Breakout Session Summary Chemical Industry November 1-2, 2007

Chemical Industry Team Steve Rizzo Roger Evans William Blake Edward Perz Doug Jeffries Tim Counihan Greg Palchak* Kirk Franklin Dennis Hendershot* Walt Siegfried* William Maxson* Kim Nibarger* Jim Seger* Mary Rihn** *Moderators **Student Assistant

Chemical Industry Fatalities Personal Safety Related Process Safety Related

Total Deaths – 358 Contractor Deaths - 202

Organizational Consistency With Trends Data needs to be more robust –needs to include contractors/work activities Small company vs big company data sets Gender stat’s do not match demographics Routine vs non-routine definitions, (example, maintenance, turnarounds are/not “routine”?) Significant % of incidents begins with loss of containment (fires, releases causing exposure)

Most Significant Contributing Causes Competitive forces --Too much focus on short term financial goals (affects resources, physical plant, maintenance, etc.) Less than adequate (LTA) human resources LTA hazard identification skills More contractors ---LTA oversight Procedures “drift”, LTA, or not practical LTA accountability for incident prevention activities for all levels of the organization especially process safety

Most Significant Contributing Causes Worker fatigue LTA training of operators/maintenance & contractors, content, delivery, what and why Contractor “training” –who, what Overreliance on technology (training keeping up with tech.) International operations and immigration challenges Risk tolerance, language, competency, etc.

Most Significant Organizational Weaknesses Failure to hold safety as core value -”walk the talk” Disproportionate emphasis on OSHA rate and worker personal safety vs. process safety (need better balance; better personal safety does not necessarily equate with better overall safety) Inadequate resources Downsizing/lean organizations Overload (fatigue, paperwork, time) Technical competence is inadequate (education and understanding at all levels vs. simple training, check the box) Investigation process needs improvement (rigor, real root cause, follow-up & close out of issues) Implementation of Management of Change is not 100% Recognize changes and their potential impact

Solutions & Best Practices for Fatality Prevention Active, knowledgeable, visible leadership (demonstrated) and support from the top (CEO, Plant Manager, etc.) Integrate safety expectations, responsibilities and accountability throughout organization Effective mechanical integrity program Equipment design engineers –safety tools to design hazards out of the process/system High potential risk identification and analysis; conduct pre-task hazard assessment Effective root causes investigation process with tracking of recommendations to completion (electronic tracking to verify?)

Solutions & Best Practices for Fatality Prevention Adequate resources dedicated to EHS integration Process Safety Management Personal Safety Effective PSM elements management system implementation/integration – compliance vs. “part of the culture” Collect and review data which leads to special emphasis programs on fatality producing activities Clear fatality prevention metrics, goals, accountability for safety performance, with regular review by management with all levels including CEO (caution with metric overload)

Areas of Future Research How to change culture on individual risk taking and invincibility (not going to happen to me) How to better develop personal hazard identification capabilities How to identify leading/lagging metrics and performance indicators for fatalities Including process safety performance How to provide design engineers skills/knowledge to design risk out

Areas of Future Research Training methodologies - best practices/most effective How fatigue effects safety performance Better tools to quantify benefit of safety expenditures (in the language manufacturing, financial, etc. understand – “EHS part of the team”)