Vision 20/20

Vision 20/20, developed by the Center for Chemical Process Safety (CCPS), looks into the not-too-distant future to demonstrate what perfect process safety will look like when it is championed by industry; driven by five tenets of culture, standards, competency, management systems and lessons learned; and enhanced by community passion and global societal themes.

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5 Tenets

4 Societal Themes

Tenet Descriptions

1. A Committed Culture in which the executives are personally involved, managers drive excellent execution every day and all employees maintain a sense of vigilance and vulnerability.
To create a committed culture, leadership must tangibly demonstrate a commitment to process safety from the senior executive team through its line management, so that all employees embrace it and recognize that “it could happen here.”

2. Vibrant Management Systems engrained throughout the organization. For vibrant management systems to be effective, all employees must have a clear understanding of the expectations of senior management, and those expectations must be documented and shared to promote safer design principles in accordance with fit-for-purpose policies and procedures.

3. Disciplined Adherence to Standards for new and existing equipment to minimize opportunities for error in design, operation and maintenance.

While new construction may be the primary consideration when considering process safety standards, ensuring that existing equipment meets company expectations can be even more important. By the year 2020, companies should have requirements that ensure aging equipment adheres to evolving standards, while working cooperatively with regulators to make standards effective and efficient.

4. Intentional Competency Development to ensure that that all employees who impact process safety are fully capable of meeting the technical and cultural requirements for their jobs. The bottom line: no matter how good the culture or management system is, or how well the company adheres to standards, it takes highly competent employees to implement those systems or standards. And that requires intentional competency development.

5. Enhanced Application and Sharing of Lessons Learned, including an expectation and thirst for learning from several different types of opportunities. To reduce incidents, employers and employees must enthusiastically support a culture that is driven to learn from many sources, including benchmarking, near misses and incidents and jobs done well. The ability to rapidly share lessons learned and use those lessons to drive procedural or mechanical change across companies and industries is key to improving process safety performance.

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Societal Theme Descriptions

1. Enhanced Stakeholder Knowledge for all stakeholders, beginning with the public. Just as the public must challenge industry through means of meticulous verification, industry must likewise challenge the public to engage in science, technology, engineering and mathematics (STEM) education, and push for risk literacy in middle or high school, so that our students are prepared to absorb more technical concepts in business and engineering schools.

2. Responsible Collaboration between government regulatory and investigative authorities, labor organizations, communities, research institutions, universities and industries working together to remove legal barriers to reporting incidents, develop reporting databases and promote mutual understanding of risks and effective process safety systems.

3. Harmonization of Standards by organizations that produce guidelines for the safe design, operation and maintenance of equipment, to streamline practices, eliminate redundancy and cooperatively address emerging issues. If standard writing organizations work together, in the same spirit that the Center for Chemical Process Safety is working with other global and national organizations to harmonize process safety metrics, the resulting standards will provide significant guidance for improved process safety.

4. Meticulous Verification, from knowledgeable third parties, including public or non-governmental organizations, to help companies evaluate their process safety programs from the outside-in. Today, most companies conduct these audits internally. By 2020, it will be standard practice to bring in an accepted third party to ensure a company’s process safety systems are robust and functioning as intended.

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