BOX 2.3
12 Elements of Process Safety Management Defined by CCPS

1.  Accountability: Objectives and Goals

2. Process Knowledge and Documentation

3. Process Safety Review Procedures for Capital Projects

4. Process Risk Management

5. Management of Change

6. Process and Equipment Integrity

7. Human Factors

8. Training and Performance

9. Incident Investigation

10. Company Standards, Codes and Regulations

11. Audits and Corrective Actions

12. Enhancement of Process Safety Knowledge

are manifestations of another, less-well-defined legacy from Bhopal: the change in community and industry perceptions of hazardous and toxic materials and the risks they pose to personnel onsite and the local population surrounding chemical facilities. The effects of the MIC release in 1984 are still felt in Bhopal, India, and by the Dow Chemical Company, which purchased the facility from Union Carbide in 2001. Within Institute, WV, it would be naive to not recognize the impact the Bhopal release had, and continues to have, on the area, and it is clear that the release and its aftermath have affected local community relationships with the current and former owners of the facility.

The nature of the relationships between a chemical company and its surrounding community and onsite personnel can and do influence the range of business decisions that a company can make. This relationship is discussed in greater detail in Chapter 6 and 7 in the context of external factors that affect decision-making. To emphasize the importance of these relationships, the committee notes here that in 1985, the DuPont facility in LaPorte, TX actually began onsite production, although not storage, of MIC. In describing the implementation of this process, Mr. John Carberry stated that its success was due in part to the site manager’s “long standing, strong, broad community and governmental relations” and because the company recognized that it needed to, “[m]anage community and governmental relations to insure a smooth acceptance of the new process” (Carberry, 2011). To address this need, DuPont pro-actively involved the community in discussions about the change in procedures at multiple points during the decision-making process. This engagement with the community was credited with creating a relationship where objections could be voiced and addressed without community protest.

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