Essential Practices for Creating, Strengthening, and Sustaining Process Safety Culture

397 Pages·2018·3.22 MB·English

by  CCPS (Center for Chemical Process Safety)

ESSENTIAL PRACTICES FOR CREATING,
STRENGTH ENING, AND SUSTAINING
PROCESS SAFETY CULTURE
P U B L I C AT I O N S AV A I L AB L E F R OM T H E
C E N T E R F O R C H E M I C A L P R O C E S S S A F E T Y
of the
AM E R I C AN I N S T I T U T E O F C H E M I C A L
E N G I N E E R S
ESSENTIAL PRACTICES FOR CREATING,
STRENGTH ENING, AND SUSTAINING
PROCESS SAFETY CULTURE
C E N T E R F O R C H E M I C A L P R O C E S S S A F E T Y
of the
AM E R I C AN I N S T I T U T E O F C H E M I C A L
E N G I N E E R S
New York, NY
WILEY
This edition first published 2018
© 2018 the American Institute of Chemical Engineers
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Library of Congress Cataloging-in-Publication Data
Names: American Institute of Chemical Engineers. Center for Chemical Process Safety, author.
Title: Essential practices for creating, strengthening, and sustaining process safety culture / Center for Chemical Process Safety of the
American Institute of Chemical Engineers.
Description: New York, NY : American Institute of Chemical Engineers, Inc. :
John Wiley & Sons, Inc., 2018. | Includes bibliographical references. |
Identifiers: LCCN 2018023924 (print) | LCCN 2018024176 (ebook) | ISBN 9781119515142 (Adobe PDF)
| ISBN 9781119515173 (ePub) | ISBN 9781119010159 (hardcover)
Subjects: LCSH: Chemical engineering--Safety measures.
Classification: LCC TP150.S24 (ebook) | LCC TP150.S24 E87 2018 (print) | DDC
660/.2804--dc23
LC record available at https://lccn.loc.gov/2018023924
Cover images: ©jimmyjamesbond/iStockphoto; ©crisserbug/iStockphoto
Cover design by Wiley
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
Disclaimer
It is sincerely hoped that the information presented in this
document will lead to an even more impressive safety record for
the entire industry; however, the American Institute of Chemical
Engineers (AIChE), its consultants, the AIChE’s Center for
Chemical Process Safety (CCPS) Technical Steering Committee
and the Process Safety Culture Subcommittee members, their
employers, their employer’s officers and directors, AcuTech
Group, Inc. and its employees, and Scott Berger and Associates
LLC and its Principal, do not warrant or represent, expressly or
by implication, the correctness or accuracy of the content of the
information presented in this book. As between (1) the AIChE,
its consultants, the CCPS Technical Steering Committee and
Subcommittee members, their employers, their employer’s
officers and directors, AcuTech Group, Inc. and its employees,
Scott Berger and Associates LLC and its Principal, and (2) the
user of this document, the user accepts any legal liability or
responsibility whatsoever for the consequence of its use or
misuse.
| vii
TABLE OF CONTENTS
SUPPLEMENTAL MATERIAL AVAILABLE ON THE WEB XIII
ACRONYMS AND ABBREVIATIONS XV
GLOSSARY XVII
ACKNOWLEDGEMENTS XIX
PREFACE XXIII
NOMENCLATURE XXVII
EXECUTIVE SUMMARY XXIX
1 INTRODUCTION 1
1.1 Importance of Process Safety Culture 1
1.2 Definition of Process Safety Culture 2
1.3 Warning Signs of Poor Process Safety Culture 11
1.4 Leadership and Management Roles and Responsibilities
13
1.5 Organizational Culture, Process Safety Culture, and
Business Success 15
1.6 Corporate Climate and Chemistry 17
1.7 Summary 17
1.8 References 20
2 PROCESS SAFETY CULTURE CORE PRINCIPLES 23
2.1 Establish an Imperative for Process Safety 25
2.2 Provide Strong Leadership 29
2.3 Foster Mutual Trust 32
2.4 Ensure Open and Frank Communications 35
viii | Table of Contents
2.5 Maintain a Sense of Vulnerability 42
2.6 Understand and Act Upon Hazards/Risks 49
2.7 Empower Individuals to Successfully Fulfill their Process
Safety Responsibilities 54
2.8 Defer to Expertise 57
2.9 Combat the Normalization of Deviance 59
2.10 Learn to Assess and Advance the Culture 67
2.11 Summary 72
2.12 References 73
3 LEADERSHIP FOR PROCESS SAFETY CULTURE WITHIN THE
ORGANIZATIONAL STRUCTURE 77
3.1 Definition of Process Safety Leadership 77
3.2 Characteristics of Leadership and Management in
Process Safety Culture 83
3.3 Leadership Vs. Management 96
3.4 Consistency of Process Safety Messages 97
3.5 Turnover of Leadership, Succession Planning, and
Organizational Management of Change 98
3.6 Summary 103
3.7 References 104
4 APPLYING THE CORE PRINCIPLES OF PROCESS SAFETY
CULTURE 107
4.1 Human Behavior and Process Safety Culture 107
4.2 Process Safety Culture and Compensation 109
4.3 Process Safety Culture and Ethics 113
4.4 External Influences on Culture 124
4.6 Summary 153
Table of Contents |ix
4.7 References 154
5 ALIGNING CULTURE WITH PSMS ELEMENTS 157
5.1 Senior Leader Element Grouping 160
5.2 Risk Management-Related Element Grouping 170
5.3 Process-Related Element Grouping 181
5.4 Worker-Related Element Grouping 190
5.5 References 201
6 WHERE DO YOU START? 203
6.1 Introduction 203
6.2 Assess the Organization’s Process Safety Culture 204
6.3 Improving the Process Safety Culture of the Organization
225
6.4 Summary 236
6.5 References 237
7 SUSTAINING PROCESS SAFETY CULTURE 239
7.2 Sustainability of Process Safety Culture 241
7.3 Process Safety Culture and Operational Excellence 248
7.4 Summary 251
7.5 References 253
APPENDICES 255
Appendix A: Echo Strategies White Paper 257
Appendix B: Other Safety & Process Safety Culture
Frameworks 259
B.1 The Seven Basic Rules of the USA. Naval Nuclear
Propulsion Program 259
x | Table of Contents
B.2 Advancing Safety in the Oil and Gas Industry –
Statement on Safety Culture (Canadian National Energy
Board) 261
B.3 References 271
Appendix C: As Low as Reasonably Practicable 273
C.1 ALARP Principle 273
C.2 References 275
Appendix D High Reliability Organizations 277
D.1 The HRO Concept 277
D.2 References 286
Appendix E: Process Safety Culture Case Histories 287
E.1 Minimalist PSMS 287
E.2 – Peer Pressure to Startup 288
E.3 Taking a Minimalist Approach to Regulatory
Applicability 290
E.4 Not Taking a Minimalist Approach to Process Safety
Applicability 291
E.5 What Gets Measured Can Get Corrupted 291
E.6 KPIs That Always Satisfy 293
E.7 Abusing ITPM Extensions/Deferrals 295
E.8 The VPP Defense 296
E.9 Double Jeopardy 297
E.10 Best Case Consequences 298
E.11 New Kid in Town 299
E.12 The Blame Game 299
E.13 Conflicts of Interest 300
E.14 No Incidents? Not Always Good News 301
Table of Contents |xi
E.15 Check-the-Box Process Safety Management Systems
302
E.16 There’s No Energy for That Here 302
E.17 Not Invented Here 303
E.18 PHA Silos 304
E.19 Knowing What You Don’t Know 305
E.20 Bad News is Bad 306
E.21 The Co-Employment Trap 306
E.22 Stop Work Authority/Initiating an Emergency
Shutdown 307
E.23 SWPs by the Numbers 308
E.24 Incomplete MOC 309
E.25 Post-MOCs 310
E.26 Mergers & Acquisitions 310
E.27 Poor Understanding of Hazard/Risk Leads to an Even
Worse Normalization of Deviance 311
E.28 How Many Explosions Does It Take to Create a Sense
of Vulnerability? 313
E.29 Disempowered to Perform Safety Responsibilities by
“Omniscient“ Software 315
E.30 What We Have Here is a Failure to Communicate 316
E.31 Becoming the Best 317
E.32 High Sense of Vulnerability to One Dangerous
Material Overwhelms the Sense of Vulnerability to Others
319
E.33 Not Empowered to Fulfill Safety Responsibilities?
Maybe You Were All Along 321
E.34 Normalization of Ignorance 323
E.35 Spark and Air Will Find Fuel 324