GSA House, Market Place,

Brigg, North Lincolnshire, UK,

DN20 8HATel: +44 (0)1652 601555

Fax: +44 (0)1652 601556www.gsa-ltd.co.uk

OHSAS 18001 & PSPI

Stephen GrovesProcess Safety Manager

• Formed in 1992

• A purpose built Head Office in Brigg (North Lincolnshire, UK) with other offices in London and Abu Dhabi

• Resources:– Chemical Engineers – E&I engineers – Mechanical Engineers – Planners– Quality Assurance

• ISO 9001:2000, Investors in People

Company Introduction

Energy• Oil Refining• Upstream / Downstream Operations• Gas handling and transport operations• Fuel Blending for Electricity Generation

HSE / Process Safety• SIL Assessments and Installation Review• HAZOP• ATEX Risk Assessments• Relief and Flare Studies

Worldwide• Middle East (Iran, Oman, Yemen)• Eastern Europe (Russia, Ukraine, Bosnia)• South America (Brazil, Venezuela)• Africa (Sierra Leone, Nigeria, South Africa, Cameroon)

Areas of Work

OHSAS 18001

AND

Process Safety Indicators

OHSAS 18001

Setting Objectives

Setting objective is an integral part of the planning of an OH&S management system. An organisation should set objectives to fulfill the

commitments established in its OH&S policy, including its commitments to the prevention of injury and ill health.

The process of setting and reviewing objectives, implementing programmes to achieve them, provides a mechanism for the

organisation to continually improve its OH&S management system and to improve its OH&S performance.

OHSAS 18001

The organisation shall establish, implement and maintain documented OH&S objectives, at relevant functions and levels

within the organisation.

The objectives shall be measureable, where practicable, and consistent with the OH&S policy, including the commitments to the

prevention of injury and ill health, to compliance with applicable legal requirements and with other requirement to which the

organisation subscribes and to continual improvement.

Performance measurement and monitoring

An organisation should have a systematic approach for measuring and monitoring its OH&S performance on a regular

basis, as an integral part of its overall management system.

OHSAS 18001

OHSAS 18001The organisation shall establish, implement and maintain a procedure(s) to monitor and measure OH&S performance on a regular basis. This procedure(s) shall provide for:

a) Both qualitative and quantitative measures, appropriates to the needs of the organisation;

Process Safety Performance Indicatorsfor the Refining and Petrochemical Industries

ANSI/API RECOMMENDED PRACTICE 754 FIRST EDITION, APRIL 2010

Tier 1 Performance Indicator

Tier 1 process safety events is the most lagging performance indicator and represents incidents with greater consequence resulting from actual losses of containment due to weaknesses in the barriers.

A Tier 1 Process Safety Event (T-1 PSE) is a loss of primary containment (LOPC) with the greatest consequence

Tier 1 Performance Indicator

The Tier 1 PSE Rate shall be calculated as follows:

Tier 1 PSE Rate = (Total Tier 1 PSE Count / Total Work Hours) × 200,000

NOTE Total work hours includes employees and contractors

Tier 1 PSE Rate

Tier 2 Performance IndicatorThe count of Tier 2 process safety events represents LOPC events with a lesser consequence.

Tier 2 PSEs, even those that have been contained by secondary systems, indicate barrier system weaknesses that may be potential precursors of future, more significant incidents.

In that sense, Tier 2 PSEs can provide a company with opportunities for learning and improvement of its process safety performance.

Tier 2 PSE Rate = (Total Tier 2 PSE Count / Total Work Hours) × 200,000

Tier 3 Performance Indicators Challenges to Safety Systems

A Tier 3 PSE typically represents a challenge to the barrier system that progressed along the path to harm, but is stopped short of a Tier 1 or Tier 2 LOPC consequence. Indicators at this level provide an additional opportunity to identify and correct weaknesses within the barrier system.

Tier 3 indicators are intended for internal Company use and can be used for local (site) public reporting.

A Company may use all or some of the example indicators below:•safe operating limit excursions;•primary containment inspection or testing results outside acceptable limits;•demands on safety systems;•other LOPCs.

Tier 3 Performance IndicatorsChallenges to Safety Systems

The count of Demands on Safety Systems is typically segregated by system type (e.g. SIS, PRD, and Mechanical Trip). Some Companies may find that a rate of demands per safety system type provides a more useful indicator than a simple count.

Tier 3 Demands on Safety Systems may be subcategorized as follows:

•number of SIS activations;•number of mechanical trip activations;•number of Tier 3 PRDs directly to atmosphere;•number of Tier 3 PRDs to atmosphere via a downstream destructive device.

Tier 4 Performance IndicatorsOperating Discipline & Management System Performance

Tier 4 indicators typically represent performance of individual components of the barrier system and are comprised of operating discipline and management system performance. Indicators at this level provide an opportunity to identify and correct isolated system weaknesses.

Tier 4 indicators are indicative of process safety system weaknesses that may contribute to future Tier 1 or Tier 2 PSEs. In that sense, Tier 4 indicators may identify opportunities for both learning and systems improvement.

Tier 4 indicators are intended for internal Company use and for local (site) reporting.

• Process Safety Action Item Closure — % and/or number of past-due process safety actions. This may include items from incident investigations, hazard evaluations or compliance audits.

• Training Completed on Schedule — % of process safety required training sessions completed with skills verification.

• Procedures Current and Accurate — % of process safety required operations and maintenance procedures reviewed or revised as scheduled.

• Safety Critical Equipment Inspection — % of inspections of safety critical equipment completed on time.

This may include pressure vessels, storage tanks, piping systems, pressure relief devices, pumps, instruments, control systems, interlocks and emergency shutdown systems, mitigation systems, and

emergency response equipment.

Tier 4 Performance Indicators

Safety Critical Equipment Deficiency Management—Response to safety critical inspection findings (e.g. nonfunctional PRDs and SISs). This may include proper approvals for continued safe operations, sufficient interim safeguards, and timeliness of repairs, replacement, or rerate.

Fatigue Risk Management—Key measures of fatigue risk management systems may include: percentage of overtime, number of open shifts, number of extended shifts, number of consecutive shifts worked, number of exceptions, etc.

Tier 4 Performance IndicatorsOperating Discipline & Management System Performance

OHSAS 18001

The purpose of data collection, data analysis, and reporting is to facilitate learning and improvement.

OHSAS 18001

Management reviews should be carried out by top management, on a regular basis (e.g. quarterly, semi-annually, or annually) and can be carried out by meetings or other communication means. Partial management reviews of the performance of the OH&S management system can be held at more frequent intervals, if appropriates. Different reviews can address different elements of the overall management review.

Thank you for your time

Further case studies can be viewed on www.gsa-ltd.co.uk

Stephen Groves – Process Safety Manager sgroves@gsa-ltd.co.uk

Tel: 01652 601555