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PSM 1 - Introduction and Welcome (v4)

This document outlines an agenda for a training course on process safety management. The course aims to explain what process safety management is, why it is important, and how it can be achieved. It will provide an overview of the key elements and cover topics like hazards identification, risk analysis, safety barriers, and learning from past incidents.

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Ahmed Hamad
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100 views16 pages

PSM 1 - Introduction and Welcome (v4)

This document outlines an agenda for a training course on process safety management. The course aims to explain what process safety management is, why it is important, and how it can be achieved. It will provide an overview of the key elements and cover topics like hazards identification, risk analysis, safety barriers, and learning from past incidents.

Uploaded by

Ahmed Hamad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Process Safety Management Boot Camp Training

Oil & Gas Skills (OGS)

DNV GL © SAFER, SMARTER, GREENER


Module 1
Introduction

2 DNV GL © SAFER, SMARTER, GREENER


Your trainers

3 DNV GL ©
Moment for safety

 Emergency instructions
– Exits and assembly points
– Alarms and exercises

4 DNV GL ©
Course aim

 Explain what process safety management is


 Describe why it is important
 Explain how it can be achieved
 Provide an overview of the key elements of process safety management

5 DNV GL ©
Who are you?

 Name
 Discipline
 Business division
 Years of experience
 Expectations
– What do you expect to gain from this training programme?
– What are you prepared to give to this programme?

6 DNV GL ©
Paperwork

 Course materials
– Presentation material
– Summary
– Exercise hand-outs
 Forms
– Registration form
 Feedback
– Feedback to improve training
 Examination
– After PSM course week 2

7 DNV GL ©
Working together agreement

 We will aim to start / finish in time


 Late comers / early leavers are responsible for catching up without disrupting the session
 Limit use of electronics
– No use of mobile – phone on “discrete”/”silent”. If cannot be avoided, take urgent calls outside
training room
– No use of laptop for purposes other than for exercises and taking notes
 We all have something to learn and to teach
– Questions are encouraged
– Ideas are for sharing
 One person speaks at a time, and no side conversations
 Monitor your airspace

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Course programme
Day 1 and day 2: Introduction Day 4: Manage risk
Mod 1 Introduction and welcome Mod 13 Elem 8 Operating procedures
Mod 2 Introduction to PSM Mod 14 Elem 9 Safe work practices
Mod 3 Introduction to hazards and risk Mod 15 Elem 10 Asset integrity and reliability

Mod 4 Introduction to barrier concept Mod 16 Elem 11 Contractor management

Mod 5 Introduction to HSE management systems Mod 17 Elem 12 Training and performance assurance
Mod 18 Elem 13 Management of change
Day 2: Commit to process safety Mod 19 Elem 14 Operational readiness
Mod 6 Elem 1 Process safety culture Mod 20 Elem 15 Conduct of operations
Mod 7 Elem 2 Compliance with standards Mod 21 Elem 16 Emergency management
Mod 8 Elem 3 Process safety competency
Mod 9 Elem 4 Workforce involvement Day 5: Learn from incidents
Mod 10 Elem 5 Stakeholder outreach Mod 22 Elem 17 Incident investigation
Mod 23 Elem 18 Measurement and metrics
Day 3: Understand hazards and risk Mod 24 Elem 19 Auditing
Mod 11 Elem 6 Process knowledge management Mod 25 Elem 20 Management review and continuous improvement
Mod 12 Elem 7 Hazard identification and risk analysis
Mod 26 Course wrap-up

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Piper Alpha

 July 1988, UK shelf North Sea


 167 people killed
 Platform lost in 3 hours time
 Over 10% of UK oil production ceased
 Financial losses of £2000M
 Worst incident that has occurred on offshore
platform
 .Occidental pulled out of North Sea

10 DNV GL ©
Group exercise –
Piper Alpha

 Watch video
 Identify causes and contributing factors
 Identify which of these could have been addressed by an improved design or different operational
practices

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Why did it happen?

Lack of
Poor design features
Communication

Primary cause was a Combination of bad


lack of management and
communication - poor design
night shift unaware features of safety
that safety valve had safeguards turned
been removed from “controllable” incident
back-up pump into fatal disaster

12 DNV GL ©
Why did it happen – contributing design flaws

 Layout not favourable for dealing with major hazards


– No spatial separation of production modules and other modules, in particular living quarters
– Critical systems for emergencies (including the control room and radio room) were so close to
the production modules as to be inoperative in crisis situations
 Relatively large inventory of pipelines on the platform
– Lack of isolation facilities at or near to Piper Alpha
 Poor design of the panels in the control room led to read out problems and false alarms
 Lack of redundancy in the safety systems, and many critical safety systems were dependent on
central electric power generation

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Why did it happen – contributing design flaws

 Inadequate blast and fire protection


– Inadequate blast resistance of fire walls (fire walls B/C and C/D breached after initial explosion)
– Automatic deluge system was turned off
– Location and exposure of pipeline/riser emergency shutdown (ESD) valves to fires
– Manual fire-fighting system was poorly designed; bad location, no redundancy, poor protection
of the pipes against fires and blasts
 Inadequate escape and evacuation facilities
– Limited and insufficient redundancies in escape routes
– Accommodations were not smoke-proof
– Lifeboats, life-rafts and other means of escape were all grouped at one end of the platform

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Managing process safety – holistic view

Safety culture  Known and understood process safety


hazards and associated risks
 Process safety hazards are managed by
three types of barriers
– Plant
– Process
– People
Hazards  Barrier management is embedded in a
(safety) management system
People  Safety culture embodies the
Management system fundamentals of the management systems

15 DNV GL ©
www.dnvgl.com

The trademarks DNV GL®, DNV®, the Horizon Graphic and Det Norske Veritas®
SAFER, SMARTER, GREENER are the properties of companies in the Det Norske Veritas group. All rights reserved.

16 DNV GL ©

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