Process Safety Management

Process Safety Management (PSM)
Process Safety Management

(PSM)
Part 1
SBM
Rio de Janeiro
February, 2015
Rev 00
11
Contents
SECTION 1 Introduction..............................................................................slide 3
SECTION 2 Experience in RBPS..................................................................slide 52
SECTION 3 Commit to Process Safety........................................................slide 79
SECTION 4 Understand Hazards and Risk................................................slide 108
SECTION 5 Manage Risk..........................................................................slide 191
SECTION 6 Learn from Experience...........................................................slide 276
22
ABS Group of Companies.

Copyright 2015 ABS Group of Companies, Inc.
Todos os direitos reservados.
Section 1
Introduction
33
Course Objectives
Understand Process Safety Management (PSM)
Understand the concepts of Risk Based Process Safety (RBPS)
Learn how to develop, correct or improve a PSM system based on
objectives
Understand how the safety culture influences PSM and how to
evaluate and improve it
Enable the participant to implement or improve RBPS elements in
the company
Discuss the applicable process safety regulation
Learn the main methodologies for hazard identification and risk
assessment
44

Course Agenda
Introduction
Risk Based Process Safety
The RBPS Pillars and Elements
Commit to Process Safety
Understand Hazards and Risks
Manage Risk
Learn from Experience
Evaluating and Improving Safety Culture
Managing Process Safety Performance
Workshops and Case Studies
55
Hazards and Risks
66

Hazards and Risks
HAZARD x RISK
77
Hazards and Risks (Cont.)
HAZARD x RISK
Hazard
Chemical or physical condition that has the potential for causing
harm to people, property, company image, or the environment
Risk
The combination of three attributes: What can go wrong?, How
bad could it be?, and How often might it happen?
88

Risk
The product of frequency (F) and consequence (C), calculated as
R=FxC
Risk management comprises two risk categories:
Risks that can be eliminated or mitigated
Residual risks
99
Hazard
10
10

Exposure to Hazard Risk
11
11
Risk Management
12
12

Risk: How People See It

League of
Business and
Activity and Deaths
Women College
Professional
Per Year (Est.)
Voters Students Club Members
1. Smoking (150,000)
4
3
4
2. Alcoholic beverages (100,000)
6
7
5
3. Motor vehicles (50,000)
2
5
3
4. Handguns (17,000)
3
2
1
5. Electric power (14,000)
18
19
19
9. X-rays (2,300)
22
17
24
20. Nuclear Power (100)
1
1
8
28. Pesticides (NA)
9
4
15
13
13
Risk: How People See It
You bet your life!

1
10
14
14

Risk Categories
Employee safety
Public safety
Environmental impacts
Property or asset damage
Production losses
Company image
15
15
RISK ASSESSMENT
WHAT CAN GO
WRONG?
HOW FREQUENT
CAN IT HAPPEN?
WHAT ARE THE

CONSEQUENCES?
16
16

Incidents and Accidents
Accident
Near-miss
Incident
17
17
Workshop 1 Identification of main hazards and risks
18
18

Workshop 1 Identification of main hazards and risks
19
19
Process Safety
Management
20
20

10
Process Safety and Occupational Safety
Process Safety refers to major incidents

Occupational Safety refers to slips, falls, trips, etc.
Process Safety Incidents are less frequent
Occupational Safety Incidents occur with a higher frequency
21
21
Process Safety Definition
Process Safety Prevention of catastrophic releases of chemicals

or energy from a process associated with a facility, which have
great impact on safety, health, the environment, production,
company assets and company image
Process Safety Management (PSM) A management system that

is focused on prevention of, preparedness for, mitigation of,
response to, or restoration from catastrophic releases of
chemicals or energy from a process associated with a facility
22
22
22

11
Process Safety Accidents

Challenger & Columbia
Piper Alpha
Longford
Chernobyl
Flixborough
Texas City
Bhopal
23
23
Accidents cause
Fatalities by intoxication...
24
24

12
Accidents cause
Fatalities by impact of
explosions and burns
25
25
Accidents cause
Destruction of company
assets
26
26

13
Accidents occur
Involving various system

and equipment types
27
27
Accidents occur
In various types of
installations and in every
part of the world
28
28

14
Experience in
Accident Prevention
29
29
What is Risk?
Managing Risk
What can go
wrong?
How likely
is it?
Historical
Experience
Analytical
Approaches
What are the

impacts?
Intuition and
Judgment
30
30

15
The Layered Approach to Managing Risk

COMMUNITY EMERGENCY RESPONSE
PLANT EMERGENCY RESPONSE
PHYSICAL PROTECTION (DIKES)
PHYSICAL PROTECTION
(RELIEF DEVICES)
AUTOMATIC ACTION (SIS OR ESD)
CRITICAL ALARMS, OPERATOR SUPERVISION
AND MANUAL INTERVENTION
BASIC CONTROLS, PROCESS ALARMS,
AND OPERATOR SUPERVISION
PROCESS
DESIGN
I
LAH
1
31
31
The Swiss Cheese Model for Causes of Accidents
32
32

16
Better Risk Management Means Reducing/Managing:

Technology failures
Human failures
Management system failures
External factors
33
33
The Offshore Production Process

Example: FPSO CIDADE DE ANCHIETA
Crude Oil Production 100,000 bpd
1. Turret Mooring System
2. Topsides Process System
3. Vessel
Crude Oil Storage
Tandem Offloading
Accomodation
Helideck
Services
Utilities
34
34

17

FPSO CIDADE DE ANCHIETA
Marine Systems
1. Crude Oil Washing
2. Oil Content Monitoring
3. Cargo Loading and Export
4. Cargo Tank Blanketing
5. Inert Gas System
6. Slop Water System
35
35

Engineering Systems
1. Power Generation and Distribution
2. Steam Generation and Feed Water System
3. Steam and Condensate System
4. Potable and Distilled Water Systems
5. Cooling Water System
6. Fire Fighting Systems
7. Bilge & Ballast System
8. Marine Diesel Oil (MDO) System
9. Lube Oil (LO) System
10.Hydraulic Systems
11.Sewage Treatment System
12.Compressed Air System
13.HVAC Systems
36
36

18

Topsides Process Systems
1.Flowlines and Pigging Operations
2.Oil Processing System
3.Well Test System
4.Produced Water
5.Flash Gas Compression System
6.Lift Gas Compression System
7.Amine System
8.Gas Dehydration System
9.Fuel Gas System
37
37

Topsides Process Systems
10.Flare System
11.Drain System
12.Cooling Medium System
13.Seawater System
14.Chemical Injection System
15.Water Injection System
16.Nitrogen System
17.Well Service Pump
38
38

19

Turret
1. Transfer Systems
2. Swivel Stack and Ancillaries
3. Utility Systems
4. Control Systems
39
39
The Safety Pyramid
Learn Lower on the Pyramid Helps Ensure Each Layer

Remains Effective
Accidents
Near-misses
Deviations
Management System Failures
Unsafe Actions and Behaviors
Culture Individual and Organizational Trends
40
40

20
HSE Accident Prevention Strategies
Standards Based
Strategy
Compliance
Based Strategy
What should I do?
What do I have to do?
Continuous
Improvement
Based Strategy
Risk Based
Strategy
How can I optimize what I
do to reduce risk?
How can I improve based on

my experience?
41
41
Improvements in Process Safety/HSE

Culture
Technology
and standards
HSE
Risk
management
Standards
systems
Engineering
Management
improvements
Hardware improvements
Systems
Design review
Integrated HSE MS
Compliance
Reporting
Assurance
Competence
Risk Management
Organizational and
individual behaviour
aligned with goals
Felt leadership
Personal
accountability
Shared purpose &
belief
Improved
culture
Time
42
42

21
What Are the Distinguishing Marks of Good HSE

Continuous Improvement?
Requires regular efforts to get better

Spaced not too far apart in time
Also requires
Goals
Periodic course correction
Recognition of the value to the business
43
43
What Are the Distinguishing Marks of Good HSE

Continuous Improvement? (Cont.)
Resistant to resource cutbacks made without regard to
consequences considers the business case
Makes the paradigm shift to thinking in terms of EHS
effectiveness, not only performance
44
44

22
Motivations for Improving HSE
Recent major accident

Series of incidents

Regulatory new rule or enforcement actions

Industry group membership obligation
Peer pressure/comparisons of existing practices
Perception that risk is not tolerable/increasing
Resource pressures
Company policy of continuous improvement
45
45
A Management System Is
A formal, established set of activities explained in sufficient detail
and designed to accomplish a specific goal by the intended users
in a consistent fashion over a long time
46
46

23
A Management System
Management Systems should consider the following items:

Purpose
Scope
Roles and responsibilities
Tasks and procedures
Necessary inputs and anticipated results
Personnel qualifications and training
Activity triggers, desired schedule, and deadlines
Resources, tools, and methods
Measurement, management review, and continuous improvement
Auditing
47
47
Effective Management Systems Address

All Types of Risk

Process safety management systems

Environmental management systems
Reliability management systems
Security management systems
48
48

24
A Dynamic Tension
Increasing
Expectations for
Improved HSE
Performance
Decreasing
Resources,
Dynamic Change,
More Competitive
Environment
49
49
Process Safety Management Systems

OSHA PSM: Process Safety Management

EPA RMP: Risk Management Program
CCPS RBPS: Risk Based Process Safety
Petrobras: HSE Corporate Guidelines
ANP OSMS: Operational Safety Management System
OHSAS 18001: Occupational Health and Safety System
API RP 750: Management of Process Hazards
50
50

25
Comparison of PSM Systems

OSHA
29 CFR 1910.119
EPA
40 CFR 68
AIChE CENTER
FOR CHEMICAL
PROCESS SAFETY
Management System
Management System
Accountability
Employee Participation
Employee Participation
Process Safety Information
Process Safety Information
Process Knowledge and

Documentation
Process Hazard Analysis
Process Hazard Analysis
Operating Procedures
Operating Procedures
Training
Training
Contractors
Contractors
Pre-startup Safety Review
Pre-startup Safety Review
Process Equipment
Integrity
Mechanical Integrity
Mechanical Integrity
Incident Investigation
Hot Work Permit
Hot Work Permit
Training and Performance
Management of Change
Human Factors
Emergency Planning and

Response
Emergency Planning and

Response
Standards, Codes and

Laws
Compliance Audits
Compliance Audits
Trade Secrets
Project Reviews and

Design Procedures
Risk Management
Audits and Corrective

Actions
Enhancement of Process
Safety Knowledge
CMA
RESPONSIBLE
CARE
Management Leadership
Commitment
Accountability
Performance Measurement
Information Sharing
CAER Integration
Technology
Design Documentation
Process Hazards Information
Process Hazards Analysis
Facilities
Siting
Codes and Standards
Safety Reviews
Maintenance and Inspection
Multiple Safeguards
Emergency Management
Personnel
Job Skills
Safe Work Practices
Initial Training
Employee Proficiency
Fitness for Duty
Contractors
51
51
Section 2
Experience in RBPS
52
52

26
RBPS Risk Based Process Safety

RBPS was developed for two main reasons:
To be able to provide better results with less resources

To supply an objective and an approach for all types of
companies to implement, correct and improve their process
safety management systems
53
53
Most Companies Face a Resource Challenge
Balanced System
Resources
Results
But when resources diminish,

results are likely to diminish too
54
54

27
Resulting in an Out-of-Balance System
Resources
Results
55
55
We Have To Do Something Different!!
Balanced System
Resources
Results
RBPS Helps You Move the Fulcrum

Results
Resources
56
56

28
Possible Causes of Process Safety Management

Performance Stagnation
Regulation sometimes leads to a minimum cost, compliancebased approach
Declining worker injury rates may give management a sense
of complacency that the risk of process safety incidents must
likewise be declining
PSM may have been implemented as a separate, stand-alone
system that was not integrated into the organizations overall
management system, or as a one-time project instead of an
ongoing process
57
57
Possible Causes of Process Safety Management

Performance Stagnation (Cont.)
Audits have focused on symptoms of problems; they have failed
to identify underlying causes
Diminishing resources are devoted to process safety; facilities
face increased pressure to achieve short-term financial
objectives
Mergers, acquisitions, and divestitures have decreased
organizational stability
Success has led to complacency the absence of major
accidents lessens a companys sense of vulnerability
58
58

29
Why is it Important
Improved performance
Effective systems requiring fewer resources
Assurance that PSM systems are achieving expected results
Results
Resources
59
59
RBPS is a 20-element PSM System
60
60

30
CCPS Books
Several books on RBPS are available from:
http://www.aiche.org/ccps/resources/publications/books
61
61
61
62
62

31

Management systems should be the simplest that they can be
while still being fit-for-purpose
Consider the following issues when determining management
system rigor
Perception of complexity, hazard, and risk
Demand for the system results and the resources required
to deliver them
Current company/facility culture
To design, correct, and improve process safety management
activities
63
63
63
Example of How RBPS Criteria Affects Implementation of Work

Activities
Risk high drives greater rigor; low demands less
Demand for resources High activity/demand situations require
simpler/more streamlined systems; low activity/demand can
allow more elegant solutions
Process safety culture Good, mature culture allows more
flexible, performance-based solutions, while poor culture
demands more prescriptive, command-and-control solutions
64
64
64

32
Preparation for Change

Implementation
65
65
Preparation for Change Implementation

In the dynamic corporate environment changes are constantly
occurring and this requires that the companies accept these changes
and that the workforce is also able to accept these changes and
leave the present status quo
These changes may include changes in corporate culture and values
66
66

33
Preparation for Change Implementation (Cont.)

Key components for a successful change implementation
Auto efficiency
The organization and the people have the required knowledge
and desired skill level to support the change?
Support as a principle
Top management supports and has the leadership style that
emphasizes team work for the people involved in the project
development (sense of property)?
Individual validation
When people perceive that they will benefit from the changem,
helping them maintain their competitive position, they are more
willing to help the change process.
67
67

Principles
At all time involve and obtain support from the people involved
in the system (system = environment, process, culture,
relationship, behavior, etc., be it personal or organizational);
Understand where you / the organization are at the moment;
Understand where you want to go, when, why and what metrics
will indicate that you arrived there;
68
68

34

Principles (Cont.)
Plan the development to reach the goal in mesurable and
reachable steps;
Communicate, involve, empower and facilitate the
integration of the participants as early as possible and as
clearly as possible.
69
69
John Kotter 8-Step Model for Successful Changes

1. Create Urgency Develop a sense of urgency around the need for
change. This may help spark the initial motivation to get things
moving.
2. Form a Powerful Coalition Convince people that change is
necessary. This often takes strong leadership and visible support
from key people within the organization.
3. Create a Vision for Change A clear vision can help everyone
understand why they are being asked to do something. When
people see for themselves what the organization is trying to achieve,
then the directives they're given tend to make more sense.
4. Communicate the Vision The message will probably have strong
competition from other day-to-day communications within the
company, so you need to communicate it frequently and powerfully.
70
70

35
John Kotter 8-Step Model for Successful Changes (Cont.)

5. Remove Obstacles Removing obstacles can empower the
people you need to execute the vision, and it can help the
change move forward.
6. Create Short-Term Wins Create short-term targets not just
one long-term goal. You want each smaller target to be
achievable, with little room for failure.
7. Build on the Change Each success provides an opportunity to
build on what went right and identify what you can improve.
8. Anchor the Changes in Corporate Culture Make continuous
efforts to ensure that the change is seen in every aspect of
your organization. This will help give that change a solid place
in your organization's culture.
71
71
RBPS Pillars for Accident Prevention
1.
2.
3.
4.

Understand Hazards and Risk
Manage Risk
72
72

36
Pillar 1: Commit to Process Safety
The cornerstone of process safety excellence

A workforce that is convinced the organization fully supports
safety as a core value will tend to do the right things, in the
right ways, at the right times even when no one is looking
Stakeholders who see this commitment regularly
demonstrated will tend to trust you more because of deposits
you have made in your relationship bank account with them
73
73
Pillar 2: Understand Hazards and Risks
The foundation of a risk-based approach

Must be based upon sound information and seek to preserve
knowledge
A company that understands hazards and risk is better able to
manage them, which helps sustain long-term, accident-free, and
profitable operations
Understanding hazards and risk allows a company to allocate
limited resources in the most effective manner
Hazards can be present throughout the life cycle of a
process/facility
74
74

37
Pillar 3: Manage Risk
The ongoing execution of RBPS tasks

Organizations must
Operate and maintain the processes that pose the risk
Keep changes to those processes within risk tolerances
Prepare for, respond to, and manage incidents that do occur
75
75
Pillar 4: Learn from Experience

The opportunities for correction and improvement
Metrics provide direct feedback on the workings of RBPS
systems, and leading indicators provide early warning signals
of ineffective process safety results
Incident root cause learnings and corrective actions should
help prevent future incidents, even at facilities where the
incident has not yet occurred
76
76

38
Pillar 4: Learn from Experience (Cont.)
Audits should seek to know what is real in the field and

compare conditions to an established standard of care
Periodic management review will highlight successes that
need reinforcement and weaknesses that need attention
When an elements performance is unacceptable, organizations
must use their mistakes and those of others as motivation for
action
77
77
Risk Based Process Safety Elements

1. Process Safety Culture
2. Compliance to Standards
3. Process Safety Competency
4. Workforce Involvement
5. Stakeholder Outreach
Understand Hazards and Risk
6. Process Knowledge
Management
7. Hazard Identification and
Risk Analysis
Manage Risk
8. Operating Procedures
9. Safe Work Practices
Manage Risk (cont.)

10. Asset Integrity and Reliability
11. Contractor Management
12. Training and Performance
13. Management of Change
14. Operational Readiness
15. Conduct of Operations
16. Emergency Management
17. Incident Investigation
18. Measurement and Metrics
19. Auditing
20. Management Review and
Continuous Improvement
78
78

39
Section 3
Commit to
Process Safety
79
79
80
80

40
Process Safety Culture

Compliance with Standards
Process Safety Competency
Workforce Involvement
Stakeholder Outreach
81
81

Culture is the tendency in all of us and our organization to
want to do the right thing in the right way at the right time,
ALL the time even when no one is looking
Culture is the result of all the actions and inactions in
institutional/workforce memory
Individual and organizational HSE culture is affected by ethnic
culture and off-the-job behavior
Culture is hard to measure and more difficult to change; it will
be the root cause of the decade
82
82

41
1. Process Safety Culture The 12 Essential Features

Ensures the evaluation of and nurturing of process safety culture
throughout the lifetime of a company/facility
Establish safety as a core value
Provide strong leadership
Establish and enforce high
standards of performance
Formalize the safety culture
emphasis/approach
Maintain a sense of
vulnerability
Empower individuals to
successfully fulfill their safety
responsibilities
Defer to expertise
Ensure open and effective
communications
Establish a questioning/
learning environment
Foster mutual trust
Provide timely response to
safety issues and concerns
Provide continuous
monitoring of performance
83
83

Possible Work Activities
Do things to make the 12 essential features happen
PLUS
Educate managers in process safety culture, vision, expectations,
roles, responsibilities, and standards
Demonstrate personal values, priorities, and concerns for process
safety through what is asked about, measured, commented on,
praised, or criticized
Implement a process for defining process safety goals
84
84

42

Provide employees with the resources necessary to achieve
their process safety responsibilities
Conduct periodic reviews of the organizations process safety
culture
Strive to identify and correct cultural issues that underlie
failures to adequately fulfill process safety responsibilities
Implement an effective management review system
85
85

Require that responsibility and accountability for process
safety leadership be shared at all levels of the organization
Ensure that process safety performance rewards and
corrective actions are consistently applied
Determine and address the causes of significant or persistent
non-compliances and failures to fulfill process safety program
deliverables
Document how the organization approaches evaluating and
nurturing process safety culture
86
86

43
Workshop 2 RBPS Element #1
1. Based on the examples of Possible Work Activities for this

element, the group should propose items (including non-listed
items if deemed applicable) that can improve the present system
element in the company
2. Based on the Metrics provided, the group should propose items
(including non-listed items if deemed applicable) that can be useful
to evaluate the present system element in the company
87
87
2. Compliance with Standards
Identify, develop, acquire, evaluate, disseminate, and provide

access to applicable standards, codes, regulations, and laws
that form the process safety standards of care
Address both internal and external standards; national and
international codes and standards; and local, state, and federal
regulations and laws
Make this information easily and quickly accessible to potential
users
88
88

44
2. Compliance with Standards (Cont.)

The standards system must keep up with changes so the
company can adjust its compliance activities
The standards system also forms the basis for the standards of
care used in an audit program to determine management system
conformance
The main products of a standards system are an accurate,
complete, up-to-date, and accessible set of documents, data, and
information
Internal company guidelines
Consensus codes and standards
Applicable regulations, and laws
89
89

Develop a written program that identifies all process safety
obligations
Establish a standards element owner
Define the roles and responsibilities for personnel assigned to
perform activities to help ensure compliance with applicable
process safety-related standards
Identify all sources and applicability of process safety
obligations, voluntary and required
Determine the schedule for compliance with all process safety
obligations
Develop the appropriate risk tolerance criteria or guidance for
use in risk-based decision making situations
90
90

45

Define the technical and regulatory knowledge/skills needed
for compliance
Provide initial and refresher awareness training on relevant
standards to the workforce
Create a list of all relevant process safety-related standards
Collect and evaluate performance/efficiency data on
standards compliance activities
Provide input to improvement activities, such as metrics,
management reviews, and audits
Solicit needs from within the company concerning standards,
changes to or interpretation of standards, or other new
initiatives
91
91

Coordinate with company legal counsel regarding regulatory
and legal compliance issues
Communicate compliance obligations to all appropriate
personnel
Provide access to standards materials for all personnel who
need them
Monitor changes to standards
Maintain a compliance schedule for relevant standards
sources
92
92

46

Maintain compliance with each process safety-related
obligation
Participate in audits to ensure that audit team members use
the appropriate standards of care
Provide feedback to management concerning the compliance
status
Based on potential new obligations or changes to existing
obligations, determine the potential applicability and
compliance impact to facility operations
93
93

Provide information to management, regulatory affairs
personnel, and industry groups regarding company concerns
about changes to process safety obligation
Modify compliance documents as needed based on changes
in status
Provide awareness-level communication and training items on
changes in process safety standards
94
94

47

Applicable Process Safety Regulation

ANP Operational Safety Management System (SGSO)

CONAMA Rule 237
MTE Regulations (Normas Regulamentadoras)
MARPOL Annex I
ISM Code
NORMAM
Others Applicable
95
95
3. Process Safety Competency

Maintains, improves, and broadens knowledge and expertise
Works at all levels of the organization, including hourly
workers, supervision, engineering, management, and
executives in plants and at corporate offices
96
96

48
3. Process Safety Competency (Cont.)

Develop a set of measurable objectives for maintaining and
enhancing process safety competency
Assign responsibility for championing efforts to maintain and
enhance process safety competency
Link efforts to maintain and enhance process safety knowledge to
initiatives that support near-term business objectives
Identify and fund activities that are likely to promote competency
Establish a longer term (e.g., 3- to 5-year) plan
Promote activities that help create, acquire, interpret, transfer,
and retain knowledge
97
97

Appoint a technology steward for each type of process operated
by the company
Appoint a technology steward for broader technology areas that
are critical to the company, such as corrosion, inspection of fixed
equipment, predictive maintenance methods for rotating
equipment, dust explosion hazards
Create a technology manual that documents the history of the
process as well as knowledge that is critical to maintaining
process safety competency
Proactively push safety-critical information to potentially
affected facilities and key personnel
98
98

49

Consider individual and organizational competency in
succession planning
Extend succession planning efforts to technical and staff
functions, including process safety professionals
Participate in industry associations and other networks that
provide insight to how process safety is managed at other
companies
Based on a periodic review with senior management and key
personnel from operating facilities, adjust plans or the resources
provided to various plans/activities
99
99
4. Workforce Involvement
Seeks out and engages the workforce in a dialogue about process
safety
Includes contractors as well as direct hire employees
Includes ALL layers of executive, management, supervision,
operators, and mechanics
Establishes an evergreen process for soliciting input and responding
to same regarding how to improve process safety and PSM
effectiveness
Helps sustain a strong
process safety culture
100
100

50
4. Workforce Involvement (Cont.)

Develop written program documentation for managing the
overall workforce involvement element
Describe for each RBPS element relevant worker activities for
participating in the design, development, implementation,
and continuous improvement of the RBPS management
system
Establish an owner for the workforce involvement element
Provide awareness training on the workforce involvement
element to all workers
101
101

Provide detailed training to all affected workers who are
assigned specific roles within the RBPS management system
Design systems to ensure the active involvement of workers in
the implementation of the various RBPS elements
Solicit input on issues related to the design, development,
implementation, and continuous improvement of the RBPS
management system.
Establish protocols for management to follow when
considering and responding to worker suggestions
102
102

51

Provide appropriate feedback to workers who suggest changes,
including an explanation of the manner and rationale for resolving
their suggestions
Ensure timely implementation of recommendations accepted
under the workforce involvement program
Actively publicize the workforce involvement program, its goals, the
progress of its implementation, and notable successes achieved
103
103
5. Stakeholder Outreach
Seek out and engage stakeholders in a dialogue about process
safety
Establish a relationship with community organizations, other
companies and professional groups, and local, state, and
federal authorities
Provide accurate information about company/facility
operations, products, plans, hazards, and risks
104
104

52

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Process Safety Management (PSM)

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