Journey Towards PSM Excellence at Reliance

Reliance Industries Limited (RIL) operates world’s largest refinery and petrochemical complex at Jamnagar in India. Looking at the scale and complexity of the operations, it was absolutely necessary for RIL to implement a robust Process Safety Management (PSM) System and achieve PSM excellence for sustaining a safe and reliable operations.

This paper deals with the methodology adopted for effective implementation of PSM system at Reliance within record time. It also briefly addresses the importance of leadership involvement and people engagement to achieve desired change in process safety management system.

In 2007, we started implementation of PSM with the help of DuPont and by 2010 we have implemented PSM programs for all the facilities. To improve the effectiveness of the PSM program we had also started systematic assessment of the level of Operational Discipline (OD) based on DuPont methodology. OD assessments had shown us improvement areas to correct the behaviors mainly of the operating group. Action plans were developed and implemented to correct the behaviors. It is now, the practice to conduct the OD assessment every year and work upon the identified gaps to achieve OD excellence. The PSM audits are also conducted regularly to assess and improve the effectiveness of the PSM programs.

Implementation of above programs immensely helped RIL to improve the effectiveness of PSM systems but still were not good enough to move towards PSM excellence from the level of PSM compliance.

In 2014, RIL defined the Core ‘Values and Behaviors’ (V&B) and launched the cultural transformation program across the Reliance group.  Following V&B were included in RIL Core values to build a committed culture across the organization to achieve PSM excellence.

1. We will always commit to the highest standard of Safety and environment.
2. We will speak up if something conflicts with the values of the company
3. We will have the courage to stand up for what is right and surface issues early
4. We look beyond own immediate roles and take ownership of the larger outcome         
5. We collaborate seamlessly, seeking and offering help as “One Team, One Vision”
6. We will not create, accept or pass on anything that is mediocre
7. We will uphold the self-esteem and dignity of each other by creating an open culture conducive for expression of views and ideas, irrespective of hierarchy

The objective was to build the committed culture where everyone demonstrates good behaviors in line with defined V&B every time in all the functions across the organization. Many programs were conducted to educate all the employees on the values and behaviors. Many promotional and inspirational programs were launched on a big scale to quickly achieve alignment towards the core values. The rolling out of these V&B was a very simple and authentic way of telling everyone across the organization about what is really expected out of them. The V&B’s are guiding and empowering employees to make the right course of actions when they are in dilemma.