Superior safety performance

A reactive chemicals/process hazard analysis (PHA) to be completed every three years (see Reference 11). Special consideration may be given to facilities that have lower levels of process risk and which have demonstrated superior safety performance to extend this frequency up to five years. Facilities that pose higher process risk or who have lower safety performance may be recommended to have reactive chemicals/PHA reviews more frequent than every three years. In certain countries, government regulation will determine the frequency and other requirements for Process Hazard Analysis reviews. Dow will follow the government requirements where they are more stringent. 

The global discourse on modes of safety regulation, discussed by Baram and Lindpe in Chapter 2, has been highly critical of prescription in the form of detailed technical mles imposed in a command-and-control framework. This is the approach taken by MMS and transferred to BSEE. Among the charges made is that such prescription is inevitably suboptimal because it seeks conformity across industry with one size fits all mles, and thereby fails to recognize the unique aspects of each offshore operation and each operator s potential for developing a more cost-effective approach that would provide equivalent or superior safety performance. 

SUPERIOR SAFETY PERFORMANCE A REFLECTION OF AN ORGANIZATION S CULTURE... 

Professional requirements for safety persoimel with regard to education, experience, accomplishment, and executive ability in those organizations whose cultures require superior safety performance have been moved up a few notches in recent years. Model companies expect their safety personnel to maintain professional competency and provide opportunities to do so. Their safety professionals are expected to be active in safety committees of trade associations and in technical societies. Also, they are encouraged to (a) expand their horizons through additional education and (b) increase their knowledge of operations so as to better understand and relate to the organization. 

It is impossible for superior safety performance to be attained if executive personnel do not display, by their actions, that they intend to achieve it. Management is what management does. What management does establishes the organization s culture. If what management does gives positive impressions, it is more than likely that a safety initiative will succeed. 

Where the culture, the system of expected behavior, demands superior safety performance, the design and engineering, management and operations, and task performance aspects of safety are well-balanced. 

Supporting data appear Annexes A-C on Policy Statements, Roles and Responsibilities, and Employee Participation. Another good reference on management leadership and employee involvement is the chapter Superior Safety Performance A Reflection of an Organization s Culture in On The Practice Of Safety. 

Superior Safety Performance A Reflection of an Organization s Culture Many large organizations have achieved and maintained superior safety results as evidenced by their best-in-class Occupational Safety and Health Administration (OSHA) incident rates and by exceptionally low worker compensation costs. This chapter provides a composite review of the safety... 

Superior safety performers maintain a top-quality staff—a requisite for the accomplishment level expected as defined by the culture. The safety staff is expected to earn recognition and respect and establish their capabilities, thereby being sought by decision makers for their views. They are a part of management and have ready access to senior executives. 

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