Process Safety Management Conference 2019





08:30 - 09:00

Arrival / Registration / Tea / Coffee



Welcome & Introduction



Process safety leadership and engaging the workforce- Addressing the issues of how to engage senior leadership teams in process safety management (PSM), this presentation introduces a new non-technical model to help describe process safety challenges and influence resourcing decisions, commitment and culture.

Andrea Longley, Responsible Care Executive, CIA


Process Safety journey at Johnson Matthey- JM is a large specialty chemicals company with hazardous operations on 48 sites globally. There has been an increased focus on Process Safety across the group in recent years following a number of significant incidents. Process Safety training has been rolled out at all levels of the company including the senior management team with ongoing training to Operator level. This presentation will outline the current Group Process Safety priorities with details on some of the practical challenges of embedding changes across a large multi-national company.

Graeme Ellis, Group Head of Process Safety, Johnson Matthey


Tea / coffee Break & Networking



Leadership in Major Hazard Industry- Major incident reports consistently flag process safety leadership as having failed. Effective leadership must be promoted across high hazard industries so that ownership of risks is taken by those with the responsibility to reduce them.Discussing HSE’s leadership intervention programme for 2019/20 and beyond.

Rachel McCann, Major Hazard Chemical & Land Use Planning Policy, HSE


Improving Process Safety in the Water Industry- Only 3 to 5 years ago, the term Process Safety was rarely uttered in the Water Industry. This changed with key events such as Anglian Water’s ‘Back to Basics’ conference in 2016. The pace of change is quite varied across the water industry, depending on the investment made. Yorkshire Water’s story can be told using the hierarchy of risk reduction. From the elimination of fatal hazards to redefining PPE, new rules of thumb have been identified and can be shared.

Paul Heierman-Rix, Head of Safety, Yorkshire Water


PSM in GSK - The diverse and evolving nature of global pharmaceutical manufacturing operations requires a holistic approach to PSM. Over the last ten years GSK has undertaken a significant programme in the secondary (formulation) manufacturing network to enhance capability, controls and leadership education.

Dan Benton, Head Process Safety Eng Pharma Supply Chain, GSK


ABB / Energy Institute Workshop Feedback & Summary



Lunch & Networking




Interactive Session on use of digital technologies in Process Safety Management

Karl Watson, Global Digital Solution Architect - Process Safety, ABB


Tea / Coffee Break & Networking




Process Safety Performance Indicators – the px journey- Too many organisations rely heavily on failure data to monitor performance, so improvements or changes are only determined after something has gone wrong. Discovering weaknesses in control systems by having a major incident is too late and too costly. 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 leadership, performance and efficiency. While aimed mainly at major hazard organisations, those who establish clear and specific PSPI’s within a robust performance measurement system will ensure high levels of assurance that their plant and procedures continue to operate as intended.

Paul McCann, Executive Director - SHE & Risk Management, px


Enabling managers to have meaningful conversations in the field and how to set effective personal and overall business targets to enhance process safety -Managerial field visits are an important tool to enable workforce engagement and to highlight potential hazards. However,often the conversation can be focused on more visible personal safety areas. The objective is to ensure that managers are asking meaningful and probing questions during their engagement with front line staff. Many managers are not engineers and may not have the background to set effective process safety targets that are beyond recycling the organizations’ dashboard KPI’s. The objective of this area is to make the annual targets of the manager relevant, in order that they can improve process safety performance. Senior managers are involved in making decisions such as cutting costs and reorganizing departments and staff. Such decisions may have an impact on process safety if they are not addressed with a relevant risk assessment.

Alistair Morrison, Principal Process Safety Consultant, ABB


Wrap Up & Final Questions