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Process Safety in the Workplace

Human Involvement
Hansjrgen Labudde, SHE Training Manager - Europe
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Agenda
Introduction
Shift in Beliefs The DuPont approach of Process Safety & Risk Management

Establishing a Safety Culture


Providing Management Leadership and Committment Implementing a comprehensive PS&RM program Achieving Operating Excellence through Operational Discipline

Conclusion
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

What you might know about DuPont

Worldwide benchmark for industrial SHE $24 Billion in revenue 79,000 employees operating in 70 countries on 6 continents

5 core business segments including DuPont Safety & Protection

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DuPont in Europe, Middle East & Africa 2002

Sales: ATOI: Employees:

$ 6.31 billion $ 727 million 18,200

Approx 66% of European sales are produced, refined or manufactured in the region

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DuPont locations in the region

Plants R&D/Technical Service Centres Offices Joint ventures


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Industrial average over 40

Injuries with more than 3 lost work days per 1000 employees per year
DuPont only 0,4

All injuries are preventable


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DuPont Core Values


Ethics Safety, Health &

Respect to employees and customers

Environment
(SHE)

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Agenda
Introduction
Shift in Beliefs The DuPont approach of Process Safety & Risk Management

Establishing a Safety Culture


Providing Management Leadership and Committment Implementing a comprehensive PS&RM program Achieving Operating Excellence through Operational Discipline

Conclusion
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Business Excellence through SHE Excellence?

A Shift in Beliefs
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Shifting a Belief:
Things go wrong, accidents happen. Safety performance can be managed.

Drive towards excellence!


Zero injuries Zero spills. Zero wrong financial transactions. Zero ..
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Shifting a Belief:
Fatalities and serious injuries are investigated because it is required by law. All accidents and incidents are investigated because we want to learn.

Understand root causes!


Of accidents. Of productivity problems. Of complaints Of ..
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Shifting a Belief:
Safety performance is a question of luck. Safety performance can be managed.

From reaction to prevention!


Initiative Operational discipline Personal responsibility ..
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Shifting a Belief:
Employees must be supervised so that they comply. Employees must be educated and empowered so that they perform.

Focus on people!
Lean organization. Tap the capabilities of all employees. Empower people ..
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Developing an Organization
Natural Instincts
Where

Injury Rates Errors

Supervision Reactive

do you want to be? How fast do you want to get there?

Failures to perform

Self Dependent Teams

Independent
Interdependent
Management Commitment Condition of Employment Fear/Discipline Rules/Procedures Supervisor Control, Emphasis, and Goals Value All People Training

Personal Knowledge, Commitment, and Standards Internalization Personal Value Care for Self Practice, Habits Individual Recognition

Help Others Conform Others Keeper Networking Contributor Care for Others Organizational Pride
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The employee is in the focus


Active Informed Aware about company goals Responsible Decisive Self-confident Independent Team oriented
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Agenda
Introduction
Shift in Beliefs The DuPont approach of Process Safety & Risk Management

Establishing a Safety Culture


Providing Management Leadership and Committment Implementing a comprehensive PS&RM program Achieving Operating Excellence through Operational Discipline

Conclusion
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Some industrial key accidents

Flixborough (6/74)

28 fatalities - $167MM Contaminated countryside 550+ fatalities - $26MM 3M+ fatalities - 200M affected 31 fatalities - 300 mi2 evacuated

Seveso (7/76) Mex. City (11/84) Bhopal (12/84) Chernob. Nuc. Plt. (4/86)

Piper Alpha Plat. (7/88)


Pasadena, Tx. (11/89) Channelview, Tx. (7/90) Pemex, Mexico (7/96) Petrobras, Brasil (6/2001) Toulouse, France (9/01)

165 fatalities
23 fatalities - $797MM 17 fatalities - $14MM Multiple fatalities - $253MM $8MMM loss to economy 10 fatalities - $300MM 29 fatalities 20,000 homes damaged
10036
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* Large property damage losses (17th edition); M&M Protection Consultants; 1166 Avenue of the Americas, NY, NY

Industrial Incidents

Unfortunately, that listing was only a partial (small) list of many incidents that have occurred in the energy and chemical industries worldwide.
So, whats the best answer?
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Process Safety& Risk Management

The application of Management Systems to the IDENTIFICATION, UNDERSTANDING, and CONTROL of Process Hazards to prevent a major fire, explosion, or toxic release which could lead to a fatality or multiple lost workday cases.
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

The DuPont Approach to Managing Process Safety


Four Key Steps:

1. Establishing a Safety Culture 2. Providing Management Leadership and Commitment 3. Implementing a comprehensive PS&RM Program 4. Achieving Operating Excellence through Operational Discipline
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Agenda
Introduction
Shift in Beliefs The DuPont approach of Process Safety & Risk Management

Establishing a Safety Culture


Providing Management Leadership and Committment Implementing a comprehensive PS&RM program Achieving Operating Excellence through Operating Discipline

Conclusion
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

The

Step

Establishing the safety culture!

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The Safety Culture


Founded Explosion Explosion

1802
1815 1818

Damage $ 80 000 40 people killed Damage $ 120 000 Safety is a Management Responsibility
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Core Value Roots

E. I. du Pont de Nemours
1811 rules

DuPont gun powder barrels

Safety is a line management Responsibility No employee may enter a new rebuilt mill until a member of top management has personally operated it

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One Companys Mission

.adhere to the highest standards for the safe operations of facilities and the protection of the environment, our people, our customers, and the citizens of the communities in which we do business. Value the safety of our coworkers, our community and the need to return home safely to our families each day.
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

One Companys Mission

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Successful Fundamentals

1. All injuries, occupational illnesses, safety and environmental incidents are preventable. 2. Management is responsible for safety.
3. Safety is an individuals responsibility and a condition of employment. 4. Training is an essential element for safe workplaces. 5. Audits must be conducted.
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Successful Fundamentals

6. All deficiencies must be corrected promptly. 7. It is essential to investigate all injuries and incidents with injury potential. 8. Off the job safety is an important part of the safety effort. 9. It is good business to prevent injuries and illnesses.

10. People are the most important element of the Safety and Occupational Health Program.
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Agenda
Introduction
Shift in Beliefs The DuPont approach of Process Safety & Risk Management

Establishing a Safety Culture


Providing Management Leadership and Committment Implementing a comprehensive PS&RM program Achieving Operating Excellence through Operating Discipline Conclusion
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

The

Step

Management Leadership and Commitment

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Management Leadership

in Process Safety

Principle
Management leadership and commitment form the foundation of efforts to improve process safety. Although leadership and initiative are needed throughout all levels of an organization, it is crucial that senior management provide visible support and encouragement.
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Management Leadership and Commitment

Key Responsibilities

Establishing the Safety Culture Establishing PSM policies/guidelines Committing resources Involving employees Establishing clear accountability Auditing for degree of compliance Personally participating in PSM activities
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Agenda
Introduction
Shift in Beliefs The DuPont approach of Process Safety & Risk Management

Establishing a Safety Culture


Providing Management Leadership and Committment Implementing a comprehensive PS&RM program Achieving Operating Excellence through Operating Discipline Conclusion
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

The

Step

Implementation of a Comprehensive Process Safety & Risk Management Program

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Process Safety and Risk Management Model


Auditing Emergency Planning and Response Management of Change Process Technology Operating Procedures and Safe Practices Management of Change
MANAGEMENT LEADERSHIP & COMMITMENT

Incident Investigation and Reporting Contractor Safety and Performance


Training and Performance Management of Subtle Change

Process Hazards Analysis

Quality Assurance

Prestart-Up Safety Reviews Mechanical Integrity


Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Process Safety Management

TECHNOLOGY

FACILITIES

PERSONNEL

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Technology

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Process Technology

Process Technology describes the process and operation

Understanding the hazards is the first step


Consists of three parts

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The 3 Parts of Process Technology


Hazards of Materials Process Design Basis

Equipment Design Basis

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Process Hazards Analysis

Process Hazards Analyses identify, evaluate, and control hazards


- orderly and methodical approaches

- many people involved

Standard
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Procedures & Safe Practices


Provide clear understanding of operating parameters and limits for safe operation
They explain the consequences of problems and the steps necessary to correct and or avoid them Developed and documented for each process g
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Management of Change Technology

Changes may invalidate prior assessments All changes must be rigorously reviewed

Sites must have procedures to manage changes.


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Technology Industrial Incident #1

Bhopal, India

1984 A large amount of water was put into a methyl


isocyanate tank. The resulting overpressure and related system failures caused the tank to vent and a large cloud of gases was released and drifted onto the nearby densely populated area. The severity of this accident makes it the worst recorded within the chemical industry, with fatalities estimated in the thousands, ~2,800 from the immediate release and possibly up to 15,000 related deaths since.

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Technology Industrial Incident #1

Contributing Factors:

plant modification/change - HAZOP not recognizing safety critical systems and their operability design codes

training and competence


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Technology Industrial Incident # 2

Oppau, Germany

1921 Two explosions at the BASF plant killed 430


and destroyed 700 homes. Blasting powder was being used to breakup storage piles of ammonium sulphate and ammonium nitrate. This procedure had been used 16,000 times without mishap. The 4,500 tons of the mixture exploded and left a crater 250 feet in diameter and 50 feet deep. Tough stuff to set off. But when it goes, it goes !
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Toulouse Grande Paroisse

On Friday September 21,2001 at 10:15 am..

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Technology Industrial Incident # 2

Contributing Factor:

not recognizing hazards of materials

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Facilities

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Quality Assurance Quality Assurance bridges the gap between design and installation:
fabrication delivery properly

and parts meet specifications

to the right location assembled and installed


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Pre-Startup Safety Review

Provides a final check for new or modified equipment to ensure the facilities are safe to operate

Std
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Mechanical Integrity Process related equipment that contains highly hazardous chemicals must be maintained from the time of design throughout the life of the facility. Mechanical integrity focuses on system integrity to contain hazardous materials.
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Mechanical Integrity
Deals with:
Maintenance Training

procedures

and performance of employees

Quality

control

Equipment

tests and inspections, including predictive and preventative maintenance

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Management of Subtle Changes


Subtle Changes have led to catastrophic events! All process changes, including those within the documented process technology, but are not a replacement-in-kind, must receive appropriate review and authorization.

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Facilities Industrial Incident # 5

Flixborough, England

1974 At the Nypro(UK) chemical facility, a


large quantity of cyclohexane vapor was released when a 20 inch makeshift bypass pipe ruptured. The resulting massive vapor cloud explosion killed 28 workers.

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Facilities Industrial Incident # 5

Contributing Factors:

management of change procedures design codes

maintenance procedures - recommissioning


plant layout - position of occupied buildings

emergency plan
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Facilities Industrial Incident # 6

Chernobyl, Ukraine

1984 Technicians at the power plant allowed the


fourth reactor to fall to low power levels as part of a controlled experiment. The reactor overheated causing a meltdown of the core. Explosions blew the top off the reactor building releasing radioactive material into the atmosphere for over 10 days. 31 workers were killed and the extent of lingering health effects has been significant and subject of debate. It is now entombed.
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Facilities Industrial Incident # 6

Contributing Factors:

management of change procedures equipment/facility design

procedures and safe practices


emergency shutdown plan

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Personnel

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Training and Performance

Trained employees are an absolute requirement, and be physically able, mentally alert and capable of using good judgment.
Training qualification must be documented.
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Contractors

For contractors working in and around highly hazardous material processes, or performing maintenance/repair on or near a covered process .
they are required to comply with same regulations and guidelines as industry /site!
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Incident Investigation & Reporting


Investigations are essential to improve performance The objective is to find the contributing factors and implement corrective actions(s) The degree of the investigation will depend on severity or potential
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Management of Change - Personnel People are the essential ingredient: process experience knowledge and skill in managing Process Safety maintain minimum experience level and knowledge through personnel and organizational changes
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Emergency Planning & Response

Planning and training for potential emergencies are essential for effective response

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Auditing Auditing must be used to assure that all elements of Process Safety Management are being implemented properly.
Proper auditing must include positive and corrective feedback
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Personnel Industrial Incident # 3

Pasadena, Texas

1989 During maintenance work on a


reactor settling leg, a large release of flammable vapor occurred at the Phillips 66 chemical complex. The result was a massive vapor cloud explosion, followed by a series of further explosions and fires.
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Personnel Industrial Incident # 3

Contributing Factors:

site and industry standards for maintenance not followed

training and competence


work permit system - contractors

positioning of occupied buildings


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Personnel Industrial Incident # 4

Mexico City, Mexico

1984 A major fire and a series of catastrophic


explosions occurred at the government owned and operated PEMEX LPG Terminal. Approximetly 500 people were killed and the facility was destroyed. After the intial release, the first BLEVE occurred. For the next 90 minutes, a series of BLEVEs followed as other LPG vessels violently exploded. It started with a ruptured line and was made worse by failed safey systems and layout.

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Personnel Industrial Incident # 4

Contributing Factors:

plant layout - the positioning of vessels emergency isolation survivability of critical systems emergency plan and site access
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Unknown Industrial Incident # 7

Contributing Factors:

unknown at this time under investigation

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Process Safety and Risk Management Model


Auditing Emergency Planning and Response Management of Change Process Technology Operating Procedures and Safe Practices Management of Change
MANAGEMENT LEADERSHIP & COMMITMENT

Incident Investigation and Reporting Contractor Safety and Performance


Training and Performance Management of Subtle Change

Process Hazards Analysis

Quality Assurance

Prestart-Up Safety Reviews Mechanical Integrity


Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Agenda
Introduction
Shift in Beliefs The DuPont approach of Process Safety & Risk Management

Establishing a Safety Culture


Providing Management Leadership and Committment Implementing a comprehensive PS&RM program Achieving Operating Excellence through Operating Discipline Conclusion
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

The

Step Achieving Operating Excellence

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Importance of Operating Discipline

The safe manufacture, use and handling of hazardous materials requires

Dedication & Commitment


in the way you manage
TECHNOLOGY FACILITIES

PERSONNEL
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Achieving Operating Excellence through Operational Discipline

OD--What Is It?
Dedication and commitment by every member of the organization to carry out each task the right way every time.

Operating Excellence--What Is It?


Operating excellence results when an organization establishes OD and completes all tasks properly, thus contributing to the organizations goal of achieving business excellence.
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Why is OD Important?

IT HELPS
1. 2. Change a paper PSRM program into a reality--an action program. Organizations achieve their goals, because improvement programs are implemented to their fullest.

3. 4.
5. 6.

Protect personnel from injury. Protect jobs by helping to prevent the loss of facilities. Ensure a quality product. Keep a business healthy
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Process Safety and Risk Management Model


Auditing Emergency Planning and Response Management of Change Process Technology Operating Procedures and Safe Practices Management of Change
MANAGEMENT LEADERSHIP & COMMITMENT

Incident Investigation and Reporting Contractor Safety and Performance


Training and Performance Management of Subtle Change

Process Hazards Analysis

Quality Assurance

Prestart-Up Safety Reviews Mechanical Integrity


Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Agenda
Introduction
Shift in Beliefs The DuPont approach of Process Safety & Risk Management

Establishing a Safety Culture


Providing Management Leadership and Committment Implementing a comprehensive PS&RM program Achieving Operating Excellence through Operating Discipline Conclusion
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

CONCLUSION I

Good Safety

Good Business

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CONCLUSION II

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Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

akujem za pozornos Danke schn Thank you


Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Thank you very much


Please contact for any questions Gerhard Reibersdorfer

Tel: +352 3666 5313 E-mail: dsr@lux.dupont.com


Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.