The document provides an overview of process safety and barrier thinking. It discusses the differences between personal and process safety, with process safety having higher impacts. Barriers are measures to prevent hazards from being released or limit consequences, and must be effective, independent and auditable. There are equipment barriers like relief valves and human barriers like following procedures. Safety critical elements are equipment whose failure could cause a release, and have performance standards. Safety critical positions and activities help maintain barriers.
This document provides an overview of behavior-based safety. It defines key concepts like activators, behaviors, and consequences using the ABC model of behavior change. Unsafe behaviors, not incidents or injuries, are identified as the root cause of 96% of injuries. The power of consequences on behaviors is emphasized, with positive reinforcement being the most effective at increasing safe behaviors. A behavior-based safety program involves pinpointing critical behaviors, communicating expectations, conducting observations to provide feedback, and using data to reinforce safe behaviors and correct unsafe ones. The goal is to measure and modify behaviors to drive cultural and accident rate improvements over time.
This document provides an induction for new employees on occupational health and safety practices. It outlines current safety procedures, equipment safety checks, existing and potential workplace hazards, controlling risks, procedures for reporting incidents, emergency procedures, and employer and worker responsibilities. The induction aims to ensure the workplace remains safe for employees and visitors.
Implementation and application of a Process Safety Management System. This presentation will focus on the history, purpose and scope of a Process Safety Management (PSM) system. Topics covered include:
-Distinctions between personnel and process safety
-Framework and elements of PSM
-Importance of Safety Culture in the implementation and application of a PSM system
-Relevance and importance of regular audits and assessments of PSM systems
The document provides an overview of process safety and barrier thinking. It discusses the differences between personal and process safety, with process safety having higher impacts. Barriers are measures to prevent hazards from being released or limit consequences, and must be effective, independent and auditable. There are equipment barriers like relief valves and human barriers like following procedures. Safety critical elements are equipment whose failure could cause a release, and have performance standards. Safety critical positions and activities help maintain barriers.
This document provides guidance for supervisors to help keep their employees safe at work. It discusses that supervisors must make safety their top priority and daily mission. They are responsible for ensuring work is completed safely without incident. The document offers suggestions for supervisors such as starting each shift with a safety message, acting quickly on safety concerns, promoting good housekeeping, and involving employees in safety. It emphasizes the importance of supervisors communicating the message that safety is a priority and getting back to employees on actions taken regarding safety issues.
This document provides an overview of safety policies and procedures for Fairdeal QHSE. It defines key safety terms and outlines responsibilities for management, supervisors, and employees to ensure a safe work environment and prevent accidents. Specific safety topics covered include personal protective equipment, housekeeping, electrical safety, fire prevention, lifting techniques, confined spaces, and prohibited behaviors. Management is responsible for training and safety compliance, while employees must follow safety rules and report any issues or injuries. Non-compliance may result in disciplinary actions up to termination.
This document provides an introduction and contents for a health and safety training. The introduction discusses how accidents can cause suffering and how all hazardous situations must be identified and corrected. It emphasizes employees' responsibility to comply with health and safety requirements.
The contents section lists 28 topics that will be covered in the training, including health and safety policies, duties and responsibilities, personal protective equipment, permits to work, first aid, and fire prevention. The training aims to help employees fulfill their obligation to work safely.
This document provides an overview of behavior-based safety. It defines key concepts like activators, behaviors, and consequences using the ABC model of behavior change. Unsafe behaviors, not incidents or injuries, are identified as the root cause of 96% of injuries. The power of consequences on behaviors is emphasized, with positive reinforcement being the most effective at increasing safe behaviors. A behavior-based safety program involves pinpointing critical behaviors, communicating expectations, conducting observations to provide feedback, and using data to reinforce safe behaviors and correct unsafe ones. The goal is to measure and modify behaviors to drive cultural and accident rate improvements over time.
This document provides an induction for new employees on occupational health and safety practices. It outlines current safety procedures, equipment safety checks, existing and potential workplace hazards, controlling risks, procedures for reporting incidents, emergency procedures, and employer and worker responsibilities. The induction aims to ensure the workplace remains safe for employees and visitors.
Implementation and application of a Process Safety Management System. This presentation will focus on the history, purpose and scope of a Process Safety Management (PSM) system. Topics covered include:
-Distinctions between personnel and process safety
-Framework and elements of PSM
-Importance of Safety Culture in the implementation and application of a PSM system
-Relevance and importance of regular audits and assessments of PSM systems
The document provides an overview of process safety and barrier thinking. It discusses the differences between personal and process safety, with process safety having higher impacts. Barriers are measures to prevent hazards from being released or limit consequences, and must be effective, independent and auditable. There are equipment barriers like relief valves and human barriers like following procedures. Safety critical elements are equipment whose failure could cause a release, and have performance standards. Safety critical positions and activities help maintain barriers.
This document provides guidance for supervisors to help keep their employees safe at work. It discusses that supervisors must make safety their top priority and daily mission. They are responsible for ensuring work is completed safely without incident. The document offers suggestions for supervisors such as starting each shift with a safety message, acting quickly on safety concerns, promoting good housekeeping, and involving employees in safety. It emphasizes the importance of supervisors communicating the message that safety is a priority and getting back to employees on actions taken regarding safety issues.
This document provides an overview of safety policies and procedures for Fairdeal QHSE. It defines key safety terms and outlines responsibilities for management, supervisors, and employees to ensure a safe work environment and prevent accidents. Specific safety topics covered include personal protective equipment, housekeeping, electrical safety, fire prevention, lifting techniques, confined spaces, and prohibited behaviors. Management is responsible for training and safety compliance, while employees must follow safety rules and report any issues or injuries. Non-compliance may result in disciplinary actions up to termination.
This document provides an introduction and contents for a health and safety training. The introduction discusses how accidents can cause suffering and how all hazardous situations must be identified and corrected. It emphasizes employees' responsibility to comply with health and safety requirements.
The contents section lists 28 topics that will be covered in the training, including health and safety policies, duties and responsibilities, personal protective equipment, permits to work, first aid, and fire prevention. The training aims to help employees fulfill their obligation to work safely.
What is Permit to work system?
What are the requirements of permit to work?
Different types of permit to work system such electrical, hot and cold work etc.
Process safety focuses on preventing fires, explosions and accidental chemical releases in chemical process facilities like refineries. Pipeline pre-commissioning involves proving a pipeline can contain product without leaking by performing processes before the final product is introduced. Signs of a pipeline leak include unusual sounds, smells or damaged vegetation and appropriate emergency response steps should be taken if a leak is detected.
Establishing and fostering a safety culture has, quite rightly, become a more prominent topic to consider for safety directors. No matter the industry or organization, it is now commonly accepted that safety culture can have a huge influence on the success or failure of a safety management system.
Safety culture is not a program, policy or procedure, it is a reflection of how safety is managed in a workplace. However, it is often difficult to pin down, as it is a somewhat ethereal concept, based on soft components that cannot be easily measured – factors such as accountability, leadership and organizational learning.
This difficulty is at the heart of many safety directors’ struggle – how do you pinpoint your organization’s current safety culture? Which activities are having a positive or negative effect?
In this presentation, Shannon Crinklaw defines safety culture and provide suggestions and ideas around how to recognize and foster a strong safety culture within your organization.
Watch this webinar and learn:
How safety culture can be broken down into components
The different ways that it can be (indirectly) measured
Steps that managers should take to improve it
How using Medgate to automate some safety activities assist in building a safety culture
This document provides an overview of a behavioral-based safety observation program. It describes the basics of such a program, which involves employees recording safety observations of each other, with a focus on stopping unsafe work. The core aspects of the program are outlined, including observing behaviors, analyzing for safe and unsafe acts, providing feedback, and reporting observations. A seven-step process for conducting observations is also detailed, covering approaching employees, discussing hazards, agreeing on safer work methods, and documenting the interaction. The goals of the program are to increase hazard awareness and develop safer practices among employees.
This document provides information on Hazard Identification, Risk Assessment and Control (HIRAC). It defines risk, hazard, and ill health. It explains why HIRAC is important from both legal and financial perspectives. Key aspects of risk assessment are discussed, including factors to consider, evaluating likelihood and severity, and developing a risk matrix. The hierarchy of controls for reducing risk is outlined. Examples of potential hazards, consequences, and control measures are given. Guidance is provided on reviewing risk assessments, including triggers for when a review is needed. Related HIRAC procedures and documentation are listed.
PREVENT WORK-RELATED INJURIES
Behavior-based safety is based on the theory that most accidents at workplaces can be prevented with the right behavioral analysis and training. Minor errors and oversights are often left unreported and thus can lead to major accidents if the causes for the incidents are not addressed.
Improve employee safety with our presentation on Behavior-Based Safety:
http://www.presentationload.com/behavior-based-safety-powerpoint-template.html
The BBS approach examines which behaviors and organizational circumstances led to accidents. By knowing this, you can inform employees about safe behavior at the workplace and implement Behavior-Based Safety in your company.
This template not only contains images with background information on occupational safety, but also a series of graphs with statistics and figures on the subject as well as a useful icons toolbox.
The document discusses Process Safety Management (PSM) and provides an overview of its key elements. PSM is a comprehensive management system that proactively avoids incidents in hazardous industries handling toxic chemicals. It integrates risk management across 14 elements, including employee participation, process hazard analysis, operating procedures, training, and compliance audits. The presentation aims to help organizations manage process safety risks in a more structured way.
This document provides guidance for flagmen/banksmen in construction. It outlines that a flagman assists equipment operators by signaling safe movements, controls traffic and people near operating equipment, and acts as the operator's eyes where they cannot see. Key responsibilities of a flagman include inspecting equipment, reporting defects, following safety procedures, restricting access to work areas, keeping escape routes clear, and communicating with operators. The document emphasizes that a flagman must always remain in plain view of operators and stop operations immediately if any danger is observed.
Learn how to implement Behavioral Based Safety system (BBS) at your workplace; what are the benefits of BBS, what are the roles of the employees and more.
Behavior-based safety is a process that helps employees choose safe behaviors over unsafe ones through observation and feedback. It involves observing employees' behaviors, providing feedback on safe and unsafe behaviors, analyzing the data to measure improvements in safety over time, setting improvement goals, and reinforcing safe behaviors and goal attainment. When implemented successfully, it can result in increased efficiency, productivity, morale and profitability.
Three key points from the document:
1. Safety is important to prevent accidents in the workplace caused by negligence, poor training, unsafe equipment or behaviors. Most accidents follow a pattern of lack of management controls, unsafe acts or conditions, and result in losses.
2. Employers and employees have legal duties under health and safety laws to protect workers and others from risks. This includes conducting risk assessments, implementing controls, providing training, and following safe systems of work.
3. Ignoring safety risks and procedures is against the law and can lead to prosecution, fines, injuries or even death for those involved and affected. All workers are responsible for keeping themselves and others safe by raising concerns and following safety rules.
The document outlines Millennium Products' new Near Miss Program. It defines a near miss as an unplanned event that could have caused injury or damage but did not. The objectives of the program are to identify risks, prevent accidents, and improve safety culture. Employees are encouraged to report near misses so their causes can be analyzed and corrective actions implemented to prevent future incidents. Examples of near misses at Millennium Products are provided to demonstrate how the program will work.
The document discusses how to develop a positive safety culture in the workplace, outlining that safety culture is defined as the values, attitudes and behaviors that determine an organization's commitment to safety programs. It provides a 7 step process to implement a strong safety culture, including leadership commitment, employee involvement, training, and analysis of safety incidents. The document also discusses how a good safety culture and programs can help lower workers compensation insurance rates through improved experience ratings and other discounts.
This document discusses leadership and safety culture. It begins by outlining the objectives of exploring concepts of leadership and how they can be applied to workplace health and safety. It then discusses what leadership is not, such as power, status, authority, or management. True leadership shapes culture and influences performance outcomes. As a safety leader, visible commitment and leadership in the field are keys to achieving safety success. The document provides tools for safety leaders, including understanding behavior using the ABC model, influencing others positively through RAS questions, and leading effective toolbox talks. It emphasizes that safety leaders must lead by example, recognize workers, and inspire others to behave safely.
This document discusses Behavior Based Safety (BBS), a program aimed at improving safety by focusing on behaviors. It provides an overview of BBS, explaining that BBS involves employees, drives safety improvement, and can lead to positive cultural changes when implemented correctly. However, BBS requires being part of an overall safety process and culture, and is not a replacement for compliance, training, or hazard removal. The document then discusses key aspects of implementing a successful BBS program, such as defining behaviors to observe and improve, understanding what drives both safe and unsafe behaviors, providing positive reinforcement, and focusing on achievements rather than failures.
This document outlines the goals and process for near miss reporting. The goals are to share experiences to prevent injuries, collect safety data, and foster a safety culture. A near miss is an unreported event that could have caused harm. Reporting identifies safety issues and solutions. The stages of management include identification, analysis of direct and root causes, solution identification, and dissemination of lessons learned. Near miss reporting provides valuable safety data without needing an actual injury.
This document provides an overview of process safety management fundamentals for the steel industry. It defines key terms related to process safety and outlines a six-step approach. The steps include: committing to process safety management; establishing a hazard evaluation program; implementing risk management controls; learning from experience; continuous improvement; and maintaining a sense of vulnerability. A tier framework is also presented to classify incidents from Tier 1 being the most severe to Tier 4 being performance indicators. Metrics like Tier 1 and Tier 2 frequency rates are recommended for benchmarking process safety performance.
SIMULTANEOUS OPERATIONS (SIMOPS) STUDY - IFLUIDS ENGINEERINGiFluids
SIMOPS Study is technique to find the possibility of two construction process at same time. iFluids Engineering is fully equipped with all requirements to execute the study to full stratification of client.
A risk assessment determines risks and dangers in workplaces by analyzing potential hazards, finding safe solutions to avoid injury or property damage, and determining if an activity can be done safely. Risk assessments are needed to assess any dangers people could face in a lab and reduce risks of harm. A risk assessment should identify possible lab dangers, guidelines for protecting people, and follow five steps: identifying hazards, deciding who could be harmed, evaluating risks and precautions, recording findings, and reviewing the assessment yearly.
The document provides an overview of process safety, outlining key differences from occupational safety. It describes process safety as involving the prevention of unintentional chemical releases that can seriously impact plants and the environment. The ten pillars of compliance for process safety management are then defined, including safety management systems, aging equipment, competence, safety instrumented systems, overfill prevention, containment, emergency response plans, performance indicators, and safety leadership. Major accidents that resulted from failures in management of change are also discussed.
Process Safety Vs Personal Safety | Process Safety | Personal Safety | Gaurav...Gaurav Singh Rajput
Process safety focuses on preventing catastrophic incidents in high-risk industries, while personal safety aims to prevent more frequent workplace injuries. Process safety requires technical expertise to assess major hazard risks, with controls often requiring senior management support. Personal safety hazards can be addressed with less training and resources. Both have important goals, but process safety incidents typically pose greater risks to personnel and assets. An integrated approach can leverage strengths of both.
What is Permit to work system?
What are the requirements of permit to work?
Different types of permit to work system such electrical, hot and cold work etc.
Process safety focuses on preventing fires, explosions and accidental chemical releases in chemical process facilities like refineries. Pipeline pre-commissioning involves proving a pipeline can contain product without leaking by performing processes before the final product is introduced. Signs of a pipeline leak include unusual sounds, smells or damaged vegetation and appropriate emergency response steps should be taken if a leak is detected.
Establishing and fostering a safety culture has, quite rightly, become a more prominent topic to consider for safety directors. No matter the industry or organization, it is now commonly accepted that safety culture can have a huge influence on the success or failure of a safety management system.
Safety culture is not a program, policy or procedure, it is a reflection of how safety is managed in a workplace. However, it is often difficult to pin down, as it is a somewhat ethereal concept, based on soft components that cannot be easily measured – factors such as accountability, leadership and organizational learning.
This difficulty is at the heart of many safety directors’ struggle – how do you pinpoint your organization’s current safety culture? Which activities are having a positive or negative effect?
In this presentation, Shannon Crinklaw defines safety culture and provide suggestions and ideas around how to recognize and foster a strong safety culture within your organization.
Watch this webinar and learn:
How safety culture can be broken down into components
The different ways that it can be (indirectly) measured
Steps that managers should take to improve it
How using Medgate to automate some safety activities assist in building a safety culture
This document provides an overview of a behavioral-based safety observation program. It describes the basics of such a program, which involves employees recording safety observations of each other, with a focus on stopping unsafe work. The core aspects of the program are outlined, including observing behaviors, analyzing for safe and unsafe acts, providing feedback, and reporting observations. A seven-step process for conducting observations is also detailed, covering approaching employees, discussing hazards, agreeing on safer work methods, and documenting the interaction. The goals of the program are to increase hazard awareness and develop safer practices among employees.
This document provides information on Hazard Identification, Risk Assessment and Control (HIRAC). It defines risk, hazard, and ill health. It explains why HIRAC is important from both legal and financial perspectives. Key aspects of risk assessment are discussed, including factors to consider, evaluating likelihood and severity, and developing a risk matrix. The hierarchy of controls for reducing risk is outlined. Examples of potential hazards, consequences, and control measures are given. Guidance is provided on reviewing risk assessments, including triggers for when a review is needed. Related HIRAC procedures and documentation are listed.
PREVENT WORK-RELATED INJURIES
Behavior-based safety is based on the theory that most accidents at workplaces can be prevented with the right behavioral analysis and training. Minor errors and oversights are often left unreported and thus can lead to major accidents if the causes for the incidents are not addressed.
Improve employee safety with our presentation on Behavior-Based Safety:
http://www.presentationload.com/behavior-based-safety-powerpoint-template.html
The BBS approach examines which behaviors and organizational circumstances led to accidents. By knowing this, you can inform employees about safe behavior at the workplace and implement Behavior-Based Safety in your company.
This template not only contains images with background information on occupational safety, but also a series of graphs with statistics and figures on the subject as well as a useful icons toolbox.
The document discusses Process Safety Management (PSM) and provides an overview of its key elements. PSM is a comprehensive management system that proactively avoids incidents in hazardous industries handling toxic chemicals. It integrates risk management across 14 elements, including employee participation, process hazard analysis, operating procedures, training, and compliance audits. The presentation aims to help organizations manage process safety risks in a more structured way.
This document provides guidance for flagmen/banksmen in construction. It outlines that a flagman assists equipment operators by signaling safe movements, controls traffic and people near operating equipment, and acts as the operator's eyes where they cannot see. Key responsibilities of a flagman include inspecting equipment, reporting defects, following safety procedures, restricting access to work areas, keeping escape routes clear, and communicating with operators. The document emphasizes that a flagman must always remain in plain view of operators and stop operations immediately if any danger is observed.
Learn how to implement Behavioral Based Safety system (BBS) at your workplace; what are the benefits of BBS, what are the roles of the employees and more.
Behavior-based safety is a process that helps employees choose safe behaviors over unsafe ones through observation and feedback. It involves observing employees' behaviors, providing feedback on safe and unsafe behaviors, analyzing the data to measure improvements in safety over time, setting improvement goals, and reinforcing safe behaviors and goal attainment. When implemented successfully, it can result in increased efficiency, productivity, morale and profitability.
Three key points from the document:
1. Safety is important to prevent accidents in the workplace caused by negligence, poor training, unsafe equipment or behaviors. Most accidents follow a pattern of lack of management controls, unsafe acts or conditions, and result in losses.
2. Employers and employees have legal duties under health and safety laws to protect workers and others from risks. This includes conducting risk assessments, implementing controls, providing training, and following safe systems of work.
3. Ignoring safety risks and procedures is against the law and can lead to prosecution, fines, injuries or even death for those involved and affected. All workers are responsible for keeping themselves and others safe by raising concerns and following safety rules.
The document outlines Millennium Products' new Near Miss Program. It defines a near miss as an unplanned event that could have caused injury or damage but did not. The objectives of the program are to identify risks, prevent accidents, and improve safety culture. Employees are encouraged to report near misses so their causes can be analyzed and corrective actions implemented to prevent future incidents. Examples of near misses at Millennium Products are provided to demonstrate how the program will work.
The document discusses how to develop a positive safety culture in the workplace, outlining that safety culture is defined as the values, attitudes and behaviors that determine an organization's commitment to safety programs. It provides a 7 step process to implement a strong safety culture, including leadership commitment, employee involvement, training, and analysis of safety incidents. The document also discusses how a good safety culture and programs can help lower workers compensation insurance rates through improved experience ratings and other discounts.
This document discusses leadership and safety culture. It begins by outlining the objectives of exploring concepts of leadership and how they can be applied to workplace health and safety. It then discusses what leadership is not, such as power, status, authority, or management. True leadership shapes culture and influences performance outcomes. As a safety leader, visible commitment and leadership in the field are keys to achieving safety success. The document provides tools for safety leaders, including understanding behavior using the ABC model, influencing others positively through RAS questions, and leading effective toolbox talks. It emphasizes that safety leaders must lead by example, recognize workers, and inspire others to behave safely.
This document discusses Behavior Based Safety (BBS), a program aimed at improving safety by focusing on behaviors. It provides an overview of BBS, explaining that BBS involves employees, drives safety improvement, and can lead to positive cultural changes when implemented correctly. However, BBS requires being part of an overall safety process and culture, and is not a replacement for compliance, training, or hazard removal. The document then discusses key aspects of implementing a successful BBS program, such as defining behaviors to observe and improve, understanding what drives both safe and unsafe behaviors, providing positive reinforcement, and focusing on achievements rather than failures.
This document outlines the goals and process for near miss reporting. The goals are to share experiences to prevent injuries, collect safety data, and foster a safety culture. A near miss is an unreported event that could have caused harm. Reporting identifies safety issues and solutions. The stages of management include identification, analysis of direct and root causes, solution identification, and dissemination of lessons learned. Near miss reporting provides valuable safety data without needing an actual injury.
This document provides an overview of process safety management fundamentals for the steel industry. It defines key terms related to process safety and outlines a six-step approach. The steps include: committing to process safety management; establishing a hazard evaluation program; implementing risk management controls; learning from experience; continuous improvement; and maintaining a sense of vulnerability. A tier framework is also presented to classify incidents from Tier 1 being the most severe to Tier 4 being performance indicators. Metrics like Tier 1 and Tier 2 frequency rates are recommended for benchmarking process safety performance.
SIMULTANEOUS OPERATIONS (SIMOPS) STUDY - IFLUIDS ENGINEERINGiFluids
SIMOPS Study is technique to find the possibility of two construction process at same time. iFluids Engineering is fully equipped with all requirements to execute the study to full stratification of client.
A risk assessment determines risks and dangers in workplaces by analyzing potential hazards, finding safe solutions to avoid injury or property damage, and determining if an activity can be done safely. Risk assessments are needed to assess any dangers people could face in a lab and reduce risks of harm. A risk assessment should identify possible lab dangers, guidelines for protecting people, and follow five steps: identifying hazards, deciding who could be harmed, evaluating risks and precautions, recording findings, and reviewing the assessment yearly.
The document provides an overview of process safety, outlining key differences from occupational safety. It describes process safety as involving the prevention of unintentional chemical releases that can seriously impact plants and the environment. The ten pillars of compliance for process safety management are then defined, including safety management systems, aging equipment, competence, safety instrumented systems, overfill prevention, containment, emergency response plans, performance indicators, and safety leadership. Major accidents that resulted from failures in management of change are also discussed.
Process Safety Vs Personal Safety | Process Safety | Personal Safety | Gaurav...Gaurav Singh Rajput
Process safety focuses on preventing catastrophic incidents in high-risk industries, while personal safety aims to prevent more frequent workplace injuries. Process safety requires technical expertise to assess major hazard risks, with controls often requiring senior management support. Personal safety hazards can be addressed with less training and resources. Both have important goals, but process safety incidents typically pose greater risks to personnel and assets. An integrated approach can leverage strengths of both.
This document provides an outline for a supervisor training on construction safety. It discusses the roles and responsibilities of supervisors in accident prevention. Supervisors are responsible for controlling the work environment and activities of their subordinates to eliminate unsafe conditions and acts. Accidents typically arise due to a lack of control at the supervision level. The training covers key construction safety areas, safety auditing, and emphasizes that planning and preparing for safety is essential and must be integrated from the start, not treated as an afterthought. Method statements are an effective tool to plan sequences of activities and identify necessary safety controls.
Enform oil and gas safety: Process safey vs. personal safety Enform
Process safety focuses on preventing catastrophic accidents associated with hazardous materials, while personal safety focuses on preventing workplace injuries. Process safety concerns low probability, high consequence events like explosions, whereas personal safety addresses more frequent, lower impact incidents like slips and falls. Process safety requires technical expertise to identify major hazard risks and implement controls like engineering solutions. It also demands buy-in from senior management. The goal of process safety is to protect people, property and the environment from rare but severe incidents, while personal safety aims to prevent a series of minor incidents. Both areas are important, and their management systems have considerable overlap.
Process safety focuses on preventing catastrophic accidents associated with hazardous materials, while personal safety focuses on preventing workplace injuries. Process safety concerns low probability, high consequence events like explosions, whereas personal safety addresses more frequent, lower impact incidents like slips and falls. Process safety requires technical expertise to identify major hazard risks and implement controls like engineering solutions, whereas personal safety hazards can often be addressed by less specialized workers. The goals of process safety are to protect people, property and the environment from rare but severe incidents, whereas personal safety aims to prevent a series of more common incidents and injuries.
Fall protection, Confined Space and other measures of safetyNamrata Singhal
This document discusses fall protection and confined space safety in a factory setting. It outlines three pillars of safety - legal compliance, infrastructure/equipment, and training. For fall protection, it describes fall prevention vs arrest methods. Engineering controls for fall protection include railings, toe boards, and ladder cages. Fall arrest equipment includes harnesses and lanyards. Confined space safety requirements and equipment such as tripods, air monitors, and rescue gear are also outlined. Gaps identified include safety analyses, signage, and training. Actions to address gaps include new signage and equipment, developing safety formats, and conducting more frequent drills and skills training.
This document discusses various aspects of safety engineering including:
1. Safety engineering assures that life-critical systems function properly even when some components fail through techniques like failure mode and effects analysis.
2. System safety and reliability engineering analyzes complex safety-critical systems using methods like root cause analysis, visual inspections, and chemical/x-ray analysis.
3. Important safety measures include implementing standard protocols, training, instruction manuals, government regulations, and evaluating activities through specialists.
BLOQUE: SEGURIDAD MINERA
Conferencia magistral
Paulo Henrique Humberto Rheinbolt
Process and Industrial Safety Consultant
Det Norske Veritas Business Assurance Brazil
Jueves 19 de setiembre, 2013
Safety instrumented systems angela summers Ahmed Gamal
This document discusses safety instrumented systems (SIS), which are designed to respond to hazardous conditions in industrial plants. An SIS monitors for conditions that could become hazardous and responds by taking actions to prevent or mitigate hazards. Examples provided include a furnace that shuts off fuel valves in response to high pressure and a reactor that opens a coolant valve when temperature rises too high. The document outlines standards for good engineering practices in designing, implementing, and maintaining SIS according to lifecycle phases from planning and design to operations and auditing. Key aspects covered are managing risks to people and procedures, assessing and mitigating risk through assigning safety integrity levels, and proving that SIS designs achieve the desired safety functionality.
How to use safe work method statements webinarCraig Thornton
In this webinar we were joined by Laurie O'Donoghue of Total Management and Training.
Laurie gave us his thoughts on how to use safe work method statements in your workplace.
The following important questions were answered;
1. What is a Safe Work Method Statement?
2. What is high risk construction work?
3. When is a Safe Work Method Statement required?
4. Preparation of a Safe Work Method Statement
5. Implementation of a Safe Work Method Statement
6. Reviewing a Safe Work Method
The webinar recording can be found here: http://www.mangolive.com/blog-mango/how-to-use-safe-work-method-statements
Depending on the nature of the task, the level of safety management training required will vary from general safety familiarization to expert level for safety specialists, for example:
a) Corporate safety training for all staff,
b) Training aimed at management’s safety responsibilities,
c) Training for operational personnel (such as pilots, maintenance engineers, dispatchers / FOO’s and personnel with apron or ramp duties), and
d) Training for aviation safety specialists (such as the Safety Management System and Flight Data Analysts).
The scope of SMS training must be appropriate to each individual’s roles and responsibilities within the operation. Training should follow a building-block approach. As part of the ICAO requirements, an operator must provide training to its operational personnel (including cabin crew), managers and supervisors, senior managers, and the accountable executive for the SMS.
Training should address the specific role that cabin crew members play in the operation. This includes, but is not limited to training with regards to:
a) Unit 1 SMS fundamentals and overview of the operator’s SMS;
b) Unit 2 Safety policy;
c) Unit 3 Hazard identification and reporting; and
d) Unit 4 Safety Communication.
e) Unit 5 Review of Company Safety Management
f) Unit 6 Review of Safety Reporting
The base content comes from many sources but all aligned to the ICAO syllabus requirements, and created for an international operational airline.
If you are a startup airline, or looking to align courses with your specific operational standards, please take a look and check out
pghclearningsolutions@gmail.com leave a message and I will contact you where we can discuss your requirements, send you examples and if required, download my editable masters which you can customize to meet your own specific operational training requirements.
Depending on the nature of the task, the level of safety management training required will vary from general safety familiarization to expert level for safety specialists, for example:
a) Corporate safety training for all staff,
b) Training aimed at management’s safety responsibilities,
c) Training for operational personnel (such as pilots, maintenance engineers, dispatchers / FOO’s and personnel with apron or ramp duties), and
d) Training for aviation safety specialists (such as the Safety Management System and Flight Data Analysts).
The scope of SMS training must be appropriate to each individual’s roles and responsibilities within the operation. Training should follow a building-block approach. As part of the ICAO requirements, an operator must provide training to its operational personnel (including cabin crew), managers and supervisors, senior managers, and the accountable executive for the SMS.
Training should address the specific role that cabin crew members play in the operation. This includes, but is not limited to training with regards to:
a) Unit 1 SMS fundamentals and overview of the operator’s SMS;
b) Unit 2 Safety policy;
c) Unit 3 Hazard identification and reporting; and
d) Unit 4 Safety Communication.
e) Unit 5 Review of Company Safety Management
f) Unit 6 Review of Safety Reporting
The base content comes from many sources but all aligned to the ICAO syllabus requirements, and created for an international operational airline.
If you are a startup airline, or looking to align courses with your specific operational standards, please take a look and check out
pghclearningsolutions@gmail.com leave a message and I will contact you where we can discuss your requirements, send you examples and if required, download my editable masters which you can customize to meet your own specific operational training requirements.
This presentation was delivered by Bell Energy as part of training program in 2013. It provides the reader, basic to intermediate level of information on the use of Bowties for managing Hazards & Effects. Bowties can be used by any industry whether they are Oil & Gas, Finance, Banks, Aviation, Power, Nuclear, Construction, Infrastructure. To know more about bowties, please visit www.bell-energy.com or contact us on uaeoffice@bell-energy.net
Safety Engineering in Project Supervision.pptxalutarep1
Project by definition, have a beginning and end dates, be it oil and gas industry, agriculture or infrastructural development as well as other industrial development project across the country. All these projects in these sectors have direct and indirect linkage with economic growth therefore it has become so important that Safety Engineering is given it adequate attention its deserve in our society.
No country grow without executing one project or another. Hence, the need for us to discuss about the safety engineering in project supervision which entails how we manage available resources to achieve project objective without compromising the safety of individual at the project site as well as the asset. Many project failed because adequate attention was not given to safety engineering at design phase
Safety Engineering in Project Supervision.pptxalutarep1
Safety engineering is the process of designing workplaces and systems to reduce risks and hazards. It involves identifying potential dangers, implementing safety controls, and ensuring structures and equipment are designed to prevent accidents. The document discusses the need for safety engineering in project supervision to protect workers and assets. It outlines frameworks for safety studies including hazard identification and risk analysis methods. A case study is presented on the Titan submersible incident that killed 5 people due to a lack of safety regulation and certification. The take home emphasizes the importance of compliance, training, and engaging stakeholders to improve safety standards and practices in Nigeria.
There are four SILs — SIL 1, SIL 2, SIL 3, and SIL 4. The higher the SIL, the greater the risk of failure. And the greater the risk of failure, the stricter the safety requirements
Safety instrumented systems (SIS) are designed to respond to hazardous conditions in industrial plants. An SIS monitors for conditions that could lead to hazards and responds by taking actions to prevent or mitigate hazards. Examples include high fuel gas pressure shutting off main valves or high reactor temperature opening a coolant valve. Standards like ISA 84.01 and IEC 61508/61511 provide guidelines for engineering practices to ensure SIS integrity through their lifecycle from planning and design to operations and maintenance. A key aspect is assessing risk and assigning a safety integrity level to guide system reliability design.
2015 Trinity Dublin - Task risk management - hf in process safetyAndy Brazier
1. Andy Brazier is a chemical engineer and human factors consultant with 19 years of experience, specializing in human factors in major accident safety for industries including oil, gas, chemicals, power, and steel.
2. Task risk management involves a 5-stage process to systematically analyze safety critical tasks: screening processes, identifying tasks, prioritizing tasks, analyzing top tasks, and applying findings.
3. Differentiating between safety critical tasks (SCT), which have clear start/finish steps, and safety critical activities (SCA), which involve timing, tools, information, and decision making, helps clarify how to address human factors risks.
Similar to Barrier Thinking - rev 2 May 15.pptx (20)
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THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
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It outlines the basic identity elements such as symbol, logotype, colors, and typefaces. It provides examples of applying the identity to materials like letterhead, business cards, reports, folders, and websites.
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Table of Content
February 5, 2023
2
MBT Tank Overfill - briefing by Technologist
AI – PSM
Barrier Thinking
SCE & Performance Standard
Safety Critical Position & Safety Critical Activity
Common Failures
Swiss Cheese Model
Conclusion
Quiz
Group activity
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AIPSM Structure : 4 main aspects
Our Assets are safe and we know it.
Design
Integrity
Technical
Integrity
Operating
Integrity
Integrity
Leadership
Maintain the
hardware barriers
Design and build so
that AI-PS risks are
ALARP
Work within the
operational
envelopes
Design HSE Case
Design & Engineering
Practices
Ops. HSE Case
Processes and
Procedures
Assessment & assurance processes
Integrity Leadership engagement
Learning From Incidents
Competency assurance programme
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6
Requirements Handled by Workstream
HSE Case
#1 Identify and document PS hazards
#2 Manage risks to ALARP
#3 Manage competencies in HSSE Critical Positions
#6 Supervision of HSE Critical Activities (Identify)
#12 Process Safety Reviews (PSRs)
Maintenance and Integrity Execution (MIE)
#15 Technical Integrity of HSSE Critical Equipment
#16 Maintain HSSE Critical Equipment
Operating Integrity (OI)
#7 SoF (restart of Existing Asset)
#13 Work in Classified Areas
#14 Operate within Operational Limits
#17 Permit to Work
Well Integrity
All requirements covered via Well Integrity Management Manual (WIMM)
Projects and Engineering Integrity (PEI)
#7 SoF – Start-up of New Assets / Modes
#8 Technical Integrity in Design / Construction
#9 Use of DEM 1s
#10 PSBR Requirements
#11 Documentation for HSSE Critical Equipment
Management of Change
Integrity Leadership
#22 Demonstrate Leadership in PS
Requirements Handled by Workstream
#4 Fitness to Work by employer
#5 Contract Holders role in HSSE
#6 Supervision of HSE Critical Activities (Execute)
#18 Single Point Accountability for PS
#18 Annual Review of PS Risks to the Business
#20 Annual Review of PS risks to the Asset
#21 Risks Managed to ALARP
OUR ASSETS
ARE SAFE
AND
WE KNOW IT
Vision / Goal
Integrity
Leadership
Technical
Integrity
Design
Integrity
Operating
Integrity
Workstreams and 22 AIPSM Manual Requirement
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Footer: Title may be placed here or disclaimer if required. May sit up to two lines in depth.
Because we want to prevent scenes like this ...
Design
Integrity
Technical
Integrity
Operating
Integrity
Integrity
Leadership
Design
Integrity
Technical
Integrity
Operating
Integrity
Integrity
Leadership
Why are we focusing on Asset Integrity Process Safety?
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Process Safety vs Personal Safety
What are the differences between Personal
Safety and Process Safety?
Which one is more critical?
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Personal vs. Process Safety
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Personal and Process Safety describe two different types of risk
that can lead to injury and/or fatality.
PERSONAL SAFETY
INCIDENTS
PROCESS SAFETY INCIDENTS
Typically workplace accidents
(slips/trips/falls)
Typically major release of flammable or
toxic material from process facilities.
Typically unsafe work behaviors or
unsafe working environment
Typically failure in engineering or human
controls/recovery
Typically low impact (personnel, asset) Typically high impact (people, asset)
High probability Low probability
Can be Deadly Can be Deadly
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Objectives
Understanding Risk.
Learn about the steps of Risk Assessment
Barrier thinking.
Learn what barriers are, how to support and maintain
them, as well as what will weaken or remove them.
Threat Line and Bow Tie Analysis.
Learn how critical equipment barriers, critical human
barriers, and critical activities link together to provide
an effective barrier against threats.
Swiss Cheese Model of Risk Analysis.
Learn how multiple barriers are used to separate
people form harm.
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Asset Integrity – Process Safety
AI-PS is about preventing process safety incidents resulting from the
unintentional release of energy or hazardous substances.
Keeping It In The Pipe
(Control)
Dealing With Releases
(Recovery)
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Bow Tie
A pictorial presentation of how a hazard can be
hypothetically released and further developed into a number
of consequences.
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The Concept
For risk to exist, four elements must be present:
Hazard
Threats
Top Event
Consequence
Threat release scenario are called ‘Initiating events’.
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Threats
Threats : a possible cause that will potentially release
a hazard and produce an incident.
Identifying threats is an essential step in the prevention
and mitigation of incidents.
Eg : Consider
a. the loss of a hydrocarbon (hazard) containment due to the corrosion of a
pipe,
b. the brittle fracture of a pipe
c. a tank overfill.
These are three different threats.
The barriers to be implemented to prevent the release of the hazard will
be significantly different for these three threats.
A high level alarm may be essential to prevent tank overfills, but will not
in any case help address corrosion.
Barriers are thus, often only valid for the threat being considered.
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What are Barriers ?
Measures to prevent threats from releasing a hazard or
measures to limit the consequences arising from the top
event.
Barriers need to be put in place to control risks, through
the HEMP process. Within our business processes and
activities, there are tasks which maintain these barriers.
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Barrier Expectations
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To work, a barrier in itself must be able to:
Stop the threat from releasing the top event
Mitigate or reduce the consequences after the top event
Effective, Independent, Auditable
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Barrier Types
Equipment barriers (hardware)
– eg, a pressure relief valve
Human barriers (human interventions)
– eg, following a procedure
Combination of both
– eg, a high level alarm & the operator responding
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Equipment Barriers
Equipment Barriers
– equipment/hardware/software/assets that are
intended to prevent or reduce the harm from a hazard
Examples : High level alarm + Operator Action for a tank, a
bund wall, a relief valve, an electrical grounding wire)
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Equipment Barriers in our business…
High pressure trip system
Tank high level alarm systems + Operator Action
Automatic valve shutdown systems
Pressure relief valves
Fire & Gas Detection System
Fire deluge system
Corrosion injection system
Open hazardous drains
Control valves to control flow or pressure
Fences
Signs
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Human Barriers
Human Barriers – a person performing an action that
prevents or reduces the harm from a hazard.
Example: A person checking to make sure there is enough
room in a tank prior to receipt.
Note : a people barrier is not a barrier unless the person is
performing some action! A manual is not a barrier because it
does nothing by itself!)
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Human Barriers in Our Business
• Operator de-pressurising an equipment using a procedure
• Operator following a tank inventory procedure before filing tank
• Responding to a tank high level alarm
• Completing a Permit to Work
• Taking corrective action in abnormal situation
• Closing manifold valves after a tank receipt
• Communicating with third party prior to pipeline or vessel receipt
to tankage
• Shift change documentation and communication
• An operator following an emergency response containment
procedure
• Site guard checking credentials before allowing entrance to site
if there is no action being performed there is no barrier (a manual itself is not a barrier)!
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Control Barrier (2)
Controls Barriers
Examples :
Design: Guards, shields, threat elimination, or automatic process
shutdown
Operations: The people and equipment that allow you to operate
within the operation envelope, or operations intervention activities.
Management System Processes /Control
(Eg, MOC or Technical Integrity Management)
Management System Processes are not barriers
Critical Business Processes in HSE MS
Are supporting Activities /Processes to a design/operations barrier
on the bowtie. Following these processes can be a barrier.
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Recovery Barrier (1)
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Barriers that limit or mitigate the consequences arising
from the top event are called Recovery Barriers.
They sit between the top event and the possible
consequences.
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Recovery Barrier (2)
Recovery Barrier
Examples :
Design: Spill containment, dikes, automatic water spray, or ignition
control
Operations: Operations intervention, rescue team response.
Management System Processes / Control (Eg, Emergency Response
Mgt)
Management System Processes are not barriers
Critical Business Processes in HSE MS
Are supporting Activities /Processes to a design/operations barrier
on the bowtie. Following these processes can be a barrier.
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Barrier Effectiveness (1)
Effective – The barrier prevents the consequence when it
functions as designed (ie, big enough, fast enough, strong
enough).
An effective barrier shall have the following three elements:
I. A detector- detects the condition that requires action
II. A logic solver- decides action is to be taken
III. An actuator – action taken to address the condition
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Barrier Independency
Independent
Independent of the initiating event (threat) and the
components if any other barrier already validated for the
same condition.
The barrier can not be considered independent from one
another if there is a common cause failure.
Example of dependence:
Threat: Instrument air failure, all barriers that need
instrument air are dependent and thus not valid.
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Barrier Auditability
Auditable - The barrier can be evaluated to assure that it
can operate correctly when it is called upon.
A critical activity shall be available to maintain the
barrier.
This links to accountability, responsibility & competence
assurance .
The barrier shall reduce the risks by a factor at least 10,
the Probability of Failure on Demand (PFD) is maintained
at no greater than10 %.
This link to requirements for maintenance & inspection in
maintenance system (like SAP). 5 February, 2023 39
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Safety Critical Element SCE (1)
SCE : An item of equipment or structure whose failure could
lead to the release of a Major Hazard or whose purpose is
to prevent or limit the consequences of a major incident,
excluding business loss.
Performance standard (PS) : A statement, which can be
expressed in qualitative or quantitative terms, of the
functional performance required of a system or item of
equipment, and which is used as the basis for managing the
risk from the Major Hazards.
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Safety Critical Element SCE (2)
SCE Features
Reliable / Robust : SIL, Redundancy
Availability : Spares stock, stringent assurance requirements
(PMs, CMs) more frequent maintenance
Standardization : Inter changeability
SCE Management tools
CMMS - for managing the tasks and results recording.
Total Reliability (TR) Measures dashboard - for performance
indicator reporting and trending.
Facilities Status Reporting (FSR) tool - for status reporting and
deviation management.
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Performance Standard
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Describes the minimum performance criteria for a Safety
Critical Element
is used as the basis for verification throughout the lifecycle of
the facility
is a statement, which can be expressed in qualitative or
quantitative terms, of the performance required of a system,
item of equipment, person or procedure
used as the basis for managing the Hazard according to the
HSSE Case (e.g. planning, measuring, control or audit through the
lifecycle of the installation).
Each SCE has a Performance Standard
The Technical Authorities shall own Performance Standards
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Safety Critical Positions
An HSSE Critical Position is :
a position that can impact significantly on the execution
of HSSE Critical Activities at the operational level or
management level,
or at both levels, because the position has
responsibility for performing Level 1 or Level 2 HSSE
Critical Tasks or a combination of Level 1 and Level 2
HSSE Critical Tasks, as documented in the Business
Unit HSE-MS or HSE Cases.
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Safety Critical Activities
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HSSE critical activity :activity that can impact significantly on the
control of the hazards & risks. Necessary to provide or maintain
barriers and recovery measures to assure that HSSE risk
objectives are continuously met.
An HSSE critical task : action required for the execution of an
HSSE critical activity.
Critical activities maintain
barriers to keep them from
deteriorating.
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HSSE critical tasks are divided into two types :
Level 1 : Tasks are ones where a mistake can directly
cause an accident. Operational tasks required for the
execution of HSSE Critical Activities, where actions (or
inactions) taken while performing such tasks could lead
directly to a significant incident. associated with the Control
or Recovery elements of HEMP.
Level 2 : Tasks where a mistake can make an accident
more likely. Tasks required for the execution of HSSE
Critical Activities, where action (or inaction) while
performing such tasks could lead indirectly to a significant
incident.
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Examples
Level 1 : HSSE Critical Tasks performed by plant operators,
technicians, vehicle drivers, aircraft pilots, ship’s captains,
emergency response, and recovery from emergency.
Level 2 : Normally supervisory-related, such as identifying
/assessing staffing requirements to implement processes,
and the Control and Recovery elements of HEMP. Refer to
the appropriate HSE-MS and HSE Cases to identify these
tasks.
Competence requirements for these tasks have to be
defined in the Job Competence Profiles. These will be
loaded into the Shell People competence system.
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Bow-tie link to Critical Activities, Process & Equipment
Each barrier has to be assigned to a critical activity to ensure it
will work when the situation needs it.
P:5B A:5C
Unrefined
Hydrocarbon
Material
selection
of piping
LOPC
Internal
corrosion
(piping)
Fire
Chemica
l
injection
system
Emergency
Response
Design & operation
in compliance with
DEP
Critical Process
(RBI)
Critical Eq – Piping
Critical activity –
carry out the
maintenance
Chemical Injection
program
Critical Process
(Operation)
Critical Eq – injection
skid
Critical activity –
monitoring injection
rate, chemical
consumption
Emergency
Response
Critical Process
(ER)
Critical Eq – F&G
detectors, fire
fighting equipment
Critical activity –
PIP review, training
for response team
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Some Common Failures
Where we usually go wrong?
Poor line of sight,
Assignment to incompetent / inappropriate workforce
Susceptibility : Maintenance overrides/bypass, malfunction,
overdue PMs/CMs, obsolescence, Spare and availability,
destruction in incidences, use under excessive/beyond
design/operating envelopes
delegation without considerations (sit ins, turnovers,
resignations, manpower, vacations substitutes, etc)
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Swiss Cheese Model
If the holes in the barrier walls
(holes in the slices of Swiss
cheese) line up, and the hazard
“escapes”, an incident may occur.
This is why we have multiple
barriers and why we maintain the
barriers.
Swiss Cheese has holes; barriers can have “holes” or deficiencies
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Swiss Cheese Model
“Barrier thinking” includes
addressing small holes at each
level. This keeps a series of small
holes from lining up and leading to
an incident.
20
The “Swiss Cheese Model” is a visual way to think about making sure
barrier holes are prevented
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Conclusion
Barrier thinking is a way of thinking that helps us:
Identify hazards
Put appropriate controls in place to prevent and contain
incidents
Ask what hazards we face and what controls can be initiated.
Encourage mind-sets that will:
Make sure effective barriers are in place.
Ask the right questions to put safety first.
Check effective barriers are in place.
Don’t assume it will be OK (based on previous experience)
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Recap
What are barriers ?
Types of barriers
When are SCEs compromised :
How do we assure the SCEs are healthy :
Common Failures : Where we usually go wrong?
Ask yourself : What role do you play ?
05 February 2023 56
Critical Equipment Barrier, Critical Human Barrier, or combination of
both
Measures to prevent threats from releasing a hazard or measures to limit
the consequences arising from the top event
Maintenance overrides/bypass, malfunction, overdue PMs/CMs, obsolescence,
SPIRs unavailability, destruction in incidences, use under excessive/beyond
design/operating envelopes
PM/CM : Assigning the task to a competent person – SCE positions (Level 1 /
2 )
Line of sight, delegation without considerations (sit ins, turnovers,
resignations, manpower, vacations substitutes, etc)
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Question 1
What is Process Safety? (Choose the correct answer.)
a. Process Safety involves things that happen only
outside the boundary of the plant.
b. Process Safety includes things that happen at
home
c. Process Safety is about protecting you, your co-
worker, the plant and the community
d. Process Safety is mostly about protecting the
individual
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Question 2
What is Personal Safety? (Choose the correct answer)
a. Personal Safety involves things that happen only
outside the boundary of the plant
b. Personal Safety includes things that happen at home
c. Personal Safety is about protecting you, your co-
worker, the plant and the community
d. Personal Safety is mostly about protecting the
individual
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Question 3
Which of these activities is predominantly related to Process
Safety? Select all correct answer.
a. Putting on a safety harness
b. Conducting operator rounds
c. Responding to alarms
d. Selecting appropriate PPE
e. Selecting proper gasket
f. Following Emergency procedures
g. Function test of a shutdown device
h. Proper foot placement
i. Wearing a seatbelt
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Question 4
What is the purpose of Understanding Risk?
a. To protect the individual against slips, trips, and
falls
b. To distinguish between critical equipment and
human barriers
c. To provide a structured approach to managing
hazards in the workplace
d. To establish healthy and safety procedures
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Question 5
What is the proper order of the components for
Understanding Risk?
a. Assess, Recover, Control, Identify
b. Control, Recover, Assess, Identify
c. Identify, Assess, Control, Recover
d. Recover, Assess, Identify, Control
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Question 6
Which of the following accurately describes a barrier?
a. Process safety barriers prevent hazards from being
released or minimize the effect
b. Barriers never have weaknesses
c. Process safety barriers make my job more dangerous
d. A barrier often causes fire or explosion
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Question 7
There are two main types of barriers :
Critical _____ Barriers and Critical Human Barriers
a. Process
b. Equipment
c. Hazard
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Question 8
The Swiss Cheese model demonstrates how holes or
weaknesses in barriers line up to allow undesirable
events to occur
a. True
b. False
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Question 10
Preventing Abnormal Situations includes :
(Please select all appropriate answers)
a. Reporting or fixing small things before they become
bigger
b. Listening to your intuitions, sights, sounds and smells
c. Proactively communicating
d. Constant vigilance
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Question 11
The Bow Tie model is a tool used to analyse how we
manage hazards and potential consequences.
a. True
b. False
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Question 12
When multiple threat lines for a hazard are shown, they
appear in the shape of a ____
a. Brick wall
b. Swiss Cheese
c. Bow Tie
d. Triangle
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Barrier Exercise: “LINE OF FIRE” : Mobile Heavy
Equipment
What happened?
Worker run over by truck and injured, leads to fatality.
The Injured Party (IP) was walking on a road in sand quarry adjacent
to the accommodation site.
The IP stopped in the middle of the road behind a truck with his back to
it.
At the same time the truck started to reverse in preparation for sand
loading and knocked over and crushed the IP under its wheels.
The medics were on site immediately to apply first aid but were unable
to save the IP’s life.
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Why did it happen ? (1)
Underlying causes :
Unclear accountability for managing (sand storage) site
access and sand loading activities.
Failures in applying safe worksite practices like
segregation of pedestrians and heavy goods vehicles
on project sites.
Allowing lower standards for visitors into the field area,
for the purpose of goods
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Why did it happen ? (2)
Immediate causes
IP neither saw nor heard the project truck reversing.
The truck had a faulty reversing alarm; the driver had not
completed defensive driver training (which includes the
requirement to check behind/under the vehicle before
reversing).
On the day of the incident there were significantly more heavy
transport activities in the quarry than normally and therefore
higher noise levels.
Pedestrians and vehicles used the same road at the same time
(no segregation).
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Barrier Exercise: “LINE OF FIRE”
“LINE OF FIRE” situation : Mobile Heavy Equipment
Review the incident below
Which hardware barriers are missing?
Which human barriers are missing?
Which process barriers are missing?
Class divide into 3 groups, each take one question. 5 mins for
discussion
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HARDWARE Barrier failures
Barrier : Site Planning & Design Layout
No formal risk assessment was performed, which would have revealed
that the sand storage area was occasionally used heavily, as on the day
of the incident.
Barrier: Equipment
The truck was fitted with an automatic reversing alarm but this was not
working.
Having delivered goods to site, the truck was requested to do an extra
job. The normal and compliant sand truck was broken, hence the request.
Barrier: Equipment Monitoring Systems
A system such as Collision Avoidance Devices, was not present.
Barrier: Physical Barriers
Physical Barriers such as Exclusion Zones, Boundary Markers, Hard
and/or Soft Barriers or Berms were not present at the time of the incident.
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HUMAN Barrier failures
Barrier : Hazard awareness
Not all involved were aware of the hazards behind the vehicle and no
checks were done before reversing.
Barrier: Following Procedures/Rules
The driver was also delivering goods to a contractor working at another
site. On that site he had been instructed to use the horn when reversing.
Local requirements were not known.
Barrier: Supervision
The nominated construction contractor supervisor was not seen on the
site, even on a day of heavy use.
While each site in the large area has an owner there is no overall owner
who takes accountability for coordinating and planning across the various
sites.
05 February 2023 77
78. Confidential
CRITICAL PROCESS Barrier failure
Barrier: Training & Competency
The driver had not passed the required defensive driving training,
he was on waiting list for training in September.
Barrier: Contractor Management
There was no contract holder review/audit or enforcement of
supervision on site.
Barrier: Company Standards – & Operating Procedures
The truck was allowed on to the site after inspection, on a
temporary visitor pass.
Failure to ensure that heavy machinery operating at construction
worksites met company standards. While there was a traffic flow
plan for the sand storage site and this was in the working
instructions, there were no signs at the site showing the planned
traffic flow or any other warnings, e.g.: no signs barring pedestrian
access or parking. 05 February 2023 78
81. Confidential
Team Activity: Identifying Barriers
Some of the barriers include:
pressure reliefs
pressure indicators
level transmitters
low level trip
site glasses
piping and valves
temperature and pressure gauges
inspection points
fire detection system
coupling guard
vibration measuring points
breaker
start/stop switch
asset integrity
various maintenance/inspection tasks
As you can see, there
are a lot of barriers out
there protecting us!
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