Understanding Process Safety & Avoiding Catastrophic Failures - PowerPoint PPT Presentation

Understanding Process Safety & Avoiding Catastrophic Failures LEARNING FROM 30 YEARS IN MAJOR HAZARD RISK CONTROL Ian Travers Process Safety Consultant www.iantravers.co.uk IAN TRAVERS LTD. PROCESS SAFETY CONSULTANCY WWW.IANTRAVERS.CO.UK

What is a Hazard? Why does it matter? 2

What is risk?

What is process safety risk?

Why did it happen to us? The most repeated responses from CEOs and Directors following a major accident. Safety is our number 1 priority – we always put safety first I just don’t understand how it could happen No one ever mentioned we had a problem We have professional safety experts We never skimp on safety We have extensive systems and procedures HSE has regulated us for years and we have never had anything serious wrong We have a comprehensive safety report scrutinised by HSE We have never had an incident before IAN TRAVERS LTD. PROCESS SAFETY CONSULTANCY WWW.IANTRAVERS.CO.UK

What’s process safety management for? IAN TRAVERS LTD. PROCESS SAFETY CONSULTANCY WWW.IANTRAVERS.CO.UK

The case for process safety management is normally framed via disasters Flixborough „ Bhopal „ Pipa Alpha „ Bp Texas City „ Buncefield „ Toulouse Ammonium Nitrate „ Columbia shuttle „ Deepwater Horizon „ Esso Longford „ Seveso „

What’s process safety management for?  Reliability and certainty that systems and procedures will work and deliver the safety, environmental and business outcomes you need.  Asset failure modes understood and vulnerabilities identified and managed.  Competent people delivering critical tasks to the required standard.  Early warning of failures before disaster strikes.  Effective leadership and positive culture promotes and supports critical outcomes. IAN TRAVERS LTD. PROCESS SAFETY CONSULTANCY WWW.IANTRAVERS.CO.UK

What’s process safety management for?  Provides a way of managing risks which can not readily be seen  Dealing with hazards and consequences which most people don’t have any direct experience of or can readily envisage  Using the same approach to management of personal safety is not always sufficient for major hazards  Need to different way of thinking and different approach to risk management − A life-cycle approach Operate Maintain De- Plant Life Concept Build Commission Start-up Shutdown commission Cycle Modify IAN TRAVERS LTD. PROCESS SAFETY CONSULTANCY WWW.IANTRAVERS.CO.UK

Process Safety 1. Hazard Identification Management System 2. Risk Assessment 10. Permit to 11. What does a Work Management of Change Process Safety Management 13. Monitor, Measure 14. Leadership & 5. Asset 9. 3. Plant & 4. Operational & Review Integrity / Management Culture Process Design System look Parameters - incident investigation Management of Contractors Basis of Safety - Audit - KPIs like? 8. 6. Operational Competence Procedures Management 12. Emergency 7. Operational Arrangements Control Start-up Operation Shut-down

Hazardous Processes understood and controlled ➢ Clearly setting out what hazards are present? ➢ What could go wrong? ➢ What systems and procedures we have in place to prevent serious incidents? ➢ How we ensure they are working all the time the hazard is present?

Avoiding Catastrophe and Safeguarding Reputation

What do Water Companies Do? IAN TRAVERS LTD. PROCESS SAFETY CONSULTANCY WWW.IANTRAVERS.CO.UK

Scenario mapping – what can go wrong & where Ship-shore connection At tank 2. . Static S Storage ( (no Pipelines to bulk product m move vement) tanks (including pumps, valves & 1. . Ship o offl ffloading & & flanges) Product T Transfe fer t to Within bund from Bulk T k Tanks equipment Storage Tanks At loading gantry 3. . Road T Tanker ker 4. . Filling De Denaturant Filling Tanks ks fr from R Road Storage Tank Tanker ker Major A Maj r Acc ccident Within tank bund(s) Sce cenari arios At road tanker gantry Fire / Explosion on vessel in dock Pipeline to Tanks Fire / Explosion in premises adjacent to Methylation Facility 5. . Ext xter ernal Even Events Storage tanks D1-12 Aircraft Impact Seismic event Lightning

How do things fail? Nicely: Unhelpfully: • Predictably • Erratically • Steadily • Without warning or previous mal-function • According to engineering calculations and design • Early lives • Allowing for no recovery • Provide early warning of failure • Allow for recovery IAN TRAVERS LTD. PROCESS SAFETY CONSULTANCY WWW.IANTRAVERS.CO.UK

Key stages of Safety Management – risk profiling Measures to control Hazard Identification Risk Assessment Risk Profile risks

How can it go wrong? – Fault tree MAH 11 LoC Drum / pipeline failure between drum & vacuum demand valve 2. Pressure relief valve 3. corrosion of 4.Mechanical failure of 5.Cholorine degradation 1. Overfilled drum supplied 6. Malfunction of PRV failure pipework vacuum regulator of pipework Failure to Failure in Failure of Failure in Mechanical Contamination / Failure of Impact / struck maintain correct inspection / quality control inspection / failure blockage regulator by object temperature maintenance by supplier maintenance Drums not Supplier error weighed on receipt Cathodic Poor Moisture ingress protection maintence / failure purging

Bow Tie Model Preventive Mitigation Barriers Barriers MAJOR Loss of Control HAZARD Outcome IAN TRAVERS LTD. PROCESS SAFETY CONSULTANCY WWW.IANTRAVERS.CO.UK

Demonstrating Control of Hazardous / Critical Processes

Demonstrating Control of Hazardous Processes

Demonstrating Control of Processes Active Control Sensor, Alarm & Shutdown Procedure Safety Critical Task Procedure Maintence

Demonstrating Control of Processes – detecting early signs of failure Inaccurate Disconnected Mal function Active Control Sensor, Alarm & Shutdown Procedure Safety Critical Task Step missed Wrong Understanding how equipment Procedure controls fail & detecting Mistake Maintence Wrong method when this happens before Late an incident Not undertaken

R isk / Reliability Acceptability

Process Safety Management 1. Hazard Identification Framework 2. Risk Assessment 10. Permit to 11. Work Management of Change 13. Monitor, Measure 5. Asset 9. 14. Leadership & 3. Plant & 4. Operational & Review Integrity / Management Culture Process Design Parameters - incident investigation Management of Contractors Basis of Safety - Audit - KPIs 8. 6. Operational Competence Procedures Management 12. Emergency 7. Operational Arrangements Control Start-up Operation Shut-down

Vulnerability analysis • the system is safety critical – that is, if it failed and there was an associated loss of containment would this potentially lead to a major accident or a serious incident? • the control measure is towards or is ‘the last in line’ using the bow-tie analogy, • the system provides any ‘early warning’, of failure, • there is opportunity to recover the loss of containment, and • the correct functioning of the control measure relies partly or wholly on human intervention.

Criticality

Vulnerability

Criticality & Vulnerability

Vulnerable to failure Safety Critical

Competence Management

Leadership & Culture

Process Safety Leadership Challenge What you need to know and understand you can’t see. Sometimes the concepts of process safety seem like quantum physics: (you have heard about it, know its complicated but you couldn’t explain it to a someone else) Risk has been transformed into equations & numbers: ◦ likelihood of 10 -6 / year ◦ Safety Integrity level 3 ◦ Initiating event x likelihood x consequences ◦ Giving risk a precise numerical value seems to make it less intangible and acceptable If you are uncertain about risk management you are probably reluctant to ask You probably want simple answers on complex issues IAN TRAVERS LTD. PROCESS SAFETY CONSULTANCY WWW.IANTRAVERS.CO.UK

Process Safety Leadership Challenge Every decision you make affects safety Do you understand how? Do you take process safety and risk management into consideration when making corporate decisions? IAN TRAVERS LTD. PROCESS SAFETY CONSULTANCY WWW.IANTRAVERS.CO.UK

So leadership is vital – but what does it consist of? The vision of the organisation. The way in which: ◦ Process safety is given the right degree of attention and focus; ◦ Process safety considerations feature in key business decisions, and ◦ Understanding of major hazard risk and the importance of critical control measures is communicated and championed. ◦ “ what we do when no one is looking or checking up on us ”.

Successful process safety management is essential for business success Failure in process safety management can never deliver sustainable business success Your plant and equipment is both your benefactor and liability The consequences of getting control of major hazard wrong is extremely costly Getting it right pays large dividends