Presentation Neptun Foren_2010

8/9/2019 Presentation Neptun Foren_2010

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SAFETY — In Integrated Safety Management (ISM), the term“safety” is used synonymously with environment, safety

and health (ES&H) to encompass protection of the public,the workers, and the environment [DOE P 450.4].

Safety is a dynamic non-event; a stable outcomeproduced by constant adjustments to system

parameters.

To achieve stability, change in one system parameter must be compensated for by changes in other

parameters, through a process of continuous mutual

adjustment [Reference: Weick & Sutcliffe].



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Safety culture is that assembly of individual andorganizational characteristics and attitudes that ensuresthat safety is regarded as an overriding priority and that

safety issues receive the attention warranted by their significance. (IAEA 1991)

SAFETY CULTURE -The safety culture of an organization isthe product of individual and group values, attitudes,competencies, and patterns of behavior that determine the

commitment to, and the style and proficiency of, an

organization’s health and safety programs. Organizationswith a positive safety culture are characterized by

communications founded on mutual trust, by sharedperceptions of the importance of safety, and by confidence

in the efficacy of preventive measures.The term safety culture entered public awareness through

the vocabulary of nuclear safety after the Chernobylnuclear power plant explosion.



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Security Culture: All organizations involved in implementingphysical protection should give due priority to the securityculture; to its development and maintenance necessary to

ensure its effective implementation in the entireorganization.

Every company should, in order to protect individuals,society and the environment, take the appropriate measuresto ensure … the promotion of safety culture and of security

culture with respect to natural gas sources of releases.The concept of security culture refering to the assembly of

characteristics, attitudes and behaviour of individuals,

organizations and institutions which serves as a means tosupport and enhance natural gas infrastructure security.



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INTEGRATED SAFETY MANAGEMENT SYSTEM - A safetymanagement system that provides a formal, organized

process whereby people plan, perform, assess, andimprove the safe conduct of work efficiently and in amanner that ensures protection of workers, the public, and

the environment.

This management system is used to implement ISM tosystematically integrate safety into management and workpractices at all levels so that missions are accomplished

while protecting the public, the worker and theenvironment.



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System factors represent management systems and structures that determine people's

'on-the-job' behaviors. When these systems and structures are aligned and function as

intended, organizations become highly profitable as their cost-base is always 'adding

value'. When misaligned or functioning badly, enterprise-wide risks and operational

risks are created. In turn, this creates a culture of crises management which soonbecomes the norm. In such conditions safety is often overlooked or paid 'lip-service'.

Job factors refers to the use and set-up of materials, equipment and manpower which

determine the way people behave 'on the job'. Well planned and executed jobs are

completed safely, on time and within budget. Any one job factor that does not meetexpected standards can lead to delays and cost-overruns. In these circumstances

safety tends to be overlooked or paid 'lip service'.

People factors represent such things as motivation, leadership styles, commitment,

attitudes, beliefs and values. If these are aligned to your organization's goals and

objectives, people take responsibility for their actions and are committed to

improvement in all spheres of activity. If not, poor performance can become the norm

with safety being overlooked or ignored



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All three factors constantly interact with each other tocreate the organization's safety culture.

Despite excellent managerial systems, people may still notbehave in expected ways because of their attitude and

belief systems.Conversely, people may take safety seriously, but still

behave unexpectedly to overcome challenges presentedby system malfunctions. Many company's choose

consultancies who tend to focus on only one factor at theexpense of the other two.

Although well intentioned, research by the best businessschools has shown a singular approach is doomed tofailure.



9Universal features of natural gas infrastructure security culture



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Security policy means:Identifying the security significance of individual

systems;Specifying threat levels;

Developing performance standards and periodicperformance testing programmes;Reporting;

Designing physical protection systems;

Licensing of organizations for particular activities;Accounting and record keeping;

Enforcement regarding non-compliance withregulations or failure of performance testing;

Protection of sensitive information;Measures for the detection of, and response to,

malicious acts involving natural gas releases.



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The Components of Safety Culture[based on James Reason, professor of psychology, University of Manchester (1997)]Definitions of Informed, Reporting, Just, Flexible and Learning Cultures



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The “Swiss cheese” model of human error causation(adapted from James Reason, 1990).



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An elementary fault-error-failure chain generating a holein a given system's layer



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Defan.htm



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STAGES OF SAFETY CULTURE

Stage I. The organization sees safety as an external requirement and not as anaspect of conduct that will help the organization to succeed.The external requirements are those of national governments, regionalauthorities or regulatory bodies.

Stage II. An organization at Stage II has a management which perceives safetyperformance as important even in the absence of regulatory pressure.

Stage III. An organization at Stage III has adopted the idea of continuous

improvement and applied the concept to safety performance. There is a strongemphasis on communications, training, management style, and improvingefficiency and effectiveness. Everyone in the organization can contribute.Some behaviours are seen within the organization which enable improvements totake place and, on the other hand, there are behaviours which act as a barrier to

further improvement.Consequently, people also understand the impact of behavioural issues onsafety.



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• Rule-based

mistakes – actionsthat matchintentions but do notachieve their intended outcomedue to incorrectapplication of a ruleor inadequacy of the

plan.

• Rule-based

mistakes – actionsthat matchintentions but do notachieve their intended outcomedue to incorrectapplication of a ruleor inadequacy of the

plan.

• Skill-basedmistakes – slipsand lapses –when the actionmade is not whatwas intended

Reason classified errors based on Rasmussen’s 3 levels of performance



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Safety Factors for Assessing Pipeline Anomalies

Predicted Failure Pressure

The concept of predicted failure pressure (also known as “remaining strength”)can best be viewed in the context of the pressure-carrying capacity of apressurized pipeline. If the internal pressure in a piece of defect-free pipe isincreased without limit, the pipe will typically burst when the hoop stress level

reaches the ultimate tensile strength of the material. The pressure levelassociated with this event is typically called the “burst” pressure.

- Effects of Wall Thickness- Corrosion Rates- Integrity Assessment Levels- Operating Stress Levels on Response Times



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Integrity Assessment Levels

Corrosion Rates

Effects of WallThickness

Operating

Stress Levelson ResponseTimes

PredictedFailure

Pressure



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…I’M FINISHED

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Presentation Neptun Foren_2010