Safex Newsletter No.81 November 2024

The year has sped past and in a months’ time we will be entering the year end Festive Season. For SAFEX International it was a busy year with a large number of initiatives worked on – some completed and some ongoing.

I attach a presentation given recently which provides a good overview of the work. If you want to part of these working Groups, please let me know and I will forward your details to the relevant leader.

Crisis Management in the Industry: Incident at HMX's Plant in Rafaela, Argentina

by Mariana Faccio (Institutional Relationship Manager Austin Powder Argentina) and Nadia Engler (SHES Regional Manager Austin Powder LATAM)

On March 9th, 2022, at 2:27:40am, an explosion took place on the main evaporator of the acetic acid Distillation System next to the HMX plant, at Rafaela Site. Three employees suffered non-life-threatening injuries, but there was destruction of the Distillation Column System, and considerable damage to the walls and services of the HMX plant. Damage to windows and some structures were also identified in other parts of the Rafaela Plant and in the neighborhood. (for more information on this incident check SAFEX incident database Record N° 20608)

This situation triggered a series of events that tested the response capacity of the company and its members in a time of crisis. The pressure on the team was intense, as every decision had to be quick and effective to manage the situation properly. The need for internal coordination, clear communication, and solid leadership to face the challenges that arose was evident. Although the community played a vital role, it was the company that had to demonstrate its strengths, facing adversity, and learning valuable lessons to improve its management in the future. The crisis highlighted a significant opportunity to have a well-defined plan, which allows us to act with agility in critical situations and ensure an effective response.

Emergency Plan Activation

From the moment the explosion occurred, the company's Emergency Plan was activated. Ten minutes after the detonation, the SHES Chief, and Analyst, arrived at the scene and began to coordinate the necessary actions per established protocols. Local authorities, including firefighters, police, and ambulance services responded quickly by securing the area and assisting the injured. The evacuation of personnel was conducted in an orderly manner, a crucial step that ensured the safety of all those involved. Additionally, an exclusion area was established to prevent entry of external personnel and facilitate the entry and exit of emergency services.

The PETN and HMX plants were working at the time of the incident, so the risk of a subsequent detonation was latent. In the first instance, the unaffected PETN plant was released, clearing the discharge of the nitration, filtering, and recrystallization areas, removing all the explosive from the plant.

The HMX plant was hit by the detonation, rendering entry restrictions until the situation could be assessed with the arrival of the new day; as the lighting in the area had been compromised. Remote monitoring was conducted through the CCTV system.

Organization and Coordination

Within 15 minutes of the incident, the Austin Powder Argentina Crisis Committee was formed. It is important to note that several of its members do not work in the same city, which demonstrates the significance of having a well-defined structure and clear roles in emergency situations.

As plant personnel finished the evacuation, the General Manager, and Production Manager, arrived to monitor the situation. The head of the city's Civil Protection Agency requested information on the chemical substances involved and the cloud observed post explosion. The collaboration between the community's emergency teams and the Austin Powder Argentina Crisis Committee determined that an evacuation of nearby homes was not necessary. This helped bring peace of mind to the community.

Community Reaction

The sound of the explosion, and the cloud of gases generated, caused a commotion in the citizens of Rafaela, who, in the early hours of the morning, made the incident a trending topic on social media. Onlookers captured photos the of the steam cloud and posted them to various social media platforms, which amplified the dissemination of the event.

Media Response - Proactive Communication

Less than an hour after the incident, local media began reporting on the explosion. Acting quickly, a press release was shared and all calls from the media were answered. The statements and media interviews highlighted the control of the situation and ensured that the affected people were out of danger and received adequate assistance if needed. In addition, the non-toxic nature of the cloud generated was emphasized. The company also expressed deep concern about the situation, demonstrating a genuine commitment to the safety, and well-being of the community.

More than fifteen interviews were given to national, state, and local media. Effective and honest communication with the media was key to reducing speculation and maintaining community trust.

Importance of Training

The experience at the HMX plant, underscores the need to be prepared to face crises. Working under crisis conditions is significantly different from operating under normal circumstances. Pressure and time constraints demand quick and effective decisions. Constant training and coaching in crisis management are critical for teams to stay calm and act appropriately.

Defined Roles and Responsibilities

It is imperative that clearly defined roles and responsibilities are established, during crisis management, to ensure an agile and effective response. By assigning specific tasks to each team member, a chain of command can facilitate communication and avoid confusion. This allows different areas, such as attention to those affected, and media relations management, to work simultaneously in an organized manner. A well-coordinated response not only mitigates the impact of the crisis, but also contributes to the rapid recovery of public trust.

In this crisis, Human Resources personnel were in charge of accompanying the affected employees and their families, maintaining communication with staff, and providing updates on those who were affected. The General Manager held meetings with the national, state, and local government. The Commercial Manager maintained contact with customers, and the Institutional Relationship Manager was the dedicated  spokesperson in front of the media. The SHES Manager was the permanent link with the community forces, control agencies (occupational safety and environment), and the on-site investigation Federal Police Team.

Community Bonding - Responding to Neighborhood Claims

The explosion caused damage to several properties near the plant, prompting neighbors to file claims. To manage these complaints in a prompt and orderly manner, a procedure was established to ensure each complaint was heard and addressed.

The presidents of the Neighborhood Commissions were  contacted to organize meetings and address the concerns of the neighbors. In total, seventy-six complaints were received and successfully addressed.

This approach not only highlighted the importance of transparency and empathy, but also strengthened the relationship between the company and its community. The neighbors praised the company's willingness to communicate and offer solutions, evidencing a commitment to the well-being of the community.

Technical Crisis Committee

After attending to the emergency, and simultaneously communicating with stakeholders, work was done to restore the HMX plant to a safe state after considerable damage.

To this end, the Technical Crisis Committee was created, formed by company personnel from the SHES, Engineering, Maintenance, and Production areas. Furthermore, personnel from the anti-explosives brigade of the Federal Police joined in.

This team worked constantly for 8 days, conducting the duties of emptying, cleaning, and decontamination of the plant. Additionally, they evaluated hypotheses about the causes of the incident.

The work was organized as follows:

  • All the stages and steps of the cleaning process were previously developed, programmed, and analyzed by the team.
  • Prior to each decontamination and cleaning task, the following actions were performed:
    • Risk assessment for each task.
    • PTW
    • Meeting with involved operators to review decontamination and cleaning procedure, safety recommendations, use of PPE, emergency plan, etc.
    • Waste management review.
    • Review communication systems

The steps were divided in to the following:

  • Remove the boxes of product (HMX) from inside the plant and place them in a local magazine.
  • General cleaning inside the plant. Ammonium hydroxide (26%) sprayed on the floor. Manual removal of small debris. Cleaning of equipment and floor using wet rag. Removal of hexamine and AN bags. Removal of acetone buckets. Removal of explosive spillages.
  • Take out micronized plant product (final filter, micronized tank). Fill everything with water and bicarbonate.
  • Remove product from crystallizers. Fill everything with water.
  • Remove product from boiling filters. Fill everything with water and bicarbonate.
  • Removal of product from the reactor. (Due to the risk that was generated by the presence of a substance formed by an incomplete reaction inside the reactor, it was necessary to develop a remote system to perform the task). Fill with water and bicarbonate.
  • Emptying and cleaning of the solution tanks. Filling each one with water after.
  • Cleaning and decontamination outside the plant and around the distillation tower. Spraying of Sodium Hydroxide (10%) on the floors and spill areas from the explosives. Spraying of sodium bicarbonate on the spills of acetic acid. Removal of the drum of ethyl acetate. Remove the rests of explosives and place them in bags, on pallets, for their later incineration. Remove the drums of acetic acid and Sodium hydroxide, leaving the area ready for further disassembling of equipment.

All of the water from the cleaning process was sent to the effluent treatment system of the PETN/HMX plant.

Final Conclusions and Reflections

The crisis at the HMX plant highlights the need for a well-structured emergency plan and crisis management manual. A quick and effective response not only helps to mitigate the immediate impact, but also lays the groundwork for a successful recovery. Preparation, training, and clear communication are fundamental pillars to manage crises in an orderly manner. This event also highlights that, in a globalized world, what happens in one country can have repercussions in others, which makes it even more crucial to be prepared.

Being trained to deal with crises is essential to ensure the safety of employees and communities, as well as to protect the company's reputation. Effective management is not just about reacting to unforeseen events, but also about anticipating them. The experience of the HMX plant reminds us that crises can arise at any time, and that the best way to deal with the unexpected is through preparation and organization. At these critical moments, transparency and empathy become indispensable elements to build trust and ensure an effective response.

Pictures to illustrate the article.

HMX Plant and Distillation Column after the detonation.

HMX Plant and Distillation Column after the detonation.

  

Technical Crisis Team Meeting.

Twitter posts

Media Impact Analysis.