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Keys to better Process Safety Management:
1. “Who was resposible for the incident ?” isnt the right approach towards developing a safety culture,
rather than that “Why did the incident occur ?” is the correct approach to work out a better and safer
operation/process.
2. Organisational leadership and mindset is the key to process safety management and development of a
safety culture.
3. Encouragement of indivduals to report a certain near miss incident and ackowledgement of individuals
regarding decisions made during any near miss/process safety incident is also vital.
4. Better documentation and reporting of near miss incidents and the consequences involved if near miss
incident such as that arent taken care, brief discussion regarding the near misses are also vital in
developing a safety culture.
A risk to which the organisation gets exposed due to fluctuations in definite parameters is termed a
Operational/Process Risk. (fact: India accounts for 30% of the world’s industrial fatalities)
Basic difference in workplace safety incidents and process safety incidents is that the workplace safety
incidents are frequent and have very low severity whereas the process safety incidents are infrequent and are
of high severity. Tendency of a normal worker/operator to reprimad or visually identify the process safety
concern is very unlikely to happen.
Prioritizing the activities by the oragnisational management is the important aspect of process safety. The
important points to be considered in Process Risk management are:
1. Risk Identification
2. Risk Prioritisation
3. Risk Governance
4. Evaluation of Team member capability and competency
5. Quality of results w.r.t. time
6. Proactiveness
Basic Undertstanding of the Heinrich (Safety) Triangle, it is a theoretical model that describes a stable ratio
between workplace incidents of varying degrees of severity.
The traditional ratio given by the Safety Triangle is 1-10-30-600, which denotes one serious injury (resulting
in fatality, disability, lost time, or professional medical treatment) for every 10 minor injuries (resulting in
first aid), every 30 accidents (resulting in property damage), and every 600 safety incidents.
The Heinrich/Safety Triangle covers the workplace (Behavioral) and process safety incident relationship as
shown in figure
The four major dimensions of Process Safety Management are Identification, Prioritization, Assessment and
Monitoring.
Risk based process safety management system (RBPS-MS) is required for a better process risk management,
assigning priorities to risks is also important. Understanding of the risk based on the competency and
effective documentation/implementation.
Pillars of RBPS-MS:
As shown in figure the four main foundational pillars of the process safety management system based on
risk are:
a. Objective of PSM is to keep hazardous chemicals away from exposure to the atmosphere, ie. Let them
be cofined in pipelines and vessels etc
b. Effective PHA by any desired tool is required to be done by any industry. Barriers and Preventive
measures must be suggested by the tool.
c. No Data = No Safety. Relevant data regarding the operation specifically is needed, also process safety
information must be understood, maintained and updated.
d. PSM Roles and Responsibility should be explained to all efficiently and must be practiced.
e. PSM must be treated as a value to the company and not a compliance issue.
f. Process safety is the study of incidents/near misses and not simply a record of incidents. So try to
leverage on the acquired information.
g. One should always have the time to do the job in the right manner, things may get worse under pressure.
If you think Process Safety is COSTLY, then try an INCIDENT.
h. Try to identify the major risk contributors and invest where risk reduction is really needed.
j. Any change done in the process must be analysed. Try to see in hollistic view to evident any hazard.
Key Elements:
A. Prequalification of Contractors:
B. Contract Specifications:
Contractor Qualification
Make simple process/questionnaire
Collect general information
Organisation chart of contractor
Past Customer Details, reviews and feedback
Financial and legal part
EHS Management system of contractor
Training to their team mechanism, Induction of Contractor team
Integrity and HSE statistics
Manpower Scheduling (Manager/Engineer/Superviser)
Skilled/Semiskilled/Unskilled personnel strength
Resources: Tools and Consumables
Site management and Mobilizations
Special training assurance if needed
Make them part of EHS management system
Always try to adopt what is relevant in the industry and measure only the factors that are relevant to you.
Key Challenges:
Functional Cultural
Unclear Definations Reluctant to share and to be compared
Practical difficulty in acquiring data Fear of repercussion
Inconsistent formatting/reporting Questioning of value
Intensive resource requirement
Right safety culture and management thinking should be in compliance to the safety.
Integrated tools and apps are recommended to measure the safety performance.
Analytics are needed to be applied based on requirements.