LEADERSHIP IN HSE, PROCESS SAFETY AND ASSET INTEGRITY FOR HIGH HAZARD INDUSTRIES

Taj, JLT

3rd - 5th September 2024

COURSE OVERVIEW

The management of the risks associated with Health, Safety and Environmental HSE, threats to a business is becoming increasingly complex and as part of any credible global business, needs to be managed by an Executive Team, supported by the Board of Directors in a consistent, systematic manner. Historical incidents have also shown, that major accident events can result in consequences beyond what the management envisage, resulting in a situation that escalates beyond the capacity of the company to recover both Fnancially and reputationally.
The 2010 Deepwater well blow-out accident is an example, whereby the company had to deal with a significant Financial penalty associated with the environmental impact as well as the personnel casualties and reputational damage. During this three-day course, participants will discover the real HSE challenges that face the Executive Management team and their sub-ordinate managers and stay within global business developing and operating high hazard facilities in the upstream, mis-stream and downstream oil, gas, petrochemicals and elated business segments. The course will describe the basic HSSEQ management systems in place for both occupational and process safety hazards and the different aspects requiring control to ensure risks are controlled to As Low as Is Reasonably Practicable, ALARP through the people, processes and plant utilized in the business.

MEET THE COURSE LEADER

Chartered UK Safety Professional, Civil Engineer and Process Safety Specialist With 40+ Years Global Experience in the Oil, Gas, Petrochemical and Construction Industries

METHODOLOGY

Practical Scenarios

Interactive Brain Storming Sessions

Real Time and Universal Case Studies

Market Simulation Exercises

Virtual Presentations

Round Table Discussions

MASTERCLASS OBJECTIVE

WHO SHOULD ATTEND

COURSE AGENDA

COURSE OUTLINE – SESSIONS 1 TO 4

Session 1 - HSE Management Systems

  • Elements of HSE Management Systems – The POPMAR model
  • Key policy documents covering Health, Safety, Security, Environment and Quality
  • The Governance triangle of policies, standards, procedures, and guidance.
  • HSE Golden Rules – company practices and international guidance
  • The global HSE regulatory framework – risk management using prescriptive
    versus ALARP
Case Study 1: Piper Alpha – The accident that created the basis of risks being ALARP

Session 2 - Aspects of Environmental Management Systems, EMSs

  • Current issues for environmental compliance
  • Building an EMS to align with ISO 14001 requirements.
  • Dealing with major environmental incidents such as oil spill response
  • Application of Best Available Techniques, BAT assessments to projects.
  • Environmental Management and ESG Principles
Case Study 2: Major Environmental oil spill event due to MOC failure – HILO BAY HAWAII

Session 3 - Managing Occupational Health and Injuries

  • Occupational safety and health hazards, regulations, and standards.
  • Specific hazards, incidents, and risk controls in the oil industry.
  • Occupational exposure and health risk assessments.
  • Epidemic control and management.
  • Dealing with injury classifications to maintain data accuracy.
Case Study 3: Team breakout – OSHA occupational accidents and classification

Session 4 - Management of Contractor HSE Performance

  • When/What to Outsource to a Contractor – Energy Institute approach
  • Developing Project HSE Plans
  • Evaluation and Selection of Contractors –
  • IOGP guidelines Managing Contractor HSE Post Contract Award –
  • Adopting performance incentives – do they work?
  • Developing Bridging Documents for Project Execution
  • Control of Work and contractors – incident examples

Case Study 4: Deepwater Horizon – Failures of Leadership and Control of Work

COURSE OUTLINE –SESSIONS 5 TO 8

Session 5 - Human Factors in HSE Management Systems

  • The 12 Essential Elements of an Effective Safety Culture
  • Leader’s Impact on organizational culture and Human behavior
  • Human factors engineering, control room/alarm design, and ergonomics.
  • Why design and construction to industry standards is not the solution without
    Considering human factors
Case Study 5.1: Formosa Plastics Plant explosion – human errors caused by plant design and operation

Session 6 - Process Safety Management Systems

  • Process safety leadership – International Best Practices and Auditing
  • Process safety hazard identification and risk analysis.
  • US Chemical Safety Board and UK Energy Institute process safety management systems
  • Conducting process safety incident investigations – why-why event trees and causation
    factors
Case Study 6: The Flixborough Chemical Plant Explosion – the incident that created the major hazards legislation. Linking asset integrity with process safety

Session 7 - Delivering Human Performance in Operations

  • Effective use of management visits to improve human performance
  • Dynamic risk assessments – the Mind-Safe technique
  • Safety Critical Task Analysis
  • Resilience through an effective Management of Change, MOC, process
  • Continuous improvement using the Lessons Learned process.
Case Study 7.1: Undertaking a Safety Critical Task Identification/Analysis for a major oil/gas facility – a working tool to adopt within your company.

Session 8 - Becoming HSE Leaders in Your Company

  • “Hearts versus Minds” – why actions work but data reporting may not
  • Personal Versus Process Safety – How Leaders Manage the Different Risks
  • Process safety leadership visits – execution and content
  • Avoiding organizational drift and its impact on process safety

Case Study 8: Boeing 737 Max Aircraft crashes – drifting into disaster

COURSE OUTLINE – SESSIONS 9 TO 13

Session 9 - Developing high performance in HSE

  • Senior management HSE visits -requirements and outcomes
  • HSE metrics for occupational and major accident safety management
  • Key Metrics for Asset Integrity Management
  • Principles of High Reliability Organisations
Case Study 9: Failure to learn in organizations – the Texas City refinery explosion

Session 10 - Competency Management and Development Systems

  • What is competency and capability?
  • Contents of a competency management standard & ISO Certification
  • Legislation requirements for competency in the oil/gas industry
  • Evaluating process safety practical skills during the project and operational phases
Case Study 10.1: Errors of Judgement – Avoiding Cognitive Biases.
Case Study 10.2: Competency during Operations – Step Change Video

Session 11 - Key Operational HSE Risk Management Controls

  • Control of Work systems
  • Design and implementation of a Management of Change, MOC, process
  • Operational Risk Assessments, ORA – best practice model
  • Continuous improvement using the Lessons Learned process.
Case Study 11: Major accident due to failures in operational risk controls – olefins plant, Louisiana USA

Session 12 - The Future of HSE Management

  • System complexity – can we ever make systems inherently safe and reliable?
  • Emerging risks – cyber security’s impact on major accidents and asset performance
  • Using Artificial Intelligence AI, remote operations and enhanced data management to make plants inherently safer
  • Energy Transitions and Emissions Management
Case Study 12: Cyber security Risks and the Human Element – recent incidents and Mitigation measures plus application methodology.

Session 13 - Masterclass Close-out What did we learn?

  • Re-cap of key learnings from the 3-day course.
  • Course Q&A Course Assessment and Close-out

REGISTRATION FORM

Venue

Dubai - UAE

Get in touch

EMAIL US
CALL US
Copyright © 2024 All rights reserved. Powered by Verve Management DMCC.