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

Business Excellence
through
SHE Excellence?
A Shift in Beliefs

Shifting a Belief:
Drive towards excellence!
Zero injuries
Zero 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 complaints
Of …..
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!
Initiative
Operational discipline
Personal 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
Injury
Rates
Errors
Failures
to
perform
Natural Instincts
Supervision
Self
 Where do you want to be?
 How fast do you want to get there?
Dependent
Independent
Interdependent
Developing an Organization
Reactive

The employee is in the focus
Active
Informed
Aware about company goals
Responsible
Decisive
Self-confident
Independent
Team oriented

• 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 fatalities
20,000 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 Approach
to 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
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 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.

The Step
Management Leadership
and Commitment

in 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
and Commitment

The Step
Implementation of a
Comprehensive Process Safety
& Risk Management Program

Auditing
Process
Technology Operating
Procedures and Safe
Practices
Management of
Change
Process Hazards
Analysis
Quality Assurance
Prestart-Up Safety
Reviews
Mechanical Integrity
Management of
“Subtle” Change
Emergency Planning
and Response
Management of Change
Incident Investigation
and Reporting
Contractor Safety
and Performance
Training and
Performance
Process Safety and Risk Management Model
MANAGEMENT
LEADERSHIP &
COMMITMENT
MANAGEMENT
LEADERSHIP &
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, India
Technology
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

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, England
Facilities

 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

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

Good Safety = Good Business
CONCLUSION I

CONCLUSION II

Ďakujem za pozornosť
Danke schön
Thank you

Thank you very much
Please contact for any questions
Gerhard Reibersdorfer
Tel: +352 3666 5313
E-mail: dsr@lux.dupont.com

Process safety management system

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