(88a) Consistency Is Key: Unlocking Success with a Process Safety Network

Maintaining consistent application of process safety programs across a company is vital, especially when that company is organized across multiple business units and regions. Following the recent organizational change to a Business Unit structure, the process safety group recognized there was a need to ensure different sites were consistent in their process safety approach. In order to facilitate both uniformity in how process safety is applied and to encourage sharing of best practices and learnings, Ashland has implemented a Process Safety Network. This Network meets quarterly and includes members specializing in process safety, engineering, EHS, and other areas from plants with PSM, Seveso, and non-regulated processes. This presentation includes a breakdown of the Network’s goals, topics covered, and projects that have stemmed from it, focusing on reducing process safety incidents and promoting Ashland’s Zero Incident Culture.

Each Process Safety Network call’s agenda includes set items in addition to timely new content. A typical call begins with introductions of new members and what they hope to gain from the network. This encourages communication and networking between sites, allowing members to offer mentorship and engage in discussions that may not otherwise occur.

One item recently shared in the Network was the results of the Wynnewood case, which resulted in a reassessment of the boundaries of covered processes. The Network allowed this information to be shared easily amongst the sites and provided an opportunity for discussion and for questions to be answered.

The Network also shares recent incidents both inside the company and outside, focusing on root causes and learnings that can be picked up by the sites in order to improve their own programs. After that, recent Tier 3 process safety near hits are reviewed, with a deep dive into a specific category. A recent effort to investigate Demands on Safety Systems, developed in collaboration between process safety and corporate engineering, resulted in the creation of a safety alert sent out to the plants with recommendations and actions to be taken to investigate demands on safety systems and resulted in an overall decrease of these events occurring.

Recent audit findings are covered, which have included a deep dive into types of Process Hazard Analysis findings and how to avoid common pitfalls in maintaining a successful program, and then a discussion topic is presented. In one call, changes to the MOC standard were discussed, along with results of a survey that was used to investigate what improvements the sites wanted to see to the standard. This discussion was taken to a subgroup that is now in the final stages of implementing those changes to the MOC standard.

Another major facet of the Network is sharing best practices. These have included a LEL system design review to verify correct set points for different materials as well as an unloading hose configuration with unique colors and locks for each material.

The Network has helped create a cohesive process safety program across the company, as well as aiding its members with distribution of helpful information and best practices. It is a simple yet effective way to ensure sites are consistent in their programs, without requiring an over-expenditure of resources or capital investment.