GSA House,

OHSAS 18001 & PSPI Market Place,

Brigg,
North Lincolnshire, UK,
Stephen Groves DN20 8HA
Process Safety Manager Tel: +44 (0)1652 601555
Fax: +44 (0)1652 601556
www.gsa-ltd.co.uk
 Company Introduction
• Formed in 1992

• A purpose built Head Office in Brigg (North Lincolnshire, UK) with other offices in London and Abu
Dhabi

• Resources:
– Chemical Engineers
– E&I engineers
– Mechanical Engineers
– Planners
– Quality Assurance

• ISO 9001:2000, Investors in People

 Areas of Work
Energy
• Oil Refining
• Upstream / Downstream Operations
• Gas handling and transport operations
• Fuel Blending for Electricity Generation

HSE / Process Safety

• SIL Assessments and Installation Review
• HAZOP
• ATEX Risk Assessments
• Relief and Flare Studies

Worldwide
• Middle East (Iran, Oman, Yemen)
• Eastern Europe (Russia, Ukraine, Bosnia)
• South America (Brazil, Venezuela)
• Africa (Sierra Leone, Nigeria, South Africa, Cameroon)
 OHSAS 18001

AND

Process Safety Indicators

OHSAS 18001
 Setting Objectives
Setting objective is an integral part of the planning of an OH&S
management system. An organisation should set objectives to fulfill the
commitments established in its OH&S policy, including its
commitments to the prevention of injury and ill health.

The process of setting and reviewing objectives, implementing

programmes to achieve them, provides a mechanism for the
organisation to continually improve its OH&S management system and
to improve its OH&S performance.
 OHSAS 18001
The organisation shall establish, implement and maintain
documented OH&S objectives, at relevant functions and levels
within the organisation.

The objectives shall be measureable, where practicable, and

consistent with the OH&S policy, including the commitments to the
prevention of injury and ill health, to compliance with applicable
legal requirements and with other requirement to which the
organisation subscribes and to continual improvement.
 OHSAS 18001

Performance measurement and monitoring

An organisation should have a systematic approach for
measuring and monitoring its OH&S performance on a regular
basis, as an integral part of its overall management system.
 OHSAS 18001
The organisation shall establish, implement and maintain a procedure(s) to
monitor and measure OH&S performance on a regular basis. This
procedure(s) shall provide for:

a) Both qualitative and quantitative measures, appropriates to the needs of

the organisation;

Process Safety Performance Indicators

for the Refining and Petrochemical Industries

ANSI/API RECOMMENDED PRACTICE 754

FIRST EDITION, APRIL 2010
 Tier 1 Performance Indicator

Tier 1 process safety events is the most lagging performance indicator

and represents incidents with greater consequence resulting from
actual losses of containment due to weaknesses in the barriers.

A Tier 1 Process Safety Event (T-1 PSE) is a loss of primary

containment (LOPC) with the greatest consequence
 Tier 1 Performance Indicator

Tier 1 PSE Rate

The Tier 1 PSE Rate shall be calculated as follows:

Tier 1 PSE Rate = (Total Tier 1 PSE Count / Total Work Hours) ×
200,000

NOTE Total work hours includes employees and contractors

 Tier 2 Performance Indicator
The count of Tier 2 process safety events represents LOPC events with
a lesser consequence.

Tier 2 PSEs, even those that have been contained by secondary

systems, indicate barrier system weaknesses that may be potential
precursors of future, more significant incidents.

In that sense, Tier 2 PSEs can provide a company with opportunities for
learning and improvement of its process safety performance.

Tier 2 PSE Rate = (Total Tier 2 PSE Count / Total Work Hours) × 200,000
 Tier 3 Performance Indicators Challenges to
Safety Systems
A Tier 3 PSE typically represents a challenge to the barrier system that progressed
along the path to harm, but is stopped short of a Tier 1 or Tier 2 LOPC consequence.
Indicators at this level provide an additional opportunity to identify and correct
weaknesses within the barrier system.

Tier 3 indicators are intended for internal Company use and can be used for local
(site) public reporting.

A Company may use all or some of the example indicators below:

•safe operating limit excursions;
•primary containment inspection or testing results outside acceptable limits;
•demands on safety systems;
•other LOPCs.
 Tier 3 Performance Indicators
Challenges to Safety Systems
The count of Demands on Safety Systems is typically segregated by system type (e.g.
SIS, PRD, and Mechanical Trip). Some Companies may find that a rate of demands per
safety system type provides a more useful indicator than a simple count.

Tier 3 Demands on Safety Systems may be subcategorized as follows:

•number of SIS activations;

•number of mechanical trip activations;
•number of Tier 3 PRDs directly to atmosphere;
•number of Tier 3 PRDs to atmosphere via a downstream destructive device.
 Tier 4 Performance Indicators
Operating Discipline & Management System Performance

Tier 4 indicators typically represent performance of individual components of

the barrier system and are comprised of operating discipline and management
system performance. Indicators at this level provide an opportunity to identify
and correct isolated system weaknesses.

Tier 4 indicators are indicative of process safety system weaknesses that may
contribute to future Tier 1 or Tier 2 PSEs. In that sense, Tier 4 indicators may
identify opportunities for both learning and systems improvement.

Tier 4 indicators are intended for internal Company use and for local (site)
reporting.
 Tier 4 Performance Indicators
• Process Safety Action Item Closure — % and/or number of past-due process safety actions.
This may include items from incident investigations, hazard evaluations or compliance
audits.

• Training Completed on Schedule — % of process safety required training sessions

completed with skills verification.

• Procedures Current and Accurate — % of process safety required operations and

maintenance procedures reviewed or revised as scheduled.

• Safety Critical Equipment Inspection — % of inspections of safety critical equipment

completed on time.

This may include pressure vessels, storage tanks, piping systems, pressure relief devices, pumps,
instruments, control systems, interlocks and emergency shutdown systems, mitigation systems, and
emergency response equipment.
 Tier 4 Performance Indicators
Operating Discipline & Management System Performance

Safety Critical Equipment Deficiency Management—Response to safety critical

inspection findings (e.g. nonfunctional PRDs and SISs). This may include proper
approvals for continued safe operations, sufficient interim safeguards, and
timeliness of repairs, replacement, or rerate.

Fatigue Risk Management—Key measures of fatigue risk management systems

may include: percentage of overtime, number of open shifts, number of extended
shifts, number of consecutive shifts worked, number of exceptions, etc.
OHSAS 18001
 OHSAS 18001

The purpose of data collection, data analysis, and reporting is to facilitate

learning and improvement.

Management reviews should be carried out by top management, on a

regular basis (e.g. quarterly, semi-annually, or annually) and can be carried
out by meetings or other communication means. Partial management
reviews of the performance of the OH&S management system can be held
at more frequent intervals, if appropriates. Different reviews can address
different elements of the overall management review.
 Thank you for your time

Further case studies can be viewed on www.gsa-ltd.co.uk

Stephen Groves – Process Safety Manager

sgroves@gsa-ltd.co.uk
Tel: 01652 601555