We Never Thought It Could Happen To Us Presented by Scott Snyder

Deep Water Horizon 4-20-10

Fukushima 3-11-11

BP Refinery in Texas City, 2005 A massive explosion kills 15 and injures 180 at the BP Texas City refinery. The explosion occurred in an isomerization unit at the site, resulting in the deaths and injuries. According to a report issued after the accident, actions taken or not taken led to overfilling the raffinate splitter with liquid, overheating of the liquid, and the subsequent overpressurization and pressure relief. Hydrocarbon flow to the blowdown drum and stack overwhelmed it, resulting in liquids carrying over out of the top of the stack, flowing down the stack, accumulating on the ground, and causing a vapor cloud, which was ignited by a contractor's pickup truck as the engine was left running. The report identified numerous failings in equipment, risk management, staff management, working culture at the site, maintenance and inspection, and general health and safety assessments.

I’ll Get it Done

What is Safety? Safety is freedom from danger, risks or accidents that may result in injury, property damage or death.

Recipe for SUCCESS Management Commitment Incident Investigation Communications Hazard Recognition Audits/Inspections Management of Change Training Employee Involvement Accountability

MANAGEMENT COMMITMENT Leadership – “LEAD” Walk the Talk Set the “GOOD” example Employee engagement Be fair & consistent Employee Involvement It’s not “Do What I say, Not What I Do” Starts at the TOP

INCIDENT INVESTIGATION THE KEY RESULT SHOULD ALWAYS BE TO PREVENT A RECURRENCE OF THE SAME INCIDENT.

OUTCOMES OF INCIDENTS NEGATIVE ASPECTS DEATH & INJURY DISEASE DAMAGE TO EQUIPMENT & PROPERTY LITIGATION COSTS LOST PRODUCTIVITY REPLACEMENT WORKERS ADDITIONAL TRAINING COMMUNITY IMPACT

WHO SHOULD INVESTIGATE DEPENDENT ON SEVERITY OF THE ACCIDENT INVESTIGATION TEAM INDIVIDUALS INVOLVED SUPERVISOR SAFETY DEPARTMENT UPPER MANAGEMENT WITNESSES OUTSIDE CONSULTANTS

INVESTIGATION STRATEGY GATHER INFORMATION & ESTABLISH FACTS ISOLATE ESSENTIAL CONTRIBUTING FACTORS DETERMINE CORRECTIVE ACTIONS IMPLEMENT CORRECTIVE ACTIONS

INVESTIGATION STRATEGY FACT GATHERING ISOLATE SCENE BE IMPARTIAL & OBJECTIVE PHOTOS/DIAGRAMS INTERVIEW PEOPLE COMPILE PROCEDURES & RULES FOR THE AREA GATHER MAINTENANCE RECORDS ON EQUIPMENT INVOLVED MAKE IT CLEAR THE OBJECT OF THE INVESTIGATION IS TO AVOID RECURRENCE, NOT TO APPORTION BLAME

CONTRIBUTING FACTORS ENVIRONMENTAL DESIGN SYSTEMS & PROCEDURES Noise, heat, light, vapors, dust DESIGN Workplace layout, tools, equipment SYSTEMS & PROCEDURES Lack of or inappropriate HUMAN BEHAVIOUR Common to all accidents

Corrective Actions Determine Them Implement Them Look Deep Find them all Keep asking WHY Implement Them Fix it Train it Improve it

Concerns If Not, It Will Happen Again None or incomplete investigation Not finding causes Not addressing corrective actions No Employee Involvement Not communicating lessons learned If Not, It Will Happen Again

WHEN AN ORGANIZATION REACTS SWIFTLY AND POSTIVELY TO INCIDENTS AND INJURIES, IT’S ACTIONS REAFFIRM ITS COMMITMENT TO THE SAFETY AND WELL-BEING OF ITS EMPLOYEES

COMMUNICATIONS Weekly/monthly newsletters All hands meetings/Tailgate Safety flashes/Guardians Suggestions boxes Open & Honest Two-way, Good or Bad Employee Involvement Post – Near misses, Investigations, Audit findings & Corrective actions, Completion dates, Targets, etc. Builds Trust

Safety Whiteboard Expectations Supervisor/Safety Rep to hold meetings 1/week at Safety Whiteboard on shop floor/break room Mandatory union attendance and support groups (FSE/QE) Target time of 20 min. Only topic is safety Agenda: Review updates of items on the whiteboard Poll group for new issues Triple I Matrix (Distribution List) Outstanding Ergo Assessments Last week’s statistics Near Miss/Incidents – description of Other Safety Stuff Guardians Safety Alerts Leading/Lagging indicators (discuss 1/month) Safety Initiative (Departmental performance) - LWD/RIR

Before starting work, make sure you have everything you need to do your job safely. Have the right tools Have the right safety equipment Know how to do the job safely Know you’re fit and competent

Speak up about safety Daily briefings Task specific training Suggesting safer ways of working to others Reporting unsafe acts and conditions Being safety proactive

Never walk by If you see someone acting unsafely… point out the right way If you see an unsafe condition… fix it and report it If someone shows you a safe way… thank them for it; they may have saved you from injury or worse

Home safe We all have family and friends We all have interests, hobbies and passions 24 hours a day

Working in the Red Zone How do you know when you are in the “Red Zone”? There are certain phrases or thoughts that should throw up a flag to alert you that you may be in danger. “I’ve never done this before.” “I don’t have the right tool.” “This isn’t the same as the others” “I haven’t been trained for this” “This is rework” “This is a new job” “This is a new procedure” “This isn’t how we usually do it”

Most Accidents Happen in the “Red Zone.” When you hear or think any of those phrases you should immediately: STOP THINK MAKE SURE YOU ARE PERFORMING THE JOB SAFELY GET THE RIGHT TOOLS ASK FOR HELP REPORT YOUR CONCERN

HAZARD RECOGNITION Risk Assessments Job Task Identify them Implement corrective actions Continually reduce risk Reevaluate occasionally Job Task JSA’s or JSP’s Work Instructions

Near Misses/Close Calls Investigate near-misses since they are potential Incidents Incidents or injuries are the “tip of the iceberg” of hazards Incidents Hazards More Near Misses = Less Incidents

Why focus on near misses? Our safest sites are those that report the most near misses 1 fatality Employee trips, falls, hits head. Dies. 30 major injuries Employee trips, falls and fractures arm. Eight weeks out of work. 300 Recordables Employee trips, falls and lacerates hand. Five stitches. 3,000 first aid injuries Employee trips, falls. Bruises hip. Employee steps over waste. Walks away. 30,000 near misses

AUDITS/INSPECTIONS Conduct training Knowledgeable with OSHA and other regulations Go in Teams, (2 or 3 members) Do different areas Engage workers Show positives, not just negatives Take others along Identify opportunities & Implement Corrective Actions Set dates or timelines Responsible parties for completion

YOU MUST GET CLOSURE

Management of Change Get the picture up front Changes to the process New machinery/equipment Location changes New processes or products New or changes to the facility Cheaper to do it up front instead of afterwards

TRAINING OSHA Other regulations Company Job/Task specific Skill sets Show competency Follow-up Know the Difference between right and wrong

Training helps to Prevent Incidents! Get the picture?

Rules for Lifting Get close to the load. Test the load Keep feet apart. Keep back straight. Bend your knees. Tuck your chin. Grip the load with your palms. Get help if needed.

Employee Involvement Always get employees involved Gains support/buy-in Easier for change People like to be active and heard The workers usually know the answer Create a team environment Happier & more productive

SAFETY TEAMS Employee Involvement & Buy In Mission statement Focused Proper members Special Project Teams For all Teams Have a charter Keep minutes and attendance Stay on track Celebrate successes

ACCOUNTABILITY Do What You Say What Happens If You Don’t Hold everyone “accountable” Can be very uncomfortable for most people

“Wise men learn from other’s men’s mistakes, fools by their own”. (Chinese proverb)

ALWAYS ASK YOURSELF - What am I about to do? How can I get hurt? How severe will the injury be? What can I do to prevent it?