(106c) A Fresh Approach to PS Competence Management

This paper discusses an approach to establish, implement, maintain and improve competence management to positively affect outcomes related to process safety performance. Competency is a necessary element required by statute and best practices on PSM. However, organizations have found it hard to prove a positive return-on-investment. Many have restricted competency improvement expenses to a compliance or nice to have levels. This calls for a rethinking in approach. Authors have constructed and tested a state-of-the-art process safety competency management program (PSCMP).

Process safety competence is considered at the organizational, team, group/craft and individual level, taking into account the context of the organization. Competence management considers all PSM elements, processes, functions and levels of the organization. Further we have defined the content complexity in four levels – awareness, knowledge, skill and master. The traditional PSM training matrix has been two-dimensional, list of crafts Vs. training courses. But the outcome of our process safety training need assessment is an evolved and complex multi-dimensional matrix. Individual competence requirements are determined at all levels of the organization to ensure each different role or function is effective including behaviours e.g., emotional intelligence, ability to remain calm in a crisis, ability to maintain concentration during monotonous work, ability to work co-operatively within a team.

Moreover, the program shifts the focus away from classroom training, which is expensive, and lays emphasis on other learning and development opportunities such as self-studies, mentoring, coaching and supervision, formal study for qualifications, networking events, on-job learning, assignments, committee and task force membership, and seminar presentations. These are found to be more effective particularly for process safety competence improvement among adult workforce.

Our PSCMP uses risk-based thinking to prioritize actions to address competence gaps. The focus is on management training. The impact of our PSCMP is evaluated at an organizational, team, group and individual levels. A notable organizational indicator we have used is process safety culture improvement.

The paper will present some successes and analysis of some glaring failures.