Process Safety in the

Workplace

Human Involvement
Hansjürgen 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

g
 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

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

DuPont in Europe, Middle East & Africa
2002

 Sales: $ 6.31 billion

 ATOI: $ 727 million
 Employees: 18,200
 Approx 66% of European sales are produced, refined
or manufactured in the region

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

DuPont locations in the region

Plants
R&D/Technical
Service Centres
Offices
Joint ventures

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

Industrial average Injuries with more than 3 lost
work days
over 40 per 1000 employees
per year

DuPont
only 0,4

All injuries are preventable

Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
 DuPont Core Values
Ethics

Safety,
Respect
Health &
to employees
Environment
and
customers (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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Business Excellence
through
SHE Excellence?

A Shift in Beliefs
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Shifting a Belief:
Safety performance
can be managed.
Things go wrong,
accidents happen.

Drive towards excellence!

Zero injuries
Zero spills.
Zero wrong financial transactions.
Zero …..
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Shifting a Belief:
All accidents and
incidents are
Fatalities and serious investigated because
injuries are we want to learn.
investigated because
it is required by law.

Understand root causes!

Of accidents.
Of productivity problems.
Of complaints
Of …..
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Shifting a Belief:
Safety performance
can be managed.
Safety performance is
a question of luck.

From reaction to prevention!

Initiative
Operational discipline
Personal responsibility
…..
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Shifting a Belief:
Employees must be
educated and
Employees must be empowered so that
supervised so that they perform.
they comply.
Focus on people!

Lean organization.
Tap the capabilities of all employees.
Empower people
…..
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
 Developing an Organization
Natural Instincts
 Where do you want to be?
 How fast do you want to get there?
Injury Supervision
Rates
Reactive

Errors
Self
Failures
to
Dependent
perform Teams
Independent
Interdependent
• Management
Commitment
• Condition of
• Personal Knowledge,
Employment
• Fear/Discipline Commitment, and
• Rules/Procedures Standards
• Supervisor • Internalization • Help Others Conform
Control, Emphasis, • Personal Value • Others’ Keeper
and Goals • Care for Self • Networking Contributor
• Value All People • Practice, Habits • Care for Others
• Training • Individual Recognition • Organizational Pride
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
 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
• Seveso (7/76) Contaminated countryside
• Mex. City (11/84) 550+ fatalities - $26MM
• Bhopal (12/84) 3M+ fatalities - 200M affected
• Chernob. Nuc. Plt. (4/86) 31 fatalities - 300 mi2 evacuated
• Piper Alpha Plat. (7/88) 165 fatalities
• Pasadena, Tx. (11/89) 23 fatalities - $797MM
• Channelview, Tx. (7/90) 17 fatalities - $14MM
• Pemex, Mexico (7/96) Multiple fatalities - $253MM
$8MMM loss to economy
• Petrobras, Brasil (6/2001) 10 fatalities - $300MM
• Toulouse, France (9/01) 29 fatalities
20,000 homes damaged Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.

* Large property damage losses (17th edition); M&M Protection Consultants; 1166 Avenue of the Americas, NY, NY 10036
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, what’s the best answer?

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

 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!

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

The Safety Culture
 Founded 1802

 Explosion 1815
Damage $ 80 000
 Explosion 1818
 40 people killed
 Damage $ 120 000

Safety is a Management Responsibility

Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
 Core Value Roots

E. I. du Pont de Nemours DuPont gun powder barrels

1811 rules
 Safety is a line management Responsibility
 No employee may enter a new rebuilt mill until a member of top management has
personally operated it Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
One Company’s Mission m
“…….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 Company’s Mission m

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

Successful Fundamentals

1. All injuries, occupational illnesses, safety and

environmental incidents are preventable.
2. Management is responsible for safety.
3. Safety is an individual’s responsibility and a
condition of employment.
4. Training is an essential element for safe
workplaces.
5. Audits must be conducted.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
 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

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

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.

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

 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
Process
Auditing Technology Operating
Procedures and Safe
Emergency Planning Practices
and Response
Management of Change Management of
Change
Incident Investigation
and Reporting MANAGEMENT
LEADERSHIP & Process Hazards
COMMITMENT Analysis
Contractor Safety
and Performance
Quality Assurance
Training and
Performance

Management of Prestart-Up Safety

“Subtle” Change Reviews
Mechanical Integrity Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Process Safety Management

TECHNOLOGY

FACILITIES

PERSONNEL

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

Technology

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

Process Technology

 Process Technology describes the process

and operation
 Understanding the hazards is the first step
 Consists of three parts

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

The 3 Parts of Process Technology

 Hazards of Materials
 Process Design Basis
 Equipment Design Basis

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

Process Hazards Analysis

Process Hazards Analyses identify,

evaluate, and control hazards
- orderly and methodical approaches
- many people involved
Standard
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Management of Change -
Technology

 Changes may invalidate prior

assessments
 All changes must be rigorously reviewed
 Sites must have procedures to manage
changes.
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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.

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

Technology
Industrial Incident #1

Contributing Factors:
 plant modification/change - HAZOP
 not recognizing safety critical systems and
their operability
 design codes
 training and competence
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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 !

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

Toulouse Grande Paroisse
 On Friday September 21,2001 at 10:15 am…..

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

Technology
Industrial Incident # 2

Contributing Factor:
 not recognizing hazards of materials

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

Facilities

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

Quality Assurance

Quality Assurance “bridges the gap” between

design and installation:
 fabrication and parts meet specifications
 delivery to the right location
 properly assembled and installed

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

Pre-Startup Safety Review

Provides a final check for new or modified

equipment to ensure the facilities are
“ safe to operate “

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

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

Mechanical Integrity

Deals with:
 Maintenance procedures
 Training and performance of employees
 Quality control
 Equipment tests and inspections, including
predictive and preventative maintenance

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

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.

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

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.

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

Facilities
Industrial Incident # 5

Contributing Factors:
 management of change procedures
 design codes
 maintenance procedures - recommissioning
 plant layout - position of occupied buildings
 emergency plan
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
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.

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

Facilities
Industrial Incident # 6

Contributing Factors:
 management of change procedures
 equipment/facility design
 procedures and safe practices
 emergency shutdown plan

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

Personnel

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

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.

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

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

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

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
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Emergency Planning & Response

Planning and training for potential

emergencies are essential for effective
response

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

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

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

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

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

Personnel
Industrial Incident # 4

Contributing Factors:
 plant layout - the positioning of vessels
 emergency isolation
 survivability of critical systems
 emergency plan and site access

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

Unknown
Industrial Incident # 7

Contributing Factors:
 unknown at this time
 under investigation

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

Process Safety and Risk Management Model
Process
Auditing Technology Operating
Procedures and Safe
Emergency Planning Practices
and Response
Management of Change Management of
Change
Incident Investigation
and Reporting MANAGEMENT
LEADERSHIP & Process Hazards
COMMITMENT Analysis
Contractor Safety
and Performance
Quality Assurance
Training and
Performance

Management of Prestart-Up Safety

“Subtle” Change 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”

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

Importance of Operating Discipline

The safe manufacture, use and handling of

hazardous materials requires
Dedication & Commitment
in the way you manage
TECHNOLOGY FACILITIES

PERSONNEL
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
 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 organization’s 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. Change a “paper” PSRM program into a
reality--an action program.
2. Organizations achieve their goals, because
improvement programs are implemented to
their fullest.
3. Protect personnel from injury.
4. Protect jobs by helping to prevent the loss
of facilities.
5. Ensure a quality product.
6. Keep a business healthy
Copyright © 2002 E. I. du Pont de Nemours and company. All rights reserved.
Process Safety and Risk Management Model
Process
Auditing Technology Operating
Procedures and Safe
Emergency Planning Practices
and Response
Management of Change Management of
Change
Incident Investigation
and Reporting MANAGEMENT
LEADERSHIP & Process Hazards
COMMITMENT Analysis
Contractor Safety
and Performance
Quality Assurance
Training and
Performance

Management of Prestart-Up Safety

“Subtle” Change 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

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

CONCLUSION II

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.
Ďakujem za pozornosť

Danke schön

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: [email protected]

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