The European Union has implemented PSM and Seveso III Directive, which aims to manage risks associated with storage and handling of hazardous chemicals. In the United Kingdom, the Control of Major Accident Hazards (COMAH) Regulations cover PSM. Middle Eastern countries have adopted Safety Management Systems (SMS) that embed PSM. In Australia, process safety is controlled through its Occupational Health and Safety Acts, and regulations pertaining to dangerous goods. In Japan, AICHE is helping the country to design a PSM system.
Process safety is a big-picture discipline
While occupational safety may be a concern for some workers, process safety is much larger than that. It involves many other areas of business and has a much wider impact on the community. Accidents in the process safety field can lead to the redesign of a process or even to the shut down of the entire process. Performing regular inspections is also vital. And, because process safety incidents are so rare, the discipline often requires support from upper-level management.
While it is important to ensure process safety is a big-picture discipline, the focus of the industry is on improving reliability and the bottom line. Reducing process safety incidents improves financial, social, and environmental outcomes. These objectives align with many of the key strategies of the digital transformation and Industry 4.0. A structured approach to process safety management will help identify opportunities, challenges, limitations, and risks. Process safety management frameworks are essential to ensuring process safety is a top priority in business.
In late-stage development, a process might be considered fit for clinical studies, but it may not be. The attrition rate in clinical trials is high, and only a fraction of programs make it to this stage. The chemical process itself must be robust and commercially viable. It must also be characterized, robust, and efficient. As a result, it requires extensive knowledge management and deep insight. This knowledge is accompanied by tacit knowledge, which helps to enhance wisdom.
It requires a competent and experienced team
The most successful process safety programs start with the development of critical knowledge and procedures. Process safety information is collected through several methods, which are often led by a regulatory regime. The offshore industry in the UK and Norway uses the Safety and Environmental Critical Elements and Procedures (SECP) approach, which identifies critical items and links them to the key controls. Then, the information and procedures should be regularly updated.
Every element of a PSM program must include the involvement of all facility employees. A competent and experienced team is needed for each element, which should be led by an expert in the particular process. As part of the PSI element, employers must collect HHC information relating to chemicals, equipment, and technology used in the process. This information must be accessible to all employees, including those who might be exposed to it.
Knowledge management is a strategy for capturing and retaining the knowledge and skills of employees. It aims to make all processes safe and reduce the risk of accidents and incidents. This approach helps to improve corporate memory by ensuring that knowledge and information are available at the right time. Knowledge retention is a crucial part of good management. To make it possible, we must use knowledge management strategies. There is a direct correlation between knowledge management and the success of a project.
It is expensive
The myth that process safety is costly is a common one, and can be a deterrent to implementing it in a company. The truth is that process safety is extremely practical and offers many teaching opportunities. The principles that govern process safety are not very different from the laws of conservation of energy and mass, and have remained relatively unchanged throughout time. However, only 40 years ago was inherently safer design (ISD) formally conceptualized. In that year, a process industry expert named Trevor Kletz provided the industry with a vocabulary and a road map to ISD implementation.
The best leaders understand the value of process safety and factor it into key decisions. They should also have a clear understanding of process safety integration. The key to integration is process safety leadership. A process safety culture must be fostered and supported by the company’s top leadership. The key is to build an engaged workforce that values process safety. This can be a challenging task, but it will yield results if the right people are involved. It is also important to involve the workforce in the safety process, because without it, process safety efforts will be unsuccessful.
The cost of process safety is a major deterrent to the adoption of this discipline. However, it is well worth the cost. If implemented correctly, process safety can prevent serious incidents. Major incidents have highlighted the need for robust processes and systems. Incorporating process safety into a business’s overall strategy will help limit risk, develop a sustainable policy, and minimize overall costs. But the question is: how expensive is it?
It requires a high-level support system
While occupational safety is a common concern, process safety is a more complex discipline that requires a high-level support system. It involves complex technical knowledge and clear communication. Because it affects everyone, process safety requires a high level of support system in order to effectively implement process safety. Process safety mistakes can cause major redesign of the process or even shutdown. As with any field, process safety requires routine inspections to ensure that no process hazards are hidden.
While process safety workers often have engineering and management backgrounds, they must also consider the effects of a process safety incident on the surrounding community. Accidents involving toxic chemicals can affect a community and require evacuation of thousands of people. In the 1980s, major industrial accidents, including the explosion of the Piper Alpha platform and the Union Carbide India Limited pesticide plant in Bhopal, heightened concern about the importance of process safety.
It is a regulatory standard
It is a regulatory standard for process safety, which requires employers to develop an emergency plan and provide employees with the necessary information and training. The plan must include an alarm system to alert employees of an emergency and direct them to the safe area. This plan must also accommodate physically impaired employees and provide them with assistance in getting to the safe zone. The goal of an emergency plan is to alert employees quickly and safely, but this means that the alarm should not be confusing or ineffective. Process control centers are not permitted as safe areas.
The standard also requires that the employer develop written operating procedures that give clear instructions on how to conduct activities safely. These procedures must include minimum elements, emergency shutdown conditions, and the steps required to prevent deviations from the standard. The procedures must also address the special or unique hazards that may exist in the process, as well as any safety systems and functions that may be needed. It also requires that the procedures be reviewed frequently to ensure compliance.
An effective audit will include a review of pertinent documents, physical facilities, and interviews with all levels of plant personnel. The team should document any areas of the process safety management system that require correction. They should also document areas where the process safety management system is working effectively. Ultimately, the audit team should document the findings in an audit report to keep a permanent record of how procedures were conducted. The audit report should also contain a baseline of operation data for future audits.
It is a proactive approach to safety management
Proactive safety management involves preventing issues before they happen, so that a company can budget more effectively for health and safety. Reactive safety management, on the other hand, deals with issues only when they occur. In the latter case, safety management is about putting things right after an accident has happened. The following are some examples of benefits of proactive safety management. Read on to learn more. And remember, prevention is better than cure.
A good safety program will measure the effectiveness of all control and prevention measures, as well as the incidence of accidents. Having these metrics will keep managers and leaders on track of the success of the program and show them where they need improvement. Then, leaders should consult on an annual plan for process safety improvement. The plan should include priorities for equipment and systems. If possible, it is advisable to hire a safety consultant to help with these plans.
If a safety incident does occur, businesses may need to postpone projects, replace injured employees, or deal with insurance and HSE. Proactive safety management is beneficial for a company because it minimizes disruption and helps prevent accidents. It is also important to note that proactive safety measures also save money. Not only do proactive safety management improve employee experience, but they also reduce the risk of accidents and lawsuits.
