System safety management commitment

Successful implementation of the system requires management commitment to be vested in the system, effective allocation of resources, and a high level of employee participation. The scope and complexity of a Elealth and Safety management system will vary according to the size and type of workplace. 

Read Chapter 2 of the CCPS publication Guidelines for Implementing Process Safety Management Systems, 1993, for guidance on obtaining buy-in. The principles described for obtaining support and commitment for PSM are equally applicable to integration of PSM and ESH. 

Do budget and management commitments exist for reliably maintaining and operating the process safety system ... 

Identify weaknesses and performance deficiencies Hold responsible parties accountable Conduct periodic management review of the system Cultivate a positive safety culture Commit to managing the safety culture Communicate to reinforce objectives... 

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. 

Primary management systems (Ch. 2) Prioritization (Ch. 3) Safety analysis (Ch. 4-5) Security analysis (Ch. 6) Program sustainability (Ch. 8) f Management commitment / to die risk management / system / Company culture diat X embraces risk management... 

Top management concern about safety is the most important factor in discriminating between safe and unsafe companies matched on other variables [100]. This commitment must be genuine, not just a matter of sloganeering. Employees need to feel they will be supported if they show concern for safety. An Air Force study of system safety concluded ... 

Common ingredients of a safety culture based on these values include management commitment to safety and the safety values, management involvement in achieving the safety goals, employee empowerment, and appropriate and effective incentive structures and reporting systems. 

One of the principal indicators of management commitment to safety is the inclusion of safety performance in the performance review system. Management commitment to safety is questionable if the accountability system does not include safety performance measures that impact financially and on the promotion potential of those responsible for results. 

Management commitment is questionable if the accountability system does not include safety performance measures that impact on the well-being of those responsible for results. 

Safety audits must also properly measure management commitment, primary evidence of which is a results-oriented accountability system. If such an accountability system does not exist, management commitment is questionable. 

B. Management commitment or noncommitment to safety is an expression of an organization s culture, an expression of its system of expected behavior. 

C. Policies, standards, and procedures concerning safety, along with their implementation and accountability systems — all of which derive from the organization s culture and the management commitment or noncommitment to safety—may be... 

An organization s culture is translated into a system of expected behavior. Management commitment or noncommitment to safety is an expression of the culture and demonstrates the system of expected behavior. All aspects of safety, favorable or unfavorable, derive from that commitment or noncommitment. 

Senior management s commitment to safety is a part of and a reflection of the organization s culture. And it may be that we don t properly measure senior management commitment. Existence of a results-oriented accountability system that impacts on the financial and promotional well-being of the management staff is the principal measure of whether safety is a subject for which management is held accountable, and, thereby, the principal measure of senior management commitment to safety. 

This commitment, however, involves more than a cursory statement to promote safety at all costs. It involves committing the organization, its board of directors, managers, and employees to a long-term, ongoing, structured process aligned to the constant identification and elimination of workplace risks, which can only be achieved by the implementation and maintenance of a world s best-practice safety management system (SMS). 

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