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Process Safety, Integrity Management and Human Factors including Behavioural Based Safety (BBS) Jim Bennett

Process Safety, Integrity Management and Human Factors including Behavioural Based Safety (BBS) Jim Bennett. Path to Safety Excellence. BBS. Fire / explosion / toxic release / fatalities. Fatality / major injury . high potential incidents (e.g. significant loss of containment).

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Process Safety, Integrity Management and Human Factors including Behavioural Based Safety (BBS) Jim Bennett

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  1. Process Safety, Integrity Management and Human Factors including Behavioural Based Safety (BBS) Jim Bennett

  2. Path to Safety Excellence

  3. BBS Fire / explosion / toxic release / fatalities Fatality / major injury high potential incidents (e.g. significant loss of containment) Minor injury Small leaks Operating envelope excursions (pressure, temp, level, corrosion, etc.) Culture of non-compliance with procedures Control of work failure Overdue maintenance and inspection Alarm and trip malfunction Precursor events Non-injury accidents Near misses Unsafe working conditions ErrorsUnsafe Acts Violations Principles - Personal and Process Safety Major Accidents Personal Injury Ref. Failure to Learn: BP Texas City Refinery Disaster, Andrew Hopkins

  4. Integrity Management: Hazards and Controls Defences ‘Hard’ ‘Soft’ Hardware • Physical barriers • Control systems • Design Accident HAZARD • Systems • Rules • Risk Assessment • PTW/ICCs • Audit • Investigations • Analysis of information • Procedures • Operation • Maintenance • Inspection • Emergency Procedures • Behaviours • Individual capability • Awareness • Management Focus • Positive motivation • Discipline

  5. Responding to Human Factors • Lapses/Slips: • Memory failures • Recognition failures • Attention failures • Focus: • Good design • Systematic reminders • Focus - Interventions Unintentional Incorrect actions • Mistakes: • Information • Skills/Knowledge • Information: • Improved systems • Individual capability • Intentional: • Lack of motivation • Conflicting demands • Mis-motivation • ‘Bad’ rules • Management: • Positive motivation • Clear expectations • ‘Just Culture’ • SOC Intentional

  6. Examples:

  7. How?

  8. Behavioural Observation We raise Risk Perception Risk Perception Time

  9. Hazards/Sources of energy Biological Chemical Noise Pressure Electrical Gravity Body mechanics Mechanical Thermal Radiation

  10. A activators B behavior C consequence Why do we take Risks? Activators tend to 'direct' our chosen behavior… Humans are natural born risk takers. We have to make an effort not to take risks at the worksite. The Behaviour is what the person does Consequences tend to 'motivate' our chosen behavior

  11. Why do we take Risks? C B A C Consequence Activators Behavior Get done early! Time Pressure Hurry Up Remove PPE Hot/Humid Weather Feel cooler! Neglect Performance Standards “…the way we always did it.” Fit in with peer group!

  12. Positive Safety Culture Attributes' Informed” good two-way communications. Management listens to the workforce and knows what is really going on. Information is shared. Everyone freely reports errors and near-misses. “Mindful” there is “intelligent wariness” about the possibility of failures. Everyone is pro­active in thinking about what might go wrong. People can deal with the unexpected. People listen and defer to those with knowledge and expertise. “Learning” incidents (internal and external) are thoroughly examined to develop and apply lessons learned. Assumptions are systematically challenged. There is a clear process for continuous improvement. “Fair” people know and agree on the difference between acceptable and unacceptable behaviour. People are aware of the consequences of their actions and are treated fairly and consistently. Failures are viewed as opportunities for improvement.. “Respectful” people are involved and encouraged to participate. People’s ideas are sought out and considered

  13. Knowledge Sharing Tel: 022 6631 7004 www.kfvconsulting.com Kanthi Ford Jim Bennett

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