Risk based process safety overview PDF

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Risked Based Process Safety Overview A summary of the risk based process safety (RBPS) management approach as detailed in Guidelines for Risk Based Process Safety.

Center for Chemical Process Safety 120 Wall Street New York, NY © 2014 American Institute of Chemical Engineers ISBN: 978-0-8169-1080-9

Risked Based Process Safety Overview

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Risked Based Process Safety Overview

An AIChE Technology Community CENTER FOR CHEMCIAL PROCESS SAFETY of the American Institute of Chemical Engineers 120 Wall Street, New York, New York 10005 iv

Copyright © 2014 American Institute of Chemical Engineers, Inc. 120 Wall Street New York, NY 10005 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise without the prior permission of the copyright owner. AIChE ™ and CCPS ® are trademarks owned by the American Institute of Chemical Engineers. These trademarks may not be used without the prior express written consent of the American Institute of Chemical Engineers. The use of this product in whole or in part for commercial use is prohibited without the prior express written consent of the American Institute of Chemical Engineers. To obtain appropriate license and permission for such use contact CCPS at 646-495-1371, [email protected].

For general information on our other products and services please contact [email protected]. Library of Congress Cataloging-in-Publication Data: CIP data applied for ISBN 978-0-8169-1080-9

It is sincerely hoped that the information presented in this document will lead to an even more impressive safety record for the entire industry. However, the American Institute of Chemical Engineers, its consultants, CCPS Technical Steering Committee and Subcommittee members, their employers, their employers’ officers and directors disclaim making or giving any warranties or representations, express or implied, including with respect fitness, intended purpose, use or merchantability and/or correctness or accuracy of the content of the information presented in this document. As between (1) American Institute of Chemical Engineers, its consultants, CCPS Technical Steering Committee and Subcommittee members, their employers, their employers’ officers and directors and (2) the user of this document, the user accepts any legal liability or responsibility whatsoever for the consequences of its use or misuse.

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CONTENTS Preface Acronyms and Abbreviations 1. 1.1 1.2 1.3 1.4

Introduction Purpose of these Guidelines Background Management System Concepts Application of RBPS Guidelines

2. 2.1 2.2

Overview of Risk Based Process Safety Strategic Approaches to Process Safety Management Risk Based Process Safety Design and Improvement Criteria

3.

Introduction to RBPS Management System Foundational Blocks

4. 4.1

RBPS Pillar (Foundational Block) and Element Definitions and Descriptions Pillar (Foundational Block) - Commitment to Process Safety 4.1.1 Element – Process Safety Culture 4.1.2 Element – Compliance with Standards 4.1.3 Element – Process Safety Competency 4.1.4 Element – Workforce Involvement 4.1.5 Element – Stakeholders Outreach Pillar (Foundational Block) – Understanding Hazards and Risks 4.2.1 Element – Process Knowledge Management 4.2.2 Element – Hazard Identification and Risk Analysis Pillar (Foundational Block) – Manage Risk 4.3.1 Element – Operating Procedures 4.3.2 Element – Safe Work Practices 4.3.3 Element – Asset Integrity and Reliability 4.3.4 Element – Contractor Management 4.3.5 Element – Training and Performance Assurance 4.3.6 Element – Management of Change 4.3.7 Element – Operational Readiness 4.3.8 Element – Conduct of Operations 4.3.9 Element – Emergency Management Pillar (Foundational Block) – Learn from Experience 4.4.1 Element – Incident Investigation 4.4.2 Element – Measurements and Metrics 4.4.3 Element – Auditing 4.4.4 Element – Management Review and Continuous Improvement

4.2

4.3

4.4

5.

Reference

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PREFACE The American Institute of Chemical Engineers has been closely involved with process safety and loss control issues in the chemical and allied industries for more than four decades. Through its strong ties with process designers, constructors, operators, safety professionals, and members of academia, AIChE has enhanced communications and fostered continuous improvement of the industry’s high safety standards. AIChE publications and symposia have become information resources for those devoted to process safety and environmental protection. AIChE created the Center for Chemical Process Safety (CCPS) in 1985 after the chemical disasters in Mexico City, Mexico, and Bhopal, India. The CCPS is chartered to develop and disseminate technical information for use in the prevention of major chemical accidents. The center is supported by more than 150 chemical process industry sponsors who provide the necessary funding and professional guidance to its technical committees. The major product of CCPS activities has been a series of guidelines to assist those implementing various elements of a process safety and risk management system. The book Guidelines for Risk Based Process Safety, CCPS, 2007 is part of that series. Process safety practices and formal safety management systems have been in place in some companies for many years. Nevertheless, many organizations continue to be challenged by inadequate management system performance, resource pressures, and stagnant process safety results. To promote process safety management excellence and continuous improvement throughout industry, CCPS created risk-based process safety (RBPS) as the framework for the next generation of process safety management. This new framework builds upon ideas first published by the AIChE in 1989 in its book titled Guidelines for Technical Management of Chemical Process Safety that were further refined in AIChE’s 1992 book titled Plant Guidelines for Technical Management of Chemical Process Safety. The RBPS approach recognizes that all hazards and risks are not equal; consequently, it advocates that more resources should be focused on more significant hazards and higher risks. The approach is built on four foundational blocks:    

Commit to Process Safety Understand Hazards and Risk Manage Risk Learn from Experience

These pillars (foundational blocks) are further divided into 20 pillar elements. The 20 RBPS elements build and expand upon the original 12 elements proposed in the 1989 work, reflecting 15 years of process safety management implementation experience and well-established best practices from a variety of industries. The safety record within the chemical and allied process industries is impressive. CCPS member companies, as well as the industry in general, are committed to continually improving on this impressive safety record. It is CCPS’s hope that adopting a risk-based approach to managing process safety will become an integral part of this effort.

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The purpose of this document is to provide a brief introduction to the concept of risk based process safety. It is a summary of the information in Guidelines for Risked Based Process Safety, CCPS, 2007 (RBPS). It is not meant to be a replacement for the RBPS book, but is intended to provide an overview of the principles and content of the book. The RBPS book contains detailed information on how to implement RBPS at your facility. For each element there is an overview, discussion of key principles and essential features, suggestions on possible work activities, suggestions on how to improve effectiveness in existing programs , ideas on metrics, suggestions on management review and references. After reading this pamphlet, it is recommended that the reader obtain the book Guidelines for Risk Based Process Safety, CCPS, 2007 to facilitate implementation of a risked based process safety management system.

Scott Berger Executive Director Center for Chemical Process Safety American Institute of Chemical Engineers

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ACRONYMS AND ABBREVIATIONS AIChE American Institute of Chemical Engineers CCPS Center for Chemical Process Safety EPA U.S. Environmental Protection Agency HIRA hazard identification and risk analysis ITPM inspection, testing, and preventive maintenance KSA knowledge, skills, and ability MOC management of change MSDS material safety data sheet OSHA U.S. Occupational Safety and Health Administration RBPS risk-based process safety

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1.

INTRODUCTION

Process safety management is widely credited for reductions in major accident risk and improved process industry performance. Process safety practices and formal safety management systems have been in place in some companies for many years. Over the past 20 years, government mandates for formal process safety management systems in Europe, the U.S., and elsewhere have prompted widespread implementation of a management systems approach to process safety management. However, after an initial surge of activity, process safety management activities appear to have stagnated within many organizations. Incident investigations continue to identify inadequate management system performance as a key contributor to the incident. And audits reveal a history of repeat findings indicating chronic problems whose symptoms are fixed again and again without effectively addressing the technical and cultural root causes. While all of these issues may not have occurred in your company, they have all happened to some degree in other companies. Left unchecked, such issues can do more than cause stagnation; they can leave organizations susceptible to losing their focus on process safety, resulting in a serious decline in process safety performance or a loss of emphasis on achieving process safety excellence. This is one of the reasons the Center for Chemical Process Safety (CCPS) created the next generation process safety management framework – Risk Based Process Safety (RBPS). 1.1

Purpose of These Guidelines

The purpose of these RBPS Guidelines is to help organizations design and implement more effective process safety management systems. These Guidelines provide methods and ideas on how to (1) design a process safety management system, (2) correct a deficient process safety management system, or (3) improve process safety management practices. The RBPS approach recognizes that all hazards and risks in an operation or facility are not equal; consequently, apportioning resources in a manner that focuses effort on greater hazards and higher risks is appropriate. Using the same high-intensity practices to manage every hazard is an inefficient use of limited resources. A risk-based approach reduces the potential for assigning an undue amount of resources to managing lower-risk activities, thereby freeing up resources for tasks that address higher-risk activities. These Guidelines offer two central strategies for how companies can succeed in applying their management system: 

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Use RBPS criteria to design, correct, or improve process safety management system elements. Review the work activities associated with each element and update them based on: (1) An understanding of the risks associated with the facilities and operations. (2) An understanding of the demand for process safety activities and the resources needed for these activities. (3) An understanding of how process safety activities are influenced by the process safety culture within the organization. Focus on process safety effectiveness as a function of performance and efficiency. Use metrics to measure performance and efficiency so that finite resources can be applied in a prioritized manner 1

to the large number of competing process safety needs. Use management reviews to verify that the organization is doing the right things well in its journey toward process safety excellence.

1.2

Background

Causes of chemical process incidents can be grouped in one or more of the following categories:  Technology failures  Human failures  Management system failures  External circumstances and natural phenomena For many years, companies focused their accident prevention efforts on improving the technology and human factors. In the mid-1980s, following a series of serious chemical accidents around the world, companies, industries, and governments began to identify management systems (or the lack thereof) as the underlying cause for these accidents. Companies were already adopting management systems approaches in regard to product quality, as evidenced by various Total Quality Management initiatives, with widely reported success. Companies developed policies, industry groups published standards, and governments issued regulations, all aimed at accelerating the adoption of a management systems approach to process safety. Thus, the initial, somewhat fragmented, hazard analysis and equipment integrity efforts were gradually incorporated into integrated management systems. The integrated approach remains a very useful way to focus and adopt accident prevention activities. More recently, inclusion of manufacturing excellence concepts has focused attention on seamless integration of efforts to sustain high levels of performance in manufacturing activities. Done well, manufacturing excellence deeply embeds process safety management practices into a single, well-balanced process for managing manufacturing operations. 1.3

Management Systems Concepts

In RBPS, the term management system means: A formally established and documented set of activities designed to produce specific results in a consistent manner on a sustainable basis. These activities must be defined in sufficient detail for workers to reliably perform the required tasks. For process safety management, the CCPS initially compiled a set of important characteristics of a management system, which were published in the Guidelines for Technical Management of Chemical Process Safety. The CCPS gleaned those important characteristics from interactions with its member companies and traditional business process consulting firms that had significant experience in evaluating management systems. Those guidelines were the first generic set of principles to be compiled for use in designing and evaluating process safety management systems. 1.4

Application of RBPS Guidelines

In general, the RBPS management system is meant to address process safety issues in all operations involving the manufacture, use, or handling of hazardous substances or energy. Each company must 2

decide which physical areas and phases of the process life cycle should be subject to RBPS, using the risk-based thought process to decide the depth of detail to use in meeting process safety objectives.

2.

OVERVIEW OF RISK BASED PROCESS SAFETY

2.1

Strategic Approaches to Process Safety Management

Over the years, the process industries have evolved several strategic approaches for chemical accident and loss prevention (Figure 2.1). At any given time, industries, companies, and facilities will not find themselves at the same point along this spectrum. In fact, different departments within a facility, different functions within a department, or the same departmental function at different times may choose to implement multiple strategies at the same time.

Standardsbased Strategy

Compliancebased Strategy

What should I do?

What do I have to do?

Continuous Improvementbased Strategy How can I improve based on my experience?

Risk-based Strategy

How can I better manage risk?

FIGURE 2.1. Evolution of Process Safety and Accident/Loss Prevention Strategies Understanding the risk associated with an activity requires answering the following questions:   

What can go wrong? How bad could it be? How often might it happen?

Based upon the level of understanding of these answers, a company can decide what actions, if any, are needed to eliminate, reduce, or control existing risk. 2.2

Risk Based Process Safety Design and Improvement Criteria

The main objective of this RBPS approach is to help an organization build and operate a more effective process safety management system. These Guidelines describe how to design or improve each process safety activity so that the energy put into the activity is appropriate to meet the anticipated needs for that activity. The RBPS strategic approach is founded on the principle that appropriate levels of detail and rigor in process safety practices are predicated on three factors:   

A sufficient understanding of the risk associated with the processes on which the process safety practices are focused. The level of demand for process safety work activity (e.g., the number of change requests that must be reviewed each month) compared to the resources that are available. The process safety culture within which the process safety practices will be implemented. 3

3.

INTRODUCTION TO RBPS MANAGEMENT SYSTEM PILLARS (MAIN FOUNDATIONAL BLOCKS)

An RBPS management system incorporates four main accident prevention pillars (foundational blocks) (Figure 3).

Elements

Pillars (Foundation al Blocks)

Figure 3: Pillars (Foundational Blocks) and associated Elements that constitute a sturdy RBPS Management System 

1st Pillar (Foundational Block) - Authentic commitment to process safety is the cornerstone of process safety excellence. Management commitment has no substitute. Organizations generally do not improve without strong leadership and solid commitment. The entire organization must make the same commitment. A workforce that is convinced that the organization fully supports safety as a core value will tend to do the right things, in the right ways, at the right times, even when no one is looking. This behavior should be consistently nurtured, and celebrated, throughout the organization. Once it is embedded in the company culture, this commitment to process safety can help sustain the focus on excellence in the more technical aspects of process safety.

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2nd Pillar (Foundational Block) - Organizations that understand hazards and risk are better able to allocate limited resources in the most effective manner. Industry experience has demonstrated that businesses using hazard and risk information to plan, develop, and deploy stable, lower-risk operations are much more likely to enjoy long term success. 3rd Pillar (Foundational Block) - Managing risk focuses on three issues: (1) Prudently operating and maintaining processes that pose the risk. (2) Managing changes to those processes to ensure that the risk remains tolerable. (3) Preparing for, responding to, and managing incidents that do occur.

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Managing risk helps a company or a facility deploy management systems that help sustain longterm, incident-free, and profitable operations. 

4th Pillar (Foundational Block) - Learning from experience involves monitoring, and acting on, internal and external sources of information. Despite a company’s best efforts, operations do not always proceed as planned, so organizations must be ready to turn their mistakes – and those of others – into opportunities to improve process safety efforts. The most cost effective ways to learn from experience are to: (1) Apply best practices to make the most effective use of available resources. (2) Correct deficiencies exposed by internal incidents and near misses. (3) Apply lessons learned from other organizations. In addition to recognizing these opportunities to...