Process Safety Competency a Model 2015 - STFS · Process Safety Competency a Model 2015. ......
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ADVANCING WORLDWIDE CHEMICAL ENGINEERING ADVANCING WORLDWIDE CHEMICAL ENGINEERING I C h e m E S a f e t y C e n t r e IChemE Safety Centre Guidance Process Safety Competency – a Model 2015
Transcript of Process Safety Competency a Model 2015 - STFS · Process Safety Competency a Model 2015. ......
ISCADVANCING
WORLDWIDE
C H E M I CA LENGINEERING
ADVANCING
WORLDWIDE
C H E M I CA LENGINEERING
ISC
IChem
E
Sa
fe
ty
C e n t re
IChemE Safety CentreGuidanceProcess Safety Competency –a Model2015
www.ichemesafetycentre.org
33
Preface
The IChemE Safety Centre (ISC) is an industry-funded and led organisation, focussed on improving process safety through sharing information and learnings. ISC members can nominate specific areas of focus, and ISC leads the development work in these areas, working with personnel from member companies.
Process safety competency was identified as an initial area of work for ISC. Once a specific need was defined by the ISC Advisory Board and the project sponsor, the team set about the project. This consisted of reviewing the current guidance material available on this topic. There are several different organisations that have published guidance on how to establish a process safety competency framework. However, these documents stop short of actually defining different levels of competency for different roles – ie, developing the framework in a generic sense. ISC’s guidance document takes the step to create the generic framework, for different types of roles in an organisation.
This guidance does not address how to establish competency or define certification processes. ISC anticipates further work in establishing how competency can be achieved, once a gap analysis is carried out on the current programmes available against the competency topics defined in this document. Organisations should have their own competency assessment programmes; this document informs the organisation of the process safety competence requirements for each role, so that it can be incorporated into their existing competence framework.
ISC believes that a functional approach to process safety is important to increase people’s understanding of their requirements. This premise is that effective management of process safety requires leadership across six functional elements in an organisation. These are:
■■ knowledge and competence,
■■ engineering and design,
■■ systems and procedures,
■■ assurance,
■■ human factors, and
■■ culture
www.ichemesafetycentre.org
These elements can be thought of as a chain of safety, rather than applied to James Reason’s Swiss Cheese Model1. This is because we do not need failures in all elements to have an incident, but rather multiple failures in one element could result in an incident. The integrity of the chain is in the multiple layers behind it, hence demonstrated knowledge and competency in all elements is required across an organisation.
Lastly, this is a living document and we expect that competency systems will evolve over time. If you have an established process safety competency system that is working well, and differs from the framework described here, please share your example, so we can continue to improve this guidance for everyone.
AcknowledgementsContact the ISCemail: [email protected]
The ISC would like to acknowledge the efforts of the following companies, who participated in the development of this guidance:
■■ Apache Energy – Steve Lyon
■■ ConocoPhillips – Debra Dixon
■■ MMI Engineering – Paul Heierman-Rix and Garry Law
■■ Orica – Simon Farrah
■■ Rio Tinto – Paul Shardlow
■■ Santos – SL Sreedhar
■■ Shell Developments Australia – Todd Busby
■■ Woodside – Gordon Rutter
35
ContentsPreface 3
Acknowledgements 4
Organisational roles 6
Developing the matrix 7
Competency definitions 8
How to use this guidance 9
Appendix 1: Competency matrix 10
Appendix 2: Competency definitions across 21 competency topics 13
Appendix 3: References and further information 29
Appendix 4: Acronyms 30
www.ichemesafetycentre.org
Organisational roles in companies and industries vary significantly. For this reason, we have attempted to provide a list of generic organisational roles that may apply across multiple industries. This means that while your specific job titles may not appear in the list, you should be able to draw a parallel with them.
Roles have been categorised into areas of an organisation and then into more specific applications. See below for role descriptions.
Table 1: Organisational roles
Area Role DescriptionFront line Operator Front-line worker, usually on shift. Responsible for operating the facility.
Sometimes called a process operator or process technician.
Maintainer Front-line worker, usually on shift. Responsible for performing maintenance on the facility.
Supervisor Front-line supervisor, usually on shift. Responsible for managing operators or maintainers on a day-to-day basis.
Engineer Integrity Specialist role responsible for maintaining the integrity of facilities, such as corrosion management, rotating equipment, fixed equipment, etc.
Reliability Specialist role responsible for maintaining the reliability of facilities.
Other technical A technical specialist role, such as human factors, safety instrumented systems, risk management, etc.
Project An engineer involved in projects for the organisation, may be in a design house, at a facility, as well as conducting site supervision for installation works.
Support PS advisor Process safety specialist, responsible for advising organisations on process safety related matters.
PS lead Most senior process safety specialist in an organisation, responsible for advising organisations on process safety related matters.
HSE site Site based health, safety and environment specialist, responsible for advising organisations on their HSE requirements.
HSE corporate Corporate-level health, safety and environment specialist, responsible for advising organisations on their HSE requirements.
Quality assurance
Workers responsible for maintaining quality-based systems in an organisation, such as management systems or document control systems.
Human resources
Workers responsible for recruitment and training processes in an organisation.
Management Manager/superintendent
Managers responsible for day-to-day operations or for part of an organisation.
GM/site manager
Most senior leader at a facility, or a part of an organisation.
Executive Leaders/MDs Executive manager or director, responsible for the operations and strategy of an organisation.
Directors Non-executive directors appointed to a board, responsible for governing an organisation.
Board chair The chair of the board, or president, responsible for setting organisational direction and leadership.
Safety committee chair
Board member delegated the authority to lead the safety committee of the board, similar to the finance director, they chair a specific committee focussed on the safety of the organisation.
Process safety specialist board member
Board members with specific process safety competence. This role has been recommended following several incidents, as it is important to have a person on the board who fully understands process safety, similar to having financially-trained people on a board.
Organisational roles
37
Developing the matrixEstablishing Competency In order to establish a competency framework, it is necessary to determine the topics of competency.
Competency topicsTwenty one topics were defined as requiring specific process safety competency, based on the following guidelines:
■■ Centre for Chemical Process Safety Guidelines for Risk Based Process Safety2
■■ Energy Institute Process Safety Management Elements3
■■ Cogent and UKPIA Guidelines for Competency Management Systems for Downstream and Petroleum Sites4
■■ European Process Safety Centre Process Safety Competence, How to set up a Process Safety Competence Management System5
These topics were then mapped against the six functional elements. Some topics exist across more than one element, therefore the most significant element has been chosen as the primary one.
Table 2: Competency topics
Elements TopicKnowledge & competence Process safety concepts
Hazard identification and risk assessment
Hazard awareness and characterisation associated with the system being operated and the product processed
Project management
Management of major emergencies and emergency preparedness
Engineering & design Safety in design, including systems
Asset integrity – inspection and maintenance
Management of change
Systems & procedures Safe systems analysis
Systems, manuals and drawings
Process and operational status monitoring and handover
Management of operational interfaces
Contractor and supplier selection and management
Defect identification, elimination and root cause analysis
Management of safety critical elements
Incident reporting and investigation
Assurance Legislation and regulations
Codes and standards
Audit, assurance, management review and intervention
Human factors Human factors
Culture Safety leadership commitment, responsibility and workplace culture
Some of these elements have both technical and management aspects to them. Where this is the case, these aspects have been labelled in the competency definition in Appendix 2
www.ichemesafetycentre.org
Competency definitionsCompetency was also defined across a 4-tier scale, based on a combination of the tiers used by both Woodside and Santos. This allows a more granular determination of the competency required across a varied workforce. These tiers are defined below:
Ti
Awareness Has knowledge of theory and displays conceptual understanding. Actively participates in discussions regarding the skill. Performs routine tasks with significant supervision. Learns how to do things.
Basic application Performs fundamental and routine tasks. Requires occasional supervision. Increases functional expertise and ability. Works with others.
Skilled application or proficiency Independent contributor. Integrates work with other disciplines. Frequently mentors or coaches others. Assesses and compares alternative options.
Mastery or expert Advanced experience in the particular skill. Applies creative solutions to complex problems. Defines and drives critical business opportunities and needs. Represents the organisation internally and externally on critical issues. Sets standards within the organisation. Recognised as subject matter expert.
For each topic defined, the specific requirements at each level of competency were developed. Some of these were specified as ‘management’, and others ‘technical’. Where no split was made, the competency was seen to be encompassing. See Appendix 2 for the specific requirements.
An additional category called technical authority (TA) was also added to the matrix. This was to recognise in many organisations there is an individual or group of individuals who are the defined authority for a specific topic. These topics include areas such as rotating equipment, pressure piping, corrosion etc. These authorities are responsible for approving the standards for these topics as well as deviations from these standards.
The requirements for each competency level also assume that the requirements for the lower levels are met and upheld, or are capable of being achieved.
9
How to use this guidanceThis document provides an example of what a competency management framework looks like for process safety. It is up to each individual organisation to determine the best method of implementation. Recommended steps on how to implement the framework are detailed below:
1. Determine the scope
a. is the framework to be applied organisation wide or for individual facilities?
2. Map current roles to the matrix in Appendix 1
a. review the corporate structure to see where roles align with those identified in Table 2.
3. Determine any role gaps
a. identify if all roles are covered adequately.
b. roles may be assessed as part of recruitment processes or development planning.
4. Conduct gap analysis for existing role competencies against the matrices in Appendices 1 and 2. This is best done as a combined activity with the process safety lead in an organisation and the human resources organisational development specialist. This is because the gap assessment needs to address both the technical aspects as well as how the competency framework is administered in an organisation.
a. Identify lack of competencies and the required improvements.
5. Develop action plans to address role and competency gaps. Competency gaps may be addressed by one or more of the following improvement options:
a. Formal training course
b. Implementing a procedure/system
c. Being part of a process/activity
d. Audit of a procedure/system
e. Closing a system gap
f. Developing a link with another site
g. Finding and working with a mentor
h. Reviewing a best practice system
6. Revise the process during organisational changes or periodically at defined intervals
a. maintenance of a framework is vital to ensure it stays relevant and accurate.
b. use metrics to monitor the implementation and health of the framework (refer to IChemE Safety Centre Guidance Lead Process Safety Metrics – selecting, tracking and learning6)
www.ichemesafetycentre.org
Appendix 1: Competency matrix1. Awareness Has knowledge of theory and displays conceptual understanding.
Actively participates in discussions regarding the skill. Performs routine tasks with significant supervision. Learns how to do things.
T Technical elements
2. Basic application Performs fundamental and routine tasks. Requires occasional supervision. Increases functional expertise and ability. Works with others.
M Management elements
3. Skilled application/ Proficient
Independent contributor. Integrates work with other disciplines. Frequently mentors or coaches others. Assesses and compares alternatives and opportunities. Builds networks with others skilled in application or mastery.
TA Technical authority role responsibilities
4. Mastery/expert Advanced experience in the particular skill. Applies creative solutions to complex problems. Defines and drives critical business opportunities and needs. Represents the organisation internally and externally on critical issues. Sets standards within the organisation. Recognised as subject matter expert.
NA Not applicable or no role requirement.
Fron
t lin
e
Engi
neer
ing
Sup
por
t fu
ncti
ons
Man
agem
ent
Exec
utiv
es
Competency element
Ope
rato
r
Mai
ntai
ner
Supe
rvis
or
Inte
grity
Rel
iabi
lity
Oth
er te
ch
Proj
ect
PS a
dvis
or
PS le
ad
HSE
site
HSE
Cor
p
QA
HR
Man
ager
/ s
uper
inte
nden
t
GM
/site
man
ager
Lead
ers/
MD
Gen
eral
boa
rd m
embe
r
Boa
rd c
hair
Safe
ty c
omm
ittee
cha
ir
Proc
ess
safe
ty s
peci
alis
t boa
rd m
embe
rProcess safety concepts 2 2 3 2 2 2 2 3 4 2 3 2 1 3 3 3 2 2 3 4
Hazard identification and risk assessment
2 2 2 2 2 2 2 3 4 TA
3 3 1 1 2 2 1 1 2 2 2
Hazard awareness and characterisation associated with the system being operated and product processed
2 2 2 3 3 4 TA
3 3 4 TA
1 3 1 1 3 2 2 1 2 2 3
Project management 1 1 2 3 3 4 4 3 4 1 3 1 NA 2 2 2 1 2 1 3
Management of major emergencies and emergency preparedness
2 2 3 2 2 2 2 3 4 3 4 1 1 4 3 3 1 3 3 3
Safety in design including systems
1 1 1 3 3 4 TA
3 1 2 1 2 1 NA 1 1 1 1 1 1 1
Asset integrity – inspection and maintenance
1 2 3 4 4 4 TA
2 2 2 2 1 1 NA 3T 2 1 1 1 1 4
Management of change 1 1 2 3 3 3 3 3 4 3 3 1 2 2 2 2 1 2 3 3
11
Fron
t lin
e
Engi
neer
ing
Sup
por
t
func
tion
s
Man
agem
ent
Exec
utiv
es
Competency element
Ope
rato
r
Mai
ntai
ner
Supe
rvis
or
Inte
grity
Rel
iabi
lity
Oth
er te
ch
Proj
ect
PS a
dvis
or
PS le
ad
HSE
site
HSE
Cor
p
QA
HR
Man
ager
/ s
uper
inte
nden
t
GM
/site
man
ager
Lead
ers/
MD
Gen
eral
boa
rd m
embe
r
Boa
rd c
hair
Safe
ty c
omm
ittee
cha
ir
Proc
ess
safe
ty s
peci
alis
t boa
rd m
embe
r
Safety systems analysis 1 1 2 3 3 4
TA
3 2 3 1 3 1 NA 2 2 2 1 1 1 2
Systems, manuals and drawings
1 1 3 4 4 4 4 2 3 1 3 4
TA
NA 1 1 NA NA NA NA 1
Process & operational status monitoring & handover
2 2 3 2 2 4 1 1 1 1 1 NA NA 3 1 1 1 1 1 1
Management of operational interfaces
1 1 2 1 2 1 2 1 3 3 4 NA NA 4T 4
M
4
M
1 1 3 3
Contractor & supplier selection and management
1 1 2 3 3 4 3 2 3 2 1 2 1 3 2 1 1 1 1 1
Defect identification, elimination and RCA
1 2 2 3 3 4
TA
2 2 3 2 3 NA NA 2 1 1 1 1 1 1
Management of safety critical elements
2 2 3 4 4 4
TA
3T 3 4 2 3 3 T NA 1 1 1 1 1 1 3M
Incident reporting and investigation
2 2 3 2 2 2 2 2 3 4
TA
4 2 1 3 4 1 1 1 1 4
Legislation and regulations
1 1 2 2 2 3
TA
2 3 4 2 4 1 1 2 2 3 2 3 3 3
Codes and Standards 1 1 2 2 2 3
TA
2 3 4 2 4 1 1 2 2 1 1 2 1 3
Audit, assurance, management review and intervention
1 1 2 2 2 2 2 3 3 3 4 4 1 2 2 2 2 2 2 4
Human factors 2 2 3 1 1 4
TA
2 3 3 3 4 1 or NA
2 2 2 1 1 3 3 4
Safety leadership commitment, responsibility and workplace culture
2 2 3 2 2 2 2 3 4T 3 4M 2 2 3 4M 4M 4M 4M 4M 4M
www.ichemesafetycentre.org
13
App
endi
x 2:
C
ompe
tenc
y de
finiti
ons a
cros
s 21
com
pete
ncy
topi
csPr
ofici
ency
ra
ting
Des
crip
tion
1. A
war
enes
sH
as k
now
ledg
e of
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t sup
ervi
sion
. Le
arns
how
to d
o th
ings
.
2. B
asic
app
licat
ion
Perf
orm
s fu
ndam
enta
l and
rout
ine
task
s. R
equi
res
occa
sion
al s
uper
visi
on. I
ncre
ases
func
tiona
l exp
ertis
e an
d ab
ility
. Wor
ks w
ith o
ther
s.
3.
Skill
ed
A
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed in
app
licat
ion
or m
aste
ry.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
and
ext
erna
lly o
n cr
itica
l iss
ues.
Set
s st
anda
rds
with
in th
e or
gani
satio
n. R
ecog
nise
d as
sub
ject
mat
ter e
xper
t.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
–
awar
enes
sC
omp
eten
cy le
vel 2
–
Bas
ic a
pp
licat
ion
Com
pet
ency
leve
l 3 –
Sk
illed
ap
plic
atio
n/p
rofi
cien
tC
omp
eten
cy le
vel 4
–
Mas
tery
/Exp
ert
Kno
wle
dge
&
com
pet
ency
Proc
ess
safe
ty c
once
pts
Aw
are
of p
roce
ss s
afet
y co
ncep
ts, e
g 6
pilla
rs.
Aw
are
of th
e si
mila
ritie
s an
d di
ffere
nces
bet
wee
n pr
oces
s sa
fety
, per
sona
l saf
ety
and
thei
r ha
zard
s.
App
lies
proc
ess
safe
ty c
once
pts
into
dai
ly w
ork
activ
ities
.M
ento
rs o
ther
s in
pro
cess
sa
fety
.
Com
mun
icat
es p
roce
ss s
afet
y co
ncep
ts w
ith ta
rget
aud
ienc
es
and
stak
ehol
ders
.
Iden
tifies
lear
ning
s fr
om p
ast
proc
ess
safe
ty e
vent
s.
Proc
ess
safe
ty s
ubje
ct m
atte
r ex
pert
.
Des
igns
pro
cess
saf
ety
awar
enes
s se
ssio
ns fo
r var
ious
le
vels
with
in c
ompa
ny.
Com
mun
icat
es p
roce
ss s
afet
y is
sues
and
pro
gram
mes
with
le
ader
ship
/man
agem
ent t
eam
an
d ga
ins
thei
r sup
port
.
Link
s le
arni
ngs
from
pas
t eve
nts
to p
roce
ss s
afet
y fr
amew
ork.
www.ichemesafetycentre.org
Kno
wle
dge
&
com
pet
ency
Haz
ard
iden
tifica
tion
and
risk
asse
ssm
ent
Aw
are
of b
asic
haz
ard
iden
tifica
tion
proc
esse
s (e
g St
ep
Bac
k 5x
5, JH
A, e
tc) a
nd w
here
th
ey a
re u
sed.
Aw
are
of w
here
to lo
cate
risk
re
gist
ers/
safe
ty c
ase.
Aw
are
of th
e te
rms,
haz
ard,
risk
, co
ntro
l, as
low
as
reas
onab
ly
prac
ticab
le (A
LAR
P).
Aw
are
of th
e sa
fe s
yste
ms
of
wor
k to
ols
– PT
W, i
sola
tions
, sa
fe w
ork
met
hod
stat
emen
ts.
Part
icip
ates
in ri
sk a
sses
smen
t pr
oces
ses.
Und
erst
ands
the
way
pro
cess
sa
fety
haz
ards
are
con
trol
led,
an
d w
hat t
hose
con
trol
s ar
e an
d ho
w e
ffect
ive
they
are
.
Und
erst
ands
the
term
s sa
fety
ca
se, l
oss
of c
onta
inm
ent
(LO
C),
haz
ard
iden
tifica
tion
(HA
ZID
), h
azar
d an
d op
erab
ility
st
udy
(HA
ZOP)
and
laye
rs o
f pr
otec
tion
(LO
PA).
Impl
emen
ts s
afe
syst
ems
of
wor
k in
clud
ing
PTW
, iso
latio
n pr
oced
ures
and
saf
e w
ork
met
hod
stat
emen
ts in
to e
very
da
y w
ork
activ
ities
.
Men
tors
oth
er in
con
duct
ing
risk
asse
ssm
ents
.
Iden
tifies
who
nee
ds to
be
invo
lved
in th
e de
velo
pmen
t of
haza
rd id
entifi
catio
n pr
oces
ses
Faci
litat
es ri
sk a
sses
smen
t pr
oces
ses
such
as
HA
ZID
, H
AZO
P, Q
RA
, LO
PA, b
ow ti
e,
faul
t tre
e an
d ev
ent t
ree.
Man
ages
the
risk
asse
ssm
ent
proc
ess,
incl
udin
g:
- A
gree
ing
the
purp
ose
and
scop
e of
the
HA
ZID
/HA
ZOP/
QR
A;
- Ide
ntify
ing
appr
opria
te
pers
onne
l and
HA
ZID
/HA
ZOP/
QR
A to
ols;
- Ens
urin
g su
ffici
ent r
esou
rces
an
d tim
e ar
e al
loca
ted;
- Cle
arly
defi
ning
repo
rtin
g pr
oces
ses
and
stud
y bo
unda
ries
acco
rdin
g to
the
purp
ose
and
scop
e;
- Col
latin
g ap
prop
riate
ba
ckgr
ound
info
rmat
ion
and
stud
ies,
suc
h as
his
toric
al
inci
dent
dat
a;
Subj
ect m
atte
r exp
ert f
or h
azar
d id
entifi
catio
n an
d ris
k co
ntro
l.
Iden
tifies
whe
re s
afe
syst
em o
f w
ork
need
to b
e de
velo
ped.
Enga
ges
with
lead
ersh
ip
team
to p
rovi
de re
sour
ces
for
iden
tifica
tion
and
asse
ssm
ent.
Mas
tery
in c
onse
quen
ce
mod
ellin
g co
ncep
ts a
nd d
etai
ls.
Dev
elop
s ris
k cr
iteria
.
Dev
elop
s co
ntro
l str
ateg
ies
– eg
from
inhe
rent
ly s
afer
de
sign
thro
ugh
to e
mer
genc
y re
spon
se.
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t sup
ervi
sion
. Lea
rns
how
to d
o th
ings
.
2. B
asic
ap
plic
atio
nPe
rfor
ms
fund
amen
tal a
nd ro
utin
e ta
sks.
Req
uire
s oc
casi
onal
sup
ervi
sion
. Inc
reas
es fu
nctio
nal e
xper
tise
and
abili
ty. W
orks
with
oth
ers.
3. S
kille
d
A
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed
in a
pplic
atio
n or
mas
tery
.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
an
d ex
tern
ally
on
criti
cal i
ssue
s. S
ets
stan
dard
s w
ithin
the
orga
nisa
tion.
Rec
ogni
sed
as s
ubje
ct m
atte
r exp
ert.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
– a
war
enes
sC
omp
eten
cy le
vel 2
–
Bas
ic a
pp
licat
ion
Com
pet
ency
leve
l 3 –
Sk
illed
ap
plic
atio
n/p
rofi
cien
tC
omp
eten
cy le
vel 4
– M
aste
ry/
Exp
ert
15
- A
gree
ing
the
inte
rpre
tatio
n of
maj
or a
ccid
ent e
vent
(MA
E)
that
is c
onsi
sten
t with
the
Reg
ulat
ions
and
rele
vant
to th
e fa
cilit
y.
Rea
ds, i
nter
pret
s, re
view
s,
and
corr
ects
cau
se a
nd e
ffect
di
agra
ms
and
SAFE
cha
rts
(saf
ety
anal
ysis
func
tion
eval
uatio
n ch
art)
.
Faci
litat
es th
e de
velo
pmen
t of
safe
sys
tem
s of
wor
k.
App
lies
the
pros
and
con
s of
ea
ch a
sses
smen
t met
hod
in
sele
ctin
g th
e co
rrec
t met
hod.
Abl
e to
dem
onst
rate
un
ders
tand
ing
and
appl
icat
ion
of re
duci
ng p
ublic
risk
as
it ap
plie
s to
pro
cess
saf
ety.
Kno
wle
dge
&
com
pet
ency
Haz
ard
awar
enes
s an
d ch
arac
teris
atio
n as
soci
ated
with
th
e sy
stem
bei
ng o
pera
ted
and
prod
uct p
roce
ssed
App
lies
to s
peci
fic h
azar
ds o
f fa
cilit
y or
org
anis
atio
n
Aw
are
of th
e re
leva
nt p
roce
sses
oc
curr
ing
in a
rea
of p
lant
/eq
uipm
ent.
Aw
are
of th
e ris
ks a
ssoc
iate
d w
ith th
e pr
oces
s oc
curr
ing
in
the
area
/equ
ipm
ent.
App
lies
to s
peci
fic h
azar
ds o
f fa
cilit
y or
org
anis
atio
n
Und
erst
ands
the
perf
orm
ance
in
dica
tors
that
gov
ern
the
safe
ty
of th
e pr
oces
s.
Und
erst
ands
the
trig
gers
for
actio
n, th
e im
port
ance
to a
ct,
and
wha
t act
ion
is re
quire
d
List
s an
d im
plem
ents
all
oper
atin
g pr
oced
ures
.
Abl
e to
des
crib
e an
d ap
ply
tool
s av
aila
ble.
App
lies
to s
peci
fic h
azar
ds o
f fa
cilit
y or
org
anis
atio
n
Abl
e to
inte
rpre
t wha
t pe
rfor
man
ce in
dica
tors
mea
n in
term
s of
the
safe
ty o
f the
pr
oces
s.
Abl
e to
mak
e or
aut
horis
e ch
ange
s to
cor
rect
the
situ
atio
n.
Abl
e to
trou
bles
hoot
pro
blem
s.
Abl
e to
dev
elop
and
re
com
men
d pr
oced
ures
.
Rec
ogni
ses
the
phys
ical
an
d ch
emic
al p
rope
rtie
s of
th
e m
ater
ials
that
are
bei
ng
proc
esse
d.
Abl
e to
trai
n an
d m
ento
r oth
ers.
App
lies
to s
peci
fic h
azar
ds o
f fa
cilit
y or
org
anis
atio
n
Mas
tery
in d
escr
ibin
g th
e pr
oces
s ph
ysic
s an
d ch
emis
try
and
how
they
are
con
trol
led
and
influ
ence
d.
Mas
tery
in d
efini
ng th
e ba
sis
of
safe
ty fo
r the
faci
lity
incl
udin
g un
ders
tand
ing
prev
ious
in
cide
nts.
www.ichemesafetycentre.org
Kno
wle
dge
&
com
pet
ency
Proj
ect m
anag
emen
tA
war
e of
ow
n de
liver
able
s an
d ro
le in
ach
ievi
ng th
e pr
ojec
t ou
tcom
es.
Del
iver
s on
allo
cate
d ta
sks
and
resp
onsi
bilit
ies
with
in re
quire
d tim
efra
mes
.
Aw
are
of th
at th
ere
is a
pro
ject
m
anag
emen
t pro
cess
.
Und
erst
ands
team
dyn
amic
s an
d ho
w th
is a
ffect
s w
orki
ng
rela
tions
hips
at d
iffer
ent s
tage
s of
pro
ject
.
Bui
lds
cons
truc
tive
rela
tions
hips
w
ith te
am m
embe
rs.
Und
erst
ands
the
perf
orm
ance
cr
iteria
that
the
proj
ect i
s du
e to
del
iver
on
– un
ders
tand
ing
scop
e of
pro
ject
.
Und
erst
ands
pro
cess
saf
ety
stag
es o
f the
pro
ject
– e
g ris
k as
sess
men
ts, s
iting
stu
dies
etc
.
Rec
ogni
ses
the
role
s an
d re
latio
nshi
ps o
f the
pro
ject
m
anag
er, p
roje
ct te
am a
nd
othe
r sta
keho
lder
s an
d is
abl
e to
com
pete
ntly
man
age
thos
e re
latio
nshi
ps.
Bui
lds
cons
truc
tive
rela
tions
hips
w
ith in
tern
al a
nd e
xter
nal
vend
ors
ensu
ring
clea
r rol
es a
nd
resp
onsi
bilit
ies.
Initi
ates
and
mai
ntai
ns
cont
ract
ual c
ondi
tions
and
re
latio
nshi
ps.
Rec
ogni
ses
the
gatin
g/pr
ojec
t st
ages
pro
cess
with
resp
ect t
o in
clud
ing
inhe
rent
ly s
afer
des
ign
inpu
t.
Rec
ogni
ses
whe
n to
app
ly
rele
vant
risk
man
agem
ent
proc
esse
s.
Defi
nes
proj
ect m
anag
emen
t pr
oces
s an
d ho
w it
alig
ns w
ith
proc
ess
safe
ty n
eeds
.
Abl
e to
iden
tify
and
enga
ge
subj
ect m
atte
r exp
erts
whe
n re
quire
d fo
r pro
cess
saf
ety
aspe
ct.
Kno
wle
dge
&
com
pet
ency
Man
agem
ent o
f maj
or
emer
genc
ies
and
emer
genc
y pr
epar
edne
ss
Aw
are
of e
scap
e ro
utes
, m
uste
r poi
nts
and
emer
genc
y ev
acua
tion
proc
edur
es.
Aw
are
of o
wn
role
in a
n em
erge
ncy.
Aw
are
of m
ajor
inci
dent
sc
enar
ios.
Aw
are
of h
ow to
initi
ate
emer
genc
y re
spon
se –
eg
rais
e al
arm
.
Abl
e to
pla
y a
role
in e
mer
genc
y re
spon
se a
s no
min
ated
.
Und
erst
ands
how
to e
scal
ate
emer
genc
y al
arm
, eg
calli
ng
emer
genc
y se
rvic
es/r
espo
nse.
Abl
e to
pla
n an
d un
dert
ake
emer
genc
y ex
erci
ses.
Ensu
res
team
mem
bers
are
aw
are
of e
mer
genc
y re
spon
se
plan
and
thei
r ind
ivid
ual r
oles
an
d th
at o
f the
em
erge
ncy
resp
onse
team
.
Abl
e to
dec
ide
on re
spon
se
actio
ns a
nd d
irect
peo
ple.
Dev
elop
em
erge
ncy
resp
onse
pl
an b
ased
on
maj
or in
cide
nt
scen
ario
s an
d re
sults
of
cons
eque
nce
mod
ellin
g.
Abl
e to
mon
itor e
ffect
iven
ess
of
resp
onse
act
iviti
es.
Enga
ge w
ith e
xter
nal
emer
genc
y se
rvic
es a
nd th
ird
part
ies.
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t sup
ervi
sion
. Lea
rns
how
to d
o th
ings
.
2. B
asic
ap
plic
atio
nPe
rfor
ms
fund
amen
tal a
nd ro
utin
e ta
sks.
Req
uire
s oc
casi
onal
sup
ervi
sion
. Inc
reas
es fu
nctio
nal e
xper
tise
and
abili
ty. W
orks
with
oth
ers.
3. S
kille
d
A
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed
in a
pplic
atio
n or
mas
tery
.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
an
d ex
tern
ally
on
criti
cal i
ssue
s. S
ets
stan
dard
s w
ithin
the
orga
nisa
tion.
Rec
ogni
sed
as s
ubje
ct m
atte
r exp
ert.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
– a
war
enes
sC
omp
eten
cy le
vel 2
–
Bas
ic a
pp
licat
ion
Com
pet
ency
leve
l 3 –
Sk
illed
ap
plic
atio
n/p
rofi
cien
tC
omp
eten
cy le
vel 4
– M
aste
ry/
Exp
ert
17
Kno
wle
dge
&
com
pet
ency
Proj
ect m
anag
emen
tA
war
e of
ow
n de
liver
able
s an
d ro
le in
ach
ievi
ng th
e pr
ojec
t ou
tcom
es.
Del
iver
s on
allo
cate
d ta
sks
and
resp
onsi
bilit
ies
with
in re
quire
d tim
efra
mes
.
Aw
are
of th
at th
ere
is a
pro
ject
m
anag
emen
t pro
cess
.
Und
erst
ands
team
dyn
amic
s an
d ho
w th
is a
ffect
s w
orki
ng
rela
tions
hips
at d
iffer
ent s
tage
s of
pro
ject
.
Bui
lds
cons
truc
tive
rela
tions
hips
w
ith te
am m
embe
rs.
Und
erst
ands
the
perf
orm
ance
cr
iteria
that
the
proj
ect i
s du
e to
del
iver
on
– un
ders
tand
ing
scop
e of
pro
ject
.
Und
erst
ands
pro
cess
saf
ety
stag
es o
f the
pro
ject
– e
g ris
k as
sess
men
ts, s
iting
stu
dies
etc
.
Rec
ogni
ses
the
role
s an
d re
latio
nshi
ps o
f the
pro
ject
m
anag
er, p
roje
ct te
am a
nd
othe
r sta
keho
lder
s an
d is
abl
e to
com
pete
ntly
man
age
thos
e re
latio
nshi
ps.
Bui
lds
cons
truc
tive
rela
tions
hips
w
ith in
tern
al a
nd e
xter
nal
vend
ors
ensu
ring
clea
r rol
es a
nd
resp
onsi
bilit
ies.
Initi
ates
and
mai
ntai
ns
cont
ract
ual c
ondi
tions
and
re
latio
nshi
ps.
Rec
ogni
ses
the
gatin
g/pr
ojec
t st
ages
pro
cess
with
resp
ect t
o in
clud
ing
inhe
rent
ly s
afer
des
ign
inpu
t.
Rec
ogni
ses
whe
n to
app
ly
rele
vant
risk
man
agem
ent
proc
esse
s.
Defi
nes
proj
ect m
anag
emen
t pr
oces
s an
d ho
w it
alig
ns w
ith
proc
ess
safe
ty n
eeds
.
Abl
e to
iden
tify
and
enga
ge
subj
ect m
atte
r exp
erts
whe
n re
quire
d fo
r pro
cess
saf
ety
aspe
ct.
Kno
wle
dge
&
com
pet
ency
Man
agem
ent o
f maj
or
emer
genc
ies
and
emer
genc
y pr
epar
edne
ss
Aw
are
of e
scap
e ro
utes
, m
uste
r poi
nts
and
emer
genc
y ev
acua
tion
proc
edur
es.
Aw
are
of o
wn
role
in a
n em
erge
ncy.
Aw
are
of m
ajor
inci
dent
sc
enar
ios.
Aw
are
of h
ow to
initi
ate
emer
genc
y re
spon
se –
eg
rais
e al
arm
.
Abl
e to
pla
y a
role
in e
mer
genc
y re
spon
se a
s no
min
ated
.
Und
erst
ands
how
to e
scal
ate
emer
genc
y al
arm
, eg
calli
ng
emer
genc
y se
rvic
es/r
espo
nse.
Abl
e to
pla
n an
d un
dert
ake
emer
genc
y ex
erci
ses.
Ensu
res
team
mem
bers
are
aw
are
of e
mer
genc
y re
spon
se
plan
and
thei
r ind
ivid
ual r
oles
an
d th
at o
f the
em
erge
ncy
resp
onse
team
.
Abl
e to
dec
ide
on re
spon
se
actio
ns a
nd d
irect
peo
ple.
Dev
elop
em
erge
ncy
resp
onse
pl
an b
ased
on
maj
or in
cide
nt
scen
ario
s an
d re
sults
of
cons
eque
nce
mod
ellin
g.
Abl
e to
mon
itor e
ffect
iven
ess
of
resp
onse
act
iviti
es.
Enga
ge w
ith e
xter
nal
emer
genc
y se
rvic
es a
nd th
ird
part
ies.
Engi
neer
ing
&
des
ign
Safe
ty in
des
ign
incl
udin
g sy
stem
sA
war
e th
at th
ere
are
law
s,
code
s, a
nd re
gula
tions
pe
rtai
ning
to s
afe
proc
ess/
faci
lity
desi
gn, c
onst
ruct
ion,
and
op
erat
ion.
App
lies
law
s, c
odes
, and
re
gula
tions
per
tain
ing
to
safe
pro
cess
/fac
ility
des
ign,
co
nstr
uctio
n, a
nd o
pera
tion
in
desi
gn.
Dev
elop
s sh
utdo
wn/
cont
rol
logi
c fo
r sim
ple
faci
litie
s.
App
lies
cost
effe
ctiv
e in
stru
men
tatio
n to
ach
ieve
the
nece
ssar
y re
dund
ancy
and
in
depe
nden
ce o
f con
trol
s an
d sa
fety
sys
tem
s.
Dev
elop
s an
d si
zes
depr
essu
ring
syst
ems
that
ac
coun
t for
failu
re m
odes
and
eff
ects
.
Ass
ists
with
fire
and
exp
losi
on
anal
ysis
to d
eter
min
e co
nseq
uenc
e of
poo
l and
jet
fires
and
pot
entia
l to
esca
late
.
Dev
elop
s fir
e pr
otec
tion
requ
irem
ents
for s
impl
e fa
cilit
ies.
Dev
elop
s de
sign
s fo
r eva
cuat
ion
of fa
cilit
ies.
Con
duct
s si
mpl
e di
sper
sion
an
alys
is to
pro
vide
inpu
t for
de
taile
d di
sper
sion
mod
ellin
g.
Inst
rum
enta
tion
spec
ialis
ts in
de
sign
of t
he o
ptim
um fi
re/g
as/
toxi
c de
tect
ion
syst
ems.
Miti
gate
s lik
elih
oods
via
m
echa
nica
l int
egrit
y th
roug
h m
ater
ials
sel
ectio
n, m
aint
enan
ce
and
insp
ectio
n pr
actic
es,
oper
atio
nal p
ract
ices
incl
udin
g co
rros
ion
inhi
bitio
n, a
nd
inst
rum
enta
tion
(LO
PA) a
nd
shut
dow
n/de
pres
surin
g sy
stem
s.
Des
igns
sim
ple
syst
ems
in th
e ab
senc
e of
law
s, c
odes
and
re
gula
tions
.
App
lies
SIL
met
hodo
logy
to
cont
rol
mea
sure
s to
info
rm
criti
calit
y an
d cr
iteria
.
Lead
s, e
valu
ates
, and
del
iver
s so
lutio
ns fo
r any
of t
he s
afet
y sy
stem
des
ign
elem
ents
for
com
plex
faci
litie
s.
Des
igns
faci
litie
s us
ing
unde
rsta
ndin
g of
rela
tive
valu
e of
miti
gatin
g th
e lik
elih
ood
of
an e
vent
ver
sus
miti
gatin
g th
e co
nseq
uenc
e.
Use
s ris
k as
sess
men
ts to
dec
ide
how
to m
itiga
te c
onse
quen
ces
eg v
ia fa
cilit
y si
ting,
pla
nt la
yout
, sc
rubb
ing
and
disp
ersi
on
devi
ces,
egr
ess
and
evac
uatio
n de
sign
, fire
pro
tect
ion,
fire
an
d ex
plos
ion
anal
ysis
and
de
tect
ion.
Dev
elop
s co
mpa
ny d
esig
n st
anda
rds.
Det
erm
ines
ade
quac
y of
con
trol
–
ALA
RP,
defi
ning
pro
cess
to b
e fo
llow
ed.
Des
igns
com
plex
sys
tem
s in
th
e ab
senc
e of
law
s, c
odes
and
re
gula
tions
.
Prov
ides
com
preh
ensi
ve s
afet
y sy
stem
s de
sign
sol
utio
ns fo
r si
ngle
uni
t fac
ilitie
s off
shor
e an
d m
ediu
m c
ompl
exity
uni
ts
onsh
ore
– eg
sim
ple
sing
le tr
ain
gas
trea
ting/
proc
essi
ng fa
cilit
y.
www.ichemesafetycentre.org
Engi
neer
ing
&
des
ign
Ass
et in
tegr
ity –
insp
ectio
n an
d m
aint
enan
ce.
Aw
are
that
ass
ets
requ
ire
insp
ectio
n an
d m
aint
enan
ce to
en
sure
inte
grity
.
Aw
are
of w
hich
ass
ets
form
cr
itica
l con
trol
s.
Supp
orts
con
ditio
n m
onito
ring
regi
mes
.
Abl
e to
trac
k an
d re
port
pe
rfor
man
ce c
riter
ia, a
nd w
hen
asse
ts a
re n
ot m
eetin
g cr
iteria
.
Und
erst
ands
impo
rtan
ce o
f de
sign
sta
ndar
ds e
g qu
ality
fla
nge
man
agem
ent,
smal
l-bor
e tu
bing
requ
irem
ents
etc
.
Und
erst
ands
how
relia
bilit
y an
d m
aint
aina
bilit
y co
mbi
ne to
pr
edic
t ava
ilabi
lity.
Und
erst
ands
/can
exp
lain
re
liabi
lity,
ava
ilabi
lity
and
mai
ntai
nabi
lity
(RA
M) s
tudy
m
etric
s.
Perf
orm
s ro
utin
e m
aint
enan
ce
on p
lant
and
equ
ipm
ent (
whe
re
qual
ified
).
Tech
nica
l ele
men
ts
Abl
e to
sup
ervi
se m
aint
enan
ce
and
insp
ectio
n ac
tiviti
es.
Rev
iew
s m
aint
enan
ce a
nd
insp
ectio
n re
sults
and
tren
ds
Dev
elop
how
in-fi
eld
perf
orm
ance
is m
easu
red
Man
agem
ent
elem
ents
Abl
e to
sch
edul
e m
aint
enan
ce
and
insp
ectio
n ac
tiviti
es.
Con
duct
per
iodi
c re
view
s of
as
set p
erfo
rman
ce a
nd ri
sk
leve
ls.
Prom
otes
ass
et in
tegr
ity.
Iden
tifies
risk
s to
ass
et in
tegr
ity.
Defi
nes
mai
nten
ance
and
in
spec
tion
regi
me.
Defi
nes
spec
ific
mai
nten
ance
an
d in
spec
tion
proc
edur
es a
nd
spec
ifica
tions
.
Inte
rpre
ts m
aint
enan
ce a
nd
insp
ectio
n da
ta a
nd m
akes
de
cisi
on b
ased
on
it, e
g co
rros
ion,
fixe
d eq
uipm
ent,
rota
ting
equi
pmen
t.
Subj
ect m
atte
r exp
erts
in th
eir
field
.
Aut
horis
es li
fe e
xten
sion
s or
cha
nges
to in
spec
tion
prog
ram
mes
.
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t sup
ervi
sion
. Lea
rns
how
to d
o th
ings
.
2. B
asic
ap
plic
atio
nPe
rfor
ms
fund
amen
tal a
nd ro
utin
e ta
sks.
Req
uire
s oc
casi
onal
sup
ervi
sion
. Inc
reas
es fu
nctio
nal e
xper
tise
and
abili
ty. W
orks
with
oth
ers.
3. S
kille
d
A
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed
in a
pplic
atio
n or
mas
tery
.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
an
d ex
tern
ally
on
criti
cal i
ssue
s. S
ets
stan
dard
s w
ithin
the
orga
nisa
tion.
Rec
ogni
sed
as s
ubje
ct m
atte
r exp
ert.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
– a
war
enes
sC
omp
eten
cy le
vel 2
–
Bas
ic a
pp
licat
ion
Com
pet
ency
leve
l 3 –
Sk
illed
ap
plic
atio
n/p
rofi
cien
tC
omp
eten
cy le
vel 4
– M
aste
ry/
Exp
ert
19
Engi
neer
ing
&
des
ign
Man
agem
ent o
f cha
nge
Aw
are
of th
e ne
ed to
man
age
chan
ge.
Aw
are
of w
hat i
s co
vere
d by
man
agem
ent o
f cha
nge
proc
edur
e: p
olic
ies,
pro
cedu
res,
w
ork
met
hods
, per
sonn
el e
tc.
Abl
e to
reco
gnis
e w
hat a
cha
nge
is a
nd in
itiat
e th
e pr
oces
s.
Und
erst
ands
ow
n ro
le in
cha
nge
man
agem
ent.
Con
trib
utes
to im
plem
enta
tion
of c
hang
e m
anag
emen
t.
Abl
e to
initi
ate
chan
ge
man
agem
ent p
roce
ss.
Prep
ares
man
agem
ent o
f ch
ange
(MO
C) d
ocum
ents
Und
erst
ands
the
chan
ge a
nd
is a
ble
to u
pdat
e in
form
atio
n sy
stem
s eg
dra
win
gs, m
anua
l, pr
oced
ures
etc
.
Rec
ogni
ses
theo
ry o
f im
plem
entin
g ch
ange
; how
ch
ange
s w
ill a
ffect
the
risk
equa
tion.
Com
mun
icat
es c
hang
es a
s re
quire
d.
Act
ivel
y im
plem
ents
cha
nge
man
agem
ent p
roce
dure
s.
Iden
tifies
bot
h th
e ov
ert
and
cove
rt c
ultu
re o
f the
or
gani
satio
n an
d its
influ
ence
on
the
chan
ge.
Aut
horis
es c
hang
e in
thei
r are
a/co
mpe
tenc
y or
is a
revi
ewer
on
the
chan
ge.
Subj
ect m
atte
r exp
ert a
cros
s re
leva
nt c
ross
-fun
ctio
nal a
reas
in
clud
ing
haza
rd id
entifi
catio
n an
d ris
k co
ntro
l, hu
man
fact
ors,
sy
stem
s et
c.
Dev
elop
s ch
ange
man
agem
ent
proc
ess
Act
ivel
y in
volv
ed in
or
gani
satio
nal c
hang
es a
nd h
ow
they
are
man
aged
Syst
ems
&
pro
ced
ures
Safe
ty s
yste
ms
anal
ysis
Aw
are
that
con
trol
s ha
ve
perf
orm
ance
crit
eria
and
they
ne
ed to
be
mon
itore
d.
Aw
are
that
som
e co
ntro
ls a
re
mor
e im
port
ant –
eg
criti
cal
cont
rols
.
Aw
are
of th
e hi
erar
chy
of
cont
rols
, and
wha
t im
pact
s a
cont
rols
effe
ctiv
enes
s, e
g hu
man
fact
ors,
des
ign
etc.
Abl
e to
trac
k an
d re
port
pe
rfor
man
ce c
riter
ia, a
nd w
hen
cont
rols
are
not
mee
ting
crite
ria.
Iden
tify
cont
rol i
mpr
ovem
ents
or
new
con
trol
s fo
r ris
k re
duct
ion.
Con
duct
per
iodi
c re
view
s of
co
ntro
l effe
ctiv
enes
s an
d ris
k le
vels
.
Dev
elop
how
in-fi
eld
perf
orm
ance
is m
easu
red.
Impl
emen
t new
or i
mpr
oved
co
ntro
ls fo
r ris
k re
duct
ion.
Dev
elop
acc
epta
bilit
y cr
iteria
for
cont
rol p
erfo
rman
ce
Des
igni
ng th
e as
sura
nce
fram
ewor
k fo
r con
trol
pe
rfor
man
ce –
eg
feed
back
lo
ops
for l
eadi
ng a
nd la
ggin
g in
dica
tors
of c
ontr
ols.
Ben
chm
ark
indu
stry
pra
ctic
e fo
r m
anag
emen
t of c
ontr
ols.
Syst
ems
&
pro
ced
ures
Syst
ems,
man
uals
and
dra
win
gsA
war
e of
how
to a
ccur
atel
y in
terp
ret p
ipin
g an
d in
stru
men
tatio
n di
agra
ms
(P&
ID).
Aw
are
of h
ow to
inte
rpre
t op
erat
ions
and
equ
ipm
ent
man
uals
.
Aw
are
of h
ow to
inte
rpre
t cau
se
& e
ffect
cha
rts
and
proc
ess
flow
di
agra
ms.
Aw
are
of h
ow to
loca
te
appr
opria
te d
ocum
ents
.
Und
erst
and
how
the
docu
men
t co
ntro
l sys
tem
wor
ks a
nd
how
to m
ake
sugg
estio
ns fo
r im
prov
emen
t.
Und
erst
ands
how
to u
se p
roce
ss
safe
ty in
form
atio
n in
em
erge
ncy
situ
atio
ns.
Con
trib
utes
to th
e de
velo
pmen
t an
d re
view
of P
&ID
, cau
se a
nd
effec
t cha
rts,
pro
cess
flow
s,
man
uals
and
oth
er o
pera
tiona
l do
cum
enta
tion.
Use
s M
OC
for c
omm
unic
atin
g do
cum
ent c
hang
es.
Upd
atin
g do
cum
ents
.
Abl
e to
use
pro
cess
saf
ety
info
rmat
ion
to e
xpla
in a
ctua
l pr
oces
s pe
rfor
man
ce is
sues
.
Defi
nes
wha
t doc
umen
ts a
re
requ
ired.
Defi
nes
auth
oris
atio
n pr
oces
s.
Defi
nes
docu
men
t man
agem
ent
syst
em a
nd it
s us
e in
trai
ning
.
www.ichemesafetycentre.org
Syst
ems
&
pro
ced
ures
Proc
ess
& o
pera
tiona
l sta
tus
mon
itorin
g &
han
dove
rA
war
e th
at s
afe
oper
atin
g en
velo
pes
exis
t.
Aw
are
of th
e pr
oces
s an
d w
hat
can
go w
rong
.
Aw
are
of w
hat i
s re
quire
d to
ke
ep th
e pr
oces
s un
der c
ontr
ol.
Aw
are
of w
hat t
o do
in a
n ab
norm
al/e
mer
genc
y si
tuat
ion.
Util
ises
P&
ID, c
ause
and
effe
ct
char
ts, p
roce
ss fl
ow d
iagr
ams,
an
d op
erat
ions
man
uals
to
trou
bles
hoot
min
or is
sues
.
Abl
e to
saf
ely
oper
ate
the
faci
lity
with
in th
e sa
fe o
pera
ting
enve
lope
.
Abl
e to
mai
ntai
n a
shift
log.
Rec
ogni
ses
how
to re
cove
r fr
om a
n ab
norm
al s
ituat
ion
and
man
ages
sta
rtup
s an
d sh
utdo
wns
.
Abl
e to
con
duct
effe
ctiv
e sh
ift
hand
over
.
Abl
e to
inte
rpre
t wea
k si
gnal
s,
eg s
hift
log
deta
ils.
Abl
e to
men
tor n
ew o
pera
tors
.
Und
erst
ands
and
alte
rs
oper
atin
g pa
ram
eter
s.
Mon
itors
and
or m
anag
es
sim
ulta
neou
s op
erat
ions
.
Dev
elop
s op
erat
ions
trai
ning
m
ater
ials
and
fram
ewor
k fo
r co
mpe
tenc
y.
Effec
tivel
y le
ads
peop
le.
Syst
ems
&
pro
ced
ures
Man
agem
ent o
f ope
ratio
nal
inte
rfac
esA
war
e of
whe
re s
ite/f
acili
ty
sits
with
resp
ect t
o th
ird-p
arty
in
terf
aces
/site
s.
Abl
e to
eng
age
with
(thi
rd
part
y) in
terf
aces
, eg
mai
ntai
ning
co
mm
unic
atio
ns.
Supe
rvis
es m
anag
emen
t of
exis
ting
inte
rfac
es.
Tech
nica
l ele
men
ts
Esta
blis
hes
new
inte
rfac
es,
incl
udin
g sa
fety
requ
irem
ents
an
d re
spon
sibi
litie
s.
Man
agem
ent
elem
ents
Col
labo
rate
s w
ith th
ird p
artie
s.
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t sup
ervi
sion
. Lea
rns
how
to d
o th
ings
.
2. B
asic
ap
plic
atio
nPe
rfor
ms
fund
amen
tal a
nd ro
utin
e ta
sks.
Req
uire
s oc
casi
onal
sup
ervi
sion
. Inc
reas
es fu
nctio
nal e
xper
tise
and
abili
ty. W
orks
with
oth
ers.
3. S
kille
d
A
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed
in a
pplic
atio
n or
mas
tery
.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
an
d ex
tern
ally
on
criti
cal i
ssue
s. S
ets
stan
dard
s w
ithin
the
orga
nisa
tion.
Rec
ogni
sed
as s
ubje
ct m
atte
r exp
ert.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
– a
war
enes
sC
omp
eten
cy le
vel 2
–
Bas
ic a
pp
licat
ion
Com
pet
ency
leve
l 3 –
Sk
illed
ap
plic
atio
n/p
rofi
cien
tC
omp
eten
cy le
vel 4
– M
aste
ry/
Exp
ert
21
Syst
ems
&
pro
ced
ures
Proc
ess
& o
pera
tiona
l sta
tus
mon
itorin
g &
han
dove
rA
war
e th
at s
afe
oper
atin
g en
velo
pes
exis
t.
Aw
are
of th
e pr
oces
s an
d w
hat
can
go w
rong
.
Aw
are
of w
hat i
s re
quire
d to
ke
ep th
e pr
oces
s un
der c
ontr
ol.
Aw
are
of w
hat t
o do
in a
n ab
norm
al/e
mer
genc
y si
tuat
ion.
Util
ises
P&
ID, c
ause
and
effe
ct
char
ts, p
roce
ss fl
ow d
iagr
ams,
an
d op
erat
ions
man
uals
to
trou
bles
hoot
min
or is
sues
.
Abl
e to
saf
ely
oper
ate
the
faci
lity
with
in th
e sa
fe o
pera
ting
enve
lope
.
Abl
e to
mai
ntai
n a
shift
log.
Rec
ogni
ses
how
to re
cove
r fr
om a
n ab
norm
al s
ituat
ion
and
man
ages
sta
rtup
s an
d sh
utdo
wns
.
Abl
e to
con
duct
effe
ctiv
e sh
ift
hand
over
.
Abl
e to
inte
rpre
t wea
k si
gnal
s,
eg s
hift
log
deta
ils.
Abl
e to
men
tor n
ew o
pera
tors
.
Und
erst
ands
and
alte
rs
oper
atin
g pa
ram
eter
s.
Mon
itors
and
or m
anag
es
sim
ulta
neou
s op
erat
ions
.
Dev
elop
s op
erat
ions
trai
ning
m
ater
ials
and
fram
ewor
k fo
r co
mpe
tenc
y.
Effec
tivel
y le
ads
peop
le.
Syst
ems
&
pro
ced
ures
Man
agem
ent o
f ope
ratio
nal
inte
rfac
esA
war
e of
whe
re s
ite/f
acili
ty
sits
with
resp
ect t
o th
ird-p
arty
in
terf
aces
/site
s.
Abl
e to
eng
age
with
(thi
rd
part
y) in
terf
aces
, eg
mai
ntai
ning
co
mm
unic
atio
ns.
Supe
rvis
es m
anag
emen
t of
exis
ting
inte
rfac
es.
Tech
nica
l ele
men
ts
Esta
blis
hes
new
inte
rfac
es,
incl
udin
g sa
fety
requ
irem
ents
an
d re
spon
sibi
litie
s.
Man
agem
ent
elem
ents
Col
labo
rate
s w
ith th
ird p
artie
s.
Syst
ems
&
pro
ced
ures
Con
trac
tor &
sup
plie
r sel
ectio
n an
d m
anag
emen
tA
war
e of
the
proc
ess
of
cont
ract
or s
elec
tion
and
man
agem
ent.
Aw
are
of w
hy s
peci
fic ty
pes
of
cont
ract
ors
are
enga
ged
– eg
te
chni
cal e
xper
ts.
Con
trib
utes
to th
e co
ntra
ctor
pe
rfor
man
ce e
valu
atio
n an
d on
site
sup
ervi
sion
.
Abl
e to
pro
vide
bas
ic
supe
rvis
ion
to c
ontr
acto
rs.
Dev
elop
s w
ork
scop
e in
form
atio
n re
quire
d to
un
dert
ake
and
revi
ew w
ork
(sco
pe o
f wor
k, c
ontr
act
requ
irem
ents
, leg
isla
tive
requ
irem
ents
, com
pete
ncy
of
cont
ract
ors)
.
Mak
es e
vide
nce-
base
d de
cisi
ons
rega
rdin
g pr
oces
s sa
fety
com
pete
ncy
of c
ompa
ny
and
suita
bilit
y fo
r pro
ject
.
Rev
iew
s or
ass
esse
s co
ntra
ctor
co
mpe
tenc
ies.
Man
ages
con
trac
t mee
tings
.
Eval
uate
s an
d ve
rifies
the
adeq
uacy
of t
he m
anag
emen
t sy
stem
s w
ith th
e cl
ient
’s s
yste
m
requ
irem
ents
.
Esta
blis
hes
cont
ract
or a
nd
supp
lier s
elec
tion
proc
esse
s/cr
iteria
in te
rms
of p
roce
ss
safe
ty p
erfo
rman
ce c
riter
ia.
Esta
blis
hes
syst
em/c
riter
ia
for e
valu
atin
g co
ntra
ctor
co
mpe
tenc
ies
(tec
hnic
al, s
afet
y at
titud
e, re
leva
nt e
xper
ienc
e et
c).
Defi
nes
wor
kpla
ce re
quire
men
ts
base
d on
the
prov
isio
ns o
f w
orkp
lace
hea
lth a
nd s
afet
y ac
ts, r
egul
atio
ns a
nd c
odes
of
pra
ctic
e re
leva
nt to
the
wor
kpla
ce in
clud
ing
lega
l re
spon
sibi
litie
s of
prin
cipa
l co
ntra
ctor
s, s
ub-c
ontr
acto
rs,
man
ufac
ture
rs, s
uppl
iers
, em
ploy
ees
and
othe
r par
ties
with
lega
l res
pons
ibili
ty.
Syst
ems
&
pro
ced
ures
Def
ect i
dent
ifica
tion,
elim
inat
ion
and
root
cau
se a
naly
sis
(RC
A)
Aw
are
of th
e pu
rpos
e, p
roce
ss
and
outc
ome
of ro
ot c
ause
fa
ilure
ana
lysi
s.
Abl
e to
des
crib
e th
e po
tent
ial
failu
re m
echa
nism
s.
Abl
e to
rese
arch
and
doc
umen
t th
e ev
ents
prio
r to
the
failu
re.
Abl
e to
ass
ist i
n th
e in
spec
tion
and
root
cau
se a
naly
sis
of fa
iled
equi
pmen
t.
App
ly ro
ot c
ause
ana
lysi
s m
etho
ds to
reco
mm
end
and
impl
emen
t req
uire
d m
odifi
catio
ns to
equ
ipm
ent a
nd
proc
edur
es.
Lead
equ
ipm
ent f
ailu
re
inve
stig
atio
ns, w
hen
requ
ired.
Trai
ns a
nd m
ento
rs o
ther
s to
dis
man
tle, i
nspe
ct a
nd
perf
orm
root
cau
se a
naly
ses
on
equi
pmen
t.
Defi
nes
the
RC
A m
etho
dolo
gies
us
ed.
Perf
orm
s be
nchm
arki
ng fo
r fa
ilure
mec
hani
sm(s
).
www.ichemesafetycentre.org
Syst
ems
&
pro
ced
ures
Man
agem
ent o
f saf
ety
criti
cal
elem
ents
(SC
Es)
Aw
are
of s
afet
y cr
itica
l eq
uipm
ent a
nd th
e eff
ect o
f th
ese
not b
eing
ope
ratio
nal.
Aw
are
of s
afet
y cr
itica
l tas
ks a
nd
the
likel
y eff
ects
sho
uld
thes
e no
t be
carr
ied
out.
Aw
are
of s
afet
y ca
se m
ajor
in
cide
nt s
cena
rios
and
wha
t co
ntro
ls a
re s
afet
y cr
itica
l.
Impl
emen
ts s
afet
y cr
itica
l tas
ks
on a
rout
ine
basi
s.
Com
plet
es v
isua
l ins
pect
ion/
mon
itors
saf
ety
criti
cal
equi
pmen
t for
ava
ilabi
lity.
Iden
tifies
failu
re m
odes
.
Und
erst
ands
vul
nera
bilit
y,
failu
re to
saf
ety,
and
redu
ndan
cy
Tech
nica
l ele
men
ts
Iden
tifies
pot
entia
l fai
lure
mod
es
of c
ritic
al e
lem
ents
.
Ass
esse
s fa
ilure
effe
cts
and
dete
rmin
es c
ritic
ality
.
Man
agem
ent
elem
ents
Und
erta
kes
regu
lar a
uditi
ng o
f eff
ectiv
enes
s of
SC
Es.
Det
erm
ines
lead
and
lag
indi
cato
rs fo
r per
form
ance
of
SCEs
.
Dev
elop
s th
e co
ntro
l str
ateg
y.
Esta
blis
hes
the
data
col
lect
ion
and
repo
rtin
g sy
stem
.
Enga
ges
seni
or m
anag
emen
t in
the
deve
lopm
ent a
nd re
view
of
indi
cato
rs.
Des
igns
form
al m
anag
emen
t sy
stem
per
form
ance
sta
ndar
ds.
Con
duct
s fo
rmal
revi
ew o
f SC
Es
incl
udin
g:
- cha
nge
and
the
accu
mul
ativ
e eff
ects
of o
ther
cha
nges
,
- m
anag
emen
t and
mai
nten
ance
an
d te
stin
g of
saf
ety
criti
cal
equi
pmen
t.
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t sup
ervi
sion
. Lea
rns
how
to d
o th
ings
.
2. B
asic
ap
plic
atio
nPe
rfor
ms
fund
amen
tal a
nd ro
utin
e ta
sks.
Req
uire
s oc
casi
onal
sup
ervi
sion
. Inc
reas
es fu
nctio
nal e
xper
tise
and
abili
ty. W
orks
with
oth
ers.
3. S
kille
d
A
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed
in a
pplic
atio
n or
mas
tery
.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
an
d ex
tern
ally
on
criti
cal i
ssue
s. S
ets
stan
dard
s w
ithin
the
orga
nisa
tion.
Rec
ogni
sed
as s
ubje
ct m
atte
r exp
ert.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
– a
war
enes
sC
omp
eten
cy le
vel 2
–
Bas
ic a
pp
licat
ion
Com
pet
ency
leve
l 3 –
Sk
illed
ap
plic
atio
n/p
rofi
cien
tC
omp
eten
cy le
vel 4
– M
aste
ry/
Exp
ert
23
Syst
ems
&
pro
ced
ures
Inci
dent
repo
rtin
g an
d in
vest
igat
ion
Aw
are
of th
e in
cide
nt re
port
ing
requ
irem
ents
and
kno
ws
how
to
repo
rt a
n in
cide
nt.
Aw
are
of w
hy in
cide
nts
are
inve
stig
ated
.
Aw
are
of m
edia
pol
icie
s an
d pr
oced
ures
(for
maj
or o
r pr
omin
ent i
ncid
ents
).
Ensu
res
that
inci
dent
s ar
e re
port
ed.
Con
trib
utes
to th
e in
cide
nt
inve
stig
atio
n pr
oces
s.
Und
erst
ands
impo
rtan
ce
of p
rese
rvat
ion
of s
ite a
nd
evid
ence
.
Ensu
res
that
inci
dent
s ar
e re
port
ed.
Und
erst
ands
wha
t a p
roce
ss
safe
ty in
cide
nt is
.
Und
erta
kes
imm
edia
te p
ost-
inci
dent
resp
onse
.
Plan
s in
vest
igat
ion
of in
cide
nt.
Lead
s ba
sic
inve
stig
atio
n.
Ana
lyse
s an
d us
es ro
ot c
ause
an
alys
is to
impr
ove
syst
ems
perf
orm
ance
.
Iden
tifies
pot
entia
l co
nseq
uenc
es o
f inc
iden
ts.
Impl
emen
ts s
yste
ms
to
enco
urag
e re
port
ing.
Lead
s m
ajor
inci
dent
in
vest
igat
ions
.
Dem
onst
rate
s co
nsis
tent
and
vi
sibl
e le
ader
ship
in s
uppo
rtin
g th
e re
port
ing
and
inve
stig
atio
n of
inci
dent
s.
Ana
lyse
s in
cide
nt s
tatis
tics
to
pred
ict t
rend
s.
Com
mun
icat
es k
now
ledg
e an
d or
gani
satio
n’s
valu
es in
inci
dent
pr
even
tion
and
reco
rdin
g w
here
th
ey o
ccur
.
Ensu
res
lear
ning
from
inci
dent
in
vest
igat
ions
acr
oss
the
orga
nisa
tion/
proj
ect/
site
to
avoi
d th
e sa
me
or s
imila
r ris
k ex
posu
re.
Enga
ges
with
lega
l cou
nsel
.
Det
erm
ines
inve
stig
atio
n m
etho
dolo
gies
use
d.
Ass
uran
ceLe
gisl
atio
n an
d re
gula
tions
Aw
are
that
ther
e ar
e la
ws,
co
des,
and
regu
latio
ns
pert
aini
ng to
saf
e pr
oces
s/fa
cilit
y de
sign
, con
stru
ctio
n, a
nd
oper
atio
n.
Abl
e to
acc
ess
rele
vant
le
gisl
atio
n, re
gula
tions
and
st
anda
rds.
Abl
e to
com
ply
with
rele
vant
le
gisl
atio
n, re
gula
tions
and
st
anda
rds
in w
ork
activ
ities
.
Men
tors
oth
ers
in im
plem
entin
g th
e re
leva
nt le
gisl
atio
n,
regu
latio
ns a
nd s
tand
ards
.
Info
rms
rele
vant
per
sonn
el
of th
e im
pact
of c
hang
es to
le
gisl
atio
n an
d re
gula
tions
.
Prov
ides
feed
back
to re
gula
tors
as
requ
ired.
Inte
rpre
ts le
gisl
atio
n in
exp
ert
field
.
Liai
ses
with
regu
lato
rs a
nd
indu
stry
bod
ies.
Rec
ogni
ses
whe
n ne
w
legi
slat
ion/
code
s ne
cess
itate
up
date
d ris
k as
sess
men
ts, p
lant
de
sign
, ope
ratio
ns, e
tc
www.ichemesafetycentre.org
Ass
uran
ceC
odes
and
Sta
ndar
ds A
war
e th
at s
tand
ards
, co
mpa
ny/i
ndus
try
refe
renc
e do
cum
ents
and
thei
r bus
ines
s un
it (B
U) e
quiv
alen
ts e
xist
– fo
r ex
ampl
e:- P
roce
ss d
esig
n gu
idel
ines
- Pre
ssur
e re
lievi
ng s
yste
m- P
ipin
g- p
roce
ss p
ress
ure
vess
els,
and
st
orag
e ta
nks
- She
ll an
d tu
be h
eat e
xcha
nger
s- A
ir co
oled
hea
t exc
hang
ers
- Fire
d he
ater
s- C
ontr
ol v
alve
s- P
roce
ss e
mer
genc
y sh
utdo
wn
syst
ems
- Pro
cess
con
trol
s/in
stru
men
tatio
n- P
roce
ss p
umps
- Pro
cess
rota
ting
equi
pmen
t- E
lect
rical
gen
erat
ion
&
dist
ribut
ion
equi
pmen
t- U
nint
erru
ptib
le p
ower
sup
ply
- Em
erge
ncy
pow
er s
uppl
y eq
uipm
ent
Und
erst
ands
how
to a
ssim
ilate
re
leva
nt c
ompa
ny/i
ndus
try
refe
renc
e do
cum
ents
into
wor
k eff
orts
– fo
r exa
mpl
e:- T
he In
tern
atio
nal S
ocie
ty o
f A
utom
atio
n (IS
A) s
tand
ards
- Int
erna
tiona
l Org
aniz
atio
n fo
r St
anda
rdiz
atio
n (IS
O) s
tand
ards
- I
nter
natio
nal a
nd E
lect
ro
tech
nica
l Com
mis
sion
(IEC
) - A
mer
ican
Soc
iety
of
Mec
hani
cal E
ngin
eers
(ASM
E)
- Rel
evan
t nat
iona
l and
regi
onal
st
anda
rds
- Ele
ctric
al- C
ivil,
arc
hite
ctur
al, &
ons
hore
st
ruct
ural
- Pro
cess
/fac
ility
des
ign
and
loss
pr
even
tion
- Ons
hore
layo
ut (e
quip
men
t sp
acin
g) s
tand
ard
- Ons
hore
fire
pro
tect
ion
stan
dard
s - O
nsho
re fa
cilit
y- P
ress
ure
relie
ving
sys
tem
s
Profi
cien
t with
com
pany
/in
dust
ry re
fere
nce
docu
men
ts
affec
ting
proc
ess
safe
ty
acro
ss m
ultip
le d
isci
plin
es a
s ap
prop
riate
, eg
inst
rum
enta
tion
& e
lect
rical
, mec
hani
cal,
civi
l/st
ruct
ural
, etc
.
Dev
elop
s/m
odifi
es e
xist
ing
indu
stry
or p
lant
sta
ndar
ds fo
r la
rge
proj
ects
.
Act
s as
eng
inee
ring
lead
in
terf
acin
g w
ith o
utsi
de
cont
ract
ors
in u
se o
f, an
d de
viat
ions
to, t
he c
ompa
ny
stan
dard
s.
Impl
emen
ts s
yste
ms
to e
nsur
e co
mpl
ianc
e to
cod
es a
nd
stan
dard
s.
Use
s in
dust
ry re
fere
nce
docu
men
ts a
nd e
ngin
eerin
g to
ols
to d
evel
op p
roce
ss/f
acili
ty
desi
gn.
Com
pany
and
/or i
ndus
try
lead
er in
one
or m
ore
aspe
cts
of d
esig
n (e
g fr
actio
natio
n, h
eat
exch
ange
rs, e
tc).
Con
trib
utes
exp
ertis
e th
roug
hout
the
com
pany
and
in
dust
ry in
are
a of
spe
cial
isat
ion.
Leve
rage
s kn
owle
dge
and
acts
as
a c
ontr
ibut
ing
mem
ber o
f in
dust
ry b
odie
s, e
g A
PI, A
SME,
IS
C, P
IP, N
OR
SOK
, ISO
, etc
; es
peci
ally
in d
evel
opin
g in
dust
ry
refe
renc
e do
cum
ents
that
fulfi
l co
mpa
ny’s
nee
ds.
May
ser
ve a
s te
chni
cal a
utho
rity
in fi
eld
of e
xper
tise.
Des
igns
sys
tem
s to
ens
ure
com
plia
nce
to c
odes
and
st
anda
rds.
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t sup
ervi
sion
. Lea
rns
how
to d
o th
ings
.
2. B
asic
ap
plic
atio
nPe
rfor
ms
fund
amen
tal a
nd ro
utin
e ta
sks.
Req
uire
s oc
casi
onal
sup
ervi
sion
. Inc
reas
es fu
nctio
nal e
xper
tise
and
abili
ty. W
orks
with
oth
ers.
3. S
kille
d
A
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed
in a
pplic
atio
n or
mas
tery
.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
an
d ex
tern
ally
on
criti
cal i
ssue
s. S
ets
stan
dard
s w
ithin
the
orga
nisa
tion.
Rec
ogni
sed
as s
ubje
ct m
atte
r exp
ert.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
– a
war
enes
sC
omp
eten
cy le
vel 2
–
Bas
ic a
pp
licat
ion
Com
pet
ency
leve
l 3 –
Sk
illed
ap
plic
atio
n/p
rofi
cien
tC
omp
eten
cy le
vel 4
– M
aste
ry/
Exp
ert
25
- Fire
pro
tect
ion
equi
pmen
t- S
till-r
elev
ant h
erita
ge c
ompa
ny
docu
men
ts: c
ompa
ny re
leva
nt
blac
k bo
oks,
etc
; man
uals
: G
PSA
, Cra
ne, C
amer
on; p
roce
ss
safe
ty c
odes
; saf
ety
case
re
quire
men
ts; b
usin
ess
unit
requ
irem
ents
.
- Hea
t exc
hang
ers
- Ins
ulat
ion,
refr
acto
ry, &
fir
epro
ofing
- Mat
eria
ls, w
eldi
ng, i
nspe
ctio
n,
& c
orro
sion
con
trol
- Cor
rosi
on u
nder
insu
latio
n av
oida
nce
stan
dard
- A&
OI s
tand
ard
- Pip
ing
stan
dard
- Pip
elin
es s
tand
ard
- Rot
atin
g eq
uipm
ent s
tand
ard
- Offs
hore
str
uctu
res
stan
dard
- Sub
sea
stan
dard
- Tan
ks s
tand
ard
Ass
uran
ceA
udit,
ass
uran
ce, m
anag
emen
t re
view
and
inte
rven
tion
Aw
are
ther
e is
an
assu
ranc
e pr
oces
s.
Part
icip
ates
in a
ssur
ance
ac
tiviti
es w
here
requ
ired.
Part
icip
ates
in a
udits
und
er
supe
rvis
ion
of le
ad a
udito
r.
Und
erst
and
why
ther
e ar
e as
sura
nce
proc
esse
s.
Und
erta
kes
role
as
a le
ad
audi
tor.
Lead
s a
man
agem
ent r
evie
w o
f sy
stem
s.
Sche
dule
s au
dits
on
the
basi
s of
risk
.
Dev
elop
s au
dit t
ools
and
cr
iteria
.
Des
igns
the
gove
rnan
ce
fram
ewor
k.
Defi
nes
new
pol
icy
and
syst
ems
as d
icta
ted
by a
udit
findi
ngs
www.ichemesafetycentre.org
Hum
an f
acto
rsH
uman
fact
ors
Aw
are
of w
hat h
uman
fact
ors
are.
Aw
are
of h
ow h
uman
fact
ors
influ
ence
hum
an a
nd s
afet
y pe
rfor
man
ce.
Man
ages
sel
f (fa
tigue
, fit-
for-
wor
k, a
t-ris
k be
havi
ours
).
Man
ages
sel
f (fa
tigue
, fit-
for-
wor
k, a
t-ris
k be
havi
ours
) and
m
onito
rs o
ther
s.
Iden
tifies
and
resp
onds
to
obse
rved
at-
risk
beha
viou
rs in
se
lf an
d ot
hers
.
Prov
ides
feed
back
on
poor
jo
b an
d eq
uipm
ent d
esig
n an
d su
gges
ts im
prov
emen
ts.
Rec
ogni
ses
that
hum
an
fact
ors
are
conc
erne
d w
ith
task
requ
irem
ents
and
its
char
acte
ristic
s, th
e in
divi
dual
’s
com
pete
nce
and
wor
kpla
ce
cultu
re a
nd th
e lin
k to
saf
ety.
Inte
rven
es w
hen
at-r
isk
beha
viou
rs a
re o
bser
ved.
Prov
ides
inpu
t int
o jo
b de
sign
ta
king
into
acc
ount
hum
an
fact
ors.
Com
mun
icat
es h
uman
fact
ors
to
the
wid
er w
orkp
lace
.
Seek
s to
sol
ve p
oor j
ob
and
equi
pmen
t des
ign
and
wel
com
es s
ugge
sted
im
prov
emen
ts.
Rec
ogni
ses
the
impa
ct o
f co
ntra
ctor
s on
the
wor
kfor
ce
with
resp
ect t
o sa
fety
.
Com
preh
ends
how
hum
an
fact
ors
links
to p
roce
ss s
afet
y.
Ensu
res
plan
t and
equ
ipm
ent
desi
gns
and
task
s ar
e de
sign
ed
to ta
ke a
ccou
nt o
f bot
h hu
man
lim
itatio
ns a
nd s
tren
gths
. Thi
s in
clud
es m
atch
ing
the
job
to
the
phys
ical
and
the
men
tal
stre
ngth
s an
d lim
itatio
ns o
f pe
ople
.
Com
mun
icat
es h
ow a
n in
divi
dual
’s c
ompe
tenc
e, s
kills
, pe
rson
ality
, att
itude
, and
risk
pe
rcep
tion
affec
t saf
ety.
Prom
otes
how
wor
k pa
tter
ns,
the
wor
kpla
ce c
ultu
re,
reso
urce
s, c
omm
unic
atio
ns,
lead
ersh
ip e
tc h
ave
a si
gnifi
cant
in
fluen
ce o
n in
divi
dual
and
gr
oup
beha
viou
r.
Subj
ect m
atte
r exp
ert f
or h
uman
fa
ctor
s.
Abi
lity
to m
anag
e th
e im
pact
of
con
trac
tors
in th
e w
orkf
orce
w
ith re
spec
t to
safe
ty.
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t sup
ervi
sion
. Lea
rns
how
to d
o th
ings
.
2. B
asic
ap
plic
atio
nPe
rfor
ms
fund
amen
tal a
nd ro
utin
e ta
sks.
Req
uire
s oc
casi
onal
sup
ervi
sion
. Inc
reas
es fu
nctio
nal e
xper
tise
and
abili
ty. W
orks
with
oth
ers.
3. S
kille
d
A
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed
in a
pplic
atio
n or
mas
tery
.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
an
d ex
tern
ally
on
criti
cal i
ssue
s. S
ets
stan
dard
s w
ithin
the
orga
nisa
tion.
Rec
ogni
sed
as s
ubje
ct m
atte
r exp
ert.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
– a
war
enes
sC
omp
eten
cy le
vel 2
–
Bas
ic a
pp
licat
ion
Com
pet
ency
leve
l 3 –
Sk
illed
ap
plic
atio
n/p
rofi
cien
tC
omp
eten
cy le
vel 4
– M
aste
ry/
Exp
ert
27
Cul
ture
Safe
ty le
ader
ship
com
mitm
ent,
resp
onsi
bilit
y an
d w
orkp
lace
cu
lture
Aw
are
of th
e im
port
ance
of
visi
ble
safe
ty le
ader
ship
.
Aw
are
of a
nd p
artic
ipat
es in
the
com
pany
saf
ety
prog
ram
mes
.
Dem
onst
rate
s kn
owle
dge
of
wor
kpla
ce s
afet
y cu
lture
.
Enga
ged
and
owns
saf
ety
resp
onsi
bilit
ies
and
acco
unta
bilit
ies.
Rep
orts
saf
ety
inci
dent
s an
d un
ders
tand
s th
e im
port
ance
of
accu
rate
repo
rtin
g.
Und
erst
ands
the
impo
rtan
ce o
f vi
sibl
e sa
fety
lead
ersh
ip.
Has
the
com
mun
icat
ion
skill
s ne
cess
ary
to h
old
an e
ffect
ive
safe
ty in
terv
entio
n.
Und
erst
ands
hum
an fa
ctor
s an
d th
eir r
elat
ions
hip
to s
afet
y pe
rfor
man
ce.
Und
erst
ands
the
conc
ept o
f pr
oces
s sa
fety
.
Enga
ges
with
oth
ers
incl
udin
g su
perv
isor
s
Part
icip
ates
in s
afet
y re
late
d co
nver
satio
ns a
nd s
ugge
sts
impr
ovem
ents
.
Initi
ates
saf
ety
conv
ersa
tions
.
Abl
e to
com
mun
icat
e:
- w
hy s
afet
y is
impo
rtan
t to
the
indi
vidu
al a
nd th
e co
mpa
ny.
- w
hat b
ehav
iour
s th
e in
divi
dual
is
exp
ecte
d to
con
sist
ently
ad
opt.
Ensu
res
that
thei
r co
mm
unic
atio
n an
d be
havi
our
cons
iste
ntly
sen
d a
mes
sage
th
at s
afet
y is
em
bedd
ed a
s a
pers
onal
cor
e va
lue.
Iden
tifies
and
cle
arly
art
icul
ates
be
havi
oura
l req
uire
men
ts to
w
orkf
orce
, con
trac
tors
and
su
bcon
trac
tors
.
Iden
tifies
and
pub
licly
re
cogn
ises
indi
vidu
als
who
di
spla
y th
e de
sire
d sa
fety
be
havi
ours
and
att
itude
s.
Iden
tifies
and
priv
atel
y di
scus
ses
unde
sire
d be
havi
ours
and
at
titud
es.
Iden
tifies
at-
risk
beha
viou
r ac
tivat
ors.
Dis
cuss
es c
ause
s an
d po
tent
ial
risk
of b
ehav
iour
s an
d at
titud
es.
Send
s cl
ear a
nd c
onsi
sten
t m
essa
ges
abou
t the
impo
rtan
ce
of p
roce
ss s
afet
y.
Iden
tifies
and
impl
emen
ts s
afet
y im
prov
emen
ts.
Cre
ates
the
syst
ems
to fa
cilit
ate
this
impr
ovem
ent.
Hol
ds re
gula
r in-
field
saf
ety
conv
ersa
tions
with
fron
t-lin
e w
orke
rs.
Und
erta
kes
regu
lar i
n-fie
ld
verifi
catio
n of
con
trol
s an
d le
sson
s le
arne
d fr
om s
igni
fican
t in
cide
nts.
Enga
ges
in m
eani
ngfu
l saf
ety
disc
ussi
ons
with
all
team
/wor
k gr
oup
mem
bers
.
Tech
nica
l ele
men
ts
Mas
tery
in d
esig
ning
and
im
plem
entin
g sa
fety
lead
ersh
ip
prog
ram
mes
.
Mea
sure
s an
d as
sess
es c
ultu
re.
Des
igns
and
impl
emen
ts c
ultu
ral
chan
ge p
rogr
amm
es.
Des
igns
and
impl
emen
ts
impr
ovem
ent p
lans
.
Dev
elop
s cu
lture
defi
nitio
ns a
nd
norm
s in
an
orga
nisa
tion.
Man
agem
ent
elem
ents
Ensu
res
lead
ersh
ip te
am is
aw
are
and
com
mitt
ed to
the
prov
isio
n of
ade
quat
e le
vels
of
sta
ffing
and
sup
ervi
sion
to
ens
ure
an e
ffect
ive
safe
ty
cultu
re –
fina
ncia
l res
ourc
es to
su
ppor
t saf
ety.
Mon
itors
HSE
met
rics
to re
view
eff
ectiv
enes
s of
the
lead
ersh
ip
prog
ram
me
(lead
ersh
ip ti
me
in-fi
eld,
leve
ls o
f sup
ervi
sion
, be
havi
oura
l-bas
ed in
tera
ctio
ns)
and
the
link
to a
dver
se e
vent
s.
Act
s to
mot
ivat
e an
d in
spire
ot
hers
to w
ork
tow
ards
ac
hiev
ing
a pa
rtic
ular
goa
l or
outc
ome
by s
endi
ng c
lear
and
co
nsis
tent
mes
sage
s ab
out t
he
impo
rtan
ce o
f pro
cess
saf
ety.
www.ichemesafetycentre.org
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t sup
ervi
sion
. Lea
rns
how
to d
o th
ings
.
2. B
asic
ap
plic
atio
nPe
rfor
ms
fund
amen
tal a
nd ro
utin
e ta
sks.
Req
uire
s oc
casi
onal
sup
ervi
sion
. Inc
reas
es fu
nctio
nal e
xper
tise
and
abili
ty. W
orks
with
oth
ers.
3. S
kille
d
A
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed
in a
pplic
atio
n or
mas
tery
.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
an
d ex
tern
ally
on
criti
cal i
ssue
s. S
ets
stan
dard
s w
ithin
the
orga
nisa
tion.
Rec
ogni
sed
as s
ubje
ct m
atte
r exp
ert.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
– a
war
enes
sC
omp
eten
cy le
vel 2
–
Bas
ic a
pp
licat
ion
Com
pet
ency
leve
l 3 –
Sk
illed
ap
plic
atio
n/p
rofi
cien
tC
omp
eten
cy le
vel 4
– M
aste
ry/
Exp
ert
Cul
ture
Ensu
res
that
thei
r co
mm
unic
atio
n an
d be
havi
our
cons
iste
ntly
sen
ds a
mes
sage
th
at s
afet
y is
em
bedd
ed a
s a
core
val
ue.
Invo
lves
thei
r tea
m a
nd
beha
ves
in a
man
ner t
hat b
uild
s po
sitiv
e re
latio
nshi
ps w
ithin
the
wor
kfor
ce.
Und
erst
ands
and
app
lies
reso
urci
ng re
quire
men
ts to
m
anag
e pr
oces
s sa
fety
.
Abl
e to
reco
gnis
e ch
ange
and
im
plem
ent i
t effe
ctiv
ely.
Ensu
res
that
they
gai
n in
volv
emen
t fro
m th
eir
wor
kfor
ce a
nd b
ehav
e in
a
man
ner t
hat b
uild
s po
sitiv
e re
latio
nshi
ps w
ithin
the
wor
kfor
ce.
Exhi
bits
lead
er b
ehav
iour
s w
hich
will
incr
ease
the
likel
ihoo
d of
cop
ied
and
reci
proc
ated
saf
ety
beha
viou
rs.
Dem
onst
rate
s sa
fety
lead
ersh
ip
as d
efine
d ab
ove.
329
Appendix 3: References and further information1 Reason, J, Managing the risks of organisation accidents, Ashgate Publishing Limited, Hampshire, 1997
2 Centre for Chemical Process Safety, Guidelines for Risk Based Process Safety, CCPS, USA, 2007
3 Energy Institute, High level framework for process safety management, Energy Institute, UK, 2010
4. Cogent and UKPIA, Guidelines for Competency Management Systems for Downstream and Petroleum Sites, Cogent, UK, 2011
5 European Process Safety Centre, Process Safety Competence – How to set up a Process Safety Competence Management System, EPSC, UK, 2013
6. IChemE Safety Centre, Lead Process Safety Metrics – selecting, tracking and learning, ISC, Aust, 2015
7 Kletz, T. An engineer’s view of human error, IChemE, Rugby, 2001
www.ichemesafetycentre.org
Appendix 4: Acronyms
ALARP As low as reasonably practicable
GM General manager
HAZID Hazard identification study
HAZOP Hazard and operability study
HR Human resources
HSE Health, safety and environment
JHA Job hazard analysis
LOPA Layers of protection analysis
MOC Management of change
P&ID Piping and instrumentation diagram
PS Process safety
PTW Permit to work
QA Quality assurance
QRA Quantitative risk assessment
RCA Root cause analysis
SCE Safety critical element
SIL Safety integrity level
331
“It is not, of course, suffcient to have knowledge. It is necessary to be able to apply it to real-life problems.”7 Trevor Kletz
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