Case Studies: Delivering Sustainable Process Safety Performance and Culture in the Middle East

Process Safety KPIs have been researched and debated for long. A number of standards such as API 754, bibliography and surveys have been published to provide guidance on the effective adoption of KPIs.

Our experience with many leading firms suggests that, in most cases, companies have developed a set of KPIs but are still missing the most important point: KPIs are not only about tracking performance; they are about discussing and managing performance through active performance dialogues across all levels of the organization.

KPIs are often used to share information, for example during formal EHS Meeting and Risk Committees, on a periodic basis rather than effectively leveraged during the decision-making process.

This is even more true if we look at how performances are managed at the shop-floor level on a day-to-day basis. In the best cases; we have found that process safety performance is displayed through advanced LCD screens with limited use of active performance dialogues.

An effective performance management process through visual boards and active performance dialogues are essential components of the broader set of leader standard works which enable firms to instill simple and effective rituals and behaviors at line management level and allow easy integration of process safety in day-to-day work processes.

The goal is to provide the shop-floor with simple tools, capabilities and rituals that enable timely identification and resolution of safety challenges before they escalate.

Simple processes in turn raise the level of risk awareness and help shifting the organization from a "find & fix" to a "predict and prevent" culture.