Essential Practices for Developing, Strengthening and Implementing Process Safety Culture

Content: Intro
 ESSENTIAL PRACTICES FOR CREATING, STRENGTHENING, AND SUSTAINING PROCESS SAFETY CULTURE
 TABLE OF CONTENTS
 SUPPLEMENTAL MATERIAL AVAILABLE ON THE WEB
 ACRONYMS AND ABBREVIATIONS
 GLOSSARY
 ACKNOWLEDGEMENTS
 PREFACE
 NOMENCLATURE
 EXECUTIVE SUMMARY
 1 INTRODUCTION
 1.1 Importance of Process Safety Culture
 1.2 Definition of Process Safety Culture
 1.3 Warning Signs of Poor Process Safety Culture
 1.4 Leadership and Management Roles and Responsibilities
 1.5 Organizational Culture, Process Safety Culture, and Business Success
 1.6 Corporate Climate and Chemistry
 1.7 Summary 1.8 References2 PROCESS SAFETY CULTURE CORE PRINCIPLES
 2.1 Establish an Imperative for Process Safety
 2.2 Provide Strong Leadership
 2.3 Foster Mutual Trust
 2.4 Ensure Open and Frank Communications
 2.5 Maintain a Sense of Vulnerability
 2.6 Understand and Act Upon Hazards/Risks
 2.7 Empower Individuals to Successfully Fulfill their Process Safety Responsibilities
 2.8 Defer to Expertise
 2.9 Combat the Normalization of Deviance
 2.10 Learn to Assess and Advance the Culture
 2.11 Summary
 2.12 References
 3 LEADERSHIP FOR PROCESS SAFETY CULTURE WITHIN THE ORGANIZATIONAL STRUCTURE 3.1 Definition of Process Safety LeadershipLeadership in General
 Leadership of Process Safety
 3.2 Characteristics of Leadership and Management in Process Safety Culture
 Set the Tone
 Influence and Inspire
 Act as Change Agents
 Communicate effectively
 Get on the Same Page
 Nurture More Leaders
 Say It with Feeling
 Own Process Safety
 Establish Risk Criteria and Live by Them
 Establish and reinforce stop-work authority
 Create a Way of Being, Not a Program
 Ensure Technical Competence
 Ensure Management Competence
 Be Visible
 Drive Good Morale, Especially During Change Understand Process Safety vs. Occupational SafetyUse Metrics Prudently
 Use Monetary Incentives with Caution
 No Fines does not Mean Strong Process Safety Performance
 Reconcile Culture and Budget
 Do Not Just Check-the-Box
 Do Not Blame
 Encourage Bad News
 Do Not Allow "Not-Invented-Here"
 Trust, but Verify
 Coordinate and Collaborate
 Avoid the "Flavor-of-the-Month"
 3.3 Leadership Vs. Management
 3.4 Consistency of Process Safety Messages
 3.5 Turnover of Leadership, Succession Planning, and Organizational Management of Change
 Turnover of Leadership
 Succession Planning Organizational Management of Change3.6 Summary
 3.7 References
 4 APPLYING THE CORE PRINCIPLES OF PROCESS SAFETY CULTURE
 4.1 Human Behavior and Process Safety Culture
 4.2 Process Safety Culture and Compensation
 Consider the Potential for Inverse Effects
 Focus on the Frequent, not the Rare
 Focus on the Long-Term, not the Short-Term
 Balance Leading and Lagging Metrics for Incentives
 Design Group Incentives Carefully
 Change the Basis of Incentives
 Base Process Safety Incentives on Process Safety Metrics
 Consider Process Safety as a Multiplier Instead of an Adder