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A Report on

CII’s 5th Edition of

Industrial Safety Summit 2018

“Building Safe Workplaces - Process Safety and Risk Management”

(7th December 2018)

Organised By:

Confederation Of Indian Industry

Prepared By:
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
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.

Process/Operation Risk Management:

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

Risk Identification and Prioritisation:

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

Causes for Process Safety Incidents:

A. Man/Machine risk
B. Integrity (Hardware) risk
C. External Factors

The four major dimensions of Process Safety Management are Identification, Prioritization, Assessment and
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:

1. Commitment to Process Safety

2. Understanding of Hazards and Risk
3. Manage Risk
4. Learn From Experience

An Overview to BOW-TIE (PHA tool):

 Qualitative brainstrorming tool for root cause analysis of any risk

 Event classification technique that leads to root of consequence/risk
 Identification of threats
 Barries to any threatline is necessary
 Barrier analysis is also done in BOW-TIE, failure of any barrier that leads to thew conversion of
hazard into a potential risk.

Rules for Process Safety:

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.

i. Don’t let any single safeguard lead to any process incident.

j. Any change done in the process must be analysed. Try to see in hollistic view to evident any hazard.

k. Measure and report PSM using meaningful indicators.

Contractor’s Safety Management:

Key Elements:

A. Prequalification of Contractors:

 Contract Specification/Prejob Planning

 Explain each and every requirement precisely
 Prebid Discussion, define and discuss requirement
 Ensure contractor covers them all in the bid
 Screening of contractos based on experience and exposure to safety

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

C. Feedback and Management:

 Carry out audits and inspections

 Revier periodically
 Appreciation/Reprimand
 Provide safety and technical guidance
 Reward them for good work
 Communication with Top Management
 Involvement and Support from each function
Monitoring Safety Performances:

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.