Process Safety Management Guidelines WEB

Document No:
Oman Society for Petroleum Services OPAL-STD-HSE-11 Rev 0
Process Safety Management Guidelines Issue Date: 01/2023
PROCESS SAFETY
MANAGEMENT
GUIDELINES
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Process Safety Management Guidelines Issue Date:01/2023
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Document No:
Ministry Endorsement
Ministry of Energy and Minerals

H.E. Eng. Salim bin Nasser Al Aufi Signature:
Minister of Energy and Minerals Date:
Document Approval
Document Authority Document Custodian Document Author

Chairman, OPAL Chief Executive Officer, OPAL For Process Safety Guidelines committee
Dr. Amar Al Rawas Abdulrahman Al Yahyaei
Anfal Al Alawi
HSE Projects Lead, OPAL
Date: Date: Date:
Revision Status
Revision Version No. Date Status
Rev. 01 V 2.0 December, 2025 Next revision
Rev. 0 V 1.0 December, 2022 First revision
User Notes:
This document was prepared and agreed upon by the Operators represented through the OPAL Operators’ Safety, Health and Environment
Managers Steering Committee (OSHEMCO).
This document is the property of OPAL and intents to serve the needs of any Energy and Minerals
Companies licensed under MEM and/ or registered with OPAL. This document can also be referred and followed in other sectors in Oman.
It is the user’s responsibility to ensure that they are referring the latest version of any hard copy or electronic copy. For assistance, contact
OPAL.
Any printed version or electronic copy downloaded from the website is uncontrolled copy.
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OPERATORS CEO ENDORSEMENT

By endorsing the requirements in this document (OPAL-STD-HSE-11 Rev 0) below, I owe compliance
to requirements defined in this Process Safety Management Guidelines, on behalf of my organization
and as a member of OPAL with effect from 1st January 2023.
Signatures:
………………………….. …………………………..
Mr. Steve Phimister Mr. Yousuf Al Ojaili

Managing Director, President,
Petroleum Development Oman BP Oman | BP Exploration (Epsilon) LTD
…………………………..
…………………………..
Mr. Talal Al-Awfi

Mr. Steve Lauver
Group CEO,
President and General Manager,
OQ
Occidental of Oman
………………………….. …………………………..
Mr. Wang Hua Mr. Waleed Hadi

Chief Executive Officer, Chief Executive Officer,
Daleel Petroleum Company LLC Shell Oman
………………………….. ………………………..
Mr. Walter Simpson Mr. Hamed Al Naamany

Managing Director, Chief Executive Officer,
CC Energy Development Oman LNG LLC
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………………………….. …………………………..
Mr. Sergio Giorgi Mrs. Mieke Verkeyn

Country Chair, Oman Managing Director,
TotalEnergies Oman Eni Oman
………………………….. …………………………..
Mr. Wadhah Al Adawi Mr. Noke Fajar Prakoso

Chief Executive Officer, General Manager,
Hydrocarbon Finder Medco LLC
………………………….. …………………………..
Mr. Tom Fauria Mr. Usama Al Barwani

Managing Director, Chief Executive Officer,
Masira Oil Limited Petrogas E&P
…………………………..
Mr. Sultan Al Ghaithi

Chief Executive Officer,
ARA Petroleum
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A. Operators Safety, Health and Environment Managers Steering Committee (OSHEMCO), 2022
Name Job Title Organization

Abdulrahman Al Yahyaei CEO OPAL
Khalid AL Siyabi Quality Manager OPAL
Anfal Al Alawi HSE Projects Leads OPAL
Musab Al Sawafi HSE Projects Leads OPAL
Zainab Al Saadi HSE Director MEM
Hassan Al Ajmi VP HSE HSSE & Risk Engineering OXY
Mahmoud Al Shukry Corporate Health Safety & Environment Manager PDO
Younis Al Hinai Head Operational Safety PDO
Hamad Al Shidhani VP HSSE E&P OQ
Sulaiman Al Sulaimi Head of HSE Support Upstream OQ
Majid Al Saidi VP HSSE Down Stream OQ
Malik Al Balushi Head of Safety Down Stream OQ
Nilesh Popat GM HSSE Shell Oman
Rashid Al Maawali Regional HSE& Carbon Manager BP Oman
Sajid Hamid HSE Manager HCF
Said Al Harthy HSE Compliance & Assurance Manager CCED
Moosa Al Habsi HSE and Corporate Security GM OLNG
Amour Al Barwani Corporate Manager, QHSSE Petrogas
Ali Al Lawati Operation Excellence Manager, QHSSE Petrogas
Mohammed Al Maqbali HSE Manager ARA Petroleum
Dawood Al Baddai HSE Manager Daleel Petroleum
Fabeien Lebas HSE Manager TOTAL
Margarita Kuzmina HSE Coordinator ENI Oman
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B. Process Safety Guidelines - Working Group, 2022
Name Job Title Organization

Anfal Al Alawi HSE Projects Lead OPAL
Musab Al Sawafi HSE Projects Lead OPAL
Ali Al Lawti Operation Excellence Manager Petrogas EP
Amour Al Barwani Corporate Manager, QHSSE Petrogas EP
Ahmed Al Abri Head of Technical Safety PDO
Ahmed Al Shukaili Lead Technical Safety Engineer PDO
Mohammed AL Zadjali Maintenance & Integrity Senior Manager Daleel
Ishaq AL Rawahi Process Safety Team Leader Daleel
Ali Al Nasri Technical Safety and Risk Manager Oman LNG
Ibrahim AL Sarhani Process Engineer ARA
Ted Eschete Mechanical Integrity Specialist OXY
Sandipan Lasker Manager Risk & HSE Technical Services OXY
Abdulaziz Al Zakwani HSE Process Risk Team leader CCED
Abdulrahman AL Maskari Site Engineer BP
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TABLE OF CONTENTS
1 TERMS DEFINITIONS AND ABBREVIATIONS...........................................................................................10
1.1 DEFINITIONS...................................................................................................................................10
1.2 ABBREVIATIONS ............................................................................................................................10
2 PURPOSE, APPLICATION AND USERS.....................................................................................................12

2.1 PURPOSE........................................................................................................................................12
2.2 APPLICATION..................................................................................................................................12
2.3 USERS.............................................................................................................................................12
3 REQUIREMENTS OF THIS GUIDELINE......................................................................................................12
3.1 INTRODUCTION..............................................................................................................................12
4 PROCESS SAFETY ELEMENTS.................................................................................................................13
ELEMENT 1: LEADERSHIP..........................................................................................................................14
ELEMENT 2: PROCESS SAFETY COMPETENCY......................................................................................17
ELEMENT 3: ENGINEERING DESIGN AND STANDARDS.........................................................................19
ELEMENT 4: PROCESS SAFETY INFORMATION (PSI).............................................................................21

ELEMENT 5: MANAGEMENT OF CHANGE (MOC).....................................................................................24
ELEMENT 6: PROCESS SAFETY RISKS MANAGEMENT (PSRM)............................................................27
ELEMENT 7: PERMIT TO WORK (PTW)......................................................................................................29

ELEMENT 8: ASSET INTEGRITY (AI)..........................................................................................................32
ELEMENT 9: CONTRACT MANAGEMENT..................................................................................................34
ELEMENT 10: OPERATING/MAINTENANCE MANUALS AND PROCEDURE............................................36

ELEMENT 11: EMERGENCY RESPONSE PROCESS (ERP)......................................................................38
ELEMENT 12: LEARNING FROM INCIDENTS............................................................................................40
ELEMENT 13: PRE-START UP AUDIT.........................................................................................................41
ELEMENT 14: ASSURANCE AUDIT.............................................................................................................45

5 APPENDIX....................................................................................................................................................47
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DocumentNo:
No:
Oman
OmanSociety forPetroleum
Society for Petroleum Services
Services OPAL-STD-HSE-11 Rev 0
OPAL-STD-HSE-11 Rev 0
Process Safety Management Guidelines
Effective Date: 01/2023
1 TERMS DEFINITIONS AND ABBREVIATIONS

1 TERMS DEFINITIONS AND ABBREVIATIONS
1.1 Definitions
Term Definition
Area Authority Area Authority should countersign the PTW after confirming the safety of the
requested work and any additional controls they have requested have been
implemented.
Cold work Refers to a working situation in which there are no sources of ignition present.
Health and Safety Health and safety focus on protecting the health and safety of the workforce. It is
Management designed to prevent injuries and illnesses to the workforce.
Hot work Hot work involves working with a source of ignition, like sparks.
Permit Applicant Is the person to apply for the Permit after filling the details of the activity in PTW Form.
Permit Applicant should also brief the Permit Holder on the PTW details, the work,
hazards, controls, Job HSE plan, isolations, gas testing and other affected custodians or
other work in the location.
Permit Holder The Permit Holder takes possession of the PTW, certificates and Job HSE Plan and
should ensure that the necessary isolations have been implemented effectively.
Process Safety Management Process Safety Management is a management system designed to prevent Loss of
Primary Containment (LOPC) that may lead to process upsets, equipment damage and
catastrophic failures.
1.2 Abbreviations
Abbreviations Definition
ALARP As Low as Reasonably Practicable
AL Assurance Level
API American Petroleum Institute
ERP Emergency Response Process
IRC Incident Review Committee
HSE Health, Safety and Environment
HEMP Hazards and Effects Management Process
HSE MS Health, Safety and Environmental Management System
HCP Health Care Providers
OPAL Oman Society for Petroleum Services
P&ID Piping and instrument diagrams
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Abbreviations Definition
PSUA Pre-Start Up Audit
PSI Process Safety Information
PSM Process Safety Management
PTW Permit to Work
QA Quality Assurance
QC Quality Control
RAM Risk Assessment Matrix
SOE Safe Operating Envelope
SoF Statement of Fitness
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Services
Process
Process SafetyManagement
Safety Management Guidelines
Guidelines Issue Date:01/2023
2 PURPOSE,
2 PURPOSE,APPLICATION AND USERS
APPLICATION AND USERS
2.1 Purpose
The purpose of this Guideline which contains 14 PSM elements is to define the minimum requirements to be
followed by all Energy sector companies in the Sultanate of Oman. However, it is expected that companies with
more comprehensive process safety management system in place, should continue with their system, unless
there are gap identified when compared against this Standard.
2.2 Application
This minimum PSM Guidance requirements are applicable directly to any Operator applicable to the Energy
Sector in Sultanate of Oman for implementation and compliance.
2.3 Users
Users of this Guidance Document are personnel authorized by their respective employers to participate in the
implementation, stewardship, and sustainment of PSM within the organization.
3 REQUIREMENTS OF THIS GUIDELINE

3 REQUIREMENTS OF THIS GUIDELINE
3.1 Introduction
Process Safety Management Guideline is designed to prevent loss of primary containment (LOPC) in process
operations. PSM helps organizations achieve safe and reliable operations. When implemented and stewarded
properly, organizations have sustained high levels of performance in managing safety and loss of containment.
The minimum PSM requirements defined in this guideline, when implemented and stewarded well, should
result in improvements in safe and reliable operating performance.
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Process Safety
Process SafetyManagement Guidelines
Management Guidelines Issue Date: 01/2023
4 PROCESS
4 PROCESSSAFETY ELEMENTS
SAFETY ELEMENTS
Process Safety Elements recommended by this Guidance include the following:
Element 1: Leadership Element 8: Asset Integrity
Element 2: Process Safety Competency Element 9: Contract Management
Element 3: Engineering Design and Standards Element 10: Operating/Maintenance Manuals and
Procedures
Element 4: Process Safety Information (PSI) Element 11: Emergency Response Process (ERP)
Element 5: Management of Change Element 12: Learning from incidents
Element 6: Process Hazard Analysis Element 13: Pre-Start Up Audit
Element 7: Permit to Work (PTW) Element 14: Assurance Audit
Requirements associated with each element is provided in the Subsequent sections.
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Process Safety
Management Guidelines Issue Date:01/2023
Element 1: Leadership
Objectives and Expectations
Process Safety is more than just a technical discipline. It is a way of doing business. It is driven by leadership
from all levels of the organization. Leadership is needed at every level – from the Executive Leadership to the
first-line supervisor. In the absence of strong, effective, and competent leadership, it will be difficult to achieve
and sustain the desired level of process safety performance. For sustainable PSM, visible and committed
leadership provides, momentum, sense of organizational commitment, direction to followers, and ultimately
reinforcement, through the distribution of awareness and accountabilities for various levels of performance.
Business leaders need to show commitment to process safety and put as much focus towards management of
major hazard risks in the Operator as they would, for example, to financial affairs of the Operator.
Roles and Responsibilities

For leaders to fulfill their process safety responsibilities, they must demonstrate the same leadership attributes
that are required for success in every other business area, such as:
• Creating a Shared Vision
• Building knowledge, competence, and providing training
• Showing integrity and commitment
• Communicating honestly and with integrity
• Inspiring the hearts and minds of all workers
• Reviewing and continuously improving performance
Having defined and communicated a shared vision, policies and expectations, all leadership levels should know
their role and responsibility as per the following:
• Senior Executives – Should know and have a healthy respect for Operator’s potential worst-case
consequences. They know, verify, and support the key programs in place to protect against these
consequences. They manage and allocate resources.
• Mid-level Leaders – Should have deeper knowledge of the most serious potential consequences.
They implement the key programs and ensure those programs function properly.
• Frontline Leaders – Should understand in depth the potential consequences and manage the critical
barriers directly. Frontline leaders translate process safety into a reality by working closely with
production personnel.
• Individual Contributors – Should understand the potential consequences that can occur in their
area. They are trained and competent on working within the requirements of PSM. This means
operating safely and stopping work or shutting down when the process or conditions are unsafe.
They follow procedures and are operationally disciplined in all they do.
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Element Deliverables
To achieve excellence in process safety performance, industry leaders have a critical role to play and must
commit to establishing the following principles of PSM in each business:
• Recognition that organizations need to ensure a process safety policy is in place, which fits with
existing policies, and promotes:
o Recognition that policies and procedures are necessary
o Common objectives targets are established and communicated
o A shared sense of vulnerability
o Demonstrated prioritization of process safety over production
o Appropriate and proportionate risk tolerance
o Open and timely communications
o Continuous improvement in process safety
• Key to an effective PSM culture is leadership from the top, that ensures the following:
o A sponsor is determined at board/senior level, and this is communicated throughout the

workforce
o Creation of process safety team and focus group responsible for developing and maintaining
PSM
o Visibility of the senior management team focusing on process safety
o Process safety is given equivalent importance of other business areas
• Engagement of the hearts and minds of an organization are key to sustaining a positive process
safety culture throughout the entire workforce. This can be achieved through:
o Setting of standards, objectives, and targets
o Structured training
o Follow-up through appraisal process
o Demonstrated commitment to process safety
o Integrated and engaged management, operations, and engineering
o Programmed monitoring, audit, and review
Process safety is a moral imperative, and that makes it a leadership imperative as well. This imperative comes
with the following benefits:
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• To the top line, the bottom line - shareholder value, long-term sustainability of the Operator and
leadership excellence
• Regardless of your level, process safety leadership does not just happen
• You must go beyond stating strong support for “safety”. You must implement your process safety
responsibilities with rigor and professionalism with commitment, planning, diligence, and
consistency
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Element 2: Process Safety Competency
Objectives and expectations

To improve safety compliances in asset integrity and PSM, it is important to maintain and track the process
safety competency for each staff member. Competency management may be achieved by creating tool within
the Operator system which enable individual, supervisors, and admin to access, recognize and identify
following:
• PSM Critical Position – A PSM Critical Position is a position that can impact significantly on the
execution of HSE Critical Activities at the operational and / or management
• Critical Tasks - Operational tasks required for the execution of Critical Activities, where actions (or
inactions) taken while performing such tasks could lead directly or indirectly to an incident
o These tasks are normally associated with the Control or Recovery elements of the Hazards
and Effects Management Process (HEMP) (e.g., those Critical Tasks performed by plant
operators, technicians, vehicle drivers, aircraft pilots, ship’s captains, and control during /
after emergency, recovery from emergency, etc.)
• Refer to the appropriate site or Operator specific PSM and HSE Cases to identify these tasks.
• Mandatory Process Safety Training/Disciplinary Consequence - Employee failure to fulfil

requirement to undergo “mandatory training” on Process Safety may disqualify them from
undertaking the full range of operational duties expected of them under their contractual
commitments
• Where a review shows that there is not a valid reason for the failure then the employee may be
subject to a disciplinary hearing

Key roles and responsibilities are as follows:
Employees are responsible for:
• Making him/herself aware of the competencies required for his/her role
• Attending training courses such that their certification remains valid
Supervisors are responsible for:
• Making him/herself aware of the process safety competency process
• Managing the process
• Ensuring that tasks are only allocated to competent persons
• Taking steps to identify any noncompliance
• Taking steps to identify resources and escalation process

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Leaders are responsible for:
• Resourcing process safety competency process
• Taking steps to investigate and correct noncompliance
• Addressing findings raised to senior management
Operators should take steps to manage, maintain and audit the competency of the staff in process safety
consistent with the process demonstrated in the figure below.
Figure 1: Fundamental Building Blocks for Process Safety Competency
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Element 3: Engineering Design and Standards
Objective and Expectations

Engineering design is critical in maintaining the design integrity of the Operator assets and operations.
Engineering design standards have been developed to maintain the integrity and reliability of the facilities
equipment for the duration of their designed lifetime. Compliance to engineering standards ensures you have
designed the facility to operate in a safe and reliable manner where the risk of a process safety incident has
been reduced to “as low reasonably as practicable”.
Safe and reliable operations is the outcome of the integration among Design Integrity, Technical Integrity and
Operations Integrity with Leadership Integrity as the glue holding the process together. The relationship is
demonstrated in the Figure 2 below.
Figure 2: Integration of Design, Technical, Operations and Leadership Integrity

Key roles and responsibilities are as follows:
• Being involved in design reviews
• Operating equipment consistent with design requirements
• Ensuring safe and reliable operations within design limits

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• Resourcing requirements for engineering designs and standards
• Taking steps to investigate and correct noncompliance
The Operator must enable a process for management of its engineering standards. The management process
should involve identifying the standards relevant to facilities design and operation. The relevant revision of the
identified standards should be available and accessible to all relevant personnel. A process should be
established to manage deviations from standards requirement. Applicable standards may include one or more
of the following standards:
• Internal Operator guidelines and equipment specifications
• Local or state regulated laws and codes
• International codes and standards
Several international bodies produce engineering standards that are applicable to the Energy operation. Listed
below are the more prevalent sources of industry standards and codes.
Name of organization Area of specialization Reference

National Fire Protection Fire safety standards https://www.nfpa.org/Codes-and-Standards
Organization
American Petroleum Institute Covers a variety of process https://www.api.org/oil-and-natural-gas/health-
safety standards from incident and-safety/refinery-and-plant-safety/process-
classification to mechanical safety/process-safety-standards
integrity
NACE international Material and corrosion control Nace.org
specifications
OSHA Process Safety Management https://www.osha.gov/process-safety-
(Occupational Safety and Health management/standards
Administration)
International Electrotechnical electrical, electronic and https://www.iec.ch/publications/international-
Commission (IEC) related technologies standards
Energy institute • Process Safety https://publishing.energyinst.org/
Management
• Hazardous Area
Classification (EI 15)
• Vibration
Process Industry Practice Engineering design standards https://www.pip.org/practices
International Association of Oil Process Safety Management https://www.iogp.org/international-
and Gas Producers and technical papers standards/#1482328880796-274d3a42-9baf
American Society of Mechanical Mechanical engineering https://www.asme.org/codes-standards/find-
Engineers (ASME) requirements codes-standards
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Element 4: Process Safety Information (PSI)

Process Safety Information (PSI) imposes upon Operators an expectation that all process safety documents are
kept up to date throughout the asset life cycle. PSI includes compilation of written process safety information,
which will help the employer and employees involved in operating the process safely and reliably. PSI among the
main building blocks of PSM and places demands on the organization to ensure information is accurate and
accessible when required. The Operator should define and assign a Process Safety information process.

Operators should assign personnel with the proper skills and experience to manage and facilitate
implementation of the PSI program. The designated PSI Focal point must ensure all PSI data is maintained, up-
to-date and easily accessible to personnel who are required to access it. They must ensure that all the data is
complete, fit for purpose and revalidated as required. Key roles and responsibilities are as follows:
• Using relevant information and documents to perform work safely
• Reporting all inaccurate information
• Updating and ensuring documentation and information accurate and accessible
• Updating documentation on an approved or regulatory compliance cycle
• Resourcing the document and PSI program of the organization
• Taking corrective actions where PSI is deficient
The PSI program should include the processes, and tools required to compile and maintain the process safety
information as accurate and accessible to users as and when required. PSI should meet the following:
Be organized so that it is readily available for engineers, operators, maintenance, and other personnel who may
require this information and be:
• Stored in secure locations, in terms of hardware and software, in a manner designed to prevent
accidental loss
o User-friendly system to store, catalogue and retrieve this information.
o Appropriately backed-up
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• Have assigned roles/responsibilities for maintaining/approving process knowledge documentation
• Provide accurate, complete, and up-to-date information to support process safety activities
• Prioritized PSI documentation should include, but is not limited to:
o Information of hazardous chemicals in the process (SDS - Safety Data Sheet)
§ Toxicity
§ Permissible exposure limits
§ Physical data
§ Reactivity data
§ Corrosively data
§ Thermal and chemical stability data
§ Hazardous effects of inadvertent mixing of different materials
o Information on the equipment in the process
§ Materials of construction,
§ Piping and instrument diagrams (P&IDs),
§ Electrical classification,
§ Relief system design and design basis,
§ Ventilation system design,
§ Design codes and standards employed,
§ Material and energy balances for processes
§ Safety systems (e.g., interlocks, detection, or suppression systems)
o Information on the technology of the process
§ A block flow diagram or simplified process flow diagram
§ Process chemistry
§ Maximum intended inventory
§ Design data
§ Safe upper and lower limits for such items as temperatures, pressures, flows or
compositions
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§ An evaluation of the consequences of deviations, including those affecting the

safety and health of employees
The PSI program should document that equipment complies with Recognized and Generally Accepted Good
Engineering Practices (RAGAGEP). However, for existing equipment designed and constructed in accordance
with codes, standards, or practices that are no longer in general use, the PSI should document that the
equipment is designed, maintained, inspected, tested, and operated in a safe and reliable manner.
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Element 5: Management of Change (MoC)

Management of change process is intended to cover the full life cycle of a facility from engineering design all the
way to decommissioning. Management of Change is intended to effectively manage all permanent and
temporary changes to equipment, plant, materials, process control and conditions, Operator’s critical staff
positions, standards, procedures and changes associated with laws and regulations of the Sultanate of Oman.
The primary objective of management of change process is ensure changes do not introduce new hazards or
unintentionally increase the risk of existing hazards.

Operators should assign personnel with the proper skills and experience to manage and facilitate the MoC
process. Key roles and responsibilities are as follows:
• Participating in the MoC process as subject matter experts as applicable
• Reporting all inaccurate information
• Identifying and evaluating requirements for change
• Ensuring hazards and risks associated with MoC are adequately addressed in the MoC process
• Resourcing the MoC process of the organization
• Taking corrective actions where MoC is deficient
Change is often required to meet various operating circumstances, achieve required improvements or respond
to emergency conditions. Careful consideration must be given to the safety, cost and environmental
implications that result from any change. Without proper review, a change may result in unsafe conditions,
process hazards, or operating problems. Specific organization should have a well-defined document for
managing changes. The document details requirements for managing risks arising from all categories of
changes. The MoC process should consider the following:
• Change types - Temporary changes, Permanent changes, Process changes, Hardware changes,
Process control changes, Process condition changes, Procedural changes, Organization changes,
Practice changes
• Entire documentation identifying change description, reason and technical basis for change
• All associated engineering drawings, procedures, or other documents
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• Hazard identification and risk assessment related to the change and their impact (i.e.: Safety, Cost,
Project Schedule... etc.)
• Mitigation measures for risk reduction/ elimination
• Approval criteria and authority of changes
• Compliance with legislation and approved standards
• Applying and acquiring of appropriate permits
• Identify and appoint responsible person leading and a managing the MoC process as follows:
o All types of changes should be documented, tracked, performance managed and verified for
effectiveness
o Define delegated authorities for decision-making
o Develop and agreed list of delegated authorities for each identified responsible person/
position
o Identify designated competent personnel (Review panel) responsible for reviewing the
scope of change, classification, and risk assessment and mitigation measures
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Element 6: Process Safety Risks Management (PSRM)

The intent of performing Process Safety Risks Management is to require the Operator to develop a thorough,
orderly, systematic approach for identifying, evaluating and controlling processes involving highly hazardous
chemicals. The Operators’ Management is accountable to ensure that all identified risks are managed at ALARP
level as per the risk criteria. A fundamental requirement of process safety management system is the
identification and assessment of risk associated with Operator’s process activities throughout the entire safety
lifecycle.

Operators should assign personnel with the proper skills and experience to manage and facilitate the process
safety risks management process. Key roles and responsibilities are as follows:
• Participating in the PSRM, HEMP, HEIRA processes as subject matter experts as applicable
• Identifying and evaluating requirements for PSRMs, HEMP, HEIRA
• Ensuring hazards and risks associated with PSRMs HEMP, HEIRA are adequately addressed in the
respective processes and reduce to ALARP Levels
• Resourcing the PSRM, HEMP, HEIRA processes of the organization
• Taking corrective actions where PSRM, HEMP, HEIRA is deficient
The PSRM process must be integrated in Operator’s decision-making process, so the risk aspect is taken in
consideration. Figure 3 provides an overview of the PSRM Framework. Figure 4 provides for Risk considerations
requirements. The Operator should ensure that a comprehensive hazard identification and risk assessment
process systematically identifies, assesses, and appropriately manages the risks arising from his operations.
• The Operator should maintain a framework for managing PSRMs (see Figure 3 for a sample PSRM
framework)
• Planning of PSRM activities ahead so that findings and recommendations can be integration in the
design, operation in a timely manner
• Using appropriate methodology to evaluate the process hazards depending on the available data
and lifecycle phase
• Performing PSRM by a team with experience in engineering and process operation (the process
being evaluated) and the methodology used
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• Establishing a system to promptly address finding and recommendations, assure recommendations

are resolved and documented. Document action taken, develop a written schedule for completing
action and communicate actions to operating, maintenance and other employees who work in the
process or might be affected by actions
• Applying hierarchy of control to address the assessed risks per sample provided in Figure 2
• Updating and revalidating the PSRMs on regular basis
• Retaining Process safety information related to PSRM and updates for the life of the process
• Ensuring compliance with the PSRM process through an effective HSE assurance program
Figure 3: Sample PSRM Framework
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Unacceptably High: This level of risk exposes the Operator to intolerable losses to People. The
High hazard should be eliminated, or its risk reduced to tolerable level immediately. ACTION MUST BE
TAKEN IMMEDIATELY TO LOWER THE RISK.
Acceptable but must be reduced to ALARP. The hazard(s) must be managed to reduce the
frequency and or the severity of the hazardous event to ALARP. Risk reduction measures must be
Medium
planned and documented. This level of risk requires that hazards be managed to reduce the
frequency and/or the severity of the hazardous events to As Low As Reasonable Practicable.
Low Acceptable without requiring any further action: Corrections may be applied as resources allow.
Figure 4: Provides for Risk Considerations Requirements
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Element 7: Permit to Work (PTW)

A Permit to Work System is a vital requirement for exercising full control on non-routine activities that could in
any way affect process safety and other type of activities. It is a binding legal document between all parties
involved in the execution of a planned activity from planning to completion. It is a legal requirement under
Omani Law - Ministerial Decision 286/(2008). All work activities that may pose ‘significant risk’ to personnel,
operations, assets, environment, or operator’s reputation should be controlled under the PTW System.
However, a special attention to be given to the Process Safety Risks i.e., activities that can lead to energy
release.

Operators should assign personnel with the proper skills and experience to ensure effective implementation of
the PTW system. Key roles and responsibilities are as follows:
• Working within the permit system
• Ensuring workers are trained and competent in permitting work
• Resourcing the PTW process of the organization
• Taking corrective actions where the PTW System is deficient
As a guide, all non-routine activities that meet the descriptions below – but not limited to - should be controlled
within the PTW system:
• Activities carried out within a proximity of a process facility such as a gathering station
• Activities carried out in proximity of live flow lines
• Activities that involve personnel entry into confined spaces
• Activities that involve work on electrical installations
• Activities that involve excavations
• Activities that may involve work with pyrophoric materials
The PTW system should serves as a process to request, review, authorize, document, and assign tasks to be
carried out by front line workers. Any activity whether Cold or Hot work on any object, process or operation
must use Permit to Work (PTW) system. The PTW System should:
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• Specify scope needed, personnel involved and should aid the applicant to systematically identify
and manage risks by bringing them to As Low As Reasonably Practicable (ALARP) levels
o The work could be requested and executed by Operator’s personnel or any external
contracted party
o During the handover of the permit from permit applicant to permit holder, the following
must be highlighted i.e., all workgroups must be made aware of the task risk assessment,
required controls and the process
• All personnel involved in the stages of a PTW must be formally trained and certified on the working
of the PTW system before being authorized to sign on a PTW document
o The training must be specific to the role in which the employee be involved
• People in the Operator’s organization should be designated as area authority, permit applicant and
permit holder
o The designated personnel should be assessed and certified by the Operator
• The compliance and the performance of the system should be reviewed
• A typical PTW System would consist of four main stages:
o Application (Should be filled by a permit applicant)
o Authorization (Should be authorized by the one who owns or operates the facility e.g., by
plant operator)
o Acceptance (Should be understood and accepted by the one who does the job e.g., permit
holder)
o Closure (Cancellation) (by the permit holder/ plant authorizer)
• PTW documentation and all associated documents such as risk assessments, permits, isolation
certificates, must be maintained for a specified minimum duration for reference in cases of incident
investigations, audits, or revision of procedures
• The document must also be kept open and visible at worksite throughout the work duration and
until the end of the activity when the PTW is officially closed. Soft or hard Copies should be kept in
file, with applicant and the authorization parties
• Details of each stage and the number and nature of roles and responsibilities involved in each of the
stages can vary and is influenced by the complexity and nature of the operations and size of the
organization
• The PTW document should include all required details and information that provide assurance the
planned activity is carried out safely
o All involved and affected parties must be identified
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o The activity must be clearly defined with clear description, date, time, duration, equipment
involved, and the precautionary arrangements required before work is allowed to
commence
o Other work activities that may be affected must be identifiable and cross reference of
permit number must be available
o Along with the permit, other required documents such as mechanical isolation, electrical
isolation, excavation or confined area certificates, Job safety plan, method statement, risk
assessment ... etc.
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Element 8: Asset Integrity (AI)

The objective of the AI Program is to ensure the integrity of all on-plot off-plot and wellhead Energy equipment
remain fit for service over their life cycle to manage risk to process safety, personnel, environment, property
damage and production. AI ensures that equipment is properly designed, fabricated, installed, and maintained
in accordance with recognized standards and codes to ensure it fulfills the design intent and remains fit for
purpose until removed from operation. The AI Program should include the proper procedures, processes, and
tools to support an evergreen process for the maintenance, mechanical integrity (MI), and corrosion
management of the equipment including competency and performance monitoring requirements.

Operators should assign personnel with the proper skills and experience to ensure effective Asset Reliability and
Integrity Management. Key roles and responsibilities are as follows:
• Operating equipment safely and reliably
• Entering work orders in the Operator’s computerized maintenance management system (CMMS)
• Ensuring the AI program is fully implemented and functional
• Resourcing the AI Program for the organization
• Taking corrective actions where the AI Program is deficient
The key components of the AI Program should include requirements for the following:
• Development and implementation of a CMMS that addresses safety critical requirements, inventory
management, work order prioritization
• Procedure Management
• Certification and Qualification Programs
• Data Management Processes
• Equipment Criticality and hierarchy with parent child relationships defined
• Preventive and predictive maintenance (PM/PdM) and inspection and testing
• Condition assessment and deficiency management

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• Work deferral and cancellation process
• Quality assurance and quality control (QA/QC) programs
• Work management process
• Materials management processes and programs
• Performance monitoring and continuous improvement processes
• Audits of the AI programs performed by qualified and competent personnel
• Reliability incidents reported, investigated, and followed up in accordance with the Incident
Investigation element
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Element 9: Contract Management

Usually, accidents involving contractors occur with poor contractor management. Many accidents involving
contractors are direct result of poor training of contractors or inadequate tools or poor control of the
contracted work. Despite many companies have their contractor management systems, but they face difficulties
in meeting the requirements of PSM. Standard within PSM should provides requirement and processes to obtain
and evaluate data regarding contractors' health and safety programs as well as the contractors' performance
evaluation.
Roles and responsibilities

Specific roles and responsibilities should be dedicated to support continuous contractor management. These
roles can be divided between contract pre and post award activities to ensure that the following processes are
covered:
• HSE function - Integrating site safety assurance prerequisites into the pre-qualification stage (e.g.
H2S awareness training)
• Technical Function - Ensuring personnel competency (e.g., by reviewing CVs) and equipment/tools
suitability (e.g., valid calibration certificates)
• Supply-chain function - Contract specialists to support, monitor, measure and improve contractor
performance including process safety targets
• Using operating procedures for safe and reliable operations
• Verifying contractors are carefully prequalified, selected, oriented, pre-mobilized
• Ensuring contractors are adequately supervised and managed during the execution of assigned work
• Holding contractors accountable for performance
• Developing and sustaining an effective contractor safety management process
• Taking corrective actions where the contractor safety management process is deficient
Operators’ requirement that for Contract Management should include the following:
Pre-Award considerations should include the following:
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• Assigning a competent contract owner, a contract holder, contract engineer and QHSE adviser with
responsibilities for each contract
• Determining the contract risks and preparing all Contract requirements in terms of QHSE,
equipment, manpower, etc.
• Facilitating and supporting throughout the contracting process
• Evaluating contractors’ proposals against contract requirements
• Recommending contract award
Post-Award considerations should include the following:
• Conducting pre-award meeting to highlight all requirements before commencement
• Inspecting and validating contractor submissions against all requirements before approving the
commencement
• Regularly reviewing contractor performance and reporting to define area of improvements
• Conducting regular inspections and audits
• Awarding contractors with good performance and applying consequence for bad performance
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Element 10: Operating/Maintenance Manuals and Procedure

One of the essential aspects of process safety is operating process facilities within appropriate operating
parameters and as per local regulations. Specific organization operations manual should act as guidebook of
how things should be conducted in facilities operation. It should provide an effective way of communicating
expectations and should enable organization employees the independence and authority to operate in their
jobs for maximum results.
Operators should assign personnel with the proper skills and experience to ensure effective Asset Reliability and
Integrity Management. Key roles and responsibilities are as follows:
• Using operating procedures for safe and reliable operations
• Ensuring that the operating/maintenance manuals and procedures required to support operations
are made available, accurate, up to date, well understood and properly used by all personnel
involved in operations
• Making available approved operation/maintenance manuals and procedures
• Maximizing the usability of operation/maintenance manuals and procedures and minimize the
likelihood of error and non-compliance
• Placing emphasis on the training and competency requirement of correct implementation and
compliance to the available procedures/ Manuals
• Resourcing the development of required Procedures and Manuals for the organization
• Ensuring a trained and competent workforce
• Taking corrective actions where the use of Procedures and Manuals is deficient
Organization operating and maintenance procedures should meet the following which are details in specific
organizational documents.
• Operating manuals and procedures should provide:
o The design basis of the facility
o Process descriptions
o Copies of PFDs and P&IDs

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o Standard operating procedures for plant start-up, shut-down, normal operations, abnormal
operations, and emergency shutdown of the facilities
o Various instrumentation settings and control loops
o Safety settings for relief valves, pressure valves, temperature controls, flow controls, etc.
• Operating manuals and procedures should define:
o A clear safe operating envelope (SOE)
o The process hazards, consequences, and protractive equipment (barriers) available to

prevent deviation from the SOE
o Steps required to prevent an excursion outside the SOE
o Clear instructions on actions to be taken should an excursion outside the SOE occurs
• Maintenance manuals and procedures should provide the following:
o A description of the safety precautions and tools required to execute the activity
o Clear step-by-step instruction to perform the intended maintenance activity
o Clear set of required information for recording and completion of the job activity
• Approved operation/ maintenance manuals should be available, controlled, accurate, up-to-date,

and clearly describe the steps required for execution of each procedure and for each mode of
operations. The manuals should accurately reflect the state of the facility and the changes that have
been made over the years
• Training to staff should be provided periodically and all changes should be communicated both
before and after the changes are implemented. All staff should be encouraged to use these manuals
regularly to reduce the amount of error and increase safety
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Element 11: Emergency Response Process (ERP)

The consequences of an incident can be significantly reduced if the organization is prepared to handle potential
emergency situations. Management should ensure that, in the event of an incident, the organization is prepared
for all necessary actions which may be required for the protection of the public, all personnel on site, the
environment, plant, equipment and the organization’s reputation.

Operators should assign personnel with the proper skills and experience to ensure effective response to
emergencies. Key roles and responsibilities are as follows:
• Being trained and competent to recognize and respond to emergencies when they occur
• Ensuring the workforce are trained and competent to respond to all emergencies
• Resourcing the ERP for the organization
• Managing emergencies at the appropriate levels when they occur
• Organization should develop and maintain an ERPs (Plans) - Objectives, application, and scope
should be well defined in the Plans. The ERP should include sections as follows:
o Administration - include information regarding the revision history, ownership of the plans,
distribution list, and the location that the control copies are maintained
o General information – should include the facility information, inventory of the hazardous
materials, process units, facility layout, site plan, access points, organization chart, and
access routes to the site. Information regarding the surrounding environments is also
included in this section
o List of potential emergencies – should link to the risk register and identified hazards in
addition to process-related emergencies, medical emergencies and emergency situations
related to natural events (such as extreme heat, flood, sandstorm, etc.) Should also be
included
o Prevention planning – should include the information regarding containment structures,

field monitoring, preventive maintenance programs, and institutional measures
o Contingency planning – should include contingencies associated with each response

scenario
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o Monitoring – should include monitoring the effectiveness and gaps if any, after the
emergency response actions have been taken and the emergency has been brought under
control
o Testing drills - emergency response should conduct tests and drills and their frequencies
should be identified in this section. The record keeping should also be included in this
section
o Training – should include training requirements for emergency response team members and
their frequencies should be identified in this section. The record keeping should be also
included here. The information in the section of the ERPS is also included in organization
competency matrix.
• Emergency procedures are prepared for all identified credible emergency scenarios including those
on neighboring facilities. Emergency response plans (ERPs) are based on risk assessments,
documented, accessible and clearly communicated. The plans should cover but may not be limited
to:
o Response organization structure
o Defined roles and responsibilities
o Internal and external communication procedures
o Procedures for accessing and mobilizing personnel and equipment
o Procedures for interfacing with other organizations, including the public and external
emergency response organizations
o Public relations
o Recovery and remediation
• A regular programmed of training and drills involving internal and external resources is used to
exercise, develop, and improve capabilities for a range of emergencies
• There are arrangements to ensure that specified levels of management regularly review ERPs, using
findings from drills and incidents to identify and address issues and opportunities for improvement,
so that they are kept up to date as living systems
• Equipment and facilities needed for emergency response are readily available and maintained and
information (e.g., site layout drawings, hazardous inventory data) that might be needed in an
emergency is kept up to date
• Adequate numbers of competent personnel are available to fulfill the defined roles in the
emergency plans
• Mutual aid schemes involving relevant third parties and external services are established and agreed
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Element 12: Learning from incidents
Objective and expectations

The objective is to create a culture of investigating and learning from incidents and applying their lessons to
avoid a repeat is essential for the continuous improvement of process safety performance. Investigation of an
incident is crucial to identify underlying causes and management shortfalls which any organization management
can learn from.

Operators should ensure all personnel are aware of their responsibilities for reporting all incidents. Key roles
and responsibilities are as follows:
• Reporting all incidents when they occur
• Documenting, recording, and investigating incidents that meet the Operators threshold for
investigation
• Resourcing the incident management process of the organization
• Ensuring the organization learn from events when they occur
• Incident classification and reporting of process safety events should be based on the American
Petroleum Institute (API) guidance (RP-754) for refining and petrochemical based industries
o Classifying process safety events as API RP-754 Tier scales
o Using a Risk Assessment Matrix (RAM) classification
o Consequence management - Per API RP-754, for unplanned or an uncontrolled release of

any material (loss of primary containment)
• Incidents are investigated and corrective actions implemented to prevent recurrence
• Learning from incidents and events are shared and should be implemented
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Element 13: Pre-Start Up Audit

The Pre-Start Up Audit (PSUA) is a critical assurance activity for all new or modified brownfields (small or large)
facilities and is designed to address core Process Safety Management (PSM) and Operational Readiness
requirements prior to the decision to introduce process hazards, including hydrocarbons. A PSUA provides the
Asset Owner, and Operator with an independent view as to whether all necessary controls are in place (or are
being put in place) to ensure that the facility will be fit for start-up and continued operations, and that HSE/PSM
risks will be managed to ALARP levels.

Operators should ensure a PSUA is performed as a prestart up requirement for assets. Key roles and responsibilities are as
follows:
• Participating in the PSUA as a subject matter expert when required
• Ensuring PSUA is performed for startup of all assets
• Resourcing the PSUA process of the organization
• Performing periodic assessment of the PSUA process for effectiveness
An overview of the PSUA process and principles is provided in the simplified block Figure 5 shown below:
Figure 5: Simplified PSUA Process

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• PSUA are directly linked to the Asset Integrity (Design Integrity, Technical Integrity and Operating
Integrity) and include:
o Verifying that all HSE/PSM aspects have been addressed in the design phase
o Confirmation of the state of physical readiness of the facility and associated systems for
startup
o Assessment and verification of the effectiveness of the controls that are in place to manage
Pre-commissioning, Implementation of systems / procedures and Handover
o Determination of the state of Readiness for Operations
• PSUA is a team effort to be treated by the project team as their opportunity to demonstrate
readiness of their project vs. a means to find out if it is ready
o PSUAs should be conducted by a multi-disciplinary team reflective of the project scope, with
a designated leader
• A PSUA should consider readiness of the following focus areas
PSUA Focus Area

1. Project Management 2. Hazard and Operability Management
3. Control of Hazard 4. Recovery from Hazards Events
5. HSE in Engineering 6. Occupational Health
7. Construction, Fabrication and Installation 8. Production
9. Logistic-Operation 10. Organization and Competency
11. Management System, Policies and Procedures 12. Integrity, Maintenance and Inspection
13. Commissioning and Start-Up 14. Handover and Acceptance
15. Audit and Review 16. Risk Management
• The Readiness of PSUA must be achieved in terms of both the physical completion of the facilities
and the preparations for commissioning, start up and ongoing operations:
o All Statement of Fitness (SoF) or equivalent requirement (e.g., critical process safety
documentations and other documentations) are completed and fulfilled with approvals by
relevant parties/discipline
o 100% mechanical completion with all ‘A’ Punch/Option actions list items formally closed out
and Commissioning Certificate issued as per commissioning procedure
o 100% Pre-commissioning activities completed and certified
o 100% completion of mandatory operation readiness activities and deliverables
o 100% completion of commissioning preparations (plans, procedures, schedule, and

resourcing in place)
o 100% up to date with Project Close Out process requirements
• Executing the PSUA - Once all plans and preparations are in place, and the project itself is confirmed
as fully ready, the PSUA can commence
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o The PSUA program and schedule should include sufficient time for the audit team to
undertake all of the readiness checks
o The PSUA Leader may reorganize or re-sequence these activities according to specific
project needs
• Findings should be described in a brief and clear way, but with sufficient detail to ensure the issue
or problem is readily apparent as follows:
o Supported by reference to the relevant standard (code of practice, specification, procedure,

process, etc.)
o Supported with a brief “significance” statement describing the plausible outcome if the
issue or gap is not resolved
o Classified and risk ranked for action using the HSE Risk Assessment Matrix
o The PSUA Leader should seek consensus within the audit team regarding all findings but, if
necessary, should make the final decision on its inclusion and wording
o Documented for actions per sample template provided below
• Statement of Fitness – Ensures process safety risks have been identified, documented, and are
managed to ALARP levels. Statement of Fitness or equivalent for projects, enables operation
manager and project manager in confirming that suitable control measures are indeed in place
• Operations Readiness – Is a focused, proactive and systematic approach to successful integration of

critical operations requirements during all the phases of project delivery, which if applied in a
collaborative way will lead toward successful commissioning, start-up and ramp-up to steady-state
operation of a new/modified facility to attain Production as Promised.
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PSUA Finding and Recommendation Details

PSUA Focus Area Reference No. Severity Category Priority
PSUA Finding
PSUA Finding Significance
PSUA Recommendation
Sample Findings Template for PSUA Findings
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Element 14: Assurance Audit

Assurance (Audit) is a critical periodic assessment on the implementation, health and effectiveness of Process
Safety Management Elements (PSM) within an organization. It is an evaluation process ranging from
independent audits, business for business evaluation to self-assessments.

Operators should ensure Assurance Audits are performed to assess the effectiveness of PSM across the
organization. Key roles and responsibilities are as follows:
• Participating in the Assurance Audits as a subject matter expert when required
• Providing fill and transparent access to information during audits
• Treating Assurance Audits as a proactive exercise to improving PSM in the organization
• Resourcing the PSUA process of the organization
• Performing periodic assessment of the PSUA process for effectiveness
Assurance levels should be consistent with that presented in Figure 6.
Figure 6: Assurance Hierarchy and Audit Frequency
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• Assurance Level 1 (AL1) - Provide assurance to government and shareholders in an organization

effectiveness of identifying, assessing and managing risks consistent with the requirements of each
element. It should be conducted by an independent external auditor(s) from the organization in
order to assess overall healthiness of the PSM implementation and recommend areas for
improvement.
• Assurance Level 2 (AL2) Provide assurance in an organization effective compliance and

implementation with its identified PSM processes, design and operational controls and external
laws and regulations. It is conducted by external body to the Business and/or internal independent
auditors (e.g., by peers who are independent to the asset under audit)
• Assurance Level 3 (AL3) Provides a local self-assurance for the effectiveness and sustainability of
critical procedures and controls designed and implemented to mitigate the PSM risks. It is
conducted by internal personnel within an asset, project, function, or operation from the different
hierarchies as part of the day-to-day activities
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15 APPENDIX
APPENDIX
Desired Leadership Behaviors
Additional Information
For leaders to fulfill their process safety responsibilities, they must demonstrate the same leadership attributes
that are required for success in every other business area, such as:
• Creating a Shared Vision
• Building Knowledge, competence, and training
• Showing integrity and commitment
• Communicating with inspiration
• Reviewing and continuous Improvement
Create a shared Vision

As committed leadership for process safety, a top-down approach requires leadership to first embrace the
process safety imperative, and let it guide you as you carry out your process safety role with integrity. Effective
leadership pays attention to ensure that their actions and words reflect that imperative and it should be driven
throughout the organization. A strong process safety culture begins with the imperative for process safety and
this imperative begins with the leadership by recognizing:
• The potential consequence of process safety incidents
• The controls and barriers required to prevent and mitigate incidents
• Ultimate accountability for the PSM systems and culture
• The duty to verify performance and drive continual improvement
Develop and Maintain Knowledge and Competence

A key aspect of demonstrating commitment to process safety lies in developing, sustaining and enhancing
organizational competency. It is the leadership responsibility to ensure that their employees, their contractors,
and they themselves have the knowledge, skills and resources to execute their process safety roles. Process
safety competency is about using and re-using knowledge to:
• Continuously improve knowledge and competency levels
• Ensure that the appropriate information is available to people who need it, when they need it
• Consistently apply what has been learned
Understanding the training needs for all levels and delivering the same along with acquired organizational
knowledge helps in sustaining and increasing process safety competency and informed decision-making at all
levels in the organization.
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Show Integrity and Commitment

All the management systems can breakdown if there is no consistent effort carried out in maintaining it. Strong
Leadership in carrying out Process Safety Management Systems activities and utilizing key performance
indicators (KPIs) will help in preventing this. There are also many examples of incidents where cost or
production pressures led to catastrophic outcomes. Leadership must show strong courage and conviction
towards PSM systems to facilitate the decision-making process at difficult times. Showing strong commitment,
accepting accountability, being responsive when required and consistency helps to nurture the PSM systems
culture all over the organization.
Communicate with Inspiration

If leadership is the engine that drives process safety, then communication fuels that engine. Strong and effective
communication acts as a fuel to the PSM systems engine. All the leadership efforts, if not communicated
properly and timely, will be wasted. Therefore, leadership should cultivate process safety communications (two-
way communication) across the organization carefully and with intent. In addition to that, it has been made sure
that management actions and non-verbal cues support the communications as well. The important factors
include:
• Staying connected and visible
• Influencing and driving a process safety culture
Review and Continuous Improvement

Management reviews are conducted with the same underlying intent as an audit - to evaluate the effectiveness
of the implementation of an entire Process safety management system or a particular element task. However,
because the objective of a management review is to spot current or incipient deficiencies, the reviews are more
broadly focused and more frequent than audits, and they are typically conducted in a less formal manner. Key
Processes and Activities includes:
• Routine scheduled self-assessments for conformance
• Routine review of KPI by facility management and the responsible owners
• Routine review of the status versus schedule of improvement activities and actions to complete
recommendations
Nevertheless, like an audit, a management review at least checks the implementation status of one or more
PSM elements against established requirements. The management review team meets with the individuals
responsible for managing and executing the subject element to
• Present program documentation and implementation records
• Offer direct observations of conditions and activities
• Answer questions about program activities
Recommendations for addressing any existing or anticipated performance gaps or inefficiencies are proposed,
and responsibilities and schedules for addressing the recommendations are assigned. Typically, the same system
used to track corrective actions from audit findings is used to track management review recommendations to
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their resolution. The meeting notes and documentation of each recommendation's resolution are maintained as
required to meet programmatic needs.
Management review results should be monitored over time, and more frequent reviews should be scheduled if
persistent problems are evident.
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Process Safety Management Guidelines Issue Date: 01/2023

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Process Safety Management Guidelines Issue Date:01/2023

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Process Safety Management Guidelines Issue Date: 01/2023

B. Process Safety Guidelines - Working Group, 2022

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Process Safety Management Guidelines Issue Date:01/2023

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Process Safety Management Guidelines Issue Date: 01/2023

1 TERMS DEFINITIONS AND ABBREVIATIONS...........................................................................................10

2 PURPOSE, APPLICATION AND USERS.....................................................................................................12

ELEMENT 3: ENGINEERING DESIGN AND STANDARDS.........................................................................19

ELEMENT 4: PROCESS SAFETY INFORMATION (PSI).............................................................................21

ELEMENT 6: PROCESS SAFETY RISKS MANAGEMENT (PSRM)............................................................27

ELEMENT 7: PERMIT TO WORK (PTW)......................................................................................................29

ELEMENT 9: CONTRACT MANAGEMENT..................................................................................................34

ELEMENT 10: OPERATING/MAINTENANCE MANUALS AND PROCEDURE............................................36

ELEMENT 14: ASSURANCE AUDIT.............................................................................................................45

1 TERMS DEFINITIONS AND ABBREVIATIONS

ALARP As Low as Reasonably Practicable

API American Petroleum Institute

ERP Emergency Response Process

IRC Incident Review Committee

HSE Health, Safety and Environment

HEMP Hazards and Effects Management Process

HSE MS Health, Safety and Environmental Management System

HCP Health Care Providers

OPAL Oman Society for Petroleum Services

P&ID Piping and instrument diagrams

Process Safety Management Guidelines Issue Date: 01/2023

PSUA Pre-Start Up Audit

PSI Process Safety Information

PSM Process Safety Management

PTW Permit to Work

RAM Risk Assessment Matrix

SOE Safe Operating Envelope

SoF Statement of Fitness

3 REQUIREMENTS OF THIS GUIDELINE

Requirements associated with each element is provided in the Subsequent sections.