advancements in process safety management - refpet.com · ccps operational excellence process...
TRANSCRIPT
Advancements in
Process Safety
Management
Presented by
:N V Subba Rao
Where we are and Where we want to go –a Constant Dilemma for Corporate?
GENERATIVE HSE is how we do business round here
PROACTIVESafety Values and Values drive
continuous improvement
CALCULATIVEWe have systems in place to manage
all hazards
REACTIVESafety is important, we do a lot every
time we have an accident
PATHOLOGICALWho cares as long as we’re not caught
Evolution of PSM
1992
200720??
Performance based Process
Safety Management
Approach
Regulatory based
PSM approach by
OSHA
Risk based PSM
approach by
CCPS
Operational
Excellence
Process Safety Vs Injury Prevention
Statutory Compliance remains the focus
Process Safety is not a philosophy - not fully integrated with the business operations / systems; Lifecycle
approach to safety is not followed
Employee Safety – at awareness stage
Transformation tools are western – customization is rarely done
Diminishing resources are devoted to process safety; facilities face increased pressure to achieve short-term
financial objectives.
Success has led to complacency; the absence of major accidents reduces a company’s sense of vulnerability.
Absence of credible documentation system
Perception gap between Design and operation team about Risk
How do we measure change
Process Safety Culture- Challenges in Indian Scenario
ISC UK
WHAT TO MEASURE IN PROCESS SAFETY
API 754CCPSIOGPHSE UKPSPI MARSH
Leading and Lagging Indicators – Why is it critical?
Leading oil and gas companies Indicators
Leading Indicators • Number of PS MOCs open > 90 days past actual startup
date
• Number of PS SOPs re-certifications overdue
• Number of temporary leak repair clamps, gaskets, control devices in service
• Monthly site leader communications to employees on high priority EHS topics.
• % Vessel and dike Containment integrity checks completed before initiating transfer
• % of work permits where exemptions or variances were granted
• Process safety near misses
• safety critical systems outstanding beyond Original Latest Allowed Completion Date (OLACD)
• Instrumented Protective Function Failed to Danger
• No. of primary seal leak in pumps
Lagging indicators
• Inclusion of non toxic substances like hot condensate, compressed air etc
• Smoky flaring
• Ground water contamination
• Loss of Primary containment (LOPC )from road tanker
• Incapacitated PSVs
Leading oil and gas companies Indicators
Leading Indicators • Deferred Hydro testing of Pressure Vessels
• No. of Stand by pumps in line
• Quality of PHA & closure of the P1 & P2 recommendations
• quality of PSSR recommendations
• Rolling out learning from Process Safety incidents
• Closure of audit points with out verification
• Critical alarms per operator hour
Lagging indicators
Courtesy: Internet
Need for Project Gate System (PGS)
Execute the project to
achieve a fully operating
system meeting cost, time
and quality targets
G3.1
Is the strategic fit confirmed
and have technical viability
and key risks been
assessed?
Does FEED provide the proper
level of project definition to
proceed with funding request?
Have the execution plans been validated?
G4G1 G2.2
Fully define project
scope and
execution plan to
allow project
funding
Validate execution
plans and funding
to successfully
execute the project
Conduct evaluation of concept
alternatives, select and
optimize the preferred concept,
develop the project design
baseline
G3.2
Operate the Asset and
evaluate performance
G5
Understand the business need,
conduct opportunity technical
evaluation and identify
preliminary development
options
Is the Asset ready for
operations?
Is performance in line
with the business
objectives and have
lessons learned been
captured?
PRC LC PRC PRC PRC PRC
Legend LC: Leadership Committee PRC: Project Review Committee
FEED Validation
4. Project Execution 5. Operate & Monitor
Start
3. Project Definition1. Identification
EndFeasibility SoR
2. Concept Selection
Is the selected concept
the optimal solution?
Is the project design baseline
suitable for FEED?
G2.1
PRC
Need for Benchmarking
• Benchmarking allows plant to compare itself to industry best practices
• It helps in developing customised standards or tailor made studies to address the issue aptly
Cholamandalam MS Risk Services Ltd.Parry House, 3rd Floor, No. 2-NSC Bose Road, Chennai – 600 001
Phone: +91 (44) 3044 5620-30Fax: +91 (44) 3044 5550Toll Free # : 18002001991
Our Offices:Chennai | Mumbai | New Delhi | Gurgaon
Kuwait | Singapore [Partner Offices]
Email: [email protected]
www.training.cholarisk.com