H&S Risk Management Ltd’s Post

Here’s another book off my shelf that I would recommend if you’re in the profession of ensuring that plants and equipment safely do what they’ve been designed to, for as long as they’ve been designed to do. While on the graduate development programme we had sessions on process safety and we examined among others Piper Alpha and Flixborough and when I worked on Blast Furnace last year my then manager recommended I read the HSE report on the Port Talbot incident. This eventually turned into a study session for me and I would eventually go on to have a look on the HSE report for the Humber Refinery incident as well. Out of the process safety sessions and my study session of these various HSE reports came the answer to a very important question, ‘WHY?’ Why are we doing this this way? Why a risk-based maintenance approach? Or Why a reliability-centred maintenance approach? You see, I’ve simply got a number of WHYs and beyond what I’ve learnt from the more experienced engineers I’ve worked with to answer these questions, I’ve also seeked out answers on my own, and this here is one of the many ways I do that. So yes! I totally recommend this particular one right here.

𝐋𝐢𝐧𝐤𝐢𝐧𝐠 𝐏𝐫𝐨𝐜𝐞𝐬𝐬 𝐒𝐚𝐟𝐞𝐭𝐲 𝐚𝐧𝐝 𝐂𝐨𝐧𝐭𝐫𝐚𝐜𝐭𝐨𝐫 𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐭𝐨 𝐏𝐫𝐞𝐬𝐬𝐮𝐫𝐞 𝐕𝐞𝐬𝐬𝐞𝐥 𝐈𝐧𝐭𝐞𝐠𝐫𝐢𝐭𝐲: 𝐊𝐞𝐲 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬🛠️🔍 Ensuring pressure vessel integrity is closely tied to effective process safety management (PSM) and contractor performance. Here’s how they interlink and the challenges faced: 1. Process Safety Management (PSM): - >Challenge: Implementing rigorous safety protocols to prevent equipment failures can be complex. - >Impact: Strong PSM helps detect issues early and prevents accidents, crucial for maintaining pressure vessel integrity. 2. Contractor Performance Management: - >Challenge: Ensuring contractors adhere to safety standards and perform tasks correctly. - >Impact: Effective contractor management ensures reliable maintenance and inspections, directly affecting pressure vessel integrity. Interlink and Challenges: - >Safety Protocols vs. Contractor Compliance: Ensuring contractors follow safety protocols can be difficult but is essential for maintaining vessel integrity. - >Risk Management vs. Contractor Actions: Managing risks identified in PSM requires contractors to act appropriately, a challenge in ensuring consistent performance. - Compliance vs. Performance: Meeting regulatory compliance depends on both effective safety management and high contractor performance standards. Key Focus: - >Integrate Safety and Performance: Align safety practices with contractor management to enhance pressure vessel integrity. - >Monitor and Evaluate: Regularly assess both safety procedures and contractor performance to address issues early. Addressing these challenges effectively will ensure better pressure vessel integrity and safer operations. 🚀🔧

API's Pipeline Safety Management Systems (PSMS) Assessments are key to helping advance safety and performance in the pipeline industry. Using insights from API’s 100 years of industry standards and industry knowledge, we help operators enhance their PSMS and drive continuous improvement. Learn more about how advancing PSMS excellence and safety keeps the industry #safeandsoundatwork: https://hubs.la/Q02KfsW70

Washington State Adopts New Refinery Process Safety Management (PSM) Rule The Washington Department of Labor and Industries (L&I) adopted CR-103, creating a new Part B to chapter 296-67 WAC, on December 27, 2023. The rule is similar to Cal/OSHA’s Refinery PSM Regulation, which was amended in 2019 and is one of the most protective in the country. The final rule includes the following new requirements: PSM Program. Employers must develop and maintain a written plan to provide for employee collaboration throughout all PSM processes. The refinery manager must be designated as the person with authority and responsibility for compliance with the PSM requirements. Damage Mechanism Reviews (DMRs). A DMR must be completed for each existing and new process for which a damage mechanism exists. Where no DMR is performed, the rationale for determining that no damage mechanisms exist must be documented. The employer must complete no less than 50 percent of initial DMRs within three years and all remaining DMRs within five years of the effective date. Hierarchy of Hazard Controls Analysis (HCA). HCAs must be updated and revalidated as standalone analyses for PSM processes at least once every five years. Process Hazard Analysis (PHA). PHAs must take into account the results of any DMRs and HCAs. Human Factors Program (HFP). A written HFP must be implemented within 18 months following the effective date. Employers must assess human factors in existing operating and maintenance procedures and revise them accordingly—50 percent must be completed within three years of the effective date and 100 percent within five years. Human factors include environmental, organizational and job factors, and human and individual characteristics, such as fatigue. Management Of Organizational Changes (MOOC). The employer must develop, implement and maintain written procedures to manage organizational changes, such as a reduction in staff levels or a change in shift duration. A MOOC must be done for every change with a duration exceeding 90 calendar days. Root cause analysis (RCA). Employers must implement procedures for promptly investigating and reporting any incident that results in, or could have reasonably resulted in, a process safety incident. RCAs must determine the initiating and underlying causes of the incident and identify management system failures, including organizational and safety culture deficiencies. Process Safety Culture Assessment (PSCA). Employers must perform a PSCA and produce a written report within 18 months of the effective date and at least every five years thereafter. CR-103 is effective December 27, 2024, with rolling implementation dates for individual elements thereafter. For implementation deadlines applicable to specific CR-103 requirements, refer to L&I’s Implementation Dates Chart https://lnkd.in/gMDtkA2G

Offshore Installation Manager (OIM) 🛠️ Oversee FPSO Operations: Manage all aspects of FPSO operations, ensuring safety, efficiency, and compliance with regulations. 📊 Operational Planning: Develop and implement operational plans to optimize production and minimize downtime. 👥 Leadership and Supervision: Lead and supervise the offshore crew, ensuring high performance and adherence to safety standards. 🚨 Emergency Response: Coordinate emergency response procedures and manage crisis situations effectively. 🔍 Regulatory Compliance: Ensure all operations comply with local and international maritime laws and environmental regulations. FPSO Maintenance Supervisor 🔧 Maintenance Management: Oversee the maintenance of all FPSO systems, including mechanical, electrical, and instrumentation equipment. 🗓️ Preventive Maintenance: Develop and implement preventive maintenance schedules to prevent equipment failures. 📈 Performance Monitoring: Monitor the performance of equipment and systems, ensuring they operate within optimal parameters. 📝 Reporting and Documentation: Maintain detailed records of maintenance activities, equipment performance, and parts inventory. 🧰 Troubleshooting and Repairs: Lead troubleshooting efforts and supervise repairs to minimize production downtime. FPSO Production Superintendent 🛢️ Production Management: Oversee production operations, ensuring the efficient and safe processing of hydrocarbons. 📋 Process Optimization: Implement strategies to optimize production processes and improve overall efficiency. 🌊 Environmental Stewardship: Ensure production activities comply with environmental regulations and minimize environmental impact. 🔄 Production Scheduling: Coordinate production schedules with onshore teams and other offshore installations. 🛡️ Safety Oversight: Promote a culture of safety and ensure all production activities adhere to safety standards and protocols. FPSO Marine Superintendent ⚓ Marine Operations Management: Oversee all marine operations, including mooring, offloading, and vessel movements. 🌐 Navigation and Positioning: Ensure the FPSO maintains its position using dynamic positioning systems and other navigational aids. ⛴️ Vessel Coordination: Coordinate activities with supply vessels, tankers, and other support vessels. 🔒 Safety and Compliance: Ensure all marine operations comply with safety regulations and maritime laws. 🌪️ Weather Monitoring: Monitor weather conditions and adjust operations accordingly to ensure safety and operational continuity. FPSO Health, Safety, and Environment (HSE) Manager ⚠️ HSE Policy Implementation: Develop and enforce health, safety, and environmental policies and procedures. 🧑🤝🧑 Training and Awareness: Conduct training programs to enhance crew awareness and compliance with HSE standards. 📊 Risk Assessment: Perform regular risk assessments and audits to identify potential hazards and implement mitigation measures. 🏥 Incident Management: Investigate incidents.

So what’s the difference between a project manager and a superintendent.. well as simple as I can explain it .. a project managers job is to get the contractors lined up and to get the materials to the job site …. A superintendents role is to manage those contractors once there on the job site and to get those materials installed .. In a nutshell shell lol

Shutdowns and annual turnarounds are plant maintenance work that possess almost all types of MAH and hazardous activities. A Shutdown/Turnaround HAZID (Hazard Identification) is a crucial risk assessment process conducted before planned maintenance or a shutdown turnaround in industrial plants, such as oil, gas processing plants, or chemical facilities: We defined in my previous the Shutdown/Turnaround. Why is it the First Important Step? 1. Risk Awareness: Before any shutdown, it's critical to identify potential hazards related to the processes, equipment, and work activities, inclusive of project, procurement, manpower, material, and schedule risks. HAZID helps identify risks such as gas leaks, equipment failure, or exposure to hazardous materials. 2. Safety Planning: Once the hazards are identified, safety measures and controls (preventive and mitigative on both sides of the bowtie) can be implemented. This minimizes the risk of accidents, injuries, or environmental damage during the shutdown process. 3. Efficient Planning: Knowing the hazards early in the planning stage allows the management to assign resources efficiently, ensuring the right safety equipment, personnel, and procedures are in place to address any risks. 4. Regulatory Compliance: In many industries, performing a HAZID before a shutdown is a regulatory requirement. It ensures that the facility complies with local, national, and industry-specific safety regulations. 5. Cost and Time Efficiency: Addressing risks early reduces the likelihood of incidents that could lead to costly delays, injuries, or equipment damage. Identifying potential hazards can help streamline the turnaround process, reducing downtime. In summary, conducting a Shutdown/Turnaround HAZID is vital because it ensures that the entire process is done safely, efficiently, and in compliance with legal and safety standards. It is the foundation of successful turnaround planning. Did you perform a HAZID in your last shutdown? To be continued ... ~ ~ ~ ~ ~ #myhsediary #hsemanagerdiaries #hsetalks #shutdown #turnaround #process #processsafety #PSM #PSF #IOGP #OSHA #iadc #CCPS #HSEcase #MAH #bowtie #hazards #risk #SCE #critical #activities #oilrigs #drilling #rigfloor #tublars #roustabout #monkeyboard #landrigs #onshore #offshore #hse #safety #oilandgas #oilfield #IOGP #HAZID #HAZOP #ALARP #maritime # #management #leadership

Turnarounds are regular, planned breaks in production at a petrochemical plant or O&G refinery to repair, inspect, test or upgrade equipment. They require additional staff, and every minute the plant or refinery is non-operational costs the company money, which can make turnarounds expensive. Anyone who has experienced a turnaround at a plant or refinery knows the impact they can have on operations, employees and safety. MSA - The Safety Company #BICAlliance #safety

In continuation; hazards to be identified include a long list, to name a few: ~ Project planning and delivery. ~ Schedule changes. ~ Manpower. ~ Material and procurement. ~ Skills and training. ~ Contractors management. ~ Extreme weather conditions. ~ Safety risks. i.e.CSE, W@H, lifting, etc. ~ Simops. ~ Shutdown and startup (PSSR).

Construction Safety cards 🏗️ are not just for the Built Environment 🏚️ but can also be used for Turnarounds (TAR) & Outages and also Decommissioning & Deconstruction. These include Performance Influencing Factors that challenge the Safe ⛑️ & Successful ✅ execution of tasks. #IntegrityCards #ConstructionSafety #TaskIntegrity European Process Safety Centre Plant & Process Safety Conference 🧪🛢️🚧 #ProcessSafety #ContainmentIntegrity #Gamification #Microlearning