Management Of Occupational Health Risks During Refinery Turnarounds

Description
Management of occupational health risks during refinery turnarounds.

report no. 00/52
I
management of
occupational health
risks during refinery
turnarounds
Prepared for CONCAWE’s Health Management Group by STF-24
M. Molyneux
D. Bonte
P. De Wilde
J. Ilinyi
T. Kaitale
A. Tiltnes
B. Simpson
J. Urbanus (Technical Co-ordinator)
Reproduction permitted with due acknowledgement
© CONCAWE
Brussels
October 2000
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ABSTRACT
This report addresses the occupational health issues which are an intrinsic part of
refinery turnaround activities. It recognises the underlying importance of an effective
management system and is intended to assist planners, managers and specialists
to achieve a high standard in controlling health risks. Health is viewed within the
framework of a generic management system that can be applied to the various
phases of turnarounds, from planning to close-out. The report focuses on health risk
management, prevention of risk, health surveillance, the employment of contractors
and skill requirements.
Hazards to health in the various phases of a turnaround are identified, the risks
listed according to severity and control strategies suggested. General guidance is
also given on monitoring, health surveillance and the reporting of results.
While it is appreciated that safety and environmental issues are also encountered in
turnarounds, the report focuses primarily on the occupational health risks.
KEYWORDS
Health, refinery, turnaround, risk, management, control strategy, monitoring,
surveillance, contractors, standards.
NOTE
Considerable efforts have been made to assure the accuracy and reliability of the information
contained in this publication. However, neither CONCAWE nor any company participating in
CONCAWE can accept liability for any loss, damage or injury whatsoever resulting from the use
of this information.
This report does not necessarily represent the views of any company participating in CONCAWE.
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CONTENTS
ABSTRACT II
1. INTRODUCTION 1
2. PHASES OF A REFINERY TURNAROUND 2
3. MANAGING OCCUPATIONAL HEALTH ASPECTS OF A REFINERY
TURNAROUND 3
3.1. OBJECTIVE 3
3.2. ORGANISATION AND RESPONSIBILITIES 3
3.3. CONTRACTORS 5
3.3.1. Strategy 5
3.3.2. Contract requirements 5
3.3.3. Selection 6
3.3.4. Information on hazards to health 6
3.3.5. Contractor training 6
3.4. PLANNING THE CONTROL OF HEALTH RISKS IN THE
TURNAROUND 7
3.5. HEALTH HAZARD IDENTIFICATION AND RISK
ASSESSMENT 7
3.6. SELECTION OF CONTROL STRATEGIES 7
3.6.1. Engineering controls 8
3.6.2. Procedural controls 9
3.6.3. Personal protective equipment (PPE) 9
3.6.4. Confined spaces 9
3.6.5. Thermal stress 10
3.6.6. Precautions in specific activities 10
3.7. IMPLEMENTING HEALTH RISK CONTROL 11
3.7.1. General issues 11
3.7.2. Preparation phase 11
3.7.3. Pre-TA work 12
3.7.4. Shut-down/Oil out phase 12
3.7.5. TA execution 13
3.7.6. Start-up phase 13
3.7.7. Post TA work 14
3.7.8. Close out phase 14
3.8. PERFORMANCE MONITORING 15
3.8.1. Exposure monitoring 15
3.8.2. Health surveillance 16
3.8.3. Evaluation and reporting 16
3.9. REVIEW OF EFFECTIVENESS 17
4. STANDARDS AND NORMS FOR GOOD PRACTICE 18
5. REFERENCES 19
GLOSSARY 20
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APPENDIX 1 BASIC REFINERY UNITS, ASSOCIATED REFINERY STREAMS AND
PROCESS CHEMICALS 22
APPENDIX 2 SHORT DESCRIPTION OF SOME TYPICAL OPERATIONS CARRIED
OUT DURING A REFINERY TURNAROUND 27
APPENDIX 3 EXAMPLES OF STRATEGIC ISSUES TO BE CONSIDERED DURING
THE IMPLEMENTATION PHASES OF THE TURNAROUND 29
APPENDIX 4 SKILL REQUIREMENTS 45
APPENDIX 5 EXAMPLES OF HAZARDOUS AGENTS AND TYPICAL CONTROL
MEASURES 48
APPENDIX 6 EXAMPLES OF TASKS INVOLVING HAZARDOUS AGENTS AND
THE TYPICAL RECOMMENDED CONTROL MEASURES 53
APPENDIX 7 STANDARDS AND NORMS OF GOOD PRACTICE 54
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1. INTRODUCTION
The purpose of this report is to identify the key occupational health issues which
need to be considered during the planning, execution and completion of a refinery
turnaround and to give guidance on the steps which can be taken during the various
phases of the turnaround in order to achieve effective control of risks to health.
The effective operation of a refinery during its production cycle is dependent in part
on the planning and execution of periodic turnarounds. One characteristic of major
scheduled turnarounds is intensive work on maintenance and modernisation carried
out by several hundred contractors employed in the same area. The turnaround
work is normally undertaken according to a tight time schedule. Many occupational
health hazards are likely to be encountered during such events and these may give
rise to significant health risks unless appropriately managed. The large number of
personnel employed during the turnaround, the many different contracted
companies with their own management systems, the temporary nature of the work
which may prevent adequate engineering solutions for the control of exposure to
hazardous agents, the frequently required breaking of containment of systems that
carry or have carried hazardous agents, the high level of manual work and use of
hand-tools, and the generally intense, around-the-clock work schedule are all
factors that may complicate the control of the health risks when compared with
normal refinery operating practice.
The control of health risks arising from operations involving hazardous agents is
recognised as an integral part of business management. Proper assessment of the
health risks and planning for adequate health protection help to minimise incidents
and delays, thus resulting in efficient and effective turnarounds. Refineries operated
by CONCAWE Member Companies have conducted many successful turnarounds
over the years and gained much valuable experience. Representatives of Member
Companies have convened a Special Task Force to exchange examples of this
experience and the lessons learned in order to prepare the present report for the
benefit of the industry.
The report recognises the underlying importance of an effective management
system and is intended to assist planners, managers and specialists to achieve a
high standard in controlling health risks. Due to the very complex nature of modern
refineries and the equally complex organisation of their turnarounds, it is impossible
to present a comprehensive guide for the control of all health risks that may arise
from turnaround work activities. The strategies described, therefore, are meant as
examples only, to be applied or amended as appropriate to any one organisation or
turnaround situation.
While it is appreciated that safety and environmental issues are also encountered in
turnarounds and often addressed by the same personnel, the report focuses
primarily on the occupational health risks.
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2. PHASES OF A REFINERY TURNAROUND
This section provides a short overview of the various phases of a refinery
turnaround (TA), from initial scoping through to the concluding ‘wash-up’ reviews.
Appendix 1 provides a description of basic refinery units, refinery streams and the
chemicals employed and serves to indicate which primary hazardous agents may be
encountered. Appendix 2 briefly describes some of the typical operations that may
take place during a TA and where exposure to agents hazardous to health may
occur.
Turnaround activities can range from simple maintenance operations on a single
unit, through modernisation/upgrading activities, to major turnarounds affecting the
entire refinery and requiring multi-year planning.
A multi-year schedule for major and minor refinery turnarounds is normally
maintained. It should take into account legal requirements, changes to the refinery
set-up, operational and logistic constraints, essential periodic operations such as
catalyst change-out and engineering changes identified during, for example,
occupational hygiene surveys.
According to the schedule, the turnaround strategy would normally be initiated well
ahead of the shutdown, which for a major turnaround could be up to two years in
advance.
The following phases can be distinguished:
Preparation of the turnaround
Pre-turnaround work
Shutdown/oil out
Turnaround execution
Feedstock/start-up
Post-turnaround work
Health issues may be encountered in all phases of the TA and a number of them
are included in Appendix 3. This extensive tabulation provides the manager and the
occupational health specialist with key points of management and technical and
health aspects for the successive phases of a turnaround project. The issues may
vary during the different phases according to the nature of the TA, i.e. whether it is a
major or minor TA, or unscheduled maintenance work.
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3. MANAGING OCCUPATIONAL HEALTH ASPECTS OF A
REFINERY TURNAROUND
3.1. OBJECTIVE
Risks to health in a refinery turnaround may arise from the presence of chemical,
biological, physical, ergonomic and psychological factors. The objective of a
turnaround management team is to eliminate, or to minimise to an acceptable level,
these risks for those directly involved, such as employees and contractors, and for
others who might be affected (e.g. adjacent workers, visitors, community), in a cost-
effective way. This is usually best achieved by implementing an agreed
management system. While it is recognised that any such system will be developed
along locally established lines, in order to meet local needs, the guidance given in
this report is categorised under a series of headings that reflect a possible
management system structure.
For such a system to be successful, a number of organisational conditions need to
be satisfied. At the planning and preparation stages, the health hazards need to be
identified and a preliminary evaluation of the risks made in order to identify the
control options necessary for the various tasks. The evaluation of the risks should
take into account the lessons learned from previous TAs. It will identify the need for
procedures for those activities and tasks which could otherwise result in significant
exposure to health hazards.
Specific task procedures are likely to apply to activities such as the handling of
catalysts, thermal treatment, high pressure blasting and cleaning, welding on
alloyed steels, work with non-ferrous materials in confined spaces and radiography.
Generic procedures are likely to be suitable for activities such as training and
hazard/risk communication, incident reporting, emergency and first aid and confined
space entry.
Major TAs often provide the opportunity to modify existing plant and work
procedures that have in the past contributed to unsatisfactory health or safety
performance. This might include the relocation of valves and other equipment for
easier access, noise reduction, improved lighting, the installation of closed loop
sampling points, and improved control room layout.
A waste handling strategy is required, supported by specific procedures for dealing
with hazardous waste such as asbestos. This should cover the identification,
segregation, storage, transport and disposal of the waste.
The process outlined may result in a prevention plan, developed jointly with the
contractors, and should include measures to control all health risks.
As part of the planning process, consideration should be given to the management
of emergency situations, such as the accidental contact with corrosive materials.
3.2. ORGANISATION AND RESPONSIBILITIES
Irrespective of the scale of a turnaround, it is good practice to manage this activity
as a specific project with the following standard approach:
- define the objectives and constraints
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- define the management structure, roles and responsibilities
- evaluate the necessary resources
- plan the individual activities
- identify the hazards and assess the risks
- carry out the work
- monitor performance during the work and modify if necessary
- review the results and identify opportunities for future improvement.
This approach is designed not only to ensure the reliability and availability of an
installation for the next running cycle, but also to ensure the effective control of
health risks that might arise during the actual TA.
For a major TA, it is essential to appoint a project leader and a TA project team. The
project leader, normally reporting to the refinery manager, and the project team
should be responsible for the overall planning and day to day execution of the TA.
A dedicated organisation for a TA provides the structure for leadership and
responsibility in health. Health risks can be managed most effectively by a project
team which has access to appropriate specialists in occupational hygiene and
occupational medicine (see section 3.3.3).
The planner, manager, supervisor, operator and craftsman, within the scope of their
own jobs, need to be competent in dealing with the risks to health which arise from
turnarounds. This applies equally to contractors. Appendix 4 contains suggested
skill requirements for the main categories of workers directly involved in refinery
turnarounds.
Health aspects need to be taken into account in the budget and resources allocated
to the TA. Lessons learned from previous TA experiences can be helpful in this
respect. Attention, for example, needs to be focused on the specialist
resources/costs that may be necessary for:
– activities which require extensive technical and procedural controls, such as
asbestos identification and removal
– exposure monitoring and health surveillance, in accordance with the findings
from the appropriate health risk assessments
– hazard training for employees and/or contractors.
During a TA, delays in completing the work can result in significant costs in lost
production. It is essential, therefore, to check the availability of likely additional
resources, such as occupational hygiene specialists, so that they can be called
upon as and when required. The nature of the work pattern, for example shift work
covering 24 hours a day, should be taken into account.
The presence of large numbers of contractors on site for the duration of a TA has
significant environmental health and welfare implications. Provision needs to be
made for temporary office and living accommodation plus amenities for personal
hygiene, protective clothing and equipment used at work. Easy access to dedicated
clean areas for eating and drinking is essential.
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The facilities need to take full account of relevant general health and safety
requirements, such as safe access, adequate illumination and satisfactory ambient
noise levels. The presence of any specific TA hazards, for example asbestos
removal, may require additional personal hygiene facilities.
3.3. CONTRACTORS
Many TA tasks with potentially significant health risks are carried out by contractors.
Difficulties may arise as a consequence of a lack of awareness about the health
risks, a lack of competence in health issues and a lack of adequate controls in the
workplace. Therefore strict supervision may be needed to avoid health-related
incidents.
3.3.1. Strategy
The strategy for involving contractors in a refinery turnaround should be defined and
encompass:
– pre-selection, based on general health and safety requirements and
competence, before seeking bids for the work
– selection criteria bearing in mind the specific occupational health requirements
for the TA
– close co-operation in preparation for the TA, including general planning, risk
prevention planning and worker training before commencing work
– evaluation of performance during execution of the work
– feedback of lessons learned after the TA.
3.3.2. Contract requirements
Contracts should state the minimum occupational health requirements against which
performance can be assessed during the TA, meeting local statutory regulations
and company policy. Performance and the competence of HSE staff are regarded
as major selection criteria for contractors. Such information should be included in a
register of approved contractors. In some countries this process is facilitated by the
requirement for compliance with national and local contractor training and
certification schemes.
Contracts should specify responsibilities as to who is providing and paying for
specialist services, training (including trainee’s time) and amenities.
For a contractor working directly under refinery supervision, the refinery will usually
be responsible for the working environment, equipment and plant on site, while the
contractor’s employer will usually be responsible for providing any relevant health
services such as health surveillance. However, in major turn-key contracts the
contractor usually takes responsibility for all occupational health issues.
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3.3.3. Selection
As a general rule contractors should be required to provide information and
evidence about their organisation, resources and ability to provide services under
the headings of:
– occupational health management system
– organisation, including health advisors
– training and competence.
Their ability to manage the risks to health in an effective manner should be judged
on the basis of evidence provided regarding aspects such as:
– health risk assessments
– control strategies and procedures
– control of working hours
– past performance, e.g. for other clients.
3.3.4. Information on hazards to health
Prior to contractors carrying out appropriate health risk assessments for a TA it is
necessary for them to receive adequate hazard information from the company.
Specialist advice and technical support may be needed to ensure the adequate
control of health risks associated with a specific operation.
Contractors should have their own information and understanding about hazardous
agents which they bring onto site (e.g. welding materials, coatings, abrasive blast
agents, insulation, isotopes) and ensure that their workers are properly informed
and protected. The refinery organisation should be advised about such agents,
including waste materials, that might affect company personnel and operations.
3.3.5. Contractor training
In order to achieve the effective control of health risks during a refinery TA, all
contractors should be briefed and trained in the following:
? competence in specific task-related health and safety issues, e.g. chemical
handling, use of breathing apparatus (BA)
? site emergency plans, occupational health and safety systems and processes
? linkage between contractor health and safety management systems and the
refinery health and safety management systems.
Contractor personnel should also be included in a programme of induction training.
Furthermore refinery management should provide a mechanism for ensuring the
competence of contractors prior to commencement of a TA.
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3.4. PLANNING THE CONTROL OF HEALTH RISKS IN THE TURNAROUND
As part of the planning process, consideration should be given to the potential need
to notify the local or national authorities of work to be carried out (e.g. asbestos
removal) in accordance with local regulations.
Health risk assessments are required to identify the chemical, biological and
physical agents, their hazards and the potential extent of the associated exposures,
and to prevent or minimise such exposures. The assessments should identify
circumstances for which control measures are necessary during the various TA
phases and to define the need, if any, for exposure monitoring and health
surveillance. The health risk assessments should be conducted sufficiently far in
advance of the actual work activities in order to allow the proper control measures to
be implemented effectively. A dedicated team with a mix of expertise in TA tasks
and occupational hygiene practice may be required for the risk assessments.
The results from the health risk assessments, including the actions arising, should
be appropriately communicated to site supervisors, other employees and
contractors to ensure an effective understanding of the recommended control
strategies and any other related requirements. This communication should be
systematic and may be in verbal form, e.g. during work planning meetings, in written
form, e.g. as instructions to be appended to work permits, or become part of the pre-
TA training curriculum.
3.5. HEALTH HAZARD IDENTIFICATION AND RISK ASSESSMENT
Appendix 5 provides examples of hazardous agents, potential health effects and
control measures for the full range of TA phases to assist in the health risk
assessment process. Some of the principal hazardous agents for each TA phase
are summarised below:
Pre-TA work asbestos, refractory ceramic fibres, noise, ionising radiation,
manual handling
Shutdown/oil out hazardous substances, manual handling
TA execution hazardous substances (e.g. asphyxiant gases, dusts and
fibres, welding fumes and gases), noise, UV light, ionising
radiation, manual handling
Oil in/Start-up hazardous substances, noise
Post TA work hazardous substances, noise
A TA project normally involves an intense and sometimes unpredictable workload
and may involve the extensive use of overtime. Mental stress, therefore, can
represent a significant health hazard.
3.6. SELECTION OF CONTROL STRATEGIES
The strategy to prevent or minimise occupational health risks arising from
hazardous substances should be based on the selection of an appropriate set of
precautionary measures from the generally accepted hierarchy of measures set
down below:
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Elimination – of a hazardous substance or process
Substitution – of a hazardous substance or process with a less hazardous
substance/process – or by use of the same substance in a less hazardous
form, e.g. pellet instead of powder
Engineering
Controls
– by containment of a substance or process, e.g. within enclosed
pipework/tankage
– by semi-containment, e.g. using partial enclosures, which may be coupled
with a local exhaust ventilation (LEV) system
– by LEV, to capture and control airborne releases of hazardous substances at
or close to the point of emission
– by general ventilation
Segregation – by separating processes, e.g. dusty from non-dusty, to minimise the number
of workers at risk
Procedural
Controls
– by using operating procedures/standing instructions/permits-to-work which
specify the precautionary measures to be taken
– by reducing the number of people exposed
– by reducing the period of exposure, e.g. via job rotation
– by the regular inspection and maintenance of engineering measures, e.g.
LEV
– by the safe storage and disposal of hazardous substances
Personal
Protective
Equipment
– by protecting workers from the work environment when the above measures
are insufficient or not reasonably practicable
Personal Hygiene – by restricting eating, drinking and smoking to approved areas
– by the provision and use of adequate washing and changing facilities
The measures should be fit for purpose, maintained in good working order and their
effectiveness checked on a regular basis.
A similar strategy should be adopted for other hazardous agents (e.g. noise, manual
handling).
Reasonable practicability should be taken into account; this is closely linked with the
adoption of industry best practice. Although personal protective equipment has a
relatively low position in the hierarchy of control measures, in practice it has a
critical role in many aspects of TAs (see section 3.6.3).
3.6.1. Engineering controls
Engineering approaches are the primary means of control of risk arising from:
– product streams prior to equipment opening (i.e. closed draining systems,
purging and venting to flare)
– welding fumes and gases
– noise from mobile equipment
– ionising radiation
– adverse workstation ergonomic factors.
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3.6.2. Procedural controls
Exposure to the various chemical, biological, physical and adverse ergonomic
factors can be minimised and in some cases virtually eliminated by a combination of
technical and procedural controls. A Permit-to-Work system linked to the health
protection plan is the basic procedural mechanism. This serves to specify the risk
reduction measures that need to be adopted for individual TA activities.
3.6.3. Personal protective equipment (PPE)
Personal protective equipment should be used to protect workers from exposure to
chemical, biological and physical agents that cannot be eliminated, or adequately
controlled by other methods.
The interaction of intensive manual work, PPE that may be restrictive and a
confined working area can create adverse effects on the individual, ranging from
reduced working efficiency to musculoskeletal injury.
These effects can be avoided by controlling the work load, by the careful selection
of separate items of PPE (to ensure compatibility), and by the introduction of
mechanical means to limit dependence on manual handling.
During TAs there is normally a high level of reliance on the wearing of personal
protective equipment because of the amount of containment that is broken, for
example to control risks from:
– process gases and vapours in non-drained systems
– abrasive, hydro-blasting aerosols
– catalysts and other dusty materials
– asbestos and other insulating materials
– noise from fixed installations and equipment
– ultraviolet radiation.
Good PPE selection, which is job and risk dependent, is critical. Where skin contact
may occur, or where work clothes can be contaminated by dust or fibres, there is a
particular need for a high standard of personal hygiene. Accessible and suitable
washing and changing facilities should be provided.
The selection of PPE is just one of several aspects of a PPE programme, which
itself is regarded as an essential part of the TA management system. The PPE
programme incorporates the correct selection and specification of equipment and
also addresses the issue, use, maintenance, storage, training and evaluation of
performance.
3.6.4. Confined spaces
Some TA tasks are carried out in confined spaces. This magnifies the potential risks
and creates practical management problems. Multiskilled work in furnaces, towers
and vessels, for example, can result in high exposure to noise, vapours, dust and
welding fumes. This necessitates special attention with respect to health risks when
issuing Permits to Work, including a Confined Space Entry Permit. Where possible,
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isolation of the primary source of risk can be used to minimise the number of
workers at risk.
Where there are very high noise levels, such as within vessels when pneumatic
tools are used, normal hearing protection may not be capable of reducing the
exposure sufficiently. The use of double hearing protection (earplugs & muffs)
and/or reduced daily exposure time should be considered.
An adequate combination of local exhaust ventilation and general ventilation is
required for most confined space activities and should be specified in detail on the
Permit to Work. A requirement to monitor oxygen levels and, where appropriate, the
concentration of hazardous substances in the confined space is also necessary.
Useful guidance is provided by the American Industrial Hygiene Association (Harris
et al, 1996).
3.6.5. Thermal stress
Where air temperatures exceed normal ambient levels, consideration will need to be
given to the possibility of heat stress. Environmental or personal cooling can be
used to avoid or delay the onset of stress, otherwise an appropriate work-rest
regime, for example as specified by the American Conference of Governmental
Industrial Hygienists (ACGIH, 1999), will need to be implemented.
Where low temperatures are encountered, consideration will need to be given to
maintaining the body core temperature, for example by measures such as the
provision of heat, by the use of thermal clothing and by a careful consideration of
work schedules. Wind chill factors and wet conditions are critical in determining the
effectiveness of precautionary measures.
3.6.6. Precautions in specific activities
Appendix 5 refers to hazardous agents which can be expected to be encountered
during turnarounds and unscheduled maintenance work on refineries.
Eleven tasks are identified in Appendix 6 involving one or more hazardous agents
which can give rise to the following potential health effects: irritation, chemical
burns, cancer, damage to lungs, genetic effects, systemic toxicity, noise-induced
hearing loss (NIHL) and hyperthermia. The information given can be used as inputs
to health risk assessments.
Several of the tasks necessitate entry into vessels and pipe-work or work on
furnaces, whilst others involve abrasive blasting, radiographic examination, non-
destructive testing and transformer fluid replacement.
A wide range of hazardous agents can be encountered, including pyrophoric ferric
sulphide, nickel, vanadium, acids, dust, hydrogen fluoride, benzene, furfural,
polycyclic aromatic compounds (PCAs), polychlorinated biphenyls (PCBs), fibrous
dusts, hydrocarbon residues, noise and ionising radiation, and may be present
together with safety hazards, such as steam and air under high pressure.
Examples of relevant control measures for the eleven tasks are also shown in
Appendix 6.
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3.7. IMPLEMENTING HEALTH RISK CONTROL
Normally, a number of strategic issues need to be addressed during the consecutive
phases of the TA and the main associated occupational health considerations are
outlined below. Further detail is provided in Appendix 3.
3.7.1. General issues
Occupational health considerations need to be taken into account in:
– risk management guidance, for major and minor scheduled TAs and
unscheduled maintenance work, recognising major differences in work content,
manpower and duration
– contract requirements, for general and specialised third party work responsible
for supervision, for occupational hygiene follow-up and for general work
– contractor prequalification, concerning health services and competence,
performance monitoring and the provision of PPE, compliance with company
policies and procedures, requirements for training and certification, and
precautionary measures.
3.7.2. Preparation phase
When preparing for a specific TA:
? Liaise with workers’ representatives and relevant authorities and apply for
consents and permits, as appropriate.
? Review lessons learned from previous TAs.
? Review health hazard inventories for the process units involved in the TA.
? Review the TA tasks to be undertaken and carry out health risk assessments.
? Establish occupational hygiene procedures that address the key health
hazards and risks.
? Review the work procedures (including input by occupational hygiene
specialists).
? Incorporate occupational hygiene procedures into TA job lists.
? Include health aspects in contracts and bid specifications, such as scope,
responsibilities for follow-up of performance and the consequences of non-
compliance.
? Select contractors in line with the health and other prequalification
requirements.
? Liaise with HSE staff of major contractors (specialised/turn-key contractors)
and ensure that the health performance requirements for contractors and
employees are aligned.
? Establish occupational health training and certification programmes for
contractors commensurate with the TA risks.
? Establish the occupational health training programmes for refinery personnel
commensurate with the TA risks.
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? Formulate occupational hygiene monitoring and health surveillance
programmes based on the findings from the health risk assessments.
? Allocate sufficient resources for the health training, monitoring and
surveillance.

3.7.3. Pre-TA work
While the unit is still in operation:
– Verify that the occupational hygiene procedures are relevant for:
? hydrocarbon and hydrogen sulphide emissions
? chemical cleaning/stripping
? welding
? insulation removal/handling
? manual handling (e.g. scaffolding)
? radiography
– Conduct the planned occupational health training.
– Ensure that work permit procedures, including the use of PPE and
Respiratory Protective Equipment (RPE), are enforced.
– Carry out the planned exposure monitoring and medical surveillance.
– Undertake field inspections and ensure that incident reports and ad-hoc
issues are addressed.
3.7.4. Shut-down/Oil out phase
When clearing equipment and preparing for inspections and mechanical work:
? Verify that the occupational hygiene procedures are relevant for:
? blinding
? draining
? purging and venting
? hydrocarbon and hydrogen sulphide emissions
? gas testing/confined space entry
? Conduct the planned occupational health training.
? Ensure that the work permit requirements, including the use of PPE and
respiratory protective equipment (RPE), are implemented.
? Undertake the planned exposure monitoring and health surveillance.
? Validate the health risk assessments and the associated findings.
? Carry out field inspections and address any ad-hoc issues.
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3.7.5. TA execution
When executing planned inspections and mechanical work:
? Verify that the occupational hygiene procedures are implemented effectively
for:
? gas testing
? confined space entry (including the ventilation requirements)
? catalyst handling
? asbestos, refractory ceramic fibres and insulation handling
? welding
? abrasive blasting, cutting, grinding
? hydroblasting
? chemical cleaning/stripping
? application of protective coatings
? manual handling
? radiography
? waste handling
? Ensure that the work permit requirements, including the use of PPE/RPE, are
implemented.
? Conduct the planned exposure monitoring and medical surveillance.
? Validate the appropriateness of the health risk assessments and the
associated findings.
? Carry out field inspections at regular intervals and address any ad-hoc issues.
3.7.6. Start-up phase
When testing and preparing for “oil in”:
? Ensure that the job safety analysis/work permit procedures, including
PPE/RPE use, are implemented.
? Verify that the occupational hygiene procedures are implemented effectively
where there is potential for exposure to:
? hydrocarbons, including benzene
? hydrogen sulphide
? hydrogen fluoride
? noise
– Conduct the planned exposure monitoring and medical surveillance.
– Carry out field inspections and address any ad-hoc issues.
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3.7.7. Post TA work
When finalising work with the unit operating:
– Ensure that the job safety analysis/work permit procedures, including
PPE/RPE use, are implemented.
– Verify that the occupational hygiene procedures are implemented effectively
for:
? insulation handling
? painting (e.g. with regard to solvents)
? manual handling
– Conduct the planned exposure monitoring and health surveillance.
– Validate the appropriateness of the health risk assessments and the
associated findings.
– Carry out field inspections and address any ad-hoc issues.
3.7.8. Close out phase
At the end of the TA, use the debriefing meeting to highlight the lessons learned and
to identify any additional health issues which need to be incorporated into future TAs
regarding the occupational health considerations at the various stages.
The following should be included:
? the lessons learned
? planning, budget, preparation
? organisation, logistics, co-ordination
? procedures, information, PPE selection and use
? management of changes in contractors and work schedules
? contractor performance
As a result:
– Develop a health action plan as input to future TA planning.
– Forward a statement of the positive and negative occupational health points of
the completed turnaround to company personnel and contractors for input to
toolbox meetings.
– Inform company personnel and contractors about the relevant strengths and
weaknesses in the implementation of the completed turnaround, for input to
future toolbox meetings.
– Update the hazard inventories, as appropriate, assess any new health risks,
and review the existing health risk assessments.
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3.8. PERFORMANCE MONITORING
Ongoing monitoring of the health protection performance is important and can be
achieved during all phases from pre-TA to post-TA activities by regular inspections
and scheduled audits, accompanied with prompt feedback to line management.
Scheduled and unscheduled audits and inspections should be undertaken for
assurance purposes and appropriate action taken to rectify any shortcomings
identified. Suitable checklists for use during the inspections in the various phases of
the TA may be derived from the content of the preceding sections.
The formal incident investigation system, its reporting and follow-up should include
all occupational health incidents, including exposure limit exceedences, significant
worker complaints, exposures to unidentified/unexpected hazards, inappropriate
personal protective equipment, as well as actual occupational health accidents,
such as respiratory problems, skin burns and dermatitis.
The nature and extent of the exposure monitoring and health surveillance is
determined to some extent by the requirements of national regulations as well as by
the findings of the health risk assessments. The collection of occupational health
data and the evaluation of health protection performance are discussed in more
detail in the following sections.
3.8.1. Exposure monitoring
General guidance on the evaluation of exposure to hazardous agents is given in
CONCAWE Report 87/57. Hazard specific exposure monitoring may be appropriate
for:
? asbestos, refractory ceramic fibres, and other insulating materials
? lead and other metals
? benzene, toluene, xylene and other aromatic hydrocarbons
? aliphatic hydrocarbons, e.g. n-hexane
? furfural
? oil mist and vapour
? hydrogen sulphide
? amines and derivatives
? catalyst dust
? welding gases and fumes
? inorganic acids
? noise
? thermal environment (hot and cold)
? lighting.
An evaluation of the thermal environment may be required for indoor situations,
such as temporary offices and living accommodation. An assessment of the lighting
in operational areas may also be necessary.
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Where exposure control relies upon local exhaust ventilation (as for welding fume),
dilution ventilation (as for work in vessels with volatile chemicals) or other
engineering controls, the performance of such systems should be evaluated on a
routine basis for assurance purposes. A rapid feedback of the findings is essential
and urgent action necessary where any shortcomings are identified.
3.8.2. Health surveillance
Health surveillance may be introduced:
? to evaluate individuals’ health
? to confirm continuing fitness for work
? to confirm the effectiveness of control measures, with reference to occupational
exposure limits
? to detect occupational diseases.
The general guidance given in CONCAWE Report 96/54 on health surveillance
applies to TAs. Any pre-placement medical examination should normally address
psychiatric disease, neurological disorders, cardiovascular conditions, diabetes
mellitus, vision and hearing. Fitness to use breathing apparatus, where this may be
required, should also be determined.
Hazard specific health surveillance, including biological monitoring and/or biological
or biochemical effect monitoring, may be appropriate where there is potential for
exposure to:
? benzene and other aromatic hydrocarbons
? polycyclic aromatic hydrocarbons
? other hydrocarbons
? furfural
? phenolic substances
? lead and other metals
? noise
? extremes of temperature.
3.8.3. Evaluation and reporting
The results from any exposure monitoring and health surveillance need to be
collected, recorded, validated and analysed. Specialist interpretation is necessary in
order to obtain reliable conclusions and to make meaningful recommendations.
Exposure data should be recorded in accordance with company procedures or, for
example, CONCAWE Report 7/83.
Standardized reporting is necessary to link exposure measurements and health risk
assessments, biological monitoring and health surveillance with medical records.
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For biological monitoring, two types of report are required:
? overall collective reports for management, summarising the results, but without
the names of individuals being identified
? medical reports for each individual worker concerned, with a guarantee of
confidentiality for the information contained.
The collective reports are intended for inclusion in the discussion on health risks
with management and the workforce, and contractors where appropriate, e.g. in the
close-out phase of the TA.
The nature of many TA activities is such that there will be a need for the rapid
analysis of monitoring samples, as the results may affect the way in which the work
should be conducted and the speed at which it is progressed.
3.9. REVIEW OF EFFECTIVENESS
The procedures established and the actions taken on the basis of a well-structured
health risk assessment may not avoid or minimise all the possible health risks.
Accordingly, a programme of continuous care is necessary, including some or all of
exposure and effect monitoring, supervision of work method, equipment inspection,
checks on the use of technical controls and personal protective equipment, to
ensure that effective health protection is achieved as necessary.
The effective management of occupational health risks cannot be achieved without
taking into account the people directly involved. Their perception of risk influences
the way they work, their use of PPE, their respect of procedures, motivation for
preparation, monitoring, and analysing and improving tasks. Information on the
potential hazards and risks should be given to all the people directly involved and
training provided regarding the necessary procedures.
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4. STANDARDS AND NORMS FOR GOOD PRACTICE
These are summarised in Appendix 7.
Standards and norms which apply generally to refineries also apply to TAs.
Standards of good practice, based on operational and technical experience are
published for the industry by CONCAWE. These standards address, for specific
hazards, hazard identification, exposure evaluation, health management, health
surveillance, and emergency and first-aid procedures.
Some ISO and CEN standards are applicable to personal protection, waste disposal
and specific hazards, including asbestos and noise.
Exposures to hazardous agents should comply with national and company
standards. Where these are not available, reference can be made to limit values
from other sources, such as the Threshold Limit Values (TLVs) promulgated by the
American Conference of Governmental Industrial Hygienists (ACGIH) and to the
associated documentation which defines the basis for the recommended exposure
limits.
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5. REFERENCES
ACGIH (1999) 1999 TLVs
®
and BEIs
®
threshold limit values for chemical
substances and physical agents – biological exposure indices. Cincinnati OH:
American Conference of Governmental Industrial Hygienists
CONCAWE (1983) Guidelines for recording industrial hygiene data. Report No.
7/83. Brussels: CONCAWE
CONCAWE (1987) Review of strategies for the evaluation of employee exposures to
substances hazardous to health. Report No. 87/57. Brussels: CONCAWE
CONCAWE (1996) Development of a health surveillance programme for workers in
the downstream petroleum industry. Report No. 96/54. Brussels: CONCAWE
Harris, M.K. et al (1996) Field guidelines for temporary ventilation of confined
spaces with an emphasis on hotwork. Fairfax VA: American Industrial Hygiene
Association
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GLOSSARY
ACGIH American Conference of Governmental Industrial Hygienists
Biological monitoring Evaluation of intake of, or the effect of, a harmful agent in a
specified job type or task
BA Breathing apparatus
Competence Demonstrated ability to undertake a specified range of tasks
Control hierarchy List of precautionary measures in decreasing order of
effectiveness. The preferred approach involves eliminating a
health risk, whilst the least favoured option is reliance upon
the use of personal protective equipment to protect a worker
from the work environment
Control strategy Selection and application of one or more precautionary
measures from the control hierarchy
Environmental health and welfare Aspects of health which might be affected by surroundings,
domestic facilities and sanitary arrangements
Exposure assessment Evaluation of exposure to any harmful agent in a specified
job type or task compared with an exposure limit value
Exposure monitoring Measurement of exposure to an agent to check compliance
with an exposure limit value
Hazard An inherent property of a substance, agent or ergonomic
situation indicating the potential to cause harm
Hazard information Physical, chemical, environmental and health data on any
harmful agent
Hazardous agent Any chemical, physical, biological, ergonomic or
psychological factor to which exposure may occur that is
known to have a potentially harmful effect on health
Health hazard inventory A list of hazardous agents, harmful effects and associated
data on jobs and tasks for input to health risk assessments
Health performance Measurements of the effectiveness of controls and harmful
effects compared with pre-set standards
Health risk assessment Formal evaluation of the risk to health in specified jobs and
tasks
LEV system Local exhaust ventilation system
Medical surveillance Regular evaluation of state of health to check compliance
with medical criteria
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Method statement / prevention
plan
Scheme identifying hazardous agents, severity of risk and
control strategies in the planning stage
Musculoskeletal injury Harm to any part of the skeleton, joints and muscles
NIHL Noise-induced hearing loss
Occupational health Any aspect of health in the workforce which may be affected
by workplace activities
Occupational health standard A reference value against which measured performance can
be evaluated
Occupational hygiene Recognition, evaluation and control of exposure to harmful
agents arising from workplace activities
Occupational medicine Surveillance, prevention and treatment of harmful effects in
employees, arising from workplace activities
PCA Polycyclic aromatic compound
PCB Polychlorinated biphenyl
Personal medical record A confidential record in the custody of a physician on a
named individual
Personal protective equipment
(PPE)
Any item of clothing or equipment which is worn as part of a
control strategy, for example respiratory protective
equipment (see below)
PPE programme Management system to ensure that PPE is selected,
evaluated, maintained and properly used to control exposure
Prevention plan / method
statement
Scheme identifying hazardous agents, severity of risk and
control strategies in the planning stage
Procedural control Method of work to prevent or minimise exposure to
hazardous agents
Qualitative risk rating Judgement of the likelihood of a harmful effect occurring
based on practical experience
Respiratory protective equipment
(RPE)
Any item of equipment, such as a filtering face mask or
breathing apparatus, to protect from harmful airborne
chemical or biological agents
Risk Likelihood of a harmful effect occurring as a result of
exposure arising from a workplace activity
TA Turnaround
TLV Threshold limit value
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APPENDIX 1
BASIC REFINERY UNITS, ASSOCIATED REFINERY STREAMS AND
PROCESS CHEMICALS
Crude oil refining makes use of a large number of complementary processes designed to meet
both the product demand volumes and the specified quality of the finished products. Although
every refinery has its specific configuration, there are a few generic schemes that help to
understand how the processes interact:
Hydroskimming refineries consist of primary distillation, distillate hydrotreating and naphtha
reforming. They do not have the ability to change the basic yield pattern of the crude oil they
process.
Complex refineries incorporate at least one conversion process. The most common configuration
includes a fluid catalytic cracker (FCC) and associated plants and often a visbreaker to further
upgrade the residue. The alternatives are either hydrocrackers or cokers. Some refineries have
both FCC and hydrocracker.
Individual processes are briefly described below.
1. Crude Distillation (CDU or Topping)
The CDU physically separates the crude oil into fractions of specific boiling ranges
by distillation and steam stripping, e.g. gas, LPG, naphtha, kerosine, gasoil,
atmospheric residue. These fractions then usually undergo further separation and/or
treatment. Small quantities of chemicals such as neutralising amines or ammonia
are used for neutralising chlorides released in the overhead section. Anti-corrosion
or filming amines are also used. A desalter usually precedes the crude distiller
where the crude oil is washed with fresh water to remove the bulk of the mineral
salts. A demulsifying chemical is used to help separate oil and water. Small
amounts of caustic soda (either fresh or spent in the form of sodium carbonate) is
often injected into the crude oil after the desalter to neutralise the non-hydrolysable
salts and limit the production of chlorides in the column.
2. (High) Vacuum distillation (HVU)
The atmospheric residue is further distilled under vacuum to separate a small gasoil
fraction, a large vacuum distillate fraction to be further used in cracking units and a
vacuum residue. Chemicals are used as in the CDU.
3. Hydrotreating of distillates
Hydrotreating is applied to most distillates from naphtha to gasoil primarily to
remove sulphur. Nitrogen-containing compounds are also partially converted. The
reaction occurs at moderate to high temperatures and pressures in the presence of
hydrogen over an alumina catalyst impregnated with metal sulphides (cobalt,
molybdenum, nickel). A small amount of cracking occurs leading to the production of
small amounts of light fractions while sulphur and nitrogen are converted to
hydrogen sulphide and ammonia. The sour off-gases are commonly treated with an
organic amine to remove these components which are then routed to the sulphur
recovery unit.
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Hydrotreating is also applied to heavier fractions such as FCC feedstocks or luboil
fractions. Higher pressures are used for such applications and such units are often
designed for partial conversion of the feed, becoming in effect mild hydrocrackers.
4. Catalytic Reformer
Paraffins and cycloparaffins (or naphthenes) are converted into aromatics by de-
hydrogenation and cyclisation over an alumina catalyst impregnated with platinum
and one or several other metals (such as rhenium or tin). The reformate is used
either as a major high-octane gasoline blending component or as a source of light
aromatic hydrocarbons (benzene, toluene, xylenes) for the petrochemical industry.
Small amounts of a chloriding agent (e.g. DMDS) are used to maintain the catalyst’s
acidic function.
5. Isomerisation
The isomerisation process converts C
5
/C
6
normal paraffins into their respective
branched paraffins which have a higher octane number. The feedstock, mixed with
hydrogen at moderate temperature is passed on a solid alumina catalyst promoted
with chlorides. The very acidic off-gases need to be neutralised by caustic and small
amounts of spend caustic are produced.
6. Gas Plants
Gas streams (C
4
minus hydrocarbons) from various refinery processes are
processed in gas plants to remove heavier hydrocarbons and then to isolate various
fractions such as liquefied petroleum gases (C
3
/C
4
mixtures or LPG). The lighter
gases (C
2
minus) are used as refinery fuel. Before fractionation the gas streams
need to be amine and/or caustic treated to remove hydrogen sulphide and
mercaptans. Gas plants do not normally use auxiliary chemicals.
7. Fluid Catalytic Cracking (FCC)
“Fluid” Catalytic Cracking is the mainstay of refining, converting vacuum distillates
and light atmospheric residues into a variety of lighter products mainly gasoline and
olefinic C
3
/C
4
. The term “fluid” applies to the catalyst, a very fine alumina-based
powder, transported from the reactor to the regenerator and back in a fluidised form.
As the process does not involve hydrogen, the products are largely unsaturated and
also contain notable amounts of sulphur. They therefore need further treatment to
be used in final blends. In the regenerator the coke deposited on the spent catalyst
is burned with air. Control of emissions of catalyst particulates, carbon monoxide
and sulphur dioxide is a major issue for FCCs. Distillate FCCs are usually heat-
balanced i.e. the heat required for the cracking reaction is supplied by burning of the
coke deposited on the catalyst. The introduction of residual feeds results in a sharp
increase in coke formation so that residue-FCCs are net heat producers. Anti-
corrosion and neutralising chemicals are commonly used in the fractionation
section.
The general principle of the FCC is used in a number of commercial processes
aiming at converting heavy residues.
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8. Alkylation
The alkylation process uses a very strong acid catalyst (sulphuric or, more often
hydrofluoric acid) to react isobutane with C
3
or C
4
olefins usually originating from the
FCC. The alkylate product is valuable high-octane component for gasoline blending.
By-products are acid, organic sulphates and sulphonates, or organic fluorides.
9. Hydrocracking
The hydrocracking process employs a principle similar to hydrotreating but at higher
temperature and pressure, allowing vacuum distillates and heavy gasoils to be
cracked and hydrogenated. The process is very flexible and can be designed to
produce a range of yield structures from mainly naphtha to mainly middle distillates
with conversion ranging from about 30% to nearly 100%. In the process sulphur and
nitrogen are essentially quantitatively removed. Hydrocracked products are
therefore of high quality and do not normally require further treatment. The sour off-
gases are commonly treated with an organic amine to remove hydrogen sulphide
and ammonia, which are then routed to the sulphur recovery unit. The catalysts
consist of an alumina base impregnated with various metals (nickel and
molybdenum mainly). Significant quantities of wash water are used and the sour
water contains large amounts of corrosive ammonium salts.
The hydrocracking principle is also applied to the conversion of heavy residues. This
requires even higher pressures and temperatures as well as special catalyst
systems to deal with a/o heavy metals (vanadium and nickel).
10. Thermal cracking
Thermal cracking is the simplest and oldest of all cracking processes, simply
consisting in heating the feedstock and letting the heavy molecules thermally
decompose into smaller ones.
Visbreaking is the mild thermal cracking of vacuum residues. Conversion to lighter
products is very limited and the main objective is to reduce the viscosity of the
residue (hence the name).
Thermal cracking can also be applied to atmospheric residues and vacuum
distillates. Severity is higher than in visbreaking as the objective is to produce light
distillates.
Coking is the ultimate thermal cracking process where the vacuum residue feed is
submitted to high temperatures for an extended time resulting in the production of a
full range of distillates and leaving a solid residue known as petroleum coke. There
are two major variants of the process namely “delayed” coking where the residue is
“cooked” in a drum and “fluidcoking ®” where the feed is passed across a fluidised
bed of coke re-circulated coke particles. Delayed coking produces bulk coke
whereas fluidcoking produces coke in a finely divided powder. The latter is usually
directly fed to a gasifier (“flexicoking ®”) to produce “syngas”(carbon monoxide and
hydrogen).
Thermally cracked products are highly unsaturated and contain sulphur. They
require extensive further treatment.
Anti-corrosion and neutralising chemicals are commonly used in the fractionation
sections.
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11. Residue gasification
This process consists in the partial oxidation of residual streams in the presence of
steam to produce “syngas” (carbon monoxide and hydrogen with some carbon
dioxide). The syngas can then be used either as such as a fuel or further processed
into hydrogen (see section 12). In any case hydrogen sulphide removal is required.
The main advantage of this process compared to direct combustion for e.g.
electricity generation is the relative ease with which contaminants can be removed
and the possibility of using clean syngas to power efficient gas turbines.
12. Hydrogen Manufacturing Unit (HMU)
Modern refineries require large amounts of hydrogen to treat and upgrade many
streams. This hydrogen is commonly produced by steam reforming of methane
(natural gas). The so-called “syngas”, a mixture of mainly hydrogen and carbon
monoxide is produced by passing a mixture or methane and steam at high
temperature over a nickel-containing solid catalyst. The carbon monoxide is further
reacted with more steam under different conditions and over an iron-containing solid
catalyst to produce carbon dioxide and hydrogen (shift reaction). Carbon dioxide is
separated in an organic amine absorber. The hydrogen is purified with an
appropriate process (mostly pressure swing absorption units).
13. Solvent Deasphalting
This process, usually part of a luboil complex, is applied to vacuum residues to
recover a heavy “distillate” known as deasphalted oil (DAO) from the remaining
extra heavy residue known as asphalt. DAOs are further used for the preparation of
specific lube base oil grades. Propane is the usual solvent although butane or even
pentane have been used. The solvent is circulated and there is very little net
consumption.
14. Solvent Extraction
Solvent extraction is used in luboil complexes as well as for the production of light
aromatics. In the former case, certain vacuum distillate cuts are contacted with a
solvent to remove aromatic components and thereby improve their quality as luboil
component. In the latter case reformate are treated to remove non-aromatic
components. A large number of solvents are used mainly furfural for luboil
manufacture and sulfolane for aromatics production. The solvent is continuously
circulated and there is only a small net consumption.
15. Solvent Dewaxing
Highly paraffinic heavy distillates contain very long chain paraffins (waxes) that need
to be removed before the distillate can be used as a lube base oil because of their
high solidification temperature. A solvent is used for this purpose (usually methyl-
ethyl-ketone). The process also involves cooling for which a propane or ammonia
cycle is commonly used. The solvent is recovered from the oil by distillation and
steam stripping and recycled.
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16. Caustic treatment
This process is applied to gases, naphtha and kerosines, either with liquid caustic to
remove small amounts of hydrogen sulphide or on impregnated solid catalysts to
turn corrosive mercaptans into harmless disulphides. The latter can be extracted if
desired to reduce the sulphur content of the stream. Spent caustic is produced.
17. Amine treatment
Sour gases produced in various refinery processes need to be treated to remove
hydrogen sulphide. This is done by washing such gases with an organic amine. The
amine is regenerated to recover the hydrogen sulphide-rich gas, which is then sent
to the sulphur recovery unit.
18. Sour water stripping
Modern refineries use significant amounts of process water that need to be stripped
of its contaminants before being reused or further treated before rejection. Steam
stripping of sour water removes the bulk of hydrogen sulphide and ammonia. The
off-gases are sent to the sulphur recovery unit.
19. Sulphur Recovery
Off-gases from amine treaters and sour water strippers consist mainly of hydrogen
sulphide with smaller amounts of ammonia and COS. The Claus process is
overwhelmingly used to oxidise hydrogen sulphide into elemental sulphur while
ammonia is turned to nitrogen and COS to CO
2
and sulphur. The process can
achieve up to about 95% sulphur recovery and is nowadays associated to a variety
of “tailgas” treatment processes that can increase sulphur recovery up to 99.9%.
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APPENDIX 2
SHORT DESCRIPTION OF SOME TYPICAL OPERATIONS CARRIED OUT
DURING A REFINERY TURNAROUND
1. Breaking containment of process lines or vessels
Many items of process equipment that contain substances hazardous to health
during normal service have to be opened during a turnaround, e.g. to replace
valves, filters, exhausted catalyst, or to be cleaned out. General health and safety
procedures require process isolation, e.g. by flushing or venting, prior to breaking
containment, and this would normally help to reduce the potential for exposure to
hazardous substances, such as refinery streams, catalyst materials and process
chemicals; however a residual amount often remains in the system.
2. Entry of confined spaces
Entry into confined areas such as tanks and process vessels may be required and is
often scheduled to occur during turnaround, e.g. for inspection or clean-out
purposes. Most companies maintain standard procedures, which should take
account of fire and explosion hazards, as well as of occupational exposure limits for
the hazardous substances that were present in the vessels and for substances,
such as welding fumes, that may be generated during the work in the confined
space.
3. Change out of catalyst materials
Most catalyst materials, often fine solids, require periodic change-out and this will
typically be scheduled during a refinery or plant turnaround. The exhausted material
may have undergone chemical and physical changes during its time in the process,
and may contain trace levels of hazardous process substances. Fresh catalyst
material may cause dust exposures. Temporary enclosures may have to be built to
prevent interference from moisture. CONCAWE report 95/57 provides further
guidance.
4. Installation of new process equipment / removal of redundant equipment
Construction and demolition activities during a turnaround may involve welding,
cutting and grinding. Activities sometimes take place in congested areas, with little
ventilation, and may actually interfere with each other, especially when taking places
on different levels, one above the other.
Other construction work during a turnaround may be on furnaces inside process
units. Due to the high temperatures required for processing physical furnace
materials may have undergone changes and present a greater health hazard than
the original material.
Construction and demolition work may be associated with high noise levels.
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5. Insulation installation and removal
Insulation materials, such as asbestos lagging, refractory ceramic fibres etc. may
have deteriorated during usage, due to heat, frost or humidity, and as a
consequence present a greater potential for airborne dusts than the virgin material.
6. Surface stripping and coating
Surface stripping may utilise means such as abrasive blasting or handtool
applications such as needle gunning. Modern coatings are often complex systems
with reactive compounds that present relatively high health hazards, such as
sensitisation.
7. Utilities maintenance
Turnaround work on utilities systems may involve many of the above mentioned
activities, and in addition may involve potential contact with utility chemicals, some
of which are corrosive. Because refinery utilities may be out of service as part of the
turnaround, there is often a requirement for temporary facilities such as diesel
powered electricity generators. A large number of generators in a relatively small
area, in combination with low wind speeds, may give rise to a build-up of diesel
fumes and excessive noise.
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APPENDIX 3
EXAMPLES OF STRATEGIC ISSUES TO BE CONSIDERED DURING THE
IMPLEMENTATION PHASES OF THE TURNAROUND
1. Preparation
ISSUES MANAGEMENT TASK SPECIFIC DETAILS
Communication
(internal)
Inform all persons who will be
involved with the TA.
Create Task Force
Set up a Special Task Force
under the control of the project
leader.
Task Force activities
Ensure that a detailed plan is
drawn up by the Special Task
Force (STF), under control of the
project leader.
The task force takes overall charge of the project.
On the basis of the defined activities, the task
force will identify the need for additional resources
at the different stages of the project, (internal
and/or external).
The HSE department should be involved from the
start of the project.
The plan should outline the main phases of the
preparation for the shutdown and describe the
tasks to be undertaken by each department:
• operations
• maintenance
• inspection
• HSE
• supply and storage of spare parts.
The plan must take into account the local
regulations and laws concerning:
• work organisation and duration
• health.
Feedback on
progress
Arrange regular meetings. The success of the turnaround will depend upon
compliance with the plan. Progress will be
monitored by a regular monthly progress report to
the STF.
Non destructive
testing (inspection)
in the running phase
Ensure that optimal use is made
of non-destructive testing.
Undertake the maximum of non destructive tests in
the running phase, about one month ahead of the
shutdown, to limit the additional work that will be
needed during the turnaround.
Initial list of planned
activities
Prepare an initial detailed list of
planned activities and their
associated costs.
Ensure that there is one single list including all
requests.
Ensure that the list is available to everyone
involved in the project.
Long delivery items
Ensure that orders are placed
for items requiring long delivery
times.
Place the orders for long delivery items.
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ISSUES MANAGEMENT TASK SPECIFIC DETAILS
Global TA planning
Prepare a single overall
turnaround plan covering all
phases.
The plan should include:
• activities before unit shutdown
• shutdown
• turnaround activities
• tests before start-up
• start-up
• activities after start-up.
Analyse in detail :
• the interface between operations and
maintenance (this should be described in an
agreement protocol)
• possible conflicts between the TA and other
operational units
• activities authorised before the shutdown and
after the start-up
• incompatible activities during the turnaround.
Safety isolation
procedures
Ensure that written isolation
procedures are available.
Draw up safety isolation procedures for:
• piping in battery unit
• internal equipment
• electrical installations
• radioactive sources.
Consider the utilities needed to test different
equipment.
Procedures for
preventing risks from
residual products
Ensure that procedures are
documented for the prevention
of risks from residual products
remaining in the plant after
shutdown.
Carry out risk analysis and document the special
procedures required to prevent risk from residual
products, in particular:
• towers and drums containing residual
pyrophoric products (consider packing)
• removal of catalyst from reactors or drums
• cleaning residual deposits from equipment.
Special procedures
for critical tasks
Ensure that procedures are
documented for critical jobs.
Carry out task analysis of the critical jobs and
prepare written procedures e.g. for:
• scaffolding erection and dismantling in areas of
potential exposure to health hazardous agents
• asbestos insulation removal
• opening and closing of confined spaces
• entry and observation of staff working inside
confined spaces (consider steps before and
after cleaning)
• management of process isolations and breaking
of containment
• high pressure cleaning
• management of permits for working in hot
environments
• management of lifting operations, especially
with cranes.
Finalise the work
inventory
Prepare the final complete list of
work to be done.
Completely describe and assess each task.
Update the technical
files
Make sure that all the technical
files have been updated.
Collate and update complete technical files,
including information on the legal and internal
requirements.
Define the cleaning requirements for equipment,
using photographs if necessary.
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ISSUES MANAGEMENT TASK SPECIFIC DETAILS
Refinery
organisation during
TA
Define the organisation
necessary for the plant
turnaround.
The organisation should consider:
• management of potential accidents
• work permits.
Operate a work permit management system with :
• a clear written document giving the risk analysis
and the associated preventative measures for
each phase of a task
• a clear process of authorised signing before
giving the go-ahead for any work.
Taking account of the particular state of units, the
rules applied in the turnaround may be less
onerous, but need to be as clearly stated as in the
running phase.
It is important to have a "materials and services
purchase general conditions notice", signed by the
refinery manager which clearly describes:
• the responsibilities shared between the refinery
and the (sub)contractors
• the insurance conditions and requirements
• the notice also has to be accepted and signed
by the (sub)contractor.
Environment notice
Prepare a special environment notice, including:
• procedures for safe handling of hazardous
waste
General HSE notice
Write a general HSE notice for the turnaround,
including:
• general safety rules
• safety capabilities and habilitation for staff
• procedures in the case of an accident
• accident/incident reports and follow-up
• procedure in case of disaster
• organisation of emergency services
• entry to and exit from the refinery
• traffic and parking
• works authorisation
• communication.
(Sub) contractors
evaluation of HSE
awareness
Assess the present level of HSE
awareness by the
(sub)contractors.
Prepare an HSE questionnaire to check on the
current level of awareness of HSE issues by the
pre-selected (sub)contractors or ask
(sub)contractors to submit a safety plan to assess
their awareness
(Sub)contractors
evaluation
Evaluate (sub)contractors during
the TA.
Prepare a statement for (sub)contractor evaluation
during the turnaround. This notice has to specify :
• the quality and HSE criteria
• the measurement method used to evaluate
deficient HSE management.
Prepare a plan for HSE audits and set up an
internal audit scheme.
Qualifications
requirements for
(sub)contractor staff
Assess qualifications of
(sub)contractor staff.
Where necessary because of work complexity,
define qualifications required for each special
activity (scaffolding, assembling, welding,
instrumentation, electricity, mechanics,...) and
compare to those of the selected (sub)contractors.
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ISSUES MANAGEMENT TASK SPECIFIC DETAILS
Finalise the
requirements for
contracted work
activity
Complete the requirements for each contracted
activity, including :
• the "materials and services purchase general
conditions notice"
• the complete technical files
• the (sub)contractors staff qualification
requirements
• the global turnaround plan
• the general HSE notice
• the environment notice
• the safety isolation procedures
• the special procedures for residual products
risks
• the special procedures for management of
critical works
• the HSE (sub)contractor selection evaluation
• the (sub)contractors evaluation during
turnaround.
(Sub)contractors
strategy
Define a strategy for
consultation with and
preselection of (sub)contractors
(this should take into account,
the predicted special activities
and capabilities of the
(sub)contractors).
To ensure efficient management of the TA, all
foreseen work should be covered in the
consultation with (sub)contractors.
(Sub)contractors
consultation
9 to 15 months before TA
for major turnarounds
Consult the preselected
(sub)contractors.
Obtain from the (sub)contractors the:
• turnaround plan organisation
• qualifications of training and supervisory staff
• estimated number of worked hours
• HSE management programme and quality
management program, in general and for the
expected turnaround.
Comparison and
analysis of offers
Make a detailed and thorough analysis of the
(sub)contractors offers and
• check that their critical paths are correct and
compatible with the global turnaround plan
• make comparisons of the offers.
Confirm ability to manage simultaneous tasks and
interferences.
Offers negotiation
Negotiate the offers with the
acceptable (sub)contractors.
Special TA
approbation meeting
Convene a meeting to approve
the:
• definitive lists of planned
work
• definitive agreed credits
• organisation of the
turnaround.
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ISSUES MANAGEMENT TASK SPECIFIC DETAILS
Selection of
(sub)contractors
Select the (sub)contractors, in
agreement with the results of
negotiation.
A (sub)contractor is acceptable if its offer is
technically acceptable and its present HSE
performance level satisfies the TA organisation’s
requirements.
Orders to
(sub)contractors
6 to 12 months before TA
for major turnarounds
Place the orders for the selected
(sub)contractors.
Definitive lists of
work
To ensure complete overall
awareness, send to all the
internal participants the agreed
definitive lists of planned work.
Bring the TA
organisation up to
date
Update the organisation and
confirm the requirements for
necessary external resources.
Orders for external
supervision
Place the orders for external
services of inspection and works
co-ordination and supervision.
Clearly define the expected
services, with a complete
description of each function.
Co-ordinators and
supervisors files
Prepare the complete files for the inspection and
maintenance co-ordinators and supervisors,
including all the technical and HSE information.
Daily or continuous
monitoring during TA
List all the topics requiring daily or continuous
recording and monitoring during the turnaround.
Prepare the associated registers.
Logistics preparation
Prepare all the logistical
arrangements.
Arrangements need to be made for the following:
• traffic and parking
• "turnaround village" with mobile homes
• hygiene installations for manpower
• medical facilities (if necessary)
• additional lighting of the unit
• need for air compressors and electricity
generators
• waste storage and disposal
• communication and information tools.
Make specific plans for the turnaround phase :
• a general plan with indication of the roadways,
the parking points, all HSE information
• a specific plot-plan showing the turnaround
village and the related installations.
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ISSUES MANAGEMENT TASK SPECIFIC DETAILS
General planning of
the TA
Establish a general plan for the
TA
Prepare a general plan including all the work,
control and inspection phases and clearly showing
the critical paths.
• This plan has to be made with the
(sub)contractors and fully agreed by them,
because it will be the basis for the daily
progress report during the operational
turnaround.
• It is very important to obtain active and practical
support for the plan.
Record of phases by
plant equipment (for
management of the
interfaces during TA)
Plot the major chronological phases for each
section of plant, requiring clearance from the
person in charge at the end of each phase.
This is essential to manage the interfaces between
operations, technical, inspection, safety,
maintenance and (sub)contractors.
(including instrumentation and piping)
Information/
communication of
general TA
organisation
Circulate a general TA
organisation note which covers
all the organisational, logistical
and HSE themes and associated
information.
Information from the
(sub)contractors
Obtain information from the
(sub)contractors which is
necessary for a risk analysis and
the preparation of a prevention
plan or package of method
statements.
Each (sub)contractor has to give :
• general information about its company
• its internal organisation, with the names and
qualifications of the persons in charge
• the plan for its tasks, compatible with the
general planning
• a detailed analysis of its tasks and operating
methods and of the risks generated by them.
Preliminary visits to
the installations
Acquaint (sub)contractors with
the work site.
Carry out preliminary visits to the installations with
(sub)contractors’ representatives.
Studies on difficult
tasks
Confirmwith the
(sub)contractors their plans on
difficult tasks and the proposed
measures to limit the problems
faced by the workforce.
Check for any specific health aspects.
Analysis of task
interferences
Analyse possible influence of TA
work on activities in adjoining
areas.
Arrange meetings with the (sub)contractors on
operating methods and interference analysis,
especially for critical tasks.
It is necessary to run some meetings with a
reasonable number of participants (less than 15).
Synthesis of the
interference analysis
Use the results of the analysis meetings, review
the interferences between the tasks, the
equipment and the installations, and the
associated health and safety measures.
This review will be an essential part of the
turnaround prevention plan.
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ISSUES MANAGEMENT TASK SPECIFIC DETAILS
TA prevention plan /
method statements
Circulate the TA prevention plan/
method statements.
The TA plan should give:
• a clear statement of the responsibilities
between the (sub)contractors and the refinery
• the actions planned to control all the identified
risks.
The global document should be sent to all the
(sub)contractors and they should be asked to give
the complete information to their workforce.
Work preparation
progress by the
(sub)contractors
1 month before TA
Check regularly that the work
preparation progress by the
(sub)contractors is on schedule.
Logistics installation
Put in place all the logistic
installations.
Welcome and
formation of the
external co-
ordinators and
supervisors
Welcome the external co-
ordinators and supervisors and
give them the complete plan for
their jobs.
Do not underestimate the time
for preparation.
Work permits
Prepare all the works permits with the associated
plant plans.
This has to be a joint effort by operations and
maintenance staff.
HSE information for
all the workers
Circulate HSEinformation to all those working on
the turnaround and arrange for the delivery of the
entry cards at the same time.
It is useful to distribute a short note outlining the
main practical information.
Special safety
meeting for the
persons in charge of
the (sub)contractors
Hold a special meeting with the
(sub)contractors, to remind them
of the safety measures in the TA
prevention plan / method
statements.
• Training and information of
workers as basic elements for
safety.
• Appointment of a responsible
person employed by the
(sub)contractor in charge of
HSE management during the
turnaround.
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2. Work before shutdown
ISSUES MANAGEMENT TASK SPECIFIC DETAILS
Work before
shutdown
Management of the
shutdown
Set up a small team to manage
the works before shutdown.
Preliminary work
Carry out the work before unit shutdown, which is
generally limited to :
• Erection of scaffolding
• insulation removal (with special precautions)
• logistic equipment installations
• delineate areas with signs.
For safety during the shutdown phase, it is very
important to respect the constraints agreed during
the preparation phase.
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3. Shutdown/oil out
ISSUES MANAGEMENT TASK SPECIFIC DETAILS
Scheduling needs
Define all the scheduling needs (e.g. special
feedstocks, rising products, slops) for the
shutdown.
NB There should be no (sub) contractor work
during this phase.
Environment and
wastes strategy
Define the specific TA
management strategy.
Reinforced
organisation of
operation shifts
Define any special reinforced
organisational changes and
responsibilities of the operation
shifts.
Special operations
and checking before
shutdown
Carry out operations and checks before the
shutdown (cleaning of drains and sewers, test of
seldom- used valves etc.).
Preparation of tools
and equipment
Prepare all the tools and equipment (hoses,
individual protections, screens, gaskets, ...) that
are required for the TA.
Shutdown operations
Shutdown, emptying and gas removal operations,
should follow written procedures:
• developed by task-forces including operations
staff
• giving clear intermediate stable states
• made with check-lists of actions to be ticked off
• giving precise criteria to check product and gas
removal from the installations.
These operations need to be done with great care
to protect the operational turnaround phase from
any risk coming from residual products in the
equipment.
Screens installation
Install the required screens using a clearly defined
management system.
Turnaround
organisation
Set up the organisation for the operational
turnaround.
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4. Turnaround
ISSUES MANAGEMENT TASK SPECIFIC DETAILS
Give the go-ahead
Authorise the TA work after
checking that all the shutdown
operations are ended and that
all the safety isolation
procedures have been applied.
Communication
Use intrinsically safe equipment to ensure effective
and real-time communication between the main
parties of the TA, including HSE persons in charge
of the largest (sub)contractors.
Permits delivery
Deliver the permits to the (sub)contractors
foremen, with the final signature by the person in
charge (who is generally the senior operator of the
units).
It is necessary to have adequate resources to
administer permits for work during the first 2 days
(peak period).
Good housekeeping
practices
Keep good housekeeping practices throughout the
turnaround and be very demanding right from the
start.
Prevention plan
review
Review the preventative action
plan for introduction of each new
task or a new (sub)contractor in
the TA.
HSE audits
Carry out planned HSE audits and issue the
reports promptly.
In case of anomaly, check that the corrective
actions are timely and that they effectively solve
the problem.
Look especially at:
• the prevention measures of the permits
• scaffolding
• lift operations
• all objects that may fall
• housekeeping.
Daily co-ordination
meetings
Run a general daily meeting to
co-ordinate the work. HSE
aspects should be addressed at
the beginning of the meeting
when information on any
incidents/accidents should be
communicated.
Run other specific meetings as
required by the turnaround.
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ISSUES MANAGEMENT TASK SPECIFIC DETAILS
Daily progress report
Prepare daily progress reports of
the works to avoid delay in
schedule.
There must be total commitment
by all the co-ordinators and
persons in charge of the
(sub)contractors.
Inspection
organisation
Organise inspections to cover additional works as
soon as possible in the first days of the
turnaround.
Photographic report
Complete a photographic report during the
turnaround.
New materials quality
certificate
Check that all the new materials have the required
quality certificate and statistically monitor alloy
composition.
Welding operations
control
Check that the welding operations are carried out
by nominated welders and according to an agreed,
registered welding method.
These points have to be checked by a welding
specialised firm and agreed by the local
responsible person.
Accident reporting
and follow-up
Issue a special report with complete analysis and
corrective measures to follow up any serious
accident or near-miss.
First-aid accidents
reporting
Promptly report and analyse the first-aid accidents.
To make real HSE improvement, it is very
important to get all the workers to declare any
injury.
Special HSE meeting
in case of sensitive
delay
Hold a meeting with all the HSE persons in charge
of the (sub)contractors as soon as a noticeable
delay occurs.
In case of general delay on a HSE subject (e.g.
housekeeping), it may be necessary to stop the
turnaround and to convene a special meeting to
draw site-wide attention to the problem.
Control report of
completed work
Obtain from the (sub)contractors a signed quality
control report of their completed work.
This has to be part of a global quality management
plan of the (sub)contractor.
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ISSUES MANAGEMENT TASK SPECIFIC DETAILS
Respect of legal
requirements
Check that all the legal requirements are satisfied
and that the associated files are complete (legal
requirements will vary nationally). This is generally
the responsibility of a specialist from the Inspection
service.
Formation of
operations shifts
Give the shift operators a
complete description of all the
modifications that had been
made and any new equipment
installed.
Documentation
elaboration
Prepare documentation for all the modifications
and new equipment (at least operational
procedures, schemes and emergency strategies).
Quality control report
by speciality
Obtain a global quality control report for each
special activity. This should include all the quality
control reports by the (sub)contractors.
Do not forget the initial thickness measures on
piping (zero point).
Information of the
neighbourhood
Consider the consequences of
tests before start-up and for
start-up operations for each
plant/unit and circulate the
necessary information.
Planned tests before
start-up
Carry out all the planned tests before start-up
(engines, alarm and safety systems, ...).
First visit to the
installations
72 hours before START-UP
Carry out a first visit to the installations and draw
up a list of anomalies, with correction delay and
names of the persons in charge.
Process isolations
management
Check that all the isolations are removed and that
all the associated check-lists are complete and
signed by the (sub)contractors foremen in charge.
To avoid any leakage during the start-up phase, it
is highly advisable to require from the
(sub)contractors :
• to have special tightening quality procedure
• to fix a label close to each replaced gasket, with
a mark number, the name of the
(sub)contractor, the name of the worker and the
day of the operation.
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ISSUES MANAGEMENT TASK SPECIFIC DETAILS
Full cleaning
operation
Ensure that cleaning of the unit has been fully
completed (don't forget the drains and sewers, and
the screens alongside hot equipment) and that all
the (sub)contractors materials and equipment have
been removed.
Final visit before
start-up
24 hours before START-UP
Make a final visit to check that all the "blocking
anomalies" have been corrected, and to list all the
small residual anomalies.
Start-up
authorisation
Give operations personnel the
start-up authorisation.
This must be done with check-
lists signed by the persons in
charge of each service
(maintenance, technical,
inspection, safety and
operations).
No authorisation may be given
without a signed check list.
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5. Start-up
ISSUES MANAGEMENT TASK SPECIFIC DETAILS
HSE rules and
procedures
Cancel all the HSE rules and procedures of the TA
and revert to normal Standard Operating Practice.
Scheduling needs for
start-up
Define all the scheduling needs
(special feedstocks, rising
products, slops) for the start-up.
Reinforced
organisation
Define the specific start-up
organisation and the
responsibilities of the shifts.
May require “commissioning team” to be present at
start-up until unit is stable.
"Aftersales service"
maintenance
Keep a reduced shift of
maintenance supervisors to
assure the "aftersales service",
as long as necessary.
Specialists presence
Organise a continuous presence of specialists
(instrumentation, piping, others if necessary), with
a register of anomalies.
Start-up operations
Implement the start-up operations using written
procedures :
• prepared by task-forces including operations
staff
• giving clear intermediate stable states
• made with check-lists of actions to be ticked off
• giving precise criteria to check tightness and air
removal of the installations
• giving clear orders for special cases (eg :
refractory drying, first compressor starting... )
• These procedures must be up to date, taking
into account all the modifications made during
the turnaround.
Considering the continuous work organisation, it is
very important to demand from the start-up shifts :
• a full report of the main events by the foreman
• signing off of the terminated operations on the
procedures
• an indication of progress on a wall map plan.
Real test of major
safety system
Run real tests of the major safety systems,
especially for heaters.
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6. Post TA work
ISSUES MANAGEMENT TASK SPECIFIC DETAILS
Employer
Communication
Inform the workers of the relevant risks arising
from the new situation (unit running phase).
This is important as workers need to adapt to the
running phase and the safe operating procedures.
Final works
Carry out the final works (scaffolding removal,
etc.).
Small anomalies
corrections
Check that all the small anomalies have been
corrected (the big anomalies have been corrected
before giving the start-up go ahead).
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7. Turnaround close-out
ISSUES MANAGEMENT TASK SPECIFIC DETAILS
TA review meeting
Convene a meeting with all the
persons in charge to collate
positive and negative points.
Define an action plan for prompt
completion to obtain a clear
record of the events.
Full turnaround
reports
Prepare full detailed reports, including lists of
actions on health-related matters for the next TA,
on the following themes :
• organisation
• logistic
• technical
• financial.
Complete
documentation
bringing up to date
Check that all the documentation associated with
the unit is brought up to date.
Full HSE TA reports
Prepare detailed health reports, including lists of
actions for the next turnaround. This is may be
done in conjunction with safety and environment
personnel.
Special procedures
bringing up to date
Bring the special procedures up to date to take in
account the difficulties met in their application.
Quality and HSE
(sub)contractors
evaluation
Evaluate the quality and HSE aspects of
(sub)contractors.
Special HSE
manifestation
meeting
Convene a close-out meeting of
all the participants of the TA and
give the HSE evaluation results,
accompanied by special awards
for deserving (sub)contractors
led by the refinery manager or
senior members of the
management team.
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APPENDIX 4
SKILL REQUIREMENTS
1. Planners and Managers
They should be familiar with and be able to apply:
? regulatory standards and requirements
? company health policy and objectives
? company occupational health standards
? operating unit procedures for the protection of workers’ health
? industry occupational health guidelines
Skills are required to communicate effectively with employees, employee
representatives, contractors, government agencies, local authorities, emergency
services and the media, all of which are or can become involved in TAs.
2. Supervisors
When the TA is initiated, the supervisor should play a key role in monitoring
compliance with health procedures. A good working knowledge of the following is
essential:
? the results of health risk assessments
? the permit to work system and occupational health aspects of operating
procedures; the permit system is an integral part of the TA process and
supervisors should be well-trained so as to be aware of tasks for which a permit
is necessary, e.g. confined space entry
? the correct use of control measures
? the effective implementation of a PPE programme
? first aid procedures
? emergency incident procedures
? incident investigation procedures, including health-related incidents
Effective communication skills with employees and contractors are important,
including the ability to lead discussions on hazards and risks, such as ‘toolbox talks’.
3. Operators and Craftsmen
The areas of principal concern to operators and craftsman are the recognition of
hazardous agents, where they are to be found and the ways to prevent or control
exposure. This requires information, instruction and training in:
? the recognition of hazardous agents
? the risks to health associated with key agents/tasks
? the correct use of engineering measures to control health risks
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? the correct use of personal protective equipment
? first aid procedures
? emergency incident procedures
? the permit to work system
Full and effective co-operation and compliance with occupational health procedures
are essential in maintaining a low risk environment.
Specific training is required for:
? entry to confined space(s)
? work with hot processes (e.g. welding)
? some specified chemical hazards (e.g. HF, benzene, corrosives)
? use of breathing apparatus
4. First Aiders
Full and part-time first aiders should receive training and be certified to relevant
national levels.
5. Health Specialists
Health specialists who may be associated with the TA, including occupational
hygienists, ergonomists, occupational physicians and nurses, should be trained and
qualified to relevant national standards.
For occupational hygiene, the basic skills required are the ability to carry out:
? health risk assessments, including job/task exposure monitoring
? risk control planning
? compliance assurance checks, including verification activities
? training of managers, supervisors
? data collection, analysis and review
? audits of performance
For occupational medicine, the basic skills required are the ability to carry out:
? health risk evaluations
? fitness to work evaluations
? health surveillance of relevant workers
? clinical management of occupational illnesses and injuries
? training of managers, supervisors
? data collection, analysis and review
? audits of performance
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Effective communication with employees and their representatives, management,
contractors, government agencies, local authorities and industry and professional
bodies is essential if the TA is to proceed smoothly.
6. Contractors
Contractor personnel may not have an understanding or knowledge of the refinery
health hazards or procedures, including the safe systems of work which have been
adopted. The specific skills necessary will depend on the nature of the task(s) being
carried out and the work area in which the tasks are being conducted, e.g. welding,
BA use, first aid etc.
A good working understanding of the following is required:
– risks associated with contractor activities
– risks associated with the local area/activities in the refinery
– controls required to control the health risks
– permit to work systems
– local emergency response requirements
– first aid procedures
– site specific occupational health requirements, e.g. rules on smoking and
drinking
– agreed procedures for the notification of near misses, unsafe acts and
conditions and accidents
The definition and clarity of the links between the refinery and contractor
occupational health and safety management systems are essential in preventing
confusion or misunderstandings which could lead to inadequate control of workplace
occupational risks.
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APPENDIX 5
EXAMPLES OF HAZARDOUS AGENTS AND TYPICAL CONTROL
MEASURES
ACTIVITIES/AGENTS TYPICAL CONTROL MEASURES
GENERAL
TURNAROUND ADMINISTRATION
• Work at Display Screen Equipment
• Mental work
Workstation ergonomics
Eye correction
Modify job design
Effective teamworking
MANUAL HANDLING Mechanical handling equipment
Training

THERMAL ENVIRONMENT
• Hot environment
• Cold environment

Temperature control
Work/rest regime
Clothing

NOISE Restricted time
Hearing protection

VIBRATION Tool selection
Restricted time

WATERBORNE HAZARDS
(e.g. LEGIONELLA)
Water treatment
Maintenance

REFINERY STREAMS

CRUDE OIL

Containment
Ventilation
Respiratory protection
Protective clothing
• Hydrogen sulphide Containment
Restricted access

• Sulphur dioxide
Ventilation
Respiratory protection
Protective clothing
Continuous monitoring

PETROLEUM GASES
• Propane
• 1.3-Butadiene

Ventilation
Respiratory protection
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ACTIVITIES/AGENTS TYPICAL CONTROL MEASURES
NAPHTHA / GASOLINE /
CONDENSATE
• Hydrocarbons C4-C11
• Benzene
• n-Hexane

{

Restricted access
Ventilation
Respiratory protection
Protective clothing
Continuous monitoring

KEROSENE / MID DISTILLATES
• Hydrocarbons C9-C25
• Gasoils (cracked and unspecified)

HEAVY BOTTOMS
• Heavy fuel
• Bitumen
• PAH / Coke

Protective clothing
Hygiene facilities

LUBRICANTS
• Unrefined oils
• Unrefined greases

Working practice
Protective clothing

EXTRACTION SOLVENTS
• Furfural
• Toluene
• Ketones, e.g. MEK
• Chlorinated solvents
• Phenol

Respiratory protection
Protective clothing
Skin protection
SULPHUR Protective clothing
ADDITIVES

PROCESS
• Amines / Ammonia
• Phosphates / H
2
PO
5

• Caustic / KOH
• Chlorides / HCl
• Sulphuric acid

{

Containment
Eye/face protection
Protective clothing
Respiratory protection
BOILER WATER
• Hydrazine

Respiratory protection

FUEL
• Oxygenates

Containment
Respiratory protection
Protective clothing
• TEL / TML
• Octylnitrate
• Mercaptans
Containment
Face shield / Goggles
Respiratory protection
Protective clothing
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ACTIVITIES/AGENTS TYPICAL CONTROL MEASURES
SURFACE STRIPPING / COATING
ABRASIVE BLASTING
• Dust
• Lead
• Noise
Isolation
Ventilation
Hood / Air supply
Protective clothing
Hygiene facilities
Hearing protection

HYDROBLASTING
• High pressure
• Polluted water / aerosol
• Noise

Isolation
Face shield / Goggles
Protective clothing
Hearing protection

APPLICATION OF PROTECTIVE COATINGS
• Two part (reactive) coating
• Solvent based coating

Ventilation
Substitution
Face shield / Goggles
Protective clothing
CHEMICAL CLEANING
• Corrosives
• Solvents

Face shield / Goggles
Clothing / Gloves
Substitution
Ventilation
WELDING & CUTTING

FUMES
• Lead
• Metal oxides (Galvanized steel)
• Stainless steel (Ni, Cu)
• Carbon steel
• Surface coatings

Restricted access
Coating removal
Local ventilation
Respiratory protection
Protective clothing
Coating removal

GASES
• Ozone
• NOx
• Carbon monoxide

• Ultraviolet (UV)

Restricted access
Local ventilation
General ventilation
Respiratory protection
UV-shield
Protective clothing
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ACTIVITIES/AGENTS TYPICAL CONTROL MEASURES
INSULATION REMOVAL / INSTALLATION

MMMF
• Glasswool

Vacuum removal
Ventilation
Protective clothing
Respiratory protection
Hygiene facilities

REFRACTORY CERAMIC FIBRES

Vacuum removal
Restricted access
Protective clothing
Ventilation
Respiratory protection
Hygiene facilities

ASBESTOS

Vacuum removal
Restricted access
Protective clothing
Local ventilation
Respiratory protection
Hygiene facilities

POLYURETHANE
• Isocyanates

Local ventilation
Vacuum removal
Fire prevention
Respiratory protection
Protective clothing
CATALYST REMOVAL / LOADING / REGENERATION

ACTIVATED ALUMINA

Ventilation
Vacuum removal
Respiratory protection
Protective clothing
HEAVY METALS
• Molybdenum
• Cobalt
• Platinum
• Vanadium
• Antimony
• Nickel

Water spray on spent catalyst
Ventilation
Vacuum removal
Restricted access
Protective clothing
Eye protection
Respiratory protection
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ACTIVITIES/AGENTS TYPICAL CONTROL MEASURES
ORGANIC SULPHIDES
• Dimethyl disulphide
• Dimethyl sulphide

Containment
Ventilation
Respiratory protection
Protective clothing
CHLORINE Containment
Restricted access
Respiratory protection
Eye protection
Protective clothing

CHLORINATED HYDROCARBONS
• Perchloroethylene

Ventilation
Respiratory protection
Eye protection
Protective clothing

HYDROGEN FLUORIDE

See Table 3

SULPHURIC ACID

Containment
Ventilation
Eye protection
Protective clothing
Respiratory protection
UTILITIES

NITROGEN Restricted access
Respiratory protection
HEAT TRANSFER OILS Protective clothing
HYDRAZINE Containment
Ventilation
Respiratory protection
Protective clothing
Eye / face protection
POLYAMINES Eye / face protection
Protective clothing
PCBs Substitution
Containment
Eye / face protection
Protective clothing
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APPENDIX 6
EXAMPLES OF TASKS INVOLVING HAZARDOUS AGENTS AND THE TYPICAL
RECOMMENDED CONTROL MEASURES
TASK AGENT CONTROL MEASURES
1. Dismantle pipework on any unit
where H2S is present
Pyrophoric ferric sulphide
H2S
SO2
Water spray, flushing and steaming. Maintain
temperature less than 40°C. Use specific PPE.
2. Clean internal surface of
furnaces (including tubes and
ductings)
Nickel
Vanadium
Vacuum cleaner, biodegradable cleaning agent,
avoiding aerosol formation. Collect in closed
system, dilute before discharge. Use specific PPE.
3. Decoke furnace tubes by steam
or air injection
High pressure steam/air
Noise
PAH aerosol
Avoid if feasible alternative otherwise carry out in
isolation. Collect solids in containers for disposal.
Apply hearing conservation methods. Use specific
PPE.
4. Decoke vessels and pipelines Acid (e.g. Citric, HCl) Circulate in closed system. Use specific PPE.
Collect spent acid, neutralise and dilute before
discharge.
5. Conduct abrasive blasting Dust (e.g. metals/oxides)
Noise
High pressure air
Avoid use of silica sand. Use inert grit. Carry out in
isolation, with screens. Use specific PPE. Apply
hearing conservation measures. Collect residues
for disposal.
6. Replace Alkylation Plant tubed
heat exchanger
HF Carry out in isolation. Neutralise, dismantle, re-
neutralise if necessary before disposal. Use
specific PPE.
7. Carry out radiographic
examination of vessels and
pipework
Gamma radiation Carry out in isolation, under supervision of
Radiological Protection Advisor.
8. Drain and purge vessels and
pipework
Benzene
Furfural
Hydrocarbon residues
Polycyclic aromatic
hydrocarbons (PAH)
Purge with N2 or steam and vent to flare. Drain to
closed system. Collect in tankage for recycling.
Use specific PPE.
9. Drain, replace transformer fluid Polychlorinated biphenyl
(PCB)
Discharge fluid to closed system for disposal. Use
specific PPE. Replace with substitute fluid.
10. Remove refractory ceramic fibres
and or refractory brick
Noise
Silica dust
Fibrous dust
Ceramic fibre
Carry out in isolation. Use specific PPE. Apply
hearing conservation measures.
11. Undertake very high pressure
hydro cutting
Noise
High pressure water
Carry out in isolation. Use specific PPE. Apply
hearing conservation measures.
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APPENDIX 7
STANDARDS AND NORMS OF GOOD PRACTICE
1. CONCAWE REPORTS
Guidelines for the determination of atmospheric concentrations of oil
mist
1/81
Precautionary advice on the handling of motor gasolines 6/83
Guidelines for recording industrial hygiene data 7/83
Workshop on personal noise dosimetry 3/84
Review of bitumen fume exposures and guidance on measurement 6/84
Health aspects of petroleum fuels - general principles 2/85
Health aspects of lubricants 5/87
Health aspects of toluene and xylene exposures associated with
motor gasoline
7/87
Emergency planning guidance note
- Refinery emergency planning
6/88
Petroleum products – first aid emergency and medical advice 1/97
Health aspects of petroleum fuels - potential hazards and precautions
for individual classes of fuels
85/51
The collection, disposal and regeneration of waste oils and related
materials
85/53
Guidelines for hearing conservation programmes in the petroleum
industry
85/58
Health aspects of worker exposures to oil mists 86/69
Guidance on legionnaires' disease and its prevention 87/51
Effects of skin contact with gasoline containing methanol 87/54
Guidelines for safe handling of marine fuels 87/55
Review of strategies for the evaluation of employee exposures to
substances hazardous to health
87/57
Implementation of effective hearing conservation programmes in the
European oil industry
88/61
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A management guide to occupational health programmes in the oil
industry
89/52
Review of the toxicity of catalytically cracked clarified oil 89/56
Guidelines for the health surveillance of workers exposed to benzene
in the petroleum industry
93/59
An occupational physician’s introduction to health hazards associated
with working in a petroleum refinery
94/52
Catalyst handling procedures to minimize exposures 95/57
The classification and labelling of petroleum substances according to
the EU dangerous substances directive
95/59
A year long study of ambient air concentrations of benzene around a
service station
95/63
The role of the occupational physician in the petroleum industry –
guidance for occupational physicians and managers
96/53
Development of a health surveillance programme for workers in the
downstream petroleum industry
96/54
The health hazards and exposures associated with gasoline
containing MTBE
97/54
2. ISO STANDARDS ON ENVIRONMENT AND HEALTH PROTECTION, SAFETY
13.030 Solid wastes
13.040.10 General aspects
13.040.30 Workplace atmospheres
13.040.40 Stationary source emissions
13.040.50 Transport exhaust emissions
13.060 Water quality
13.060.30 Sewage water disposal and treatment
13.140 Noise with respect to human beings
13.160 Vibration with respect to human beings
13.180 Ergonomics
13.240 Protection against excessive pressure
13.280 Radiation protection
13.340 Protective clothing and equipment
13.340.10 Protective clothing
13.340.20 Protective equipment
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3. EN STANDARDS
Asbestos EDir.83/477-87/217-91/382
Dust measurement EN 481
Respiratory protection EDir.89/656 EN 132-147
Eye protection EDir.89/656 EN 165-172
Noise emissions EDir.86/188
Use of handtools EDir.89/655 EN 292
Welding protection EN 175
Vibration (hand-arm and
whole-body)
prEN 1033
prEN 1031

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