Ertugrul Alp 2nd Int Process Safety Symposium 20151023 V1

Safety Culture
and
Process Safety
Presented by
Erturul Alp, Ph.D., P.Eng.
October 22-24, 2015
II. International Process Safety Symposium
Istanbul, Turkey
ALP & ASSOCIATES Incorporated

Change Agents in Risk Management, Specialists in Risk Assessment
87 Topham Crescent, Richmond Hill, Ontario, L4C 9E9, Canada
Tel: 905-508-2595, Fax: 905-508-2679
E-mail:Ertugrul.Alp@rogers.com, Website: www. ALP-RISK.ca
Introduction Something About Myself
Principal Consultant of Alp & Associates Incorporated, a Canadian
consulting company (1999-)
Over thirty years experience serving the chemical, mining, pulp &
paper, energy, steel, and transportation industries, and governments
PhD: Mechanical Engineering, University of Waterloo (1978)
MASc: Mechanical Engineering, University of Ottawa (1974)
BSc: Mechanical Engineering, Nuclear Option, Middle East Technical
University, Ankara (1971)
Work Experience prior to Alp & Associates:
Westinghouse Canada, Atomic Power Division, Manager, Analysis and
Modelling (1978-1981)
Concord Environmental (later Bovar Environmental), Principal, Manager,
Air Quality and Risk Assessment (1982-97)
METU Environmental Engineering Department, Assistant Professor
(1989-91)
Arthur D. Little, Associate Director, Safety & Risk Practice Leader in
Canada (1997-99)
ALP & ASSOCIATES alp/ea.2nd International Process Safety Symposium, Istanbul. 20151023 1
Introduction Something About Myself (2)
Member: NATO CCMS Pilot Project on Disaster Preparedness (1991-1993)
Chair: MIACC Risk Assessment Expert Committee, 1995-1999
Member: MIACC Committees on Land Use Planning and Pipelines (1993-
1998)
Member: CSA/Q850 Risk Management Standard Technical Committee (2008-
12)
Member: CSA/Z1002 OHS Risk Assessment Standard Technical Committee
(2008-12)
Member: CCPA/CSChE Process Safety Management Committee (1999-2010)
Member: ISO31000 Risk Management Standard Canadian Advisory
Committee (2007-2010)
Member: Board of Directors of Cayeli Bakir Isletmeleri (Cayeli Copper Works),
Turkey, as a representative of INMET Mining, a Toronto-based international
mining company (2001-2005)
Chair: CSChE Process Safety Management Committee (2005-2006)
Chair: CSChE Expert Committee on Risk Assessment (1999-2005)
CSChE 2007 Process Safety Management Award
University of Toronto Chemical Engineering Department, 500-level course on
Risk-based Process Safety Management (2009-2014)
Outline
What is safety culture?
What is Chemical Process Risk? Process Safety Management?
The big picture

Process Safety Management as part of the broader Risk
Management efforts of organizations
Process Safety versus Occupational Safety
Success factors in Risk Management

The importance of safety culture
Organizational maturity as an indicator of safety culture
What would you do? an industrial example
Summary
What Is Organizational Safety Culture?
Simply put, Organizational culture is

The way we do things around here
Safety culture is then the way we do things around here when it
comes to safety
Safety culture is a product of the individual and group values,
attitudes, competencies, and patterns of behaviour
Employees interpret safety culture through their work environment
and life experiences
The level of commitment of employees to that organizations safety
and risk management programs is determined by the organizations
safety culture
The style and effectiveness of an organizations safety and risk
management programs are also affected by safety culture
In other words, occurrence of incidents also at least partially
depends on safety culture
In the context of Process Safety,
Flixborough, 1974 Was not the first, or the last
Bhopal, 1984 20 years later, still making headlines
In The Economist,
of all places dedicated to PSM !!!
Toulouse, 2001 Shock to the European PSM Legislation
Calls for Risk Removal !!!
Risk Management is not sufficient !!!
Ammonium Nitrate Explosion in Toulouse France

21 September 2001
BP Texas City, 2005
Buncefield Oil Storage Depot

2005
What we do for managing the risks of major incidents related to
chemical processes is what we call Process Safety
Management (PSM)
Broader Risk Concepts
One can look at risk from different perspectives:
Risk Receptor Risk Source Perspective

Perspective ( those (where undesirable events
who can be impacted) can occur)
facility risk*
public
chemical risk*
employees
transportation risk*
community
nature risk
production
project risk
property
market risk
reputation Integrated political risk
environment perspective
currency risk
elected representatives $$$ ...
customers integrated risk
financial risk
PSM as Part of Broader Risk Management
All organizations make efforts to manage their risks
Chemical process risk
Market risk
Political risk

The focus of PSM is chemical process risk

PSM is therefore part of the broader risk management efforts of an
organization that runs a hazardous chemical process
It is important to recognize the bigger picture

Many of the management steps in PSM are shared with the broader
risk management steps in an organization
What is Process Safety Management?
A management system that is focused on:
Prevention of,
Preparedness for,
Mitigation of,
Response to, and
Restoration from
catastrophic releases of chemicals or energy,
from a process associated with a facility.
(Guidelines for Risk Based Process Safety, Center for Chemical

Process Safety, 2007, Glossary)
Management System: A formally established set of activities
designed to produce specific results in a consistent manner on a
sustainable basis.
Requires resources, and organization of these resources.
PSM and Risk Receptors
More specifically, PSM is what an operator* of a chemical process
does to ensure the process runs and delivers its products without
unplanned interruptions, including those that could
Kill or injure people, and/or
Damage
the environment,
physical systems,
reputation,
societal/regulator goodwill,
market share
*Operator: organization, and the individuals in the organization

People, environment, physical systems, reputation, etc. are
Risk Receptors
Note that PSM focus, while sharing many of its goals and methods, is
distinctly different from Occupational Safety and Health Management
How does PSM differ from Occupational Safety?
Traditional Occupational Safety focuses on worker safety &
health in the workplace, e.g.,
Slips, trips, falls
Being hit by objects, getting caught in machinery
Exposure to chemicals in the workplace
Routine releases
Catastrophic releases*
Process related fires*, explosions*
Etc.
* Catastrophic events overlap with focus of Process Safety, which is

concerned with additional risk receptors other than workers
Catastrophic releases of chemicals, fires, explosions are much

less frequent than the others
Therefore, in companies that do not have distinct process
safety management programs, process safety aspects of risk
management tend to receive lesser attention, increasing the
likelihood of catastrophic incidents (a safety culture issue)
PSM and Occupational Safety Management
Although there are similarities and overlaps in approaches to
managing occupational safety and process safety, there are also
significant differences due to their respective focus areas
The primary differences tend to be in
Methods of risk analysis and evaluation
Integrated risk analysis vs. worker-focused risk analysis
Extent of stakeholder risk communication
Inclusion of community in information sharing vs. worker-focused
training
Emergency preparedness and response
Methods of risk treatment and control
One of the most important overlapping factors is the importance of

organizational culture, albeit with different emphasis on safety
culture versus process safety culture
Management of Chemical Process Risks
Elements of PSM (e.g., US OSHA PSM Regulations 1992, CCPA/ACC
Responsible Care 1985/6, MIACC 1990s, CSChE 2002, CSA 2015)
1. Employee Participation
2. Process Safety Information
Hazards Information for Hazardous Chemicals Used
Process Technology Information
Process Equipment Information
3. Process Hazards Analysis (also termed risk analysis)
CSChE, 2002
4. Operating Procedures
5. Training
6. Contractors
7. Pre-Startup Safety Review
8. Mechanical Integrity 2015 Canadian
9. Hot Work Permit Draft Standard
10. Management of Change on Process
11. Incident Investigation Safety
12. Emergency Planning and Response Management
13. Compliance Audits CSA Z767
14. Trade Secrets
RBPS Management System (CCPS, 2007)
Basic Premise: Do things according to risk
Guidelines for Risk Based Process Safety, Center for
Chemical Process Safety, 2007
In RBPS, risk information is used to determine the level of effort

and management attention that is appropriate for the risks that
have been identified
The RBPS strategic approach requires:
A sufficient understanding of the risk associated with the
processes on which the process safety practices are focused.
Understanding 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.
Understanding and developing the process safety culture within
which the process safety practices will be implemented.
RBPS Management System Components (CCPS, 2007)
1. Commitment to Process Safety
2. Understanding Process Hazards and Risks
3. Controlling Process Risks
4. Learning
20 management and technical elements within these four

components
1. Commitment to Process Safety
A workforce which is convinced that the organization fully
supports process safety as a core value will tend to do the right
things, in the right ways, at the right times even when
nobody is looking
Focus:
Ensure management cares and provides adequate resources and
proper environment
Ensure employees care
Demonstrate commitment to stakeholders
1. Commitment to Process Safety (2)
Management and Technical Elements:
Process Safety Culture: how things are done around here
developing policies, instilling and maintaining the right culture;
leadership and accountability
Compliance with Standards: building a standards system
knowledge and availability of, and conformance to, applicable
standards
Process Safety Competency: building organizational competence
organizational knowledge of processes and process hazards
(includes past experience)
Workforce Involvement contribution to organizational knowledge by
everyone
Stakeholder Outreach (other industry, community, government)
share information, build trust
Management of Chemical Process Risks
Other than PSM, what else do we do to control chemical process
risks?
Emergency Management
Operator and community together
What the operator does for EM is usually considered as part of its PSM
efforts
Land Use Planning

Often, community alone! (planners, politicians, and emergency
responders)
Do you think community safety culture has something to do with

successful Emergency Management and Land Use Planning?
Requirements for Success
Requirements for Success
in Achieving Superior PSM Performance
1. Executive management (top-down) commitment to risk-based
decision making for balancing the needs of the stakeholders
(safety culture),
2. (Bottom-up) Awareness throughout the ranks about their risk
management responsibilities and accountabilities (safety
culture),
3. A line organization structure conducive to effective
communication and cooperation, with risk management
responsibilities built into the performance criteria of all personnel
(safety culture),
4. A risk management process model that is understood by all,
Requirements for Success (continued)
5. Availability of integrated risk assessment and cost/benefit

analysis tools of various sophistication, which can be used as
suitable during the daily or strategic decision making process
(these tools are used to understand the level of risk using
appropriate risk metrics, and to evaluate suitability of control
actions),
6. Appropriate risk control strategies (PSM),
7. Sufficient human and physical resources,
8. A common risk management standard that reflects the values of
the organization and the requirements that are asked of it.
Driver of safety culture in the organization
Importance of Organizational Culture
An industrial example
BP Texas City Refinery Explosion US CSB Report
Event: Raffinate splitter tower overfilled with
liquid, overfilling the blowdown drum;
flammable liquid released from open vent
stack (not connected to a flare system); VCE
Many technical findings, e.g.,
The tower level indicator showed that it was
declining while it was actually overfilling;
The redundant high level alarm did not activate;
etc.
9 organizational findings, e.g.,

Cost cutting, failure to invest and production
pressures from BP Group executive managers
impaired process safety performance;
BP Board of Directors did not provide effective
oversight ;
Reliance on the low OSHA recordable injury
rate as a safety indicator failed to provide a
true picture of process safety performance and
the health of the safety culture;
...
BP Texas City did not effectively assess
changes involving people, policies and the
organization that could impact process safety
BP Texas City Refinery Explosion US CSB Report (2)
Recommendations related to:
Safety Culture
Commission an independent panel to assess and report on the
effectiveness of BP North America's corporate oversight of safety
management systems at its refineries and its corporate safety culture.
Technical
Trailer Siting
Blowdown Drum and Stack
BP Texas City Refinery Explosion Baker Report
Report of the BP Independent Refineries Safety Review Panel
10 Recommendations:
Process Safety Leadership
Integrated and Comprehensive PSM
Process Safety Knowledge and
Expertise
Process Safety Culture
Clearly Defined Expectations and
Accountability for Process Safety
Support for Line Management
Leading and Lagging Performance
Indicators for Process Safety
Process Safety Auditing
Board Monitoring
Industry Leader
Importance of Safety Culture Quote from Baker Report
A positive safety culture is important for good process safety
performance.
the Panel made findings about BPs process safety leadership,
employee empowerment, resources and positioning of process
safety capabilities, incorporation of process safety into
management decision-making, and the process safety cultures at
BPs five U.S. refineries.
The Panel believes that leadership from the top of the company,
starting with the Board and going down, is essential.
it is imperative that BPs leadership set the process safety
tone at the top of the organization and establish appropriate
expectations regarding process safety performance. BP has not
provided effective process safety leadership and has not
adequately established process safety as a core value across all
its five U.S. refineries.

Safety culture impacts at all levels of the organization
Company Executive Management

Vision
Mission
Statements
Philosophy
Senior Management
Strategy
Statement Policy
Middle Management
Systems
Instructions Procedures
Work Place
The
performance
Practice
of tasks Unsafe Acts
Safety Culture and Safety Performance
Culture serves to reinforce the status quo (to resist change)
A culture emphasizing the importance of safety is critical to good

performance
The dimensions of culture are varied and interdependent
The key dimensions are

the work environment,
the social environment, and
the individual
For improved performance, change is required in all dimensions,

and at the boundary between them
Improving Safety Performance
Unwritten Rules of the Game what makes people tick must
be understood to understand organizational culture, and lead the
way to performance improvement
Such rules are uncovered by identifying the Motivators,
Enablers and Triggers that exist within the organization
Motivators
Whats important? SE
Unintended
Side Effects
E T UR Unwritten
Rules
Enablers Triggers
Whos important? What are the
conditions that
need to be met?
3 Stages in Development of Organizational Culture
Stage Characterized By
Dependent Command and Control - You
(employee assumes minimum responsibility)
Independent Well Trained - I
(limited inter-group interaction)
Interdependent Structured Empowered - We
(cross group interaction)
(cannot achieve interdependency without first achieving
independency - unless the Is commit, We will never be)
Model for Performance Improvement
(Importance of Employee Development)
Incident Rate
(Edict)
(Control)
(Acceptance)
(Compliance)
(Commitment)
(Dedication)
Dependent Independent Interdependent
Time
The Ultimate Goal
To Achieve an Interdependent Culture:
Create an effective team that works together to realize the

synergies of their combined talents, experience and
expertise.
(putting the best foot forward at all times).
The Basic Question ... that everybody should be
asking all the time:
How can I do my job in a manner that will make it safer
for myself,
for my fellow workers,
for my community,
for my environment,
for the equipment I work with,
for my investors,
without increasing the net cost of doing it?
The Culture of Safety
What Would You Do When Faced With?
What would you do when faced with .... ?
Summary and Conclusions
Process Safety Management is a significant component
of the broader Risk Management efforts of an
organization that operates chemical processes.
Importance of an interdependent organizational culture
where the employees do the right things, in the right
ways, at the right times even when nobody is
looking cannot be overemphasized in achieving
success in Process Safety Management.
THANK YOU!
Questions?

Ertugrul Alp 2nd Int Process Safety Symposium 20151023 V1

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Ertugrul Alp 2nd Int Process Safety Symposium 20151023 V1

Uploaded by

Copyright:

Available Formats

Safety Culture

ALP & ASSOCIATES Incorporated

What is Chemical Process Risk? Process Safety Management?

The big picture

Success factors in Risk Management

Organizational maturity as an indicator of safety culture

What would you do? an industrial example

Simply put, Organizational culture is

Ammonium Nitrate Explosion in Toulouse France

Buncefield Oil Storage Depot

Risk Receptor Risk Source Perspective

The focus of PSM is chemical process risk

It is important to recognize the bigger picture

(Guidelines for Risk Based Process Safety, Center for Chemical

*Operator: organization, and the individuals in the organization

* Catastrophic events overlap with focus of Process Safety, which is

Catastrophic releases of chemicals, fires, explosions are much

One of the most important overlapping factors is the importance of

In RBPS, risk information is used to determine the level of effort

1. Commitment to Process Safety

2. Understanding Process Hazards and Risks

3. Controlling Process Risks

20 management and technical elements within these four

Land Use Planning

Do you think community safety culture has something to do with

5. Availability of integrated risk assessment and cost/benefit

9 organizational findings, e.g.,

Company Executive Management

Culture serves to reinforce the status quo (to resist change)

A culture emphasizing the importance of safety is critical to good

The key dimensions are

For improved performance, change is required in all dimensions,

To Achieve an Interdependent Culture:

Create an effective team that works together to realize the

(putting the best foot forward at all times).

without increasing the net cost of doing it?

You might also like