ISC Process Safety Competency Guidance · Engineer Integrity/ reliability Specialist role...
28
I C h e m E S a f e t y C e n t r e ISC Process Safety Competency Guidance Edition 2, 2018
Transcript of ISC Process Safety Competency Guidance · Engineer Integrity/ reliability Specialist role...
ISC
IChem
E
Sa
fe
ty
C e n t re
ISCISC Process Safety Competency GuidanceEdition 2, 2018
Contents
33
Preface 4
Acknowledgements 5
How to use this guidance 6
Organisational roles 7
Developing the matrix 9
Competency definitions 10
Appendix 1: Competency matrix 12
Appendix 2: Competency definitions 1 14
Culture 14
Knowledge and competence 16
Engineering and design 18
Human factors 21
Systems and procedures 22
Assurance 25
Appendix 3: References and further information 26
Appendix 4: Acronyms 27 27
Preface
The IChemE Safety Centre (ISC) is an industry-funded and led organisation, focused on improving process safety through sharing information and learnings. ISC members can nominate specific areas for action and ISC leads the development work in these areas, working with personnel from member companies. Process safety competency was identified as an initial area of work for ISC. Once a specific need was defined by the ISC Advisory Board and the project sponsor, the team set about the project. This consisted of reviewing the current guidance material available on this topic. There are several different organisations that have published guidance on how to establish a process safety competency framework. However, these documents stop short of actually defining different levels of competency for different roles – ie, developing the framework in a generic sense. ISC’s guidance document takes the step to create the generic framework, for different types of roles in an organisation.
This guidance does not address how to establish competency or define certification processes. ISC anticipates further work in establishing how competency can be achieved, once a gap analysis is carried out on the current programmes available against the competency topics defined in this document.
The roles identified in this guidance document are those with an influencing focus on process safety; it is not mandated for an organisation to have these defined roles, nor for the roles to have these specified competencies. This is a guidance document that can be used to inform an organisation of the recommended process safety competences for each role, so that it can be incorporated into their existing competence framework. Organisations should have their own process safety competency profiles and programmes.
ISC believes that a functional approach to process safety is important to increase people’s understanding of their requirements. Process safety is about managing the integrity of operating systems by applying inherently safer design principles, effective engineering and disciplined operating practices. It deals with the prevention and mitigation of incidents that have the potential for a loss of control of a hazardous material or energy. Such loss of control may lead to severe consequences with fire, explosion and/or toxic effects, and may ultimately result in loss of life, serious injury, extensive property damage, environmental impact and lost production with associated financial and reputational impacts. Effective management of process safety requires leadership across six functional elements in an organisation. These are:
■■ culture
■■ knowledge and competence
■■ engineering and design
■■ human factors
■■ systems and procedures
■■ assurance
These elements can be thought of as a chain of safety, rather than applied to James Reason’s Swiss Cheese Model1. This is because we do not need failures in all elements to have an incident, but rather multiple failures in one element could result in an incident. The integrity of the chain is in the multiple layers behind it, hence demonstrated knowledge and competency in all elements is required across an organisation.
Lastly, this is a living document and we expect that competency systems will evolve over time. If you have an established process safety competency system that is working well, and differs from the framework described here, please share your example, so we can continue to improve this guidance.
Edition 2 of the document incorporates feedback on the roles, competency matrix and competency definitions from the original document that was issued in 2015. Roles were revised to ensure all applicable ones were covered and competency topics were rationalised.
Contact ISC
email: [email protected]
35
Acknowledgements
Contact the ISCemail: [email protected]
ISC would like to acknowledge the efforts of the following companies and people, who formed the ISC Competency Project Working Group:
■■ BP – Megan Murray
■■ Dekra Insight – Hervé Vaudrey, Stephen Rowe
■■ HIMA – Jamie Hudson
■■ HRO Solutions – Brett Mahar
■■ MKOPSC – Yogesh Koirala
■■ PTTEP AA – Robin Wright
■■ Simon Casey Risk and Safety Consultant – Simon Casey
■■ Santos – SL Sreedhar
■■ Woodside – Rachelle Doyle, Neil Cameron, Gavin Ramsden
www.ichemesafetycentre.org
How to use this guidanceThis document provides an example of a process safety competency model. Each organisation should determine the specific requirements for implementation.
This document can be used to support implementation of process safety competency criteria within a Competency Management System (CMS). There is a range of guidance available to assist in developing a CMS (eg Cogent and UKPIA Guidelines for Competency Management Systems for Downstream and Petroleum Sites2; European Process Safety Centre Process Safety Competence, How to set up a Process Safety Competence Management System3; Health and Safety Executive, Managing competence for safety-related systems, 20074).
Recommended steps for implementation are detailed below:
1. Determine the scope
Is the framework to be applied organisation wide or for individual facilities?
2. Map current organisational roles to the generic roles matrix in Appendix 1
Review the corporate structure to identify alignment with those identified in Table 1.
3. Determine any role gaps
a. Identify if existing organisational roles are covered adequately.
b. Are any relevant roles from Table 1 missing from the organisation?
Note: roles may be assessed as part of recruitment processes or development planning.
4. Conduct gap analysis and identify lack of competencies and the required improvements for existing role defined competencies against the matrices in Appendices 1 and 2.
The gap assessment needs to address both the technical aspects as well as how the competency framework is administered in an organisation. This can be effectively done as a combined activity between the process safety lead in an organisation and the human resources organisational development specialist.
5. Develop action plans to address role gaps and competency gaps. Competency gaps may be addressed by one or more of the following improvement options:
a. Formal training course
b. Implementing a procedure/system
c. Being part of a process/activity
d. Audit of a procedure/system
e. Closing a system gap
f. Developing a link with another site
g. Finding and working with a mentor
h. Reviewing a best practice system
6. Monitor the process safety competency process – consider using metrics to monitor the implementation and health of the framework (refer to IChemE Safety Centre guidance Lead Process Safety Metrics – selecting, tracking and learning5).
7. Maintain the process safety competency process during organisational changes or periodically at defined intervals to ensure it stays relevant and accurate.
37
Organisational roles in companies and industries vary significantly. This guideline provides a list of generic organisational roles that may apply across multiple industries. Organisational specific job titles may not appear in the list. However, you should be able to draw a parallel with them.
Roles described in Table 1 have been categorised into areas of an organisation and specific applications.
Table 1: Organisational roles
Area Role DescriptionFront line Operator Front-line personnel responsible for operating the facility. Sometimes called a
process operator, panel operator or process technician.Note: Self-directed roles may need to be supervisor level across some competencies, depending on the nature of the operation, eg nature of hazards, level of supervision available etc.
Maintainer Front-line personnel responsible for performing maintenance on the facility.Note: Self-directed roles may need to be supervisor level across some competencies, depending on the nature of the operation, eg nature of hazards, level of supervision available etc.
Supervisor Front-line supervisor responsible for managing operators or maintainers on a day-to-day basis. Could also be referred to as Operations Team Leader or Maintenance Team Leader.
Engineer Integrity/reliability
Specialist role responsible for maintaining the integrity or reliability of facilities, with expertise in areas such as corrosion management, rotating equipment, fixed equipment, etc. This also includes operational engineering activities eg safe operating envelopes.
Technical authority
A technical specialist role that is a subject matter expert in a specific field. The technical authority owns the organisation’s technical standards but should have no accountability for commercial performance of the organisation.
Project An engineer involved in projects for the organisation. May be in a design house, at a facility, and/or conducting site supervision for installation works. Project engineer is responsible for controlling project costs, managing schedule and ensuring compliance with regulations and technical standards.
Information technology
This role manages critical communication and information management systems.
Support Process safety advisor
Process safety specialist, responsible for advising organisations on process safety- related matters.
Process safety lead/manager
Most senior process safety specialist in an organisation, responsible for advising organisations on process safety-related matters.
HSE site Site-based health, safety and environment specialist (non process safety specialist), responsible for advising organisations on their general HSE requirements (eg occupational health and hygiene issues).
HSE corporate Corporate-level health, safety and environment specialist, responsible for advising organisations on their HSE requirements (non process safety specialist, eg HSE Manager).
Operational authority
The operational authority is a role that establishes and can approve deviations from operational procedures that impact process safety.
Quality control Personnel responsible for maintaining quality-based systems in an organisation, such as management systems, document control systems or assessing quality of supply chain.
Corporate assurance
Personnel responsible for establishing corporate governance and assurance programs for process safety.
Human resources
Personnel responsible for recruitment and training processes in an organisation. This is an influencer role, not a decision maker.
Finance Personnel responsible for financial management processes in an organisation. This is an influencer role, not a decision maker.
Procurement Personnel responsible for procurement processes in an organisation. This is an influencer role, not a decision maker.
Organisational roles
ISCwww.ichemesafetycentre.org
Area Role DescriptionManagement Manager/
SuperintendentManagers responsible for day-to-day operations or for part of an organisation.
General Manager / Site manager
Most senior leader at a facility, or a part of an organisation.
Executive Leaders/MDs/CEOs
Executive manager or director, responsible for the operations and strategy of an organisation.
Directors Non-executive directors appointed to a board, responsible for governing an organisation.
Board chair The chair of the board, or president, responsible for setting organisational direction and leadership.
Safety committee chair
Board member delegated the authority to lead the safety or sustainability committee of the board, similar to the finance and audit committee chair, they chair a specific committee focused on the HSE performance of the organisation.
Process safety specialist board member
Board members with specific process safety competence. This role has been recommended following several incidents, as it is important to have a person on the board who fully understands process safety, similar to having financially-trained people on a board. This could be delivered via multiple people having the range of competencies.
9
Developing the matrix
Establishing competency In order to establish a competency framework, it is necessary to determine the topics of competency.
Competency topicsEighteen topics were defined as requiring specific process safety competency, based on the following guidelines:
■■ Centre for Chemical Process Safety Guidelines for Risk Based Process Safety6
■■ Energy Institute Process Safety Management Elements7
■■ Cogent and UKPIA Guidelines for Competency Management Systems for Downstream and Petroleum Sites2
■■ European Process Safety Centre Process Safety Competence, How to set up a Process Safety Competence Management System3
These topics were then mapped against the six ISC functional elements. Some topics exist across more than one element, therefore the most significant element has been selected as the primary. Within an organisation, these elements and topics may form part of a Safety Management System.
Table 2: Competency topics
Elements TopicCulture Safety leadership commitment, responsibility and workplace culture
Knowledge & competence Process safety concepts
Hazard identification and risk assessment
Hazard awareness specific to the operation
Engineering & design Safety in design
Asset integrity
Codes and standards
Management of change
Human factors Human factors
Systems & procedures Systems, manuals and drawings
Process and operational status monitoring and handover
Contractor and supplier selection and management
Safe systems of work
Project delivery
Management of major emergencies and emergency preparedness
Incident reporting and investigation
Assurance Legislation and regulations
Audit, assurance, management review and intervention
Some elements have both technical and management aspects. Where this is the case, these aspects have been labelled in the competency definition in Appendix 2.
The matrix shown in Appendix 1 defines the required competencies for each organisational role. This detail is vital to ensure that people become competent in required topics to enable effective delivery of their role.
www.ichemesafetycentre.org
Competency definitionsCompetency is defined across a four-tier scale, based on a combination of the tiers used by some ISC members. This allows for granular determination of the competency required across a varied workforce. The tiers are defined below:
Ti
Awareness Has knowledge of the theory and displays conceptual understanding. Actively participates in discussions regarding the skill. Performs routine tasks with significant supervision. Learns how to do things.
Basic application Performs fundamental and routine tasks. Requires occasional supervision. Increased functional expertise and ability. Works with others.
Skilled application or proficiency Independent contributor. Integrates work with other disciplines. Frequently mentors or coaches others. Assesses and compares alternative options.
Mastery or expert Advanced experience in the particular skill. Applies creative solutions to complex problems. Defines and drives critical business opportunities and needs. Represents the organisation internally and externally on critical issues. Sets standards within the organisation. Recognised as a subject matter expert.
For each topic, the specific requirements at each level of competency were developed. The requirements for each competency level dictate that the requirements for the lower levels are met.
11
www.ichemesafetycentre.org
Appendix 1: Competency matrix1. Awareness Has knowledge of the theory and displays conceptual understanding. Actively participates in discussions
regarding the skill. Performs routine tasks with significant supervision. Learns how to do things.
2. Basic application Performs fundamental and routine tasks. Requires occasional supervision. Increased functional expertise and ability. Works with others.
3. Skilled application/ proficient
Independent contributor. Integrates work with other disciplines. Frequently mentors or coaches others. Assesses and compares alternatives and opportunities. Builds networks with others skilled in application or mastery.
4. Mastery/expert Advanced experience in the particular skill. Applies creative solutions to complex problems. Defines and drives critical business opportunities and needs. Represents the organisation internally and externally on critical issues. Sets standards within the organisation. Recognised as a subject matter expert.
Not applicable No role requirement.
Fron
t lin
e
Engi
neer
ing
Sup
por
t fu
ncti
ons
Man
agem
ent
Exec
utiv
es
Competency element
Ope
rato
r
Mai
ntai
ner
Supe
rvis
or
Inte
grity
/rel
iabi
lity
Tech
nica
l aut
horit
y
Proj
ect
Info
rmat
ion
tech
nolo
gy
Proc
ess
safe
ty a
dvis
or
Proc
ess
safe
ty le
ad/M
anag
er
HSE
site
HSE
cor
pora
te
Qua
lity
cont
rol
Cor
pora
te a
ssur
ance
Hum
an re
sour
ces
Fina
nce
Proc
urem
ent
Ope
ratio
nal a
utho
rity
Man
ager
/ S
uper
inte
nden
t
GM
/Site
man
ager
Lead
ers/
MD
/CEO
Gen
eral
boa
rd m
embe
r
Boa
rd c
hair
Safe
ty c
omm
ittee
cha
ir
Proc
ess
safe
ty s
peci
alis
t boa
rd m
embe
r
Safety leadership commitment, responsibility and workplace culture
2 2 3 2 2 2 N/A 3 4 T
3 4 M
2 N/A 2 N/A N/A N/A 3 4 M
4 M
4 M
4 M
4 M
4
Process safety concepts2 2 3 2 3 2 2 3 4 2 3 2 1 1 1 1 3 3 3 3 2 2 3 3
Hazard identification and risk assessment
2 2 2 2 4 2 2 3 3 2 2 1 1 1 1 1 2 2 2 1 1 1 2 2
Hazard awareness specific to the operation
2 2 3 3 4 3 3 3 4 2 3 2 2 1 1 1 3 3 3 2 1 1 2 2
2
13
Fron
t lin
e
Engi
neer
ing
Sup
por
t
func
tion
s
Man
agem
ent
Exec
utiv
es
Competency element
Ope
rato
r
Mai
ntai
ner
Supe
rvis
or
Inte
grity
/rel
iabi
lity
Tech
nica
l aut
horit
y
Proj
ect
Info
rmat
ion
tech
nolo
gy
Proc
ess
safe
ty a
dvis
or
Proc
ess
safe
ty le
ad/M
anag
er
HSE
site
HSE
cor
pora
te
Qua
lity
cont
rol
Cor
pora
te a
ssur
ance
Hum
an re
sour
ces
Fina
nce
Proc
urem
ent
Ope
ratio
nal a
utho
rity
Man
ager
/Sup
erin
tend
ent
GM
/Site
man
ager
Lead
ers/
MD
/CEO
Gen
eral
boa
rd m
embe
r
Boa
rd c
hair
Safe
ty c
omm
ittee
cha
ir
Proc
ess
safe
ty s
peci
alis
t boa
rd m
embe
r
Safety in design 1 1 1 2 4 2 2 2 3 1 2 1 1 N/A 1 1 1 1 1 1 1 1 1 1
Asset integrity 2 2 2 4 4 2 2 2 3 1 2 1 1 N/A N/A 1 3 3 2 1 1 1 1 2
Codes and Standards 1 1 2 2 3 2 N/A 3 4 2 4 1 N/A 1 N/A N/A N/A 2 2 1 1 2 1 3
Management of change 1 1 2 3 3 2 2 2 3 2 4 2 1 2 1 2 3 3 2 2 1 1 2 2
Human factors 2 2 3 1 4 2 N/A 3 3 3 4 1 N/A 2 N/A N/A N/A 2 2 1 1 3 3 4
Systems, manuals and drawings
1 1 3 4 4 4 N/A 2 3 1 3 4 N/A N/A N/A N/A N/A 1 1 N/A N/A N/A N/A 1
Process & operational status monitoring & handover
2 2 3 2 4 1 N/A 1 1 1 1 N/A N/A N/A N/A N/A N/A 3 1 1 1 1 1 1
Contractor & supplier selection and management
1 1 2 3 4 3 N/A 2 3 2 1 2 N/A 1 N/A N/A N/A 3 2 1 1 1 1 1
Safe systems of work 1 1 2 3 3 2 2 2 3 2 4 2 1 2 1 2 3 3 2 2 1 1 2 2
Project delivery 1 1 1 2 N/A 4 N/A 3 4 1 3 1 N/A N/A N/A N/A N/A 2 2 2 1 2 1 3
Management of major emergencies and emergency preparedness
2 2 3 2 2 2 N/A 3 4 3 4 1 N/A 1 N/A N/A N/A 4 3 3 1 3 3 3
Incident reporting and investigation
2 2 3 2 2 2 2 2 3 2 4 2 1 1 1 1 2 3 3 2 1 1 1 2
Legislation and regulations
1 1 2 2 3 2 N/A 3 4 2 4 1 N/A 1 N/A N/A N/A 2 2 3 2 3 3 3
Audit, assurance, management review and intervention
1 1 2 2 2 2 2 3 3 2 3 3 4 N/A N/A N/A 2 2 2 1 1 1 2 3
Notes:
T - Technical elements
M - Management elements
*for safety in design Process Safety Lead/Manager is level 2 operations phase, level 3 for design phase.
www.ichemesafetycentre.org
App
endi
x 2:
C
ompe
tenc
y de
finiti
ons
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
the
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t su
perv
isio
n. L
earn
s ho
w to
do
thin
gs.
2. B
asic
app
licat
ion
Perf
orm
s fu
ndam
enta
l and
rout
ine
task
s. R
equi
res
occa
sion
al s
uper
visi
on. I
ncre
ased
func
tiona
l exp
ertis
e an
d ab
ility
. Wor
ks w
ith o
ther
s.
3. S
kille
d
a
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed in
app
licat
ion
or m
aste
ry.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
and
ext
erna
lly o
n cr
itica
l iss
ues.
Set
s st
anda
rds
with
in th
e or
gani
satio
n. R
ecog
nise
d as
a s
ubje
ct m
atte
r exp
ert.
Not
ap
plic
able
No
role
requ
irem
ent.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
–
Aw
aren
ess
Com
pet
ency
leve
l 2 –
B
asic
ap
plic
atio
nC
omp
eten
cy le
vel 3
–
Skill
ed a
pp
licat
ion/
pro
fici
ent
Com
pet
ency
leve
l 4 –
M
aste
ry/e
xper
t
Cul
ture
Safe
ty le
ader
ship
com
mitm
ent,
resp
onsi
bilit
y an
d w
orkp
lace
cu
lture
• A
war
e of
the
impo
rtan
ce o
f vi
sibl
e sa
fety
lead
ersh
ip.
• A
war
e of
and
par
ticip
ates
in th
e co
mpa
ny s
afet
y
pr
ogra
mm
es.
• D
emon
stra
tes
know
ledg
e of
w
orkp
lace
saf
ety
cultu
re.
• En
gage
d an
d ow
ns
safe
ty re
spon
sibi
litie
s an
d
ac
coun
tabi
litie
s.
• U
nder
stan
ds th
e im
port
ance
of
vis
ible
saf
ety
lead
ersh
ip.
• H
as th
e co
mm
unic
atio
n
sk
ills
nece
ssar
y to
hol
d an
effec
tive
safe
ty in
terv
entio
n.
• Pa
rtic
ipat
es in
saf
ety-
rela
ted
conv
ersa
tions
and
sug
gest
s im
prov
emen
ts.
• In
itiat
es s
afet
y co
nver
satio
ns.
• Id
entifi
es a
nd c
lear
ly
artic
ulat
es b
ehav
iour
al
requ
irem
ents
to w
orkf
orce
, co
ntra
ctor
s an
d su
bcon
trac
tors
.
• Id
entifi
es a
nd p
ublic
ly
reco
gnis
es in
divi
dual
s w
ho
disp
lay
the
desi
red
safe
ty
beha
viou
rs a
nd a
ttitu
des.
• Id
entifi
es a
t-ris
k be
havi
our
activ
ator
s.
Tech
nic
al e
lem
ents
• M
aste
ry in
des
igni
ng a
nd
impl
emen
ting
safe
ty le
ader
ship
pr
ogra
mm
es.
• M
easu
res
and
asse
sses
cu
lture
.
• D
esig
ns a
nd im
plem
ents
cu
ltura
l cha
nge
prog
ram
mes
.
• D
esig
ns a
nd im
plem
ents
im
prov
emen
t pla
ns.
• D
evel
ops
cultu
re d
efini
tions
an
d no
rms
in a
n or
gani
satio
n.
15
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
the
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t su
perv
isio
n. L
earn
s ho
w to
do
thin
gs.
2. B
asic
app
licat
ion
Perf
orm
s fu
ndam
enta
l and
rout
ine
task
s. R
equi
res
occa
sion
al s
uper
visi
on. I
ncre
ased
func
tiona
l exp
ertis
e an
d ab
ility
. Wor
ks w
ith o
ther
s.
3. S
kille
d
a
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed in
app
licat
ion
or m
aste
ry.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
and
ext
erna
lly o
n cr
itica
l iss
ues.
Set
s st
anda
rds
with
in th
e or
gani
satio
n. R
ecog
nise
d as
a s
ubje
ct m
atte
r exp
ert.
Not
ap
plic
able
No
role
requ
irem
ent.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
–
Aw
aren
ess
Com
pet
ency
leve
l 2 –
B
asic
ap
plic
atio
nC
omp
eten
cy le
vel 3
–
Skill
ed a
pp
licat
ion/
pro
fici
ent
Com
pet
ency
leve
l 4 –
M
aste
ry/e
xper
t
Cul
ture
Safe
ty le
ader
ship
com
mitm
ent,
resp
onsi
bilit
y an
d w
orkp
lace
cu
lture
• A
war
e of
the
impo
rtan
ce o
f vi
sibl
e sa
fety
lead
ersh
ip.
• A
war
e of
and
par
ticip
ates
in th
e co
mpa
ny s
afet
y
pr
ogra
mm
es.
• D
emon
stra
tes
know
ledg
e of
w
orkp
lace
saf
ety
cultu
re.
• En
gage
d an
d ow
ns
safe
ty re
spon
sibi
litie
s an
d
ac
coun
tabi
litie
s.
• U
nder
stan
ds th
e im
port
ance
of
vis
ible
saf
ety
lead
ersh
ip.
• H
as th
e co
mm
unic
atio
n
sk
ills
nece
ssar
y to
hol
d an
effec
tive
safe
ty in
terv
entio
n.
• Pa
rtic
ipat
es in
saf
ety-
rela
ted
conv
ersa
tions
and
sug
gest
s im
prov
emen
ts.
• In
itiat
es s
afet
y co
nver
satio
ns.
• Id
entifi
es a
nd c
lear
ly
artic
ulat
es b
ehav
iour
al
requ
irem
ents
to w
orkf
orce
, co
ntra
ctor
s an
d su
bcon
trac
tors
.
• Id
entifi
es a
nd p
ublic
ly
reco
gnis
es in
divi
dual
s w
ho
disp
lay
the
desi
red
safe
ty
beha
viou
rs a
nd a
ttitu
des.
• Id
entifi
es a
t-ris
k be
havi
our
activ
ator
s.
Tech
nic
al e
lem
ents
• M
aste
ry in
des
igni
ng a
nd
impl
emen
ting
safe
ty le
ader
ship
pr
ogra
mm
es.
• M
easu
res
and
asse
sses
cu
lture
.
• D
esig
ns a
nd im
plem
ents
cu
ltura
l cha
nge
prog
ram
mes
.
• D
esig
ns a
nd im
plem
ents
im
prov
emen
t pla
ns.
• D
evel
ops
cultu
re d
efini
tions
an
d no
rms
in a
n or
gani
satio
n.
• R
epor
ts s
afet
y in
cide
nts
and
unde
rsta
nds
the
impo
rtan
ce o
f ac
cura
te re
port
ing.
• A
ble
to c
omm
unic
ate:
–
why
saf
ety
is im
port
ant t
o
the
indi
vidu
al a
nd th
e
co
mpa
ny.
–
wha
t beh
avio
urs
the
indi
vidu
al is
exp
ecte
d
to c
onsi
sten
tly a
dopt
.
• En
sure
s th
at th
eir
com
mun
icat
ion
and
beha
viou
r co
nsis
tent
ly s
ends
a m
essa
ge
that
saf
ety
is e
mbe
dded
as
a pe
rson
al c
ore
valu
e.
• U
nder
stan
ds h
uman
fact
ors
and
thei
r rel
atio
nshi
p to
saf
ety
perf
orm
ance
.
• Se
nds
clea
r and
con
sist
ent
mes
sage
s ab
out t
he im
port
ance
of
pro
cess
saf
ety.
• Id
entifi
es a
nd im
plem
ents
sa
fety
impr
ovem
ents
.
• H
olds
regu
lar i
n-fie
ld s
afet
y co
nver
satio
ns w
ith fr
ont-
line
wor
kers
.
• U
nder
take
s re
gula
r in-
field
ve
rifica
tion
of c
ontr
ols
and
less
ons
lear
ned
from
sig
nific
ant
inci
dent
s.
• En
sure
s th
at th
eir
com
mun
icat
ion
and
beha
viou
r co
nsis
tent
ly s
ends
a m
essa
ge
that
saf
ety
is e
mbe
dded
as
a co
re v
alue
.
• In
volv
es th
eir t
eam
and
be
have
s in
a m
anne
r tha
t bui
lds
posi
tive
rela
tions
hips
with
in th
e w
orkf
orce
.
• U
nder
stan
ds a
nd a
pplie
s re
sour
cing
requ
irem
ents
to
man
age
proc
ess
safe
ty.
• A
ble
to re
cogn
ise
chan
ge
and
man
age
it eff
ectiv
ely.
Man
agem
ent
elem
ents
• En
sure
s le
ader
ship
team
is
awar
e an
d co
mm
itted
to th
e pr
ovis
ion
of a
dequ
ate
leve
ls
of fi
nanc
ial r
esou
rces
, sta
ffing
an
d su
perv
isio
n to
ens
ure
an e
ffect
ive
safe
ty c
ultu
re to
su
ppor
t saf
ety.
• M
onito
rs H
SE m
etric
s to
revi
ew e
ffect
iven
ess
of
the
lead
ersh
ip p
rogr
amm
e (le
ader
ship
tim
e in
- fiel
d, le
vels
of
sup
ervi
sion
, beh
avio
ural
-ba
sed
inte
ract
ions
) and
the
link
to a
dver
se e
vent
s.
• Ex
hibi
ts le
ader
beh
avio
urs
whi
ch w
ill in
crea
se th
e lik
elih
ood
of c
opie
d an
d re
cipr
ocat
ed s
afet
y be
havi
ours
.
• C
omm
unic
ates
the
impo
rtan
ce o
f vis
ible
lead
ersh
ip
in e
stab
lishi
ng a
n eff
ectiv
e sa
fety
cul
ture
.
www.ichemesafetycentre.org
Kno
wle
dge
&
com
pet
ence
Proc
ess
safe
ty c
once
pts
• A
war
e of
pro
cess
saf
ety
conc
epts
, eg
six
elem
ents
.
• A
war
e of
the
sim
ilarit
ies
and
diffe
renc
es b
etw
een
proc
ess
safe
ty, p
erso
nal s
afet
y an
d th
eir
haza
rds.
• U
nder
stan
ds th
e co
ncep
t of
proc
ess
safe
ty.
• A
pplie
s pr
oces
s sa
fety
co
ncep
ts in
to d
aily
wor
k ac
tiviti
es.
• M
ento
rs o
ther
s in
pro
cess
sa
fety
.
• C
omm
unic
ates
pro
cess
sa
fety
con
cept
s w
ith ta
rget
au
dien
ces
and
stak
ehol
ders
.
• Id
entifi
es le
arni
ngs
from
pas
t pr
oces
s sa
fety
eve
nts.
• Pr
oces
s sa
fety
sub
ject
mat
ter
expe
rt.
• D
esig
ns p
roce
ss s
afet
y aw
aren
ess
sess
ions
for v
ario
us
leve
ls w
ithin
com
pany
.
• C
omm
unic
ates
pro
cess
sa
fety
issu
es a
nd p
rogr
amm
es
with
lead
ersh
ip/m
anag
emen
t te
am a
nd g
ains
thei
r sup
port
.
• Li
nks
lear
ning
s fr
om p
ast
even
ts to
pro
cess
saf
ety
fram
ewor
k.
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
the
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t su
perv
isio
n. L
earn
s ho
w to
do
thin
gs.
2. B
asic
app
licat
ion
Perf
orm
s fu
ndam
enta
l and
rout
ine
task
s. R
equi
res
occa
sion
al s
uper
visi
on. I
ncre
ased
func
tiona
l exp
ertis
e an
d ab
ility
. Wor
ks w
ith o
ther
s.
3. S
kille
d
a
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed in
app
licat
ion
or m
aste
ry.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
and
ext
erna
lly o
n cr
itica
l iss
ues.
Set
s st
anda
rds
with
in th
e or
gani
satio
n. R
ecog
nise
d as
a s
ubje
ct m
atte
r exp
ert.
Not
ap
plic
able
No
role
requ
irem
ent.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
–
Aw
aren
ess
Com
pet
ency
leve
l 2 –
B
asic
ap
plic
atio
nC
omp
eten
cy le
vel 3
–
Skill
ed a
pp
licat
ion/
pro
fici
ent
Com
pet
ency
leve
l 4 –
M
aste
ry/e
xper
t
17
Haz
ard
iden
tifica
tion
and
risk
asse
ssm
ent
• A
war
e of
bas
ic h
azar
d id
entifi
catio
n pr
oces
ses
(eg
Step
B
ack
5x5,
Job
Haz
ard
Ana
lysi
s (J
HA
), e
tc) a
nd w
here
they
are
us
ed.
• A
war
e of
the
term
s ha
zard
, ca
use,
con
sequ
ence
, con
trol
, ris
k an
d as
low
as
reas
onab
ly
prac
ticab
le (A
LAR
P).
• A
war
e of
the
hier
arch
y of
co
ntro
ls, a
nd w
hat i
mpa
cts
a co
ntro
ls e
ffect
iven
ess,
eg
hum
an fa
ctor
s, d
esig
n et
c.
• A
war
e of
saf
ety
case
maj
or
inci
dent
sce
nario
s an
d w
hat
cont
rols
are
saf
ety
criti
cal.
• Pa
rtic
ipat
es in
risk
as
sess
men
t pro
cess
es.
• U
nder
stan
ds th
e w
ay p
roce
ss
safe
ty h
azar
ds a
re c
ontr
olle
d,
wha
t tho
se c
ontr
ols
are
and
how
eff
ectiv
e th
ey a
re.
• U
nder
stan
ds th
e te
rms
safe
ty c
ase,
loss
of c
onta
inm
ent
(LO
C),
haz
ard
iden
tifica
tion
(HA
ZID
), h
azar
d an
d op
erab
ility
st
udy
(HA
ZOP)
and
laye
rs o
f pr
otec
tion
anal
ysis
(LO
PA).
• Id
entifi
es c
ontr
ol
impr
ovem
ents
or n
ew c
ontr
ols
for r
isk
redu
ctio
n.
• M
ento
rs o
ther
s in
co
nduc
ting
risk
asse
ssm
ents
.
• Id
entifi
es w
ho n
eeds
to b
e in
volv
ed in
the
deve
lopm
ent o
f ha
zard
iden
tifica
tion
proc
esse
s.
• Le
ads
risk
asse
ssm
ent
proc
esse
s.
• A
pplie
s th
e pr
os a
nd c
ons
of e
ach
asse
ssm
ent m
etho
d in
se
lect
ing
the
corr
ect m
etho
d.
• D
emon
stra
tes
unde
rsta
ndin
g an
d ap
plic
atio
n of
redu
cing
pu
blic
risk
as
it ap
plie
s to
pr
oces
s sa
fety
.
• Im
plem
ents
new
or i
mpr
oved
co
ntro
ls fo
r ris
k re
duct
ion.
• Su
bjec
t mat
ter e
xper
t for
ha
zard
iden
tifica
tion
and
risk
cont
rol.
• En
gage
s w
ith le
ader
ship
te
am to
pro
vide
reso
urce
s fo
r id
entifi
catio
n an
d as
sess
men
t.
• M
aste
ry in
con
sequ
ence
m
odel
ling
conc
epts
and
det
ails
.
• D
evel
ops
risk
crite
ria.
• D
evel
ops
cont
rol s
trat
egie
s –
eg fr
om in
here
ntly
saf
er
desi
gn th
roug
h to
em
erge
ncy
resp
onse
.
• D
evel
ops
stra
tegi
es a
nd
guid
ance
doc
umen
ts.
Haz
ard
awar
enes
s sp
ecifi
c to
the
oper
atio
nA
pplie
s to
spe
cific
haz
ards
of
faci
lity
or o
rgan
isat
ion.
• A
war
e of
the
rele
vant
pr
oces
ses
occu
rrin
g in
are
a of
pl
ant/
equi
pmen
t.
• A
war
e of
the
risks
ass
ocia
ted
with
the
proc
ess
occu
rrin
g in
th
e ar
ea/e
quip
men
t.
App
lies
to s
peci
fic h
azar
ds o
f fa
cilit
y or
org
anis
atio
n.
• U
nder
stan
ds th
e pe
rfor
man
ce in
dica
tors
that
go
vern
the
safe
ty o
f the
pro
cess
.
• U
nder
stan
ds th
e tr
igge
rs fo
r ac
tion,
the
impo
rtan
ce to
act
, an
d w
hat a
ctio
n is
requ
ired.
• Li
sts
and
impl
emen
ts a
ll op
erat
ing
proc
edur
es.
• A
ble
to d
escr
ibe
and
appl
y to
ols
avai
labl
e.
App
lies
to s
peci
fic h
azar
ds o
f fa
cilit
y or
org
anis
atio
n.
• A
ble
to in
terp
ret w
hat
perf
orm
ance
indi
cato
rs m
ean
in te
rms
of th
e sa
fety
of t
he
proc
ess.
• A
ble
to m
ake
or a
utho
rise
chan
ges
to c
orre
ct th
e si
tuat
ion.
• A
ble
to tr
oubl
esho
ot
prob
lem
s.
• A
ble
to d
evel
op a
nd
reco
mm
end
proc
edur
es.
• R
ecog
nise
s th
e ph
ysic
al
and
chem
ical
pro
pert
ies
of
the
mat
eria
ls th
at a
re b
eing
pr
oces
sed.
App
lies
to s
peci
fic h
azar
ds o
f fa
cilit
y or
org
anis
atio
n.
• M
aste
ry in
des
crib
ing
the
proc
ess
phys
ics
and
chem
istr
y an
d ho
w th
ey a
re c
ontr
olle
d an
d in
fluen
ced.
• M
aste
ry in
defi
ning
the
basi
s of
saf
ety
for t
he fa
cilit
y in
clud
ing
unde
rsta
ndin
g pr
evio
us
inci
dent
s.
www.ichemesafetycentre.org
Engi
neer
ing
&
des
ign
Safe
ty in
des
ign
• A
war
e of
the
follo
win
g pr
oces
s sa
fety
rela
ted
conc
epts
fo
r Saf
ety
in D
esig
n:
–
Inhe
rent
ly s
afer
des
ign
(IS
D)
–
Ris
k-ba
sed
desi
gn
–
ALA
RP
prin
cipl
e
• A
war
e th
at th
ere
are
legi
slat
ive
and
regu
lato
ry
requ
irem
ents
(eg
Safe
ty C
ase
or e
quiv
alen
t rep
ort)
; cod
es
and
stan
dard
s re
latin
g to
sa
fe p
roce
ss/f
acili
ty d
esig
n,
cons
truc
tion
and
oper
atio
n.
• A
pplie
s un
der s
uper
visi
on
the
rele
vant
legi
slat
ive
and
regu
lato
ry re
quire
men
ts, c
odes
an
d st
anda
rds
rela
ting
to s
afet
y in
des
ign.
• Pr
ovid
es b
asic
tech
nica
l in
put t
o de
sign
requ
irem
ents
as
appl
icab
le to
thei
r ind
ustr
y to
m
eet s
afet
y in
des
ign
obje
ctiv
es.
• A
pplie
s a
basi
c kn
owle
dge
of th
e fo
llow
ing
proc
ess
safe
ty
rela
ted
conc
epts
for S
afet
y in
D
esig
n:
–
ISD
–
Ris
k-ba
sed
desi
gn
–
ALA
RP
prin
cipl
e
• Pr
ovid
es c
ompr
ehen
sive
te
chni
cal i
nput
to d
esig
n as
ap
plic
able
to th
eir i
ndus
try
to
mee
t saf
ety
in d
esig
n ob
ject
ives
in
clud
ing
inco
rpor
atio
n of
all
appl
icab
le le
gisl
atio
n/re
gula
tory
re
quire
men
ts, c
odes
and
st
anda
rds.
• A
pplie
s IS
D p
rinci
ples
.
• Pr
ovid
es d
esig
n so
lutio
ns
that
inco
rpor
ate
risk-
base
d de
sign
and
ALA
RP
prin
cipl
e.
• Li
aise
s w
ith o
ther
dis
cipl
ines
(e
g in
stru
men
tatio
n, m
echa
nica
l, et
c) a
s to
inte
grat
e sa
fety
in
desi
gn s
olut
ions
.
• Id
entifi
es S
afet
y C
ritic
al
Elem
ents
and
dev
elop
s Pe
rfor
man
ce S
tand
ards
.
• Le
ads,
eva
luat
es, a
nd
deliv
ers
tech
nica
l saf
ety
requ
irem
ents
as
appl
icab
le to
th
eir i
ndus
try.
• D
evel
ops
appl
icab
le
corp
orat
e pr
oces
s sa
fety
des
ign
stan
dard
s, g
uide
lines
and
ph
iloso
phie
s.
• Po
sses
ses
deta
iled
know
ledg
e of
app
licab
le
legi
slat
ion,
regu
latio
ns, c
odes
an
d st
anda
rds.
• M
anag
es e
xter
nal t
hird
-par
ty
serv
ice
prov
ider
s su
pply
ing
spec
ialis
t, co
mpl
ex p
roce
ss
safe
ty s
ervi
ces
(eg
deta
iled
expl
osio
n st
udie
s).
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
the
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t su
perv
isio
n. L
earn
s ho
w to
do
thin
gs.
2. B
asic
app
licat
ion
Perf
orm
s fu
ndam
enta
l and
rout
ine
task
s. R
equi
res
occa
sion
al s
uper
visi
on. I
ncre
ased
func
tiona
l exp
ertis
e an
d ab
ility
. Wor
ks w
ith o
ther
s.
3. S
kille
d
a
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed in
app
licat
ion
or m
aste
ry.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
and
ext
erna
lly o
n cr
itica
l iss
ues.
Set
s st
anda
rds
with
in th
e or
gani
satio
n. R
ecog
nise
d as
a s
ubje
ct m
atte
r exp
ert.
Not
ap
plic
able
No
role
requ
irem
ent.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
–
Aw
aren
ess
Com
pet
ency
leve
l 2 –
B
asic
ap
plic
atio
nC
omp
eten
cy le
vel 3
–
Skill
ed a
pp
licat
ion/
pro
fici
ent
Com
pet
ency
leve
l 4 –
M
aste
ry/e
xper
t
19
Engi
neer
ing
&
des
ign
Safe
ty in
des
ign
• A
war
e of
the
follo
win
g pr
oces
s sa
fety
rela
ted
conc
epts
fo
r Saf
ety
in D
esig
n:
–
Inhe
rent
ly s
afer
des
ign
(IS
D)
–
Ris
k-ba
sed
desi
gn
–
ALA
RP
prin
cipl
e
• A
war
e th
at th
ere
are
legi
slat
ive
and
regu
lato
ry
requ
irem
ents
(eg
Safe
ty C
ase
or e
quiv
alen
t rep
ort)
; cod
es
and
stan
dard
s re
latin
g to
sa
fe p
roce
ss/f
acili
ty d
esig
n,
cons
truc
tion
and
oper
atio
n.
• A
pplie
s un
der s
uper
visi
on
the
rele
vant
legi
slat
ive
and
regu
lato
ry re
quire
men
ts, c
odes
an
d st
anda
rds
rela
ting
to s
afet
y in
des
ign.
• Pr
ovid
es b
asic
tech
nica
l in
put t
o de
sign
requ
irem
ents
as
appl
icab
le to
thei
r ind
ustr
y to
m
eet s
afet
y in
des
ign
obje
ctiv
es.
• A
pplie
s a
basi
c kn
owle
dge
of th
e fo
llow
ing
proc
ess
safe
ty
rela
ted
conc
epts
for S
afet
y in
D
esig
n:
–
ISD
–
Ris
k-ba
sed
desi
gn
–
ALA
RP
prin
cipl
e
• Pr
ovid
es c
ompr
ehen
sive
te
chni
cal i
nput
to d
esig
n as
ap
plic
able
to th
eir i
ndus
try
to
mee
t saf
ety
in d
esig
n ob
ject
ives
in
clud
ing
inco
rpor
atio
n of
all
appl
icab
le le
gisl
atio
n/re
gula
tory
re
quire
men
ts, c
odes
and
st
anda
rds.
• A
pplie
s IS
D p
rinci
ples
.
• Pr
ovid
es d
esig
n so
lutio
ns
that
inco
rpor
ate
risk-
base
d de
sign
and
ALA
RP
prin
cipl
e.
• Li
aise
s w
ith o
ther
dis
cipl
ines
(e
g in
stru
men
tatio
n, m
echa
nica
l, et
c) a
s to
inte
grat
e sa
fety
in
desi
gn s
olut
ions
.
• Id
entifi
es S
afet
y C
ritic
al
Elem
ents
and
dev
elop
s Pe
rfor
man
ce S
tand
ards
.
• Le
ads,
eva
luat
es, a
nd
deliv
ers
tech
nica
l saf
ety
requ
irem
ents
as
appl
icab
le to
th
eir i
ndus
try.
• D
evel
ops
appl
icab
le
corp
orat
e pr
oces
s sa
fety
des
ign
stan
dard
s, g
uide
lines
and
ph
iloso
phie
s.
• Po
sses
ses
deta
iled
know
ledg
e of
app
licab
le
legi
slat
ion,
regu
latio
ns, c
odes
an
d st
anda
rds.
• M
anag
es e
xter
nal t
hird
-par
ty
serv
ice
prov
ider
s su
pply
ing
spec
ialis
t, co
mpl
ex p
roce
ss
safe
ty s
ervi
ces
(eg
deta
iled
expl
osio
n st
udie
s).
Ass
et in
tegr
ity•
Aw
are
that
Saf
ety
Crit
ical
El
emen
ts re
quire
insp
ectio
n an
d m
aint
enan
ce to
ens
ure
inte
grity
.
• A
war
e of
whi
ch S
afet
y C
ritic
al E
lem
ents
form
crit
ical
co
ntro
ls.
• Su
ppor
ts c
ondi
tion
mon
itorin
g re
gim
es.
• A
war
e of
saf
ety
criti
cal t
asks
an
d th
e lik
ely
effec
ts s
houl
d th
ese
not b
e ca
rrie
d ou
t.
• A
ble
to tr
ack
and
repo
rt
perf
orm
ance
crit
eria
and
iden
tify
whe
n Sa
fety
Crit
ical
Ele
men
ts
are
not m
eetin
g cr
iteria
.
• U
nder
stan
ds/c
an e
xpla
in
relia
bilit
y, a
vaila
bilit
y an
d m
aint
aina
bilit
y (R
AM
) stu
dy
met
rics.
• M
onito
rs re
liabi
lity
of s
afet
y cr
itica
l ele
men
ts.
• R
evie
ws
mai
nten
ance
and
in
spec
tion
resu
lts a
nd tr
ends
.
• D
evel
ops
prot
ocol
s fo
r in-
field
per
form
ance
mea
sure
men
t.
• C
ondu
cts
perio
dic
perf
orm
ance
revi
ews
of S
afet
y C
ritic
al E
lem
ents
.
• Pr
omot
es a
sset
inte
grity
.
• Id
entifi
es p
oten
tial f
ailu
re
mod
es o
f crit
ical
ele
men
ts.
• A
sses
ses
failu
re e
ffect
s an
d de
term
ines
crit
ical
ity.
• Id
entifi
es ri
sks
to a
sset
in
tegr
ity.
• D
efine
s m
aint
enan
ce a
nd
insp
ectio
n re
gim
e.
• D
efine
s sp
ecifi
c m
aint
enan
ce
and
insp
ectio
n pr
oced
ures
and
sp
ecifi
catio
ns.
• A
utho
rises
life
ext
ensi
ons
or c
hang
es to
insp
ectio
n pr
ogra
mm
es.
• D
eter
min
es p
erfo
rman
ce
stan
dard
s of
Saf
ety
Crit
ical
El
emen
ts.
• C
ondu
cts
form
al re
view
of
Safe
ty C
ritic
al E
lem
ents
and
A
sset
Inte
grity
pro
cess
es.
Cod
es a
nd s
tand
ards
• A
war
e th
at s
tand
ards
, co
mpa
ny/i
ndus
try
refe
renc
e do
cum
ents
and
thei
r bus
ines
s un
it eq
uiva
lent
s ex
ist.
• U
nder
stan
ds h
ow to
as
sim
ilate
rele
vant
com
pany
/in
dust
ry re
fere
nce
docu
men
ts
into
wor
k eff
orts
.
• Pr
ofici
ent w
ith c
ompa
ny/
indu
stry
refe
renc
e do
cum
ents
aff
ectin
g pr
oces
s sa
fety
ac
ross
mul
tiple
dis
cipl
ines
as
appr
opria
te.
• Im
plem
ents
sys
tem
s to
en
sure
com
plia
nce
to c
odes
and
st
anda
rds.
• U
ses
indu
stry
refe
renc
e do
cum
ents
and
eng
inee
ring
tool
s to
dev
elop
pro
cess
/fac
ility
de
sign
.
• C
ompa
ny a
nd/o
r ind
ustr
y le
ader
in o
ne o
r mor
e as
pect
s of
de
sign
.
• In
terf
aces
with
out
side
co
ntra
ctor
s in
use
of,
and
devi
atio
ns to
, the
com
pany
st
anda
rds.
• Le
vera
ges
know
ledg
e an
d ac
ts a
s a
cont
ribut
ing
mem
ber
of in
dust
ry b
odie
s, e
spec
ially
in
deve
lopi
ng in
dust
ry re
fere
nce
docu
men
ts th
at fu
lfil c
ompa
ny’s
ne
eds.
www.ichemesafetycentre.org
Engi
neer
ing
&
des
ign
Man
agem
ent o
f cha
nge
• A
war
e of
the
need
to m
anag
e ch
ange
.
• A
war
e of
wha
t is
cove
red
by m
anag
emen
t of c
hang
e pr
oced
ure:
pol
icie
s, p
roce
dure
s,
wor
k m
etho
ds, p
erso
nnel
, etc
.
• A
ble
to re
cogn
ise
wha
t a
chan
ge is
and
initi
ate
the
proc
ess.
• U
nder
stan
ds o
wn
role
in
chan
ge m
anag
emen
t.
• C
ontr
ibut
es to
im
plem
enta
tion
of c
hang
e m
anag
emen
t.
• A
ble
to in
itiat
e ch
ange
m
anag
emen
t pro
cess
.
• Pr
epar
es m
anag
emen
t of
chan
ge (M
OC
) doc
umen
ts.
• U
nder
stan
ds th
e ch
ange
and
is
abl
e to
upd
ate
info
rmat
ion
syst
ems
eg d
raw
ings
, man
ual,
proc
edur
es, e
tc.
• R
ecog
nise
s th
eory
of
impl
emen
ting
chan
ge a
nd h
ow
chan
ges
will
affe
ct ri
sk.
• C
omm
unic
ates
cha
nges
as
requ
ired.
• A
ctiv
ely
impl
emen
ts c
hang
e m
anag
emen
t pro
cedu
res.
• A
utho
rises
cha
nge
in
thei
r are
a/co
mpe
tenc
y or
is a
re
view
er o
n th
e ch
ange
.
• Su
bjec
t mat
ter e
xper
t acr
oss
rele
vant
cro
ss-f
unct
iona
l are
as
incl
udin
g ha
zard
iden
tifica
tion
and
risk
cont
rol,
hum
an fa
ctor
s,
syst
ems,
etc
.
• D
evel
ops
chan
ge
man
agem
ent p
roce
ss.
• A
ctiv
ely
invo
lved
in
orga
nisa
tiona
l cha
nges
and
how
th
ey a
re m
anag
ed.
21
Hum
an f
acto
rsH
uman
fact
ors
• A
war
e of
wha
t hum
an fa
ctor
s ar
e.
• A
war
e of
how
hum
an fa
ctor
s in
fluen
ce h
uman
and
saf
ety
perf
orm
ance
.
• M
anag
es s
elf (
fatig
ue, fi
t-fo
r-
wor
k, a
t-ris
k be
havi
ours
).
• M
anag
es s
elf (
fatig
ue, fi
t-fo
r-
wor
k, a
t-ris
k be
havi
ours
) and
m
onito
rs o
ther
s.
• Id
entifi
es a
nd re
spon
ds to
ob
serv
ed a
t-ris
k be
havi
ours
in
self
and
othe
rs.
• Pr
ovid
es fe
edba
ck o
n po
or
job
and
equi
pmen
t des
ign
and
sugg
ests
impr
ovem
ents
.
• R
ecog
nise
s th
at h
uman
fa
ctor
s ar
e co
ncer
ned
with
ta
sk re
quire
men
ts a
nd it
s ch
arac
teris
tics,
the
indi
vidu
al’s
co
mpe
tenc
e an
d w
orkp
lace
cu
lture
and
the
link
to s
afet
y.
• In
terv
enes
whe
n at
-ris
k be
havi
ours
are
obs
erve
d.
• Pr
ovid
es in
put i
nto
job
desi
gn ta
king
into
acc
ount
hu
man
fact
ors.
• C
omm
unic
ates
hum
an
fact
ors
to th
e w
ider
wor
kpla
ce.
• Se
eks
to s
olve
poo
r jo
b an
d eq
uipm
ent d
esig
n an
d w
elco
mes
sug
gest
ed
impr
ovem
ents
.
• R
ecog
nise
s th
e im
pact
of
cont
ract
ors
on th
e w
orkf
orce
w
ith re
spec
t to
safe
ty.
• C
ompr
ehen
ds h
ow h
uman
fa
ctor
s lin
ks to
pro
cess
saf
ety.
• En
sure
s pl
ant a
nd e
quip
men
t de
sign
s an
d ta
sks
are
desi
gned
to
take
acc
ount
of b
oth
hum
an
limita
tions
and
str
engt
hs.
• C
omm
unic
ates
how
an
indi
vidu
al’s
com
pete
nce,
ski
lls,
pers
onal
ity, a
ttitu
de, a
nd ri
sk
perc
eptio
n aff
ect s
afet
y.
• Pr
omot
es h
ow w
ork
patt
erns
, the
wor
kpla
ce c
ultu
re,
reso
urce
s, c
omm
unic
atio
ns,
lead
ersh
ip, e
tc h
ave
a si
gnifi
cant
in
fluen
ce o
n in
divi
dual
and
gr
oup
beha
viou
r.
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
the
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t su
perv
isio
n. L
earn
s ho
w to
do
thin
gs.
2. B
asic
app
licat
ion
Perf
orm
s fu
ndam
enta
l and
rout
ine
task
s. R
equi
res
occa
sion
al s
uper
visi
on. I
ncre
ased
func
tiona
l exp
ertis
e an
d ab
ility
. Wor
ks w
ith o
ther
s.
3. S
kille
d
a
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed in
app
licat
ion
or m
aste
ry.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
and
ext
erna
lly o
n cr
itica
l iss
ues.
Set
s st
anda
rds
with
in th
e or
gani
satio
n. R
ecog
nise
d as
a s
ubje
ct m
atte
r exp
ert.
Not
ap
plic
able
No
role
requ
irem
ent.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
–
Aw
aren
ess
Com
pet
ency
leve
l 2 –
B
asic
ap
plic
atio
nC
omp
eten
cy le
vel 3
–
Skill
ed a
pp
licat
ion/
pro
fici
ent
Com
pet
ency
leve
l 4 –
M
aste
ry/e
xper
t
www.ichemesafetycentre.org
Syst
ems
&
pro
ced
ures
Syst
ems,
man
uals
and
dra
win
gs•
Aw
are
of h
ow to
inte
rpre
t pi
ping
and
inst
rum
enta
tion
diag
ram
s (P
&ID
), c
ause
&
effec
t cha
rts
and
proc
ess
flow
di
agra
ms.
• A
war
e of
how
to in
terp
ret
oper
atio
ns a
nd e
quip
men
t m
anua
ls.
• A
war
e of
how
to lo
cate
ap
prop
riate
doc
umen
ts.
• U
nder
stan
d ho
w th
e do
cum
ent c
ontr
ol s
yste
m w
orks
an
d ho
w to
mak
e su
gges
tions
fo
r im
prov
emen
t.
• U
nder
stan
ds h
ow to
use
pr
oces
s sa
fety
info
rmat
ion
in
emer
genc
y si
tuat
ions
.
• C
ontr
ibut
es to
the
deve
lopm
ent a
nd re
view
of
P&
ID, c
ause
and
effe
ct
char
ts, p
roce
ss fl
ows,
man
uals
an
d ot
her o
pera
tiona
l do
cum
enta
tion.
• U
ses
MO
C fo
r co
mm
unic
atin
g do
cum
ent
chan
ges.
• A
ble
to u
se p
roce
ss s
afet
y in
form
atio
n to
exp
lain
act
ual
proc
ess
perf
orm
ance
issu
es.
• D
efine
s w
hat p
roce
ss s
afet
y do
cum
enta
tion
is re
quire
d.
• D
efine
s au
thor
isat
ion
proc
ess.
• D
efine
s do
cum
ent
man
agem
ent s
yste
m a
nd it
s us
e in
trai
ning
.
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
the
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t su
perv
isio
n. L
earn
s ho
w to
do
thin
gs.
2. B
asic
app
licat
ion
Perf
orm
s fu
ndam
enta
l and
rout
ine
task
s. R
equi
res
occa
sion
al s
uper
visi
on. I
ncre
ased
func
tiona
l exp
ertis
e an
d ab
ility
. Wor
ks w
ith o
ther
s.
3. S
kille
d
a
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed in
app
licat
ion
or m
aste
ry.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
and
ext
erna
lly o
n cr
itica
l iss
ues.
Set
s st
anda
rds
with
in th
e or
gani
satio
n. R
ecog
nise
d as
a s
ubje
ct m
atte
r exp
ert.
Not
ap
plic
able
No
role
requ
irem
ent.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
–
Aw
aren
ess
Com
pet
ency
leve
l 2 –
B
asic
ap
plic
atio
nC
omp
eten
cy le
vel 3
–
Skill
ed a
pp
licat
ion/
pro
fici
ent
Com
pet
ency
leve
l 4 –
M
aste
ry/e
xper
t
23
Syst
ems
&
pro
ced
ures
Proc
ess
& o
pera
tiona
l sta
tus
mon
itorin
g &
han
dove
r•
Aw
are
that
saf
e op
erat
ing
enve
lope
s ex
ist.
• A
war
e of
the
proc
ess
and
wha
t can
go
wro
ng.
• A
war
e of
wha
t is
requ
ired
to
keep
the
proc
ess
unde
r con
trol
.
• A
war
e of
wha
t to
do in
an
abno
rmal
/em
erge
ncy
situ
atio
n.
• A
war
e th
at c
ontr
ols
have
pe
rfor
man
ce c
riter
ia a
nd th
ey
need
to b
e m
onito
red.
• U
tilis
es P
&ID
, cau
se a
nd
effec
t cha
rts,
pro
cess
flow
di
agra
ms,
and
ope
ratio
ns
man
uals
to tr
oubl
esho
ot m
inor
is
sues
.
• A
ble
to s
afel
y op
erat
e th
e fa
cilit
y w
ithin
the
safe
ope
ratin
g en
velo
pe.
• A
ble
to m
aint
ain
a sh
ift lo
g.
• A
ble
to tr
ack
and
repo
rt
cont
rol p
erfo
rman
ce c
riter
ia.
• R
ecog
nise
s ho
w to
reco
ver
from
an
abno
rmal
situ
atio
n an
d m
anag
es s
tart
ups
and
shut
dow
ns.
• A
ble
to c
ondu
ct e
ffect
ive
shift
han
dove
r.
• A
ble
to in
terp
ret w
eak
sign
als,
eg
shift
log
deta
ils.
• A
ble
to m
ento
r new
op
erat
ors.
• U
nder
stan
ds a
nd a
lters
op
erat
ing
para
met
ers
usin
g ch
ange
man
agem
ent.
• M
onito
rs a
nd o
r man
ages
si
mul
tane
ous
oper
atio
ns.
• D
evel
ops
oper
atio
ns tr
aini
ng
mat
eria
ls a
nd fr
amew
ork
for
com
pete
ncy.
• En
gage
s se
nior
man
agem
ent
in th
e de
velo
pmen
t and
revi
ew
of p
roce
ss in
dica
tors
.
Con
trac
tor &
sup
plie
r sel
ectio
n an
d m
anag
emen
t•
Aw
are
of th
e pr
oces
s of
con
trac
tor s
elec
tion
and
man
agem
ent.
• A
war
e of
why
spe
cific
type
s of
con
trac
tors
are
eng
aged
eg
tech
nica
l exp
erts
.
• C
ontr
ibut
es to
the
cont
ract
or
perf
orm
ance
eva
luat
ion
and
onsi
te s
uper
visi
on.
• A
ble
to p
rovi
de b
asic
su
perv
isio
n to
con
trac
tors
.
• D
evel
ops
wor
k sc
ope
info
rmat
ion
requ
ired
to
unde
rtak
e an
d re
view
wor
k (s
cope
of w
ork,
con
trac
t re
quire
men
ts, l
egis
lativ
e re
quire
men
ts, c
ompe
tenc
y of
co
ntra
ctor
s).
• M
akes
evi
denc
e-ba
sed
deci
sion
s re
gard
ing
proc
ess
safe
ty c
ompe
tenc
y of
com
pany
an
d su
itabi
lity
for p
roje
ct.
• Es
tabl
ishe
s co
ntra
ctor
and
su
pplie
r sel
ectio
n pr
oces
ses/
crite
ria in
term
s of
pro
cess
sa
fety
per
form
ance
crit
eria
.
• Es
tabl
ishe
s sy
stem
/crit
eria
fo
r eva
luat
ing
cont
ract
or
com
pete
ncie
s (t
echn
ical
, saf
ety
attit
ude,
rele
vant
exp
erie
nce
etc)
.
Safe
Sys
tem
s of
Wor
k•
Aw
are
of th
e sa
fe s
yste
ms
of w
ork
tool
s –
Perm
it To
Wor
k,
isol
atio
ns, s
afe
wor
k m
etho
d st
atem
ents
.
• Im
plem
ents
saf
e sy
stem
s of
w
ork
incl
udin
g Pe
rmit
To W
ork,
is
olat
ion
proc
edur
es a
nd s
afe
wor
k m
etho
d st
atem
ents
into
ev
eryd
ay w
ork
activ
ities
.
• Fa
cilit
ates
the
deve
lopm
ent
of s
afe
syst
ems
of w
ork.
• Id
entifi
es w
here
saf
e sy
stem
s of
wor
k ne
ed to
be
deve
lope
d.
www.ichemesafetycentre.org
Syst
ems
&
pro
ced
ures
Proj
ect d
eliv
ery
• A
war
e of
ow
n de
liver
able
s an
d ro
le in
ach
ievi
ng p
roce
ss
safe
ty o
utco
mes
on
proj
ects
.
• U
nder
stan
ds th
e pr
ojec
t pe
rfor
man
ce c
riter
ia a
nd h
ow
they
rela
te to
pro
cess
saf
ety.
• U
nder
stan
ds p
roce
ss s
afet
y st
ages
of t
he p
roje
ct e
g ris
k as
sess
men
ts, s
iting
stu
dies
, etc
.
• M
anag
es p
roce
ss s
afet
y re
late
d in
terf
aces
bet
wee
n pr
ojec
ts, o
pera
tions
, ven
dors
, de
sign
ers,
etc
.
• R
ecog
nise
s w
hen
to a
pply
re
leva
nt ri
sk m
anag
emen
t pr
oces
ses.
• R
evie
ws
proj
ect p
erfo
rman
ce
agai
nst p
roce
ss s
afet
y cr
iteria
.
• Pr
ojec
t life
cycl
e re
view
s in
corp
orat
ing
proc
ess
safe
ty.
• D
efine
s pr
ojec
t man
agem
ent
proc
ess
and
how
it a
ligns
with
pr
oces
s sa
fety
nee
ds.
• A
ble
to id
entif
y an
d en
gage
su
bjec
t mat
ter e
xper
ts w
hen
requ
ired
for p
roce
ss s
afet
y as
pect
s.
Man
agem
ent o
f maj
or
emer
genc
ies
and
emer
genc
y pr
epar
edne
ss
• A
war
e of
esc
ape
rout
es,
mus
ter p
oint
s an
d em
erge
ncy
evac
uatio
n pr
oced
ures
.
• A
war
e of
ow
n ro
le in
an
emer
genc
y.
• A
war
e of
maj
or in
cide
nt
scen
ario
s.
• A
war
e of
how
to in
itiat
e em
erge
ncy
resp
onse
• A
ble
to fu
lfil a
role
in
emer
genc
y re
spon
se a
s no
min
ated
.
• U
nder
stan
ds h
ow to
esc
alat
e em
erge
ncy
alar
m, e
g ca
lling
em
erge
ncy
serv
ices
/res
pons
e.
• En
sure
s te
am m
embe
rs a
re
awar
e of
em
erge
ncy
resp
onse
pl
an a
nd th
eir i
ndiv
idua
l rol
es
and
that
of t
he e
mer
genc
y re
spon
se te
am.
• A
ble
to d
ecid
e on
resp
onse
ac
tions
and
dire
ct p
eopl
e.
• A
ble
to p
lan
and
unde
rtak
e em
erge
ncy
exer
cise
s.
• D
evel
op e
mer
genc
y re
spon
se p
lan
base
d on
maj
or
inci
dent
sce
nario
s an
d re
sults
of
cons
eque
nce
mod
ellin
g.
• A
ble
to m
onito
r effe
ctiv
enes
s of
resp
onse
act
iviti
es.
• En
gage
s w
ith e
xter
nal
emer
genc
y se
rvic
es a
nd th
ird
part
ies.
Inci
dent
repo
rtin
g an
d in
vest
igat
ion
• A
war
e of
the
inci
dent
re
port
ing
requ
irem
ents
and
kn
ows
how
to re
port
an
inci
dent
.
• A
war
e of
why
inci
dent
s ar
e in
vest
igat
ed.
• A
war
e of
med
ia p
olic
ies
and
proc
edur
es (f
or m
ajor
or
prom
inen
t inc
iden
ts).
• U
nder
stan
ds w
hat a
pro
cess
sa
fety
inci
dent
is.
• C
ontr
ibut
es to
the
inci
dent
in
vest
igat
ion
proc
ess.
• U
nder
stan
ds im
port
ance
of
pre
serv
atio
n of
site
and
ev
iden
ce.
• Pl
ans
inve
stig
atio
n of
in
cide
nt.
• Le
ads
basi
c in
vest
igat
ion.
• A
naly
ses
and
uses
root
cau
se
anal
ysis
to im
prov
e sy
stem
s pe
rfor
man
ce.
• Id
entifi
es p
oten
tial
cons
eque
nces
of i
ncid
ents
.
• Le
ads
maj
or in
cide
nt
inve
stig
atio
ns.
• D
emon
stra
tes
cons
iste
nt a
nd
visi
ble
lead
ersh
ip in
sup
port
ing
the
repo
rtin
g an
d in
vest
igat
ion
of in
cide
nts.
• A
naly
ses
inci
dent
sta
tistic
s to
pr
edic
t tre
nds.
• En
sure
s le
arni
ng fr
om
inci
dent
inve
stig
atio
ns a
cros
s th
e or
gani
satio
n/pr
ojec
t/si
te.
• D
eter
min
es in
vest
igat
ion
met
hodo
logi
es u
sed.
25
Ass
uran
ceLe
gisl
atio
n an
d re
gula
tions
• A
war
e th
at th
ere
are
law
s,
and
regu
latio
ns p
erta
inin
g to
sa
fe p
roce
ss/f
acili
ty d
esig
n,
cons
truc
tion
and
oper
atio
n.
• A
ble
to a
cces
s re
leva
nt
legi
slat
ion
and
regu
latio
ns.
• A
ble
to c
ompl
y w
ith re
leva
nt
legi
slat
ion
and
regu
latio
ns in
w
ork
activ
ities
.
• M
ento
rs o
ther
s in
im
plem
entin
g th
e re
leva
nt
legi
slat
ion
and
regu
latio
ns.
• In
form
s re
leva
nt p
erso
nnel
of
the
impa
ct o
f cha
nges
to
legi
slat
ion
and
regu
latio
ns.
• Pr
ovid
es fe
edba
ck to
re
gula
tors
as
requ
ired.
• In
terp
rets
legi
slat
ion
in
expe
rt fi
eld.
• Li
aise
s w
ith re
gula
tors
and
in
dust
ry b
odie
s.
• R
ecog
nise
s w
hen
new
le
gisl
atio
n ne
cess
itate
s up
date
d ris
k as
sess
men
ts, p
lant
des
ign,
op
erat
ions
, etc
Aud
it, a
ssur
ance
, man
agem
ent
revi
ew a
nd in
terv
entio
n•
Aw
are
ther
e is
an
assu
ranc
e pr
oces
s an
d be
abl
e to
des
crib
e as
sura
nce
activ
ities
rele
vant
to
thei
r are
a.
• O
bser
ves
or c
ontr
ibut
es
to a
ssur
ance
act
iviti
es w
here
re
quire
d.
• U
nder
stan
ds w
hy th
ere
are
assu
ranc
e pr
oces
ses.
• Pa
rtic
ipat
es in
exe
cutin
g as
sura
nce
activ
ities
and
aud
its
unde
r sup
ervi
sion
.
• U
nder
take
s le
ad ro
le in
as
sura
nce
activ
ities
suc
h as
aud
its a
nd m
anag
emen
t re
view
s.
• Pa
rtic
ipat
es in
the
esta
blis
hmen
t of a
ssur
ance
pl
ans.
• Pl
ans
assu
ranc
e st
rate
gies
on
the
basi
s of
risk
.
• A
naly
ses
assu
ranc
e fin
ding
s to
dev
elop
org
anis
atio
n-w
ide
resp
onse
s to
em
ergi
ng tr
ends
.
• D
rives
pro
cess
saf
ety
gove
rnan
ce th
roug
h th
e go
vern
ance
fram
ewor
k an
d as
sura
nce
activ
ities
.
• G
uide
s th
e or
gani
satio
n in
effe
ctiv
e im
plem
enta
tion
of c
ontin
uous
impr
ovem
ent
initi
ativ
es.
Profi
cien
cy
rati
ngD
escr
ipti
on
1. A
war
enes
sH
as k
now
ledg
e of
the
theo
ry a
nd d
ispl
ays
conc
eptu
al u
nder
stan
ding
. Act
ivel
y pa
rtic
ipat
es in
dis
cuss
ions
rega
rdin
g th
e sk
ill. P
erfo
rms
rout
ine
task
s w
ith s
igni
fican
t su
perv
isio
n. L
earn
s ho
w to
do
thin
gs.
2. B
asic
app
licat
ion
Perf
orm
s fu
ndam
enta
l and
rout
ine
task
s. R
equi
res
occa
sion
al s
uper
visi
on. I
ncre
ased
func
tiona
l exp
ertis
e an
d ab
ility
. Wor
ks w
ith o
ther
s.
3. S
kille
d
a
pp
licat
ion/
pro
fici
ent
Inde
pend
ent c
ontr
ibut
or. I
nteg
rate
s w
ork
with
oth
er d
isci
plin
es. F
requ
ently
men
tors
or c
oach
es o
ther
s. A
sses
ses
and
com
pare
s al
tern
ativ
es a
nd o
ppor
tuni
ties.
Bui
lds
netw
orks
with
oth
ers
skill
ed in
app
licat
ion
or m
aste
ry.
4. M
aste
ry/
ex
per
tA
dvan
ced
expe
rienc
e in
the
part
icul
ar s
kill.
App
lies
crea
tive
solu
tions
to c
ompl
ex p
robl
ems.
Defi
nes
and
driv
es c
ritic
al b
usin
ess
oppo
rtun
ities
and
nee
ds. R
epre
sent
s th
e or
gani
satio
n in
tern
ally
and
ext
erna
lly o
n cr
itica
l iss
ues.
Set
s st
anda
rds
with
in th
e or
gani
satio
n. R
ecog
nise
d as
a s
ubje
ct m
atte
r exp
ert.
Not
ap
plic
able
No
role
requ
irem
ent.
Elem
ent
Com
pet
ency
req
uire
dC
omp
eten
cy le
vel 1
–
Aw
aren
ess
Com
pet
ency
leve
l 2 –
B
asic
ap
plic
atio
nC
omp
eten
cy le
vel 3
–
Skill
ed a
pp
licat
ion/
pro
fici
ent
Com
pet
ency
leve
l 4 –
M
aste
ry/e
xper
t
www.ichemesafetycentre.org
Appendix 3: References and further information1. Reason, J, Managing the risks of organisation accidents, Ashgate Publishing Limited, Hampshire, 1997
2. Cogent and UKPIA, Guidelines for Competency Management Systems for Downstream and Petroleum Sites, Cogent, UK, 2011
3. European Process Safety Centre, Process Safety Competence – How to set up a Process Safety Competence Management System, EPSC, UK, 2013
4. Health and Safety Executive, Managing competence for safety-related systems, 2007
5. IChemE Safety Centre, Lead Process Safety Metrics – selecting, tracking and learning, ISC, Aust, 2015
6. Centre for Chemical Process Safety, Guidelines for Risk Based Process Safety, CCPS, USA, 2007
7. Energy Institute, High level framework for process safety management, Energy Institute, UK, 2010
8. Kletz, T, An engineer’s view of human error. 3e. IChemE, Rugby, UK, 2001
9. The OHS Body of Knowledge, Supported and maintained by the Safety Institute of Australia www.ohsbok.org.au This reference contains a chapter on Process Hazards – Chemical and a chapter on Managing Process Safety
“It is not, of course, suffcient to have knowledge. It is necessary to be able to apply it to real-life problems.”8 Trevor Kletz
327
Appendix 4: Glossary
ALARP As Low As Reasonably Practicable
CEO Chief Executive Officer
CMS Competency Management System
GM General Manager
HAZID Hazard Identification
HAZOP Hazard and Operability study
HSE Health, safety and environment
HR Human resources
ISC IChemE Safety Centre
ISD Inherently Safer Design
JHA Job Hazard Analysis
LOP(A) Layers of protection (analysis)
MD Managing Director
MOC Management of Change
P&ID Piping and instrumentation diagram
PS Process safety
PTW Permit to Work
QA Quality Assurance
QRA Quantitative Risk Assessment
RCA Root Cause Analysis
SCE Safety Critical Element
Start your professional development journey
Gain instant access to the exclusive member benefits
Be recognised and rewarded for your success
www.icheme.org/joinnow
Find your nearest IChemE office:
www.icheme.org/contactus
Contact the membership team:
IChemE is a registered charity in England and Wales, and a charity registered in Scotland (SC039661)
www.icheme.org
Global headquartersUK – Rugby t: +44 (0)1788 578214 e: [email protected]
Australiat: +61 (0)3 9642 4494e: [email protected]
Malaysia t: +603 2283 1381e: [email protected]
New Zealandt: +64 (4)473 4398e: [email protected]
Singaporet: +65 6471 5043 e: [email protected]
UK – London t: +44 (0)20 7927 8200
IChemE offces
www.icheme.org
Incorporated by Royal Charter 1957. The Institution of Chemical Engineers (trading as IChemE) is a registered charity in England and Wales (214379) and Scotland (SC039661).The Institution also has associated entities in Australia, Malaysia, New Zealand and Singapore.
![Ensuring the Integrity, Safety and Reliability of · PDF fileEnsuring the Integrity, Safety and Reliability of Plant. ... [TOFD] PhasedArrayweldInspectionPhased Array weld Inspection](https://static.fdocuments.net/doc/165x107/5aa579c77f8b9a2f048d780a/ensuring-the-integrity-safety-and-reliability-of-the-integrity-safety-and-reliability.jpg)
