DNV Process Vs Occupational Safety

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.

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

Global HSE Conference, Rome

What is Process Safety?

Intolerable Risk Process Safety

Lower Consequence Higher Frequency

Trends in occupational safety

Incidents per 200,000 work hours

Chevron Texaco Concawe ConocoPhillips

Dow DuPont ExxonMobil OMV Shell Trend Line

But major accidents are rare events?

Incident Type Loss of containment Fire Explosion Environmental release

745 538 369 44

163 276 114 674 219

Leading PSM Performance

The Process Safety Climb

Barriers - People, Plant & Processes

Outcome 1 Consequences Outcome 2

Prevent Detect Control Mitigat e

Safety Critical Element Re Responsible Person cove

The PSM P3 Puzzle

Strengthening the barriers

Integrated management of HSSEQ, business issues and PSM

Components of Process Safety Assessment

PSM Omega Tool

isrs7 PSM Performance Score

PSM Omega Tool

Worksite Verification Questions

Physical Barriers Assessment

Key Issues The PSM Report Card

Discussion PSM Report Card

Management of Change Engineering change covered. Changes logged.

Asset Integrity Management Risk based approaches adopted. Asset

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

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