Courtesy of David Guss, Nexen (A CNOOC Company) Page 1 of 4

Foundational Blocks

Ele

me

nts

PROCESS SAFETY

MANAGEMENT SYSTEM

Pro

cess

Sa

fety

Cu

ltu

re

Co

mp

lia

nce

wit

h S

tan

da

rds

Pro

cess

Sa

fety

Co

mp

ete

ncy

Wo

rkfo

rce

In

vo

lve

me

nt

Sta

ke

ho

lde

r O

utr

ea

ch

Pro

cess

Kn

ow

led

ge

Ma

na

ge

me

nt

Ha

zard

Id

en

tifi

cati

on

an

d R

isk

An

aly

sis

Op

era

tin

g P

roce

du

res

Sa

fe W

ork

Pra

ctic

es

Ass

et

Inte

gri

ty a

nd

Re

lia

bilit

y

Co

ntr

act

or

Ma

na

ge

me

nt

Tra

inin

g a

nd

Pe

rfo

rma

nce

Ass

ura

nce

Ma

na

ge

me

nt

of

Ch

an

ge

Op

era

tio

na

l R

ea

din

ess

Co

nd

uct

of

Op

era

tio

ns

Em

erg

en

cy M

an

ag

em

en

t

Inci

de

nt

Inve

stig

ati

on

Me

asu

rem

en

t a

nd

Me

tric

s

Au

dit

ing

Ma

na

ge

me

nt

Re

vie

w a

nd

Co

nti

nu

ou

s Im

pro

ve

me

nt

COMMIT TO

PROCESS SAFETY

UNDERSTAND HAZARDS AND RISK

MANAGE RISK LEARN FROM

EXPERIENCE

The Four Pillars of Risk Based Process Safety (RBPS)

Courtesy of David Guss, Nexen (A CNOOC Company) Page 2 of 4

C

OM

MIT

TO

PR

OC

ES

S S

AF

ET

Y

Process Safety Culture

Organizations have a culture where some behaviors are accepted as normal and others are

not. For example, acceptance of situations as normal that pose hazards (such as ignoring an

alarm because it goes off regularly) is unacceptable.

Compliance with Standards

All relevant (internal and external) safety standards, codes, regulations, and laws must be

identified and addressed. Compliance with standards must be monitored or audited. Action

items identified by audits must be completed in a timely fashion.

Process Safety Competency Knowledge about process safety concerns need to be continuously improved and that

information must be available to others and consistently applied.

Workforce Involvement Workers at all levels of the organization should have roles and responsibilities for ensuring

the safety of that organization’s operations.

Stakeholder Outreach

Seek out individuals and organizations that believe they can be affected by company

operations and build a relationship with these groups to provide accurate information

about process hazards and risks.

UN

DE

RS

TA

ND

HA

ZA

RD

S

AN

D R

ISK

Process Knowledge

Management

Maintain appropriate written documentation of all aspects of the process including design,

fabrication, and installation of equipment in the process as well as the chemicals in the

process.

Hazard Identification

And Risk Analysis (HIRA)

Documented analysis of the hazards and risks at facilities throughout their life cycle

involving all modes of operation considering impacts to employees, the public, and/or the

environment.

Courtesy of David Guss, Nexen (A CNOOC Company) Page 3 of 4

MA

NA

GE

RIS

K

Operating Procedures

Ensure the proper development, timely maintenance, and consistent use of operating

procedures including safe operating limits and consequences of deviations from those

limits.

Safe Work Practices

Practices governing maintenance and non-routine work should be documented including

under what conditions the work can be conducted (e.g., authorization for the work ensuring

safe conditions are followed).

Asset Integrity and Reliability This is the systematic inspection and testing of equipment to ensure it will be suitable for its

intended application throughout its lifetime.

Contractor Management Implement practices to ensure that contract workers can perform their jobs safely and

activities will not increase facility operational risk.

Training Performance

and Assurance Worker training programs are essential to ensuring reliable performance of critical tasks.

Management of Change (MOC)

Changes to processes over the life of the facility can create unanticipated hazards. MOC requires

review and authorization of proposed changes prior to implementation to ensure no unforeseen

hazards are introduced. Also, all pertinent documentation including worker training must be kept up

to date with regard to any changes implemented.

Operational Readiness Ensure safe startup of processes over the life of the facility including shutdown conditions

leave the facility in a safe condition for startup.

Conduct of Operations This involves the execution of operation and management tasks in a structured process to

ensure workers at all levels perform their duties properly. (“Things don’t stay fixed.”)

Emergency Management Planning for possible emergencies including allocating resources, practicing and improving

the plans, and effectively informing employees and stakeholders in the event of an incident.

Courtesy of David Guss, Nexen (A CNOOC Company) Page 4 of 4

LEA

RN

FR

OM

EX

PE

RIE

NC

E

Incident Investigation A formal process for investigating process safety incidents including appropriate timely

follow up.

Measurement and Metrics

Identify and use relevant measures of process safety over the life of a process.

• Outcome oriented measurements may provide information after incidents have

occurred, such as Fatal Accident Rate (FAR) and OSHA incidence rate (note that both

of these involve aspects of personal safety).

• Leading indicators of the effectiveness of the safety system can provide information

before an incident, such as:

• Regular, documented inspections of safety critical items (with follow up action

items)

• Documentation of proper handling of safety audit action items

• Number of demands on safety systems (including pressure relief devices)

Auditing This element includes a system of scheduling, staffing, effectively performing, and

documenting all aspects of RBPS.

Management Review and

Continuous Improvement

Management review is the routine evaluation of whether management systems are

performing as intended and producing the desired results as efficiently as possible.