Lessons learned from past accidents - The integration of human and organizational factors with the technical aspect

It is of prime importance to ensure the safety of chemical process plants due to volatile nature of the industry and drastic consequences of the accidents. A number of parameters can affect the safety of the process plants. One of the main parameters that has the influence on the safety of operations is the Human and Organizational Factors (HOF) as suggested by numbers of existing studies. Therefore, in order to enhance the safety of operations it is required to improve the HOF. These factors can be improved by an integrated approach as proposed in this work, instead looking at these factors in an isolation. A number of existing risk assessment approaches have been analysed in this work and their compliance requirements to the relevant International Standards with respect to the HOF. A new quantitative methodology “Method for Error Deduction and Incident Analysis (MEDIA)” has been developed in this work. During the development of this methodology, practicality; consistency; integration with other risk assessment techniques and efficient use of information were explicitly ensured. The MEDIA can help to integrate the HOF around the technical aspect and can prioritize the follow up actions based on risk. The quantification of this methodology is based on results of the accident analysis, that has been carried out in this work. The accidents of 25 years (1988-2012) in the Seveso establishments and that were reported to the European Commission’s Major Accident Reporting System (eMARS) have been studied. The results from the accident analysis have further used in order to learn lessons and to propose future recommendations. These recommendations are mainly aimed at further integration of the HOF and to improve the overall safety of chemical process plants. More specifically, these recommendations are addressed to the use of organizational checklist during the Hazard Identification (HAZID) study; improvement of existing eMARS reporting structure and the legal obligation towards the EU Member States to report their accidents to the European Commission

The Role of Leadership and Development of Management Systems to Ensure Effective Safety Performance

Safety is one of the crucial issues that industry has aimed at improving for many decades and continues to progress. Discoveries show that organizations optimize their effort when they provide effective management systems to support front line employees, supervisors, and senior level managers. In this research, the role of leaders regarding safety in the energy industry is studied, and moreover, how to develop safety management systems to ensure an effective safety performance is surveyed. Leadership has the greatest impact on safety improvement. Leaders by different techniques can increase their influence on employees; set the mission and vision for staff; implement rules; provide resources; improve the teamwork; make effective communication from top to bottom, bottom to top and along the organization, educate staff, develop a safety management system, and create safety culture in the organization. By organizational safety culture, I mean the shared common values that drive organizational performance, more commonly defined as “the way we do around here.” While there are regulations regarding safety, every organization requires self-standard beyond the codified rules to have effective safety programs. Regulations should follow new research to develop new management systems to ensure the highest standards for safety. Developing safety systems to have a sustainable safety performance is an obligation. Hence, for the energy system, some components have to be considered in safety matters: type of resources, support characters, and their relation to safety issues. In addition, other components include the time frame for productions (exploration), the output shape and associated hazards, area that these resources are located at, and distribution systems and hazards. A safety management system helps leaders and managers control and evaluate safety by using safety metrics such as leading and lagging indicators. Management systems such as process safety management, risk management plan, and Seveso Directive are some management programs that organizations are still arguing for complete and correct implementation to become a zero-incident-organization

Application of critical controls for fatality prevention in mining operations

In this study, a new risk management approach was applied to mitigate fatal incidents through the utilization of critical controls. The aim of this study was to create a scalable, minimally invasive proof-of-concept for AngloGold Ashanti that can successfully be implemented at any of the company’s mining operations. The system was designed by adhering to organizational requirements, and ensuring that it is suitable to any mining environment. The designed Critical Control Management System was subsequently implemented at Sunrise Dam, one of AngloGold Ashanti’s Australian mining operations. To ensure that critical controls were also assessed at the operational level, a workplace inspection process was modified to generate control data. All sources of data subsequently were fed into a Business Intelligence environment enabling insight into critical control performance to all company stakeholders. Doing so informs decision-making on safety priorities company-wide, based on real-time data generated on the operational level. Two case studies were performed to assess two of the most significant hazards at Sunrise Dam. The studies showed that the effectiveness of reactive controls changes irrespective of their compliance and performance. Furthermore, the influence of human factors within risk management remains difficult to quantify. Finally, it demonstrates the potential for integration of incident data into the Critical Control Management System, thus creating both leading and lagging indicators for safety performance. The conclusion of this study is that an effective and scalable Critical Control Management System can be successfully implemented in a mining operation if the right conditions are generated. The approach of integration in existing processes demonstrates that companies can achieve greater control over fatality prevention without the need for an additional safety management system. On this basis, it is recommended that other operations are supported in creating an environment suitable for adaptation before Critical Control Management is implemented

Fundamental Concepts of Cyber Resilience: Introduction and Overview

Given the rapid evolution of threats to cyber systems, new management approaches are needed that address risk across all interdependent domains (i.e., physical, information, cognitive, and social) of cyber systems. Further, the traditional approach of hardening of cyber systems against identified threats has proven to be impossible. Therefore, in the same way that biological systems develop immunity as a way to respond to infections and other attacks, so too must cyber systems adapt to ever-changing threats that continue to attack vital system functions, and to bounce back from the effects of the attacks. Here, we explain the basic concepts of resilience in the context of systems, discuss related properties, and make business case of cyber resilience. We also offer a brief summary of ways to assess cyber resilience of a system, and approaches to improving cyber resilience.Comment: This is a preprint version of a chapter that appears in the book "Cyber Resilience of Systems and Networks," Springer 201