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Essential Practices for Developing, Strengthening and Implementing Process Safety Culture
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Newark :
American Institute of Chemical Engineers,
2018.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- 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