Process Safety Basic

Requirements in a
Typical Oil and Gas
Project

Presented at Process Safety Engineers’ Group

Technical Session
By
Raheem Alabi (MNSE, AIChemE, SIIRSM)
Presentation Outline
01
Introduction

02 Objectives of Process safety in Projects

03 Process Safety Basic Requirements

(PSBRs)
04 Process Safety Approach to Risk Reduction

05 Typical Process Safety Tools and their use

Introduction
“Operations keeps the lights on, while
strategy provides a light at the end of
tunnel, but project management is
the train engine that moves the
organization forward” – Joy Gumz.

A project is unique in nature and a non-routine operation, but a specific set of

operations designed to accomplish a singular goal i.e. defined scope within a time
bound with allocated resources.

It is a series of tasks that need It is a set of inputs and

to be completed in order to outputs required to
reach a specific outcome. achieve a particular goal
Typical Project Sizes

Project Example Project Scope Example Project Number of

Size Duration (Concept - Risk
Commissioning)
Reviews

Major Projects handled external to 12 – 36 Months 4-7

plant such as expansion and/or
new facility

Moderate Works engineered by a plant 6 – Month 2-3

(such as installing a new design
of knock out pot for a feed to a
unit

Small Minor plant work (such as 1-2 1

installing piping to bypass a
control valve)
Process Safety Management
 Process Safety Management is about prevention and mitigation of major accident
hazards (such as fire or explosion) that could result from unintentional release of
energy or hazardous substances contained in the process assets.
 Process safety commitment:
 developing and sustaining a culture that embraces process safety;
 identifying, understanding and complying with codes, standards, regulations, and laws;
 establishing and continually enhancing organizational competence; and
 engaging all stakeholders, including employees, contractors, and neighbours

 To understand hazards and risk,

 the focus is on collecting, documenting, and maintaining process safety knowledge in
documents, asset registers and ‘as built drawings’; and
 conducting hazard identification and risk analysis studies such as HAZID, HAZOP, SIL and Fire
& Explosion Risk Assessment (FERA).

 Managing process risk to ALARP

 Learning from experience.

The Objectives of Process Safety in Projects
People and Systems
People
• Project leadership regularly
demonstrates and committed to
deliver process safety requirements
• Competent contractor has been
appointed to deliver the project
• Competent Technical Authorities
have been assigned to the project
team
• Independent competent and
experienced Engineering and
Operations staff are involved in
project reviews, e.g. Design
Reviews, HAZOP and SIL workshops,
etc.
• Competent resources in place ready
for the Operate phase
Systems
• Clear set of process safety metrics and targets at project
level
• Management of Change (MOC) is in place and effective
• Engineering Disciplines Assurance Process (EDAP) is in
place and used consistently
• QA/QC systems are in place and adhered to
• Regular assurance of process safety deliverables takes
place and results are captured
• Lessons are applied from Process Safety incidents and
assurance findings at other facilities within the industry.
• Process Safety actions (e.g. from HEMP studies, project
design reviews, Technical Integrity verification, etc.) are
tracked and records are maintained to demonstrate
closure by competent Technical Authorities
• Project As-Built documentation and data are managed
throughout the project phases and made available for the
Operate phase in a user friendly format
7
 Design Integrity
Design Integrity is achieved through compliance to good
engineering practices – strictly compliance to relevant
internationally recognized technical codes and standards)
and application of HEMP (e.g. HAZID, HAZOP, SIL
assessment, FERA, QRA etc.) to ensure the risk is reduced
to ALARP.

• Project Team Members –

• comply with the applicable good practices;
• accept the application of relevant good practices in an
appropriate manner as a sufficient demonstration of part
or whole of an ALARP demonstration;
• Review their accident scenarios and risk management
arrangements (for prevention, control and mitigation);
• ask the question – “Are there any other measures which
would be effective in further reducing the risks?”; and
• determine whether the extra measures are reasonably
practicable and implement those that are

• Discipline Lead do not normally accept a lower standard of

protection
• Compliance with relevant good practice alone may be sufficient 8
to demonstrate that risks have been reduced to ALARP.
Technical Integrity

• Technical Integrity is maintained throughout

the Operate phase by delivering the Design
Integrity requirements. Independent
1
assurance will take place throughout the
Define and Execute phases to confirm
Technical Integrity is ‘designed and built in’
• SCE hardware barriers identified and
functionality assured through Technical
2 Integrity verification against performance
standards during design, procurement,
construction and commissioning.
• Maintenance / inspection programme in
3
place for SCE’s
• Management Systems (CMMS) fully
4 populated & tested and consistent with
critical as-built documents and drawings. 9

9
 Operating Integrity Human factors issues are addressed,
e.g. ease of access to critical manual
valves, alarm rationalisation, control
room layout, etc.

Operating integrity envelopes

01
Operating Integrity - Project has a key 02 have been identified
role to play in this regard by ensuring
that assets are delivered in such a way to
support safe operations 03 Statement of Fitness is signed off

QRA
• Future operations staff involved in engineering
04 and design
• Commissioning and Start-Up (CSU) documents in
place
06
Operations Management System set up (trip and 05
alarm, PTW, plant operating procedures, ER
procedures, key registers and communications Process knowledge delivered, e.g. critical as-built
protocols) drawings, critical operating documentation, etc.

10
How the PS objectives are being achieved?

• Identify and document Serious Risk process hazards

1 (1-2) for new and existing assets

• Reduce identified process risks As Low As Reasonably

2 Practicable (ALARP).
• Manage the competence of employees in HES
3 (Process Safety) Critical Positions
• Verify that Contract Holders monitor the HES
(Process Safety) requirements of the contract that
4 are relevant to the competence and fitness to work
of contractor staff
• Provide supervision of HES (Process Safety) Critical
Activities appropriate to the complexity of the
activity including multiple concurrent tasks, and
5 non-routine and unexpected activities; and the
competence of the individuals performing the
activity
• Develop a Statement of Fitness for the assets before
starting or commissioning a new asset or a
6 modification to an existing asset 11

11
 • Establish Technical Integrity in design and
7 construction

• Design and construct new assets and making

modifications to existing assets in line with
8 engineering specifications and relevant international
codes and standards

9 • Create and make available the documentation for

Safety Critical Equipment (SCE).

• Meet relevant Process Safety Basic Requirements

10 (PSBRs).

• Create and make available the documentation for

11 Safety Critical Equipment (SCE).
12

12
Process Safety Basic Requirements (PSBRs)
PSBR 1
Facility Sitting – i.e Safe siting
PSBR 3 PSBR 5
of occupied portable buildings Temporary refuges Management of Change and
Perform PSSR for new Assets and
for modifications to existing
Assets

PSBR 2 PSBR 4
ESD valves is located close to riser Permit to Work (PtW).
from the buried ground to minimize
potential trapped gas upstream the
ESD in case of fire emergency
 PSBR 6 PSBR 8 PSBR 10
Avoid liquid release relief to Avoid brittle fracture of H2S – Sour Gas
atmosphere metallic materials
Management.

PSBR 7 PSBR 9
Avoid tank overfill Alarm management.
followed by vapour
cloud release.
Process Safety Approach to Risk Reduction
Hierarchy of Hazard Controls
Concept Design Detailed Design

Inherently safer design principles are: The three strategies used during
 Intensification: Consider the reduction detailed design to prevent, control or
in the inventory of hazardous materials mitigate hazards are:
and products in the facility;  Passive strategy: Minimise the
 Substitution: Substitute hazardous hazard via process and equipment
substances like catalysts, additives and design features that reduce hazard
solvents with lower hazard materials; frequency or consequence;
 Attenuation: Attempt to keep  Active strategy: Engineering
operating temperatures and pressures controls and process automation to
as low as possible by prudent selection detect and correct process
of technology and catalysts to reduce deviations; and
the operating severity; and
 Procedural strategy:
 Simplification: Simplify the design as Administrative controls to prevent
far as possible and streamline the incidents or minimise the effects
processes. A tank you don’t have cannot of an incident.
leak…
Plant Operations Key notes:
 Process Safety Information –
Management of the facility must ensure: developed throughout the project
phases
 Competent resources: Provide adequate resources,
 Operating Procedures – developed in
safe work procedures and a proper training the last phases of a project
environment;
 Management of Change – heart of
 Safety culture: Develop and sustain a culture that project risk control
embraces process safety and lead by example. This  Process Hazards Analysis – heart of
includes the availability of safety resources, and a MOC
budget for safety training;  Pre-Startup Safety Review – before
highly hazardous chemicals enter
 Safety compliance: Identify, understand, and and before production starts
comply with all relevant safety codes and standards;  Emergency planning and response –
cannot happen properly if the
 Continual improvement: Put structures in place to process layout, design, and
continually enhance organisational competence; and operation do not consider it ahead
of time
 Operational discipline: Management systems
should maintain operational discipline and celebrate
successes. Complacency should not be allowed to
creep in at any time!
Typical Process Safety Tools and their use
Thank You
Raheem Alabi
raymenet@yahoo.com
Q and A