Process Safety Day 2023

Commitment to Process Safety

Safety First

Emergency Assembly Toilets Silence

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Agenda

Burhan West Pledge &

Incident Video Reflections

MD Group Directorate
Welcome Exercise Closing
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MD Welcome Message

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Video I Burhan West Incident

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Key Learnings

Risk Management Of Barrier

Normalisation Change (MOC) Management
Risk Normalisation
What is Risk Normalisation?
Have you ever stood on an unsteady chair to change a lightbulb at
home? Have you driven over the speed limit? Or walked while
texting?

This is called Risk Normalisation or Normalisation of Deviance.

A simple explanation of the term is that at one point, a conscious

decision to accept a risk not normally taken (e.g. over speeding)
leads to trying it again.

Eventually, the risk-taking behavior becomes standard and the norm.

A slow creep to accepting risks that were not originally acceptable

can happen to anyone or to an entire organisation if it isn’t guarded
against.
Risk Normalisation
The term, normalisation of deviance was introduced by Diane
Vaughn, a sociologist who investigated the Challenger shuttle
disaster.

The standard view at the time was that middle-management

caved-in to pressure from above to launch using an amoral
cost/benefit calculation.

Her point of view was that the organization developed a habit

of accepting known risks that had not created problems
before.

The O-ring that brought down the shuttle and killed seven
astronauts was a known issue.

It had been damaged in fourteen of twenty-four prior flights.

Since it had never failed, it was considered an acceptable risk
by the organizations.
Risk Normalisation
The Challenger Shuttle is an example of a large disaster, however
normalization of risk can creep into and affect seemingly mundane
aspects of work.

If someone takes a shortcut to be faster or more efficient and

nothing bad happens, the process begins.

These ingrained shortcuts often revolve around operations or

maintenance activities on equipment, such as plant operators
silencing “nuisance” alarms without investigating, or maintenance
that is not performed because “we’ve never had a problem with
that.”

In day to day business, almost every action requires some

acceptance of risk. The key is to make conscious decisions about the
risks you are willing to take. This involves not allowing poor habits
to create unnecessary risk.
Group Activity
 RISK NORMALISATION
• With your table, have a group reflection and identify what habits you have seen or exhibited yourself that can be recognized as Risk Normalisation
within the Organisation.
• As a group identify the 3 most common Risk Normalisation habits and write them down below.
• Discuss what can we do differently as individuals to minimise Risk Tolerance, and write them down.

Identified Risk Normalisation Habits

(Write down the 3 most commonly identified habits in your group)

Identified Personal Solutions to Minimise Risk Tolerance

(Write down the 3 most commonly identified solutions in your group)
Barrier Management
 What is Barrier Management?

A safety barrier is anything intentionally put in place to reduce the

risk of an undesirable event occurring.

Barriers can be physical structures, technology, processes, and

human intervention.

Barriers are considered to be controls that are implemented to

prevent major incidents from occurring.

By implementing effective barriers, organisations can mitigate

potential risks and prevent accidents, injuries, and environmental
harm.
Barrier Management
There are two types of controls, there are barriers that
reduce the likelihood of an incident occurring, these are
preventative controls.

The second type of barriers are ones that mitigate or

reduce the severity of the consequences. This is a
reactive barrier.

These barriers are presented in a graphical

representation of threats & potential consequences
relating to a hazard, called a Bow-Tie.
Barrier Management
We are exposed to barriers both in our personal
lives as well as in the workplace.

We need to ensure that our barriers are relevant,

effective & robust, to prevent incidents, and
where an incident has occurred, the recovery
barriers in place reduce the severity of the
consequence.
Group Activity
 Barrier Management
• With your table, have a group reflection and identify barriers that you have recognised are not working effectively within our organisation.
• As a group identify the 3 most common ineffective barriers.
• Discuss what can we do differently as individuals to keep our barriers strong.

Identified Ineffective Barriers

(Write down the 3 most commonly identified ineffective barriers in your group)

Identified Personal Solutions to Keep Our Barriers Strong

(Write down the 3 most commonly identified solutions in your group)
Management of Change (MOC)
What is Management Of Change (MOC) for
Safety?
When companies make changes to their facilities, operations, procedures or
organisation, or due to unforeseen circumstances, a deviation is necessary, a
Management of Change or “MOC” may be required.

MOC has a critical purpose, particularly in the oil & gas industry.
It is used to ensure that the environmental, health, and safety risks are
carefully evaluated and controlled prior to implementing significant
changes.

Sometimes changes that might appear quite small can have a large impact
on safety, either by introducing new hazards or degrading existing barriers.

The MOC process gives employers a chance to identify potential new

hazards that could result from these changes.
Management of Change (MOC)

We are exposed to changes on a daily basis, and it

is important to identify what changes require an
MOC.

As an Organisation that is ever evolving, we

make changes and decisions that could possibly
expose or create hazards.

Certain changes may even create a steady

increase of risk or multiple risks over time. This is
called Cumulative Risk.

Changes can impact people, processes and

systems.
Group Activity
 Management of Change
• With your table, have a group reflection and identify changes that have occurred within your department or directorate, that may have exposed or
created hazards.
• As a group identify the 3 most common changes that have occurred that has exposed or created hazards.
• Discuss what can we do differently as individuals to adopt MOC practices, and minimise risk.

Identified Ineffective Changes

(Write down the 3 most commonly identified ineffective changes in your group)

Identified Personal Solutions to Minimise Risk from Change

(Write down the 3 most commonly identified solutions in your group)
Pledge & Reflection
At the end agree on
actions/ suggestions to
improve Process Safety in
your area of the business
and how to contribute to our
AIPS performance.
Take photos of your
Remind everyone to
session and upload via
complete the Online
the Process Safety Day
Survey/ Reflection tool
Page - contractors can
from the
send their photos
Process Safety Day Page
through their respective
Contract Holder (CHs)
to upload.
Thank You