Process Safety Management metrics

Chapter 3—Process Safety Management Metrics commonly used in process safety management systems including leading, lagging, and near miss and activity and outcome, external and internal metrics as well as characteristics of successful metrics... 

It is hoped that process safety performance throughout the process industries will improve as an increasing number of companies adopt more extensive and more rigorous process safety metrics as part of their process safety management systems. Companies and facilities that do this should ultimately see improvement... 

The authors of the Guidelines for Risk Based Process Safety (KBPS) (CCPS, 2007a) described the need for constant vigilance as the price of maintaining an effective process safety management system. An operator not only must be vigilant (aware of both past and current performance), but must not assume that current performance will be maintained, much less improved, without intentional evaluation of critical parts of systems and their performance. Performance measurement and metrics are a critical part of the RBPS system. 

Process safety metrics are critical indicators for evaluating a process safety management system s performance. Tracking the number of process safety incidents is one common measure of performance, but merely tracking the number of incidents after the fact is insufficient to understand the system failure that allowed the incident to occur and what can be done to prevent a recurrence. More than one metric and more than one type of metric are needed to monitor performance of a process safety management system. A comprehensive process safety management system should contain a variety of different metrics that monitor different dimensions of the system and the performance of all critical elements. 

Both internal and external metrics are valuable. Internal metrics provide information to those throughout the organization with the information needed to evaluate the progress and effectiveness of the process safety management system. External metrics allow outside stakeholders to evaluate the organization s performance and to hold those within the organization accountable for unacceptable performance, (See Chapter 7 for a discussion on accountability.)... 

Some organizations choose to have every facility participate in their process safety management and metrics systems using a basic set of metrics. 

Process safety performance should be reviewed by the manager who authorizes and supports the process safety and metrics systems. As mentioned above, management s commitment to act on problems identified by the metrics is as important, if not more important, than the metrics themselves. Unless leaders respond to weaknesses identified by the metrics, collecting the data is virtually useless. 

Periodic management review is a specific risk-based process safety (RBPS) element Providing regular checkups on the health of process safety management systems—including the metrics—will identify and correct any current or incipient deficiencies before they are revealed by an audit or incident. Such management reviews also demonstrate management interest and commitment to process safety and the metrics that describe the system. 

Finally, management must cultivate a positive process safety culture that will inspire people to support process safety and metrics efforts. Perhaps the largest enticement to implementing new or revised process safety metrics is the knowledge that the results will be handled seriously and appropriately, with proper remedial action taken when necessary. A positive and mature safety culture promotes open dialogue on issues, discusses improvement strategies by engaging a broad array of employees, and will not tolerate deviation from established procedures. 

Line Management (area managers, unit managers)—those responsible for collecting metrics data and ensuring that the behaviors in the work area are consistent with the expectations of the process safety system. 

Personnel responsible for mechanical integrity (MI), management of change (MOC), and other elements of the process safety system who can use metrics to measure the performance of their systems ... 

Chapter 2—Why Implement Process Safety Metrics, especially the role of metrics in management... 

The need for metrics is particularly important in process safety, in no small measure because the hazards may not be readily evident. Unlike some other safety risks where dangerous situations are more apparent—such as unsafe scaffolding, unsecured cables, trenches, and other excavations—information on the status and safety of hazardous containment systems (e.g., internal corrosion, an improperly sized relief valve) is not generally visible. Without a constant and reliable flow of information on process safety performance and management systems, leaders may, in essence, be flying blind. 

Different metrics may be used to describe past performance, predict future performance, and encourage behavioral change. They are a means to evaluate the overall system performance and to develop a path toward superior process safety performance. This is accomplished by identifying where the current performance falls within a spectrum of excellent-to-poor performance. Such information will allow executives and site management to develop plans to address the specific improvement opportunities that could lead to measurable improvement in process safety. Good process safety metrics reinforce a process safety culture that promotes the belief that process safety incidents are preventable, that improvement is continuous, and that policies and procedures are necessary and will be followed. Continuous improvement is necessary and any improvement program will be based on measurable elements. Therefore, to continuously improve performance, organizations must develop and implement effective process safety metrics. 

Criteria for lagging metrics should be set below the level that describes catastrophic events. While it is important to capture those catastrophic incidents, it is equally, if not even more, valuable to define such metrics to capture less-severe incidents, including the failure of the process safety elements, which protect against or limit the consequences of a major incident (HSE, 2006). Lagging metrics that represent failures of a less-severe nature are valuable in identifying potential hazards before a catastrophic event occurs. Such information helps management understand issues at an early stage when they may be more easily addressed. 

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