NEBOSH HSE PSM Element 1 v1.pdf
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This document outlines the key elements of process safety leadership. It discusses process safety management and how it differs from personal safety. It emphasizes the importance of process safety leadership, organizational learning, management of change, worker engagement, and competence. Effective process safety requires commitment from all levels of leadership to ensure proper resources, oversight, investigation of incidents to promote continuous learning, and management of risks associated with changes.
NEBOSH HSE PSM Element 1 v1.pdf
- 1. NEBOSH / HSE Certificate in Process Safety Management
- 3. Learning outcomes 1.1 Outline the meaning of process safety and how it differs from personal safety. 1.2 Explainthe role of leadershipin process safety management. 1.3 Explainthe purpose of organisationallearning,the sharing of lessons learnt and sources of information. 1.4 Explainhow ‘change’ should be managed to effectively reduce risks to people and plant. 1.5 Outline the benefits, limitationsand types of worker participation and engagement. 1.6 Outline what is meant by competence and its importance to process safety.
- 4. Element 1: Process safety leadership 1.1 Process safety management meaning. 1.2 Process safety leadership. 1.3 Organisational learning. 1.4 Managementof change. 1.6 Competence. 1.5 Worker engagement.
- 5. Process Safety vs Personal Safety 1. What do you understand by the term “process safety”? 2. How do you think this differs from “personal safety”? Group discussion
- 6. Personal Safety – prevention of incidents causing injuries to individuals; – applicable in all workplaces. Process Safety – blend of engineering and management skills; – prevention or mitigationof catastrophic failures; – high-hazard industries. Personal safety vs process safety
- 7. Element 1: Process Safety Leadership 1.1 Process safety management meaning. 1.2 Process safety leadership. 1.3 Organisational learning. 1.4 Managementof change. 1.6 Competence. 1.5 Worker engagement.
- 8. Hazard and risk awareness of leadership teams In process safety, leaders need to be: • Competent and actively engaged. • In possession of facts and data as decision makers. • Aware of the hazards and risk potential of their plant and sites through their life cycle: − design; − commissioning; − operations; − decommissioning.
- 9. Group discussion Board level commitment to process safety is often achieved by being visible. - What practical measures can board members take to reinforce the importance of process safety?
- 10. Board level visibility The Principles of Process Safety Leadership place emphasis on board level visibility to promote process safety. Practical measures can include: • leading by example, eg, wearing PPE; • following site rules; • providing resource for site and projects; • supporting the risk assessmentprocess; • carrying out site visits; • asking questions!
- 11. Process safety responsibilities • Everyone has a role to play in process safety. • Roles need to be clearly defined. • Competency and accountability is a must: − managers:allocate resources; − engineers:design and maintain; − safety professionals: advise and guide; − workers:follow safety procedures.
- 12. Reasons for holding to account all individuals with PSM responsibility • High potential consequences,if fail to carry out responsibilities adequately. • Encourages engagement. • Look for root causes. NB need to avoid a blame culture.
- 13. Responsibilities at senior leadership level CEOs and leaders assure their organisation’s competence to manage the hazards of its operations. They must: • ask critical questions; • ensure competence at all levels; • ensure that there is continual development of expertise, especially with new law and technology; • provide adequate resources and time for risk analysis; • provide training and scenario planning; • listen to process experts; • ensure the organisation manages/reviews contractors and third parties competency; • communicate effectively.
- 14. The provision of adequate resources “Appropriate resources should be made available to ensure a high standard of process safety management throughout the organisation and staff with process safety.” Appropriate resources can be: • human; • financial; and • physical. Under-resourcing process safety is a risky business!
- 15. Process safety objectives and targets 1. Establishoverall objectives 2. Set targets (stepping stones) 3. Monitorprogress of indicators Leading Success Lagging Failure 4. Review regularly
- 16. Group discussion Why might process safety be considered a continuous improvement process? - Suggest practical ways in which organisations can seek to improve.
- 17. Continuous improvement Organisations change • New processes and products. • New operational conditions. Technology changes • New equipment available. Standards change • Benchmarking to other organisations. • Legislation and guidance changes.
- 18. Element 1: Process safety leadership 1.1 Process safety management meaning. 1.2 Process safety leadership. 1.3 Organisational learning. 1.4 Managementof change. 1.6 Competence. 1.5 Worker engagement.
- 19. In groups, think about incidents you have been involved in: − What was the most significant in terms of actual injury/harm? − What had the greatest potential for injury? − Do you think you learnt all you could from the potentially serious event? Group discussion
- 20. Learning lessons • Investigate based on the potential AND the actual consequences. • Do not downplay the incident as a “near miss”. • Incidents not investigated, could happen again with more serious consequences eg: ‒ chemical reaction causes pipes to heat up. If ignored as a near miss and not investigated ‒ later resulted in a chemical release and serious injuries.
- 21. Immediate and root causes Unsafe act or condition that lead to the consequences (harm, damage etc). Immediate cause Underlying circumstances that allowed immediate cause to happen. Root cause eg spillage, failure of a vessel, removed guard. eg managementor systems failures.
- 22. A flammable liquid has overflowed from a vessel during the filling operation. The liquid is transferred via a pump to a vessel where it is metered in based on the transfer time and pump speed. - Suggest reasons (root causes) for the incident. Group discussion
- 23. Root causes Pump changed for a higher rate. No/poor management of change process. No/failure of high level alarm. No automatic cut off. Operator error. Poor initial risk assessment. Process changes, eg bigger batches than design intent.
- 24. Reasons for investigating accidents and incidents • To identify root causes of the incident. • To prevent the incident happening again. • To update risk assessments. • To document/record the details for future use. • To meet any legal requirements to report and investigate. • To enable patterns and trends to be discovered. • Demonstrates a desire to improve and learn lessons. • To determine if any disciplinary actions are needed.
- 25. • Causes can be addressed through revised risk assessments. • Fewer serious events should occur. • Achievement of legal compliance. • To assist with any civil claims. • Workers will feel valued. • Any disciplinary action will be fair. Benefits of investigating accidents and incidents
- 26. Retention of corporate knowledge Avoidance of “corporate amnesia”: – retain information formally rather than relying on individuals; – lessons learnt; – decisions; – designs, etc.
- 27. Lessons learnt and benchmarking Lessons learnt Findings of accident and incident investigations. Striving for continual improvement. Benchmarking Comparing an organisationagainst: • another organisation; • a national standard, eg HSE accident statistics publication; and/or • an operational standard.
- 28. Group Discussion − How do you share the lessons learnt from incidents within your organisation? − Is it a two-way process (ie do you also hear about incidents)? − Who do you benchmark against?
- 29. Sources of Process Safety Management Information Process safety management information is necessary for the safe operation and maintenance of process plant and should be: • documented; • reliable; • current; and • easily available to the people who need to use it.
- 30. Sources of process safety management information Information internalto the organisation: • safety datasheets (SDS); • process design criteria; • process flow diagrams(PFD); • safe operatingprocedures (SOPs); • inspection, auditand investigation reports; • maintenancerecords; • piping and instrument diagrams (P&IDs); • process controlsystems; • relief system design; • fire detection and protection plans.
- 31. Sources of process safety management information Information external to the organisation: • EU Directives; • the UK Health and Safety Executive (HSE); • the US Occupational Safety and Health Administration (OSHA); • harmonised European standards; • British standards; • International Labour Organisation(ILO); • trade associations/professional bodies eg Institute of Chemical Engineers (IChemE).
- 32. Group discussion − Think about the sources of information available in your organisation to assist in process safety management. − Are they documented, reliable, current and easily available to the people who need to use them?
- 33. Element 1: Process safety leadership 1.1 Process safety management meaning. 1.2 Process safety leadership. 1.3 Organisational learning. 1.4 Managementof change. 1.6 Competence. 1.5 Worker engagement.
- 34. What is management of change (MOC)? • Formally documented process. • Authorises changes before they are implemented. • Ensures relevant safety (and process) considerations have been made: ‒ hazard and risk analysis.
- 35. The MOC process Produce document detailing changes Carry out risk assessment Get authorisation for changes Document and record changes Consult and inform those affected
- 36. Element 1: Process safety leadership 1.1 Process safety management meaning. 1.2 Process safety leadership. 1.3 Organisational learning. 1.4 Managementof change. 1.6 Competence. 1.5 Worker engagement.
- 37. − What do we mean by ‘consultation’ and how is it different to ‘informing’? − How do you consult with workers? Group discussion
- 38. Key term Consultation The two-way exchange of information between parties, in this case between employer and worker. This is far more effective than the one-way exchange that we see when people are simply informed.
- 39. Benefits and limitations of consulting Benefits • Improves relationships. • Demonstratescommitment. • Improves safety culture. • Gains co-operationfrom workers. • Harnesses workers’ practical knowledge. Limitations • Not all matters can be consulted on. • Takes time (which might not be available). • Poor consultationprocesses are worse than no consultation!
- 40. When consultation is needed Introducing changes that affect health and safety (new plant/processes/work methods, etc) When implementing new technology. When appointing safety advisers. Development of training plans. Reviewing health and safety performance. Learning lessons from incidents and near misses.
- 41. Types of consultation Safety committees Worker and management representatives. Discussion groups Volunteers interestedin a topic. Safety circles Ideas-sharing group. Departmental meetings Health and safety discussions allow workers to voice concerns. Email and web forums Helps engagement.
- 42. Optional activity Watch the following video of a health and safety committee: www.youtube.com/watch?v=uZcFj2ou2ys Now discuss: − Why is the committee proving to be ineffective? − What would you change?
- 43. Why include workers? Engagement should be a priority ‒ Do not allow it to fall by the wayside. ‒ Schedule meetings and activities. ‒ Hold people accountable. Its necessary ‒ Better understanding and involvement results in better solutions.
- 44. Element 1: Process safety leadership 1.1 Process safety management meaning. 1.2 Process safety leadership. 1.3 Organisational learning. 1.4 Managementof change. 1.6 Competence. 1.5 Worker engagement.
- 45. Competence • The ability to undertake responsibilities and to perform activities to a recognised standard on a regular basis. • A combination of practical and thinking skills, experience and knowledge.
- 46. The role of competence in safe working and behaviours Benefits of training ‒ Understand the job so work safely. ‒ Train to standards. ‒ Right first time. Training in how to do the job safely ‒ Operational procedures. ‒ Emergency procedures.
- 47. Competency management Example of a training matrix:
- 48. Competency management Establish policy Determine minimum competency standards Recruit workers Analyse skill gaps Maintain and develop skills Assess competency as an ongoing process Build emergency management skills Gain ownership and commitment Continually development
- 49. Process safety training At all levels: ‒ process safety leaders; ‒ managers/supervisors/designers/safety advisers/newly qualified managers ‒ operators and technicians. Training to include: ‒ standard operations; ‒ non-standard operations (shut-down, etc); ‒ emergency training.
- 50. Element 1: Summary 1.1 Process safety management meaning. 1.2 Process safety leadership. 1.3 Organisational learning. 1.4 Management of change. 1.5 Worker engagement. 1.6 Competence.