Guide to Process Safety Leadership PSLG Principles

Industry leaders have a critical role to play in fuelling process safety management across their business.

After all, decisions made at a boardroom level are felt across the whole of an organisation and must therefore shore up safety on the ground.

We’re not alone in thinking this. The Process Safety Leadership Group sees leadership as key to cultivating a safer culture. A central tenet of their mandate to improve process safety is an 8 point principle charter geared specifically towards leaders in the high hazard sector.

So let’s take a look at each of the principles the PSLG says are “fundamental” to the successful management of the sector.

Process Safety Leadership Principle #1

Clear and positive process safety leadership is at the core of managing a major hazard business and is vital to ensure that risks are effectively managed.

Process Safety Leadership Principle #2

Process safety leadership requires board level involvement and competence. For companies with boards located outside the UK then the responsibility to show this leadership rests with the most senior UK managers.

Process Safety Leadership Principle #3

Good process safety management does not happen by chance and requires constant active engagement.

Process Safety Leadership Principle #4

Board level visibility and promotion of process safety leadership is essential to set a positive safety culture throughout the organisation.

Process Safety Leadership Principle #5

Engagement of the workforce is needed in the promotion and achievement of good process safety management.

Process Safety Leadership Principle #6

Monitoring process safety performance based on both leading and lagging indicators is central to ensuring business risks are being effectively managed.

Process Safety Leadership Principle #7

Publication of process safety performance information provides important public assurance about the management of risks by an organisation.

Process Safety Leadership Principle #8

Sharing best practice across industry sectors, and learning and implementing lessons from relevant incidents in other organisations, isimportant to maintain the currency of corporate knowledge and competence.

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