ACCOUNTABILITY

Objective

 To define accountability in the context of process safety

management

 Understand different components of accountability

 ACCOUNTABILITY


Accountability is the employee's obligation to explain and answer for
those actions that relate to company expectations, objectives, and goals.


Operations and maintenance staff should help management develop
procedures to ensure accountability during the various phases of the life
cycle of the plant.

Example: Company may have specific guidelines to use in developing

shutdown procedures:

First, they should review and agree with the specific guidelines adopted
by management. If the guidelines are not specific, they should be
clarified before procedures are developed.
  Second, once the procedures are in place, the operations and
maintenance supervisors are responsible for seeing that they
are implemented as stated. If the procedures need to be
changed, proper authorization should be obtained.
 Third, the experience gained from implementing procedures, as
well as from any deviations, should form the basis of
recommendations to management for formally changing the
guidelines or procedures.

 Management commitment at all levels is necessary for PSM to be

effective.
The objectives for establishing accountability are
 To demonstrate the status of process safety compared to other
business objectives(e.g. production and cost),
 To set objectives for safe process operation and
 To set specific goals for process safety.
Components of accountability
Continuity of Operations

Continuity of Systems

Continuity of Organization

Quality Process

Control of Exceptions

Alternative Methods

Management Accessibility

Communications

Company
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Expectations 5
CONTINUITY OF OPERATIONS

 Management at all levels has the responsibility of ensuring

that production targets are met.

 This responsibility can lead to conflicting requirements

when Operating problems demand that the process be
shutdown, either for routine maintenance or for unplanned
modifications.

 The temptation to put off corrective actions can be strong,

since such actions are often indirect conflict with safe plant
operations.

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 Cont…

 The issue is particularly important ,however, when the

problem directly concerns the functioning of a process safety
system.

 In such circumstances, different people with in the

organization can find them selves at odds with each other,
owing to conflicting functions.

 Management must attempt to over come this situation by

ensuring that process safety has achievable targets in much the
same way as production has such targets.

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 Cont…

Resolution of Conflicts

• The key to avoiding plant accidents when such conflicts arise is to

establish clear procedures that place maintenance and other process-
safety-related issues as high priority items.

• Ideally, a comprehensive management system should be in place

that instills this philosophy in to all staff.

• As part of this system, staff specifically responsible for process

safety should be charged with the authority to ensure that
procedures established by management are enforced.

• More important still, such individuals must have access to higher

management who can reinforce process safety issues or exercise
their authority to ensure process safety.
06/30/2022 . 8
 Cont…

• The pay back for giving priority to process safety over the
immediate demands for production can be quite significant
if viewed on along-term basis.

• The use of short-term tactics and avoidance of established

safety measures may eventually lead to larger and more costly
delays.

• In extreme cases a company can be driven out of business or

an industry put in jeopardy.

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 Cont…
Planning for Continuity

 The continuity of operations can best be addressed at the

planning stage.
 This Requires clear expression of management philosophy for
the maintenance of Operation with adequate regard for process
safety.
 The designers can then translate this philosophy into hardware
by features such as:

• Good sparing of equipment

• Multi-train process instead of single
• Allowing spare capacity, particularly in potential bottlenecks, to
allow Safe operation above normal capacity
• Providing ability to shutdown small sections of the plant
independently.
CONTINUITY OF SYSTEMS
• Accountability for process systems extends beyond the process
units in question, to include adequate resourcing of supporting
job functions or units for each phase of the life cycle of the
process.

• It also extends beyond the organization itself to include

relationships with external providers of goods and services
where these could significantly impact process safety.

• Establishment of management systems to address conflicts

between process continuity and process safety is merely the
first step toward actually achieving safety.

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• In order to obtain the desired result, the system must be
adequately resourced and properly financed. This can only occur
through top management commitment to the process safety
program.

• Failures of the management system can result from

(a) poor system design
(b) incorrect implementation
(c) lack of resources or inappropriate resources, or
(d) lack of visible management participation.

• In order to avoid such problems, management systems should be

reviewed regularly, possibly by an independent party.
Continuity of Organization

• Changes in organizational structure can have a severe impact

on process safety. Accountability should be flexible enough
to accommodate (hold on) such changes while ensuring that
process safety tasks are properly assigned and performed
throughout the change.

• A good process safety management system must have

sufficient manpower and financial resources to ensure its
effectiveness.

• Additionally top management must also allocate some of its

own time since ensuring safety process ensure sustainability
Organization.

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Quality Process

 Quality process represents a good management philosophy.

 Process safety and quality can be related in terms of easily

measurable parameters such as

Unplanned shutdowns

Number of accidents
Unwanted process events and

Operating efficiency or product quality.

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 Cont…
Relationship between Quality Process and Process Safety
 Quality process is generally considered to be one that is well
managed, Performs to specification, and is operated in a
controlled manner without Undue shutdowns or
unplanned occurrences.

 Thus, a "quality process “ in terms of production is generally

also a safe process.

 In terms of process safety, quality can be related to easily

measurable parameters such as unplanned shut downs, number
of accidents(including near misses),unwanted process
events(e.g., off-spec product),and operating efficiency or
product quality.
06/30/2022 15
Control of Exceptions

Chemical processes are almost continuously in a state of change.

A failure to recognize the importance of the changes can lead to safety

features becoming totally inconsistent with the process.

The exceptions in processes can arise from a large number of reasons.

Among the most common are:
(a) change in product demand,
(b) change in feed supply,
(c) equipment wear out, and
(d) change in operating conditions.

All changes in plant operating conditions, however minor and

whatever their causes, must be treated in the same manner.
16
 Cont…

 Variance procedures should allow exceptions to be managed

with appropriate controls by assigning accountability to
qualified personnel.

 Strict procedures must be established to ensure that the

changes are checked by qualified personnel and, where
appropriate, rigorous studies are performed to validate the
process safety of the change.

 Procedures for exceptions are needed at all stages in a plant

life cycle from conception on ward. Indeed, better control
during the early design stage may be crucial to the final safety.
Alternative Methods

 The choice of a particular system should be based on a

careful review of the alternatives available in light of
specifications for process safety

 Where guideline methods are suggested, (e.g. for process

hazard reviews), persons using alternatives should be
accountable for ensuring that the method selected is at least
as effective as the guideline method for the intended purpose.

 In general, management process safety targets can be satisfied

by implementation of many different types of systems

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 Cont…
Selection parameter
o Range of functions performed within the company (e.g.,
design, operation, research),

o Sophistication of technology,

o Hazards of technology, and

o Staff experience (including management)

o It is crucial that the process safety management system be

monitored both to ensure that it is being used and to assess its
effectiveness.
Management Accessibility

• Accountability to process safety enforces responsibility. This in

turn ensures that management will take an active part in process
safety.

• In order for management to play its correct role, managers must

be adequately and continuously informed, and they must
maintain a visible interest in process safety aspects.

• To do this requires that higher-level managers be accessible to

lower ranks of employees.

• successful PSM makes senior managers accountable and accessible

for their staff for support and guidance on process safety decisions,
and for resolving conflicting views among safety, engineering,
maintenance, production and business managers.
06/30/2022 20
Communications

Flow of process safety information in all directions is vital.

management should have ready access to information about all

accidents and the investigations that follow.

In turn, operating staff should be aware of management interest,

policy, and opinion on process safety matters.

Senior managers should communicate their understanding of

process safety accountability for their unit and individuals within it

In addition to intra company communication, companies need to

reach outside interests such as the neighboring community, the
public at large, and government regulatory bodies.
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 Cont…
Benefits of Communications
• Promotion of awareness and interest

• Dissemination of important knowledge

• Availability to management of information on which to

base decisions

• Increased public and regulatory confidence.

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Company Expectations

 Management must determine broad company goals in

terms of process safety.

 Process safety goals may be classical risk targets or

practical indicators of hazard such as "unwanted
occurrences," or even "unplanned shutdowns.“

 The goals can also be set in terms of the allowable

impact outside the plant boundary.

 Ideally, process safety goals should be set at the design

stage.
23
Process Knowledge and Documentation
Objective

 Understand documentation of knowledge in chemical process

industry.

 Familiar with different documentation

Content

 Introduction

 Chemical and Occupational Health Hazards

 Process Definition/Design Criteria

 Process and Equipment Design

 Protective Systems

 Normal and Upset Conditions (Operating Procedures)

 Process Risk Management Decisions

Introduction
• Information necessary for the safe design, operation and maintenance of
any facility should be written, reliable, current and easily accessible by
people who need to use it.

• Complete and accurate written information concerning process

chemicals, process technology, and process equipment is essential to an
effective process safety management program and to a process hazard
analysis.

• A successful chemical process safety program embodies the operating

experiences and technical expertise important to chemical
production/handling facilities in such a way that others, new or
experienced, can easily retrieve and use it in a timely manner.
 Cont…

• Capturing and retaining (keep) process knowledge is an

important element of the process safety management program

• The involvement of operations and maintenance staff in

developing, maintaining, and using documented process
knowledge continues through each phase of the life cycle of
the plant.

• All elements of chemical process safety program are enhanced

and preserved through good technical management of process
knowledge and documentation.
 Cont…

• Depending on the structure and culture of each company, the

methodology and responsibility of maintaining process knowledge
and documentation will vary.

• Some files will be at one location in a central file for several plants;
others will be maintained at each individual plant.

• An extremely important issue is to make certain that responsibility

for maintaining the information are clearly defined, communicated,
and understood throughout the organization.

• Many benefits of a well-managed process knowledge and

documentation system beyond the safety of the operations, such as
assuring the continuity of operations and providing a competitive
edge in process technology.
Benefits of a Successful Process Knowledge
and Documentation Program
• Preserves a record of design conditions and materials of
construction for existing equipment, which helps assure that
operations and maintenance remain faithful to the original
intent.

• Allows recall of the rationale for key design decisions during

inception stage, design, and construction of major capital
projects, which is useful for a variety of reasons (i.e., an aid in
future projects and modifications).

• Provides a basis for understanding how the process should be

operated and why it should be run in a given way.
 Cont…

• Offers a "baseline" for use in evaluating process change.

• Records accident causes and corrective actions and other

operating experience for future guidance.

• Protects the company against unjustified claims of

irresponsibility and negligence.

• Retains basic research and development information on

process chemistry and hazards to guide future research efforts.
 Process safety information is needed in the following areas:

1. Chemical and Occupational Health Hazards

2. Process Definition/Design Criteria

3. Process and Equipment Design

4. Protective Systems

5. Normal and Upset Conditions (Operating Procedures)

6. Process Risk Management Decisions

7. Company Memory (Management of Information)

Staffing or Resources

• When initiating or updating process safety information, expert

involved are :-process engineers, operations personnel, chemists,
health and safety specialists. Special skills such as civil,
electrical, instrumentation, environmental, and
research/development should also be included as necessary.

Frequency
• Whenever changes occur in a plant, piping and instrumentation
drawings, process drawings, etc., should be updated to
correspond with these changes.

• The documentation files containing this process information

should be updated at scheduled intervals, depending on the
volume of changes in the plant.
Chemical And Occupational Health Hazards

• A management system should include up-to-date

information about the hazards of materials being handled in
the plant (i.e., flammability, explosibility, reactivity, and
toxicological and health information).

• Material Safety Data Sheet for each material should be

available.

• To assure accurate information, a quality-control program

must be designed by assigning responsibilities and
accountability so that the information and its date of entry
into the system are correct.
 Example of a Chemical Data Package
1. Chemical identification data, such as chemical formula and
synonyms

2. Physical property data, such as molecular weight, density,

boiling point, freezing point, vapor pressure, viscosity, and
solubility.

3. Thermodynamic data, such as reaction heat, latent heat, heat

capacity, and thermal conductivity.

4. Reactivity/stability data, such as flashpoint, flammability

limits.
5. Exposure guidelines such as threshold limit value,
immediately dangerous to life and health value, and
emergency response planning guideline levels.

6. Special requirements for raw materials, including H2O,

or nitrogen for upset conditions.

7. Time-temperature sensitivity of mixtures and in-process

streams.
Process Definition/Design Criteria

• In an existing operating plant it is vitally important when

considering changes or modifications that personnel have access
to basic process knowledge and design consideration.

• Whenever changes or modifications are being made, a review

process should take place to assure that considerations for
process safety and mitigation techniques are included in the
modifications.

• Results of this review and reasons for decisions must be

documented and maintained in the process documentation file.
Process and Equipment Design
• During the life of a plant, a number of modifications are
made to the process and equipment. Each change should
be evaluated to assure that process safety design has not
been compromise .

• Input should be obtained from research, operations,

maintenance, and technical support groups as necessary.

• The process and/or equipment modifications should be

documented, and the information should be forwarded to
whomever in the plant or organization is responsible for
maintaining process documentation.
Example of Process and Equipment Design Information
• Process flow diagrams
• Design energy and mass balances
• Plot plan with electrical classifications
• Plot plan showing underground/fire water piping
• Piping and instrumentation drawings
• Equipment process/mechanical data sheets
• Equipment catalogs
• Piping specifications
 Cont…
• CAD files
• Control system description and loop drawings
• Vendor operation and maintenance manuals
• Computer-controlled plant hardware and software
• Emergency shutdown procedures (ESPs)
• Equipment – high pressure relief devices
Protective System
• Part of the process knowledge documentation management
system includes data regarding the design of protective systems
and equipment. Examples of typical protective systems :-
pressure relief systems, critical alarms, fire detection , gas
detection and emergency system services.
Normal and Upset Conditions (Operating Procedures)
• Normal operating conditions, including safe parameter ranges
of operation of important process variables (i.e., temperature,
pressure, material additions, and flow rates), need to be
captured in the process documentation records and should be
the basis for establishing standard operating procedures.
• These procedures are extremely helpful in determining the
tasks that need to be performed by the operators to maintain a
safe operating process.
• Upset conditions including procedures to permit the operator
to shut the unit down safely, return the process to safe
operating limits, or take the necessary steps to prevent a
hazardous condition from developing into a catastrophic
event.
Process Risk Management Decisions
• The process documentation system should include the
information and bases for process risk management
decisions.
• This information describes scenarios and steps taken to
mitigate or reduce the possibility of catastrophic events. This
information should be available to the plant manager/head
and staff.
Company Memory (Management of Information)
• The process knowledge documentation system should include
a method to capture the following categories of information:

i. Knowledge and experience of senior operators, plant engineers,

and supervisors.
ii. Process-related accidents, upsets, and near misses causes and
corrective actions (from within the plant) or from other
company or industry accidents or case histories.
Generally
 Group assignment
Prepare material safety data sheet based on the template
provided
1. Sodium hydroxide
2. Toluene
3. Potassium sulfate
4. Ammonia solution
5. Potassium per manganese
6. Diethyl ether
7. Aluminum sulfate
8. Hexane
9. Boric Acid
10. Lead oxide
11. Acetone
12. Sulphuric Acid