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The Role of the Safety Professional During Plant Turnarounds.

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Presentation on theme: "The Role of the Safety Professional During Plant Turnarounds."— Presentation transcript:

1 The Role of the Safety Professional During Plant Turnarounds

2  All process operations whether continuous or batch must be routinely shutdown for maintenance  These activities represent the most hazardous exposures for a workforce WHY! 2011-03-30Copyright TM Rogers 20111

3 In order to successfully carry out a turnaround the operation is taken from a high energy predicable state to a zero energy state A number of changes are made – all simultaneous completions in a short time frame The operation is then taken back to a high energy but unpredictable state 2011-03-30Copyright TM Rogers 20112

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5 2011-03-30Copyright TM Rogers 20114 30/01/05 Reformer Furnace Mechanical Explosion Fort McMurray, AB  A rapid sudden high energy pressure impulse occurred within several radiant tubes in steam/ methane reformer furnace  The furnace was in a startup mode on steam without hydrocarbon feed  This impulse caused extensive damage  One Operator sustained serious injuries when he was hit by one of the ejected tube assemblies  The entire radiant section was condemned and required replacement - $70 M loss

6 23/03/05 BP Refinery Explosion Texas City, TX  Explosion and fire in Isomerization Unit  Unit was starting up  15 fatalities  170 injuries  Widespread destruction  Several maintenance trailers destroyed  Over $ 1billion loss 2011-03-30Copyright TM Rogers 20115

7  Mechanical work near reactor  Nitrogen purged from 24” top manway  Worker entered reactor to retrieve debris and collapsed  2 fatalities 05/11/05 Valero Refinery Asphyxiation, Delaware City, DE 2011-03-30Copyright TM Rogers 20116

8  Tank explosion during welding operation on nearby vessel.  3 fatalities, 1 injury  Unsafe work practices  Improper purging, venting and testing 05/06/06 Partridge-Raleigh Oilfield Explosion, Raleigh, Mississippi 2011-03-30Copyright TM Rogers 20117

9 As a safety professional when do you believe you should become involved in a turnaround There are 3 distinct phases of a turnaround You need to be directly involved in all three ! You have both Statutory and Company Responsibilities 2011-03-30Copyright TM Rogers 20118

10 A turnaround begins many months ahead of the actual eventSCOPE A complete plant outage or partial outage add different levels and types of hazards with a partial outage being more dangerous The scope impacts all of the activities associated with the turnaround HS Turnaround Management System Key activities 1. Engineering package review 2. Contractor selection 3. Designing safe work practices 4. Logistics 5. Start-up 2011-03-30Copyright TM Rogers 20119

11 A safe turnaround begins with a comprehensive management system that: 1. Details the roles and responsibilities of all the key personnel not just the HS processionals 2. Contractor management and expectations 3. Contractor personnel training 4. Communications 5. Planned inspections 6. Investigations 7. Hazard control 2011-03-30Copyright TM Rogers 201110

12 Line Managers, Supervisors, Foremen are expected to:  Communicate HS responsibilities to their direct reports as personnel are assigned  Turnaround/Outage personnel will be held accountable for fulfilling their specific responsibilities  Ensure that every reasonable precaution is taken to eliminate hazards and prevent incidents including use of communication, training, motivation and evaluation techniques  Conduct incident investigations  Serve as role models for safe work practices 2011-03-30Copyright TM Rogers 201111

13 HS personnel responsibility for:  Program administration  Act as a resource to all personnel on issues related to Health and Safety  Provide advice to ensure compliance with company and legislative requirements 2011-03-30Copyright TM Rogers 201112

14  Turnaround must be carefully planned- requiring detailed work scopes  Each package needs to be reviewed and a safe work plan developed not only for the direct hazards of the specific work but for the proximity hazards as well  In many instances shutdown pre work (scaffolding, material caching) is initiated while the plant is operating  This is when the proximity hazards are prevalent and often the contactor work force is unaware of these- do not just focus on the occupational type hazards  Special attention to training needs will mitigate incidents 2011-03-30Copyright TM Rogers 201113

15 Pre selection Owner Role Thorough review of each contractors HS program, track record and key personnel Interviews with key personnel Work force issues – foreign workers Contractor Role Provide the details requested, but provide the extra effort – ensure that company HS experts, local personnel especially need to be involved 2011-03-30Copyright TM Rogers 201114

16 Post selection Owner Role Meet with your counter part and ensure HS program, track record and key personnel is well understood – theirs and yours Interviews with key personnel - develop a working relationship Contractor Role Provide the details requested, but provide the extra effort – ensure that company HS experts, local HS personnel especially need to be involved - you often bring KSAs from a variety of work sites – use and share this knowledge Jointly agree to the roles and responsibilities and a communication plan – write it down! 2011-03-30Copyright TM Rogers 201115

17 This is a team sport with the relevant disciplines involved in the turnaround to: 1. Jointly review of all work packages and schedules i. Hazards direct and proximity ii. Work force training iii. PPE requirements iv. Rigging and hoisting v. Work site monitoring vi. Training requirements 2. Develop further controls 3. Conduct risk assessments i. Determination of residual risk No work packages released until safe work procedures are in place 2011-03-30Copyright TM Rogers 201116

18 The movement of people, equipment and material Indentify  Safe walk ways  Safe smoking and break locations  Safe locations for material lay down, permits and tool cribs  Evacuation routes and marshalling areas  Turnaround signage  RT windows and flagging  Parking 2011-03-30Copyright TM Rogers 201117

19  When a turnaround involves only some of the process units – which leaves others operational logistics are critical WHY? Locating resources and people occupied structures too close places them all at risk should an incident in the operation API 752 and 753 need to be followed 2011-03-30Copyright TM Rogers 201118

20  Its like graffiti 2011-03-30Copyright TM Rogers 201119 Useless Conflicting Confusing

21  A typical turnaround workforce is comprised of?  Local trades people  Non local trades people  Foreign workers  Issues  Language barriers  Spectrum of safety knowledge  Attitudes  Customs  They also arrive on mass  Every one wants them to begin work now!! 2011-03-30Copyright TM Rogers 201120

22  You need to design a training program that provides key information  Have it in place with the ability to deliver multiple sessions 24/7  Able to track it and issue some sort of personal record 2011-03-30Copyright TM Rogers 201121

23  The higher hazard work now begins  As an HS professional you have some critical tools for ensuring a safe turnaround 2011-03-30Copyright TM Rogers 201122 Your knowledge Your experience Your communication skills

24 This phase begins with the shutdown of the operation – generally identified with feed out Initial Mechanical activities  Safe Isolation and first breaks  Gas testing and monitoring  Early vessel entry Jointly pull some permits and perform some job observations – gas testing compliance Interview the foreman & workers to assess competency This early field presence establishes: Your own assessment of level of safety awareness Your roles are taken seriously Develops positive relationships 2011-03-30Copyright TM Rogers 201123

25 2011-03-30Copyright TM Rogers 201124 Communication - awareness and promotion  Daily pre job meetings  Supervisors HS daily meeting  One on one personal contacts  Incident information sharing  Communications with regulators  Peer Observation  HS recognition program

26  Less of an issue with a full plant outage  But with a partial outage - are you prepared for a large toxic release from an operational unit?  You cannot train the entire workforce BUT  Ensure plans are in place  Ensure that the turnaround leaders, foreman and supervisor know how to react 2011-03-30Copyright TM Rogers 201125

27 2011-03-30Copyright TM Rogers 201126  Daily pre job meetings  Conducted by foreman/supervisor  Monitored by HS professional  Supervisors HS daily meeting  Meeting to review the daily work plans  Chaired by HS professional to ensure controls in place and residual are known  Share lessons learned from incident investigations  One on one personal contacts/ observations  MBWABA  Communications with regulators  Critical interface  HS recognition program  A necessary evil  Generally seen as an HS role – be creative

28 2011-03-30Copyright TM Rogers 201127  Work Execution  Housekeeping  Found work

29 2011-03-30Copyright TM Rogers 201128 Work Execution Review the next days work plan Look for the hazards – but ask questions Serious injury occurred to a trained worker performing specialty refractory work Required the guard to be removed from a large grinder – no extra PPE specified. Kevlar chaps would have prevented the deep cut to his upper leg when the grinder slipped Hazard was missed by all – Contractor did not view it a hazard & Company missed in risk assessment

30  Confined Spaces  Perhaps the greatest risk  Besides the potential exposure of toxic materials, ingress and egress and work environment  Many vessels contain equipment  Often this equipment has deteriorated  Hazards are not obvious  So how to mitigate the risk?  Review the internal drawings  Review history  Asses risk with relevant disciplines  Ensure this is part of the SWP 2011-03-30Copyright TM Rogers 201129

31 2011-03-30Copyright TM Rogers 201130 House Keeping  Questions  Who is a responsible for housekeeping?  Who is accountable?

32 2011-03-30Copyright TM Rogers 201131

33  There is always conditions uncovered during the turnaround that were not anticipated and therefore not planned  Urgency often trumps safety  Often results in incidents  Slow it down - a quick analysis of risk & remind management a serious incident stops the work  A safe work plan is still required  Risk assessment 2011-03-30Copyright TM Rogers 201132

34  Ask your self these questions  Is it safe to start up?  How do I know? Your best tool for ensuring that it is truly safe The Pre Start-up Safety Review 2011-03-30Copyright TM Rogers 201133

35  A PPSR is conducted by a team covering a range of disciplines looking for abnormal conditions using a check list to guide their observations  Conditions that would prevent a safe start-up  Conditions that can be corrected post start-up  The PSSR checklist is a comprehensive checklist that includes: Walking through the modified process  Updating manuals  Ensuring Quality Control, Quality Assurance and Inspection requirements are met  Training affected personnel in the new equipment or procedures 2011-03-30Copyright TM Rogers 201134

36  The HS Professionals' role is often minimized or even overlooked  You need to be checking for:  General personnel safety  Guardrails reinstalled  Thermal protection reinstalled  Unit safety equipment in place and functional  Basic Mechanical integrity  Complete installations  Lock outs removed  Ergonomics  Impacts of new equipment  Heath and hygiene  Impacts of new or modified processes or additives 2011-03-30Copyright TM Rogers 201135

37 2011-03-30Copyright TM Rogers 201136

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