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Published on Oct 14, 2011
Despite the widespread implementation of sophisticated technical and management systems, catastrophic accidents continue to occur with surprising frequency. Recent events, such as Texas City, Deepwater Horizon, the San Bruno gas pipeline explosion, and others, show us that the problem for many companies is not the process safety systems themselves but the organizational dysfunctions that allow otherwise good systems to break down.
Advancing process safety now, like personal safety before it, will depend on breaking it out of the silo of discrete practice and reshaping it into a highly-functioning piece of a larger, integrated whole. So how do leaders do that? Building on the concept of organizational safety, we focus on the key questions facing process safety practitioners and challenges leaders to re-examine their assumptions about process safety and its connection to the wider organization.