• • Apply internationally recognized frameworks (CCPS Risk-Based Process Safety, IOGP guidance) to assess organizational culture.
  • Design and deploy process safety performance indicators using API RP 754 and IOGP Report 456 methodologies.
  • Map cultural enablers and barriers to risk management frameworks such as bow-tie analysis and Layer of Protection Analysis (LOPA).
  • Integrate human and organizational factors into culture assessments, emphasizing operational discipline and human reliability.
  • Implement IEC 61511 functional safety principles to link Safety Instrumented Systems (SIS) with culture-driven behaviors.
  • Establish just-culture principles to improve incident learning, near-miss reporting, and weak-signal detection.
  • Build a governance and assurance program that embeds culture into operational systems and ensures sustainability.

• • Operations Managers, Asset Leaders, and Production Superintendents
  • Process, Safety, Reliability, and Instrumentation Engineers
  • HSSE and Process Safety Specialists
  • Incident Investigation and Risk Analysis Teams
  • Maintenance and Shutdown Managers
  • Contractor HSSE Managers and Project/Turnaround Leaders
  • Human Factors Specialists and Learning & Development Managers.

• Technical lectures with up-to-date references from CCPS, IOGP, API, and IEC standards.
• Industry case studies on process safety culture breakdowns and recoveries Hands-on workshops: bow-tie construction, KPI design, cultural diagnostics, and leadership behavior assessment.
• Group exercises and role-play simulations (e.g., management safety walkthroughs, MOC reviews, PTW system checks).
• Diagnostic toolkits including survey instruments, observation checklists, and KPI dictionaries.
• Interactive benchmarking sessions using real-world data from global oil and gas incidents.

Day 1 – Foundations of Process Safety Culture

Morning Session: Defining Process Safety Culture

Fundamental Concepts:

• Distinction between personal safety and process safety (frequency vs. consequence dimension).
• Academic origins of safety culture:
  • James Reason
  • HSE guidance, and
  • Energy Institute’s Human & Organizational Factors.
• Core values and behaviors:
  • Integrity of barriers
  • Escalation of deviations, and
  • Refusal to normalize anomalies.

Cultural Components:

• Leadership commitment:
  • Decision-making under competing priorities (production vs. safety).
• Workforce engagement:
  • Role of competence
  • Ownership, and

• Accountability:
• Ensuring line management ownership of process safety.

Regulatory Contexts:

• OSHA 29 CFR 1910.119 Process Safety Management and its cultural implications.
• EU Seveso III Directive cultural provisions.
• Comparison with Energy Institute “Leading Indicators” model.

Afternoon Session: Frameworks for Risk-Based Process Safety (RBPS)

CCPS RBPS Model:

• Four pillars:
  • Commitment to Process Safety
  • Understanding Hazards & Risks
  • Risk Management, and
  • Learning from Experience.
• The 20 elements and their cultural interfaces:
  • Competence
  • Operational Discipline, and
  • Incident Investigation.

Human & Organizational Factors (HOF):

• Cognitive workload and human error traps.
• Ergonomics and usability of procedures.
• Role of supervision, communication.
• Organizational resilience.

Contractor and Interface Challenges:

• Cultural alignment across company and contractor boundaries:
  • Contractor onboarding
  • Permit compliance, and
  • Accountability chains.
• Case example: contractor-induced barrier bypass during maintenance.

Day 2 – Indicators, Measurement, and Barrier Management

Morning Session: Process Safety KPIs

API RP 754:

• Tier 1 & 2:
  • Process Safety Events (PSEs) – significant losses of containment.
• Tier 3:
  • Challenges to safety systems – relief valve lifts
  • SIS activations, and
  • Flare operation.
• Tier 4:
  • Leading activities – overdue inspections
  • Late MOCs, and
  • Training completion rates.

International Association of Oil & Gas Producers (IOGP) Report 456:

• Normalization of KPIs for upstream operations (per million work hours, per asset).
• Indicators for wells.
• Gathering facilities.
• Sour gas handling.

Designing Indicators for Critical Controls:

• Example:
  • Corrosion monitoring for pipelines, and
  • PSV proof-testing compliance.
• Defining measurable performance standards for each barrier.
• Integration into dashboards for leadership.

Afternoon Session: Bow-Tie & Barrier Thinking

Bow-Tie Methodology:

• Hazard–Top Event–Consequence chain:
  • Prevention & mitigation barriers
  • Degradation factors, and
  • Assurance tasks.

Barrier Performance Standards:

• Availability
• Functionality
• Reliability
• survivability
• Response time
• Periodic testing requirements

• Workshop Application:
  • Bow-tie for H₂S release in a processing plant.
  • Bow-tie for fire/explosion in compressor stations.
  • Linking each barrier to KPIs and assurance tasks.

Day 3 – Functional Safety, Discipline, and Change Management

Morning Session: Functional Safety Integration

• IEC 61511 Safety Lifecycle:
  • Hazard & risk analysis.
  • Safety Instrumented Function (SIF) allocation.
  • SIL verification.
  • Proof test intervals.
  • Bypass management.
  • Demand rate analysis.
• Instrumented Protective Layers:
  • Integration with LOPA (Layer of Protection Analysis).
  • Failure modes of SIS components:
    • Sensors
    • Logic solvers, and
    • Final elements.

• Alarm Management:
  • Nuisance alarms and operator overload.
  • ISA-18.2 standards and cultural implications.

Afternoon Session: Operational Discipline & Management of Change (MOC)

• Operational Discipline (OD):
  • Why procedures fail:
    • Poor usability
    • Missing steps, and
    • Unclear responsibility.
  • Avoiding normalization of deviance:
    • Drift from standard practices.
  • Human performance reliability under stress and fatigue.
• MOC:
  • Types of changes:
    • Ttechnical
    • Organizational, and
    •  
  • Cultural traps:
    • Rushed approvals
    • Poor hazard reviews, and
    • Lack of post-implementation checks.
  • Permit-to-Work (PTW) & SIMOPS:
    • Critical roles:
      • Issuing authority
      • Performing authority, and
      • Area authority.
    • Isolation standards and Lockout/Tagout (LOTO) culture.
    • Managing simultaneous operations:
      • Hot work with hydrocarbon-in-service.

Day 4 – Learning Systems and Cultural Diagnostics

Morning Session: Learning from Incidents

• Incident Learning Models:
  • Heinrich’s triangle vs. modern weak-signal analysis.
  • Capturing and acting upon near misses and hazard observations.
• Investigation Quality:
  • Root Cause Analysis vs. Systems Theoretic Process Analysis (STPA).
  • Human and organizational factor inclusion in investigations.
  • Avoiding blame culture and fostering just culture.
• Cross-Industry Learning:
  • Case histories:
    • Texas City Refinery
    • Buncefield explosion, and
    • Macondo blowout.
  • Cultural breakdowns that enabled technical failures.

Afternoon Session: Cultural Diagnostics

• Assessment Tools:
  • Safety climate surveys:
    • Design, and
    •  
  • Structured behavioral observations.
  • Leadership interviews & focus groups.
• Benchmarking:
  • IOGP and CCPS cultural maturity models.
  • Defining maturity levels (pathological → bureaucratic → generative culture).
• Practical Exercise:
  • Analyzing a mock dataset:
    • KPIs
    • Audit results, and
    • Near misses.
  • Producing a diagnostic report with prioritized cultural gaps.

Day 5 – Implementation Roadmap and Assurance

Morning Session: Cultural Improvement Strategy

• Designing the Roadmap:
  • Vision, objectives, and leadership commitment.
  • Competence development and training needs analysis.
  • Aligning cultural interventions with management systems (ISO 45001, IEC 61511).
• Engagement & Communication:
  • Safety leadership behaviors:
    • Visible commitment, and
    • Field presence.
  • Use of safety moments & visual barrier dashboards.
  • Contractor alignment & engagement.

Afternoon Session: Governance & Assurance

• Multi-Tier Assurance Systems:
  • First-line checks (frontline supervision).
  • Second-line audits (HSSE/process safety team).
  • Third-line independent reviews.
• KPI Governance:
  • Executive dashboards linking Tier 1–4 KPIs.
  • Monthly and quarterly performance reviews.
  • Escalation triggers for impaired barriers.
• Final Workshop:
  • Develop a 12-month cultural improvement roadmap.
  • Assign:
    • Owners
    • Milestones, and
    • Verification mechanisms.
  • Define expected shifts in KPIs and cultural maturity level.

BTS attendance certificate will be issued to all attendees completing minimum of 80% of the total course duration.