1. Operational Excellence
Suncor Distribution
Contractor Process Safety Awareness

2. Personal and Process Safety
Two Types of Safety Focus Required to Keep a Terminal and the People Who Work There Safe
Journey to Zero
Process Safety Focus
Operational Excellence
Recognize and Control Hazards
Process Safety
Personal Safety

3. Why Process Safety is Needed
Process incidents typically
“ALWAYS”
result from errors or conditions that can ultimately be traced to
breakdowns in management systems.

4. Serious Process Incidents typically involve multiple element failures
Hazard/
Risk
LOSS
Barriers
or Controls
Risk Assessment
Permit to Work
Audit
Emergency Response System, etc.

5. What is Process Safety Management?
PSM definition:
Process Safety Management is the application of management systems and controls (standards, procedures, programs, audits, evaluations) to a manufacturing process in a way that process hazards are identified, understood and controlled
PSM focuses on three key areas:
Technology
Facilities
Personnel

6. Suncor’s 14 Element Model

7. Summary of the 14 Process Safety Elements
Equipment and Process Design Established and Known PSI
Assess the Integrity of the Process Risks PHA
A Correct and Documented Way of Doing Work OP/SWP
Control Modification of Equipment MOC-E
Assure Equipment is Made and Installed to Your Design QA
Check Everything Prior to Startup PSSR
Once Installed Maintain and Improve MI
Control Change of Processes and Procedures MOC-NE
Personnel Trained to the Standard and OP/SWP T&P
Contractor Safety CS
Learn & Improve from all Incidents IL&P
Maintain Sufficient Process Safety Knowledge MOC-P
Prepared for any/all Emergencies EP&R
Continuous Improvement OIA

8. Management System Hierarchy
Company-wide
Business Unit
Facility/Asset
Functions
Operational Excellence
WHY
Values, Strategy, Policy
OEMS
Management System Requirements
WHAT
PSM
Business Processes, Standards, Guidelines
Procedures, Instructions,
Specifications & Tools
HOW 8

9. Each Element Improvement Team will follow a consistent process
Objective: Institutionalize Process Safety (PS) to focus on reducing incidents and injuries while promoting safety awareness, fostering employee involvement, reinforcing safe work practices and monitoring work behaviours.
Assess
“As-Is”
Envision
“To-Be”
Plan
Implement
Establish team, charter, and deliverables
Define/confirm all current processes
Compare current processes to Suncor PS element Standard
Develop Gap Analysis
Develop process to close gaps
Develop draft policies and procedures
Identify metrics
Develop metrics data collection system
Develop staged rollout plan, including pilot if needed
Determine training requirements
Develop training materials
Launch new or improved systems per plan
Monitor metrics to track progress
Audit implementation results
Refine policies, procedures, & training materials to improve and sustain

10. PSM Element Team Roles
Sponsor- Accountable to the organization for the impact of the team’s activities and to the Team Leader and Team members for providing meaningful support.
Team Leader- Accountable to the team sponsor for the fulfillment of the team charter and to the team for providing effective leadership.
Team Members- Accountable to the leader for the completion of individual and joint tasks to achieve the chartered goals.
DuPont Consultant- Accountable to provide effective content and process input to the team as well as training and mentoring. 10

11. Review of Each Element

12. Process Safety Information (PSI)

13. Process Safety Information
What:
Process Safety Information compiles written information that enables employees to identify and understand potential hazards.
PSI includes:
Documentation of the hazards of chemicals; raw materials, intermediates, waste products, finished products
The technology used in the design; process chemistry, process steps and limits
Documentation of the equipment; equipment design, codes and standards used in fabrication
Importance:
Foundational for PSM
Up to date P&ID’s
Necessary to perform Process Hazard Analysis (PHA)
Needed for operating procedures
Input for emergency planning
Must be accessible to all employees 13

14. Process Hazards Analysis (PHA)

15. Process Hazard Analysis
What:
Process Hazard Analysis (PHA) is a thorough, orderly, and systematic approach to identify, evaluate, and control potential hazard scenarios.
Proactive approach
Importance:
Identifies potential hazardous events
Provides framework for understanding the hazardous events and responses to them
Identifies actions to eliminate and/or reduce risks
Identifies consequences and impact on other PSM elements

16. Process Hazards Analysis
Process hazards analysis (PHA) includes the following:
Identifying hazards
Analyzing consequences
Evaluating hazards
a. Hazards evaluation
b. Facility siting
c. Human factors
d. Inherently safer process
Developing and managing recommendations
Establishing documentation

17. When is PHA Needed?
New process and facilities (several reviews during different stages of development)
Screening in early development stage
Design review at design completion
Final project safety report—before startup
Baseline PHA—after any startup changes
Existing facilities
Cyclic analyses—frequency depends on hazards
Revalidation of previous review at least every five years
Technology and facilities changes
Incident Investigation and MOC review key inputs
Mothballing and/or dismantling of process facilities

18. Operating Procedures and Safe Work Practices (OPSWP)

19. Operating Procedures and Safe Work Practices
Operating procedures provide a clear understanding of parameters for safe operation for those who are operating the process. Operating procedures must be written, accessible to the people that use them, and updated whenever there are changes. They must be reviewed at a 3 year frequency.
In addition to normal operation, written procedures should include emergency operation, emergency shut down and temporary operations and include assignment of emergency activities to qualified personnel.
Safe Work practices provide a carefully planned system of procedures and/or permits involving checks and authorizations prior to doing non-routine work in process areas.
Apply to both site and contract personnel 19

20. Safe Work Practices
Developed to ensure the safe conduct of terminal operations. Examples:
Mechanical Isolation
Work Permitting
Ground Disturbance / Excavation
Line Break procedures.
Fall Protection
Confined Space Entry.
Working on or Near Energized Electrical Equipment.
Personal Protective Equipment

21. Management of Change ( MOC)
The objective of MOC is to ensure that all changes to the equipment, procedures and personnel are properly reviewed, approved and that any hazards introduced by the implementation of the change are identified and controlled prior to resuming operation.
Three types of management of change
Management of Engineered Change
Management of Non-Engineered Change
Management of Personnel Change

22. Management of Engineered Change ( MOC E )
The objective of MOC E is to ensure that all changes to the equipment and procedures are properly reviewed and that any hazards introduced by the implementation of the change are identified and controlled prior to resuming operation.
A management of engineered change is any change that is a specified addition, alteration, or removal of equipment, facilities, infrastructure, or software. Alternatively, any change to standards or specifications that may result in new components, materials, processes or procedures being introduced. This includes any alterations to the process safety information for a hazardous process. 22

23. Management of Engineered Change Requirements
Document Authorized Changes
Purpose
Description of change
Technical basis
Safety, health, and environmental impact
Determination if PHA is required
Amended PSI is required
Changes in operating procedures
Training and communication needs
Approval and authorization

24. Management of Non-Engineered Change (MOC NE)

25. Management of Non-Engineered Change
Management of a non-engineered is a change of process control systems or operations, graphic configurations, equipment titles, descriptions, equipment, and similar related items where engineered specifications or process safety information are not affected.
Includes subtle changes that are not replacement-in-kind, to assets or software potentially impacting hazardous processes.
Business areas shall establish and implement written procedures to manage non-engineered changes to assets. 25

26. Management of Non-Engineered Change
The bottom line in using a management of change system is that all modifications:
Receive prudent review, including process safety considerations.
Are appropriately documented, and
Are authorized by appropriate levels of management. 26

27. Management of Personnel Change (MOC-P)27

28. Management of Personnel Change
Site and higher levels of management are responsible for developing and implementing criteria and guidelines regarding management of personnel change so that a minimum level of skills is maintained.
MOC Concepts are applied in the event of:
Promotions/transfers
Resignations/retirements
Illnesses/deaths
Organizational structure changes 28

29. Quality Assurance - QA

30. Quality Assurance Principle:
Quality assurance efforts focus on ensuring that process equipment is:
Fabricated in accordance with design specifications.
Assembled and installed properly.
Features:
Design bases and criteria documented and communicated to vendor and operating/maintenance personnel.
Written quality control procedures addressing fabrication.
Appropriate checks and inspections to ensure critical equipment is fabricated and installed consistent with design specifications.

31. Pre-Startup Safety Reviews

32. Pre-Startup Safety Reviews
The objective of the pre-startup safety review (PSSR) is to ensure the following prior to startup of new and modified equipment:
The equipment and the installation is in accordance with design specification.
Safety, operating, maintenance, and emergency procedures are in place and adequate.
Modified facilities meet the requirements of all appropriate PSM elements.
The training of each employee involved in operating the process has been completed. 32

33. Pre-Startup Safety Review
The Prestart-Up Safety Review (PSSR) provides a final check of new and modified equipment to confirm that all appropriate elements of process safety have been addressed satisfactorily and the facility is safe to operate.
The PSSRs shall be conducted by multidisciplinary teams consisting of manufacturing (including operator), technical, design, maintenance, and appropriate safety representatives on an as-needed basis. 33

34. Mechanical Integrity ( MI )

35. Mechanical Integrity
The mechanical integrity element of PSM is to ensure that the integrity of the process is maintained using preventive/ predictive maintenance procedures to prevent unexpected equipment and instrument failures. 35

36. Mechanical Integrity
The MI program must include written procedures and mechanical employee training for maintaining the on going integrity of the process equipment, including instruments.
The program should also include equipment inspection and testing procedures, frequency and documentation.
The program also includes quality control of procurement, storage, and use of spare parts 36

37. Training and Performance ( T&P )37

38. Training and Performance
The objective of the training element of PSM is to ensure that employees responsible for operating and maintaining the process are adequately trained in safe operating, maintenance, and shutdown practices.
Business areas shall implement procedures that are designed to assure that personnel handling hazardous materials are fit for duty.
The training program shall include provisions for initial and refresher training, and shall document the identity of the employee, date of training, and the means used to verify competency. 38

39. Contractor Safety 39

40. Contractor Safety
The objective of the contractor element of PSM is to ensure that contractors and their employees are aware of the potential hazards involved in the process and how their actions may impact Process Safety.
Assure that compliance with all safety requirements is an integral part any contract. Contractor’s safety performance will be periodically evaluated for use in future Contractor selection opportunities. 40

41. Contractor Safety
All tasks must be completed safely and performed in accordance with established procedures and/or safe work practices, consistent with the principles of good PSM, whether the tasks are completed by site personnel or by contract personnel.
Efforts must be made to ensure that contractor employees are properly trained and informed as to hazards and proper methods of operation. 41

42. Incident Learning & Prevention ( ILP )
The intent of the Incident Management process is to learn from incidents and educate to prevent recurrence of incidents, which can put the company and its employees at risk. This is accomplished by promptly investigating all incidents, both with and without loss, correcting identified failures in management systems and processes, and communicating learning’s.
This standard supports Suncor’s policy of “All Incidents can be Prevented”.

43. Defining Incident Learning and Prevention
Continuous improvement is supported through;
Reporting incidents
Investigating incidents to identify root causes.
Implementing corrective actions
to prevent reoccurrence
Communication of lessons learned
Detecting trends
Incidents include:
An occurrence that caused or could have caused one or more of the following:
Employee injury or illness.
Significant environmental or health impact.
Unfavorable impact on the public.
Significant property damage.
Business interruption.

44. Implementing Incident Learning and Prevention
An Effective Incident Learning System Consists of Five Themes:
1. Initial Response and Management of an Incident
2. Incident Reporting
3. Assessment of Risk and Consequence
4. Incident Investigation and Causal Analysis
5. Action Management and Follow-up

45. Emergency Planning and Response

46. Emergency Planning and Response
In-depth planning for potential emergencies is required so that timely and effective response by the site along with the community can mitigate the impact on people, the environment, and facilities.
Appropriate response procedures must be established for the entire spectrum of emergencies.
Responsible positions and personnel for EPR must be defined.
Training and periodic drills are a vital part of EPR – including local emergency response agencies.

47. Operations Integrity Auditing
The audit element of PSM establishes a procedure to evaluate the effectiveness of the PSM program by identifying deficiencies and recommending corrective action. The audits also illuminate pockets of excellence.
WHAT GETS MEASURED GETS DONE !

48. Summary We have focused our presentation on the following objectives:
Defining PSM and explaining why PSM is needed.
Listing and describing what needs to be in place to to implement a comprehensive PSM program.
Briefly described each of the fourteen elements
Are There Any Final Questions/Comments?