People, Process, Plant, Gaining a perspective on your barriers with ISRS7-PSM

Global HSE Conference, Rome

Anje Deschoolmeester, Head of Energy Solutions in Benelux and North-Africa9 October 2008

What is Process Safety?

� CCPS defines Process Safety Management as:

“The application of management principles and syste ms to the identification, understanding and control of

process hazards in order to prevent process related injuries and incidents ”.

� In other words:

“Keeping the process inside the pipes and equipment ”What is your Definition?

Process Safety is different fromOccupational Safety

• Not as intuitive as most people lack personal experience

• Needs more robust analysis tools to identify hazards

• The unacceptable consequences need more reliable controls

• Incidents can be massive and have lasting impacts

Co

nse

qu

ence

of

Eve

nts

Likelihood of occurrence

Tolerable Risk

High ConsequenceLow Frequency

Process Safety

Lower ConsequenceHigher Frequency

Occ Safety

Process vs Occupational

Intolerable Risk

Trends in occupational safety

0

1

2

3

4

5

1993

1995

1997

1999

2001

2003

2005

Inci

dent

s pe

r 200

,000

wor

k ho

urs API

Bayer

BP

Chevron Texaco

Concawe

ConocoPhillips

Dow

DuPont

ExxonMobil

OMV

Shell

Trend Line

But major accidents are rare events?

� In January 2005, as part of an internal R&D project, DNV developed a new internal database system to record major incidents and accidents in the refining & petrochemical industry.

� Since its inception, the database has recorded over 1800 incidents, which have been classified as follows

Environmental release

Explosion

Fire

Loss of containment

NumberIncident Type

Production Downtime

Regulatory Fines

Site Evacuation

Injury

Loss of life

NumberConsequence

745

538

369

44

163

276

114

674

219

Leading PSM Performance

� Getting to Base Camp (Emerging) requires that you comply with the standards and have a license to operate.

� Getting to the Summit (Leading) requires that you perform at a much higher level and:

- Understand your operating environment- Are equipped to manage your exposures- Have a competent team to support you- Can communicate what you have achieved- Are focused on your objective

Emerging

Defining

Practicing

Leading

The Process Safety Climb

� To deliver world class asset risk management performance we have to ensure assets are:

- Designed correctly

- Operated correctly- Maintained correctly

� And we need Process Safety Managementsystematics along with competent people and knowledge to prevent performance slipping.

Design it Right

Operate it Right

Maintain it Right

PSM

Barriers - People, Plant & ProcessesH

azar

d

Threat 1

Threat 2

Threat 3

TopEvent

Outcome 1

Outcome 2

Con

sequ

ence

s

Operations

Maintenance

Inspection

Business Processes

Safeguard Safety Critical Element Responsible Person

Prevent

Detect

ControlMitigateRecover

Complexity…..

Managing Process Safety can be complex:

� Many drivers – reputation, strategic plans, license to operate

� Many interfaces – functions, stakeholders, systems

� Many resources – people, knowledge, finance

� Many times – lifecycle approach

The PSM P3 Puzzle�People

�Plant

�Processes

Generally solved by gap analysis and enhancements to existing management systems. Not a standalone PSM system.

Strengthening the barriers…

1. Leadership

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Plant Processes People

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6. Project Management

12. Emergency Preparedness

13. Learning from events

14. Risk Monitoring

15. Results and Review

11. Contractors and Purchasing

10. Asset Management

9. Risk Control

8. Communication and Promotion

7. Training and Competence

5. Compliance Assurance

4. Human Resources

3. Risk Evaluation

2. Planning

Integrated management of HSSEQ, business issues and PSM

Components of Process Safety Assessment

Workplace Verification Questions Physical Barriers Assessment

isrs7psm

isrs7 PSMPerformance

Score

PSM Omega Tool

10�

Performance

7�

9�

6�5�4�3�2�1�

8�

Unscored Scored

PSM Omega Tool

Worksite Verification Questions

� Aims to test the performance of the “people” barriers. This includes looking at the prevalence of a “PSM culture”through assessing the workface :

- Perception of Hazards – Are major hazards, their nature and sources understood?

- Understanding the Controls – Are the relevant controls identified and along with the level of performance expected from them?

- Management of Controls – Are the mechanisms used to ensure the ongoing performance of controls working effectively?

� Scoring criteria are based on the level of maturity of the issues among worksite personnel. - “Missing” indicates no understanding or application of issue. - “Poor” indicates limited knowledge or implementation of the issue. - “Fair” indicates minimum levels of understanding and implementation of the issue.- “Good” Indicates good levels of understanding of the issue and implementation is working

effectively.

Physical Barriers Assessment

Applies the following approaches:

� Sample inspection of site and assets to determine condition

� Verification of onsite records

� Assessment of layout and escalation/ emergency controls.

Approach focuses on the results of the application of the site PSM system and cover typical areas of poor performance such as control of:

� Bypasses and isolations

� Control system overrides

� Locked Close/Locked Open/Normally Close/Normally Open Valves

� Pipe, Flanges and Blinds

� MOV/ROV/Excess Flow (Depressurising) Valve

� Small Bore Fittings (<2") & Conduit

� Control Valves & Check Valves

� Relief Valves and Rupture Discs

� Culverts & Drainage

� Field Instrumentation

� Tankage

� Fired Vessel (Furnace, Incinerator, Main Combustion Chamber, Package Boiler, Gas Turbines, etc.)

� Unfired Pressure Vessel (Column, Vessel, Reactor, Heat Exchangers, etc)

� Rotary Equipment

� Chemical Storage & Usage

� Emergency Equipment

� Electrical controls

isrs7 PSM:for the health of your process business

Based on our experience in assessing client PSM systems we have generated a typical report card for the downstream industries performance on the key issues

These findings are from typically mature clients who are looking to implement PSM

We have used the following scale:

System is suitable and effective

System is not yet effective.

System is lacking in key areas.

Key Issues – The PSM Report Card� PSM Leadership

� Management of Change

� Asset Integrity Management

� Process Safety Information

� Process Hazard Analysis

� Operating Procedures

� PSM in Projects

� Pre-Start-Up Safety Review

Discussion – PSM Report Card� PSM Leadership

� Management of Change

� Asset Integrity Management

� Process Safety Information

� Process Hazard Analysis

� Operating Procedures

� PSM in Projects

� Pre-Start-Up Safety Review

PSM has visibility but poor understanding at senior level. Middle managers not engaged. Action tracking not centralised.

Engineering change covered. Changes logged. Risk assessment not well controlled. Poor handover controls.

Risk based approaches adopted. Asset inventory has gaps. Lack of quality control of execution

No needs assessment. Updating limited to P&IDs. EDMS used to provide access. Old sites generally poorer than new sites.

HAZOP for everything - some set piece studies done. No ongoing programme, quality control or leader development. Lack of process hazard register and understanding of risks.

No needs assessment – organic growth. Inconsistent approach & style. Update process ad-hoc. Human Factors not adequately covered.

No clear PS approach for project. Risk still missing in design processes. Lifecycle view lacking. Standards based culture.

Not formalised or consistent. Reinvented at each T/A. Some punchlisting used. Handover correspondingly weak.

4/10

Good start

, but

could do b

etter