1.

2 Explain the role of leadership in process safety management

Human - the right number of people Financial - budgets to operate plant safely
Physical - such as equipment, buildings

1.3 Explain the purpose of organisational learning, the sharing of lessons learnt and sources of
information

is the process of comparing the performance of your own organization against that of another, using
standard, agreed criteria. Why ? improve upon procedures

➢ Sources of Process Safety Management Information

➢ Internal to an Organization
▪ Process flow diagrams (PFD); ▪ Piping and Instrument Diagrams (P&IDs);
▪ Process control systems; ▪ Relief system designs

➢ External to an Organization
▪ Manufacturers data ▪ National legislation ▪ Applicable European Union Directives

1.4 Explain how ‘change’ should be managed to effectively reduce risks to people and plant

 Inform all workers for that change

 Produce document detailing change and risk assessment
 Getting authorization for changes and record it
 Consult and inform those affected

1.5 Outline the benefits, limitations and types of worker participation and engagement

 Better employer relationship with workers

 Clarity of management with safety;
 Closer co-operation that improves the safety culture;
 Clear vision of the process and its operability

1.6 Outline what is meant by competence and its importance to process safety

➢ New workers can understand the requirements of the job

➢ Training to do the right way instead of bad habits
➢ Executing tasks correctly means fewer mistakes
➢ Well trained workers also feel valued and can assist in career development
2.1 Outline the purpose and importance of establishing a process safety management system and its key
elements

Why have a PSMS established?

Moral: Process safety failures result in fatalities in extreme circumstances.

Legal: Process safety failures result in lawsuits and claims due to non-compliance
Financial: Costs of failures are catastrophic

Key element of PSMS (PDCA)

Plan - Developing a clear plan of objectives that will move the organization forward (Policy)
Do - Carry out actions to improve health and safety. (operation)
Check - determine whether the steps you have taken are moving to your goals. ( correct)
Act - Take action from output for continuous improvement (Management review)

2.2 Outline common risk management techniques used in process industries

1- HAZOP : The HAZOP is a ‘bottom-up’ technique, which uses prompts about what could cause the
process to lose control, or to deviate from the design intent.
2- HAZID : HAZID is a top-down study that is organized from based on the type of hazards you want to
avoid, such as, overtemperature, overpressure, fire
3- Bow tie.
4- FMEA – Failure Mode Effect Analysis

2.3 Outline asset management and maintenance strategies for process plant

➢ Breakdown maintenance: relies on an operator repairing or replacing equipment

➢ Planned preventive maintenance : Helps to minimize the risk of plant impact
➢ Condition monitoring: Motors can be monitored for noise levels to determine if the bearings are worn

2.4 Explain the role, purpose and features of a permit-to-work

➢ Hot work; ➢ Confined space entry;

➢ Work on process plant that requires isolation (chemical, gas)
➢ Work on high-voltage electrical systems;

2.5 Explain the key principles of safe shift handover

➢ Considered a high priority; ➢ Carried out face-to-face ➢ Carried out using accurate written ➢
Permit-to-work details ➢ Any emergency situations ➢ Maintenance activities planned

2.6 Explain the principles of selecting, assessing and managing contractors

1- Experience in the type of work required, and experience of working

2- Suitability of the organisation’s health and safety policy
3- quality of their risk assessments 4- Accident history and statistics
5- additional manpower and labour 6- provision of specialist skills

3.1 Explain the purpose and requirements of standard operating procedures

• Inform operator about the process safety hazards.

• Describe the control system.
• Describe standard operating conditions (including allowable range/excursions).

3.2 Outline the controls that should be adopted to control the safe start-up and shut- down of process
plant

1- Planned
• Follows pre-determined, controlled sequence • Includes a risk assessment
2- Unplanned
• Partial or complete • Can be dangerous in any event
3- emergency
• Type of unplanned shut-down • Whenever a hazardous situation develops
4- staged
• Usually a type of planned start-up/shut-down that requires staged processes
5- Delayed
• When an issue has been raised, but an assessment is made to control the situation until shut-down is
allowed to proceed

3.3 Outline the necessity for performance standards for safety critical systems and equipment and the
concept of ‘FARSI’
A model for performance standards, which can be described in terms of its functionality, availability,
reliability, survivability and interdependency (usually abbreviated to ‘FARSI’).
The FARSI model for defining performance standards:

• Functionality : • The standard it needs to perform to.

• Availability : Proportion of time it needs to be available
• Reliability : How likely is it to operate
• Survivability : Operate under specified conditions
• Interdependence : ESD requires power to operate.

3.4 Outline the hazards and controls associated with utilities such as the use of steam and water within the
process industries

steam: • Motive power like turbines. • Move liquid and gas streams in piping. • Cleaning.

Water hazard : • Vacuum formation during draining operations • Cooling towers like water fog

3.5 Analyse the hazards and controls associated with electricity / static electricity within the process
industries

• Fixed objects - provide a permanent connection from the plant, structure, etc to earth.
• Moveable objects (such a filling bins) - ‘flying’ lead attached to the bin which is then clipped onto an
earthing connection at the point of use.

3.7 Categorise the hazards presented by chemical reactions and the protective measures used to mitigate
the consequences of a thermal runaway reaction

• Incorrect vessel charging:

‒ incorrect reactants;
‒ incorrect volumes of reactants;
• Incorrect use of catalysts. • Poor/failed temperature control. • Poor/failed mixing.
• Loss of power • Maintenance failures.

4.1 Explain fire and explosion hazards relating to process industries

1- Jet Fires: • spray of fuel ignited immediately. • Gas, liquid or vapour.

Consequences • jet of flame. • Radiated heat. • Can explode.

2- Pool fires • Spillage of liquid fuel. • Can be on water. • Vapour ignites above pool.

Consequences • vapour cloud which can explode.

Boiling liquid expanding vapour cloud explosion (BLEVE)

Typical mechanism tank walls heat up. • Liquid boils • Vessel weakens •

Consequences • Missiles, fireball, secondary explosion.

Confined vapour cloud explosion (CVCE) • Flammable vapour builds up • Ignition occurs.

Consequences • Shockwave. • Overpressure. • Heat. • Missiles.

4.2 Outline appropriate control measures to minimise the effects of fire and explosion in the process
industries

Active fire protection: “Equipment, can be used to control, mitigate and extinguish fires.” Example:
Sprinklers, gas extinguishing

Passive fire protection: “coating arrangement will provide thermal protection to avoid heat not transfer
to another area. Example: Spray coatings
4.3 Outline how dusts have the potential to explode and commonly used control measures adopted to
prevent and minimise explosion

Dust explosions are the result of high concentrations of combustible dust particles within an enclosed
space.

Risk assessment: ‒ identify hazards, risks and controls.

Eliminate dusts at source:‒ Example, pastes rather than powders.
Inerting:‒ nitrogen blankets.
Dust extraction:‒ minimise fugitive releases.
Control of ignition sources: ‒ zoned areas.

4.4 Describe emergency plans and the preparedness for the implementation

• systems for alerting and warning workers on site

• responsibilities in the event of an emergency;
• evacuation/shelter arrangements;
• emergency shutdown of plant and services;
• systems for accounting for workers.