2- applied the process safety behavior of un-ease & what could go wrong.

3- Open SAFERS, Overdue SHE Critical P.M., Alarms, Open Temporary MOC, SOE deviation

4- one of the blockers was having consistency on continuous solid grab on leading indicators. We overcome it by having the leader driving for continuous elimination of leading indicators (leading by example ) 

5- Emergency response plan .

6- normalizing the deviation with having LOPC of oil as normal was one of the challenges. The culture was changed in which no more LOPC is accepted 

•Ans 2 :Management focus toward the negative  KPI and imrpovment in orgnazation culture.

•Ans 3: MOC overdue , MOC recommendation status ,alarm management indicator , EHSS PM overdue . The identifiaction based on the perofrmance.

•Ans 4: Non availabilty of common platform to track the indicators and the level of knowladge of the team. 

•Ans 5 : Tracking the lagging and leading indicator and taking Proactive action on the lead indicator not performing well .

•Ans 6 : Test and certify the PSVs on every TA(planned& nonplanned).

-Increased awareness on process safety to frontlines through several sessions.

-Encouraging reporting safety incidents and eSHEMs.

-Sharing lessons learned through other incidents with seeking opportunities to improve in our field..

2. 

-The number of EHSS incidents/observations were increased.

-Process safety scoring Dashboard trends have been improved.

-Sense of unease culture has been improved among the frontliners. 

3. 

-Leading indicators: overdue MOCs, overdue EHSS PMs, alarm management KPI.

-Lagging indicators: reportable LOPCs incidents of Class A, B and C.

-Based on API 754. 

4.

-Misunderstanding of difference of occupation and process safety. 

-Conducting process safety campaigns, linking JQP phases subject with process safety  

6

- introduce new behavior from blame culture to risk discovery culture where operators are recognized in high

Level of company.

•Sudden Zero C2 &C3 feed to furnace cracker with the following 

•Risk:

•Coil damage and gas release which may lead to disaster  

•contingency:

•All the time the back up sphere is full by C3

•Develop the emergency procedure 

•Awareness session for all concerned people

2 team started observing the process safety incidence, team maturity increased,  

3 number of incidence before and after improved 

4 missing of Positive mind set, old culture 

5  open dialog, recognition, awareness 

· KPI identification ( leading and lagging )

2. ·  Focusing on the leading KPI rather than the lagging KPI

·   Accountability/responsibility  been enhanced among the organization 

3.Leading KPIs( LMR findings / number of risk discovery /closure of SAFER items )

4. Process safety awareness / responsibility /accountability 

2.Increase awareness and knowledge, identification of improvement area and set up resolution plan.

●

3.Leading indicators close out of resolution plan action. And lagging indicators like number of process safety incidents

4.Incident Reporting  

5.Management system identify and 

6.Thoroughly review of SOP and management system to ensure compliance with process parameters 

2.       Technical team engagement to achieve zero leakage.

3.       Operation patrolling maintenance strategy implementation

4.       Shortage of manpower, COVID-19 pandemic   

2- increase awareness and  participating  from the front line - 

3- number of observation vs near miss 

2- Increased the awareness of how important these protection layers to process safety. Gain the trust between technical and operational teams to work with a proper motivation to improve the process safety performance.

3- Clear KPI

4- Resistance to change. Building the trust ( slow process). Inclusion.

•Establish a process safety communication protocol to share the company process safety performance.
Increase in the awareness level among the front liners reflected on proactive actions and behaviors
•Increased number of process safety observations to prevent incidents events.

•Through the process safety pyramid. 
•Lack of knowledge and experience and un availability of sense of an ease.

•Differentiation between process safety and occupational safety and how to react in both situation

2)      Improvement in leading indicators

3)      SABIC Blue book , All indicators are identified “focus on leading indicators 

4)      Awareness among the team, management tool availability 

5)      Plan monitoring method to identify any process safety gap to avoid any process safety incidents 

6)      “ Hamzah”

7)      Yes, process safety culture enhancement among the team.

8)      LOTO “Saleh”

9)      External pressure to complete the answers within 10 min.

2.       Identify the process safety risk and reported to the concern department. In addition, have more focus in leading KPI. These are adapted by new program called “EHSS culture transformation program.

3.       Introducing the EHSS Maturity level which is including leading and lagging KPI. This is allowing to have indictor in company EHSS performance. 

4.       Culture and mindset was the main blocker. The culture transformation program is supporting to overcome these challenges. 

5.       Encourage all team to speak up and raise the process safety concern. Support all demand. 

6.       The number of observation and near misses is increase and the recognition of risk discover is increase as well. 

7.        

More engagement with frontline and introducing skip level meeting 

A2- We observed an improvement in employees knowledge about Process Safety.

A3- The indicators was observed during the regular managements engagements during the walkthrough audits, daily meetings and tool box meetings, which showed a clear improvements in employees knowledge about process safety.

A4- Employees complienece culture was the big challenge we faced with some of the employees

2- Leading / lagging KPIs for Frontline employees.

Q2: 1- Knowledge enhancement on Process safety.

2- Effectively contributing to improve process safety as a result of understanding the process safety KPIs.

Q3: 1- LOPC reporting (quality & quantity)

Q4:- PS understanding and knowledge 

Q5:1- Open dialogue / training sessions.

- Improve safety system reliability 

Q6:

-Reporting all process safety concern 

Q7:

Yes.

Q8:

Process safety slide was added in Weekly meeting 

2.       Minimize & mitigate process safety risk 

3.       Process safety permit  as per SABIC KPI 

4.       To maintain operator parameter with SOC 

 Full compline to SHEM 02 & other  related SHEM 

Explaining to the team that human vigilance is more important than engineering control.

 

Q2:

The team used to rely more on the engineering control. Now they have better understanding of their role in defining and checking the engineering controls.

 

Q3:

More identification of faulty alarms and instrumentation.

Putting forth the mitigation for faulty engineering controls with Risk Assessment

2- focus on leading indicators rather than lagging indicators.

3- process safety incidents, LOPC , EHSS bypass , PM overdue.

4- culture ( higher focus on production ).

2.   Enhancing the process safety visibility at site. And giving the required attention to process safety by changing people mindset. Lead to solving some pending issues. Giving more focus on the leading KPI.

3.   Indicators is the same as process safety indicators.

4.   Knowledge and competency, System visibility, Minimal integration with other EHSS.

5.   Sharing the lessen learn from previse incidents, develop platform explaining process safety periodically.

2-      Better understanding for the and increase the pounding 

3-      Team have better understanding and having the same picture 

4-      Different character of the team 

5-       

6-      Conflict understanding team 

b. Identify the roles and responsibilities for Process safety point view.

c. Give more focus on leading KPI’s.

 

2-      a. Reduction on process safety incidents.

b. Improve the PS culture

 

3-      Reporting the PS premade

4-      Competency of the team 

5-      5. contingency plan , enhance the knowlelage of all team

2-      Positive impact

3-      Using DISC and MTBI tools

4-      COVID-19 restrictions

5-      To elevate the awareness level of the team and improve their engagement with disciplines 

6-        

7-      Yes

8-      Self-audit 

1-      Revise the PM strategies for all EHSS critical devices in the plant.

2-      Participate in company process safety walk through. To cover SHEM Element

3-      Attending process safety training.

4-      Daily tips for FL technicians and operator regarding process safety / hazards

A2.

1-      Enhance the culture of the safety for the team by takes the ownership and responsibility for safety culture including raising NM’s, Observations.. etc

A3.

1-      Monitoring process safety KPI’s thru company Dashboard in weekly biases.

1.   Identify the gap in process safety management system and analyze process safety management system.

2.   Awareness session conducted to identify the difference between Process safety & occupational safety.

1.    Develop an ease related to Process safety

2.    Improve Process safety reporting and identify the real risk in our system.

1.    Improve Tier 3, 4 number of incidents (SAFER, near miss, Process safety incident … etc.)

2.    Team Culture. (implementing SHEM systems that the team did not feel it was applicable to them previously and accordingly build understanding and confidence in its effectiveness as a protection

3.    Over confidence. (Sharing Process safety incident and lesson learn).

4.    Behavior.

B.2- Enhance the alignment between team members regarding execution activities.

3- use the tools to check the area before starting the activities
Enhance risk recognition
A.SHER rate (Number of incidents). Lagging.

B.Number of observations. Leading.

Mechanical integrity 
Culture & Mindset ( to overcome the issue, leading by example, set clear KPI’s and Goals.)
A.Culture & Mindset 

2- gaps of communication and understanding of process safety have been resolved. 

3- We have some lagging and leading indicators. LOPC, incident reporting, overdue EHSS related activities, employee feedback, employee scores on process safety courses and exams. 

4- unclear RACI matrix on the boundaries between departments caused communication gaps. 

5- Ensure having the proper emergency response plan in place to attend process safety incident. A drill was planned to ensure all parties are prepared. Risk assessment procedure to be followed properly.

6-

7-indepdendent. Staff are personally committed to process safety. It is considered a core value of the organization. Those who perform well get recognized by top management. 

8-Develeop a competency and training program for the entire team to ensure proper foundation and understanding of process safety basics. 

·         Weekly WT enhance process safety compliance.

·         Weekly performance dash board of the plant.

 

Q2 the impact 

·         Identify the risk around the plant.

·         Make action plant to resolve the issues.

Q3 

·         RAM matrix 

•Generate statistical reports of process safety performance and KPIs 

•

•Increase in the nearmiss and observations reporting 

•trending down in PS incidents 

-Generate PS KPIs ( Mechanical Integrity)

-

-The blockers are the demotivation among the team 

2-      Improve the process safety behavior from management to front liner level.

3-      Leading and lagging indicators.

4-      Knowledge 

5-      Comply with OMS and increasing of viability in the field.

B. Site visibility have been increased and encouraging the site visibility.

2- A. More observation related to process safety was identified which help avoiding the incidents.

B. all people aligned to same company/section objectives.

3- A. Number of observations has been increased.

B. Number of ideas to improve the process safety has been increased.

4- People knowledge/ competences

5- engagement to understand the value added by the team.

1-      Increase the site visibility ( PSSR, run and maintain,..)

2-       Auditing SOE

3-      INTRODUCING NEW KPI to ensure AMS as per stander

Q-2 

1-      Alamr rate was improved

2-      Risk discovery at plant improved.

Q-4

1-   System limitation = upgrade 

Team knowledge = training 

·         Q2.Increment in near miss and E-SHEM reporting.

·         Q4. Targeted team availability within time and budget constraint issues solved by extending resources availability through overtime working hours and outsourcing some activities.

·         Q8. Controlling LOPC through having a program in mechanical integrity workshop done for the company.

Analyze the Process safety reports \ incidents and identify the gaps and accordingly set certain action plan.

 

Answer to Q2)

·         Process safety Culture enhancement.

·         Field visibility improvement.

Answer to Q3)

·         Number of PS observations \ incidents.

Answer to Q4:

·         Competency of some members for example frontlines.

·         Process safety Culture

A2. We had more visibility on early stages of PS leading indicators that allowed us to control the impact of lagging indicators

A3. EHSS relevant available data such e-SHEM reporting having been utilized to set up the new KPIs as input data. (Example, SHE critical overdue bypass for more than 8hours.)

A4. People competency as well as mindset was having some challenge in implementing the new KPIs, then it was overcome by introducing the needful training / awareness. 

A5. Look ahead plan as well as having plan B for unavailable PS related resources. 

b.    Encouraged the safety reporting and risk discovery and make it part of R & R  

 

Q2: 
 
 a. More risk discovery, prevention and correction.

b.     Improved EHSS culture

c. the Impact was significantly in terms of leadership and Hazard recognition so team start reporting any safety aspects

 

Q3: 
 
 a.    High EHSS reporting and high risk discovery.

b.   Quality E-SHEM reported enhanced 

c.  Reduction of LOPCS 

 

Q4: 
 
 a.    Managing and improving Culture and mindset was one of the main challenges

 

Give more focus for PS metrics by training the frontlines to understand leading and lagging indicators. Review the performance in weekly basis. 

 

Q2 Answer:

There was an improvement in front liners knowledge in process safety. In addition, better reporting of near miss and PS observations. 

 

Q3 Answer: 

Process safety reporting (Quality and numbers)

Plant process safety performance improvement (PS maturity index). 

 

Q4 Answer:

Blocker in the convening training sessions among all shifts. 

Solution was to instruct SV’s to conduct PS sessions in weekly basis during tool box meeting. 

 

Q5 Answer: 

Pre incident plan for highest potential consequences incident been developed including all emergency response action required and linked with the training sessions. 

 

 

2-      Improving in risk discovery and fully aware about the risk around and having good contribution on risk reporting and fixing the threats.

3-      By utilizing the wheels techniques.

4-      Fear of reporting, fear of blaming >>> we overcome it by appreciation and rewarding whom reporting and correct the conditions as possible .

5-      By applying short/ long terms mitigations .

6-      Teams become very open and transparent to report and track the risks until completion .

7-       Yes, changed positively to other level .

8-      Leading the change by example and have an impact and influence other to do so>>> frequent site visits and regular meeting with frontlines, hearing from them the challenges and proper way to overcome them.