Cargill Challenges in PSM Implementation

Challenges in
PSM
implementation
Eline Beulens
Process Safety Risk

Manager
for Starch &
Sweeteners and
Cargill Texturizing
Solutions - EMEA.
CONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside
Cargill, to or by those employees who do not have a need to know is prohibited except as authorized by Cargill in writing. © 2013 Cargill, Incorporated. All rights reserved.
www.cargill.com © 2013 Cargill, Incorporated. All rights reserved.
Before We Start...
If the alarm goes off… Emergency exits
Smoking area Room arrangements
Session mechanics AEDs
Session code: PS1-B
2 Cargill Confidential
Introduction Eline Beulens
• Chemical Engineering at University of Technology in
Eindhoven, The Netherlands.
• 16 years with DuPont de Nemours
• The Netherlands and Belgium
• High Hazardous Plants
• Operations, Technology, C.I/Lean/6σ
• 2 years with Cargill, based in the Netherlands
• Process Safety Risk Management, EMEA
Cargill introduction
located in
With more
than
150,000
67 our purpose
employees across nearly countries
is singular:
70 to be the
global leader
in nourishing
businesses people
We operate within four key business segments:
Food Agriculture Financial Industrial
We provide food and We buy, process and We provide our food, We serve industrial
beverage manufacturers, distribute grain, oilseeds agricultural, industrial users of energy, salt,
food service companies and other commodities and financial customers starch and steel products.
and retailers with to makers of food around the world with We also develop and
high-quality ingredients, and animal nutrition risk management and market sustainable
meat and poultry products. We also financial solutions. products made from
products, and health- provide products and agricultural feedstocks.
promoting ingredients services to crop
and ingredient systems. and livestock producers.
Process Safety Management
Protects our Manages our
• Employees operational
• Contractors hazards
• Communities
by defining standards
• Environment
for the management
• Brand
• Reputation of our most hazardous
processes and
Prevents an Builds a risk
reducing operational
explosion or inconsistencies based safety
loss of culture
containment
that drives the use of
that results in an
quantitative tools and
injury, fatality, negative the rigor necessary to
environmental impact consistently manage
or a business Cargill’s operational
interruption risks
Process Safety Risk Management © 2014 Cargill, Incorporated. All rights reserved.
Cargill’s Process Safety Risk Management Vision
Vision
Cargill maintains a work environment that prevents harm
to people and the environment, is using natural resources
responsibly & sustainably, and is supporting our
reputation and license to operate.
Mission
We engage every level of the enterprise to create,

implement, and sustain an effective risk based culture that
drives consistent Process Safety performance so that we
have confidence that we safeguard our employees,
contractors, community, environment, reputation and
business.
Cargill Confidential
Challenges in
PSM implementation
To mitigate the risk of a catastrophic
process safety incident we are:
• Aligning with industry leading practices and
standards so that we can consistently
manage our risks
• Updating the existing Cargill EHS
procedures and standards
• Introducing supplemental requirements for
our most complex and hazardous operations
called high hazard processes (HHP)
• Becoming more quantitative in our PSM
approach
Factors contributing to the challenge for Cargill
• Global company
• Large variation in type of processes
• Changes in organizations
• Different management systems
• Changes in people
• New employees
• New processes
• New plants
High level PSRM Deployment Approach - 1
1. Management committment
2. Organize yourself (resource plan)
3. Process Safety Information (PSI)
A. minimum PSI needed for Process
Risk Assessments (PRA)
B. full compliance with PSI Standard In parallel
4. Execute PRAs for all High Hazardous 5. Strengthen existing
Processes and implement solutions Management Of Change
to reduce risk. processes, incl Pre Start-
up Safety
7. Assett Integrity Review/Operational
8. Sustainable implementation of all Readiness
elements of the PSRM model 6. Train our people at the
9. Audit sites
High level PSRM Deployment Approach - 2
1. Management committment
2. Organize yourself (resource plan)
3. Deep dive and PSRM gap analysis by team of

experts and deployment leads, site by site
• Pull-Forward Principle (engagement and
training)
4. Execute site actions
5. Audit
Challenges with
• Resource planning
• Process Safety Information
• Process Risk Assessments
• Training
• Management of Change
• Process Safety Incidents
Managing Challenges - resource planning
1. Management committment and communication
6. Management committment, communication and resource planning
• Ensure management committment for the deployment approach and

resource plan and agree on expectations (RASCI).
• Show benefits and early successes: metrics!
• Educate your managers
Managing Challenges – Process Safety Information
Consequence Analysis Emergency Action Plan Equipment files
And what about....... • PSI Standard/Checklist

• Operating Window, Alarm and Interlock list • PSI Gap analysis
• Operating and maintenance procedures • PSI Compliance plan with
• P&IDs RASCI
• Training documents • Get external expertise
• Material properties • Implement content management
• Content management system system to sustainably maintain
the information.
Managing Challenges – Process Risk Assessment (PRA)
• Preparation of a PRA is underestimated
• The follow-up work after the PRA study is underestimated
• The team is not trained or not available
• Lack of consistency across sisterplants
• PRA facilitation skills and experience
• Lagging or insufficient reporting
• Lacking Management decision on recommendations and residual risk
• PRA Standard and requirements, with

RASCI
• Get external expertise for facilitation and
ensure onboarding to company guidelines
• Hands-on support at the sites
• Agree on Best Practices and Standard
approaches to support sites
• PRA software with company template vs
Excel
Managing Challenges – PSRM training
Who needs to be trained in what and by when?
Combination of Corporate Training/Regional in-

company training/commercial training
• E-learnings
• per subject/PSRM element and
• per job
integrated into a corporate learning and
development tool.
• Cargill Classroom training on Process Safety in
cooperation with CCPS
• Process Specific Training
• PSRM Standards per Technology and a
Classroom Training when a new standard comes
out.
• Coaching/Mentoring
• Certification
Cargill’s approach to Process Safety training
• Technology leaders involvement to never miss an

opportunity to learn or teach (MOC, PHA, Project, Incident
Investigation) – Global Technology Communities
• Training requirements for new people in Process Safety

critical roles (MOC-Personnel) including certification.
• Process Specific Auditing
Cargill’s approach to integrate Process Safety
Knowledge sustainably within business.
Accountability Principles:
1. Operations owns the asset
2. Maintenance owns the reliability of the asset
3. Who owns the technology? And what is the
governance of the technology owner?
Cargill’s approach
• Assigned Technology Leaders at senior positions in the company with clear and
approved RASCI model.
• Drive Operational Discipline and priorities comes from the line management
• Technical governance from Technology Leaders.
Managing Challenges – Management of Change
• Awareness at all levels

• Capability to recognize a change
• Robust process versus administrative burden
• Manage all changes including software, people or
organisational changes, minor changes and large
projects.
• Tick-the-box-culture
• Invest in a robust and smart system

• Originator and team member training
• Authorizers and approvers training
• Key-Users for local support
• Metrics
• Audit quality
Managing Challenges – Process Safety Incidents
• Reporting
• Definition and classification
• Data management
• Investigation, RCA down to the root causes
• Learning from incidents
• Clear definitions and training

• Invest in a smart system
• Decide on a process and RASCI to share
incident, understand key-learnings and process
for own site
Managing Challenges
• Rules of Change Management

• Clear definitions and standards on
Corporate level and resourced
deployment plan
Thank You for Your Feedback
Do not forget to mention the session code (or name) and presenter
when filling out your form.
http://tinyurl.com/2016-sessionEN
Session code: PS1-B

Presenter: Eline Beulens
Feedback or Questions
Eline Beulens
Process Safety Risk Manager SSE & CTS – EMEA
Starch & Sweeteners Europe and
Cargill Texturizing Solutions
Cargill
direct: +31-(0)164 282 923

mobile: +31-(0)6 10 341 281
Eline_Beulens@Cargill.com

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Challenges in

Process Safety Risk

If the alarm goes off… Emergency exits

Smoking area Room arrangements

Session mechanics AEDs

Session code: PS1-B

Food Agriculture Financial Industrial

We engage every level of the enterprise to create,

2. Organize yourself (resource plan)

3. Deep dive and PSRM gap analysis by team of

4. Execute site actions

• Ensure management committment for the deployment approach and

And what about....... • PSI Standard/Checklist

• PRA Standard and requirements, with

Who needs to be trained in what and by when?

Combination of Corporate Training/Regional in-

• Technology leaders involvement to never miss an

• Training requirements for new people in Process Safety

• Process Specific Auditing

• Awareness at all levels

• Invest in a robust and smart system

• Clear definitions and training

• Rules of Change Management

Session code: PS1-B

direct: +31-(0)164 282 923

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