Du Pont

Process Safety in the Workplace
Human Involvement
Hansjrgen Labudde, SHE Training Manager - Europe
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.
Agenda
Introduction
Shift in Beliefs The DuPont approach of Process Safety & Risk Management
Establishing a Safety Culture

Providing Management Leadership and Committment Implementing a comprehensive PS&RM program Achieving Operating Excellence through Operational Discipline
Conclusion
What you might know about DuPont
Worldwide benchmark for industrial SHE $24 Billion in revenue 79,000 employees operating in 70 countries on 6 continents
5 core business segments including DuPont Safety & Protection
DuPont in Europe, Middle East & Africa 2002
Sales: ATOI: Employees:
$ 6.31 billion $ 727 million 18,200
Approx 66% of European sales are produced, refined or manufactured in the region
DuPont locations in the region
Plants R&D/Technical Service Centres Offices Joint ventures

Industrial average over 40
Injuries with more than 3 lost work days per 1000 employees per year
DuPont only 0,4
All injuries are preventable

DuPont Core Values

Ethics Safety, Health &
Respect to employees and customers
Environment
(SHE)
Agenda
Introduction

Conclusion
Business Excellence through SHE Excellence?
A Shift in Beliefs
Shifting a Belief:
Things go wrong, accidents happen. Safety performance can be managed.
Drive towards excellence!

Zero injuries Zero spills. Zero wrong financial transactions. Zero ..
Shifting a Belief:
Fatalities and serious injuries are investigated because it is required by law. All accidents and incidents are investigated because we want to learn.
Understand root causes!

Of accidents. Of productivity problems. Of complaints Of ..
Shifting a Belief:
Safety performance is a question of luck. Safety performance can be managed.
From reaction to prevention!

Initiative Operational discipline Personal responsibility ..
Shifting a Belief:
Employees must be supervised so that they comply. Employees must be educated and empowered so that they perform.
Focus on people!
Lean organization. Tap the capabilities of all employees. Empower people ..
Developing an Organization
Natural Instincts
Where
Injury Rates Errors
Supervision Reactive
do you want to be? How fast do you want to get there?
Failures to perform
Self Dependent Teams
Independent
Interdependent
Management Commitment Condition of Employment Fear/Discipline Rules/Procedures Supervisor Control, Emphasis, and Goals Value All People Training
Personal Knowledge, Commitment, and Standards Internalization Personal Value Care for Self Practice, Habits Individual Recognition
Help Others Conform Others Keeper Networking Contributor Care for Others Organizational Pride
The employee is in the focus

Active Informed Aware about company goals Responsible Decisive Self-confident Independent Team oriented
Agenda
Introduction

Conclusion
Some industrial key accidents
Flixborough (6/74)
28 fatalities - $167MM Contaminated countryside 550+ fatalities - $26MM 3M+ fatalities - 200M affected 31 fatalities - 300 mi2 evacuated
Seveso (7/76) Mex. City (11/84) Bhopal (12/84) Chernob. Nuc. Plt. (4/86)
Piper Alpha Plat. (7/88)

Pasadena, Tx. (11/89) Channelview, Tx. (7/90) Pemex, Mexico (7/96) Petrobras, Brasil (6/2001) Toulouse, France (9/01)
165 fatalities
23 fatalities - $797MM 17 fatalities - $14MM Multiple fatalities - $253MM $8MMM loss to economy 10 fatalities - $300MM 29 fatalities 20,000 homes damaged
10036
* Large property damage losses (17th edition); M&M Protection Consultants; 1166 Avenue of the Americas, NY, NY
Industrial Incidents
Unfortunately, that listing was only a partial (small) list of many incidents that have occurred in the energy and chemical industries worldwide.
So, whats the best answer?
Process Safety& Risk Management
The application of Management Systems to the IDENTIFICATION, UNDERSTANDING, and CONTROL of Process Hazards to prevent a major fire, explosion, or toxic release which could lead to a fatality or multiple lost workday cases.
The DuPont Approach to Managing Process Safety

Four Key Steps:
1. Establishing a Safety Culture 2. Providing Management Leadership and Commitment 3. Implementing a comprehensive PS&RM Program 4. Achieving Operating Excellence through Operational Discipline
Agenda
Introduction

Providing Management Leadership and Committment Implementing a comprehensive PS&RM program Achieving Operating Excellence through Operating Discipline
Conclusion
The
Step
Establishing the safety culture!
The Safety Culture

Founded Explosion Explosion
1802
1815 1818
Damage $ 80 000 40 people killed Damage $ 120 000 Safety is a Management Responsibility
Core Value Roots
E. I. du Pont de Nemours
1811 rules

DuPont gun powder barrels
Safety is a line management Responsibility No employee may enter a new rebuilt mill until a member of top management has personally operated it
One Companys Mission
.adhere to the highest standards for the safe operations of facilities and the protection of the environment, our people, our customers, and the citizens of the communities in which we do business. Value the safety of our coworkers, our community and the need to return home safely to our families each day.
One Companys Mission
Successful Fundamentals
1. All injuries, occupational illnesses, safety and environmental incidents are preventable. 2. Management is responsible for safety.
3. Safety is an individuals responsibility and a condition of employment. 4. Training is an essential element for safe workplaces. 5. Audits must be conducted.
Successful Fundamentals
6. All deficiencies must be corrected promptly. 7. It is essential to investigate all injuries and incidents with injury potential. 8. Off the job safety is an important part of the safety effort. 9. It is good business to prevent injuries and illnesses.
10. People are the most important element of the Safety and Occupational Health Program.
Agenda
Introduction

Providing Management Leadership and Committment Implementing a comprehensive PS&RM program Achieving Operating Excellence through Operating Discipline Conclusion
The
Step
Management Leadership and Commitment
Management Leadership
in Process Safety
Principle
Management leadership and commitment form the foundation of efforts to improve process safety. Although leadership and initiative are needed throughout all levels of an organization, it is crucial that senior management provide visible support and encouragement.
Management Leadership and Commitment
Key Responsibilities

Establishing the Safety Culture Establishing PSM policies/guidelines Committing resources Involving employees Establishing clear accountability Auditing for degree of compliance Personally participating in PSM activities
Agenda
Introduction

The
Step
Implementation of a Comprehensive Process Safety & Risk Management Program
Process Safety and Risk Management Model

Auditing Emergency Planning and Response Management of Change Process Technology Operating Procedures and Safe Practices Management of Change
MANAGEMENT LEADERSHIP & COMMITMENT
Incident Investigation and Reporting Contractor Safety and Performance

Training and Performance Management of Subtle Change
Process Hazards Analysis
Quality Assurance
Prestart-Up Safety Reviews Mechanical Integrity

Process Safety Management
TECHNOLOGY
FACILITIES
PERSONNEL
Technology
Process Technology
Process Technology describes the process and operation
Understanding the hazards is the first step

Consists of three parts
The 3 Parts of Process Technology

Hazards of Materials Process Design Basis
Equipment Design Basis
Process Hazards Analyses identify, evaluate, and control hazards

- orderly and methodical approaches
- many people involved
Standard
Procedures & Safe Practices

Provide clear understanding of operating parameters and limits for safe operation
They explain the consequences of problems and the steps necessary to correct and or avoid them Developed and documented for each process g
Management of Change Technology
Changes may invalidate prior assessments All changes must be rigorously reviewed
Sites must have procedures to manage changes.

Technology Industrial Incident #1
Bhopal, India
1984 A large amount of water was put into a methyl

isocyanate tank. The resulting overpressure and related system failures caused the tank to vent and a large cloud of gases was released and drifted onto the nearby densely populated area. The severity of this accident makes it the worst recorded within the chemical industry, with fatalities estimated in the thousands, ~2,800 from the immediate release and possibly up to 15,000 related deaths since.
Technology Industrial Incident #1
Contributing Factors:

plant modification/change - HAZOP not recognizing safety critical systems and their operability design codes
training and competence

Technology Industrial Incident # 2
Oppau, Germany
1921 Two explosions at the BASF plant killed 430

and destroyed 700 homes. Blasting powder was being used to breakup storage piles of ammonium sulphate and ammonium nitrate. This procedure had been used 16,000 times without mishap. The 4,500 tons of the mixture exploded and left a crater 250 feet in diameter and 50 feet deep. Tough stuff to set off. But when it goes, it goes !
Toulouse Grande Paroisse
On Friday September 21,2001 at 10:15 am..
Technology Industrial Incident # 2
Contributing Factor:
not recognizing hazards of materials
Facilities
Quality Assurance Quality Assurance bridges the gap between design and installation:
fabrication delivery properly
and parts meet specifications
to the right location assembled and installed

Pre-Startup Safety Review
Provides a final check for new or modified equipment to ensure the facilities are safe to operate
Std
Mechanical Integrity Process related equipment that contains highly hazardous chemicals must be maintained from the time of design throughout the life of the facility. Mechanical integrity focuses on system integrity to contain hazardous materials.
Mechanical Integrity
Deals with:
Maintenance Training
procedures
and performance of employees
Quality
control
Equipment
tests and inspections, including predictive and preventative maintenance
Management of Subtle Changes

Subtle Changes have led to catastrophic events! All process changes, including those within the documented process technology, but are not a replacement-in-kind, must receive appropriate review and authorization.
Facilities Industrial Incident # 5
Flixborough, England
1974 At the Nypro(UK) chemical facility, a

large quantity of cyclohexane vapor was released when a 20 inch makeshift bypass pipe ruptured. The resulting massive vapor cloud explosion killed 28 workers.

management of change procedures design codes
maintenance procedures - recommissioning

plant layout - position of occupied buildings
emergency plan
Chernobyl, Ukraine
1984 Technicians at the power plant allowed the

fourth reactor to fall to low power levels as part of a controlled experiment. The reactor overheated causing a meltdown of the core. Explosions blew the top off the reactor building releasing radioactive material into the atmosphere for over 10 days. 31 workers were killed and the extent of lingering health effects has been significant and subject of debate. It is now entombed.

management of change procedures equipment/facility design
procedures and safe practices

emergency shutdown plan
Personnel
Training and Performance
Trained employees are an absolute requirement, and be physically able, mentally alert and capable of using good judgment.
Training qualification must be documented.
Contractors
For contractors working in and around highly hazardous material processes, or performing maintenance/repair on or near a covered process .
they are required to comply with same regulations and guidelines as industry /site!
Incident Investigation & Reporting

Investigations are essential to improve performance The objective is to find the contributing factors and implement corrective actions(s) The degree of the investigation will depend on severity or potential
Management of Change - Personnel People are the essential ingredient: process experience knowledge and skill in managing Process Safety maintain minimum experience level and knowledge through personnel and organizational changes
Emergency Planning & Response
Planning and training for potential emergencies are essential for effective response
Auditing Auditing must be used to assure that all elements of Process Safety Management are being implemented properly.
Proper auditing must include positive and corrective feedback
Personnel Industrial Incident # 3
Pasadena, Texas
1989 During maintenance work on a

reactor settling leg, a large release of flammable vapor occurred at the Phillips 66 chemical complex. The result was a massive vapor cloud explosion, followed by a series of further explosions and fires.
site and industry standards for maintenance not followed
training and competence

work permit system - contractors
positioning of occupied buildings

Mexico City, Mexico
1984 A major fire and a series of catastrophic

explosions occurred at the government owned and operated PEMEX LPG Terminal. Approximetly 500 people were killed and the facility was destroyed. After the intial release, the first BLEVE occurred. For the next 90 minutes, a series of BLEVEs followed as other LPG vessels violently exploded. It started with a ruptured line and was made worse by failed safey systems and layout.

plant layout - the positioning of vessels emergency isolation survivability of critical systems emergency plan and site access
Unknown Industrial Incident # 7

unknown at this time under investigation


Quality Assurance

Agenda
Introduction

The
Step Achieving Operating Excellence
Importance of Operating Discipline
The safe manufacture, use and handling of hazardous materials requires
Dedication & Commitment

in the way you manage
TECHNOLOGY FACILITIES
PERSONNEL
Achieving Operating Excellence through Operational Discipline
OD--What Is It?
Dedication and commitment by every member of the organization to carry out each task the right way every time.
Operating Excellence--What Is It?

Operating excellence results when an organization establishes OD and completes all tasks properly, thus contributing to the organizations goal of achieving business excellence.
Why is OD Important?
IT HELPS
1. 2. Change a paper PSRM program into a reality--an action program. Organizations achieve their goals, because improvement programs are implemented to their fullest.
3. 4.
5. 6.
Protect personnel from injury. Protect jobs by helping to prevent the loss of facilities. Ensure a quality product. Keep a business healthy


Quality Assurance

Agenda
Introduction

CONCLUSION I
Good Safety
Good Business
CONCLUSION II
akujem za pozornos Danke schn Thank you

Thank you very much

Please contact for any questions Gerhard Reibersdorfer
Tel: +352 3666 5313 E-mail: dsr@lux.dupont.com


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Process Safety in the Workplace

Establishing a Safety Culture

What you might know about DuPont

5 core business segments including DuPont Safety & Protection

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

DuPont in Europe, Middle East & Africa 2002

Sales: ATOI: Employees:

$ 6.31 billion $ 727 million 18,200

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

DuPont locations in the region

Plants R&D/Technical Service Centres Offices Joint ventures

Industrial average over 40

All injuries are preventable

DuPont Core Values

Respect to employees and customers

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Establishing a Safety Culture

Business Excellence through SHE Excellence?

Drive towards excellence!

Understand root causes!

From reaction to prevention!

Injury Rates Errors

do you want to be? How fast do you want to get there?

Self Dependent Teams

The employee is in the focus

Establishing a Safety Culture

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Some industrial key accidents

Piper Alpha Plat. (7/88)

Process Safety& Risk Management

The DuPont Approach to Managing Process Safety

Establishing a Safety Culture

Establishing the safety culture!

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

The Safety Culture

Core Value Roots

DuPont gun powder barrels

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

One Companys Mission

One Companys Mission

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Establishing a Safety Culture

Management Leadership and Commitment

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Management Leadership and Commitment

Establishing a Safety Culture

Implementation of a Comprehensive Process Safety & Risk Management Program

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Process Safety and Risk Management Model

Incident Investigation and Reporting Contractor Safety and Performance

Process Hazards Analysis

Prestart-Up Safety Reviews Mechanical Integrity

Process Safety Management

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Process Technology describes the process and operation

Understanding the hazards is the first step

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

The 3 Parts of Process Technology

Hazards of Materials Process Design Basis

Equipment Design Basis

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Process Hazards Analysis