What are the most common process safety management mistakes that leaders make?

1 Lack of commitment

One of the biggest mistakes that leaders can make is to treat PSM as a compliance burden, rather than a strategic priority. PSM requires a strong and visible commitment from top management, as well as a clear and consistent communication of the process safety vision, goals, and expectations throughout the organization. Leaders should also allocate adequate resources, time, and attention to PSM activities, such as hazard analysis, risk assessment, incident investigation, and audits. Without commitment, PSM can become a superficial and ineffective exercise that fails to address the root causes of process safety risks.

3 Low competence

A third common mistake that leaders can make is to assume that PSM competence is only a technical matter, and neglect the human and organizational factors that influence process safety performance. PSM competence is the ability to apply knowledge, skills, and attitudes to perform PSM tasks effectively and reliably. Leaders should ensure that PSM competence is assessed, developed, and maintained for all personnel involved in process safety, including contractors and suppliers. Leaders should also provide regular training, coaching, and feedback to enhance PSM competence and awareness. Furthermore, leaders should recognize and reward PSM competence and excellence, and address any gaps or weaknesses.

4 Weak culture

A fourth common mistake that leaders can make is to overlook the impact of culture on PSM. Culture is the shared values, beliefs, and norms that shape how people think and behave in an organization. PSM culture is the extent to which people value and prioritize process safety in their decisions and actions. Leaders should promote a positive and proactive PSM culture, where people are engaged, empowered, and aligned with the process safety vision and goals. Leaders should also demonstrate and model the desired PSM behaviors and attitudes, such as asking questions, challenging assumptions, and reporting concerns. Additionally, leaders should support and enable a culture of learning, where people are willing and able to share and apply lessons from PSM experiences, both internally and externally.

5 Inadequate change

A fifth common mistake that leaders can make is to ignore or underestimate the potential effects of change on process safety. Change can be planned or unplanned, and can affect the physical, operational, or organizational aspects of a process. Change can also introduce new or increased hazards, or compromise existing safeguards and controls. Leaders should ensure that all changes are identified, evaluated, and managed through a formal and rigorous management of change (MOC) process, that involves all relevant stakeholders and considers all possible scenarios and consequences. Leaders should also communicate and document the changes and their impacts, and review and update the PSM policies, procedures, and practices accordingly.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?