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![Page 1: Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved. Process Safety in the Workplace Human Involvement Hansjürgen Labudde, SHE.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649d985503460f94a83300/html5/thumbnails/1.jpg)
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Process Safety in the Process Safety in the WorkplaceWorkplace
Human InvolvementHuman 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
IntroductionIntroduction
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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Sales:Sales: $ 6.31 billion$ 6.31 billion
ATOI: ATOI: $ 727 million$ 727 million
Employees: Employees: 18,20018,200
Approx 66% of European sales are produced, refined Approx 66% of European sales are produced, refined or manufactured in the regionor manufactured in the region
DuPont in Europe, Middle East & Africa 2002
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
DuPont locations in the region
Joint ventures
Offices
Plants
R&D/Technical Service Centres
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
IntroductionIntroduction
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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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?Where do you want to be? How fast do you want to get there?How fast do you want to get there?
Dependent
Independent Interdependent
Developing an Organization
Rea
ctiv
e
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
IntroductionIntroduction
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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
• 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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Industrial IncidentsIndustrial Incidents
Unfortunately, that listing was only a Unfortunately, that listing was only a partial (small) list of many incidents partial (small) list of many incidents that have occurred in the energy and that have occurred in the energy and chemical industries worldwide.chemical industries worldwide.
So, what’s the best answer?So, what’s the best answer?
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Process Safety& Risk ManagementProcess Safety& Risk Management
The application of Management Systems to The application of Management Systems to the the IDENTIFICATIONIDENTIFICATION, , UNDERSTANDINGUNDERSTANDING, , and and CONTROLCONTROL of Process Hazards to of Process Hazards to prevent a major fire, explosion, or toxic prevent a major fire, explosion, or toxic release which could lead to a fatality or release which could lead to a fatality or multiple lost workday cases.multiple lost workday cases.
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
The DuPont Approach to 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
IntroductionIntroduction
Shift in Beliefs
The DuPont approach of Process Safety & Risk Management
Establishing a Safety CultureEstablishing 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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
The Step
Establishing the safety culture!
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
The Safety CultureThe Safety Culture 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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
DuPont gun powder barrelsDuPont gun powder barrelsE. I. du Pont de NemoursE. 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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
One Company’s Mission 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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
One Company’s Mission One Company’s Mission m
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Agenda
IntroductionIntroduction
Shift in Beliefs
The DuPont approach of Process Safety & Risk Management
Establishing a Safety CultureEstablishing 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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
The Step
Management Leadershipand Commitment
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Management Leadership in 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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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 Leadership and Commitment
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Agenda
IntroductionIntroduction
Shift in Beliefs
The DuPont approach of Process Safety & Risk Management
Establishing a Safety CultureEstablishing 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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
The Step
Implementation of aComprehensive Process Safety& Risk Management Program
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
AuditingProcess
Technology OperatingProcedures 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
MANAGEMENTMANAGEMENTLEADERSHIP &LEADERSHIP &COMMITMENTCOMMITMENT
MANAGEMENTMANAGEMENTLEADERSHIP &LEADERSHIP &COMMITMENTCOMMITMENT
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
TECHNOLOGY
FACILITIES
PERSONNEL
Process Safety ManagementProcess Safety Management
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
TechnologyTechnology
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Process TechnologyProcess 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 TechnologyThe 3 Parts of Process Technology
Hazards of Materials
Process Design Basis
Equipment Design Basis
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Process Hazards AnalysisProcess Hazards Analysis
Process Hazards Analyses identify,
evaluate, and control hazards
- orderly and methodical approaches
- many people involved
Standard
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Procedures & Safe PracticesProcedures & 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 - Management of Change - TechnologyTechnology
Changes may invalidate prior
assessments
All changes must be rigorously reviewed
Sites must have procedures to manage
changes.
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19841984 A large amount of water was put into a methyl A large amount of water was put into a methyl
isocyanate tank. The resulting overpressure and related isocyanate tank. The resulting overpressure and related system failures caused the tank to vent and a large cloud of system failures caused the tank to vent and a large cloud of gases was released and drifted onto the nearby densely gases was released and drifted onto the nearby densely populated area. The severity of this accident makes it the populated area. The severity of this accident makes it the worst recorded within the chemical industry, with fatalities worst recorded within the chemical industry, with fatalities estimated in the thousands, ~2,800 from the immediate estimated in the thousands, ~2,800 from the immediate release and possibly up to 15,000 related deaths since.release and possibly up to 15,000 related deaths since.
Bhopal, IndiaBhopal, IndiaTechnologyTechnology Industrial Incident #1Industrial 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 Technology Industrial Incident #1Industrial Incident #1
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19211921 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, GermanyOppau, GermanyTechnologyTechnology Industrial Incident # 2Industrial Incident # 2
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Toulouse Grande Paroisse
On Friday September 21,2001 at 10:15 am…..
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Contributing Factor:
not recognizing hazards of materials
Technology Technology Industrial Incident # 2Industrial Incident # 2
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
FacilitiesFacilities
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Quality AssuranceQuality Assurance
Quality Assurance “bridges the gap” between Quality Assurance “bridges the gap” between
design and installation: design and installation:
fabrication and parts meet specificationsfabrication and parts meet specifications
delivery to the right locationdelivery to the right location
properly assembled and installed properly assembled and installed
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Pre-Startup Safety ReviewPre-Startup Safety Review
Provides a final check for new or modified Provides a final check for new or modified equipment to ensure the facilities areequipment to ensure the facilities are
“ “ safe to operate “safe to operate “
Std
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Mechanical IntegrityMechanical Integrity
Process related equipment that contains Process related equipment that contains highly hazardous chemicals must be highly hazardous chemicals must be maintained from the time of design maintained from the time of design throughout the life of the facility.throughout the life of the facility.
Mechanical integrity focuses on system Mechanical integrity focuses on system integrity to contain hazardous materials.integrity to contain hazardous materials.
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Mechanical IntegrityMechanical Integrity
Deals with:Deals with: Maintenance proceduresMaintenance procedures Training and performance of employeesTraining and performance of employees Quality controlQuality control Equipment tests and inspections, including Equipment tests and inspections, including
predictive and preventative maintenancepredictive and preventative maintenance
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Management of “Subtle” ChangesManagement of “Subtle” Changes
Subtle Changes have led to catastrophic events!Subtle Changes have led to catastrophic events!
All process changes, including those within the All process changes, including those within the
“documented” process technology, but are not a “documented” process technology, but are not a
replacement-in-kind, must receive appropriate replacement-in-kind, must receive appropriate
review and authorization.review and authorization.
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19741974 At the Nypro(UK) chemical facility, a At the Nypro(UK) chemical facility, a
large quantity of cyclohexane vapor was large quantity of cyclohexane vapor was released when a 20 inch “makeshift” released when a 20 inch “makeshift” bypass pipe ruptured. The resulting bypass pipe ruptured. The resulting massive vapor cloud explosion killed 28 massive vapor cloud explosion killed 28 workers. workers.
Flixborough, EnglandFlixborough, EnglandFacilitiesFacilities Industrial Incident # 5Industrial 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
FacilitiesFacilities Industrial Incident # 5Industrial Incident # 5
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19841984 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 entombedIt is now entombed..
Chernobyl, UkraineChernobyl, UkraineFacilitiesFacilities Industrial Incident # 6 Industrial Incident # 6
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Contributing Factors:
management of change procedures
equipment/facility design
procedures and safe practices
emergency shutdown plan
FacilitiesFacilities Industrial Incident # 6 Industrial Incident # 6
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PersonnelPersonnel
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Training and PerformanceTraining 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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ContractorsContractors
For contractors working in and around highly For contractors working in and around highly hazardous material processes, or performing hazardous material processes, or performing maintenance/repair on or near a covered maintenance/repair on or near a covered process ……….process ……….
they are required to comply with same they are required to comply with same regulations and guidelines as industry /site!regulations and guidelines as industry /site!
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Investigations are essential to improve Investigations are essential to improve performanceperformance
The objective is to find the contributing factors The objective is to find the contributing factors and implement corrective actions(s)and implement corrective actions(s)
The degree of the investigation will depend on The degree of the investigation will depend on severity or potentialseverity or potential
Incident Investigation & ReportingIncident Investigation & Reporting
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Management of Change - PersonnelManagement of Change - Personnel
People are the essential ingredient:People are the essential ingredient: process experience process experience knowledge and skill in managing Process knowledge and skill in managing Process
SafetySafety maintain minimum experience level and maintain minimum experience level and
knowledge through personnel and knowledge through personnel and organizational changesorganizational changes
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Emergency Planning & ResponseEmergency Planning & Response
Planning and training for potential Planning and training for potential emergencies are essential for effective emergencies are essential for effective responseresponse
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AuditingAuditing
Auditing must be used to assure that all Auditing must be used to assure that all elements of Process Safety Management are elements of Process Safety Management are being implemented properly.being implemented properly.
Proper auditing must include positive and Proper auditing must include positive and corrective feedback corrective feedback
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19891989 During maintenance work on a During maintenance work on a
reactor settling leg, a large release of reactor settling leg, a large release of flammable vapor occurred at the Phillips flammable vapor occurred at the Phillips 66 chemical complex. The result was a 66 chemical complex. The result was a massive vapor cloud explosion, followed massive vapor cloud explosion, followed by a series of further explosions and fires.by a series of further explosions and fires.
Pasadena, TexasPasadena, Texas
PersonnelPersonnel Industrial Incident # 3Industrial 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
PersonnelPersonnel Industrial Incident # 3Industrial Incident # 3
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19841984 A major fire and a series of catastrophic explosions A major fire and a series of catastrophic explosions
occurred at the government owned and operated PEMEX occurred at the government owned and operated PEMEX LPG Terminal. Approximetly 500 people were killed and LPG Terminal. Approximetly 500 people were killed and the facility was destroyed. After the intial release, the first the facility was destroyed. After the intial release, the first BLEVE occurred. For the next 90 minutes, a series of BLEVE occurred. For the next 90 minutes, a series of BLEVEs followed as other LPG vessels violently BLEVEs followed as other LPG vessels violently exploded. It started with a ruptured line and was made exploded. It started with a ruptured line and was made worse by failed safey systems and worse by failed safey systems and layout.layout.
Mexico City, MexicoMexico City, Mexico
PersonnelPersonnel Industrial Incident # 4Industrial 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
PersonnelPersonnel Industrial Incident # 4Industrial Incident # 4
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Contributing Factors:
unknown at this time
under investigation
UnknownUnknown Industrial Incident # 7Industrial Incident # 7
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AuditingProcess
Technology OperatingProcedures 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
MANAGEMENTMANAGEMENTLEADERSHIP &LEADERSHIP &COMMITMENTCOMMITMENT
MANAGEMENTMANAGEMENTLEADERSHIP &LEADERSHIP &COMMITMENTCOMMITMENT
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Agenda
IntroductionIntroduction
Shift in Beliefs
The DuPont approach of Process Safety & Risk Management
Establishing a Safety CultureEstablishing 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 DisciplineImportance of Operating Discipline
The safe manufacture, use and handling of The safe manufacture, use and handling of hazardous materials requires hazardous materials requires
DedicationDedication & & CommitmentCommitment
TECHNOLOGY FACILITIES
PERSONNEL
in the way you managein 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 HELPS1. 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.
AuditingProcess
Technology OperatingProcedures 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
MANAGEMENTMANAGEMENTLEADERSHIP &LEADERSHIP &COMMITMENTCOMMITMENT
MANAGEMENTMANAGEMENTLEADERSHIP &LEADERSHIP &COMMITMENTCOMMITMENT
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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Agenda
IntroductionIntroduction
Shift in Beliefs
The DuPont approach of Process Safety & Risk Management
Establishing a Safety CultureEstablishing 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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Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Thank you very muchPlease contact for any questions
Gerhard Reibersdorfer
Tel: +352 3666 5313E-mail: [email protected]