PSM Element 1: Key Learning Points

PSM 1.1 Outline the meaning of process safety and how it

differs from personal safety
In high-hazard industries, such as the petro-chemical and oil and gas sectors, process safety is concerned with
preventing the release of hazardous chemicals which may lead to a catastrophic event involving many fatalities
and enormous damage to the environment. An example of this was the Deepwater Horizon (Macondo) blow
out in 2010. Personal safety is concerned with ensuring employees are kept safe whilst at work, by the use of
systems such as machine guarding, fire precautions and the use of personal protective equipment.

PSM 1.2 Explain the role of leadership in process safety

management
Leaders in the process industry need to be both technically competent and actively involved in making decisions
and understanding the consequences of their actions. The report from the Chemical Safety Board (CSB) on
the Texas City explosion and fire in 2005 concluded that, "BP Group leaders communicated the lessons to the
business units, but did not ensure that needed changes were made". Leaders in process safety management
need to ‘walk the talk’ as well as ‘talk the talk’! This means Board Level Directors visibly promoting a positive
safety culture and ensuring adequate resources are provided, together with a commitment to continuous
improvement in process safety performance. Senior managers should also be able to assign process safety
responsibilities and then hold those people to account in the event of an accident or incident.

PSM 1.3 Explain the purpose of organisational learning

and the sharing of lessons learnt and sources of
information
Organisations continue to repeat mistakes, and accidents occur because of something called ‘corporate
amnesia’. Employees in the company learn when mistakes occur - but they move on or retire, so the knowledge
is lost. Professor Trevor Kletz stated that, "organisations have no memory and accidents recur… accidents are
not due to lack of knowledge but failure to use the knowledge we have". If organisations can learn to share
the knowledge gained from accidents, the potential benefits are much greater for the process industry as a
whole. Examples of promoting organisational learning would be: sharing the results of incidents and accident
investigations with the rest of the industry - as in the Step Change in Safety initiative, having documented
management processes and benchmarking against other sites.

PSM 1.4 Explain how ‘change’ should be managed to

effectively reduce risks to people and plant
Management of Change (MOC) in the process industries requires hazard identification and risk assessment to
ensure that the full implications are understood before it is put into practice. This is to ensure that new hazards
are not introduced and that existing risks are not increased. The Flixborough disaster in 1974 highlighted the
need for effective management of change processes - modifications to pipework were carried out without
proper consideration of the design requirements, and by people without the required competence. This is the
reason why processes for all changes need to be authorised by competent persons, formally documented in
an effective MOC system and, where necessary, training programmes must be implemented.
 PSM Element 1: Key Learning Points

PSM 1.5 Outline the benefits, limitations and types of

worker participation and engagement
It is good practice for employers to consult with their workforce, either directly or through worker
representatives, because they can tap into the experience and insight their employees have about the
operation of the process and any ideas they might have for improvements that could be made. The Baker
Panel Report into the accident at Texas City in 2005 indicated that BP had not "established a positive, trusting
and open environment with effective lines of communication between management and the workforce".

An example of limitations might be that, often, not all matters are agreed by true consultation; some decisions
(such as staffing) may need to be taken at high level and imposed, and this can result in frustration, or it might
be that consultation takes time and this may not always be possible in the case where rapid decision-making
is needed.

Workers can be involved in Safety Committees, Discussion Groups and Safety Circles. Employees should also
be able to raise safety concerns at Departmental Meetings, and there are email and web-based forums that
enable remote workers to highlight and voice safety concerns.

PSM 1.6 Outline what is meant by competence and its

importance to process safety
Competence is generally defined as the ability to undertake responsibilities and perform activities to a
recognised standard on a regular basis. It is a combination of practical and thinking skills, experience and
knowledge. After the Buncefield Disaster in 2005, a Process Safety Leadership Group was established, and one
of the first key improvements required was that organisations should have in place competency management
systems and training to ensure the right people have the right skills to manage and maintain major hazard
controls on the site.

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