1. Breakout Session Summary Chemical Industry November 1-2, 2007

2. Chemical Industry Team  Steve Rizzo  Roger Evans  William Blake  Edward Perz  Doug Jeffries  Tim Counihan  Greg Palchak*  Kirk Franklin  Dennis Hendershot*  Walt Siegfried*  William Maxson*  Kim Nibarger*  Jim Seger*  Mary Rihn** *Moderators **Student Assistant

3. Chemical Industry Fatalities  Personal Safety Related  Process Safety Related

9. Total Deaths – 358 Contractor Deaths - 202

10. Organizational Consistency With Trends  Data needs to be more robust –needs to include contractors/work activities  Small company vs big company data sets  Gender stat’s do not match demographics  Routine vs non-routine definitions, (example, maintenance, turnarounds are/not “routine”?)  Significant % of incidents begins with loss of containment (fires, releases causing exposure)

11. Most Significant Contributing Causes  Competitive forces --Too much focus on short term financial goals (affects resources, physical plant, maintenance, etc.)  Less than adequate (LTA) human resources  LTA hazard identification skills  More contractors ---LTA oversight  Procedures “drift”, LTA, or not practical  LTA accountability for incident prevention activities for all levels of the organization especially process safety

12. Most Significant Contributing Causes  Worker fatigue  LTA training of operators/maintenance & contractors, content, delivery, what and why  Contractor “training” –who, what  Overreliance on technology (training keeping up with tech.)  International operations and immigration challenges  Risk tolerance, language, competency, etc.

13. Most Significant Organizational Weaknesses  Failure to hold safety as core value -”walk the talk”  Disproportionate emphasis on OSHA rate and worker personal safety vs. process safety (need better balance; better personal safety does not necessarily equate with better overall safety)  Inadequate resources  Downsizing/lean organizations  Overload (fatigue, paperwork, time)  Technical competence is inadequate (education and understanding at all levels vs. simple training, check the box)  Investigation process needs improvement (rigor, real root cause, follow-up & close out of issues)  Implementation of Management of Change is not 100%  Recognize changes and their potential impact

14. Solutions & Best Practices for Fatality Prevention  Active, knowledgeable, visible leadership (demonstrated) and support from the top (CEO, Plant Manager, etc.)  Integrate safety expectations, responsibilities and accountability throughout organization  Effective mechanical integrity program  Equipment design engineers –safety tools to design hazards out of the process/system  High potential risk identification and analysis; conduct pre-task hazard assessment  Effective root causes investigation process with tracking of recommendations to completion (electronic tracking to verify?)

15. Solutions & Best Practices for Fatality Prevention  Adequate resources dedicated to EHS integration  Process Safety Management  Personal Safety  Effective PSM elements management system implementation/integration – compliance vs. “part of the culture”  Collect and review data which leads to special emphasis programs on fatality producing activities  Clear fatality prevention metrics, goals, accountability for safety performance, with regular review by management with all levels including CEO (caution with metric overload)

16. Areas of Future Research  How to change culture on individual risk taking and invincibility (not going to happen to me)  How to better develop personal hazard identification capabilities  How to identify leading/lagging metrics and performance indicators for fatalities  Including process safety performance  How to provide design engineers skills/knowledge to design risk out

17. Areas of Future Research  Training methodologies - best practices/most effective  How fatigue effects safety performance  Better tools to quantify benefit of safety expenditures (in the language manufacturing, financial, etc. understand – “EHS part of the team”)