http://www.aiche.org/CCPS
The Business Case for Process Safety is an industry-wide study that identifies and explains the ways business benefit from implementing a robust process safety program.
Learn more about chemical process safety at http://www.aiche.org/ccps
The document discusses health and safety inspection duties and responsibilities for workplaces. It covers inspecting external areas like parking, access/egress, signage and lighting. Internal areas include housekeeping, welfare facilities, work areas, machinery and equipment, procedures, training and documentation. Inspections should be carried out regularly and systematically to identify hazards, educate workers and ensure compliance with health and safety regulations.
Improving Health, Safety and Environment Performance Analysis | Mark Weitner,...Cairn India Limited
Health, safety, and environment (HSE) management is undergoing a major transformation from compliance-driven practices to a stakeholder-focused model centered around reducing operational risk. Asset-intensive companies are shifting from tactical compliance reporting to sustainable operational excellence. This transformation requires overcoming challenges such as aligning complex and diverse HSE information systems and processes across organizations. Emerging predictive analytics techniques can help identify risk factors and optimize safe operations by learning patterns from historical data. Fully realizing benefits such as increased productivity requires standardizing information, developing predictive capabilities, and implementing social business programs to drive cultural adoption of new HSE strategies.
The document discusses permit to work (PTW), which is a formal safety system used to control potentially hazardous work activities. It outlines the PTW process involving the permit applicant, responsible asset holder supervisor, asset holder site supervisor, and permit holder. The PTW contains details of the job, required documents like a job hazard analysis, and safety precautions. Certificates and personal protective equipment requirements are also specified. The validity, handover, and closure of the PTW are further described.
This document provides an internal health, safety, and environment (HSE) audit checklist for a monthly organizational audit. It contains over 200 questions across 20 categories related to HSE policies, training, the work environment, amenities, housekeeping, special work procedures, hazards, equipment, and other factors. The audit is intended to evaluate compliance with HSE standards and identify any nonconformities requiring corrective action. No audit results are provided in the sample document.
The document provides an overview of safety management systems. It defines a safety management system as a systematic and comprehensive process for managing safety risks that is woven into the culture and work processes of an organization. The presentation covers topics like the importance of safety, hazard identification and risk assessment, risk controls, and the structure and requirements of the OHSAS 18001 international standard for occupational health and safety management systems.
This document discusses health and safety in the oil and gas industry. It covers several topics:
- Management systems for health and safety with planning, performance, assessment, and improvement.
- Personal protective equipment (PPE) including responsibilities, hazard assessment, protective clothing, and training.
- Electrical safety including responsibilities, hazards, flash hazard analysis, and qualifications.
- Control of hazardous energy sources including lockout procedures.
- Emergency contingency planning including different plans for shelter in place, administrative closings, and occupant emergencies.
The document discusses health and safety inspection duties and responsibilities for workplaces. It covers inspecting external areas like parking, access/egress, signage and lighting. Internal areas include housekeeping, welfare facilities, work areas, machinery and equipment, procedures, training and documentation. Inspections should be carried out regularly and systematically to identify hazards, educate workers and ensure compliance with health and safety regulations.
Improving Health, Safety and Environment Performance Analysis | Mark Weitner,...Cairn India Limited
Health, safety, and environment (HSE) management is undergoing a major transformation from compliance-driven practices to a stakeholder-focused model centered around reducing operational risk. Asset-intensive companies are shifting from tactical compliance reporting to sustainable operational excellence. This transformation requires overcoming challenges such as aligning complex and diverse HSE information systems and processes across organizations. Emerging predictive analytics techniques can help identify risk factors and optimize safe operations by learning patterns from historical data. Fully realizing benefits such as increased productivity requires standardizing information, developing predictive capabilities, and implementing social business programs to drive cultural adoption of new HSE strategies.
The document discusses permit to work (PTW), which is a formal safety system used to control potentially hazardous work activities. It outlines the PTW process involving the permit applicant, responsible asset holder supervisor, asset holder site supervisor, and permit holder. The PTW contains details of the job, required documents like a job hazard analysis, and safety precautions. Certificates and personal protective equipment requirements are also specified. The validity, handover, and closure of the PTW are further described.
This document provides an internal health, safety, and environment (HSE) audit checklist for a monthly organizational audit. It contains over 200 questions across 20 categories related to HSE policies, training, the work environment, amenities, housekeeping, special work procedures, hazards, equipment, and other factors. The audit is intended to evaluate compliance with HSE standards and identify any nonconformities requiring corrective action. No audit results are provided in the sample document.
The document provides an overview of safety management systems. It defines a safety management system as a systematic and comprehensive process for managing safety risks that is woven into the culture and work processes of an organization. The presentation covers topics like the importance of safety, hazard identification and risk assessment, risk controls, and the structure and requirements of the OHSAS 18001 international standard for occupational health and safety management systems.
This document discusses health and safety in the oil and gas industry. It covers several topics:
- Management systems for health and safety with planning, performance, assessment, and improvement.
- Personal protective equipment (PPE) including responsibilities, hazard assessment, protective clothing, and training.
- Electrical safety including responsibilities, hazards, flash hazard analysis, and qualifications.
- Control of hazardous energy sources including lockout procedures.
- Emergency contingency planning including different plans for shelter in place, administrative closings, and occupant emergencies.
This presentation will give you an overview of safety
management system, importance of safety, incident, accident and near miss, Hazards and Risk assessment , Risk Matrix, Risk controls and Mitigation Plan.
This PowerPoint presentation provides information about health and safety policies and responsibilities at Bridgwater College. It outlines the overall responsibility of the board of governors, principal, managers, staff, and health and safety manager. It details staff responsibilities and provides information on first aid procedures, fire safety, driving policies, and the college's commitment to safeguarding individuals and promoting health and well-being. The presentation is intended to inform college staff about relevant health and safety practices and policies.
Safety is defined as freedom from unacceptable risk or harm according to international standards. It involves protection from failure, damage, accidents or harm. Safety describes a state where the remaining risk is judged to be acceptable, though some risk still exists even in a safe state. The document discusses definitions of hazard and risk. It outlines the history of safety legislation and different safety theories. Accident causation, types, impacts and prevention methods are described. Key safety principles are provided regarding management systems, predictable severe injuries, and fixing accountability.
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 an introduction and overview of occupational safety and health management. It outlines the following key points:
- The training objectives are to understand safety management systems, communication channels, workplace hazards, hazard identification and control, incident investigation, and implications of ignoring safety rules.
- Workplace hazards fall under 5 categories and can be identified through walkaround inspections and job hazard analysis. The hierarchy of controls should be followed to control hazards.
- Management must be committed to safety and develop plans, programs, policies, procedures and processes. Ignoring safety can result in injuries, death, fines and lost productivity. Effective communication and incident investigations are also important.
SIMOPS refers to the performance of potentially conflicting operations simultaneously and in close proximity. This presents several risks such as hydrocarbon releases interacting with ignition sources. To safely conduct SIMOPS, strict safety procedures and monitoring systems must be in place. These include testing safety systems, controlling access, installing alarms and signs, having emergency response teams on standby, and providing all personnel with suitable protective equipment and training.
Practical approach to implement and comply to ISO 45001:2016 Occupational Health & Safety Standard.
This presentation will help organisations to effectively implement and keep the compliance to ISO 45001:2016 OHSA Standard
This is the brief manual for Risk Assessments (HIRA – Hazard Identification and Risk Assessment) to guide through significant and benefits of HIRA. This is an important step to ensure OSHA compliance. It helps in identification of risks and creation of exercises, training programs, and plans based on the most likely scenarios.
Module-I (12 Hours)
Development of safety movement: - Need for safety-safety and productivity-planning for safetyplanning
procedure-safety policy-formulation of safety policy-safety budget-role and
qualification of safety professional-safety committees-need, types and functions of committeessafety
organizations.
Module II (12 Hours)
Accident prevention: - Basic philosophy of accident prevention-nature and causes of accidentsaccident
proneness-cost of accidents-accident prevention methods-Domino theory-safety
education and training-training methods-motivation and communicating safety-personal
protective equipments.
Module III (12 Hours)
Safety management techniques: - Safety inspection-Safety sampling technique-Safety audit-
Safety survey-Incident recall technique-Job safety analysis-Damage control-Risk management.
Involvement in safety: - Role of management-role of supervisors-role of workmen- role of
unions-role of government
Module IV (12 Hours)
Occupational health and hygiene: - Functional units and activities of occupational health and
hygiene-types of industrial hazards-physical, chemical, mechanical, electrical, social, biological,
ergonomic and environmental hazards-factors impeding safety-house keeping-hearing
conservation programme
Module V (12 Hours)
Industrial fire protection: - Fire chemistry-classification of fires-fire prevention activities-fire
risks-fire load -contributing factors to industrial fires-fire detection-industrial fire protection
systems.
This document discusses strategies for improving safety culture in an organization. It defines safety culture as the set of values that determine how management and employees act at work, rather than simply prioritizing safety. Some recommendations include viewing safety as a continuous process rather than just compliance, analyzing accidents by looking at the systemic factors that led to them rather than blame, integrating safety fully into daily operations, and involving employees in safety decision-making. Lastly, it notes that truly changing an organization's safety culture requires consistent leadership promoting new safety values through education and encouragement over time.
Health and safety in the workplace: Safety BudgetElsie Lessing
Safety Budgets are put in place to enable employers to pay close attention to the health and safety of the workplace and assess future workplace safety provisions.
Small tubes of petroleum ether stored in a freezer evaporated and accumulated to a concentration above the lower explosive limit. A spark from the freezer's internal components ignited the vapors, causing $500,000 in damage. Similarly, lab personnel ignored warnings that too much hydrogen had entered an anaerobic hood and became flammable, resulting in an explosion that injured four people when the gas encountered an ignition source. The document provides guidance on hazard communication, material safety data sheets, chemical storage, personal protective equipment, chemical spill response, and general safety rules to prevent such incidents.
This document discusses industrial worker safety. It outlines various types of industrial accidents such as construction, mining, fires, and electrical accidents. Common causes of accidents are worker fault, poor safety systems, unskilled machine operation, and neglecting safety procedures. The document recommends following safety procedures, using proper safety signs and personal protective equipment to reduce accidents. Ensuring worker safety reduces injuries, risk, and property loss while improving the work environment.
The document discusses improving the safety culture at Douglas Borough Council. It outlines 5 levels of safety culture maturity from emerging to continually improving. The council aims to advance from a level 1 emerging culture to higher levels involving greater management commitment, communication, cooperation between managers and staff, active monitoring, and review. Improving the safety culture would benefit the organization through cost savings from reduced lost time due to injuries. The presentation provides an example plan using a PDCA (plan-do-check-act) model to address issues like communication, cooperation, and reactive monitoring to advance the safety culture.
Critical Review of PSM In Petroleum Industry | Mr. Hirak Dutta, Executive Di...Cairn India Limited
This document summarizes the key points from a presentation on process safety management in India's petroleum industry. It notes that India has become a major exporter of petroleum products, with over 200 million metric tons of annual refining capacity and significant crude oil and gas production. It outlines the pillars of process safety like operational integrity and discusses taking a systemic approach. It emphasizes the importance of recognizing warning signs to avoid accidents and highlights lessons around focusing on leading indicators and inherent safety principles. The document concludes by outlining the Oil Industry Safety Directorate's focus on key drivers of process safety like procedures, hazard identification, and managing change.
Process safety aims to prevent incidents involving hazardous materials that could endanger workers, property, and the environment. It involves applying engineering and operating practices to control hazards. Key elements of process safety management include process hazard analysis, operating procedures, employee participation, training, contractor management, pre-startup safety reviews, mechanical integrity programs, emergency response planning, compliance audits, and incident investigation. The goal is to anticipate, identify, evaluate, and control hazards to protect people and prevent accidents.
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.
Permit To Work
Types of Permit To Work
Hot Work Permit
Confined Space Entry Permit
Electrical Permit
Excavation Permit
Radiography Permit
Crane Critical Lifts Permit
Man Basket Operation
Permit Issuer Responsibilities
Permit Receiver Responsibilities
HSE Permit Coordinator
Responsibilities
Revalidation of the Permit
Work Permit Flow Chart
Reliability - the missing leg of the stool final proofDonald Dunn
This document discusses reliability and its relationship to safety in heavy industry processes. It argues that reliability is the "missing leg" of the safety stool and that reliability and safety are interdependent. When equipment is more reliable through proactive maintenance and reliability programs, workers are exposed to hazards less frequently, improving safety. The document advocates for adopting a reliability-centered approach and management program that utilizes tools like predictive maintenance, root cause analysis, and reliability metrics to continuously improve equipment reliability and thereby also improve safety.
IDC Energy Insights - Enterprise Risk ManagementFindWhitePapers
Operational risk management is a rising priority for companies in asset-intensive industry segments. Disparate and disconnected efforts in safety, environmental compliance, and asset utilization at the individual facility are converging to provide better enterprise-wide control and management accountability. Companies that make substantial efforts today will not only improve risk mitigation but create an enduring competitive advantage.
This presentation will give you an overview of safety
management system, importance of safety, incident, accident and near miss, Hazards and Risk assessment , Risk Matrix, Risk controls and Mitigation Plan.
This PowerPoint presentation provides information about health and safety policies and responsibilities at Bridgwater College. It outlines the overall responsibility of the board of governors, principal, managers, staff, and health and safety manager. It details staff responsibilities and provides information on first aid procedures, fire safety, driving policies, and the college's commitment to safeguarding individuals and promoting health and well-being. The presentation is intended to inform college staff about relevant health and safety practices and policies.
Safety is defined as freedom from unacceptable risk or harm according to international standards. It involves protection from failure, damage, accidents or harm. Safety describes a state where the remaining risk is judged to be acceptable, though some risk still exists even in a safe state. The document discusses definitions of hazard and risk. It outlines the history of safety legislation and different safety theories. Accident causation, types, impacts and prevention methods are described. Key safety principles are provided regarding management systems, predictable severe injuries, and fixing accountability.
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 an introduction and overview of occupational safety and health management. It outlines the following key points:
- The training objectives are to understand safety management systems, communication channels, workplace hazards, hazard identification and control, incident investigation, and implications of ignoring safety rules.
- Workplace hazards fall under 5 categories and can be identified through walkaround inspections and job hazard analysis. The hierarchy of controls should be followed to control hazards.
- Management must be committed to safety and develop plans, programs, policies, procedures and processes. Ignoring safety can result in injuries, death, fines and lost productivity. Effective communication and incident investigations are also important.
SIMOPS refers to the performance of potentially conflicting operations simultaneously and in close proximity. This presents several risks such as hydrocarbon releases interacting with ignition sources. To safely conduct SIMOPS, strict safety procedures and monitoring systems must be in place. These include testing safety systems, controlling access, installing alarms and signs, having emergency response teams on standby, and providing all personnel with suitable protective equipment and training.
Practical approach to implement and comply to ISO 45001:2016 Occupational Health & Safety Standard.
This presentation will help organisations to effectively implement and keep the compliance to ISO 45001:2016 OHSA Standard
This is the brief manual for Risk Assessments (HIRA – Hazard Identification and Risk Assessment) to guide through significant and benefits of HIRA. This is an important step to ensure OSHA compliance. It helps in identification of risks and creation of exercises, training programs, and plans based on the most likely scenarios.
Module-I (12 Hours)
Development of safety movement: - Need for safety-safety and productivity-planning for safetyplanning
procedure-safety policy-formulation of safety policy-safety budget-role and
qualification of safety professional-safety committees-need, types and functions of committeessafety
organizations.
Module II (12 Hours)
Accident prevention: - Basic philosophy of accident prevention-nature and causes of accidentsaccident
proneness-cost of accidents-accident prevention methods-Domino theory-safety
education and training-training methods-motivation and communicating safety-personal
protective equipments.
Module III (12 Hours)
Safety management techniques: - Safety inspection-Safety sampling technique-Safety audit-
Safety survey-Incident recall technique-Job safety analysis-Damage control-Risk management.
Involvement in safety: - Role of management-role of supervisors-role of workmen- role of
unions-role of government
Module IV (12 Hours)
Occupational health and hygiene: - Functional units and activities of occupational health and
hygiene-types of industrial hazards-physical, chemical, mechanical, electrical, social, biological,
ergonomic and environmental hazards-factors impeding safety-house keeping-hearing
conservation programme
Module V (12 Hours)
Industrial fire protection: - Fire chemistry-classification of fires-fire prevention activities-fire
risks-fire load -contributing factors to industrial fires-fire detection-industrial fire protection
systems.
This document discusses strategies for improving safety culture in an organization. It defines safety culture as the set of values that determine how management and employees act at work, rather than simply prioritizing safety. Some recommendations include viewing safety as a continuous process rather than just compliance, analyzing accidents by looking at the systemic factors that led to them rather than blame, integrating safety fully into daily operations, and involving employees in safety decision-making. Lastly, it notes that truly changing an organization's safety culture requires consistent leadership promoting new safety values through education and encouragement over time.
Health and safety in the workplace: Safety BudgetElsie Lessing
Safety Budgets are put in place to enable employers to pay close attention to the health and safety of the workplace and assess future workplace safety provisions.
Small tubes of petroleum ether stored in a freezer evaporated and accumulated to a concentration above the lower explosive limit. A spark from the freezer's internal components ignited the vapors, causing $500,000 in damage. Similarly, lab personnel ignored warnings that too much hydrogen had entered an anaerobic hood and became flammable, resulting in an explosion that injured four people when the gas encountered an ignition source. The document provides guidance on hazard communication, material safety data sheets, chemical storage, personal protective equipment, chemical spill response, and general safety rules to prevent such incidents.
This document discusses industrial worker safety. It outlines various types of industrial accidents such as construction, mining, fires, and electrical accidents. Common causes of accidents are worker fault, poor safety systems, unskilled machine operation, and neglecting safety procedures. The document recommends following safety procedures, using proper safety signs and personal protective equipment to reduce accidents. Ensuring worker safety reduces injuries, risk, and property loss while improving the work environment.
The document discusses improving the safety culture at Douglas Borough Council. It outlines 5 levels of safety culture maturity from emerging to continually improving. The council aims to advance from a level 1 emerging culture to higher levels involving greater management commitment, communication, cooperation between managers and staff, active monitoring, and review. Improving the safety culture would benefit the organization through cost savings from reduced lost time due to injuries. The presentation provides an example plan using a PDCA (plan-do-check-act) model to address issues like communication, cooperation, and reactive monitoring to advance the safety culture.
Critical Review of PSM In Petroleum Industry | Mr. Hirak Dutta, Executive Di...Cairn India Limited
This document summarizes the key points from a presentation on process safety management in India's petroleum industry. It notes that India has become a major exporter of petroleum products, with over 200 million metric tons of annual refining capacity and significant crude oil and gas production. It outlines the pillars of process safety like operational integrity and discusses taking a systemic approach. It emphasizes the importance of recognizing warning signs to avoid accidents and highlights lessons around focusing on leading indicators and inherent safety principles. The document concludes by outlining the Oil Industry Safety Directorate's focus on key drivers of process safety like procedures, hazard identification, and managing change.
Process safety aims to prevent incidents involving hazardous materials that could endanger workers, property, and the environment. It involves applying engineering and operating practices to control hazards. Key elements of process safety management include process hazard analysis, operating procedures, employee participation, training, contractor management, pre-startup safety reviews, mechanical integrity programs, emergency response planning, compliance audits, and incident investigation. The goal is to anticipate, identify, evaluate, and control hazards to protect people and prevent accidents.
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.
Permit To Work
Types of Permit To Work
Hot Work Permit
Confined Space Entry Permit
Electrical Permit
Excavation Permit
Radiography Permit
Crane Critical Lifts Permit
Man Basket Operation
Permit Issuer Responsibilities
Permit Receiver Responsibilities
HSE Permit Coordinator
Responsibilities
Revalidation of the Permit
Work Permit Flow Chart
Reliability - the missing leg of the stool final proofDonald Dunn
This document discusses reliability and its relationship to safety in heavy industry processes. It argues that reliability is the "missing leg" of the safety stool and that reliability and safety are interdependent. When equipment is more reliable through proactive maintenance and reliability programs, workers are exposed to hazards less frequently, improving safety. The document advocates for adopting a reliability-centered approach and management program that utilizes tools like predictive maintenance, root cause analysis, and reliability metrics to continuously improve equipment reliability and thereby also improve safety.
IDC Energy Insights - Enterprise Risk ManagementFindWhitePapers
Operational risk management is a rising priority for companies in asset-intensive industry segments. Disparate and disconnected efforts in safety, environmental compliance, and asset utilization at the individual facility are converging to provide better enterprise-wide control and management accountability. Companies that make substantial efforts today will not only improve risk mitigation but create an enduring competitive advantage.
Governance, Risk and Compliance- Energy Industry MetricStream Inc
Case Study:Large Fortune 500 Energy Organization selects MetricStream's GRC solution to create a proper governance structure and GRC processes across the enterprise.
NACD's Responsible Distribution program brings benefits throughout the chemical supply chain by ensuring safe practices and reliable delivery. It establishes best practices for safety, security, and environmental responsibility. Several companies discuss specific benefits they have experienced from the program, including standardized procedures, improved safety practices and training, identification of safety concerns, and new business opportunities. The program helps all members of the supply chain including distributors, manufacturers, third party logistics providers, and customers operate more effectively and reliably.
The document discusses Gasco's process safety methodology which outlines 22 requirements across risk management, management of change, operations, inspection and maintenance, and process safety culture. It introduces Gasco's Process Safety Management Application Manual published in 2013 which provides guidance to asset managers on verifying minimum acceptable process safety requirements. The methodology focuses on identifying hazards, managing risks, competence, technical integrity, documentation, reviews, procedures for operations, inspections, and maintenance. It aims to reduce risks to as low as reasonably practicable and maintain process safety.
The document discusses the return on investment (ROI) of implementing a safety management system (SMS) and safety management software in a manufacturing environment. It states that an SMS can reduce injury and illness costs by 20-40% according to OSHA, and that for every $1 invested in an SMS, companies see $2-$6 in savings. Implementing leading safety indicators through software allows companies to shift from reactive to proactive safety and identify risks before incidents occur. The document provides examples of tangible ROI from reduced data entry time, lower lost time injuries, and decreased workers' compensation premiums or experience modifier ratings.
This document summarizes key findings from Aberdeen Group's research report on machine safety and productivity. The research found that companies taking a holistic approach to safety through cross-functional collaboration and early safety system integration achieved higher productivity levels while reducing safety incidents ("Best-in-Class"). Best-in-Class companies were more likely to integrate safety and automation systems onto a single platform and use open communication protocols. They also prioritized executive sponsorship of safety and establishing cross-functional safety teams. The research concluded integrated safety systems can help manufacturers improve both safety and productivity when supported by the right business capabilities.
Serious Incident PreventionSM(SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
This document discusses security governance and outlines Risknavigator's model, which is built on three prerequisites: management systems and process orientation, security convergence, and GRC (Governance, Risk and Compliance). It describes how security should be treated as a business process and how a converged approach considers people, processes, and strategies. The document also discusses drivers for security convergence like compliance, cost control, and protection of assets.
This document discusses three key elements of process safety risk management at the corporate level:
1) Hazard Identification and Risk Analysis (HIRA) to thoroughly understand risks through techniques like HAZOP, LOPA, and QRA.
2) Performance monitoring through regular PSM audits to identify gaps in risk management performance.
3) Tracking progress over time using Key Performance Indicators (KPIs) to understand how well the organization is managing identified process risks on both technical and leadership levels.
Together, these elements form an efficient system to drive RBPS practices through the organization and improve process safety results.
This document provides an overview of operational excellence and outlines five key areas ("bites") for organizations to focus on: 1) health, safety and environment, 2) reliability of continuity of operations, 3) quality, 4) costs, and 5) people development. It emphasizes that operational excellence is a long-term culture change involving systematic management of business processes. Specific strategies are described for each area, such as developing best practices for operational and maintenance procedures, conducting rigorous audits to identify compliance issues, and incorporating lessons from near misses.
Risck intelligence in the energy and resources industry Franco Ferrario
DELOITTE TECHNOLOGIES
Risk Intelligence in the Energy & Resources Industry
Enterprise Risk Management Benchmark Survey Report
Upload by Franco Ferrario CIO Temporary Manager
The business case for process safety final pptorosghe
A study of chemical companies found that implementing process safety provides four key benefits: (1) displaying corporate responsibility, (2) increasing business flexibility, (3) reducing risks, and (4) creating sustained value. Process safety helps companies protect their reputation, comply with regulations, avoid accidents that can harm operations and profits, and increase productivity, quality, and lower costs through prevention of hazards and efficient maintenance. The document outlines the tangible and intangible ways that process safety enhances business performance and shareholder value.
This document discusses using consequences to influence safe behavior in the workplace. It argues that behavior is primarily driven by expectations of consequences, not just training. To maximize safety performance, organizations should:
1. Measure inputs that lower risk, not just outcomes like accidents. This provides better feedback to motivate improved behavior.
2. Use positive reinforcement to drive safer behaviors by linking performance to consequences.
3. Ensure all individuals and teams are accountable for safety to eliminate weak links across the organization.
Measuring the right risk-lowering inputs and using consequences strategically can help organizations achieve continuous safety improvements and ultimately zero accidents.
Meraj Ahmad - Information security in a borderless worldnooralmousa
The document discusses information security challenges in today's borderless world of increased mobile and cloud computing use. It notes that while organizations recognize new risks from these technologies, many are not adjusting policies or security awareness accordingly. The presentation recommends that organizations establish comprehensive risk management programs, conduct risk assessments, take an information-centric view of security, and increase security controls, awareness and outsourcing to address risks from mobile, cloud and social media use. It also provides a framework to transform security programs to better protect important data and enable business needs.
SBIC Report : Transforming Information Security: Future-Proofing ProcessesEMC
The report recommends that security teams shift their focus from technical assets to protecting critical business processes. It also suggests instituting methods for describing cybersecurity risks to businesses in financial terms and establishing automated, business-centric risk assessment processes. Additionally, the report advises developing the capability to continuously evaluate the effectiveness of security controls through evidence-based methods and informed data collection.
Strengthening governance, risk and compliance in the insurance industryJordi Planas Manzano
The document discusses governance, risk, and compliance (GRC) initiatives in the insurance industry. It notes that while insurers have generally focused on cost control and risk avoidance, some are now seeing GRC as a strategic advantage. Integrating GRC can provide transparency, help identify risks, and enable timely responses. However, most insurers still struggle with complex, inconsistent processes across business units. Surveyed insurers reported benefits of automation like reduced errors, lower costs, and better decisions. Still, few have achieved full GRC capabilities due to barriers like cost and complexity. Successful GRC requires an enterprise-wide view of risk to support strategic decision making.
Similar to The Business Case for Process Safety (20)
The document summarizes a meeting of the Members Council for RAPID (Rapid Advancement in Process Intensification Deployment). The agenda includes welcoming remarks, a DOE announcement, updates on RAPID and focus areas, plans for roadmapping, a membership agreement and IP plan discussion, and networking. RAPID leadership provides an overview of the organization, focus areas, and priorities to establish the institute through roadmapping, initial projects, and growing membership in the first budget period. Membership levels and benefits are outlined to encourage organizations to join and engage in RAPID's efforts to develop modular process intensification technologies.
The document provides an outline and overview of the Center for Chemical Process Safety (CCPS) and its efforts to improve global process safety. Some key points:
- CCPS was formed in 1985 at AIChE in response to the Bhopal disaster to lead collaborative efforts to eliminate catastrophic chemical incidents through knowledge sharing.
- CCPS has over 200 corporate members and offices worldwide. It creates process safety guidelines, tools, and training and holds global conferences to share best practices.
- CCPS focuses on process safety education through programs like SACHE and faculty workshops to incorporate process safety into chemical engineering curricula worldwide.
The document discusses corporate sponsorship of the University of Michigan AIChE student chapter. It provides biographies of three student leaders and an agenda for a meeting on corporate sponsorship. The agenda includes an introduction to sponsorship, best practices for obtaining sponsorship, how the chapter has built relationships with sponsors, and event ideas. It describes the chapter's history, events including weekly luncheons and a mentorship program, and current sponsors. It outlines benefits of sponsorship for companies and the chapter, and recommendations for starting sponsorship relationships.
The document highlights several programs supported by the AIChE Foundation aimed at educating and developing future engineers and leaders through initiatives like student boot camps, faculty workshops, outreach programs, and grants for global engagement and diversity. It concludes by wishing readers a happy holiday season and looking forward to making an even bigger impact in the new year with their support.
The document provides information on planning and hosting large events. It discusses identifying goals, picking an appropriate venue, promoting the event, utilizing corporate relations for sponsorships, considerations for food and entertainment, logistics planning, coordinating with others, and evaluating the event. Presenters from various universities provide tips on starting the planning process, developing communication structures and schedules, and ensuring accountability on the day of and after the event. The presentation aims to help students successfully plan and run large academic, professional, or social events.
This document summarizes a presentation by the AIChE Executive Student Committee on corporate sponsorship and fundraising. It introduces the committee members and provides examples of successful fundraising events at various universities, including a golf scramble and 5K run. It offers tips for planning fundraising events such as starting early, using professional documentation, contacting local companies, and having fun.
The document provides an overview of AIChE's Sister Chapter Program and a brainstorming session on starting and maintaining successful sister chapter relationships. The key points are:
- The program aims to prepare students for the global engineering environment by pairing student chapters internationally for monthly video calls and collaboration.
- Requirements include signing up by November 30th and submitting a relationship assessment by June.
- Advice is given on getting to know the partner chapter, communicating regularly, engaging members through cultural exchanges, and transitioning leadership smoothly.
- Benefits highlighted are gaining international experience and connections, cultural understanding, and insight into different research areas and industries.
This document outlines a presentation by the AIChE Executive Student Committee on corporate sponsorship and fundraising. It introduces the committee members and their backgrounds. It then provides examples of successful fundraising events like a golf scramble and Dublin Dash race. It concludes with tips for fundraising like starting early, being professional, contacting local sponsors, and following up with thank you letters.
This document lists 8 international students who received travel grants to attend the 2015 Annual Student Conference in Salt Lake City, UT. The recipients were from Turkey, Lebanon, Singapore, India, Colombia, United Arab Emirates, Mexico, and Egypt, with 1 student each from Koç University, American University of Beirut, University of Singapore, VITU, Universidad Nacional de Colombia, United Arab Emirates University, Tecnologico de Monterrey, and Cairo University.
This document provides instructions for using a Jeopardy-style game template in Google Slides. It explains how to reset the board, adjust scores manually, use the countdown timer, mark correct and incorrect responses, and advance to the next question. It notes some troubleshooting tips like not deleting value shapes or question slides. The template was created by Kevin Dufendach and is available online, with questions sent to his email.
This document provides instructions for using a Jeopardy-style game template for educational purposes. It explains how to reset the board, adjust scores manually, use the countdown timer, mark correct and incorrect responses, and troubleshoot issues. It was created by Kevin Dufendach to be used non-commercially for educational games.
The document provides instructions for using a Jeopardy-style game template for presentations. It explains how to reset the board, adjust scores manually, use the countdown timer, mark correct and incorrect responses, navigate between slides, and troubleshoot issues. The template allows importing questions from an Excel file and has options like returning to the board after a correct response or enabling daily doubles.
This document provides instructions for using a Jeopardy-style game template for presentations. It explains how to reset the board, adjust scores manually, use the countdown timer, mark correct and incorrect responses, and troubleshoot issues. It was created by Kevin Dufendach and is available online for others to use and modify, with questions or comments sent to his listed email address.
This document outlines Vision 20/20, a project by the Center for Chemical Process Safety (CCPS) that envisions the characteristics of companies with great process safety performance in 2020. It provides five tenets for companies to work towards: committed culture, vibrant management systems, disciplined adherence to standards, intentional competency development, and enhanced application of lessons learned. It also identifies four societal themes around risk literacy, responsible collaboration, harmonization of standards, and meticulous verification. The document calls companies and supporting organizations to understand Vision 20/20, evaluate their performance and contributions, and take appropriate actions to support this vision of improved process safety.
This document lists over 100 individuals involved in leadership positions within AIChE (American Institute of Chemical Engineers). It provides each person's name and affiliation(s) within various AIChE divisions, committees, local sections, and other roles.
A summary of the discussion that took place at the NuClean Kick-Off Workshop.
The NuClean Kick-Off workshop was held on Nov. 7, 2013 at the Handlery Union Square Hotel in San Francisco, CA, co-located with the AIChE 2013 Annual Meeting.
For more information on NuClean, visit: http://www.aiche.org/cei/conferences/nuclean-workshop/2013.
For more information on AIChE's Center for Energy Initiatives (CEI), visit: http://www.aiche.org/cei.
At the 2013 Carbon Management Technology Conference (CMTC13), Tony Butterfield from the University of Utah presented teaching modules on carbon capture designed for high school teachers to help their students understand more about carbon capture (links to modules below). The modules were developed by Alissa Park, Columbia University, is association with the NSF-funded Research Coordination Network on Carbon Capture, Utilization, and Storage (RCN-CCUS).
For more information on RCN-CCUS, visit: http://www.aiche.org/ccus-network
Carbon Capture in Water module: http://www.che.utah.edu/outreach/module?p_id=37
Carbon Captured Chalk module: http://www.che.utah.edu/outreach/module?p_id=36
For other K-12 outreach modules from the University of Utah, visit: http://www.che.utah.edu/~tony/OTM/
Beth Beloff, Founder and Principal of Beth Beloff & Associates, introduces the NuClean initiative.
The NuClean Kick-Off workshop was held on Nov. 7, 2013 at the Handlery Union Square Hotel in San Francisco, CA, co-located with the AIChE 2013 Annual Meeting.
For more information on NuClean, visit: http://www.aiche.org/cei/conferences/nuclean-workshop/2013.
For more information on AIChE's Center for Energy Initiatives (CEI), visit: http://www.aiche.org/cei.
Marian Naranjo, founder and director of Honor Our Pueblo Existence (HOPE), gave a presentation about her organization's work on environmental concerns related to Los Alamos National Laboratory (LANL) operations. She provided historical context about the sacred Pajarito Plateau where LANL is located and how it has sustained Pueblo peoples for generations. She discussed some of HOPE's activities since 1998 addressing LANL's impacts and lack of consideration for cultural beliefs. Key concerns included nuclear waste storage and compliance with seismic safety standards. Her conclusion called for including Indigenous communities in decision making and accessing complete data and information to understand risks and enable cleanup of contaminated areas.
Steven Krahn, Professor of the Practice of Nuclear Environmental Engineering in the Department of Civil and Environmental Engineering at Vanderbilt University, presents on needs and work in R&D regarding nuclear and chemical engineering.
The NuClean Kick-Off workshop was held on Nov. 7, 2013 at the Handlery Union Square Hotel in San Francisco, CA, co-located with the AIChE 2013 Annual Meeting.
For more information on NuClean, visit: http://www.aiche.org/cei/conferences/nuclean-workshop/2013.
For more information on AIChE's Center for Energy Initiatives (CEI), visit: http://www.aiche.org/cei.
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3. TH E BU S I N E S S CA S E
F O R P RO C E S S S A F E T Y
WHAT SEPARATES THE TOP-PERFORMING COMPANIES IN
OUR INDUSTRY FROM THE REST?
One essential characteristic CCPS member companies display is that they have
We have seen process
adopted a rigorous philosophy regarding process safety. This summary of a safety benefit our business
recent industry-wide study identifies four ways that your business will benefit in ways we had not
anticipated. We need
from implementing a robust process safety program. Process safety is an
to share this message
essential part of achieving manufacturing excellence and increasing profitability with others.
and shareholder value no matter the size of the enterprise. ARNOLD ALLEMANG
Vice President – Operations
The Dow Chemical Company
Corporate
Responsibility
Risk
Reduction
Business Sustained
Flexibility Value
3
4. TH E BENEFITS OF
P RO C E S S S A F E T Y
T
HIS BENCHMARK STUDY of CCPS member companies, combined with data from other
sources, provides conclusive evidence that methodically implementing process safety pro-
vides four benefits essential to any healthy business. Two of these benefits are qualitative
and as a result are somewhat subjective. You can see them in the way the public, your share-
holders, government bodies, and your customers relate to your company. The two remaining
benefits are quantitative. These have measurable impact in terms of your bottom line and company
performance. All four benefits, when realized together by adhering to a sound process safety
system, combine to support the profitability, safety performance, quality, and environmental
responsibility of your business.
■ TWO QUALITATIVE BENEFITS
Corporate Responsibility
Process safety helps your company display corporate responsibility through its actions. The heart
of process safety lies in consistently planning to do the right things, then doing them right —
consistently. Corporate responsibility leads to the second benefit…
Business Flexibility
Corporate responsibility as demonstrated in your process safety management program leads
My colleagues to a greater range of business flexibility. When you openly display responsibility through
and I on the implementing an effective process safety program, your company can achieve greater freedom
and self-determination.
CCPS advisory
board initiated ■ TWO QUANTITATIVE BENEFITS
this project when we sensed a need for a
Risk Reduction
convincing business case that supports a A healthy process safety program significantly reduces the risk of catastrophic events and helps
vigorous approach to process safety. prevent the likelihood of human injury, environmental damage, and associated costs that arise
The four benefits identified in the project’s from incidents. Although the essence of process safety focuses on preventing catastrophic
incidents, the number of less severe incidents is also reduced.
resulting study are very broad in scope.
Their effects reach far beyond the realm Sustained Value
of financial considerations. The combined Process safety relates directly to enhanced shareholder value. When properly implemented, it helps
ensure reliable processes that can produce high quality products, on time, and at lower cost. These
benefits promote global manufacturing’s improvements allow the enterprises that make them to sustain value creation over time.
long-term growth and success in several
ways. Process safety is a fundamental
tenet of every successful chemical processing
company’s operating philosophy. I have
seen it benefit our business in ways we
had not anticipated. We need to share
this message with others—especially
smaller chemical manufacturers and the
companies that use and distribute our
industry’s products.
ARNOLD ALLEMANG
Vice President – Operations
The Dow Chemical Company
4
5. W H AT IS
P RO C E S S S A F E T Y ?
P
ROCESS SAFETY is a management system implemented to prevent major incidents involving
hazardous materials. It is necessary for managing complex chemical operations. A process
safety management system focuses on three important aspects of your business:
TECHNOLOGY
This component includes developing accurate process safety information about your equipment
and technology, performing process hazard analyses, developing operating procedures and safe
work practices, and then managing changes as they arise. It also includes designing manufactur-
ing processes that are inherently safer from their conception.
FACILITIES
This aspect focuses on the mechanical integrity of your plant’s equipment and the software that
controls it. It includes preventive maintenance programs, performing pre-startup safety reviews,
and aligns with management of change to help ensure continuous safe operation. Good design
and maintenance along with periodic safety reviews protect your company’s means of production.
PERSONNEL
Involving your employees in building and maintaining your process safety program is the best
way to communicate its ongoing importance throughout the organization. Other process safety
elements involving personnel include training employees in process hazards and their job tasks,
managing contractors properly, investigating incidents to understand their root causes, imple- If I had to
menting actions to prevent recurrence, preparing for emergencies, planning effective response,
pick one
and self-auditing to gauge performance and to identify opportunities for improvement in all
three aspects of process safety. business issue
within the last
Understanding the skills and knowledge required for a job when making changes in work
12 years that has benefited our company
assignments will help reduce errors and improve safe performance.
most, I would say it was the advent of
The personnel aspect of process safety leads companies to minimize turnover of key personnel at process safety. It not only helps prevent
all levels and maximize corporate memory of experiences, best practices, and industry lessons
incidents and reduce their consequences,
The nature of our business is one that requires a high level of managerial, technical and opera- it also provides fundamental methods for
tional discipline. The discipline practiced when implementing and maintaining a healthy process managing our business. It gives us valuable
safety program easily translates to other business areas and helps address other business risks.
guidance for operating our health,
environmental, and safety programs more
effectively and provides structured systems,
such as management of change, which we
apply in all aspects of our business.
STEVE KEMP
Vice President – Health, Environment
and Safety
Occidental Chemical Corporation
5
6. CO R P O R AT E
RESPONSIBILITY
C
OMMUNITIES NEAR your production sites respect companies that care about their employees
and the people living nearby, and that contribute to the local government and economy.
Implementing a strong process safety program helps your company display the following
attributes in a way that will help neighbors and employees understand your commitment to being a
responsible neighbor. Proactively managing an effective process safety program displays a high level
Committing to a dynamic of corporate responsibility and encourages you to sustain it long-term. It helps with:
process safety program displays
■ Fulfilling your obligation to protect employees and the community
corporate responsibility and
■ Enhancing customer and supplier relationships
social responsibility
■ Complying with regulations
■ Conforming to industry standards
Displaying responsibility helps a company in many ways:
■ It helps your investors perceive a lower risk when they make buying or selling decisions.
■ It is the best insurance policy for protecting company reputation and shareholder value.
■ It increases the value of your corporate image and brand.
■ It reduces concerns within the local community.
■ It engages employees at all levels by increasing morale, loyalty, and retention.
■ It improves your ability to get insurance coverage at attractive rates.
■ It enhances your lenders’ confidence thus helping with capital expansion.
■ It helps regulators understand your facility’s credibility and unique considerations.
Our small
company has
Companies of all sizes can benefit by establishing a positive reputation for leadership in the community.
always prided
itself on its
safety record. We recognize we must con-
tinuously strive to predict and eliminate
the root causes of incidents that may harm
our customers, our communities, the
environment, or us in order to be a
full partner in this industry.
TOM REILLY
Chairman of the Board
Reilly Industries, Inc.
6
7. BU S I N E S S
FLEXIBILITY
C
OMPANIES that manage process safety effectively earn the flexibility to freely manage
their businesses and grow profitably, while satisfying all stakeholders — local communities,
the public, regulatory authorities, governments, investors, and customers. This business
flexibility, or self-determination, is a result of the trust the public and the local community have
in you. It is your corporation’s license to operate. This analogy is complete in the sense that, as
with any license, those who award it can also revoke it. Demonstrating a strong
process safety culture within
Any major industrial incident can result in the creation of more prescriptive regulations that
will affect the entire industry. After a major incident, every company in a related business all levels of your organization
suffers a loss of public trust, which may result in increased regulation and compliance costs. gives your company a
The livelihood of every employee of your company — from officers and board members to
managers, technical staff, and hourly workers — is on the line when you operate without an greater degree of business
effective process safety program. flexibility.
A company’s future existence is at stake after it experiences a major incident at one of its sites.
Managing a rigorous process safety management system helps maintain a company’s freedom
and self-determination, allows innovation, and ensures a greater range of business flexibility.
A company’s freedom to operate can be severely compromised due to community discontent,
regulatory scrutiny, legal complications, and even intervention by a company’s own board of
directors when key stakeholders sense increased risk.
This flexibility benefits a company by:
■ Proving your worthiness to hold a license to operate
■ Strengthening and maintaining good relationships with the local community
■ Lowering interest rates for financing Safety,
■ Helping you attract and retain high performance staff including
■ Helping you obtain approvals for expansion permits or new facilities more quickly — a critical process safety,
strength when manufacturing new products needed to compete effectively is a guiding
■ Allowing managers to focus on sales and growth, rather than the last accident principle for our company. We believe that
■ Strengthening and maintaining good relationships with regulators the traits required to achieve excellence in
safety are the same as those required to
achieve outstanding results in all other
aspects of our business. Safety is simply
good business.
RALPH F HERBERT
.
Vice President, Engineering
ExxonMobil Chemical Company
7
8. RI S K
REDUCTION
C
OMPANIES that implement effective process safety programs receive a windfall benefit
every year. This income shows up on the bottom line in the form of the major incident
that DID NOT occur. Process safety provides unparalleled capacity for enhanced risk
reduction. Your company’s risk exposure is reduced in the following areas when well-founded
process safety systems are in place.
A robust process safety
program will help your ■ Lives are saved and injuries are reduced — Both the personal impact of human loss
and cost of deaths or injuries are painful. A solid process safety program can help
company reduce risk and prevent these costs.
avoid loss. ■ Property damage costs are reduced — In the U.S., major industrial incidents cost an
average of $80 million each.
■ Business interruptions are reduced — These losses can amount to four times the cost
of the property damage from an incident.
■ Loss of market share is reduced — After an incident, this loss continues until the
company’s reputation is restored. Adverse publicity and negative public image can have
insurmountable effects.
■ Litigation costs are reduced — These are unavoidable after an incident and can total five
times the cost of the regulatory fines.
■ Incident investigation costs are reduced — Investigating an incident and implementing
corrective actions can cost millions of dollars.
■ Regulatory penalties are reduced — For many incidents, a fine after litigation can total
1 million dollars or more.
■ Regulatory attention is reduced — A major incident usually results in increased regulatory
audits and inspections.
Any of these items can easily put a smaller company out of business.
How does increased risk reduction capability enhance your company?
Most companies participating in this study observed significant reductions in injury rates due to
Implementing an exacting process safety implementing high quality process safety programs.
program has helped our company
■ One company achieved a 50% reduction in injuries and fatalities resulting from major inci-
maintain the business flexibility we need
dents (compared to overall industry averages). This saved them over $5 million per year and
to meet the challenges ahead. It has an additional savings of $3 million per year in reduced worker compensation costs.
helped us to be free to innovate and ■ Incidents cause operational interruptions. If your plant is not idle due to an incident, you are
grow as needed. The good relations we making product and the business can flourish.
are able to nurture with neighbors and ■ Incidents divert corporate management’s attention from long-term business planning. When
these managers have to stop and deal with incidents and other crises, it can distract their
regulators are essential to this flexibility.
ability to concentrate on sustainable growth.
These relationships depend also upon
■ Your corporate reputation and legacy are protected for future generations.
our ability to ensure that a viable
process safety program is in place at
all our plants worldwide.
JOACHIM KRUEGER
Vice President Global Environmental,
Health and Safety
Celanese AG
8
9. Effective process safety programs provide industry-wide benefits.
Fatalities, injuries, property damage and business interruption can cause a substantial drop in
share price and loss of market share for your company. Disruption of normal business activity
can cause a temporary loss of corporate direction by diverting senior management’s attention
from running the business to overseeing damage control. Additionally, company officers may be
subject to personal liability and even criminal charges.
After an incident, a ripple effect can occur throughout a large company and can ultimately tra-
verse the entire industry.
■ What happens at your plant in Baton Rouge can affect your plants in Brussels and Beijing.
■ An incident at a small, unrelated company can negatively affect the public’s perception of much
larger, well-managed companies.
■ An incident at a key raw material supplier’s facility can keep you from meeting obligations to
your customers and possibly affect an entire business area.
A major incident can place a company in a position where it is unable to respond to its
competitors’ business actions. A company in a weakened state may become subject to an
undesirable takeover. This situation reverberates throughout the industry.
Material Damage and Business Interruption Costs from Incidents
Source: MIACC (1996) based on data from Swiss Reinsurance Company, Zurich, Switzerland
9
10. C R E AT I N G
S U S TA I N E D VA L U E
E
mbracing process safety as an essential part of the way you do business allows your com-
pany to achieve a measurable increase in revenues and a reduction in costs. Creating value
is a complement to reducing risk and avoiding loss. The value created can be substantial.
In some cases, product stewardship requirements make a strong process safety program a
necessity for your company to do business. The chemical processing and petroleum companies
Implementing an effective that participated in this study report the following returns from their investment in process safety:
process safety program
■ Productivity Increases — Up to 5% increases in productivity, due mainly to increased
will create and sustain value reliability of equipment. Increased revenues of $50 million are reported.
for your company and its ■ Production Costs Decrease — Up to a 3% reduction in production costs resulting in a
shareholders. This is a bonus savings of $30 million.
■ Maintenance Costs Decrease — Up to a 5% reduction in maintenance costs resulting in
with additional benefits.
savings of $50 million.
■ Lower Capital Budget Required — Up to a 1% reduction in capital budget resulting in
savings of $12 million.
■ Lower Insurance Premiums — Up to a 20% reduction in insurance costs resulting in
savings of $6 million.
Process safety helps to increase productivity through:
■ Improved reliability and mechanical integrity of equipment, causing fewer operational interruptions
■ User-friendly, accurate operating procedures and safe work practices
■ Improved team effectiveness through effective employee training programs
■ Employee ownership of the systems to help ensure their safety and the safety of the community
■ Enhanced troubleshooting capabilities for all types of production issues
At 3M, we ■ Identifying and addressing safety, operability, and reliability issues before they occur
have found the ■ Decreased turnaround time for minor repairs or replacement of equipment
benefits of ■ Extended intervals between major turnarounds and reduced turnaround time
process safety
are the obvious ones — a safer workplace,
Production costs are reduced through:
■ Improved yields
business continuity assurance, and
■ Lower costs to rework off materials
improved employee morale. In fact, we
■ Lower costs for waste stream disposal
apply process safety to non-regulated
■ More efficient staff requiring less supervision
processes as a best management practice.
■ Engaged employees participating in continuous improvement
RONALD R. BELSCHNER
Vice President,
Engineering, Manufacturing & Logistics
3M Company
10
11. Maintenance costs are reduced through:
■ Effective written equipment maintenance procedures
■ Contractor safety programs
■ Repairing or replacing critical equipment before it fails
■ Lower maintenance turnaround costs
Capital budgets are reduced through:
■ Process hazard analyses for new projects and facilities to mitigate risk over their useful life
■ Inherently safer process designs that begin in the conceptual phase
■ Lower capital expenditures because project teams have up-to-date process safety information
Insurance costs are reduced through:
■ Effective emergency planning and response which helps to reduce the loss from an incident
and helps prevent minor incidents from developing into a major incident
■ Thorough incident reporting and investigation programs to prevent incidents from being repeated
■ Reporting and investigation of “near misses” to identify potential problems early
■ Lower casualty insurance premiums when your insurers detect that an effective process safety
program is in place to lower the probability of major incidents
Sustained Value Data
CCPS Study: 1998 Workshops
11
12. W H AT P RO C E S S
S A F E T Y CA N D O F O R YO U
Y
OUR PROCESS SAFETY PROGRAM also supports other programs. It supports quality,
environmental responsibility, industrial hygiene, worker safety, and sustainable
development.
Your staff has probably detected the natural synergy between process safety and other business
requirements you may face. Implementing a process safety program provides a management sys-
tem model that can be modified for implementing other programs focused on:
■ Occupational Safety Requirements — Both internal and governmental
■ Quality Management — Customer driven quality systems (including, ISO, FDA and others)
■ Environmental Requirements — Internal, governmental, or customer driven
■ Profitability — Internal business management systems to help ensure a sustainable,
healthy business
Think about it — one common management system model applied throughout an organization
can provide a framework for developing the work processes, procedures, and documentation you
need for all your safety, quality, environmental, and business commitments. Too often, companies
implement a program to comply with one regulation or industry standard and find that another
standard or regulation requires a similar element; such an example is management of change.
Adopting process safety as the structure upon which to model your integrated management
systems will help avoid redundancy and allow productive direction of your company’s energies.
This logically leads to efficient production and increased shareholder value.
Aside from In summary, a robust process safety program will enhance your business
in these four ways:
being the
obviously right ■ It displays your company’s high level of corporate and social responsibility.
thing to do ■ It allows your company a greater range of business flexibility — the freedom to manage
your business.
from safety and environmental
■ It helps your company manage risk and prevent major losses.
stewardship perspectives, unrelenting
■ It creates sustained value for your company and its shareholders.
commitment to a strong process safety
management system is fundamental to a
sustainable business model. Undesirable
incidents of any sort detract from the
value of a business, but a process safety
incident has a negative impact on all
stakeholders… customers, shareholders,
employees, and the communities in which
a plant operates. The bottom line is that
outstanding process safety performance is
a pathway to both financial success and
your license to operate.
JAMES B. PORTER
Vice President of Engineering and Operations
DuPont
12
13. TH E PAT H
F O R WA R D
REALIZE THE BENEFITS
Seven steps to achieving business excellence through
process safety management:
Assign personnel who will be accountable — either a process safety manager
1 or team — for ensuring excellence in pursuing process safety throughout the
corporation — re-evaluate your program’s effectiveness, estimate your site’s process
safety return on investment, and communicate it to the employees and the public
Adopt a personalized company philosophy of process safety. Use it to establish
2 a management system along the lines of CCPS guidelines and tie it to your
company’s core values
Learn more about process safety by reviewing the literature and other references,
3 attending training provided by process safety professionals, and interacting
with other companies — networking with them and participating in industry alliances
Take advantage of the strong synergy process safety has with your other business A sound
4 drivers — total quality management (TQM), regulatory requirements, and the American process safety
Chemistry Council’s Responsible Care ® initiative all share common elements
program is
critical to our
Set achievable process safety goals that will support the business case presented current and continued success.
5 here over the next one to five years
Maintaining it requires discipline in the
way we design, operate, and manage
our plants. To keep our process safety
6 Track your performance versus goals periodically performance at the high level we demand,
we must nurture knowledge levels and
leadership qualities throughout each
business and at the very top of our
7 Revisit your process safety program and modify it every three to five years as needed.
organization. Our goal is to ensure each
employee understands their role in the
safe operation of our chemical sites and
the value that brings to the Company.
This message extends to our customers,
our suppliers, and, in fact, to the entire
industry. We simply have no choice but to
seek to be leaders in process safety.
TOM ARCHIBALD
Vice President, Director of Operations &
Manufacturing
Rohm and Haas Company
13
14. C O N TA C T
CCPS FOR HELP
HOW THE CENTER FOR CHEMICAL PROCESS
SAFETY CAN HELP
Contact the Center for Chemical Process Safety to find out about:
■ Our process safety guideline series of books and other publications
■ The regular networking and conference opportunities that will put you in touch with
experienced industry experts
■ The effective training resources we can provide — both traditional training courses and
computer-based training
■ Peer input to help you build or upgrade your process safety program
■ How you can participate in projects that will help our industry achieve prime performance in
the area of process safety and remain a safe, vibrant, and profitable business
■ How your company can become a CCPS member
Visit www.ccpsonline.org for more information or call (212) 591-7319.
Merck’s mission is to deliver medicine to
the people. Maintaining a dynamic
process safety management system
throughout our drug development and
manufacturing processes allows our
business managers to focus on our mis-
sion — delivering needed medicines,
without interruption, to patients around
the world, every day. Just one significant
process safety incident could have
unimaginable impact on our employees,
our communities, our shareholders, our
reputation and, most importantly, our
patients. Daily attention to process safe-
ty management not only prevents these
significant losses, it also helps us avoid
minor incidents that would disrupt our
operations and the medicinal supply
chain.
LIAM MURPHY
Vice President, Safety and the Environment
Merck & Company, Inc.
14
15. THE CENTER FOR
C H E M I CA L P RO C E S S S A F E T Y
CENTER FOR CHEMICAL PROCESS SAFETY
AMERICAN INSTITUTE OF CHEMICAL ENGINEERS
3 Park Ave, New York, N.Y., 10016-5991, U.S.A.
TEL: (212) 591-7319 • Fax: (212) 591-8883
E-mail: ccps@aiche.org • www.ccpsonline.org
CCPS Book List
Avoiding Static Ignition Hazards in Chemical Operations
Deflagration and Detonation Arrestors
Electrostatic Ignitions of Fires and Explosions
Essential Practices for Managing Chemical Reactivity Hazards
Evaluating Process Safety in the Chemical Industry, Understanding Quantitative Risk Analysis, 2nd edition
Guidelines for Auditing Process Safety Management Systems
Guidelines for Chemical Process Quantitative Risk Analysis, 2nd edition
Guidelines for Design Solutions for Process Equipment Failures
Guidelines for Engineering Design for Process Safety
Guidelines for Evaluating Process Plant Buildings for External Explosions and Fires
Guidelines for Evaluating the Characteristics of Vapor Cloud Explosions, Flash Fires & BLEVEs
Guidelines for Facility Siting and Layout
Guidelines for Fire Protection in ChemicaL, Petrochemical and Hydrocarbon Chemical Facilities
Guidelines for Hazard Evaluation Procedures (2nd Edition) with Worked Examples
Guidelines for Investigating Chemical Process Incidents, 2nd edition
Guidelines for Mechanical Integrity Systems
Guidelines for Pressure Relief and Effluent Handling Systems
Guidelines for Preventing Human Error in Process Safety
Guidelines for Process Equipment Reliability Data with Data Tables
Guidelines for Process Safety in Outsourced Manufacturing Operations
Guidelines for Safe Automation of Chemical Processes
Inherently Safer Chemical Processes, A Life Cycle Approach
Layer of Protection Analysis: Simplified Process Risk Assessment
Making EHS an Integral Part of Process Design
Plant Guidelines for Technical Management of Chemical Process Safety
Revalidating Process Hazards Analyses
Safe Design and Operation of Process Vents and Emission Control Systems
Understanding Explosions
Wind Flow and Vapor Cloud Dispersion at Industrial & Urban Sites
CCPS would like to thank all
the companies and individuals
who contributed to this study.