Introduction

Most people use the term “risk” in their daily lives. Risk is a function of the probability of occurrence of an event in a given time period and the consequences (severity) of that occurrence. Many of the decisions made by people in everyday life are risk-based. Simple decisions such as cycling, driving, riding an aircraft, and even big decisions such as investing, buying a home, surgery, etc., are always accompanied by risk acceptance. It’s safe to say that life is not risk-free, and all people will inevitably be risk aversion. Economically, the profitability and non-economic aspects of the physical or psychological consequences created for humans in the above decision-making processes are influential. According to ISO 31000, risk management consists of five stages of risk identification, risk assessment, risk assessment, risk control, monitoring and re-evaluation (International Organization for Standardization, 2009). The HSE-MS’s Guide to Identifying Risks and their Impact, Risk Assessment and Risk Reduction Measures is directly mentioned (The international association of Oil & Gas Producers, 1994). The Standard for Occupational Safety and Health Management (OHSAS), a new edition of which has been renamed to ISO 45001 and scheduled to be released in 2016, identifies risk, assesses risk, and determines appropriate controls for risk from the requirements for deployment of this system (British Standard Institute, 2007). In the Environmental Management System (EMS-ISO 14001), the environmental aspects and environmental impacts that are considered as environmental risk are considered (International Organization for Standardization, 2004). The new edition of the Quality Management System Standard (QMS-ISO 9001, released in 2015) is also intended to address the issue of risk and its analysis (International Organization for Standardization, 2015). In Risk Based Inspection (RBI), unlike current inspection programs, there is no fixed and identical interval for inspection of all equipment, but each device or equipment will have its own separate inspection program.

In this method, at first, the probability and the consequences of equipment disruption (especially pressure equipment) are calculated and the risk level is obtained. Based on the amount of risk, the equipment is pre-specified and the inspection plan is defined (American Petroleum Institute, 2009). Apparatus and equipment, although well-designed and built, will not be safe unless they are well maintained and repaired. Risk-Based Risk Management (RBM) uses risk levels as a measure of repair planning and design. In this strategy, the design and decision making for the note is based on the level of risk that failure to perform the note in due time will create. In addition, the results of this method can be used to specify the resources and budget needed for the optimal performance of the process industries in the maintenance and repair department (Faisal I. Khan, Mahmoud M. Haddara, 2003) and (N.S. Arunraj, J. Maiti. 2007). Chemical safety activities, especially in the oil industry, have been taking place very far away. After several catastrophic industrial disasters (in many parts of the world), Process Safety Management (PSM) was initiated by the OSHA in the early 1990s. And in order to reduce the risk of incidents occurring in the process industries (U.S. Department of Labor, Occupational Safety and Health Administration, 1994). (U.S. Department of Labor, Occupational Safety and Health Administration, 2000) However, in many companies the incorrect performance of the organization’s management system and the deficiencies in the PSM, as well as the absence of significant advances in the safety of process industries, led to a new approach is called the Risk Based Process Safety (RBPS). Figure 1 shows the center of risk in a variety of topics. This form draws the attention of industry managers and decision-makers in different areas to the importance of risk (Center for Chemical Process Safety, 2007).

Figure 1. Application of risk management in various fields

After about 15 years of implementation of PSM, the Center for Chemical Process Safety (CCPS) has been developing the RBPS in the late 2000s. Therefore, it can be said that the safety of the risk-based process has provided a framework for a new generation of process safety management. Various strategic approaches have been developed in the process industries over the past decades in the field of chemical incidents and damages. A risk-based strategy prevents unnecessary resources from being allocated to low-risk activities, thus releasing existing resources for high-risk activities. In RBPS, while identifying all hazards, it is pointed out that the risk of risks is not the same and that it is necessary to identify larger risks, this identification helps the management to use existing resources first for greater risks. Make By this way, the limited resources available in the organization are effectively and efficiently used to promote the safety of the system and increase the overall performance of the organization. Commitment and real determination, reliable and continuous on the safety of the process, is the basis and basis for the process of safety excellence. The management commitment has no substitute and this commitment should be extended throughout the organization. If there is a belief in employees that the safety of management is a real value, the willingness to do the right thing in a safe and appropriate manner will increase. This principle has five elements.

Methodology

Organizations that understand the risks and understand the risks, resources that are usually limited in the organization, will be as effective as possible. Less risky operations have the potential to stabilize the system and prevent various stresses on process equipment and personnel. This principle has two elements. Risk management; this principle should be considered continuously and continuously. The focus of this principle is on the maintenance and prudent operation of the process, and emphasizes management of change, emergency response, and readiness in the event of various occurrences. This principle has nine elements. Learning from experiences means continuous monitoring of internal and external information in relation to events (events and events) and lessons learned from them. In this principle, feedback is based on performance indicators, events, audits, and management review. With the information obtained from the evaluation of performance indicators, sufficient reason and motivation will be created to improve the performance of the organization. This principle has four elements. According to Table 1, each of the four principles in the RBPS has the following elements as follows: As indicated in the table, the highest number of elements is included in the risk management principle, which indicates the centrality and importance of the risk category in the RBPS strategy (Center for Chemical Process Safety, 2007).

Table 1. The Four Principles and the Twenty Elements in the RBP

Performance indicators, which in some texts are referred to as key performance indicators (KPIs), and in some cases also metrics, (Janicak, 2005) and (Center for Chemical Process Safety, 2011), such as the dashboard, it is a car that can be prevented from undesirable events due to inadequate system operation, in addition to monitoring the system conditions instantly. Identifying indicators and monitoring them is required in order to achieve continuous improvement and also measure activities and actions against needs and objectives. By using indicators, learning from experiences and lessons learned from events is one of the principles of the RBPS. Indicators can be divided into two types of forward and follow ups as follows. Leading Indicators: The (leading indicator) indicates the effectiveness and effectiveness of operational, process, and management actions in the field of safety and shows the impact of preventive measures in the events (Center for Chemical Process Safety, 2007). These types of indicators indicate the potential issues and potentials for deteriorating conditions, thus providing justifiable reasons for carrying out preventive activities and providing resources for it. By monitoring the progress indicators, the weaknesses are identified and can be predicted and even prevented before an event with an adverse outcome occurs. Inspections, audits, certifications, safety meetings, percentage of events reviewed, pseudo-events, training, new systems or controls. Are examples of leading indicators (UK Health and Safety Executive, 2008) and (American Petroleum Institute, 2010). Lateral indicators: (lagging indicator) is like the car’s rear mirror and is oriented towards the outputs or the reverser to the record. These types of indicators represent actual issues and measure the quality of the activities performed on the basis of the cases that occurred. Human casualties, lost work days, injuries, occupational diseases, material leakage, fire and explosion, dangerous energy release, warning and summoning from legal authorities, ... samples of the indicators of the recession (UK Health and Safety Executive, 2018) and (American Petroleum Institute, 2010). Generally, progressive, forward-looking indicators and backward indexes are retrospective. Identifying or categorizing indices and determining which indicators are progressive and which index is far from important. It is important that using the actual data in the organization, a combination of indicators is defined and measured and analyzed in appropriate time intervals.

Result and discussion

In this paper, based on the experience of the process industry, 24 criteria are considered first in Table 2. Criteria are the main activities or systematic actions that are carried out in different parts of the process industry and are in some way related to the safety of the system.

After determining the above criteria, indicators should be considered as progressive and progressive. In addition, each index must have at least a similarity criterion, it should also be appropriate. The characteristics of an appropriate index are given in Table 3. In this table, six characteristics are considered in order to assess the appropriateness of an indicator (American Petroleum Institute, 2010).

Table 6. Characteristics of an appropriate indicator

For each element of RBPS, separate indicators (total 105 indicators) are presented in Table 4 as proposed. The indexes in Table 4 are a combination of author ideas and the CCPS guideline. The definitions of these indicators have also been considered to be feasible. Using existing data in the organization and determining the relevant mathematical formulas in different software programs, it is possible to analyze these indexes and examine their trends.

For each of the RBPS elements, the individual indices in Table 4 are considered as proposed. The indexes in Table 4 are a combination of author ideas and the CCPS guideline. The definitions of these indicators have also been considered to be feasible. Using existing data in the organization and determining the relevant mathematical formulas in different software programs, we can analyze these indexes and examine their trends. Criteria, actions and activities carried out in different parts of the organization. In order to determine responsibilities in these areas as well as allocate the resources they need; they should identify the position of each indicator in the predefined criteria. Indicators can be likened to a thermometer or barometer in a physician’s (director or supervisor’s) office, by which the process of improving the condition is monitored.

If the inadequate indicator is chosen, the organization’s problems will not be identified and the goals in the RBPS will not be realized. Based on industry standards relating to quality, safety, etc., all emphasizing on the identification and assessment of the organization’s risks, the establishment of risk-based process safety in integrating these standards and making optimal use of the organization’s resources is very efficient. In order to carry out effective measures and also to make a realistic decision in process industries, we need to use performance indicators. Without the actual information on the safety of the process, it is not possible to improve the complex version and conditions. Performance indicators are the only tools available to examine the safety of process industries. The application of the leading indicators is in targeting and allocating resources and the use of post-graduate indicators in learning and learning from the past. The use of indicators should take into account the past and future, and the most suitable indicators in combination (forward and backward).

References

American Petroleum Institute (2010). Process Safety Performance Indicators for the Refining and Petrochemical Industries, API RP 754.

American Petroleum Institute (2009). Risk-Based Inspection, API RP 580.

Arunraj, J. Maiti (2007). Risk-Based Maintenance (RBM): Techniques and applications, Journal of Hazardous Materials 653–661.

British Standard Institute (2007). Occupational Health and Safety Assessment Series. OHSAS, 18001.

Center for Chemical Process Safety (2007). Guidelines for Risk Based Process Safety(RBPS).

Center for Chemical Process Safety (2011). Process Safety Leading and Lagging Metrics.

Christopher A. Janicak (2005). Safety Metrics, Tools & Techniques for Measuring Safety Performance, Government institutes.

Faisal I. Khan, Mahmoud M. Haddara. (2003). Risk-Based Maintenance: A quantitative approach for maintenance/inspection scheduling and planning. Journal of Loss Prevention in the Process Industries 561–573 .

International Organization for Standardization (2009). Risk Management – Principles & guidelines, ISO 31000.

International Organization for Standardization (2004). Environmental management systems. Requirements with guidance for use, ISO 14001.

International Organization for Standardization (2015). Quality management systems – Requirements, ISO 9001.

The international association of Oil & Gas Producers (1994). Guidelines for the Development and Application of Health, Safety and Environmental Management Systems.

UK Health and Safety Executive (2008). Developing process safety indicators, HSG 254

U.S. Department of Labor. Occupational Safety and Health Administration (1994). Process Safety Management (PSM) guidelines for compliance, OSHA 3133.

U.S. Department of Labor, Occupational Safety and Health Administration (2000). Process Safety Management (PSM),OSHA 3132.

Información adicional

Citar como: Narimisa, M. R., Ahmad Basri, N. E., Khoramshahi, A., & Makkiabadi, M. (2019). About the Health and Safety Executive. Process Safety based on risk and performance indicators. Religación. Revista De Ciencias Sociales Y Humanidades, 4(13), 168-172. https://revista.religacion.com/index.php/religacion/article/view/204

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