Introducing and Managing Process Safety Key Performance Indicators (KPIs)

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Introducing and Managing Process Safety Key Performance Indicators (KPIs)

Neil Jackson, Process Safety Manager

National Grid - Gas Distribution

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An international gas and electricity company

 Based in the UK and northeastern US we play a vital role in delivering gas and

electricity to millions of people safely, reliably and efficiently

 One of the world’s largest investor-owned utilities

 Approximately 19 million industrial, commercial and domestic customers

 In the UK we operate the National

Transmission System and distribute gas to 11 million customers

 In the US we provide gas to 3.5 million customers and distribute electricity to 3.4 million customers

 Almost 28,000 employees 63% work in the

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What is Process Safety?

‘ Process Safety’ is a collective name for the measures, systems, procedures or policies which prevent incidents and/or protect people/ environment from effects of Major Accidents

What do we mean by Major Accidents ?

• Multiple Fatalities

• Significant effect on the Environment

• Major news items

• High consequence – low frequency events

(compared with occupational injuries, which are low consequence, high frequency events)

• Examples – Texas City, Ghislenghien, Deep Water Horizon

Process safety management focuses on building

layers of control measures to ensure the likelihood

of such an incident is low.

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Background – BP Texas City accident

 Accident at the BP Texas City refinery on March 23 2005.

 15 deaths, more than 170

injuries and significant economic losses.

 Independent Safety Review Panel – chaired by James Baker.

 Investigated the effectiveness of BP’s corporate oversight of

safety management systems and its corporate safety culture.

 Investigation focused on

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National Grid Process Safety

Related Assets

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Process Safety Risks

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Controlling Process Safety

What do we have in place to prevent major accidents and

protect people ?

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Some quotes from HSG 254

Too many organisations rely heavily on failure data to monitor performance. The consequence of this approach is that improvements or changes are only determined after something has gone wrong.

Often the difference between whether a system failure results in a minor or a catastrophic outcome is purely down to chance. Effective management of major hazards requires a proactive approach to risk

management, so information to confirm critical systems are operating as intended is essential.

The main reason for measuring process safety performance is to provide ongoing assurance that risks are being adequately controlled.

Directors and senior managers need to monitor the effectiveness of internal controls against business risks. For major hazard installations and chemical manufacturers process safety risks will be a significant aspect of business risk, asset integrity and reputation.

Early warning of dangerous deterioration within critical systems

provides an opportunity to avoid major incidents. Knowing that process risks are effectively controlled has a clear link with business efficiency, as several indicators can be used to show plant availability and optimised operating conditions.

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Measuring performance – early

warning before catastrophic failure

 Leading indicators

 Active monitoring provides feedback on performance before an accident or incident;

whereas

 Lagging indicators

 Reactive monitoring involves identifying and measuring

numbers of minor incidents, damages or near misses to check the controls in place are adequate and to identify weaknesses or gaps in control systems.

 Dual assurance – leading and lagging indicators for each risk

control system

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Measuring Performance

 Leading Indicators

• Safety critical maintenance completion

• Permit inspections

• Inspections of pressure systems

• Competency assessments

• Compliance with modification procedures

 Lagging Indicators

• Asset damage

• Protective device faults

• Loss of gas incidents

• Pipeline repairs

• 3^rd party damage events

 KPIs can be either qualitative or quantitative – although quantitative is best

 If the quality of the performance can not be measured by a KPI,

then it should be subject to inspection and audit

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Process Safety High Level KPI Elements

• The effectiveness of the control

measures to be monitored through a set of performance indicators using a traffic light system.

• Development and agreement of 12 high level KPIs to monitor process safety across the relevant National business units.

• Each business unit provides a KPI report on a quarterly basis.

• These are reviewed by the Company Executive at their regular meetings.

KPIs

A

G

Y

PS.7 Protective devices, instrumentation and

alarms

Y

A

Y

A

•Number of 'Operations' employees whose competency record has not been reviewed within last 12 months or within 4 weeks of starting new role.

•% of those on SCO register with out of date competency records

•% Control Room Shift staff with out of date competency records

•Number of individuals on Competency register who have not had update training.

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KPI measures under high level elements

KPIs

G

A

G

Y

alarms

Y

A

Y

A

PS.11 Third party activities

Y

PS.12 Audit, review and close out

Y

• Have network gas supply emergency plans been tested in line with the plan

• Have the site emergency plans been tested in line with the plan

• Have the standards of service for responding to gas escapes been met

• Have there been any significant events reported

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KPI measures under high level

elements

_• % pipeline routine aerial and vantage point surveys undertaken to schedule

• Number of significant aerial surveillance sightings (A1 and B1) as recorded in the UKOPA

Infringement database.

• Number of aerial surveillance sightings of activities that National Grid were not previously aware of.

• Number of landowner liaison letters dispatched on time with no response and not followed up within 12 months

• Average response time (working days) responding to plant protection queries.

• Number of plant protection queries responded to outside prescribed timescales (7 working days) - not currently available

• Number of break-ins to HP storage/PRS/AGI & LP storage sites

• Number of 3rd party interference damages to below 7 bar g plant.

• Number of reported to 3rd party damages

• Number of third party interference events

(incidents and near misses) to pipelines requiring a

KPIs

G

A

G

Y

Development of KPIs

Develop Embed Improve Drive

Performance

Data Collection Processes

Reporting to Exec

Wider business awareness Challenge and

Review Workshop

Process Safety Steering

Action Plans Industry good

Practice (HSG 254)

Benchmark With external organisations and consistency

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Action Plans

^{KPI Name}

KPI Type Item Code

KPI Champion

Data Provider Data Source

Definition

Objective

Current Status

Trigger Level

Action Plan

By Whom By When 11 yellow

Shape files being made available to Local Authroities for LUP related activities

C Thompson

Complete

Local Authority briefings/visits being undertaken to a planned programme Net Integrity

Ongoing GL to be asked to produce a quarterly report that summarises the

significant aerial surveillance sightings.

Neil Jackson

01/08/2011

GL to be commissioned to undertake an audit of helicopter surveillance process.- note something is being done by UKT in this area, needs to be joined up.

Neil Jackson

on hold The new external Eagles system should result in an improvement in the

number of individuals that contact National Grid before carrying out work next to high pressure pipelines.

IFI project 01/06/2011

GL to be asked to review historical data and set appropriate tolerance limits for yellow, amber and red.

Neil Jackson

01/08/2011

Action Plan Status On Target When it will go green ? 01/06/2011

What

The landowner database is currently being updated to ensure that National Grid have contact details for landowners along the length of the pipeline.

Roy Titely

Paul Warman SMF report

Number of significant aerial surveillance sightings (A1 and B1) as recorded in the UKOPA Infringement database.

The objective of this KPI is to record third party activities that have been identified through aerial surveillance as causing or having the potential to cause damage to above 7 bar buried pipelines.

Category A1 are incidents that caused damage or leaks, B1 are activities within 15 m of the pipeline that were assessed as having serious potential for damage.

01/12/2010 (for first tranche)

<= 10 Green <= 40 Amber

Current Score Significant aerial surveillance sightings

Lagging PS011.002.g.UK

Ian Aldridge

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Process Safety Generally – summary of progress to date

 KPI reporting process

established for all relevant lines of business

 Steering Group to drive consistent approach across business

 Process safety culture survey in 2008 and repeat survey in 2010

 Process safety training for all senior managers and relevant staff

 Communications plan to raise awareness inc using learning from incidents

 Formal assessment procedures (HAZOPs, HAZIDs etc),

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Leadership

 Crucial issue

 Company Commitment Statement

 Guidance booklets produced

 Training for senior managers so they can:

 Give a clear vision of what is expected

 Demonstrate its importance through their actions

 Review process safety during safety visits

 Leadership days organised around process safety

 Process Safety a highlighted as a priority through ‘line of sight’

 Process Safety highlighted as an important area at key internal management conferences.

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Priorities going forward

 Using the KPIs to drive process safety improvements

 Improving the communication and learning from incidents

 Ongoing work to develop a consistent framework across the Group

 Making process safety a part of the day job, i.e. not just

something that is done by technical specialists

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