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The Guidance on Corporate Governance for Process Safety draws attention to those at the top of industry to the need for high standards of corporate governance in relation to the management of high hazard industries. The Guidance encourages every director, CEO and President of a major hazard ...
Chemical accidents with serious consequences continue to happen in OECD Member countries and worldwide. Over the past decades, successive major accidents have caused deaths, injuries, significant environmental pollution and massive economic losses – from the hydrogen fluoride leak in Gumi (Korea) in 2012, the ammonium nitrate explosion in West, Texas (United States) in 2013 or, recently, the blow-up of a chemical facility in Tarragona (Spain) and the explosion at the port of Beirut (Lebanon) in 2020, and the blast in Leverkusen (Germany) in 2021. This third edition of the OECD Guiding Principles for Chemical Accident Prevention, Preparedness and Response provides guidance for the safe planning and operation of hazardous installations. It aims to support public authorities and industry in taking appropriate actions to prevent chemical accidents and to mitigate impacts of accidents that do nevertheless occur. These guiding principles apply to fixed installations at which hazardous substances are produced, processed, handled, stored, used or disposed of, in such a form and quantity that there might be a risk of occurrence of a chemical accident. These guiding principles constitute the technical guidance supporting the implementation of the Decision-Recommendation of the Council concerning Chemical Accident Prevention, Preparedness and Response adopted in 2023.
The definitive leadership guide on safe practices The release of chemicals and other hazardous materials pose significant, potentially catastrophic threats worldwide. An alarming number of such events, all of which are preventable, occur too often. Reducing the frequency of serious incidents is a fundamental responsibility of leadership at all levels, from frontline managers and supervisors to C-suite executives and the board of directors as well. Process Safety Leadership from the Boardroom to the Frontline is a practical, authoritative guide that clearly demonstrates how to create a viable culture of safety within an organization, implement and maintain disciplined management systems, and address the risks of process safety deficiencies. The most important factor in any management system is leadership. For chemical process safety management, effective and informed leadership provides direction, reinforces commitment, and drives responsibility. Written by experts from the Center for Chemical Process Safety, the world's largest provider of engineering curriculum materials for process safety, this pragmatic book contains the critical information and guidelines required to lead and manage process safety. Detailed yet accessible chapters examine topics such as strengthening management system accountability, driving operation within constraints, ensuring corporate memory, verifying execution, and more. Designed to be frequently used, shared, and discussed by leadership teams throughout an organization, this indispensable resource: Demonstrates the many ways process safety benefits an organization, based on benchmarking and broad industrial experience Develops skills and expands knowledge needed to drive consistent, reliable process safety performance Describes essential behaviors and actions for leaders to drive excellence in process safety cultures and disciplined management systems Helps establish risk criteria and safeguards for companies Presents new and previously unpublished experiences, approaches, and thinking Written for executives, plant leaders, functional managers, frontline supervisors and also individual contributors, Process Safety Leadership from the Boardroom to the Frontline provides a much-needed guide for instituting safe practices within a company. The Center for Chemical Process Safety (CCPS) has been the world leader in developing and disseminating information on process safety management and technology since 1985. The CCPS, an industry technology alliance of the American Institute of Chemical Engineers (AIChE), has published over 100 books in its process safety guidelines and process safety concepts series, and over 10 training modules through its Safety in Chemical Engineering Education (SAChE) series.
More Incidents that Define Process Safety book describes over 50 incidents which have had a significant impact on the chemical industry as well as the basic elements of process safety. Each incident is presented in sufficient detail to gain an understanding of root causes for the event with a focus on lessons learned and the impact the incident had on process safety. Incidents are grouped by incident type including Reactive chemical; Fires; Explosions; Environmental/toxic releases; and Transportation incidents. The book also covers incidents from other industries that illustrate the safety management elements. The book builds on the first volume and adds incidents from China, India, Italy and Japan. Further at the time the first volume was being written, CCPS was developing a new generation of process safety management elements that were presented as risk based process safety; these elements are addressed in the incidents covered.
Guidelines for Risk Based Process Safety provides guidelines for industries that manufacture, consume, or handle chemicals, by focusing on new ways to design, correct, or improve process safety management practices. This new framework for thinking about process safety builds upon the original process safety management ideas published in the early 1990s, integrates industry lessons learned over the intervening years, utilizes applicable "total quality" principles (i.e., plan, do, check, act), and organizes it in a way that will be useful to all organizations - even those with relatively lower hazard activities - throughout the life-cycle of a company.
Full text engineering e-book.
This book combines the synergies between performance improvement systems to help ensure safe and reliable operations, streamline procedures and cross-system auditing, and supporting regulatory and corporate compliance requirements. Many metrics are common to more than one area, such that a well-designed and implemented integrated management system will reduce the load on the Process Safety, SHE, Security and Quality groups, and improve manufacturing efficiency and customer satisfaction. Systems to improve performance include: process safety; traditional safety, health and environment; and, product quality. Chapters include: Integrating Framework; Securing Support & Preparing for Implementation; Establishing Common Risk Management Systems – How to Integrate PSM into Other EH; Testing Implementation Approach; Developing and Agreeing on Metrics; Management Review; Tracking Integration Progress and Measuring Performance; Continuous Improvement; Communication of Results to Different Stakeholders; Case Studies; and Examples for Industry.
This Guidance on Developing Safety Performance Indicators (“Guidance on SPI”) was prepared to assist enterprises that wish to implement and/or review Safety Performance Indicator Programmes.
The passing of the Corporate Manslaughter and Corporate Homicide Bill in the UK and increasing public and investor pressure for good Corporate Governance and Corporate Social Responsibility, means organizations now, more than ever, need to ensure they do all they can to prevent major accidents. However, past experience shows that just implementing safety management systems is not enough and this book makes the case for a more holistic and ethical approach to improving corporate systems as a whole. Preventing Corporate Accidents shows how major accidents can result from human error and defects in corporate systems. The book describes accident prevention strategies, from safety culture, safety management systems, foresight and planning to safety regulations, corporate ethics, corporate social responsibility and the learning organization. Barry Whittingham illustrates with international case studies from various industries how and why these defences have failed in the past, and more importantly, how to strengthen corporate systems to prevent future major accidents. The case studies include: The loss of the space shuttle Columbia Infant heart surgery at Bristol Royal Infirmary The Davis-Besse nuclear power plant incident The fire and explosion at the Conoco-Phillips Humber oil refinery Herald of Free Enterprise and Southall rail accident manslaughter prosecutions This book is essential reading for all those with a professional interest in health and safety management, the control of major risk and accident prevention, in particular for directors, senior managers and health & safety professionals in high-hazard industries and public operations, such as nuclear, chemicals, construction, oil and gas, energy, manufacturing and transportation. Barry Whittingham has worked as a senior manager, design engineer and consultant for the chemical, nuclear, offshore, oil and gas, railway and aviation sectors. He developed a career as a safety consultant specializing in the human factors aspects of accident causation. Barry is a Fellow of the Safety and Reliability Society.
This book combines the synergies between performance improvement systems to help ensure safe and reliable operations, streamline procedures and cross-system auditing, and supporting regulatory and corporate compliance requirements. Many metrics are common to more than one area, such that a well-designed and implemented integrated management system will reduce the load on the Process Safety, SHE, Security and Quality groups, and improve manufacturing efficiency and customer satisfaction. Systems to improve performance include: process safety; traditional safety, health and environment; and, product quality. Chapters include: Integrating Framework; Securing Support & Preparing for Implementation; Establishing Common Risk Management Systems – How to Integrate PSM into Other EH; Testing Implementation Approach; Developing and Agreeing on Metrics; Management Review; Tracking Integration Progress and Measuring Performance; Continuous Improvement; Communication of Results to Different Stakeholders; Case Studies; and Examples for Industry.