What if Process Safety risks were as visible as Health and Safety Risks?

What if Process Safety risks were as visible as Health and Safety Risks? © Amor Group 2010

Your Hosts Angela Wands Process Safety Sales Manager, Amor Group Richard Gillis Process Safety Lead Consultant, Amor Group Martin Sedgwick Head of Engineering and R&D, IberdrolaDecember 2011 Visible Process Safety Risks © Amor Group 2010

Agenda • Introductions to Amor Group &Duration 60 Minute ScottishPower • Which warning signs are most likely to help you avoid an incident 10 • Presentation The role KPIs play in highlighting the warning signs • How to get near real-time visibility of the key process safety warning signs without it becoming a burden Questions • 50 The steps you can take today to uncover the warning signs present across your organisation • Business Benefits of this approachDecember 2011 Visible Process Safety Risks © Amor Group 2010

Iberdrola Group and ScottishPower Combined April 2007 to form the 4th largest Energy Utility company in the One of the six world 2nd wind largest company generator / 3rd player in gas retailers Operating in over 40 countries to serve storage 1st wind company 30 million customers 44GW of installed capacity and a world leading 11 GW of renewables 1st private producer in Mexico Main energy 1st distributor in company Brazil …with a clear focus on clean, sustainable energy provisionDecember 2011 Visible Process Safety Risks © Amor Group 2010

ScottishPower OverviewScottishPower is one of the “Big 6” energy suppliers in the UK CHP Hydro Supply 5.2 million customers Pumped Coal CCGT Cruachan Over 8,000 employees Lanark Longannet Scottish Cockenzie Power 7GW of coal, gas, wind & hydro Transmission & Blackburn Pearsons generation across the UK Distribution Galloway Ravenhead & Pilkington Scottish Power SP Renewables largest onshore Manweb wind operator in UK (1200 MW) (Distribution) Rye House Distribution area of over 35,000 Brighton Damhead Creek square kilometres NHHT Basingstoke Vertically integrated and geographically diverse energy businessDecember 2011 Visible Process Safety Risks © Amor Group 2010

Taking Process Safety ForwardScottishPower’s commitment to process safety... We Need more“No successfulaccuratetocould stay on business for Leaders information in itsthe long without company adopt financial performance – so why act differently when it ScottishPower approach and tocomes to process safety?” Judith Hackitt Chair of the HSE consider innovative ways of making process safety an integral partnot only the "This is pioneering work, which leads of everyone’s companies will consider the progress hope that other role generation sector but other areas of process industry. I you have made, adopting a similarly robust approach.” Ian Travers HSEJudith Hackett CBE, Chair of HSE UK ScottishPower received the IChemE health and safety June 2011 safety KPI dashboard project award for the processDecember 2011 Visible Process Safety Risks © Amor Group 2010

Working in Partnership • Jointly developed award wining approach to Process Safety • Relationship spans 15 years + • Aim to help other companies fast track a similar approach • Providing access to recognised Industry leading expertise • Providing access to proven tools and delivery methodology • Integrating technologies to deliver a sustainable solutionDecember 2011 Visible Process Safety Risks © Amor Group 2010

Energy Solutions & Sample CustomersDecember 2011 Visible Process Safety Risks © Amor Group 2010

Martin Sedgwick Head of Engineering and R&D, Iberdrola • Which warning signs are most likely to help you avoid an incident? • The role KPIs play in highlighting the warning signsDecember 2011 Visible Process Safety Risks © Amor Group 2010

Major Hazard AccidentsIndicators Need To Be Visible to Prevent Accidents....December 2011 Visible Process Safety Risks

BP Texas CityKey Indications Were Missed  Maintenance & Testing of Critical Instrumentation and Alarms- high level alarms did not operate and were not routinely tested  Operational Compliance-staff routinely deviated from plant checks to save time  Shift Handover- no formal shift handover process resulted in the level in vessel not being communicated resulting in overfilling  Control Loops-key control systems were left on manual resulting in high levels in vesselDecember 2011

Process SafetyWhat if Process Safety risks were as visible as Health & Safety risks?Which warning signs are most likely to help youavoid an incident ? Swiss Cheese ModelHazards Risk Control BarriersDecember 2011 Visibile Process Safety Risks

Types of IndicatorsRisk Ranking of Indicators…December 2011 Visibile Process Safety Risks

IndicatorsLine of sight, example... Reality Outage completed to plan Reality Staff Training Complete MOC of Electronic Governor not MOC and Overspeed Test completed Procedures Up to date Manual Trip System Not Tested Overspeed Test Procedure not followed e.g. (Failure to inform Control Room) Two Realities... But we need to join them togetherDecember 2011 Visibile Process Safety Risks

IndicatorsLine of Sight Gaps Closed...December 2011 Visibile Process Safety Risks

KPI RankingOperational Indictors are the key to avoiding incidents... 0 1 2 3 4 5 6 Operational Control Indicators Generic Indicators Programme IndicatorsDecember 2011 Visibile Process Safety Risks

IndicatorsLagging Indicators also act as warnings when captured at a low level  Major Process Safety Incident: Major • Equipment damage > £100k Process • Loss of Production > 24 hours Safety • Injuries / fatalities (RIDDOR) Incident • Major environmental impact  Significant Process Safety Incident: Significant • Equipment damage > £20k but <£100k Process Safety • Significant release of energy or hazardous matter Incident • Fire and explosions  Minor Process Safety Incident: • Demand on safety system Minor Process • Process upset – control loops out of control, equipment in manual Safety • Breaches of plant limiting conditions Incident Visible Process Safety Risks December 2011

The role KPIs play inhighlighting the warning signs

Plant ChecksKey Operational Indicators...December 2011 Visibile Process Safety Risks

Plant ChecksVisibility Of All Routine Operations Plant Checks... December 2011 Visible Process Safety Risks

Safety Critical InstrumentationCalibration and Proof Testing of Critical Protection Systems...December 2011 Visibile Process Safety Risks

Safety Critical SystemsStandard Approach to Monitoring & Proof Testing...December 2011 Visibile Process Safety Risks

Control LoopsControl Loop ManagementDecember 2011 Visibile Process Safety Risks

Control Loop ManagementVisibility of Control System Performance...December 2011 Visibile Process Safety Risks

Shift HandoverKey Communication Tool...December 2011 Visibile Process Safety Risks

Shift HandoverLinked to Operational & Competence Standards...December 2011 Visibile Process Safety Risks

Richard Gillis Process Safety Lead Consultant, Amor Group• How to get near real-time visibility of the key process safety warning signs without it becoming a burden• The steps you can take today to uncover the warning signs present across your organisation © Amor Group 2010

Develop Process Safety indicators • Health and Safety Guidelines 254 • Produced by the HSE in 2006 • Originally developed in partnership with the Chemical Industry Association (CIA) • Development of indicators to reflect main process safety vulnerabilities • Focus on those hazards that can go wrong most quickly with the greatest consequences • Review of organisation’s risk profile to identify the vulnerabilitiesDecember 2011 Visible Process Safety Risks © Amor Group 2010

James Reason’s Accident Trajectory Model Lagging Indicator Risk Con Show when a trol Syste Accident Risk Co n m desired safety tr ol System Trajectory outcome has Risk Con HAZARD tro l Syste failed, or has not m been achieved. Plant Process HARM People Leading Indicator Require a routine systematic check that key actions or activities are undertaken as intended.December 2011 Visible Process Safety Risks © Amor Group 2010

December 2011 Visible Process Safety Risks © Amor Group 2010

Generic “Barriers” Plant Process People Recovery Controlled DocumentsOperation & Integrated Internal External Audit Action Tracking (Policies, Procedures,Compliance Audit Audit Standards) Alarm andTechnical Risk Critical Maintenance Operations Staff Emergency Instrument Management Systems Management Management Competence Preparedness Management Plant Modification Procedure Startup /Shutdown Critical Systems Work Communications Procedures Control Systems Prioritisation, Plan Plant Status Review / ning, Scheduling Emergency Technical Risk Register Planning Emergency Routine Plant Strategic Spares Supplies Checks Leadership Work Engineering Critical Identification, Rout Standards Instrumentation ine Plant Fire Systems Inspections Routine Testing Business Technical Knowledge Training Needs Management Continuity Analysis / Plan Planning HV Electrical Shift Handover Design Review Systems Protective Work Execution Systems / Devices Competency Asset Investment Company Safety Assurance Main Protection Rules Systems Management Environmental Civil Asset Inspections Containment Personal Risk Systems Alarm Systems Staff Knowledge Environmental Assessment Plant Limiting Pressure System Systems Conditions Management Safety RegulationsDecember 2011 Visible Process Safety Risks © Amor Group 2010

Key Performance Indicators • Fully defined KPI, including: – Objective – Definition – Data Source – Data Aggregation / Calculation – Targets • Data Recording Guidelines • Formal sign off by senior managersDecember 2011 Visible Process Safety Risks © Amor Group 2010

Data Source Systems Alarm Management Staff Works Competence Management Process Safety Reliability Risk Engineering Management Shift Logging © Amor Group 2010

Data Source Systems Alarm Management Alarm Management • Proving real-time trend analysis of all alarms throughout the Staff Works organisation Competence Management • Improvement plans developed for all sites Process Safety Works Management • Single solution and set of processes defined and implemented Reliability Risk across the asset estate Engineering Management • Scheduling capabilities used outside core works management Shift Logging © Amor Group 2010

Data Source Systems Alarm Management Risk Management • Single, fully integrated risk management, incident management, Staff Works action tracking, audit Competence Management tool Process Safety Shift Logging • All Control Rooms and Unit Desks using standard electronic Reliability Risk logging system Engineering Management • Automatic feeds developed from plant information (OSI PI) Shift Logging © Amor Group 2010

Data Source Systems Alarm Management Reliability Engineering • All sites using hand held Staff Works technology for Operator Competence Management Routes • Automatic monitoring through single system Process Safety Staff Competence • Operations standards introduced • Start up and shutdown / Reliability Risk Engineering Management shift handover competencies in place and monitored Shift Logging © Amor Group 2010

Data Source Systems Alarm Management Staff Works Competence Management Process Safety Reliability Risk Engineering Management Shift Logging © Amor Group 2010

Making your Process Safety risks visible Leading Indicators Performing Performing Significantly Best Practice At Or Above Below Performance Performing Requirement Requirement Below Requirement Lagging Indicators Minor No Major Process Process Safety Process Safety Safety Incident Significant Incident Incidents Process Safety IncidentDecember 2011 Visible Process Safety Risks © Amor Group 2010

Process Safety Assessment Timeline Month 1 Month 2 Month 3 Stage 1 • Kick-Off Workshop • Culture Survey • Operational Integrity Survey Stage 2 • Analyse Survey Results • Draft Gap Analysis Report • Workshop to present Draft Gap Analysis Stage 3 Report • Final Gap Analysis • Draft Programme Plan Report • Draft Business Case • Workshop to present Programme Plan and Business Case to project team Stage 4 • Executive Workshop & Business Case Presentation Month 1 Month 2 Month 3December 2011 Visible Process Safety Risks © Amor Group 2010

Summary • Review your existing KPIs against HSG 254 – Do you have Leading and Lagging? – Are you measuring all of your barriers? – Can you identify your Operational Control Indicators? – Weight your KPIs • Frequency – Could you measure more frequently? – What could you automate? • Access – Do the right people see the KPI results? – Is there a disconnect between management and the sharp end?December 2011 Visible Process Safety Risks © Amor Group 2010

The BenefitsSignificant benefits have been realised to date..... 2008 2009 2010 2011 Plant Availability 64.5% 77.0% 83.9% 86.9% EFOR1 10.1% 7.5% 6.4% 5.5% Generation Costs (£m) • 29% reduction in 80,000 Operations and 70,000 Maintenance costs 60,000 • 22% increase in plant 50,000 availability 40,000 • 50% reduction in plant 30,000 forced outage rates 20,000 • 10% Reduction in 10,000 Insurance costs and 0 deductable period 2008 2009 2010 2011December 2011 Visible Process Safety Risks © Amor Group 2010

Our Process Safety Capabilities Maturity Assessment & Roadmap KPI Workshop Automated KPI Dashboard “In just a few days we had established a common understanding of HSG254 across theteam and achieved a level of progress with our KPIs that would otherwise have takenmonths to achieve under our own steam.“Stephen Willis, Maintenance Manager - Shotton & Deeside,International Power GDF Suez © Amor Group 2011

Thank you for joining our webinar Visit http://www.amorgroup.com/news-and-events/ to register for our next webinar on the importance of Culture and Leadership in Process Safety Angela Wands - Process Safety Sales Manager, Energy Telephone: +44 (0) 141 814 3781 Mobile: +44 (0) 7860 503 712 e-mail: angela.wands@amorgroup.com Web: www.amorgroup.comDecember 2011 Visible Process Safety Risks © Amor Group 2010

What if Process Safety risks were as visible as Health and Safety Risks?

by Amor Group on Dec 07, 2011

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What if Process Safety risks were as visible as Health and Safety Risks? — Presentation Transcript