Why Get Management Commitment

V thout such a commitment from management, process safety management will be far more difficult and time-consuming to implement. An initiative that lacks a collective sense of utgency and priority is likely to be carried out piecemeal, despite the best efforts and intentions of its champion. Over time, piecemeal implementation is a false economy, since it is likely to take longer and cost more most important, it is very likely to be less effective. PSM is a continuous process, not an event, or a series of discrete activities. Without continuity, the process can easily break down. 

Tangible support means not only resources but also standing relative to other company priorities. PSM needs legitimacy as a business objective to hold its own in situations requiring a trade-off between long-term process improvement and short-term commercial considerations. No matter how deeply committed safety professionals may be, this legitimacy can only be conferred by top management, who ultimately must make those trade-off decisions. 

As a practical matter, support from top management also creates strong incentives at the implementation level. If PSM is known to be a priority for the boss, it is much more likely to attract active participation within the company. By contrast, initiatives that employees see as flavor of the month win (and usually deserve) little continuing employee support. 

In addition, commitment from the top sets standards—and deadlines— for performance. While no one wants to constantly invoke the boss (and it can certainly be counterproductive to do so), specific, articulated expectations from the top greatly improve the chances that individual commitments will be met. 

Informally review and consider major initiatives or campaigns (for example, facility safety, employee wellness, community service, etc.) that have succeeded in your company —along with those that have failed. What made them work Incentives to participation Relevance to job or quality of life Other And what about the Mures Lack of followthrough Weak endorsement Bad idea in the first place  

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