Process Safety Culture

Compliance with Standards

Process Safety Competency

COMMIT TO
Workforce Involvement

PROCESS SAFETY
Stakeholder Outreach

Courtesy of David Guss, Nexen (A CNOOC Company)

Process Knowledge Management

Hazard Identification and Risk Analysis

AND RISK
HAZARDS
UNDERSTAND
Operating Procedures

Safe Work Practices

Asset Integrity and Reliability

Contractor Management

Training and Performance Assurance

PROCESS SAFETY

Foundational Blocks
MANAGEMENT SYSTEM

Management of Change
MANAGE RISK

Operational Readiness

Conduct of Operations

Emergency Management

Incident Investigation
The Four Pillars of Risk Based Process Safety (RBPS)

Measurement and Metrics

Auditing
EXPERIENCE
LEARN FROM

Management Review and Continuous Improvement

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Elements

Process Safety Culture
Compliance with Standards
PROCESS SAFETY
COMMIT TO
Process Safety Competency
Workforce Involvement
Stakeholder Outreach
UNDERSTAND
Process Knowledge
HAZARDS
AND RISK
Management
Hazard Identification
And Risk Analysis (HIRA)
Courtesy of David Guss, Nexen (A CNOOC Company)
Organizations have a culture where some behaviors are accepted as normal and others are
not. For example, acceptance of situations as normal that pose hazards (such as ignoring an
alarm because it goes off regularly) is unacceptable.
All relevant (internal and external) safety standards, codes, regulations, and laws must be
identified and addressed. Compliance with standards must be monitored or audited. Action
items identified by audits must be completed in a timely fashion.
Knowledge about process safety concerns need to be continuously improved and that
information must be available to others and consistently applied.
Workers at all levels of the organization should have roles and responsibilities for ensuring
the safety of that organizations operations.
Seek out individuals and organizations that believe they can be affected by company
operations and build a relationship with these groups to provide accurate information
about process hazards and risks.
Maintain appropriate written documentation of all aspects of the process including design,
fabrication, and installation of equipment in the process as well as the chemicals in the
process.
Documented analysis of the hazards and risks at facilities throughout their life cycle
involving all modes of operation considering impacts to employees, the public, and/or the
environment.
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Operating Procedures
Safe Work Practices
Asset Integrity and Reliability
Contractor Management
MANAGE RISK
Training Performance
and Assurance
Management of Change (MOC)
Operational Readiness
Conduct of Operations
Emergency Management
Courtesy of David Guss, Nexen (A CNOOC Company)
Ensure the proper development, timely maintenance, and consistent use of operating
procedures including safe operating limits and consequences of deviations from those
limits.
Practices governing maintenance and non-routine work should be documented including
under what conditions the work can be conducted (e.g., authorization for the work ensuring
safe conditions are followed).
This is the systematic inspection and testing of equipment to ensure it will be suitable for its
intended application throughout its lifetime.
Implement practices to ensure that contract workers can perform their jobs safely and
activities will not increase facility operational risk.
Worker training programs are essential to ensuring reliable performance of critical tasks.
Changes to processes over the life of the facility can create unanticipated hazards. MOC requires
review and authorization of proposed changes prior to implementation to ensure no unforeseen
hazards are introduced. Also, all pertinent documentation including worker training must be kept up
to date with regard to any changes implemented.
Ensure safe startup of processes over the life of the facility including shutdown conditions
leave the facility in a safe condition for startup.
This involves the execution of operation and management tasks in a structured process to
ensure workers at all levels perform their duties properly. (Things dont stay fixed.)
Planning for possible emergencies including allocating resources, practicing and improving
the plans, and effectively informing employees and stakeholders in the event of an incident.
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 A formal process for investigating process safety incidents including appropriate timely
Incident Investigation
follow up.

Identify and use relevant measures of process safety over the life of a process.

Outcome oriented measurements may provide information after incidents have

occurred, such as Fatal Accident Rate (FAR) and OSHA incidence rate (note that both
LEARN FROM EXPERIENCE

of these involve aspects of personal safety).

Leading indicators of the effectiveness of the safety system can provide information
Measurement and Metrics before an incident, such as:

Regular, documented inspections of safety critical items (with follow up action

items)

Documentation of proper handling of safety audit action items

Number of demands on safety systems (including pressure relief devices)

This element includes a system of scheduling, staffing, effectively performing, and

Auditing
documenting all aspects of RBPS.

Management Review and Management review is the routine evaluation of whether management systems are
Continuous Improvement performing as intended and producing the desired results as efficiently as possible.

Courtesy of David Guss, Nexen (A CNOOC Company) Page 4 of 4