EPA-510-K-92-001
Putting ft All Together
-------
United States
Environmental Protection
Agency
Chemical Emergency
Preparedness and
Prevention Office (OS-120)
EPA-510-K-92-001
March 1992
Occupational Safety and
Health Administration,
United States Department
of Labor
The information in this publication is derived from sources believed to be reliable.
However, it should not be assumed that every acceptable procedure or practice
is included or that specific circumstances may not warrant modified or additional
procedures or practices. Changing technology and practices and/or regulations
may require changes in the recommendations herein. The information in this
publication is not a substitute for federal, state, municipal, or other requirements.
Printed on Recycled Paper
-------
CHEMICAL
ACCIDENTS—
THEY DONT HAVE TO HAPPEN.
usinesses that use hazar-
dous chemicals can prevent accidents—if they have the
right information. And... know how to apply it. It's up
to industry, large and small, to manage chemicals safely.
But an effective, integrated approach to prevention in-
volves a whole network of other players, too: fire and
emergency services, trade-associations, labor organiza-
tions, professional societies, government at all levels,
insurance companies and financial lenders/the environ-
mental community and other public interest groups, and
the media.
Sharing information across this network is what makes '
prevention work. This publication is one piece of that
information mosaic. It shows owners and managers of
smaller enterprises how to get started in chemical safety
management. It gives basic definitions and describes the
benefits. It suggests initial steps and recommends
sources and resources for additional information.
You can help spread the word on safety. Please share this
publication with your colleagues. Mention "Managing
Chemicals Safely^' in your meetings, newsletters, jour-
nals, indexes, electronic bulletin boards, training
sessions, workshops—even on your coffee break.
Working co-operatively, we can all help make our world
a safer place.
To order additional copies of "Managing Chemicals Safely/'
please use form on reverse.
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A SHARED RESPONSIBILITY
In recent years society has come to
recognize that environmental safety
is everyone's job. Industry, workers,
governments, trade associations,
environmental groups, local com-
munities, and other "stakeholders"
all share in this responsibility, just
as they all benefit from a safer
environment.
With that shared obligation in
mind, these various stakeholders
have been participating in focus
groups and roundtable discussions
sponsored by the U.S. Environ-
mental Protection Agency's Chemical
Emergency Preparedness and
Prevention Office (CEPPO) to
address the issue of reducing
chemical risk in the community.
This publication, intended to in-
troduce smaller businesses to the
practice of chemical safety manage-
ment, is a result of those meetings.
The sponsors listed here recognize
that the main responsibility for
chemical safety lies with those who
work with hazardous materials
every day, in thousands of busi-
nesses all over the nation. Our
hope is that this publication will
stimulate owners and managers of
smaller companies that use hazard-
ous chemicals to learn more and
do more about chemical safety
management and to understand
that safety should be among their
highest priorities.
SPONSORS
Center for Chemical Process Safety
of The American Institute of
Chemical Engineers
U.S. Chamber of Commerce
Chemical Manufacturers
Association
Chemical Specialties
Manufacturers Association
The Chlorine Institute, Inc.
International Association of Fire
Chiefs, Inc.
National Association of Chemical
Distributors
Synthetic Organic Chemical
Manufacturers Association, Inc.
United Steelworkers of America
U.S. Environmental Protection
Agency
Occupational Safety and Health
Administration,
U.S. Department of Labor
-------
I
-t's always easier to figure out
why an accident happened after it
occurs. Two seemingly unrelated
events combine to produce an
explosion, an injury, a chemical
spill. Bad luck, you think. If only
the regular operator hadn't been
out sick the day the chlorine tank
was filled, or that valve hadn't
stuck open, maybe we wouldn't be
in this mess.
Bad luck, or bad planning?
More and more, companies that
use hazardous chemicals are turn-
ing to an approach called chemical
safety management as a way to
fight "bad luck" with good plan-
ning. Chemical safety management—
also known as chemical process
safety management or risk
management planning—can help
you identify potential risks at your
site and establish an organized
method for reducing those risks.
It's not a formal procedure so
much as a way of doing business,
an integrated philosophy that con-
siders your entire operation rather
than just pieces of it. Chemical
safety management involves
everyone in your company, day in
and day out. And it works.
Most companies that deal with
hazardous chemicals probably
lisps
CHEMICAL
•AFETY
It's Not Just a Catch Phrase,
It's Good Business
-------
'I know this business like
the back of my hand."
But does everyone else in
your company?
Know your operation: the hazards
of the materials you work with, of
your equipment, and of your
processes. Identify safety
requirements, and analyze your
weaknesses and capabilities.
have many of the ingredients—
emergency response plans, safety
training, and the like—already in
place. What's new about the
chemical safety management
approach is that it takes these
existing measures, plus a few
more, and integrates them into a
co-ordinated system backed by a
strong commitment from top
management. A good chemical
safety program is more than just a
stack of documents gathering dust
on the shelf. It's a living, evolving,
vital element of your business.
IS THIS REALLY FOR ME?
You don't have to be a large
chemical manufacturer to put a
program like this into effect. Dry
cleaners, small machining shops,
food processing plants—anyone
who uses hazardous chemicals—
can benefit from chemical safety
management. The program can
vary from company to company,
but all programs have several basic
principles in common: '
• Taking an inventory of your
hazardous materials
El Reviewing your entire process,
from piping and instrumenta-
tion to operational procedures
H Conducting detailed studies to
identify potential hazards, to
assess the likelihood of ac-
cidents, to evaluate their poten-
tial consequences,,and'to ad-
dress the serious problems first
B Establishing and following a
regular preventive maintenance
program
• Developing standard operating
procedures and training pro-
grams for employees
H Managing changes in the opera-
tion so that a change in one part
of your process doesn't cause an
accident somewhere else
• Investigating and documenting
accidents and near-accidents
• Developing emergency response
plans for your company and
co-ordinating them with local
emergency planners
H Sharing information with the
local community
A key principle of chemical safety
management is that all these steps
have to be part of your everyday
operation, which means that the
commitment to safety has to in-
clude everyone in the plant, starting
at the top. And it has to be more
than just lip service from the boss.
Too often, information on chemical
hazards is-known only to the shop
manager, or is locked away in a file
drawer where no one ever sees it.
Keeping the information just within
the plant won't do that much for
safety, either. Certain information
should be shared with the plant's
neighbors in the surrounding com-
munity. In fact, your business should
be aware of federal as well as some
state laws that require specific in-
formation on hazardous chemicals
-------
'Besides, we've never
had a serious accident."
yet.
CHEMICAL SAFETY MANAGEMENT IN A NUTSHELL
RIGHT ATTITUDE: Commitment from every single
member of the company is essential to making chemical safety
management work.
YOUR OPERATION: Know the hazards of the
materials you work with and of your equipment. Identify safety
requirements and existing capabilities and weaknesses. Correct
the problems and implement appropriate procedures and practices.
REDUCE YOUR HAZARDS: Find ways to make your operation
safer. You could reduce your inventory of hazardous substances,
find less hazardous substitutes, or change your processes.
PEOPLE ARE THE KEY: Train your work force in proper
procedures and practices, develop task requirements for
employees and contractors, and update training to keep up with
changes.
CHARGE OF CHANGE: Any change in one part of your
operation may affect other parts. Plan accordingly.
PROTECT YOURSELF: Keep equipment in top shape, inspect
and maintain it faithfully, conduct regular safety reviews, and
have a working emergency action plan and appropriate emerg-
' , ',;,>!: , i ';: :'„, ' ', " ,''" , : , • ' ' • ..... ' • " '• • n J
ency equipment available.
FROM MISTAKES: Investigate accidents and near-
accidents, determine the causes, and make whatever changes are
necessary to prevent them from happening again.
!y ' - ' -i'1 ' : i:1) '' 4"!:||;||!|:. ;i:*u ,:•'''i1,:;,;.,:'ii.,1:1;, i,1/" ,v 'j'lll'- 'i: V11:1!1,',1,1.11"1''11!:::11^1 '•:> '.iii1-1':-'^;:'^:1.^:1;1',! 'ii'isH/.ikl,;'
BE A GOOD "CITf ZEN: V\?ork wMi tlie commtinit^ WitK "!"''"
:i:::; local emergency planning officials to reduce chemical risks.
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fe^l^ONCE' ISjSlOT ENOUGHjManigmg chemicals'safely s"a """""
TOcess" IFs riot a -^Q^^gj.^' "^ £• g f[elf;" it;s" an
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and their risks to be made available
to the public. "Be sure to share
your emergency plan with plant
neighbors," cautions Paul Orum of
the Working, Group on Community
Right-to-Know, a coalition of en-
vironmental groups. "You can bet
they will want to see your plan
after an accident." Good chemical
safety management requires that
everyone be in on the plan—not
just the company's safety manager.
BUT I ALREADY HAVE A
SAFETY PROGRAM!
Most responsible companies have
some kind of worker safety program
already in place. That isn't the same
as making sure your staff under-
stands and can handle chemical
risks, however. And just because
one part of your operation meets
safety requirements, it doesn't mean
your entire business—or the sur-
rounding community—is safe. You
might be storing a particular
chemical safely but running it
through inadequate piping. Or
you've bought a new plating tank
but haven't gotten around to train-
ing your workers in how to load it
properly. A good safety manage-
ment program makes it impossible
to overlook the way these things
are interrelated because it takes in
your operation as a whole.
-------
Don't let the terminology used in
chemical safety management pro-
grams scare you, says Sanford
Schreiber of the American Institute
of Chemical Engineers' Center for
Chemical Process Safety. "I'll ask
people if they ever did a hazard
analysis, and they say, 'What are
you talking about?' Then I say,
'Well, have you ever put down
on a piece of paper what hazards
you could confront, how they
could happen, and what are the
precautions you need to take so
they don't happen?' Then hazard
analysis makes a little more sense."
Because chemical safety manage-
ment requires that you step back
and take a thorough look at your
entire business, it's an exercise that
will serve any manager well. In-
stead of just reacting to every acci-
dent or near-accident after it takes
place, you learn to identify the
early warning signs of potential
mishaps and shutdowns so that
you can take action before they
occur. The result is a safer opera-
tion, greater efficiency, and in- '
creased productivity.
And that's good for everyone.
"Chemical safety .management
encompasses safe practices, prod-
WHAT YOU SHOULD KNOW ABOUT THE
1990 CLEAN AIR ACT AMENDMENTS
Chemical safety management is a good idea for any business that uses
hazardous materials. And for some businesses, it will no longer be
optional.
The Clean Air Act Amendments of 1990 require the Environmental
Protection Agency (EPA) and the Occupational Safety and Health
Administration (OSHA) to develop regulations for chemical safety
management. Companies that have certain chemicals above specified
threshold quantities will be required to develop a system to identify
and evaluate hazards and to manage those hazards safely. The
purpose of the requirements is to prevent accidental releases and
mitigate any releases that do occur. Information that companies
develop on their hazards will be submitted to states and, local
emergency planners and will be available to employees and to the
public.
For more details on the accidental release provisions of the Clean Air
Act Amendments of 1990, callEPA's Emergency Planning and
Community Right-to-Know Information Hotline at (800) 535-0202 or
OSHAs Public Information Office at (202) 523-8151.
uct stewardship, informing the
public—all these and more," says
Jim Makris, Director of EPA's
Chemical Emergency Preparedness
and Prevention Office. "What it
really means is that people in the
business of handling hazardous
chemicals—whether they use,
store, process, or distribute them—
are coming to recognize that safety
is not at the bottom of their list of
responsibilities. It's at the top." •
-------
I
-t doesn't matter whether you're
a large or small business—if you
use, manufacture, or store haz-
ardous chemicals, your plant is
vulnerable to accidents and other
problems that can be rninimized
through the chemical safety
management approach. The worst
accidents result in injury or death,
and almost aU cost money. Think
of what published cost figures for
an accident don't include: down-
time, increased insurance costs,
and loss of customer business or
confidence.
HIDDEN SAVINGS
Preventing accidents isn't the only
reason for establishing a chemical
safety management program,
however. It may not even be the
best reason, says Ray Brandes,
retired director of safety for ICI
Americas. "Process safety manage-
ment is intended to help you
recognize, understand, and control
all of your process hazards. If you
do that, you're going to under-
stand your whole business. And
once you understand and control
your business, it runs better. You
don't have quality fluctuations. You
don't have shutdowns. It runs
continuously, it's more efficient,
and your quality's higher."
A good chemical safety management program can help ensure that you don't find
yourself paying for property damage, lawsuits, insurance hikes, medical bills, and
fines resulting from an accident that could have been avoided.
WHAT'S IN
FOR YOU:
Unexpected Benefits
6
-------
Once you understand and control
your business, it runs better.
Some benefits are obvious and
tangible. Preventive maintenance,
for example, pays off in improved
efficiency. Machines don't keep
breaking down, and, like well-
maintained cars, they last longer.
Other benefits aren't so tangible.
For example, the analysis required
to set up a chemical safety manage-
ment program can help a new
business by identifying and solv-
ing problems ahead of time. When
your operation comes online, it does
so smoothly, without hitches, and
often reaches full production sooner
than if no analysis had been done.
Chemical safety management is
directly linked to worker safety,
says Gerard Scannell, former
Assistant Secretary of Labor for
Occupational Safety and Health.
"Safety in the workplace is our first
line of defense against chemical
disaster in the environment," notes
Scannell. And worker involvement
in any safety program has to be
"more than superficial," says Jim
Valenti of the United Steelworkers
of America. It can be formal or in-
formal, and where there is a struc-
ture, such as a labor-management
committee, this resource should be
tapped. "With complex chemical
reactions," says Valenti, "one has to
understand what's going on rather
than just know which valves to
open and close." :
TAPPING WORKERS'
WISDOM
The documentation that goes along
with a good chemical safety manage-
ment plan also takes full advantage
of the knowledge and experience
of your work force. One manager
points to the example of a paper
mill where his youngest employee
had been on staff for 20 years.
These "old-timers" were able to
transfer much of the knowledge
that was in their heads—know-
ledge that otherwise would have
been lost when they retired—into a
form everyone could use.
i
Businesses that open up the lines
of communication between workers
and technical staff find that
workers can make important con-
tributions. "Workers tend to have
an inherent knowledge of the con-
ditions of their work," says Valenti.
"They may not have the technical
terminology to explain what's go-
ing on, but some of these operators
can tell you a bearing is giving out
on a pump two floors down just by
listening to the hum."
Similarly, communication .between
companies that handle hazardous
chemicals and the outside world is
critical. Mike Callan, former cap-
tain of the Wallingford, Connec-
ticut, Fire Department, encourages
chemical businesses in his com-
munity to include firefighters in
employee training sessions. "It can
really benefit your company/' says
Callan, "when the fire department
is familiar with your business and
the way it operates."
This emphasis on the "people fac-
tor" in chemical safety management
often has a real payoff in terms of
efficiency and employee morale. One
manager who set up a safety pro-
gram in a small chemical products
plant recalls that "with the new
energy devoted to safety manage-
ment, we found that we developed
efficiencies because we had to."
Wayne Tamarelli, chairman and
CEO of Dock Resins in New Jersey,
says, "I'm a true believer in safety,
not so much from a dollar point of
view as from a people point of
view. The big saving from safety
expenditures is that you prevent
people from getting hurt and
harmful materials from being
released." •
-------
c
Chemical safety manage-
ment makes sense on both the pro-
duction line and the bottom line.
But it isn't always easy.
4
In fact, when Bill Toth first in-
troduced a comprehensive safety
management program to his
70-employee, agricultural products
plant outside Houston, he says it
was "easy to be overcome by the
magnitude of it."
But three years later, Toth swears
by the result. Other managers who
have set up similar programs in
their companies will tell you the
same story: Stick with it, they say,
and the payoff will come. It may be
hard to quantify, but it's real.
That doesn't mean the programs
are generic, though, or that one
size fits all. You have to take a look
at your own operation, and your
own specific needs. Setting up the
right chemical safety management
program will depend on what
kinds of hazardous materials you
handle, how you use them in your
business, and other variables, in-
cluding the complexity of your
operation.
TAKING STOCK:
WHERE TO BEGIN?
Eor businesses that are already up
and running, the first step may be
FROM
PRINCIPLES To
PRACTICE:
Chemical Safety Management
in the Real World
8
-------
Stick with it, they say,
and the payoff will come.
Chemical safety management
reflects society's concern for
safety and environmental issues.
And—it can help your business be
more efficient and competitive.
a detailed walk-through of your
operation, along with an inventory
of all chemicals on site. Dozens of
.questions will have to be answered:
Which materials are hazardous? Are
you currently handling and storing
them safely? What are the regula-
tions regarding their use and release
into the environment? What about
the integrity of piping, seals, and
storage tanks? Is everything fully
documented?
For the small business owner who's
been in business a long time, a
thorough safety survey can be il-
luminating as well as challenging.
Familiarity with hazardous materials
often breeds complacency, and
even the most experienced workers
may gain a new appreciation for all
of the potential risks. \
You may even discover hidden sav-
ings. Bob Brooks, a safety engineer
with Amtrak's Philadelphia divi-
sion, says that after conducting an
inventory of hazardous chemicals
on his site, he was able to reduce
the.number of hydraulic fluids he
uses from ten to three. Now he's
saving money—there are fewer
storage and handling worries and
not as many chemicals for the
workers to learn how to use safely.
Who conducts this kind of review
depends on the nature of the
business. Abe Vizhanskyi who
runs Allied Metal Finishing, a
40-person plating shop in Baltimore,
was able to do much of the analysis
himself, relying on his years of ex-
perience as a chemist. But a more
complex operation might require
one or more people assigned to the
job full-time, or even an outside
consultant.
Being small can be an advantage.
In a small company, the employees
are likely to be closer to the pro-
cesses they're working with, and
there's probably a good amount of
expertise already on hand. Workers
on the shop floor have a great
sense for what's really going on
there. One technical expert familiar
with chemical safety management
cautions, however, that particularly
in smaller operations, "there's
typically a documentation problem
because often a small company just
doesn't have the resources to get
everything down on paper. You
have to do the best you can with
what you have."
WHAT DANGERS LURK?
After taking stock of your overall
situation, the next step is to take a
detailed look at what accident risks
you're facing. Practicing chemical
safety management means fully
understanding all the possible
hazards at your facility, .beginning
with the materials themselves.
Material Safety Data Sheets (MSDS),
required by OSHA rules to be
furnished by chemical suppliers,
should list toxicity, flammability,
reactivity, and other critical data for
each chemical on site. This kind of
information can alert a user to the
9
-------
"They didn't cause any equipment
damage, they didn't cause any injury,
lout they were incidents."
dangers of, say, mixing chlorine
and ammonia, or putting a corro-
sive acid in a copper-lined tank.
Likewise, all equipment and opera-
tions should have their own
specifications for pressure,
temperature, and other values.
The next step is to make sure those
operating parameters—and the
consequences of not staying within
them—are clearly understood by all
responsible personnel. It's not
enough for the boss to understand
the hazards on your site. They
need to be communicated in a way
that all employees can understand.
Hazards analysis goes beyond just
listing the dangers of each individual
chemical you use. It takes into ac-
count your entire operation—all
the on-site hazardous chemicals,
equipment, and people—and how
they interact with each other.
What's the worst accident that can
happen, and how likely is it?
There are many different ways to
do a process hazards analysis (see
page 14), but they all have the
same general purpose: to identify
all potential hazards, estimate the
likelihood of occurrence, and
evaluate the consequences if they
were to happen.
Whatever methodology you apply,
you may need to seek the advice of
an outside expert. Insurance
investigators, trade associations,
professional societies, and larger
companies that use the same
chemical process also can help.
'TRAINING, TRAINING,
TRAINING"
People are vital to the chemical
safety management approach. As
Bill Toth says, "All personnel must
be part of the program—no
observers." This means that each
employee should know how his or
her work fits into the big picture.
Train your people thoroughly,
advises Bob Brooks of Amtrak, and
tailor the training to their level of
education. If it takes extra time to
present information in a way that
employees will remember it, be
sure to budget for
that time—just
Take a good look at your own company with a thorough safety survey. Then study what risks you might be facing. Most important,
understand how your company's equipment, processes, hazardous chemicals, and people are all interrelated.
1O
-------
because someone sits through a
four-hour class doesn't mean they
retained four hours' worth of infor-
mation. And one more critical
thing you can't leave out is an
evaluation of the training itself.
Be prepared to determine just how
effective it is.
Classroom education and video-
tapes are certainly valuable, but
hands-on training is the best, say
the experts, and the more practical,
the better. Larry Schongar, vice
president of operations at Jones
Chemicals, a chlorine repackaging
company in New York, also recom-
mends giving monthly refresher
courses after initial training is
finished, to,make sure the informa-
tion sinks in. The key to any good
chemical safety management pro-
gram, he says, is "training, train-
ing, training."
CHANGE ONE,
CHANGE ALL
Chemical safety management
demands that you think of your
operation as an integrated whole.
If, for example, you replace older
valves with a new type of valve,
the resulting changes in pressure
or flow may be too much for
downstream valves or piping to
handle safely. When you make
changes, it's important to think
through and record the effects of
A mishap occurs. A key part of chemical safety management is investigating the
near-misses to prevent the same thing from happening again.
those changes on your whole pro-
cess and take appropriate correc-
tive measures. The changes in the
operation can change the hazards
in the system you're looking at.
Remember that your hazard
analysis must be based on the real
conditions in your plant and must
take into account any modifications
you made.
AN OUNCE OF
PREVENTION
The value of preventive mainte-
nance is obvious. But the trick is
actually doing it.
Make sure your equipment and
facilities—particularly critical parts
of the operation that pose the
greatest potential risk—are in top
shape when they're installed. Then
make a schedule for regular
maintenance, and stick to it. The
manufacturer should be able to
provide specific recommendations
as to what parts of the equipment
should be inspected and how
often. At longer intervals, or
whenever you install new equip-
ment, you should also review your
equipment, procedures, and per-
sonnel to make sure everything's
still operating according to plan.
Keep track of your preventive
maintenance actions so you can
check them against your schedule.
LEARN FROM MISTAKES...
A mishap occurs. It might have
been worse, but fortunately no real
harm was done. Rather than just
breathing a sigh of relief and
getting back to work, a key part of
chemical safety management is to
investigate potentially dangerous
incidents or emergencies to
determine the nature of the
incident, its direct and indirect
causes, and changes to prevent the
same thing from happening again.
It's even important to investigate
near-misses. Documenting small
11
-------
mishaps, even if they're not serious,
can reveal patterns and suggest
solutions. John Wilbeck, who directs
safety operations at a mid-sized
Monsanto plant in Houston, points
to a series of minor incidents that
occurred once at his site. "They
didn't cause any equipment damage,
they didn't cause any injury, but
they were incidents," he says. In time
Wilbeck's crew was able to find the
cause. But it was only through
methodical record-keeping that the
pattern was detected.
"If incidents happen two months
apart, you might forget what hap-
pened," says Wilbeck. "But if you
investigate, write up a report, and
come up with a cause, then it
becomes more evident when
you've got a recurring problem."
...BE PREPARED...
No chemical safety management
program is 100 percent guaranteed,
and even in the safest business,
something, sometime, is bound to
go wrong.
Thaf s why, when an accident does
happen, you need to have an
emergency action plan in place so
you can respond quickly and effi-
ciently without making a bad
situation worse. Make sure the
entire staff is familiar with this
THREE THINGS YOU CAN DO RIGHT AWAY
1. Make the commitment to chemical safety management, and have
everyone—from the head office to the shop floor—agree on written
goals and a written timetable. Sounds obvious, but this is probably
a critical first step.
2. Get more information. If you're a small shop, gather as much free
and low-cost advice as you can, whether it's sending away for
literature or MSDSs or attending a meeting of the Local Emergency
Planning Committee (LEPC). Help often comes from unlikely
places. Your insurance carrier, for example, has almost as much
of an interest in preventing accidents as you do, and may offer
valuable advice at no extra cost.
3. Walk through your shop. Make a quick, initial survey to help
determine what kind of a job you're facing. How much
documentation is already on hand? How much will you need to
produce from scratch?
When an accident does happen, you
need to have an emergency plan in
place.
plan (regular practice exercises
help), and that you have all the
emergency equipment and infor-
mation you need within easy reach.
You may already be required to
provide the local fire department
with information about your site's
hazardous materials, but make sure
those materials are easy to identify
in the event of a real emergency.
Clear labeling is essential: You may
know that a particular drum con-
tains an explosive substance, but
will firefighters know it when they
show up at your door in answer to
an alarm?
When setting up an emergency
response plan, similar companies
in the same geographic area may
want to pool their resources. Your
Local Emergency Planning Com-
12
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Real success
comes only with
an investment of time
and resources.
mittee (LEPC) can also give
valuable advice, help you "net-
work" with organizations responsi-
ble for community safety in your
area, and even assist in setting up
practice exercises.
LEPCs were established under the
1986 Emergency Planning and
Community Right-to-Know Act-as
a means for local government, law
enforcement, health, and rescue
officials to work together with
industry, the media, and community
groups to draw up formal plans for
dealing with chemical emergencies.
LEPCs vary in size from state to state.
Call your State Emergency Response
Commission (SERC) (see page 19)
to find the LEPC in your area, or
contact the local fire department—
they should be able to put you in
touch with the committee in your
district.
Mike Callan, former captain of the
Wallingford, Connecticut, Fire
Department, explains why good
communications with the
community are important. "In an
emergency, emotions are high. If
that's the first time [the public]
finds out there are 40,000 gallons of
vinyl cyanide stored in their
community, they won't be happy."
It pays, therefore, to have
emergency responders, the
community, and chemical facilities
knowledgeable of each other's
business—before an accident occurs.
...AND BE PATIENT!
These tips will help the novice get
into chemical safety management,
.but real success comes only with an
investment of time and resources. Top
management has to be fully behind
the effort and shouldn't expect
immediate cash savings. Be prepared
to discover problems you may wish
you didn't know about, then
prioritize which ones to fix first.
When's the best time to begin?
Given that environmental and
workplace safety regulations soon
will require chemical safety _
management procedures to be in
place for many companies anyway
(see page 5), it makes sense to start
sooner rather than later. As Abe
Vizhansky says, "I hate being
caught by surprise, so I usually try
to keep an eye on new proposed
environmental regulations. If
something's coming in two years, I
want to start planning for it now,
not wait until the deadline."
But whether or not you will be
covered by the new regulations,
chemical safety management is
here to stay. It reflects society's
new concern for safety and
environmental issues, and it can
help your business be more
efficient and competitive. •
• "All personnel must be part of the program—no observers." This means that each
: employee should know how his or her work fits into the big picture.
13
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WHICH HAZARD ANALYSIS IS BEST?
Some methods of hazard analysis are more involved than others. All,
however, are designed to do the same thing: identify and describe
all possible hazards, and determine their likelihood and
consequences. That knowledge in turn helps plant managers assess
risks and identify steps—then take actions needed to prevent accidents
from happening in the first place.
Each method has its own advantages and disadvantages, and finding
the right one for you depends on everything from the complexity of
your operation to what stage it's in. Simpler methods might be applied
to the overall operation in a preliminary survey, with more detailed
analysis reserved for only the most serious hazards.
In general, simpler operations may only require simpler analyses.
Books and outside consultants can help you choose which one is right
for your facility. The American Institute of Chemical Engineers' Center
for Chemical Process Safety (see "Help!") publishes the Guidelines
for Hazard Evaluation Procedures, a comprehensive survey of the
different techniques and how to implement them.
Among the most commonly used methods are:.
WHAT IF ANALYSIS
This method asks a series of questions such as, "What if Pump X stops
running?" or "What if an operator opens the wrong valve?" to explore
possible hazard scenarios and consequences. This method is often
used to examine proposed changes to a facility.
HAZOPSTUDY
This is the most popular method of hazard analysis used by the
petroleum and chemical industries. The hazard and operability
1 (HAZOP) study brings together a multi-disciplinary team, usually
14
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of five to seven people, to brainstorm and identify the consequences
of deviations from design intent for various operations. Specific guide
words ("No," "More," "Less," "Reverse," and so on) are applied to
parameters like flow and pressure in a systematic way. It requires the
involvement of a number of people, working with an experienced
team leader.
FAILURE MODES, EFFECTS, AND CRITICALITY
ANALYSIS (FMECA)
This method tabulates each system or unit of equipment, along with
its failure modes, the effect of each failure on the system or unit, and
how critical each failure is to the integrity of the system. Then the
failure modes can be ranked according to criticality to determine which
are the most likely to cause a serious accident.
FAULT TREE ANALYSIS
This is a formalized deductive technique that works backward from
a defined accident to identify and graphically display the combina-
tion of equipment failures and operational errors that led up to the
accident. It can be used to estimate the quantitative likelihood of
events.
EVENT TREE ANALYSIS
This method is a formalized deductive technique that works forward
from specific events or sequences of events that could lead to an ac-
cident. It graphically displays events that could result in hazards and
can be used to calculate the likelihood of an accident sequence's oc-
curring. It is the reverse of fault tree analysis.
15
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M
-anagers at the Union
Camp Corporation facility in
Dover, Ohio, know all about the
importance of good community
relations. Their small organic
chemical plant sits right in the
middle of a residential neighbor-
hood, surrounded by 100 or so
households—most of whose
members know very little about
what goes on inside the fence. So
when the company installed safety
sensors on an ammonia refrigera-
tion system near their property line
a few years ago, they decided to let
the community know about it.
Nick Dragna, technical manager for
the plant, says he's glad they did.
But Dragna remembers upper-level
managers being nervous at first
because "it was the first time anyone
had wanted to go out and do that kind
of thing in the community." In fact,
when Union Camp told the mayor's
office, the city council, and the
local fire department that they in-
tended to "go public" with their in-
formation, the city officials had a
similar reaction. "They were con-
cerned about alarming people un-
necessarily, because we'd never
had a serious incident," says Dragna.
Ultimately, though, Dragna and his
colleagues went ahead with their
plan. First they gave the fire depart-
Community outreach means sharing information to benefit both the company and the
local community.
ment training materials on proper
ways to handle ammonia. Then
they installed a sensor system on
telephone poles located across the
street from the ammonia refrigera-
tion system and linked those sensors
to an alarm in the fire department.
The next step was to inform the
community of what they had done.
The company sent.out flyers
describing the sensor system and
explaining what to do in the event
of an ammonia release. Finally, the
community was invited to a meeting
at a local motel to learn more about
the subject. Dragna and other
plant personnel practiced their
talks ahead of time and had them
reviewed by a communications
COMMUNITY
OUTREACH
A Good Neighbor Policy
16
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* * * If you have a good relationship
with the community, you'll have
support whenever you need it.
expert to make sure the engineers
explained themselves clearly
without creating undue alarm.
In the end, 35 to 40 people-
approximately a third of the local
homeowners—came to the
meeting. "The reaction was ex-
cellent," says Dragna. During a
question-and-answer period, some-
one in the audience asked whether
the company was legally required
to inform the public of what they
had done. "The answer, of course,
was no," says Dragna, "and that
gave us an opportunity to say,
'We're doing this because we have
a concern, and we want to be good
neighbors.' I think that one ques-
tion made the entire meeting
worth it."
Community outreach, however, is
more than just a neighborly
gesture. It's also good business,
says Lisa Doerr, Director of the
Minnesota State Citizens for a Bet-
ter Environment (CBE). "Com-
panies should look at communities
as a long-term investment. If you
have a relationship with the peo-
ple, you will have support when
things go wrong, or when the com-
pany wants to expand or needs a
zoning permit." Doerr advises,
"You need to build bridges."
Doerr's citizens' group establishes
"good neighbor agreements" with
companies to involve community
representatives in prevention plan-
ning. This pro-active outreach pro-
gram brings in not only 'neighbor-
hood activists, but business, school,
and community leaders. "These
agreements also give companies a
chance to make their case to the
community, to show their side in
terms of plant processes, business
goals, and responsibilities for
prevention," she explains.
Lowell Johnson, chairman of the
Community Action Group in the
Minneapolis-St. Paul area, notes
that a frequent stumbling block for
small businesses is taking the time
from their busy schedule to have
these kinds of meetings. "But many
companies may want to i'market'
the idea that they've got a safety
program," he says. He recom-
mends that businesses take the
first step and make that call to the
local emergency planners or fire or
police department, and say, "I'd
like to introduce myself and tell
you about my business" Johnson's
definition of outreach is "breaking
down barriers in interpersonal rela-
tionships." He explains, "If you get
to know people as people, that
makes the rest of the process go
much better. We sometimes forget
that. We get hung up a lot of times
on chemicals and plans and equip-
ment. But it still comes down to
just dealing with people."
So share what you know. Being a
good neighbor can only be good
for your business. •
RIGHT-TO-KNOW AND
PUBLIC INFORMATION
The Emergency Planning and
Community Right-to-Know Act of
1986 (also known as SARA Title IH)
requires companies to identify
specific chemicals and their quanti-
ty and location within a plant.
Companies must also be prepared
to provide that information to the
public upon request. Related re-
quirements under the new Clean
Air Act will make information
available to the public on the way
companies manage the risks of the
chemicals they handle. Many
businesses, however, will not be
covered by these requirements,
depending on the chemicals they
use and the quantities they have
on site. Beyond the regulatory
requirements, a public information
program targeted to the community
can enhance good community
relations.
17
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Chemical suppliers, trade associations, professional
societies, regulating agencies, insurance companies,
even other businesses can provide you with a lot of
free information and advice on setting up a chemical
safety management program.
These resources range from books and brochures to
videos and training manuals. Many of the items can
be rented from local technical and community col-
lege libraries or borrowed from larger companies in
your area.
The following organizations can provide you with
additional sources and resources.
HELP!
ORGANIZATIONS TO CONTACT
TRADE AND BUSINESS
ASSOCIATIONS
American Petroleum Institute. 1220 L St. NW,
Washington, DC 20005. (202) 682-8000.
Chemical Manufacturers Association.
2501M St. NW, Washington, DC 20037. (202) 887-1100.
Chemical Producers and Distributors Association. Suite
202,122019th St. NW, Washington, DC 20036. (202) 785-2732.
Chemical Specialties Manufacturers Association.
1913 Eye St. NW, Washington, DC 20006. (202) 872-8110.
Chlorine Institute. 2001L St. NW, Washington, DC 20036.
(202) 775-2790.
Institute of Makers of Explosives. Suite 310,1120 19th St.
NW, Washington, DC 20036. (202) 429-9280.
National Association of Chemical Distributors.
1200 17th St. NW, Washington, DC 20036. (202) 296-9200.
National Association of Manufacturers.
Suite 1500, North Lobby, 1331 Pennsylvania Ave. NW,
Washington, DC 20004. (202) 637-3000.
Synthetic Organic Chemical Manufacturers Association.
Suite 300, 1330 Connecticut Ave. NW, Washington, DC
20036. (202) 659-0060.
U.S. Chamber of Commerce. 1615 H St. NW, Washington,
DC 20062. (202) 463-5533.
PROFESSIONAL
ORGANIZATIONS
American Chemical Society. 1155 16th St. NW, Washington,
DC 20036. (202) 872-4600.
American Institute of Chemical Engineers' Center for
Chemical Process Safety. 345 East 47th St., New York, NY
10017. (212) 705-7319.
American Society of Safety Engineers. 1800 East Oakton
St., Des Plaines, IL 60018. (708) 692-4121.
International Association of Fire Chiefs. 1329 18th St. NW,
Washington, DC 20036. (202) 833-3420.
National Fire Protection Association. 1 Batterymarch Park,
Quincy, MA 02269. (617) 770-3000.
18
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LABOR ORGANIZATIONS
Center for Emergency Response Planning, Workplace
Health Fund. Suite 301, 815 16th St. NW, Washington, DC
20006. (202) 842-7834.
Oil, Chemical & Atomic Workers International Union.
Health & Safety Dept, PO Box 2812, Denver, CO 80201.
(303) 987-2229.
United Steelworkers of America. Five Gateway Center,
Pittsburgh, PA 15222. (412) 562-2580.
FEDERAL GOVERNMENT AGENCIES
Environmental Protection Agency (EPA). Chemical
Emergency Preparedness and Prevention Office, OS-120,
401M St. SW, Washington, DC 20460. (202) 260-8600.
Occupational Safety and Health Administration (OSHA).
Office of Information and Consumer Affairs, U.S.
Department of Labor, Room N3647, 200 Constitution Ave.
NW, Washington, DC 20210. (202) 523-8151.
EPA INFORMATION HOTLINE
Emergency Planning and Community Right-to-Know Infor-
mation Hotline. (800) 535-0202. Answers questions
concerning chemical accident prevention, accidental release
provisions of the Clean Air Act Amendments of 1990,
SARA Title HE, emergency preparedness, and other related
issues.
STATE EMERGENCY RESPONSE
COMMISSIONS (SERCs)
To find your SERC, call the information operator for your
state government, or the chemical emergency preparedness
and prevention co-ordinator in your nearest EPA regional
office, or the EPA Emergency Planning and Community
Right-to-Know Information Hotline (800-535-0202).
LOCAL EMERGENCY PLANNING
COMMITTEES (LEPCs)
To contact your LEPC, call your SERC (see above) or your
local fire department, or contact the nearest EPA regional
office or the EPA Emergency Planning and Community
Right-to-Know Information Hotline (800-535-0202).
PUBLIC INTEREST GROUPS
Working Group on Community Right-to-Know
(environmental coalition). 218 D St. SE, Washington, DC
20003. (202) 544-2600.
League of Women Voters. Suite 1000,1730 M St. NW,
Washington, DC 20036. (202) 429-1965.
SMALL BUSINESS ORGANIZATIONS
Small Business Administration (SBA). 409 Third St. SW,
Washington, DC 20416. General information hotline
(800) 827-5722.
Small Business Hotline, EPA Small Business Ombudsman
Office. (800) 368-5888. Gives advice and information to
small business on complying with all EPA regulations.
State Small Business Assistance Programs. The Clean Air
Act Amendments of 1990 require states to set up Small
Business Stationary Source Technical and Environmental
Compliance Assistance Programs. They will provide
information on chemical accident prevention and detection
as well as other subjects. To learn more, contact the EPA
Small Business Hotline: (800) 368-5888.
REFERENCE MATERIALS
The following is a sampling of the resource materials offered
by the organizations listed above and others. Contact the
organization directly for current listings of publications,
videos, training, and workshops.
CHEMICAL PROCESS SAFETY
MANAGEMENT
Guidelines on Technical Management of Chemical
Process Safety. This book describes each of 12 basic
elements that must be considered in the development of
a technical management system, explains why it is
important, and provides information on alternative
approaches to each element and its components. These
elements are considered'in the context of plant design,
construction, operation, and management—a "holistic"
19
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HELP!
approach. American Institute of Chemical Engineers,
Publications Sales, Dept. CAT-90, 345 East 47th St., New
York, NY 10017. (212) 705-7657. Price: $100.
Managing Risk—Systematic Loss Prevention for
Executives. Publication discusses risk analysis and cost
with emphasis on bottom line performance. American
Society of Safety Engineers, Department F, 1800 East
Oakton St., Des Plaines, IL 60018-2187. (708) 692-4121,
ext. 18. Published 1987. Order No. 8715. Price: $39.95.
Profitable Risk Control: The Winning Edge.
How to identify risks to avoid accidents. Topics include
performance measurements, hazard identification, loss
control, and cost evaluation. One hundred case histories,
with causes and effective risk controls. American Society
of Safety Engineers, Department F, 1800 East Oakton St.,
Des Plaines, IL 60018-2187. (708) 692-4121, ext. 18. Order
No. 8667. Price: $35.
A Resource Guide for Implementing the Process
Safety Code of Management Practices. Provides an
interpretation of the CMA process safety code, describes
the scope of the code in relation to other Responsible
Care™ segments, and provides advice on how to achieve
continual safety improvement. Chemical Manufacturers
Association, Publications Fulfillment, 2501M St. NW,
Washington, DC 20037. Published 1990. Order No. 047024.
Price: $25 members, $37.50 nonmembers.
Process Safety Management (Control of Acute
Hazards). A CMA study of techniques of hazard
identification, assessment, and control, and their
application during process design and operation.
Chemical Manufacturers Association, Publications
Fulfillment, 2501M St. NW, Washington, DC 20037.
Published 1985. 50 pages. Order No. 047023. Price: $5
members, $7.50 nonmembers.
A Manager's Guide to Reducing Human Errors.
Provides a basic understanding of the causes of human
errors and suggests ways to reduce them at chemical
facilities. This guide also describes how to incorporate
human reliability analysis (HRA) into process safety
management activities. Chemical Manufacturers
Association, Publications Fulfillment, 2501M St. NW,
Washington, DC 20037. Published 1990. 63 pages. Order
No. 022006. Price: $10 members, $15 nonmembers.
CCPS/AIChE Directory of Chemical Process Safety
Services. Comprehensive directory of organizations
offering consulting services, emergency services, testing
services, or training courses from offices in the US and
Canada. More than 350 firms are included in this subject-
organized reference. American Institute of Chemical
Engineers, Publications Sales Department, 345 East 47th
J3t., New York, NY 10017. (212) 705-7657. Published 1991.
176 pages. Order No. 0-8169-0481-2. Price: $20.
CHEMICAL ACCIDENT
PREVENTION
Blueprint for Prevention: A Guide to Preventing
Chemical Releases. Guidebook for workers on surveying
the workplace, protective equipment assessment, medical
planning, and stress and emergency response. Workplace
Health Fund, 815 16th St. NW, Washington, DC 20006.
Price: $3 AFL-CIO affiliates, $5 non-affiliates.
Recommendations to Chlor-Alkali Manufacturing
Facilities for the Prevention of Chlorine Releases.
Guide for manufacturing facilities in implementing CMA's
Responsible Care™ process safety code and OSHA's new
process safety standard. The Chlorine Institute, 2001 L St.
NW, Washington, DC 20036. (202) 775-2790. Published
1990. Item No. 86. Price: $7.50 members, $15 nonmembers.
Review of Emergency Systems, Final Report to Congress.
Details the approach, findings, and recommendations of
EPA's study as required under section 305(b) of SARA Title m.
2O
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HELP!
Documents the project's surveys, evaluations, site visits,
and expert panels. US Environmental Protection Agency,
Emergency Planning and Community Right-to-Know Infor-
mation Hotline, OS420,401M St. SW, Washington, DC 20460.
Published 1988. Document No. OSWER-305B. Price: Free.
Why Accidents Occur: Insights From the Accidental
Release Information Program. Bulletin focuses on the
causes of accidents based on information collected under
EPA's Accidental Release Information Program. Presents
insights from the program to help LEPCs communicate
with local facilities. US Environmental Protection Agency,
Emergency Planning and Community Right-to-Know
Information Hotline, OS-120, 401 M St. SW, Washington,
DC 20460. Document No. OSWER-89-008.1. (Technical
Assistance Bulletin 8). Published 1989. Price: Free.
Safe Warehousing of Chemicals. Resource manual
outlines broad elements involved in the safe warehousing
of chemicals. It addresses environmental protection issues,
emergency planning and warehouse buildings, and
features a guide to compatibility of chemicals, which
shows chemical combinations believed to be dangerously
reactive in the case of accidental mixing. Chemical
Manufacturers Association, Publications Fulfillment, 2501
M St. NW, Washington, DC 20037. Published 1989. Order
No. 022003. Price: $10 members, $15 nonmembers.
Fixed Equipment Inspection Guide. Helps companies
implement CMA process safety code. It serves as a
management tool for defining and developing an
inspection system, including a sample fixed equipment
manual that can be modified for individual company and
site requirements. Chemical Manufacturers Association, "
Publications Fulfillment, 2501M St. NW, Washington, DC
20037. Order No. 022008. Price: $75 members, $112.50
nonmembers.
Guidelines for Safe Storage & Handling of High Toxic
Hazard Materials. Details the elements needed for a
reliable system that can help prevent the equipment and
human failures that might lead to catastrophic accidental
release of high toxic hazard chemicals. American Institute
of Chemical Engineers, Publications Sales Department,
345 East 47th St., New York, NY 10017; Published 1988.
119 pages. Order No. 0-8169-0400-6. Price: $65.
RELEVANT STATUTES
Emergency Planning and Community Right-to-Know Act
of 1986 (SARA Title III), 42 U.S.C. 1101 et seq. SARA Title
HI is codified in Title 42 of the United States Code, which
is available in public libraries and law offices. SARA Title
III regulations are codified in Title 40 of the code of Federal
Regulations, available in public libraries. Emergency plan-
ning and notification rules are at 40 CFR Part 355. Reporting
under SARA sections 311 and 312 is covered at 40 CFR
Part 370. The annual toxic release inventory reporting
under SARA section 313 is covered at 40 CFR Part 372.
The OSHA Hazard Communications Standard is codified
at 29 CFR 1910.1200.
The Clean Air Act is codified at 42 U.S.C. 7401 et set]. The
chemical accident prevention provisions are in 42 U.S.C.
7412(r). The Clean Air Act Amendments are found in
Public Law 101-549, November 15, -1990. The chemical
accident prevention provisions are found in sections 301(r)
and 304 of Public Law 101-549.
Occupational Health and Safety Act, 29 U.S.C. 651 et set].
Hazardous Materials Transportation Uniform Safety Act
of 1990, Public Law 101-615.
Oil Pollution Act of 1990, Public Law 101-380.
TRAINING
Accident Control Techniques, workbook (4 hours
training). Information on general preventive maintenance
21
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HELP!
measures, safety information, fire prevention, safety
devices, safe work practices, and injuries and illness.
American Petroleum Institute, Publications Department,
1220 L St. NW, Washington, DC 20005. (202) 682-8375.
Title Code 1120.
Tlte OSHA Hazard Communication Standard: An
Employer's Handbook. This 112-page guide explains
in straightforward terms what businesses' obligations are
under the OSHA Hazard Communications Standard. It is
intended primarily for small- to medium-size companies.
US Chamber of Commerce, Publications Fulfillment, 1615
H St. NW, Washington, DC 20062. Order No. 0089. Price:
$15 members, $25 nonmembers.
Chemical Process Operator Certification Training.
This worker certification program is designed to enable
companies to train and certify their chemical process
operators. Though intended for companies of all sizes, it
is specifically designed for the needs of small locations.
There are manuals for both workers and instructors as
well as seminars for the instructors. Synthetic Organic
Chemical Manufacturers Association, Suite 300,1130
Connecticut Ave. NW, Washington, DC 20036. (202) 659-0060.
Chemical Process Operator Certification Training.
Manuals and seminars. Includes Level I: Basic Operator
Training and Level II: Process Specific Training, e.g.,
reactor systems, process safety, environmental controls
and instrumentation. For information contact Synthetic
Organic Chemical Manufacturers Association, Suite 300,
1330 Connecticut Ave. NW, Washington, DC 20036. (202)
659-0060.
Safety in Tlte Aerosol Laboratory (A/V Program). Pro-
duced with the aerosol industry, this audiovisual program
focuses on the safe use and handling of hydrocarbon
aerosol propellants in the laboratory. Ideal for in-plant
viewing by all levels of personnel. The program pinpoints
ways to avoid fires and explosions, thereby preventing
injury, lost research and development time, property damage,
and medical expenses. The program goes with the up-
dated Hydrocarbon Propellants Manual and "The Gassing
Room" audiovisual program. Chemical Specialties
Manufacturers Association, 1913 Eye St. NW, Washington,
DC 20006. (202) 872-8110. Order No. TP-8. Price: $80
members, $95 nonmembers.
Hydrocarbon, Dimethyl Ether, and Other Propellants:
Considerations for Effective Handling in the Aerosol
Plant and Laboratory. Text includes instructions on the
proper use, shipping, storage, and disposal of dimethyl
ether (DME) and difluoroethane (DFE, 152a) and disposal
of filled aerosol cans. Also discusses shipping and storage
of propellants, gassing room disposal, laboratory guide-
lines, and proper training. Chemical Specialties
Manufacturers Association, 1913 Eye St. NW, Washington,
DC 20006. (202) 872-8110. Published 1984. Order No. TP-7.
Price: $65 members, $85 nonmembers. For section
updates, Order No. TP-7A. Price: $10.
HAZARD EVALUATION
Guidelines for Hazard Evaluation Procedures. This
book lists qualitative procedures for hazard identification,
helping readers learn to apply the proper hazard
evaluation method to each process. American Institute of
Chemical Engineers, Publication Sales Dept. CAT-90, 345'
East 47th St., New York, NY 10017. (212) 705-7657.
Major Industrial Hazards: Their Appraisal and Con-
trol. Document presents methods of risk estimation and
measurement of potential hazards against likely benefits.
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HELP!
American Society of Safety Engineers, Department F, 1800
East Oakton St., Des Plaines, IL 60081. (708) 692-4121, ext.
18. Order No. 8803. Price: $61.
Guidelines for Chemical Process Quantitative Risk
Analysis. CPQRA identifies areas where operations,
equipment, or management systems may be modified to
reduce risk of catastrophic incidents. Text explains how
this technique can also help identify cost effective process
and operational improvements. American Institute of
Chemical Engineers, Publications Sales Department, 345
East 47th St., New York, NY 10017. Published 1989. 585
pages. Order No. 0-8169-0402-2. Price: $150.
Guidelines for Process Equipment Reliability Data,
with Data Tables. Supplements CPQRA. guidelines with
failure rate data to perform a CPQRA. Contains easily
accessible data in the CCPS Generic Failure Rate Data
Base, information on several generic data resources, and
procedures to develop failure rate data using information
from the plan and process studied. American Institute of
Chemical Engineers, Publications Sales, 345 East 47th St.,
New York, NY 10017. Published 1989. 301 pages. Order
No. 0-8169-0422-7. Price: $100.
EMERGENCY PLANNING
Hazardous Materials Emergency Planning Guide.
Gives local authorities an overview of what's involved in
selecting and organizing an emergency planning team,
defining the team's tasks, and developing, testing, and
maintaining the plan. National Response Team, US
Environmental Protection Agency, Emergency Planning
and Community Right-to-Know Information Hotline,
OS-120, 401 M St. SW, Washington, DC 20460. Published
1987. Document No. NRT-1. Price: Free.
How to Prepare for Workplace Emergencies. Booklet
provides guidelines for planning for emergencies,
including sections on command, communication, and
evaluation. Occupational Safety and Health Adminis-
tration, U.S. Department of Labor, OSHA Publications
Office, N3101, 200 Constitution Ave. NW, Washington, DC
20210. (202) 523-9667. Published 1988. Document No. 3088.
Price: Free.
Preparing for Emergency Planning. Guide for plant
managers describes basic provisions of hazardous
substance laws. National Association of Manufacturers,
Publications Co-ordinator, Suite 1500, North Lobby, 1331
Pennsylvania Ave. NW, Washington, DC 20004. Published
1986. Order No. 046. Price: $21.95.
CAER Code Resource Guide. Three-ring binder outlin-
ing the CAER process and the CAER code of management
priorities under Responsible Care™. Provides approaches
and checklists for developing and implementing local
community awareness and emergency response plans and
examples of successful CAER programs. Chemical Manu-
facturers Association, Publications Fulfillment, 2501 M St.
NW> Washington, DC 20037. Published 1990; revised 1991.
Order No. 024012. Price: $50 members, $75 nonmembers.
Site Emergency Response Planning Guidebook. Com-
prehensive handbook looks at options for facility emergency
response planning and is also an appendix to CAER Code
Resource Guide. Chemical Manufacturers Association,
Publications Fulfillment, 2501M St. NW, Washington, DC
20037. Published 1986; new edition 1992. 25 pages. Order
No. 024041. Price: $7.50 members, $11.25 nonmembers.
i
CAER: Planning Emergency Exercises Videotape.
Explains in simple way how to plan and conduct four
types of community emergency exercises (10 minutes).
Available in VHS and 3/4". Chemical Manufacturers
Association, Publications Fulfillment, 2501M St. NW,
Washington, DC 20037. 1986. VHS Order No. 024027;
3/4"; Order No. 024028. Price: $45 members, $67.50
nonmembers.
National Chemical Response and Information Center
(NCRIC) Brochure. Provides information on
CHEMTREC, CHEMNET, emergency response training,
and the Chemical Referral Center. Chemical
Manufacturers Association, Publications Fulfillment, 2501
M St. NW, Washington, DC 20037. 16 pages. Order No.
012011. Price: 50 cents members, 75 cents nonmembers.
i
/CHIEFS. ICHIEFS information center is an electronic
link to the latest training and education news, legislative
activities, publications, workshops, conferences, hazar-
dous materials news, and computer software applications
for fire chiefs and related emergency service professionals.
ICHIEFS gives direct access to state and national agencies
and is compatible with either Macintosh or PC systems.
23
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HELP!
International Association of Fire Chiefs, 1329 18th St. NW,
Washington, DC 20036. (202) 833-3420. Software: $149.
Fire Service Emergency Management Handbook.
Insights to strengthen a community's ability to respond to
a wide range of emergency situations. Ranging from
earthquakes to hazardous chemical spills, text covers
disaster management concepts and systems and checklists
for specific hazards. International Association of Fire
Chiefs, 1329 18th St. NW, Washington, DC 20036. (202)
833-3420. Price: $19 members, $23 nonmembers.
SARA TITLE III
Chemicals in Your Community, A Citizen's Guide to
the Emergency Planning and Community Right-to-
Know Act. General overview of Title El requirements and
benefits for all audiences. US Environmental Protection
Agency, Emergency Planning and Community Right-to-
Know Information Hotline, OS-120, 401M St. SW,
Washington, DC 20460. Published 1988. Document No.:
OSWER-90-002. Price: Free.
It's Not Over in October: A Guide for Local Emer-
gency Planning Committees. Suggestions for LEPCs to
help them implement SARA Title HI. Describes the
function of LEPCs and provides ideas and examples based
on past LEPC, EPA, and Federal Emergency Management
Agency experiences. US Environmental Protection Agency,
Emergency Planning and Community Right-to-Know
Information Hotline, OS-120, 401M St. SW, Washington,
DC 20460. Document No. OSWER-90-004. Price: Free.
A Manager's Guide to Title III. Provides the chemical
facility manager with a summary of federal requirements
under Title HI and some practical approaches to comply-
ing with them. Chemical Manufacturers Association,
Publications Fulfillment, 2501 M St. NW, Washington, DC
20037. Published 1987. 75 pages. Cost: $25 members, $37.50
nonmembers.
Resource/User's Guide to Title III Materials. The
complete list of CMA publications and videos available on
Title III as well as a guide to using materials with various
audiences. Chemical Manufacturers Association, Publica-
tions Fulfillment, 2501M St. NW, Washington, DC 20037.
Published 1988. Order No. 024037. Price: 50 cents members,
75 cents nonmembers.
Title III Community Awareness Workbook. To help
. plant managers communicate with the various segments
. of their communities, this workbook covers communica-
tions approaches for the specific sections of Title HI, risk
communications, community relations, working with the
media, a timeline for communications activities, and an
appendix of'examples of communications activities.
Chemical Manufacturers Association, Publications
Fulfillment, 2501 M St. NW, Washington, DC 20037. 74
pages. Order No. 024042. Price: $17.50 members, $26.25
nonmembers.
GENERAL INFORMATION
Small Business and Clean Air. Pamphlet explains the
new small business obligations set by the 1990
amendments to the Clean Air Act. US Chamber of
Commerce, Resources Policy Department, 1615 H St. NW,
Washington, DC 20062.
Cleaning Up Toxics in Business. This 25-minute video-
tape, by the League of Women Voters of California
Education Fund, suggests what small businesses—
drycleaners and auto repair shops, for example—can do to
prevent pollution and control toxic chemicals. Emphasizes
both environmentally safe and cost-effective practices.
Contact Peter Epstein, The Video Project, 5332 College
Ave., Oakland, CA 94618. Rental: $35; purchase $59.95.
Occupational Health and Safety in American Industry.
This booklet teaches employers (both large and small busi-
nesses) some possible ways to organize in order to assure
a safe and healthy workplace as well as ways to respond
to unforeseen hazards. It also presents new information
concerning workers' health. US Chamber of Commerce,
1615 H St. NW, Washington, DC 20062. Published 1991.
24
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The following organizations are the sponsors that have worked together to develop this publication.
CENTER FOR
CHEMICAL PROCESS SAFETY
of The American Institute of
Chemical Engineers
345 East 47th Street
New York, New York 10017
(212) 705-7319
US CHAMBER OF COMMERCE
1615 H Street, NW
, Washington, DC 20062
(202) 463-5533
CHEMICAL MANUFACTURERS
ASSOCIATION
2501M Street, NW
Washington, DC 20037 >
(202) 887-1100
NATIONAL ASSOCIATION OF
CHEMICAL DISTRIBUTORS
Suite 400,1200 17th Street, NW
Washington, DC 20036
(202) 296-9200
SYNTHETIC ORGANIC CHEMICAL
MANUFACTURERS ASSOCIATION, INC.
Suite 300, 1330 Connecticut Ave., NW
Washington, DC 20036
(202) 659-0060
UNITED STEELWORKERS OF AMERICA
Five Gateway Center
Pittsburgh, PA 15222
(412) 562-2400
Q
CHEMICAL SPECIALTIES
MANUFACTURERS
ASSOCIATION, INC.
1913 Eye Street, NW
Washington, DC 20006
(202) 872-8110
THE CHLORINE INSTITUTE, INC.
2001 L Street, NW
Washington, DC 20036
(202) 775-2790
INTERNATIONAL ASSOCIATION
OF FIRE CHIEFS, INC.
1329 18th Street, NW
Washington, DC 20036
(202) 833-3240
vvEPA
US ENVIRONMENTAL PROTECTION
AGENCY
Chemical Emergency Preparedness and
Prevention Office, OS-120
401M Street, SW
Washington, DC 20460
(202) 260-8600
OCCUPATIONAL SAFETY AND HEALTH
ADMINISTRATION (OSHA)
US Department of Labor
Room N3647, 200 Constitution Ave., NW
Washington, DC 20210
(202) 523-8151
For additional information about this publication, please contact
the EPA Emergency Planning & Community Right-to-Know Information
Hotline: 800-535-0202
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