The Buncefield Investigation - be prepared to see similar findings elsewhere

The HSE, UK has published the investigation report of the explosion and fire that occurred in the Buncefield oil depot in the UK, in December 2005. The main findings are quoted below:
"Fundamental safety management failings were the root cause of Britain's most costly industrial disaster, a new publication reveals.

• Systems for managing the filling of industrial tanks of petrol were both deficient and not fully implemented
• An increase in the volume of fuel passing through the site put unsustainable pressure on those responsible for managing its receipt and storage, a task they lacked information about and struggled to monitor. The pressure was made worse by a lack of necessary engineering support and other expertise.
• A culture developed where keeping operations going was more important than safe processes, which did not get the attention, resources or priority status they required.
• Inadequate arrangements for containment of fuel and fire-water to protect the environment.

 The 36-page report highlights a number of process safety management principles, the importance of which were underlined by the failings at Buncefield:

• There should be a clear understanding of major accident risks and the safety critical equipment and systems designed to control them.
• There should be systems and a culture in place to detect signals of failure in safety critical equipment and to respond to them quickly and effectively.
• Time and resources for process safety should be made available.
• Once all the above are in place, there should be effective auditing systems in place which test the quality of management systems and ensure that these systems are actually being used on the ground." 

In only few organisation do I see the above 4 points religiously followed. In all of them, there is a common link - the person at the top is a person with a hardcore chemical engineering background and plant experience. In all other cases, the top management are persons without such experience and incidents continue to happen. In such cases, the organization must ensure that a person with proper experience should be in a position to act as a link between top management and the plant. While on the same subject, today LOPA has become a fashionable word for many managements but they do not realize that once a LOPA study is carried out and recommendations implemented, they should be maintained for the complete life cycle of the plant. For this it requires resources and manpower and  these are often found wanting. Keep your fingers crossed!!
Read the HSE report in this link.