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-Africa 9 October 2008

What is Process Safety?

CCPS defines Process Safety Management as: The application of management principles and systems 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 y ou r Definiti on?

Process vs Occupational

Consequence of Events

Intolerable Risk Process Safety

High Consequence Low Frequency

Process Safety is different from Occupational Safety Not as intuitive as most people lack personal experience Needs more robust analysis tools to identify hazards

Lower Consequence Higher Frequency

Tolerable Risk

The unacceptable consequences need more reliable controls Incidents can be massive and have lasting impacts

Occ Safety

Likelihood of occurrence

Trends in occupational safety

5

Incidents per 200,000 work hours

4
API Bayer BP

Chevron Texaco Concawe ConocoPhillips

Dow DuPont ExxonMobil OMV Shell Trend Line

93

95

97

99

19

19

19

20

19

20

03

01

20

05

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

Incident Type Loss of containment Fire Explosion Environmental release

Number

Consequence Loss of life Injury Site Evacuation Regulatory Fines Production Downtime

Number

745 538 369 44

163 276 114 674 219

Leading PSM Performance

Leading

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:

Practicing

Defining

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

The Process Safety Climb

To deliver world class asset risk management performance we have to ensure assets are:
- Designed correctly - Operated correctly - Maintained correctly
sig e D

ht g i tR i n ht g i it R ht g i it R

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

te a r e Op

PSM

ain t n i Ma

Barriers - People, Plant & Processes

Business Processes Operations Maintenance Inspection

Threat 1

Outcome 1 Consequences Outcome 2

Hazard

Threat 2

Top Event

Prevent Detect Control Mitigat e

Threat 3 Safeguard

Safety Critical Element Re Responsible Person cove

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

Plant
1. Leadership 2. Planning 3. Risk Evaluation 4. Human Resources 5. Compliance Assurance 6. Project Management 7. Training and Competence 8. Communication and Promotion 9. Risk Control 10. Asset Management 11. Contractors and Purchasing 12. Emergency Preparedness 13. Learning from events 14. Risk Monitoring 15. Results and Review

Processes

People

Integrated management of HSSEQ, business issues and PSM

Components of Process Safety Assessment

Workplace Verification Questions Physical Barriers Assessment

PSM Omega Tool

isrs7psm
Uns core d
red Sco

isrs7 PSM Performance Score

10 9 8 7 6 5 4 3 2 1

Performance

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.

7 isrs PSM
:for the health of your process business

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

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

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

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 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.

Discussion PSM Report Card

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

Management of Change Engineering change covered. Changes logged.

Risk assessment not well controlled. Poor handover controls.

Asset Integrity Management Risk based approaches adopted. Asset

inventory has gaps. Lack of quality control of execution

Process Safety Information No needs assessment. Updating limited to ut generally poorer than bsites , P&IDs. EDMS used to provide access. Old t r sta d o tter new sites. o e b G o d d l for everything - some set piece studies u Process Hazard Analysis HAZOP co 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. PSM in Projects No clear PS approach for project. Risk still missing in design processes. Lifecycle view lacking. Standards based culture.

4/10

Operating Procedures

Pre-Start-Up Safety Review Not formalised or consistent. Reinvented at

each T/A. Some punchlisting used. Handover correspondingly weak.