process safety management system
TRANSCRIPT
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Process Safety in the Workplace
Human Involvement
Hansjürgen Labudde, SHE Training Manager - Europe
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Agenda
� Introduction
� Shift in Beliefs
� The DuPont approach of Process Safety & Risk Management
� Establishing a Safety Culture
� Providing Management Leadership and Committment
� Implementing a comprehensive PS&RM program
� Achieving Operating Excellence through Operational Discipline
� Conclusion
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
What you might know about DuPont
Worldwide benchmark for industrial SHE
$24 Billion in revenue
79,000 employees operating in 70 countries on 6 continents
5 core business segments including DuPont Safety & Protection
g
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Sales: $ 6.31 billion
ATOI: $ 727 million
Employees: 18,200
Approx 66% of European sales are produced, refined or manufactured in the region
DuPont in Europe, Middle East & Africa 2002
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DuPont locations in the region
Joint ventures
Offices
Plants
R&D/Technical Service Centres
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All injuries are preventable
Industrial average
over 40
DuPont
only 0,4
Injuries with more than 3 lost work days
per 1000 employees per year
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
DuPont Core Values
Respect
to employees
and customers
Safety,
Health &
Environment
(SHE)
Ethics
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Agenda
� Introduction
� Shift in Beliefs
� The DuPont approach of Process Safety & Risk Management
� Establishing a Safety Culture
� Providing Management Leadership and Committment
� Implementing a comprehensive PS&RM program
� Achieving Operating Excellence through Operational Discipline
� Conclusion
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Business Excellencethrough
SHE Excellence?
A Shift in Beliefs
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Shifting a Belief:
Drive towards excellence!
Zero injuriesZero spills.Zero wrong financial transactions.Zero …..
Things go wrong, accidents happen.
Safety performance can be managed.
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Shifting a Belief:
Understand root causes!
Of accidents.Of productivity problems.Of complaintsOf …..
Fatalities and serious injuries are investigated because it is required by law.
All accidents and incidents are investigated because we want to learn.
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Shifting a Belief:
From reaction to prevention!
InitiativeOperational disciplinePersonal responsibility…..
Safety performance is a question of luck.
Safety performance can be managed.
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Shifting a Belief:
Focus on people!
Lean organization.Tap the capabilities of all employees.Empower people…..
Employees must be supervised so that they comply.
Employees must be educated and empowered so that they perform.
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Teams
• Management Commitment
• Condition of Employment
• Fear/Discipline• Rules/Procedures• Supervisor
Control, Emphasis, and Goals
• Value All People• Training
• Personal Knowledge, Commitment, and Standards
• Internalization• Personal Value• Care for Self• Practice, Habits• Individual Recognition
• Help Others Conform• Others’ Keeper• Networking Contributor• Care for Others• Organizational Pride
InjuryRates
Errors
Failures to
perform
Natural Instincts
Supervision
Self
Where do you want to be? How fast do you want to get there?
Dependent
IndependentInterdependent
Developing an OrganizationR
ea
cti
ve
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The employee is in the focus
Active
Informed
Aware about company goals
Responsible
Decisive
Self-confident
Independent
Team oriented
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Agenda
� Introduction
� Shift in Beliefs
� The DuPont approach of Process Safety & Risk Management
� Establishing a Safety Culture
� Providing Management Leadership and Committment
� Implementing a comprehensive PS&RM program
� Achieving Operating Excellence through Operational Discipline
� Conclusion
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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• Flixborough (6/74) 28 fatalities - $167MM
• Seveso (7/76) Contaminated countryside
• Mex. City (11/84) 550+ fatalities - $26MM
• Bhopal (12/84) 3M+ fatalities - 200M affected
• Chernob. Nuc. Plt. (4/86) 31 fatalities - 300 mi2 evacuated
• Piper Alpha Plat. (7/88) 165 fatalities
• Pasadena, Tx. (11/89) 23 fatalities - $797MM
• Channelview, Tx. (7/90) 17 fatalities - $14MM
• Pemex, Mexico (7/96) Multiple fatalities - $253MM $8MMM loss to economy
• Petrobras, Brasil (6/2001) 10 fatalities - $300MM
• Toulouse, France (9/01) 29 fatalities20,000 homes damaged
* Large property damage losses (17th edition); M&M Protection Consultants; 1166 Avenue of the Americas, NY, NY 10036
Some industrial key accidentsSome industrial key accidents
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Industrial Incidents
Unfortunately, that listing was only a
partial (small) list of many incidents
that have occurred in the energy and
chemical industries worldwide.
So, what’s the best answer?
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Process Safety& Risk Management
The application of Management Systems to the IDENTIFICATION, UNDERSTANDING, and CONTROL of Process Hazards to prevent a major fire, explosion, or toxic release which could lead to a fatality or multiple lost workday cases.
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The DuPont Approachto Managing Process Safety
Four Key Steps:
1. Establishing a Safety Culture
2. Providing Management Leadership and
Commitment
3. Implementing a comprehensive PS&RM
Program
4. Achieving Operating Excellence through
Operational Discipline
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Agenda
� Introduction
� Shift in Beliefs
� The DuPont approach of Process Safety & Risk Management
� Establishing a Safety Culture
� Providing Management Leadership and Committment
� Implementing a comprehensive PS&RM program
� Achieving Operating Excellence through Operating Discipline
� Conclusion
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The Step
Establishing the safety culture!
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The Safety CultureThe Safety Culture
Founded 1802
Explosion 1815
Explosion 1818
Safety is a Management Responsibility
Damage $ 80 000
40 people killed Damage $ 120 000
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DuPont gun powder barrelsE. I. du Pont de Nemours
Core Value Roots
1811 rules Safety is a line management Responsibility No employee may enter a new rebuilt mill until a member of top management has
personally operated it
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One Company’s Mission m
“…….adhere to the highest standards for the safe operations of facilities and the protection of the environment, our people, our customers, and the citizens of the communities in which we do business.”
“Value the safety of our coworkers, our community and the need to return home safely to our families each day.”
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One Company’s Mission m
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Successful Fundamentals
1.All injuries, occupational illnesses, safety and environmental incidents are preventable.
2.Management is responsible for safety.
3.Safety is an individual’s responsibility and a
condition of employment.
4.Training is an essential element for safe
workplaces.
5.Audits must be conducted.
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Successful Fundamentals
6.All deficiencies must be corrected promptly.
7. It is essential to investigate all injuries and
incidents with injury potential.
8.Off the job safety is an important part of the safety effort.
9. It is good business to prevent injuries and
illnesses.
10. People are the most important element of the
Safety and Occupational Health Program.
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Agenda
� Introduction
� Shift in Beliefs
� The DuPont approach of Process Safety & Risk Management
� Establishing a Safety Culture
� Providing Management Leadership and Committment
� Implementing a comprehensive PS&RM program
� Achieving Operating Excellence through Operating Discipline
� Conclusion
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The Step
Management Leadershipand Commitment
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Management Leadershipin Process Safety
Principle
Management leadership and commitment form the
foundation of efforts to improve process safety.
Although leadership and initiative are needed
throughout all levels of an organization, it is crucial
that senior management provide visible support and
encouragement.
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Key Responsibilities
Establishing the Safety Culture
Establishing PSM policies/guidelines
Committing resources
Involving employees
Establishing clear accountability
Auditing for degree of compliance
Personally participating in PSM activities
Management Leadershipand Commitment
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Agenda
� Introduction
� Shift in Beliefs
� The DuPont approach of Process Safety & Risk Management
� Establishing a Safety Culture
� Providing Management Leadership and Committment
� Implementing a comprehensive PS&RM program
� Achieving Operating Excellence through Operating Discipline
� Conclusion
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The Step
Implementation of aComprehensive Process Safety& Risk Management Program
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Auditing
ProcessTechnology Operating
Procedures and Safe Practices
Management ofChange
Process HazardsAnalysis
Quality Assurance
Prestart-Up SafetyReviews
Mechanical Integrity
Management of“Subtle” Change
Emergency Planningand Response
Management of Change
Incident Investigationand Reporting
Contractor Safetyand Performance
Training andPerformance
Process Safety and Risk Management Model
MANAGEMENTLEADERSHIP &COMMITMENT
MANAGEMENTLEADERSHIP &COMMITMENT
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TECHNOLOGY
FACILITIES
PERSONNEL
Process Safety Management
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Technology
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Process Technology
Process Technology describes the process
and operation
Understanding the hazards is the first step
Consists of three parts
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The 3 Parts of Process Technology
Hazards of Materials
Process Design Basis
Equipment Design Basis
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Process Hazards Analysis
Process Hazards Analyses identify,
evaluate, and control hazards
- orderly and methodical approaches
- many people involved
Standard
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Procedures & Safe Practices
Provide clear understanding of operating
parameters and limits for safe operation
They explain the consequences of problems
and the steps necessary to correct and or
avoid them
Developed and documented for each
process g
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Management of Change -Technology
Changes may invalidate prior
assessments
All changes must be rigorously reviewed
Sites must have procedures to manage
changes.
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1984 A large amount of water was put into a methyl
isocyanate tank. The resulting overpressure and related
system failures caused the tank to vent and a large cloud of
gases was released and drifted onto the nearby densely
populated area. The severity of this accident makes it the
worst recorded within the chemical industry, with fatalities
estimated in the thousands, ~2,800 from the immediate
release and possibly up to 15,000 related deaths since.
Bhopal, IndiaTechnology
Industrial Incident #1
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Contributing Factors:
plant modification/change - HAZOP
not recognizing safety critical systems and
their operability
design codes
training and competence
Technology Industrial Incident #1
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1921 Two explosions at the BASF plant killed 430
and destroyed 700 homes. Blasting powder was
being used to breakup storage piles of ammonium
sulphate and ammonium nitrate. This procedure
had been used 16,000 times without mishap. The
4,500 tons of the mixture exploded and left a crater
250 feet in diameter and 50 feet deep.
Tough stuff to set off. But when it goes, it goes !
Oppau, Germany
Technology
Industrial Incident # 2
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Toulouse Grande Paroisse
On Friday September 21,2001 at 10:15 am…..
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Contributing Factor:
not recognizing hazards of materials
Technology Industrial Incident # 2
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Facilities
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Quality Assurance
Quality Assurance “bridges the gap” between
design and installation:
fabrication and parts meet specifications
delivery to the right location
properly assembled and installed
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Pre-Startup Safety Review
Provides a final check for new or modified equipment to ensure the facilities are
“ safe to operate “
Std
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Mechanical Integrity
Process related equipment that contains highly hazardous chemicals must be maintained from the time of design throughout the life of the facility.
Mechanical integrity focuses on system integrity to contain hazardous materials.
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Mechanical Integrity
Deals with:
Maintenance procedures
Training and performance of employees
Quality control
Equipment tests and inspections, including
predictive and preventative maintenance
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Management of “Subtle” Changes
Subtle Changes have led to catastrophic events!
All process changes, including those within the
“documented” process technology, but are not a
replacement-in-kind, must receive appropriate
review and authorization.
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1974 At the Nypro(UK) chemical facility, a
large quantity of cyclohexane vapor was
released when a 20 inch “makeshift”
bypass pipe ruptured. The resulting
massive vapor cloud explosion killed 28
workers.
Flixborough, EnglandFacilities
Industrial Incident # 5
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Contributing Factors:
management of change procedures
design codes
maintenance procedures - recommissioning
plant layout - position of occupied buildings
emergency plan
Facilities
Industrial Incident # 5
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1984 Technicians at the power plant allowed the
fourth reactor to fall to low power levels as part of a
“controlled experiment”. The reactor overheated
causing a meltdown of the core. Explosions blew
the top off the reactor building releasing radioactive
material into the atmosphere for over 10 days. 31
workers were killed and the extent of lingering
health effects has been significant and subject of
debate. It is now entombed.
Chernobyl, Ukraine
Facilities
Industrial Incident # 6
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Contributing Factors:
management of change procedures
equipment/facility design
procedures and safe practices
emergency shutdown plan
Facilities
Industrial Incident # 6
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Personnel
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Training and Performance
Trained employees are an absolute
requirement, and be physically able,
mentally alert and capable of using good
judgment.
Training qualification must be documented.
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Contractors
For contractors working in and around highly hazardous material processes, or performing maintenance/repair on or near a covered process ……….
they are required to comply with same regulations and guidelines as industry /site!
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Investigations are essential to improve
performance
The objective is to find the contributing factors
and implement corrective actions(s)
The degree of the investigation will depend on
severity or potential
Incident Investigation & Reporting
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Management of Change - Personnel
People are the essential ingredient:
process experience
knowledge and skill in managing Process Safety
maintain minimum experience level and knowledge through personnel and organizational changes
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Emergency Planning & Response
Planning and training for potential emergencies are essential for effective response
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Auditing
Auditing must be used to assure that all elements of Process Safety Management are being implemented properly.
Proper auditing must include positive and corrective feedback
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1989 During maintenance work on a
reactor settling leg, a large release of
flammable vapor occurred at the Phillips
66 chemical complex. The result was a
massive vapor cloud explosion, followed
by a series of further explosions and
fires.
Pasadena, Texas
Personnel
Industrial Incident # 3
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Contributing Factors:
site and industry standards for maintenance
not followed
training and competence
work permit system - contractors
positioning of occupied buildings
Personnel
Industrial Incident # 3
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1984 A major fire and a series of catastrophic
explosions occurred at the government owned
and operated PEMEX LPG Terminal.
Approximetly 500 people were killed and the
facility was destroyed. After the intial release, the
first BLEVE occurred. For the next 90 minutes, a
series of BLEVEs followed as other LPG vessels
violently exploded. It started with a ruptured line
and was made worse by failed safey systems and
layout.
Mexico City, Mexico
Personnel
Industrial Incident # 4
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Contributing Factors:
plant layout - the positioning of vessels
emergency isolation
survivability of critical systems
emergency plan and site access
Personnel
Industrial Incident # 4
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Contributing Factors:
unknown at this time
under investigation
Unknown
Industrial Incident # 7
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Auditing
ProcessTechnology Operating
Procedures and Safe Practices
Management ofChange
Process HazardsAnalysis
Quality Assurance
Prestart-Up SafetyReviews
Mechanical Integrity
Management of“Subtle” Change
Emergency Planningand Response
Management of Change
Incident Investigationand Reporting
Contractor Safetyand Performance
Training andPerformance
Process Safety and Risk Management Model
MANAGEMENTLEADERSHIP &COMMITMENT
MANAGEMENTLEADERSHIP &COMMITMENT
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Agenda
� Introduction
� Shift in Beliefs
� The DuPont approach of Process Safety & Risk Management
� Establishing a Safety Culture
� Providing Management Leadership and Committment
� Implementing a comprehensive PS&RM program
� Achieving Operating Excellence through Operating Discipline
� Conclusion
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The Step
Achieving“Operating Excellence”
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Importance of Operating Discipline
The safe manufacture, use and handling of hazardous materials requires
Dedication & Commitment
TECHNOLOGY FACILITIES
PERSONNEL
in the way you manage
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Achieving Operating Excellence through Operational Discipline
OD--What Is It?
Dedication and commitment by every member of the organization to carry out each task the right way every time.
Operating Excellence--What Is It?Operating excellence results when an organization establishes OD and completes all tasks properly, thus contributing to the organization’s goal of achieving business excellence.
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Why is OD Important?
IT HELPS
1. Change a “paper” PSRM program into a reality--an action program.
2. Organizations achieve their goals, because improvement programs are implemented to their fullest.
3. Protect personnel from injury.
4. Protect jobs by helping to prevent the loss of facilities.
5. Ensure a quality product.
6. Keep a business healthy
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Auditing
ProcessTechnology Operating
Procedures and Safe Practices
Management ofChange
Process HazardsAnalysis
Quality Assurance
Prestart-Up SafetyReviews
Mechanical Integrity
Management of“Subtle” Change
Emergency Planningand Response
Management of Change
Incident Investigationand Reporting
Contractor Safetyand Performance
Training andPerformance
Process Safety and Risk Management Model
MANAGEMENTLEADERSHIP &COMMITMENT
MANAGEMENTLEADERSHIP &COMMITMENT
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Agenda
� Introduction
� Shift in Beliefs
� The DuPont approach of Process Safety & Risk Management
� Establishing a Safety Culture
� Providing Management Leadership and Committment
� Implementing a comprehensive PS&RM program
� Achieving Operating Excellence through Operating Discipline
� Conclusion
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Good Safety = Good Business
CONCLUSION I
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CONCLUSION II
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Ďakujem za pozornosť
Danke schön
Thank you
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Thank you very muchPlease contact for any questions
Gerhard Reibersdorfer
Tel: +352 3666 5313
E-mail: [email protected]
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