Transcript Presentation - EPSC - European Process Safety Centre

Process Safety in the
Workplace
Human Involvement
Hansjürgen Labudde,
SHE Training Manager - Europe
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
g
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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
DuPont in Europe, Middle East & Africa
2002

Sales:
$ 6.31 billion

ATOI:
$ 727 million

Employees:
18,200

Approx 66% of European sales are produced, refined
or manufactured in the region
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DuPont locations in the region
Plants
R&D/Technical
Service Centres
Offices
Joint ventures
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Industrial average
over 40
Injuries with more than 3
lost work days
per 1000 employees
per year
DuPont
only 0,4
All injuries are preventable
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
DuPont Core Values
Ethics
Respect
to employees
and
customers
Safety,
Health &
Environment
(SHE)
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Business Excellence
through
SHE Excellence?
A Shift in Beliefs
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Shifting a Belief:
Things go wrong,
accidents happen.
Safety performance
can be managed.
Drive towards excellence!
Zero injuries
Zero spills.
Zero wrong financial transactions.
Zero …..
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Shifting a Belief:
Fatalities and serious
injuries are
investigated because
it is required by law.
All accidents and
incidents are
investigated because
we want to learn.
Understand root causes!
Of accidents.
Of productivity problems.
Of complaints
Of …..
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Shifting a Belief:
Safety performance is
a question of luck.
Safety performance
can be managed.
From reaction to prevention!
Initiative
Operational discipline
Personal responsibility
…..
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Shifting a Belief:
Employees must be
supervised so that
they comply.
Employees must be
educated and
empowered so that
they perform.
Focus on people!
Lean organization.
Tap the capabilities of all employees.
Empower people
…..
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Developing an Organization
Natural Instincts
Where do you want to be?
 How fast do you want to get there?

Injury
Rates
Failures
to
perform
Reactive
Errors
Supervision
Self
Dependent
Teams
Independent
Interdependent
• 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
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The employee is in the focus
Active
Informed
Aware about company goals
Responsible
Decisive
Self-confident
Independent
Team oriented
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Some industrial key accidents
•
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
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10036
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?
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
The
Step
Establishing the safety culture!
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The Safety Culture
 Founded
 Explosion
1802
1815
Damage $ 80 000
 Explosion
1818
 40 people killed
 Damage $ 120 000
Safety is a Management Responsibility
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Core Value Roots
E. I. du Pont de Nemours
DuPont gun powder barrels
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
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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.”
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One Company’s Mission
m
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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.
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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.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
The
Step
Management Leadership
and Commitment
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Management Leadership
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.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Management Leadership
and Commitment
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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
The
Step
Implementation of a
Comprehensive Process Safety
& Risk Management Program
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Process Safety and Risk Management Model
Auditing
Process
Technology
Emergency Planning
and Response
Management of Change
Incident Investigation
and Reporting
Operating
Procedures and Safe
Practices
Management of
Change
MANAGEMENT
LEADERSHIP &
COMMITMENT
Process Hazards
Analysis
Contractor Safety
and Performance
Quality Assurance
Training and
Performance
Prestart-Up Safety
Reviews
Management of
“Subtle” Change
Mechanical Integrity
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Process Safety Management
TECHNOLOGY
FACILITIES
PERSONNEL
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Technology
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Process Technology

Process Technology describes the process
and operation

Understanding the hazards is the first step

Consists of three parts
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The 3 Parts of Process Technology

Hazards of Materials

Process Design Basis

Equipment Design Basis
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Process Hazards Analysis
Process Hazards Analyses identify,
evaluate, and control hazards
- orderly and methodical approaches
- many people involved
Standard
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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
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Management of Change Technology

Changes may invalidate prior
assessments

All changes must be rigorously reviewed

Sites must have procedures to manage
changes.
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Technology
Industrial Incident #1
Bhopal, India
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.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Technology
Industrial Incident #1
Contributing Factors:

plant modification/change - HAZOP

not recognizing safety critical systems and
their operability

design codes

training and competence
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Technology
Industrial Incident # 2
Oppau, Germany
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 !
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Toulouse Grande Paroisse

On Friday September 21,2001 at 10:15 am…..
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Technology
Industrial Incident # 2
Contributing Factor:

not recognizing hazards of materials
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Facilities
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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
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Pre-Startup Safety Review
Provides a final check for new or modified
equipment to ensure the facilities are
“ safe to operate “
Std
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Mechanical Integrity
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.
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Mechanical Integrity
Deals with:
 Maintenance
 Training
 Quality
procedures
and performance of employees
control
 Equipment
tests and inspections, including
predictive and preventative maintenance
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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.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Facilities
Industrial Incident # 5
Flixborough, England
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.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Facilities
Industrial Incident # 5
Contributing Factors:

management of change procedures

design codes

maintenance procedures - recommissioning

plant layout - position of occupied buildings

emergency plan
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Facilities
Industrial Incident # 6
Chernobyl, Ukraine
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.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Facilities
Industrial Incident # 6
Contributing Factors:

management of change procedures

equipment/facility design

procedures and safe practices

emergency shutdown plan
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Personnel
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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.
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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!
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Incident Investigation & Reporting

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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
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Emergency Planning & Response
Planning and training for potential
emergencies are essential for effective
response
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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
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Personnel
Industrial Incident # 3
Pasadena, Texas
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.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Personnel
Industrial Incident # 3
Contributing Factors:

site and industry standards for maintenance
not followed

training and competence

work permit system - contractors

positioning of occupied buildings
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Personnel
Industrial Incident # 4
Mexico City, Mexico
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.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Personnel
Industrial Incident # 4
Contributing Factors:

plant layout - the positioning of vessels

emergency isolation

survivability of critical systems

emergency plan and site access
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Unknown
Industrial Incident # 7
Contributing Factors:

unknown at this time

under investigation
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Process Safety and Risk Management Model
Auditing
Process
Technology
Emergency Planning
and Response
Management of Change
Incident Investigation
and Reporting
Operating
Procedures and Safe
Practices
Management of
Change
MANAGEMENT
LEADERSHIP &
COMMITMENT
Process Hazards
Analysis
Contractor Safety
and Performance
Quality Assurance
Training and
Performance
Prestart-Up Safety
Reviews
Management of
“Subtle” Change
Mechanical Integrity
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
The
Step
Achieving
“Operating Excellence”
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Importance of Operating Discipline
The safe manufacture, use and handling of
hazardous materials requires
Dedication & Commitment
in the way you manage
TECHNOLOGY
FACILITIES
PERSONNEL
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Why is OD Important?
IT HELPS
1.
2.
Change a “paper” PSRM program into a
reality--an action program.
Organizations achieve their goals, because
improvement programs are implemented to
their fullest.
3.
4.
Protect personnel from injury.
Protect jobs by helping to prevent the loss
of facilities.
5.
6.
Ensure a quality product.
Keep a business healthy
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Process Safety and Risk Management Model
Auditing
Process
Technology
Emergency Planning
and Response
Management of Change
Incident Investigation
and Reporting
Operating
Procedures and Safe
Practices
Management of
Change
MANAGEMENT
LEADERSHIP &
COMMITMENT
Process Hazards
Analysis
Contractor Safety
and Performance
Quality Assurance
Training and
Performance
Prestart-Up Safety
Reviews
Management of
“Subtle” Change
Mechanical Integrity
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
CONCLUSION I
Good Safety
=
Good Business
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
CONCLUSION II
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Ďakujem za pozornosť
Danke schön
Thank you
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Thank you very much
Please contact for any questions
Gerhard Reibersdorfer
Tel: +352 3666 5313
E-mail: [email protected]
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.