks (Category A Check): Checks where product quality is determined

through Density check which is compared to the bill of lading. Therefore, valid calibration certificates of

testing equipment are required.

Product Quality Certification Checks (Category B Check): Checks in which the product quality is

checked against the product specification. Rarely used in depots and is more specifically conducted in

refineries so is classed as Category B check. Certification tests are done at external laboratories at

Terminals eg. JET A1

5.3 PRODUCT SAMPLING Different types of sample points exist and the Diagram 1 below describes the defined bottom to top sample points for clarification.

Diagram 1: Sample Points Defined A composite sample is defined as one in which individual samples are taken, tested mixed and tested as a combined or composite sample. For SA Depots the following samples will be taken and the frequency thereof as follows:

SAMPLE POINT SAMPLE

TYPE

OPERATION DESCRIPTION FREQUENCY

Bulk Tank COMPOSITE RECEIPT Individual BOTTOM, MIDDLE and UPPER samples, combined to form a Composite Sample

Daily (service tanks) or after inbound movements

Rail COMPOSITE RECEIPT Individual MIDDLE sample from each RTC, combined to form a Composite with a maximum of 3 individual samples

With every RTC receipt

RAIL (JET) COMPOSITE LOADING Individual MIDDLE sample from each RTC, combined to form a composite with maximum of 3 individual samples

With every RTC loading

Road (diesel/petrol/IP)

COMPOSITE RECEIPT Individual compartments/manifold combined to form composite sample..

With every ROAD Receipt

ROAD (IP) COMPOSITE LOADING Individual MIDDLE With every

Upper third

Middle third

Lower third

X Middle sample

X Upper sample

X Lower sample

X+/- 15 cm

X+/- 15 cm

Top sample

Bottom sample

Tankcontents

Upper third

Middle third

Lower third

X Middle sample

X Upper sample

X Lower sample

X+/- 15 cm

X+/- 15 cm+/- 15 cm

X+/- 15 cm

X+/- 15 cm+/- 15 cm

Top sample

Bottom sample

Tankcontents

1 DOCUMENT MANAGEMENT

LOP Amendment history Revision No Revision Date Author(s) Comments/Major Changes

0.3 01/09/2014 Brian Barnes Revision Re-write

LOP Document Ownership

Person Title Designation

Brian Barnes TO Support Lead Document Owner

Remko Oldenburger Facilities and Engineering Manager Approver

LOP Distribution List

Recipient Department Role

The purpose of this document is to clearly define the Local Operating procedure for the accurate reconciliation

process at South African Depots. This document highlights and concisely summarises the vital elements contained

in the Terminal Operations Manual Chapter 13: STOCK RECONCILIATION. Moreover, this document defines and

translates the critical elements that are to be contained in the Work Instruction, thus translating the TOM Chapter

detailed information into a manageable operations based Work instruction that can be used daily to initiate

procedurally correct stock reconciliation process in South African Depots.

3 SCOPE

This Local Operating Procedure includes all Operating as well as HSSE tasks and procedures that are critical to

ensuring a high level of Product Control and Stock Management in South African Depots. This Local Operating

Procedure is in scope for the following South African Depots:

1) Alberton

2) Island View

3) Kimberley

4) Kroonstad

5) Rockysdrift

6) Polokwane

7) Ladysmith

8) Mossel Bay

9) Port Elizabeth

10) Witbank

TOM


depot network


forms.

Diagram 1: SA ROAD Depots indicating function

In this section to follow, the elements contained in the TOM Chapter 13 Stock Control, have been reviewed and the

critical elements pertinent to South African Depot Operations have been extracted from the Chapter. These critical

inclusion elements have been listed in a checklist in order to ensure inclusion into the local Work Instruction and

thereafter described in detail forming the content of this Local operating Procedure.

4 TOM CHAPTER CRITICAL INCLUSION ELEMENTS DEFINED

In this section, the TOM chapter critical inclusion elements are listed, in order to ensure that the elements pertinent

and critical to South African Depots are comprehensively covered in the Work Instruction, while also defining the

content of this LOP document.

Element Description Pertinent to SA Operations?

Inclusion to SA WI?

Inclusion Defined / Covered by:

Loss/Gain Management

Loss/Gain Tolerance

Marine Receipt

Checks under receipt operations

to ensure safe receipt of product

which is included in the WI

Receipt work list.

Pipeline Receipt




Receipt work list.

Vehicle Receipt




Receipt work list.

Rail Tank Car Receipt




Receipt work list.

Marine Delivery


as no transfers are done via

Marine

Pipeline Delivery


as no transfers are done by

pipeline

Road Delivery

Custody meters / SLP / Induction

Rail Delivery

Checks under Receipt /Loading

operations to ensure safe loading

of product which is included in

the WI Receipt/Load work list.

Meter Reconciliation

Done daily (besides weekend and

P/Holidays )according to WI

Tank Reconciliation Done daily (besides weekend and

P/Holidays )according to WI

Ethanol Side Stream Blending

System Reconciliation


VRU Reconciliation Not applicable to SA Operations –

no reconciliation on product

recovered at IV

Meter Proving and Related

Temperature Probes

Scheduled in GSAP (DGame)

Additive Injections System

Calibration


Tank Level Gauge and

Thermometer Calibration


Tank Calibration Scheduled in GSAP (DGame)

13.1 MANAGEMENT AND OVERSIGHT - BRIEF DESCRIPTION OF TOM ELEMENTS CRITICAL

TO SA

13.1.1 MECHANICS OF STOCK CONTROL

S u pp ly

S ou rceD eliveriesP rim ary

D istrib ution

(R ail, R o ad,

P ip elin e, S h ip )

T erm in al

O utturnB ill o f

Lad in g

Tran sit

Lo ss/G ain

Storag e & H an dlin g

L oss /gain

D elivery

L oss /G ain

D elivery

D ocu m ents

Losses and gains can happen at different stages in the supply chain (refer to the sketch above).

Every time Hydrocarbon products are transferred, transported or delivered there is a possibility of generating a

difference resulting in a loss or gain. The Terminal is not responsible and does not account for product while in

transit (loss/gain during primary transport by rail, road, pipeline and marine vessel).

This is a Supply function, as they will account for in transit losses and gains. The Terminal Administrator(s) is/are

responsible for collecting and reporting volumes received at the Terminal (reflected on the pipeline ticket or

primary transport documents).

In the event of a secondary transport loss or gain, which is out of tolerance level this information will be escalated

to transport department and Supplies after approval by the terminal manager to process and handle further with

the haulier service provider.

For primary transport a comparison must be done between the bill of lading and the receipt meter ticket and if

out of tolerance this must be reported to the transport department after approval by the terminal manager to

process and handle further with the haulier service provider.

All pipeline and tank car loss/gains above tolerance must first be resolved with the service provider and if no

resolution can be achieved it must escalated to Supplies.

All stock accounting of liquid products shall be carried out using volume units at the locally accepted standard

temperature – which is at 20°C.

13.1.2 LOSS/GAIN MANAGEMENT

� The Meter and Tank Reconciliation are performed daily according to EOD (exceptions weekends and p/holidays

when a combined reconciliation is then performed on the next reconciliation period)

� Tank gauging/ dipping and EOD is setup same time each day

� The meter reconciliation precedes the tank reconciliation

� Tank grouping is allowed for daily reconciliation for tanks that are inter-linked that separate tank reconciliation

is unreliable e.g. because of common meters or common receipt into different tanks.

� Proper procedure for dipping is followed and the information properly recorded.

� All equipment used for measuring are properly calibrated including tanks , meters, gauging equipment,

thermometers , and densitometers.

� A comparison of the end book stock to the end physical is done and all loss/gains above tolerances are

investigated. Explanations are inserted on the loss/gain spreadsheet for those that can be explained.

� Any unresolved or unexplained out of tolerance loss/gain an investigation report is submitted to the respective

depot (TM/TOS) to investigate further.

� The TM/TOS captures the outcome on the investigation report and uploads to control C2.5.Q.101.

� Any unresolved out of tolerance loss/gain require approval according to manual of authority (which list the

escalation process according to the percentage loss/gain)

� A loss/gain summary is sent daily to FM (for assurance and approval) and all stake holders

The stock investigation report shall include the following data

� Date / Folio no

� Tank number

� Name of person conducting the investigation

� Loss/Gain Volume variation

� Description of the investigation and findings

13.1.3 LOSS / GAIN TOLERANCE

The allowable loss/gain tolerance for Terminal operations are agreed and noted below.

Tolerances

Meter reconciliation ± 4 “meter clicks” per meter per reconciliation

period

Tank and product

reconciliation – main

fuels

Monthly: <= ± 0.3 % or <= 0.5 m3 for each tank /

product

Daily: <= ± 0.3 % or <= ± 0.5 m3 for each tank /

product

Tank and product

reconciliation –

additives

Monthly: <= ± 10 % or <= ± 0.2 m3 for each tank

/additive

Daily: <= ± 15 % or <= ± 0.2 m3 for each tank /

additive

Meter Reconciliation

The meter reconciliation is a comparison of the load confirmed volumes in the ERP system to the meter movement.

Small legitimate differences can be due to meter movements between loads or meter rounding up. The tolerance is

therefore defined as “meter clicks”. However due to hardware issues in SA the following process will be followed:

If the loss/gain on a meter is above the acceptable tolerance the volumes can only be reset after the following is

attained and approved by the FM.

� Agreement with the loading company of the volume that needs to be reset.

� Agreement with the SPD/COC customer.

� Sufficient proof of the volume and impacted load

� Not related to a daily occurrence

Meter reconciliation ± 4 “meter clicks” per meter per reconciliation period

Tank Reconciliation

The tank reconciliation is a comparison between the book and physical stock. The approval tolerances according to

manual of authority are as follows:

• Approval by TM for loss/gains below 0.30 %

• Approval by FM for loss/gains between 0.30 % to 1.50 %

• Approval by GM for loss/gains above 1.50 %

•

All out of tolerance shall be immediately investigated and documented. The Terminal Manager shall review all

investigated loss / gain and be responsible for escalation to the next level of management where the loss/gain

percentage exceeds the tolerance limits. Notification to the second level of management shall be made when the

loss/gain percentage exceeds 1.5%. These notifications shall be documented.

Tank and product reconciliation – main fuels

Monthly: <= ± 0.3 % or <= 0.5 m3 for each tank / product Daily: <= ± 0.3 % or <= ± 0.5 m3 for each tank / product

Tank and product reconciliation – Additives

Monthly: <= ± 10 % or <= ± 0.2 m3 for each tank /additive Daily: <= ± 15 % or <= ± 0.2 m3 for each tank / additive

13.2 Data Capture during Product Receipt

Reliable information on the volume of product received is the terminal is a basic requirement for stock control. It is

therefore essential to keep proper records of all products received by the terminal. The following describes what

data is required during product receipt.

13.2.1 MARINE RECEIPT

The Marine Receipt Checklist and register must be completed for each Marine Receipt movement into the Terminal.

Before discharging products from a vessel, all vessel compartment volumes, density and temperatures are

recorded even in cases when only a portion of the vessel is being discharged. Calculated quantities at standard

temperature on the vessel for each grade are compared with the Bill of Lading figures. If the difference between

the vessel’s tanks and Bill of Lading is more than the allowable percentage defined by Supply, in accordance with

the requirements in Chapter 5, a Letter of Protest shall be issued to the Master. Terminal tankage and

configuration allows, the shore receiving tanks to be isolated and the receiving tank(s) starting product and water

levels, density and temperature are recorded. After discharge is completed, the receiving tank(s) actual product

and water levels, density and temperature is recorded. Calculated quantities at standard temperature received in

the shore tanks for each grade are compared with the Bill of Lading and vessel figures. Any discrepancies between

Supply documentation and terminal quantities that are outside the normal tolerance for the agreement/contract

are reported to Supply immediately. The allowable tolerance is verified with the Terminal operations

administrator representative. If direction is not available from Supply, the terminal will use a tolerance of

0.30%.In addition and in accordance with the requirements in Chapter 5, a Letter of Protest will be issued to the

Master. If a vessel is discharged via custody transfer meters, the meter records (tickets, readings, etc.) together

with the product density and temperature are recorded as well. The volume as per the meter ticket or tank dips

are captured in the ERP system. If the receipt requires an interface cut, line fill or line wash, the actual interface

volumes are also to be recorded and rebrand processed in the ERP system (P2GIB).

13.2.2 PIPELINE RECEIPT The Pipeline Receipt Checklist and register must be completed for each Pipeline Receipt movement into the

Terminal.

Where terminal tankage and configuration allows, the receiving tanks are isolated before the start of the product

receipt. The receiving tank(s) actual product and water levels, density and temperature are recorded.

If isolation is not possible, see Chapter 9.2.6 Pump and Run Operations for more information.

After the product transfer is completed the receiving tank(s) actual product and water levels, density and

temperature are recorded. Receipts are measured through conducting pre- and post- dips monitored by

automatic tank gauging in some depots. The calculated received volume at standard temperature is compared to

the volume information from the supplying pipeline company. Any discrepancies between Supply documentation

and terminal quantities that are outside the normal tolerance for the agreement/contract/tariff are reported to

Supply with an investigation report as soon as possible. The allowable tolerance is verified with the local supply

representative. If the receipt requires an interface cut, line fill or line wash, etc., the actual interface volumes, etc.

will also be recorded and rebrand processed in the ERP system (P2GIB).If the discrepancy between the pipeline

volume and the tank level calculated received volume is within tolerance, the pipeline meter volumes are

reported and captured in the ERP system.

13.2.3 VEHICLE RECEIPT

Stock accounting of products received via truck can be managed in several ways. In South Africa the volume is

accounted through receiving point meters which is calibrated twice yearly. The metered volume is captured in the

ERP system. The Terminal is responsible to maintain a spreadsheet of all the trip loss/gains. The loss/gain

spreadsheet is sent weekly to the transport admin for billing purposes of all out of tolerance loss/gains.The

metered volume is captured in the ERP system.

13.2.4 RAIL TANK CAR RECEIPT

The Rail Receipt Checklist and register must be completed for each Rail receipt movement into a SA Depot.

All Tank Car loading in SA are loaded via a meter. The receiving depots will ullage the tank car and convert to

standard volume. This must be then compared to the load BOL volume (standard volume) and all difference is

inserted in the loss/gain spreadsheet as a non reconciling item with tank car number. The loaded volume is

captured in the ERP system. If the volume is lower than the ulage point, an investigation must be conducted

before the tank car can be decanted (only when Loading Depot approves decant).

� Notification to loading depot

� Notification to Supplies

� Notification to TSR

All abnormal losses must be escalated to Supplies. If the seal is broken TFR must be notified to witness the decant

as all losses will be for their account. If terminal tankage and configuration allows, the receiving tanks will be

isolated for receipt. If isolation is not possible, see Chapter 9.2.6 Pump and Run Operations for more information.

13.3 Data Capture during Product Loading

Reliable information on the volume of product loaded at the terminal is a basic requirement for stock control. It is

therefore essential to keep proper records of all products loaded by the terminal. The following describes what data

is required for product which is loaded by the depot.

13.3.1 MARINE DELIVERY Marine loading is not applicable for SA operations.

13.3.2 PIPELINE DELIVERY

Pipeline delivery is not applicable for SA operations.

13.3.3 ROAD DELIVERY

Vehicles are loaded via custody meters and volumes loaded, uploads to the ERP system which is used in the

reconciliation process. All documents to be scanned to LSS.The Terminals are responsible to maintain a spreadsheet

of all the trip loss/gains. The loss/gain spreadsheet is sent weekly to the transport admin for billing purposes of all

out of tolerance loss/gains.

13.3.4 RAIL DELIVERY

The Rail Receipt/Load Checklist and register must be completed for each Rail Receipt/Load movement. All rail

loadings are via a custody meter and volumes loaded, uploads to the ERP system which is used in the reconciliation

process.

13.4 RECONCILIATION – METER AND TANK RECONCILIATION

Stock reconciliation shall be performed according to and as indicated in 13.1.2. The tank stock accounting shall be

done at standard volume (20 degrees).

13.4.1 METER RECONCILIATION

The Terminal(s) ensure that all products passing through the meters are accounted for and balanced against the

gantry reports.

The following data is available:

1.) All confirmed actual loads as present in the ERP (P2GIB) for the reconciliation period.

2.) All “End” Meter Readings as well as previous day “End” Readings.

3.) A list of all loaded movements for the reconciliation period

The meter movement is compared to the actual loaded volume for the reconciliation period.

Where the loss / gain are outside the tolerances given in section 5.2 Loss / Gain Tolerances, the difference must

be investigated and resolved or valid explanation inserted on explanations spreadsheet. The difference must be

resolved as soon as possible.

Examples of causes of discrepancies

� Missing movements for sales or orders

� Duplicate movements for sales or orders

� Incorrect volumes confirmed manually

� Unaccounted volumes due to power outages

� Missing compartments due to communication issues with the gantry system

Depending on the results of the investigation, individual corrections are processed.

13.4.2 TANK RECONCILIATION

Individual tank reconciliation is important since early detection of abnormal differences in tank stocks can point

to a possible leak, equipment malfunction, improper procedures, theft, etc.

A gain on one product and a similar loss on another can point to a load confirmation or receipt error.

At the start of the reconciliation period, tanks are manually dipped and gauged during inactivity to determine the

volumes in the tank. The tank strapping table is used to convert the mm into LTS which is captured into the ERP

system. The average temperature and the density at standard is captured in the ERP system with the ambient

dips. The Terminals performs individual tank reconciliation for all products, including additives.

Any differences out of tolerance are thoroughly investigated.

The following data is included for the reconciliation period:

� Tank volume at standard temperature at the start and end of a reconciliation period

� All loadings

� All replenishments

� All special movements (for example, rebrands ,tank to tanks ,water drained, etc)

Where the loss / gain is outside the tolerances given in section 5.2 Loss / Gain Tolerances, the difference are

immediately investigated and documented. The Terminal Manager reviews all investigated loss/ gain and

approves according to MOA. Notification to the second level of management (Facility Manager) is made when the

loss/gain % exceeds 0.30%. The FM receives daily reports which are as follows for information, assurance and

approval according to MOA.

� FM RECONCILIATION APPROVAL

� FM RECONCILIATION OUT OF TOLERANCE APPROVAL

Differences can be attributed to one or more of the following reasons:

• Missing or unaccounted for movements for sales/orders/receipts.

• Duplicate movements for sales/orders/receipts.

• Incorrect load confirmed volumes.

• Incorrect dip, temperature and density measurements.

• Loss due to massive means process

• Operational issue (tank calibration / meter calibration / faulty PV Valves / faulty meters /power failure /

loss of FBS communication to the gantry)

Depending on the results of the investigation, individual corrections shall be processed

13.4.3 ETHANOL SIDE STREAM BLENDING SYSTEM RECONCILIATION Not Applicable to South Africa operations.

13.4.4 VRU RECONCILIATION

A VRU system is installed only at IV but no reconciliation is required as the recovered product is transferred into the

SAPREF tank.

13.5 EQUIPMENT and TANK CALIBRATION

The Terminal ensure’s that all measurement instruments used in stock reconciliation and equipment used for

custody transfer purposes are properly calibrated with supporting calibration records available for review.

The calibration frequencies are typically included in the Terminal R&I plan.

After calibration, security seals, locks or other secure mechanisms is used to prevent tampering, bypassing

necessary data, etc. that would alter proper recording or adjustments.

Local Measures Regulations require calibration of the following equipment when used for custody transfer

purposes.

• Meters (Road and Rail) (Receipts and Transfers)

• Bulk storage tanks

• Master meters

• Meter or piston provers / tanks

• Road Vehicle meters

• Gauging, temperature, density equipment and other measurement devices

According to SHELL standard the meters at all depots must be calibrated every six months. In addition to the

equipment/tanks above Additive Injection Systems are calibrated for PQ purposes.

13.5.1 Meter Proving and Related Temperature Probes

Meters are proved in accordance with local and industry standards and approved devices.

Meter calibration is conducted twice a year and certificates are kept at the terminal for audit purposes, variation

analysis and to ensure meter accuracy is maintained.

Meter accuracy may vary with changes in flow rate, product type, product viscosity and temperature and for

meters with moving parts. This is because meters drift with time, depending on factors such as e.g. operating

conditions, type of product, and type of meter, throughput volume and temperature.

Custody transfer meters are calibrated

• When required by regulatory authorities or contractual obligations (i.e. the meter calibration interval

shall at least comply with legal requirements)

• Upon initial installation and again after flowing approximately the first 2,000,000 L.

• When a meter and/or preset has been repaired in any way, which could change its performance (i.e.,

disassembly of a meter). The 2,000,000 L re-calibration requirement shall also apply to meters that have

been rebuilt.

• When there has been a change in product type passing through a meter (i.e. gasoline to distillate).

• When L/G variations and subsequent investigations suggest a need

• When the maximum flow rate changes by more than 20%

• When the average seasonal tank temperature changes by more than 10 oC (20

oF). Some locations with

wide annual temperature changes may require quarterly or more frequent meter proving.

• Before the volume through the meter exceeds 60,000,000 L.

The Terminal Manager is responsible for the security of meter factor keys and maintaining individual meter

calibration records and settings.

A file including historic records on meter proving are kept for each meter to track long term performance and as

an indicator for meter maintenance.

Gantry Temperature probes is calibrated / verified

• As required by regulatory authorities or contractual obligations

• Upon initial installation

• After any change occurs which could result in temperature variations such as electrical connections being

disconnected and reattached

• At a maximum interval of six months. However, if two successive 6 month verifications result in deviation

within 0.1 °C ,verification can be changed to immediately prior to each meter calibration (if device is used

for meter temperature data).

• Immediately prior to each meter calibration (if device is used for meter temperature data)

• When L/G variations and subsequent investigations suggest a need

Gantry temperature probes for custody transfer are calibrated / verified to 0.1 °C by a certified thermometer.

13.5.2 Additive Injection System Calibration

The injection system is calibrated / verified for Product Quality or legal purposes and when the following

conditions arise

• When a new additive is introduced

• When the injection rate is changed

• When the injection equipment is repaired changed in any way which could change its performance.

• Stock variations and investigation suggest a need to verify accuracy of the injection system accuracy.

• To comply with local regulations

13.5.3 Tank Level Gauge and Thermometer Calibration

Automatic Tank Level gauges in those depots that have are checked for accuracy on a monthly basis. Adjustments

by a contractor are requested whenever the difference between the dip and automatic tank gauging is

determined. The accuracy of the tank gauging systems is also checked at any time the reading appears to be

inaccurate, there are reconciliation errors, or it appears that the ATG is not functioning correctly.

Automatic Temperature Detectors (ATD’s) and tank installed thermometers:

The tank temperature probes are checked for accuracy at the same frequency (and same time) that the tank

gauge system is checked, or any time the reading appears to be inaccurate.

Adjustments shall be made whenever the difference between the test thermometer and the tank

ATD/thermometer is greater than +/- 0.25 °C.

13.5.4 Tank Calibration

Tank calibration is the process of establishing tank dimensions through physical measurements and developing a

capacity table based on these dimensions. Initial strapping and the development of strapping tables occurs after

the construction hydro-test.

Tank Re-calibration - Is the process of re-establishing tank dimensions and the level to volume relationships.

Tanks are re-calibrated when:

• The tanks are re-erected or re-commissioned after an extended period of being out of service (2 years or

more).

• Floors, shells, or roofs have been altered enough to suspect a change in tank volume,

• Internal apparatus, including floating roof, have been installed or modified in any way that affects the

volume by more than 0.02%,

• Any change in the deadwood of the tank e.g. stilling wells, roof supports etc.

A change in product service (i.e. gasoline to distillate) requires recalculation.

13.6 Tank Gauging

Tank gauging for stock purposes (daily stock reconciliation) includes physical volume measurement. The ambient

tank volume, temperature and density is captured and the ERP system will correct these values to standard (20

degrees).A daily stock reconciliation is done using manual, mechanical or electronic systems that meet

engineering equipment design standards. Equipment is calibrated as described in 13.5. Water levels are

determined during tank measurement and are subtracted from the tank volume when submitted for capture in

the ERP system.

13.7 Types of losses and Gains

Loss/gain control is effective if it achieves the following objectives:

• Helps identify product theft.

• Provides early warning of abnormal losses or gains, to facilitate prompt investigation and remedial

action.

• Enables performance to be assessed and identifies loss or gain by activity.

• Indicates where losses can be reduced economically.

• Ensures proper processes and procedures are being followed.

Physical Losses (or Gains)

• Vapour Losses – Are normally significant only for Mogas and other high-vapour pressure products.

Examples of evaporation losses are caused by: product movement, breathing, gauging /sampling,

faulty seals and equipment.

When filling vehicles and tank cars which are vented to atmosphere, a loss of Mogas or similar

volatile product is caused by displacement of air which may be partly, fully or super-saturated with

vapour, depending on the degree of turbulence of the compartment being filled

• Product Theft

• Measurement inaccuracies – When the temperature and/or the volume of incoming or outgoing

product are incorrectly measured the received/delivered volume at standard temperature will result

in loss/gain during receipt/delivery.

• Disposal of waste/contaminated product – While disposal of waste /contaminated should be

accounted for using manual entries, losses may occur when tanks and filters are cleaned. As much as

possible product is recovered by draining before cleaning operations commence. Product quality

considerations may limit the amount of product that can be recovered without significant product

quality impact.

• Improper operational activities – This includes areas such as improper maintenance activities

including drips from seals, valves and other releases such as spills.

Apparent Losses (or Gains)

These losses (or gains) give a false record of operating efficiency and can hide real physical losses. Apparent

losses are usually due to:

• Measurement inaccuracies – When the temperature and/or the level of product in a tank are

incorrectly measured the stock volume at standard temperature will result in accounting loss/gain.

This may also result from following incorrect procedure or incorrect tank calibration.

• Failure to account for inter-tank transfers or special movements

• Failure to take into account the effect of temperature change on the volume of a product.

13.8 LIST OF POSSSIBLE LOSSES

Sources of Error in Measuring Equipment

• Faulty dipsticks or ullage rulers (worn, bent or incorrectly marked).

• Faulty dip tapes (non-standard, stretched, distorted or badly damaged).

• Faulty dip weights (worn or incorrectly attached to tape).

• Faulty thermometers (broken thread or non-standard).

• Faulty hydrometers (non-standard, wrong type of damaged).

• Faulty flow meters (wrong type, wrong size, wrong flow rates, or incorrectly installed or not calibrated).

• Faulty tank gauges.

Sources of Error in Taking Measurements

• Incorrect product dips or ullages.

• Incorrect water dips.

• Incorrect dips or ullages due to inclined rail siding or vehicle standings.

• Incorrect sampling procedure.

• Incorrect temperature measurements.

• Incorrect density measurements.

• Incorrect reading of flow and gantry meters.

• Incorrect counting of packed stocks.

Sources of Error in Calibration

• Incorrect storage tank calibration tables due to:

• Mistakes in the original measurements or calculations.

• Uneven settlement.

• Flexing of the tank bottom.

• Replacement of the tank bottom.

• Distortion of the tank shell by implosion, failure or internal stays, fitting a new roof, or other cause.

• Change in the level of dip or ullage reference points.

• Change or alterations in the weight of inter floating covers.

• Incorrectly entered strapping data into the Automatic Tank Gauging System.

Incorrect calibration of rail tank cars, bulk vehicles due to:

• Mistakes in the original calibration.

• Changes in level due to fitting new springs or supports.

• Distortion of shell or internal partitions by accident or overloading.

• Alterations to gallery pipes, tank fittings, etc.

• Incorrect calibration of the depot pipeline system due to layout alterations.

Sources of Error in Calculations

• Mistakes in accounting documents such as tank dippers’ reports, dispatch notes, etc.

• Mistakes in copying figures.

• Use of calibration tables for the wrong tanks.

• Use of incorrect petroleum measurement tables

• Mistakes in calculations.

Sources of Loss in Tanks and Fittings

Leakage of liquid due to:

• Defective tank bottoms (check by watching level of a temporary water bottom).

• Defective seams, rivets or connections in tank shell (check visually).

• Defective valves.

• Defective rupture disk on foam line injection system.

Leakage of vapour due to:

• Defective seams or connections in shell or roof (check visually or with soap solution while tank is under

pressure).

• Defective joints or seals in manholes, dip-hatches, automatic gauging devices, etc. (check as above).

• Incorrect closing of manholes, dip-hatches or other openings (examine).

• Defective seals on foam connections

• Defective PV.

• Defective IFR.

Excessive breathing and evaporation due to:

• Open vents instead of pressure-vacuum valves on tanks for volatile products.

• Incorrect settings of pressure-vacuum valves (check pressure on manometer when valves are working).

• Defective pressure-vacuum valves: On metal-to-metal type, check pallets and seating for wear

• Damage or worn seals on internal floating covers.

• Excessive temperature variation due to lack of, or defective, roof insulation on tanks for volatile products.

• Excess temperature variation due to lack of, or dirty, deteriorated or unsuitable paintwork.

Sources of Loss in Other Plant and Equipment

• Leakages through the walls or joints of pipelines (check visually or test under pressure; if necessary dig up

buried lines).

• Leakage through glands or gates of valves (check visually and tighten or repack leaking gland; if necessary

fit pressure relief by-pass; if valve still leaks through gate, regrind face and seats).

• Leakages through glands of pumps (check visually and tighten, repack or fit mechanical seals).

• Leakages through drain cocks of filters, water separators, etc. (check visually and repair).

• Leakages through vacuum breaker valves or filling arms (examine and repair).

• Leakages through walls or joints of defective hoses (examine and replace joints, repair, and downgrade or

condemn hoses).

• Leakages from filling arms (examine and repair).

Sources of Loss in Bulk Operations

• Leakage of vapour during dipping and sampling (take dips or samples when internal and external

pressures are equal).

• Excessive displacement losses due to inter-tank transfers (avoid as far as possible, including the use of

service tanks).

• Excessive breathing losses due to poor operating techniques (as far as possible use as the working tanks

the ones which will give least total breathing loss and keep liquid levels in tanks as high as possible).

• Evaporation during tank cleaning (do not clean tanks unnecessarily; drain as completely as possible

before opening).

• Spillages of product in hose exchanges (provide arrangements for draining hoses or replace by manifold).

Sources of Loss when Filling Vehicles and Containers

Accounting for product up to gantry meter is a Storage and Handling (S&H) function but after the meter

Transporters are responsible

• Excessive evaporation of splash due to the use of short loading arms (splash loading).

• Normal evaporation loss in filling due to displacement of air in container and replacement of liquid by air

in storage tank.

• Overfilling due to careless operation (supervision and training).

• Spillages from filling hoses, gallery lines, etc. (provide proper drainage arrangements or use self-sealing

couplings).

• Overfilling due to incorrect setting of preset flow meters.

• Overfilling due to malfunctioning of flow meters.

Other Sources of Loss in Operations

• While stock accountability may rest with Supplies in bridging operations the Terminal Manager shall still

manage the following:

• Drainage of rail tank cars and bulk vehicles on discharge is 100% complete.

• Spillage from hoses, etc., on discharge (provide proper drainage arrangements).

General Notes

• Gain the enthusiasm and co-operation of all depot employees; they can do more than anyone else to cut

down losses.

• Keep depots clean; dirt often hides leakages or spills.

• Check abnormal losses immediately; the cause will be easier to find when events are fresh in mind.

• When excessive losses persist, examine them thoroughly and check all quantities daily until the cause is

discovered and eliminated.

• Gains shall be treated with the same degree of urgency and concern as losses

WITBANK TANK DETAIL REPORT

1. A technical description of the storage facility to be operated. This should include the following -

(a) physical address of the facility; 17 Schonland Drive, Ferrobank, Emalahleni

(b) a plan layout of the storage facility to be operated; Attached

(c) the diameter and height of the tanks; Info above

(d) tank type; Info above

(e) tank identification number; Info above

(f) operational capa5city; 28,707 m³

(g) design capacity; 30,876 m³

(h) product to be stored in each tank; Info above

(i) the physical dimensions and capacity of the storage facility; Capacity 28,707 m³ ….. Land

size: 44,375m²

(j) the rate at which product can be taken into the proposed storage facility and through

what means e.g. pipeline, rail gantry, road transport gantry. Specify the number of

gantries and their capacities; Pipeline, Mogas 4500 Lit/Minute … Diesel 8000 Lit/Minute

… Road : 1800 Lit/Minute

(k) the rate at which product can be taken out of the proposed storage facility and through

what means e.g. pipeline, rail gantry, road transport gantry. Specify the number of

gantries and their capacities; Road Gantry … Mogas 1800 Lit/Minute …. Diesel 2200 lit

/Minute

(l) maps showing – Attached

(i) the storage facility design and piping arrangements; Attached here in Witbank.pdf

(ii) the proposed location of the storage facility, fences and roads; Not applicable

(iii) where applicable, a description of the containment system and the systems to

prevent overflow or leakage; Adequate bund walls, Interceptor pits inside bunded

areas, trenches and outgoing separator pits. Locked at all times.

(iv) a description of the regular inspection and maintenance procedures; and Captured in

our DGAME and R&I plan

(v) where applicable, a description for handling contaminated water run-off. Not

applicable

2. Election of access arrangements as contemplated in section 20 (1) (n) of the Act; Security

controlled as per specific site instructions.

3. Provisions for metering, including type of meters, accuracy, calibration arrangements; Use of

Accuload III (Registers) and meters (Smith-Prime 4) are calibrated and assized twice per annum

as per SANAS LTF0140

4. Provide the proposed tariffs for this facility and details regarding the methodology used to

determine such tariffs; Unknown by Terminal

5. A copy of the emergency plan contemplated in section 20(1) (x) of the Act; Attached

6. A copy of the storage facility operational procedures; Too many to attached here

7. Status in terms of the National Key Points Act, 1980 (Act No. 102 of 1980); Not a NKP

8. Details of existing and proposed security arrangements; CCTV, access controlled by guarding

24/7

9. Development programme: Not Applicable

(a) Planned capacity of the project during the various stages of development;

(b) Schedule of implementation and minimum investment commitments for the

development programme; and

(c) Deadline to commence service for each stage contemplated.

10. A copy of the maintenance policy for the storage facility.

15. List all applicable:

(a) legislation;

(b) operating and technical standards; and

(c) codes and specifications (including those relating

to safety) to be used in the activities for which this

application is made, for example:

(i) South African National Standards (SANS)

(ii) the American Society of Mechanical Engineers (ASME)

Standards;

(iii) American Petroleum Institute (API) Standards; and

“The latest revisions of the following standards and regulations, as imposed

by South African Bureau of Standards (SABS) or SANS and National

Legislation, apply in the development and operation of above and

underground fuel storage facilities, but not limited to”:

i. Occupational Health and Safety Act, 1993 (Act 85 of 1993)

ii. Major Hazardous Installation Regulations as contained in the OSHACT

iii. National Environmental Management: Waste Act, 2008 (Act No. 59 of

2008)

iv. Environmental Impact Assessment Regulations 2010

v. Trade Metrology Act, 1973 (Act 77 of 1973)

vi. Water Act, 1998 (Act 36 of 1998)

vii. Shell HSSE & SP Control Framework and associated standards.

viii. Shell Global Design Standards

ix. Shell Commercial Asset Management Policy

x. SANS 10400 – National Building Regulations

xi. SANS 1200 SET – Standardised Specification for Civil Engineering

Construction

xii. SANS 10089-1 – The Petroleum Industry Part 1 : Storage and

distribution of petroleum products in above-ground bulk installations.

xiii. SANS 10089-2 – The petroleum industry Part 2 : Electrical and other

installations in the distribution and marketing sector

xiv. SANS 10089-3 – The Installation of Underground Storage Tanks,

Pumps/Dispensers and Pipe work at Service Stations and Consumer

Installations

xv. SANS 1020 – The Electrical Components of Free-standing Power-

operated Dispensing Devices for Flammable Liquids (The electrical

specification published under separate cover)

xvi. SANS 10108 – The Classification of Hazardous Locations and the

Selection of Apparatus for use in such Locations

xvii. SANS 10086-1 – The Installation, Inspection and Maintenance of

Equipment used in Explosive Atmospheres.

xviii. SANS 1535 – Glass-reinforced Polyester Coated Steel Tanks for

Underground storage of Hydrocarbons and Oxygenated solvents and intended

for burial Horizontally

xix. SANS 10131 – Above-ground storage tanks for petroleum products (<

200m3)

xx. SANS 10140-3 – Identification colour markings

xxi. SANS 1186-1 – Symbolic safety signs

SHELL IN SOUTH AFRICA

1 Copyright of Shell South Africa Refining (Pty) Limited

3

OUR GLOBAL BUSINESS

4

About Shell

Recognised for technical innovation and mega-project delivery

Producing the equivalent of 2,300 barrels of oil every minute

Active in alternative energies such as biofuels and wind

Committed to social and environmental sustainability

Partners in innovation with Ferrari F1 team

Selling transport fuel to some 10 million customers a day

One of the world’s best- known brands

Employs 87,000 people in more than 70 countries

8

Strategic themes

Going forward we are using a clear set of strategic themes to drive our choices about investment, people and innovation: - our upstream and downstream “engines”, mature businesses that generate much of our cash flow; - our growth priorities: integrated gas, deep water and resources plays, such as shale oil and gas; - our future opportunities for the longer term, including the Arctic, Iraq, Kazakhstan, Nigeria, and heavy oil.

11

OUR BUSINESS IN

SOUTH AFRICA

Key Locations

Johannesburg:

Head office is in Bryanston

Cape Town:

A secondary office, and location for one of Shell’s six global business service centres

Durban:

Home to the SAPREF Refinery and lubricants oil blending plant Blendcor

Alberton Depot:

Located in Gauteng, this site is the largest inland depot in the country

Shale gas transformation and sustainability

Local economic benefits:

Fair compensation for landowners: rent, loss of crops, etc...

Job opportunities for local communities

Access roads, infrastructure

Potentially early connection to gas grid

Training and development

People

Supplier Development

Enterprise Development

Corporate Social Investment

GLOBAL DISTRIBUTIOND-GAME PROJECT - R&I CRITICALITY PROCESSDepot R & I Program and Risk RankingLocation:

Revision RecordNo Date1

Weighted Av 96.9SCOPE 164

No Included No of Sub Items % Complete1 Y 9 100 92 Y 14 100 #3 Y 2 100 24 Y 3 100 35 Y 15 100 #6 Y 21 100 #7 Y 7 100 78 Y 14 100 #9 Y 10 90 #

10 Y 13 95 #11 Y 6 100 612 N 12 N13 N 4 N14 Y 14 80 #15 Y 5 100 516 Y 5 100 517 N 5 N18 N 1 N19 Y 4 100 4

Equip Tag Equip Name P A E R

1 STORAGE TANKS1.1 STORAGE TANKS Bulk Storage Code Tanks Main Fuels TANKS 9 (NOT IN USE), 10, 11,

12 (Conversion to ULSD in progress), 13, 14, 15, 16.

1. Product leakage into the ground2. Underground water contamination3. Product loss4. Water ingress

1. Tanks are in a bund area.

2 3 3 3 HIGH

1.4 STORAGE TANKS Bulk Storage Code Tanks IFC - Roof Seal TANK 14 1.Product loss from evaporation2. Cost of repair and downtime

1. Product reconcilliation 1 2 3 0 HIGH

1.6 STORAGE TANKS Horizontal General Purpose, incl Additive

TANK 1 Shell LRP93 A/G Additive Tank

Spill of additive products 1. Product reconcilliation 2 2 1 3 HIGH

1.8 STORAGE TANKS Underground & Mounded General Purpose, incl Additive

1 U/G Diesel Additive Tank + 1 Diesel own use tank

Additive/Fuel loss into ground water(Additives are corrosive and tank material is steel)

1. Product reconcilliation 3 2 1 3 HIGH

1.9 STORAGE TANKS Above Ground Vertical Non-code Less than 160m3.

SASOL Additive system coming soon.

1. Product leakage into the ground2. Unground water contamination3. Product loss4. Water ingress

1. Monitoring wells2. Under floor leak detection3. Tank is in a bund area

2 PIPING SYSTEMS2.1 PIPELINES Internal to boundary Above Ground ULP 93, ULP 95, LRP 93, AGO

tankfarm to pumpstation.1. Product loss2. Bursting due to pipe wall thinning

2 2 2 2 MED

2.2 PIPELINES Internal to boundary Below Ground AGO, LRP, ULP 93 from Pumpstation to the Road Gantry.

1. Product loss2. Bursting due to pipe wall thinning

1 2 2 2 MED

2.8 PIPELINES Valves Asco Solenoid Valve PRODUCT LINES AT RD GANTRY: 9 VLVES WITH 2 SOLENOIDS PER VLVE = 18ADDITIVE LINES: 1 SOLENOID PER ADDITIVE LINE = 12 At the industry fire station

1. Increase flow and affect pump (eg couplings)2. Decrease flow and increase loading time

0 2 0 2 MED

2.9 PIPELINES Valves Back Flow Preventer Valve

AT PRODUCT PUMPS 1. Not able to prevent back flow2. No flow

0 1 1 0 LOW

2.10 PIPELINES Valves Hand valves General Unable to close or openProduct lossPoor housekeeping

1 1 0 0 LOW

2.11 PIPELINES Valves Hand valves (12" Gate Valves)

6" & 8" Tank valves (inlet & outlet)

Unable to close or openProduct lossPoor housekeeping

Possibility to load from Other Oil Company

1 2 0 0 MED

2.13 PIPELINES Valves Pneumatic/Hydraulic Valves

ADDITIVE PNEUMATIC CONTROL REMOVED

1. Unable to open or close2. Reduced response time3. Spill

Sensors on truck that will shut of foot valves if trucks overfilled

2.13 PIPELINES Valves Motor Operated Valves (MOV)

Rotork Valves @ battery limit of Transnet pipelines

1. Uable to open or close2. Reduced response time3. Spill

2.15 PIPELINES Control Valve (list specific duty below)

CONTROL/210 VALVES, 1 AT EACH ARM = 9

0 2 0 1 MED

3 ADDITIVE SYSTEMS3.1 ADDITIVE SYSTEMS Additive Injector NEMO 4006 PMS

NEMO 2041 AGO

NEMO 4006 PMS

NEMO 2041 AGO

1. Inaccurate dosing2. Not dosing at all.

0 1 0 3 HIGH

3.2 ADDITIVE SYSTEMS Meter NEMO 4006 PMSNEMO 6101 PMSNEMO 2011 AGO

METERS BUILT INTO THE ADDITIVE BLOCKS / INJECTORS = 9

1. Inaccurate dosing 0 1 0 3 HIGH

Item Comments (if any)

Review Team

Storage Tanks 900Pipelines 1400Additive Systems 200Cathodic Protection 300Fire Protection 1500Terminal Automations and Instrumentation 2100Drainage and Environmental Systems 700Electrical Equipment 1400Emergency and Safety Equipment 900Loading/unloading Facilities 1235Safeguarding Systems 600Vapour Recovery UnitsWater Front StructureBuildings, Structure and General Site 1120Rotating Equipment 500Relief Valves 500Heaters Boliers and Pressure EquipmentLPG FacilitiesProduct Hoses 400

Num Asset Group Sub Group Duty

ASSET

PotentialConsequence

Existing Recovery Controls

CONSEQUENCE

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4 CATHODIC PROTECTION SYS.4.1 CATHODIC PROTECTION SYS. Sacrificial Anode Pipe & Tank N/A ON ALL FUEL TANKS. Accelerated corrosion

Leakage from Pin holes in pipe0 2 2 2 MED

4.2 CATHODIC PROTECTION SYS. Impressed Current Pipe & Tank ON ALL FUEL TANKS. Accelerated corrosion 0 2 2 2 MED

4.3 CATHODIC PROTECTION SYS. Insulating flange Pipe & Tank N/A ON ALL FUEL TANKS. Accelerated corrosion 0 2 2 2 MED

5 FIRE PROTECTION5.1 FIRE PROTECTION Fire Alarm

Fire PanelsManual Call points

Warning 1 X FIRE ALARM (SIREN).3 X ACTIVATION POINTS AT RD GANTRY.3 X ACTIVATION POINTS AT RD RECEIPT POINT.2 X ACTIVATION POINT AT PUMP SLAB.1 X ACTIVATION POINTS AT LAB.2 X ACTIVATION POINT AT ADMIN BLOCK1 X MANUAL CALL POINT

1. Escallation of Fire 2 Manual sirens. 3 2 2 3 HIGH

5.2 FIRE PROTECTION Smoke, Heat, and Flame Detectors

Detection Only in computer room. 1. Escallation of Fire 0 3 0 1 HIGH

5.3 FIRE PROTECTION Fire Extinguishers Portables 78 X AROUND THE TWERMINAL 1. Escallation of Fire2. Injury to personell from failed weld seam

Spare extinguishers kept Hydrant system as back-up.

0 1 0 0 LOW

5.4 FIRE PROTECTION Fire Hose Reels Portables 4 X AROUND THE TERMINAL 1. Escallation of Fire2. Injury to personell from failed weld seam

Fire extinguishers as back-up.

0 1 0 0 LOW

5.5 FIRE PROTECTION Lay Flat Hoses Water based 52 X AROUND THE TERMINAL 1. Fire can not be extinguished2. Hose burst during use

Spare hoses 0 1 0 0 LOW

5.6 FIRE PROTECTION Fire Hydrant Water based 26 X FIRE HYDRANTS. 1. Reduced water pressure and throwing distance

Multiple connection points on a hydrant.Pressure gauges on system checked regularly

0 1 0 0 LOW

5.7 FIRE PROTECTION Fire Jockey Pumps Fire Water pump 1 X 4 CYLINDER DIESEL DRIVEN PUMP.

1 2 1 1 MED

5.8 FIRE PROTECTION Fire Pumpset Fire Water pump 1 X DIESEL DRIVEN FIRE WATER PUMP

1 2 1 1 MED

5.9 FIRE PROTECTION Diesel Engine Fire Water pump 1 X DIESEL ENGINE DRIVING THE FIRE PUMP

Unable to provide high-pressure fire water supply.

Municipality Fire Dept support.

1 2 1 1 MED

5.10 FIRE PROTECTION Fire sprinklers, showers On tank sprinkler system

All Tanks Tank heats during adjacent fire leading to loss of material property, evaporation loss and potential escallation of fire


1 3 1 2 HIGH

5.11 FIRE PROTECTION Foam system Foam Concentrate 2 X BULK TANKS = 4000LTS EACH.4 X 200LTS DRUMS

Failure to extinguish fire Concentrate stored in roofed A/G tank

0 3 0 1 HIGH





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5.12 FIRE PROTECTION Foam system Tank Farm & Gantry BASE FOAM INJECTION FUEL TANKS.

Failure to extinguish fire 0 3 0 1 HIGH

5.13 FIRE PROTECTION Foam system Foam Pourers & Piping Portable Foam Pourers on all tanks

1. Leakage and reduced flow rate of foam into bund

0 3 0 1 HIGH

5.14 FIRE PROTECTION Foam system Foam storage Tank 2 X BULK TANKS = 4000LTS EACH.

No foam supply 0 3 0 1 HIGH

5.15 FIRE PROTECTION Water Storage Tank TANK 20 1.4 million litres. 1. Cannot boost fire water pressure. 2. Reduced water pressure and throwing distance


0 3 0 1 HIGH

6 TERMINAL AUTOMATION & INSTRUMENTATION6.1 TERMINAL AUTOMATION &

INSTRUMENTATIONAutomation Gantry Automation Accuload III linked to Fuel Facs

PC (local) & CSI (remote)1. Delays in loading.2. Manual system.3. Unable to load from one or all bays

1. Multiple loading bays 2. Alternative Alberton Shell Depot 3. Manual loading

0 2 0 3 HIGH

6.2 TERMINAL AUTOMATION & INSTRUMENTATION

Automation Tank Farm Automation SAAB Tank MasterALL TANKS except Tank09.

1. Manual dips 0 1 0 0 LOW


Automation Pump Control System PLC FROM MCC 1. Pump don’t start or stop2. Overfill/overdelivery

Spare pumps available. 0 2 0 1 MED


Auto Tank Gauge - Radar Bulk Storage SAAB Tank MasterALL TANKS except Tank09.

1. Wrong readings2. Reconciliation errors3. Tank overfill

0 1 0 0 LOW


Auto Tank Gauge - Float & Tape

Bulk Storage VAREC GAUGES ON FUEL TANKS - NOT IN USE

1. Wrong readings Spare dip tape


Pressure Gauges Pumps PRESSURE GAUGES TO BE TAGGED AND LOADED ONTO SAP

This is not a critical equipment. 0 1 0 0 LOW


Temperature Bulk Storage INTEGRATED WITH ATG + MANUAL THERMOPROBE

1. Wrong readings2. Reconciliation errors

Manual temperature dipping

1 1 0 0 LOW


Temperature Loading arm temperature

ELECTRONIC TEMPERATURE PROBE = 1 PER LOADING ARM

1. Wrong readings2. Reconciliation errors

0 1 0 0 LOW


Quality Measuring Instrument (QMI)

Alcohol Tester 1. Wrong readings 1. Spare available



Dip Tape 2 DIP TAPES Inaccurate reading of tank level.

1. Spare available 0 1 0 0 LOW



Flash Point 2 X MACHINES Diesel Wrong readings Self check with warning signalSpare glow plug. Spare Flash Point Machine.

2 1 0 3 HIGH



Hydrometers 1 X Hydrometer For testing density on Diesel & Petrol

Wrong readings 1. Spare available 0 1 0 0 LOW



Thermometers For Testing temperature on Diesel & Petrol

Wrong readings 1. Spare available 0 1 0 0 LOW



Conductivity Meter In the lab to test the slug. 0 1 0 0 LOW



Portable Gas Tester 1 x PORTABLE MSA ORION GAS TESTER.

Working in unsafe conditions. Self calibration and warnings

3 3 0 2 HIGH



Densitometer 1 X Hydrometer For testing density on Diesel & Petrol

0 1 0 0 LOW

7 DRAINAGE & ENVIRONMENTAL SYSTEMS7.1 DRAINAGE & ENVIRONMENTAL

SYSTEMSIsolation valve Spill containment 2 X ISOLATION VALVE

DISCHARGING TO STORM WATER

1. Leak contaminated water from tankfarm into interceptor.

Interceptor 0 1 2 1 MED





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7.2 DRAINAGE & ENVIRONMENTAL SYSTEMS

Bund walls and compound Spill containment 2 x BUNDS AROUND FUEL TANKS.

1. Environmental contamination from tank failure2. Escallation of bund fire

Interceptor 0 2 2 2 MED


Drains Pipes Oily Water NONE 1. No draining of waste.2. Pools of oily water/mix


Drains Pipes Storm Water NONE 1. No draining of waste.2. Pools of storm water

Municipality cleans / unblock the drains.


Interceptor All types 3 X INTERCEPTORS INSIDE TANK FARM BUND WALLS.

1. Exceed minimum effluent discharge standards

0 1 2 1 MED


Interceptor Effluent System Outflow quality 3 X SEPARATOR PITS. 1. Exceed minimum effluent discharge standards

0 1 2 1 MED


Monitoring well. Soil & ground water MONITORING WELLS AROUND THE TANKS.

1. Failure of recovery control for other failures

0 0 2 2 MED

8 ELECTRICAL EQUIPMENT8.1 ELECTRICAL EQUIPMENT Continuity Bonding Cables, Flex

cables, Clamps, Loading arms

3 X SCULLY & EARTHING CABLES AT RD GANTRY.4 X SCULLY & EARTHING CABLES AT RD BRIDGING

1. Lose continuity.2. Potential spark, leading to fire.3 Can't load

Fail safe (Scully System).Spare cable in gantry.Multiple loading bays

0 2 0 0 MED

8.2 ELECTRICAL EQUIPMENT Earth Stakes/Rods Tanks and Structures 2 PER TANK 1.No static dissapation2. No lightning protection. Source of ignition - tank fire.

1 3 2 2 HIGH

8.4 ELECTRICAL EQUIPMENT Generator Emergency Genset 1 X 3406C CATERPILLAR GENERATOR

Loss of electrial back up in case of power failure

0 3 1 2 HIGH

8.5 ELECTRICAL EQUIPMENT Hazardous Area Elec Equip EXE, EXD, EXI, etc ALL ELECTRICAL EQUIPMENT IN HAZARDOUS AREAS.EXE = NO SWITCHING, THEREFORE LESS RISK THAN EXD.EXD = ROBUST COVERS TO WITHSTAND EXTERNAL EXPLOSION.EXI = INTRINSICALLY SAFE

1. Ingress of dust, water, combustible gases2. Spark/Fire in hazardous area.

1 2 2 2 MED

8.7 ELECTRICAL EQUIPMENT Lighting Perimeter Lighting and Poles

AROUND THE TERMINAL Isolated non-lit areas. 2 2 0 0 MED

8.8 ELECTRICAL EQUIPMENT Switchboards Low Voltage Light and Power

GENERAL 1. Supply failure to certain areas of the site.2. Electric shocks from grounding failure

1 1 0 0 LOW

8.9 ELECTRICAL EQUIPMENT Switchboards Low Voltage - Mains/MCC

1 X MCC 1. Supply failure to certain or major areas of the site.2. Delays in product loading3. Electric shocks from grounding failure

Possibility to load from Shell Depots

1 2 0 0 MED

8.10 ELECTRICAL EQUIPMENT Switchboards HV Switching - Supply Municipality transformer on Shell site

1. Supply failure to certain areas of the site.2. Electric shocks from grounding failure

8.12 ELECTRICAL EQUIPMENT UPS Terminal Automation SystemOffice Server

1 X UPS 1. Terminal automation system not working2. Server down

0 2 0 0 MED

8.13 ELECTRICAL EQUIPMENT Motors Critical motors GANTRY PRODUCT & ADDITIVE SUPPLY MOTORS

1. Poor performance2. Decreased efficiency3. Complete failure

0 2 1 2 MED





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8.14 ELECTRICAL EQUIPMENT Cables Critical runs GANTRY PRODUCT & ADDITIVE SUPPLY MOTORS

1. Fire2. Electric shock from insullation breakdown3. Increased energy consumption

1 2 1 2 MED

9 EMERGENCY & SAFETY EQUIPMENT9.3 EMERGENCY & SAFETY

EQUIPMENTPersonal first aid First aid containers Admin Bld, Unitrans office,

Fuelogic's office.1. Unable to administer first aid2. Escalation of medical incidents

2 0 0 0 MED

9.5 EMERGENCY & SAFETY EQUIPMENT

Personal fall arrest system 1 X AT BAY 0 - NO LONGER USED Fall from height


Safety Shower & Eye wash 1 X ROAD GANTRY1 X TRANSPORT WORKSHOP

2 0 0 1 MED


Emergency Shut Down System

3 X ACTIVATION POINTS AT RD GANTRY.3 X ACTIVATION POINTS AT RD RECEIPT POINT.2 X ACTIVATION POINT AT PUMP SLAB.1 X ACTIVATION POINTS AT LAB.2 X ACTIVATION POINT AT ADMIN BLOCK

Escalation of incident 2 3 3 3 HIGH


Emergency Alarms Electrical sirens & 1 manuals 1. Unable to immediately attend to incident2. Delays in evacuation

2 2 1 2 MED


Emergency Spill Equipment Gantry , Own Use Pumps, Road bridging points

?? X Spill Trailer & Spill bin Unable to contain spill on time Potential spill areas are paved and drains into interceptor pit

1 1 2 1 MED


Communications 2 way radios (Walkie Talkies)

RENTED FROM G4S. No comms in event of emergency.

Communication verified before use.Comm check every hour.

2 2 1 1 MED

10 LOADING/UNLOADING FACILITIES10.2 LOADING/UNLOADING

FACILITIESRoad Gantry Bottom load PPE used

during loading

3 BAYS WITH 9 ARMS IN TOTAL. 1. Leaks to ground, migrate to drains.2. Slippery surface, may lead to operator LTI.3. May need to close one bay to initiate repair.4. Housekeeping stds drop.

0 2 1 2 MED

10.3 LOADING/UNLOADING FACILITIES

Filter Product Filters & Air Eliminator & additive filters

ON ALL PRODUCT PUMP SUCTION.9 ON GANTRY LOADING ARMS,1 PER LOADING ARM.9 AIR ELIMINATORS, 1 PER LOADING ARM.4 ON ROAD BRODGING.ADDITIVE SYSTEM FILTERS.

1. Reduced flow rate2. Unfiltered product3. Product loss4. Poor house keeping5. Incorrect doping of additive

1 2 1 0 MED


Flow Control Valve Smith 210, Muesco, etc

CONTROL/210 VALVES, 1 AT EACH ARM = 9

1. Reduced flow rate2. Unable to load3. Hydraulic hummer in line

0 2 1 0 MED


Meter PD/Turbine 9 X PD METERS AT RD GANTRY (Smith meters)4 X PD METERS AT RD BRIDGING(Smith meters)

1. Inaccurate filling2. Tanker overfill

0 2 1 0 MED


Meter Preset meter and counter

4 x PRESETS AT 4 X ROAD BRIDGING POINTS

1. Inaccurate measurement 0 2 1 0 MED

11 SAFEGUARDING SYSTEM11.1 SAFEGUARDING SYSTEM Overfill Gantry (Sculley) 3 X OVERFILL SCULLY ON 3

BAYS.Overfill 1 2 1 1 MED

11.2 SAFEGUARDING SYSTEM Tank Hi Level Alarm Bulk Storage Tank ON ALL FUEL TANKS. Overfill 0 2 1 0 MED





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11.3 SAFEGUARDING SYSTEM Level switch Tanks ON ALL TANKS WITH ATG. Overfill 0 2 1 0 MED

11.4 SAFEGUARDING SYSTEM Temperature switch List specific duty… BUILT INTO ATG FOR ALL FUEL TANKS

0 2 1 0 MED

12 VAPOUR RECOVERY UNITS13 WATERFRONT STRUC & EQUIPT.14 BLDGS, STRUC & GENERAL SITE.

14.1 BLDGS, STRUC & GENERAL SITE.

Air Conditioner 10 X AIRCONS AROUND THE BUILDING.

Uncontrolled temperatures. Natural ventilation through doors & windows.

2 1 0 0 MED


Asbestos Plan/Survey Fuelogic Building 2 1 1 0 MED


Buildings Office OFFICES 1 1 0 0 LOW


Buildings All types OFFICES 2 2 0 0 MED


Security Auto Gates 1 X SEMI-AUTO GATE @ MAIN ENTRANCE

Failure in open or closed position.

0 2 0 0 MED


Security Fences SINGLE LAYER 1. Breach of security.2. Can fall over.

Brick wall currently being built.

1 2 0 0 MED


Security Security System 1 X BLOODHOUND SYSTEM


Security CCTV EXISTING BUT NOT WORKING Security. Product loss. Security guards. 2 2 0 0 MED


Domestic water supply No water for drinking & sanitation.

Water dispensers 2 0 0 0 MED


Lifting Equipment Fork Lift 1 X FORKLIFT 1. Lifted object dropping2. Injury to personnel

Safe lifting practice 1 2 0 0 MED

15 ROTATING EQUIPMENT15.1 ROTATING EQUIPMENT Product Transfer Pump Gantry Supply ?? X PRODUCT PUMPS 1. Reduced flow rate

2. Pump fails to deliver3. Cascading failures4. Downtime

Redundancy in system. 0 2 0 1 MED

15.2 ROTATING EQUIPMENT Product Transfer Pump Product Reciept 3 X Road Bridging Pumps 1. Reduced flow rate2. Pump fails to deliver3. Cascading failures4. Downtime

Multiple offloading points with 1 pump each

0 2 0 1 MED

15.3 ROTATING EQUIPMENT Product Transfer Pump Additive Pumps(Pneumatic & Electrical)

3 X ADDITIVE PUMPS 1. Not pumping 1 2 1 0 MED

15.4 ROTATING EQUIPMENT Product Transfer Pump Separator pits and to empty tanks for maintenance

1 x PORTABLE PUMP 1. Not pumping 1 1 2 0 MED

15.5 ROTATING EQUIPMENT Air Compressor Additive pumpsWorkshop

2 x Air compressor 1. Unavailable compresed air 1 2 1 0 MED

16 RELIEF VALVES16.2 RELIEF VALVES Free vent On tank On all diesel & IP tanks 1. Tank implosion/explosion

2. Roof-Shell joint failure due to overpressure

1 3 1 1 HIGH

16.3 RELIEF VALVES Pressure Relief Valve Pipeline or vessel TO BE TAGGED. 1. Overpressure2. Stress corrosion cracking3. Leakage

2 3 1 1 HIGH

16.4 RELIEF VALVES PV Vents On tank All Petrol tanks 1. Tank implosion/explosion2. Roof-Shell joint failure due to overpressure

2 3 1 1 HIGH

16.5 RELIEF VALVES Thermal Relief Valve Pipeline TO BE TAGGED. 1. Pipe pressure exceeding MAOP

2 3 1 1 HIGH





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17 HEATERS, BOILERS & PRESSURE EQUIP17.4 HEATERS, BOILERS &

PRESSURE EQUIPPressure Vessel Air Reciever 2 x On Air Compressors Air leakage. Inability to drain. 1 2 0 0 MED

18 LPG FACILITIES19 PRODUCT HOSES

19.1 PRODUCT HOSES Composite Gantry, Own Use Pumps, Road bridging points

4 x DISCHARGE HOSES AT RD BRIDGING FACILITY.

1. Burst under pressure.2. Collapse under vacuum.3. Loss of containment.4 Static charge

Bonding cables used in addition to ensure continuity

2 2 1 0 MED

15. List all applicable:

(a) legislation;

(b) operating and technical standards; and

(c) codes and specifications (including those relating

to safety) to be used in the activities for which this

application is made, for example:

(i) South African National Standards (SANS)

(ii) the American Society of Mechanical Engineers (ASME)

Standards;

(iii) American Petroleum Institute (API) Standards; and

“The latest revisions of the following standards and regulations, as imposed

by South African Bureau of Standards (SABS) or SANS and National

Legislation, apply in the development and operation of above and

underground fuel storage facilities, but not limited to”:

i. Occupational Health and Safety Act, 1993 (Act 85 of 1993)

ii. Major Hazardous Installation Regulations as contained in the OSHACT

iii. National Environmental Management: Waste Act, 2008 (Act No. 59 of

2008)

iv. Environmental Impact Assessment Regulations 2010

v. Trade Metrology Act, 1973 (Act 77 of 1973)

vi. Water Act, 1998 (Act 36 of 1998)

vii. Shell HSSE & SP Control Framework and associated standards.

viii. Shell Global Design Standards

ix. Shell Commercial Asset Management Policy

x. SANS 10400 – National Building Regulations

xi. SANS 1200 SET – Standardised Specification for Civil Engineering

Construction

xii. SANS 10089-1 – The Petroleum Industry Part 1 : Storage and

distribution of petroleum products in above-ground bulk installations.

xiii. SANS 10089-2 – The petroleum industry Part 2 : Electrical and other

installations in the distribution and marketing sector

xiv. SANS 10089-3 – The Installation of Underground Storage Tanks,

Pumps/Dispensers and Pipe work at Service Stations and Consumer

Installations

xv. SANS 1020 – The Electrical Components of Free-standing Power-

operated Dispensing Devices for Flammable Liquids (The electrical

specification published under separate cover)

xvi. SANS 10108 – The Classification of Hazardous Locations and the

Selection of Apparatus for use in such Locations

xvii. SANS 10086-1 – The Installation, Inspection and Maintenance of

Equipment used in Explosive Atmospheres.

xviii. SANS 1535 – Glass-reinforced Polyester Coated Steel Tanks for

Underground storage of Hydrocarbons and Oxygenated solvents and intended

for burial Horizontally

xix. SANS 10131 – Above-ground storage tanks for petroleum products (<

200m3)

xx. SANS 10140-3 – Identification colour markings

xxi. SANS 1186-1 – Symbolic safety signs

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