Process safety management system

Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.

Process Safety in the Workplace

Human Involvement

Hansjürgen Labudde, SHE Training Manager - Europe


Agenda

� Introduction

� Shift in Beliefs

� The DuPont approach of Process Safety & Risk Management

� Establishing a Safety Culture

� Providing Management Leadership and Committment

� Implementing a comprehensive PS&RM program

� Achieving Operating Excellence through Operational Discipline

� Conclusion


What you might know about DuPont

Worldwide benchmark for industrial SHE

$24 Billion in revenue

79,000 employees operating in 70 countries on 6 continents

5 core business segments including DuPont Safety & Protection

g


Sales: $ 6.31 billion

ATOI: $ 727 million

Employees: 18,200

Approx 66% of European sales are produced, refined or manufactured in the region

DuPont in Europe, Middle East & Africa 2002


DuPont locations in the region

Joint ventures

Offices

Plants

R&D/Technical Service Centres


All injuries are preventable

Industrial average

over 40

DuPont

only 0,4

Injuries with more than 3 lost work days

per 1000 employees per year


DuPont Core Values

Respect

to employees

and customers

Safety,

Health &

Environment

(SHE)

Ethics


Agenda

� Introduction







� Conclusion


Business Excellencethrough

SHE Excellence?

A Shift in Beliefs


Shifting a Belief:

Drive towards excellence!

Zero injuriesZero spills.Zero wrong financial transactions.Zero …..

Things go wrong, accidents happen.

Safety performance can be managed.


Shifting a Belief:

Understand root causes!

Of accidents.Of productivity problems.Of complaintsOf …..

Fatalities and serious injuries are investigated because it is required by law.

All accidents and incidents are investigated because we want to learn.


Shifting a Belief:

From reaction to prevention!

InitiativeOperational disciplinePersonal responsibility…..

Safety performance is a question of luck.

Safety performance can be managed.


Shifting a Belief:

Focus on people!

Lean organization.Tap the capabilities of all employees.Empower people…..

Employees must be supervised so that they comply.

Employees must be educated and empowered so that they perform.


Teams

• Management Commitment

• Condition of Employment

• Fear/Discipline• Rules/Procedures• Supervisor

Control, Emphasis, and Goals

• Value All People• Training

• Personal Knowledge, Commitment, and Standards

• Internalization• Personal Value• Care for Self• Practice, Habits• Individual Recognition

• Help Others Conform• Others’ Keeper• Networking Contributor• Care for Others• Organizational Pride

InjuryRates

Errors

Failures to

perform

Natural Instincts

Supervision

Self

Where do you want to be? How fast do you want to get there?

Dependent

IndependentInterdependent

Developing an OrganizationR

ea

cti

ve


The employee is in the focus

Active

Informed

Aware about company goals

Responsible

Decisive

Self-confident

Independent

Team oriented


Agenda

� Introduction







� Conclusion



• Flixborough (6/74) 28 fatalities - $167MM

• Seveso (7/76) Contaminated countryside

• Mex. City (11/84) 550+ fatalities - $26MM

• Bhopal (12/84) 3M+ fatalities - 200M affected

• Chernob. Nuc. Plt. (4/86) 31 fatalities - 300 mi2 evacuated

• Piper Alpha Plat. (7/88) 165 fatalities

• Pasadena, Tx. (11/89) 23 fatalities - $797MM

• Channelview, Tx. (7/90) 17 fatalities - $14MM

• Pemex, Mexico (7/96) Multiple fatalities - $253MM $8MMM loss to economy

• Petrobras, Brasil (6/2001) 10 fatalities - $300MM

• Toulouse, France (9/01) 29 fatalities20,000 homes damaged

* Large property damage losses (17th edition); M&M Protection Consultants; 1166 Avenue of the Americas, NY, NY 10036

Some industrial key accidentsSome industrial key accidents


Industrial Incidents

Unfortunately, that listing was only a

partial (small) list of many incidents

that have occurred in the energy and

chemical industries worldwide.

So, what’s the best answer?


Process Safety& Risk Management

The application of Management Systems to the IDENTIFICATION, UNDERSTANDING, and CONTROL of Process Hazards to prevent a major fire, explosion, or toxic release which could lead to a fatality or multiple lost workday cases.


The DuPont Approachto Managing Process Safety

Four Key Steps:

1. Establishing a Safety Culture

2. Providing Management Leadership and

Commitment

3. Implementing a comprehensive PS&RM

Program

4. Achieving Operating Excellence through

Operational Discipline


Agenda

� Introduction






� Achieving Operating Excellence through Operating Discipline

� Conclusion


The Step

Establishing the safety culture!


The Safety CultureThe Safety Culture

Founded 1802

Explosion 1815

Explosion 1818

Safety is a Management Responsibility

Damage $ 80 000

40 people killed Damage $ 120 000


DuPont gun powder barrelsE. I. du Pont de Nemours

Core Value Roots

1811 rules Safety is a line management Responsibility No employee may enter a new rebuilt mill until a member of top management has

personally operated it


One Company’s Mission m

“…….adhere to the highest standards for the safe operations of facilities and the protection of the environment, our people, our customers, and the citizens of the communities in which we do business.”

“Value the safety of our coworkers, our community and the need to return home safely to our families each day.”


One Company’s Mission m


Successful Fundamentals

1.All injuries, occupational illnesses, safety and environmental incidents are preventable.

2.Management is responsible for safety.

3.Safety is an individual’s responsibility and a

condition of employment.

4.Training is an essential element for safe

workplaces.

5.Audits must be conducted.


Successful Fundamentals

6.All deficiencies must be corrected promptly.

7. It is essential to investigate all injuries and

incidents with injury potential.

8.Off the job safety is an important part of the safety effort.

9. It is good business to prevent injuries and

illnesses.

10. People are the most important element of the

Safety and Occupational Health Program.


Agenda

� Introduction







� Conclusion


The Step

Management Leadershipand Commitment


Management Leadershipin Process Safety

Principle

Management leadership and commitment form the

foundation of efforts to improve process safety.

Although leadership and initiative are needed

throughout all levels of an organization, it is crucial

that senior management provide visible support and

encouragement.


Key Responsibilities

Establishing the Safety Culture

Establishing PSM policies/guidelines

Committing resources

Involving employees

Establishing clear accountability

Auditing for degree of compliance

Personally participating in PSM activities

Management Leadershipand Commitment


Agenda

� Introduction







� Conclusion


The Step

Implementation of aComprehensive Process Safety& Risk Management Program


Auditing

ProcessTechnology Operating

Procedures and Safe Practices

Management ofChange

Process HazardsAnalysis

Quality Assurance

Prestart-Up SafetyReviews

Mechanical Integrity

Management of“Subtle” Change

Emergency Planningand Response

Management of Change

Incident Investigationand Reporting

Contractor Safetyand Performance

Training andPerformance

Process Safety and Risk Management Model

MANAGEMENTLEADERSHIP &COMMITMENT



TECHNOLOGY

FACILITIES

PERSONNEL

Process Safety Management


Technology


Process Technology

Process Technology describes the process

and operation

Understanding the hazards is the first step

Consists of three parts


The 3 Parts of Process Technology

Hazards of Materials

Process Design Basis

Equipment Design Basis


Process Hazards Analysis

Process Hazards Analyses identify,

evaluate, and control hazards

- orderly and methodical approaches

- many people involved

Standard


Procedures & Safe Practices

Provide clear understanding of operating

parameters and limits for safe operation

They explain the consequences of problems

and the steps necessary to correct and or

avoid them

Developed and documented for each

process g


Management of Change -Technology

Changes may invalidate prior

assessments

All changes must be rigorously reviewed

Sites must have procedures to manage

changes.


1984 A large amount of water was put into a methyl

isocyanate tank. The resulting overpressure and related

system failures caused the tank to vent and a large cloud of

gases was released and drifted onto the nearby densely

populated area. The severity of this accident makes it the

worst recorded within the chemical industry, with fatalities

estimated in the thousands, ~2,800 from the immediate

release and possibly up to 15,000 related deaths since.

Bhopal, IndiaTechnology

Industrial Incident #1


Contributing Factors:

plant modification/change - HAZOP

not recognizing safety critical systems and

their operability

design codes

training and competence

Technology Industrial Incident #1


1921 Two explosions at the BASF plant killed 430

and destroyed 700 homes. Blasting powder was

being used to breakup storage piles of ammonium

sulphate and ammonium nitrate. This procedure

had been used 16,000 times without mishap. The

4,500 tons of the mixture exploded and left a crater

250 feet in diameter and 50 feet deep.

Tough stuff to set off. But when it goes, it goes !

Oppau, Germany

Technology

Industrial Incident # 2


Toulouse Grande Paroisse

On Friday September 21,2001 at 10:15 am…..


Contributing Factor:

not recognizing hazards of materials

Technology Industrial Incident # 2


Facilities


Quality Assurance

Quality Assurance “bridges the gap” between

design and installation:

fabrication and parts meet specifications

delivery to the right location

properly assembled and installed


Pre-Startup Safety Review

Provides a final check for new or modified equipment to ensure the facilities are

“ safe to operate “

Std



Process related equipment that contains highly hazardous chemicals must be maintained from the time of design throughout the life of the facility.

Mechanical integrity focuses on system integrity to contain hazardous materials.



Deals with:

Maintenance procedures

Training and performance of employees

Quality control

Equipment tests and inspections, including

predictive and preventative maintenance


Management of “Subtle” Changes

Subtle Changes have led to catastrophic events!

All process changes, including those within the

“documented” process technology, but are not a

replacement-in-kind, must receive appropriate

review and authorization.


1974 At the Nypro(UK) chemical facility, a

large quantity of cyclohexane vapor was

released when a 20 inch “makeshift”

bypass pipe ruptured. The resulting

massive vapor cloud explosion killed 28

workers.

Flixborough, EnglandFacilities




management of change procedures

design codes

maintenance procedures - recommissioning

plant layout - position of occupied buildings

emergency plan

Facilities



1984 Technicians at the power plant allowed the

fourth reactor to fall to low power levels as part of a

“controlled experiment”. The reactor overheated

causing a meltdown of the core. Explosions blew

the top off the reactor building releasing radioactive

material into the atmosphere for over 10 days. 31

workers were killed and the extent of lingering

health effects has been significant and subject of

debate. It is now entombed.

Chernobyl, Ukraine

Facilities




management of change procedures

equipment/facility design

procedures and safe practices

emergency shutdown plan

Facilities



Personnel


Training and Performance

Trained employees are an absolute

requirement, and be physically able,

mentally alert and capable of using good

judgment.

Training qualification must be documented.


Contractors

For contractors working in and around highly hazardous material processes, or performing maintenance/repair on or near a covered process ……….

they are required to comply with same regulations and guidelines as industry /site!


Investigations are essential to improve

performance

The objective is to find the contributing factors

and implement corrective actions(s)

The degree of the investigation will depend on

severity or potential

Incident Investigation & Reporting


Management of Change - Personnel

People are the essential ingredient:

process experience

knowledge and skill in managing Process Safety

maintain minimum experience level and knowledge through personnel and organizational changes


Emergency Planning & Response

Planning and training for potential emergencies are essential for effective response


Auditing

Auditing must be used to assure that all elements of Process Safety Management are being implemented properly.

Proper auditing must include positive and corrective feedback


1989 During maintenance work on a

reactor settling leg, a large release of

flammable vapor occurred at the Phillips

66 chemical complex. The result was a

massive vapor cloud explosion, followed

by a series of further explosions and

fires.

Pasadena, Texas

Personnel




site and industry standards for maintenance

not followed

training and competence

work permit system - contractors

positioning of occupied buildings

Personnel



1984 A major fire and a series of catastrophic

explosions occurred at the government owned

and operated PEMEX LPG Terminal.

Approximetly 500 people were killed and the

facility was destroyed. After the intial release, the

first BLEVE occurred. For the next 90 minutes, a

series of BLEVEs followed as other LPG vessels

violently exploded. It started with a ruptured line

and was made worse by failed safey systems and

layout.

Mexico City, Mexico

Personnel




plant layout - the positioning of vessels

emergency isolation

survivability of critical systems

emergency plan and site access

Personnel




unknown at this time

under investigation

Unknown



Auditing



Management ofChange


Quality Assurance













Agenda

� Introduction







� Conclusion


The Step

Achieving“Operating Excellence”


Importance of Operating Discipline

The safe manufacture, use and handling of hazardous materials requires

Dedication & Commitment

TECHNOLOGY FACILITIES

PERSONNEL

in the way you manage


Achieving Operating Excellence through Operational Discipline

OD--What Is It?

Dedication and commitment by every member of the organization to carry out each task the right way every time.

Operating Excellence--What Is It?Operating excellence results when an organization establishes OD and completes all tasks properly, thus contributing to the organization’s goal of achieving business excellence.


Why is OD Important?

IT HELPS

1. Change a “paper” PSRM program into a reality--an action program.

2. Organizations achieve their goals, because improvement programs are implemented to their fullest.

3. Protect personnel from injury.

4. Protect jobs by helping to prevent the loss of facilities.

5. Ensure a quality product.

6. Keep a business healthy


Auditing



Management ofChange


Quality Assurance













Agenda

� Introduction







� Conclusion


Good Safety = Good Business

CONCLUSION I


CONCLUSION II



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Thank you very muchPlease contact for any questions

Gerhard Reibersdorfer

Tel: +352 3666 5313

E-mail: [email protected]
