Â
CLICK HERE to Renew your Membership
CLICK HERE for a NEW Membership
CLICK HERE to see eligibility requirements for FREE Membership
If you have any questions, please contact me
I am proud to announce that SAFTENG and The Chlorine Institute have renewed our partnership for another year (through 2026). Members of The Chlorine Institute receive a FREE SAFTENG membership. If you qualify, please contact me
NOTE: Any trade group interested in becoming a partner with SAFTENG for your Member Companies, please reach out, and I can share the plan
SAFTENG has:
- Over 19,000 categorized unsafe acts/conditions and accident/injury photos
- Over 1,500 ppt's & doc's in the SAFTENG Library
- Over 5,000 Technical Articles on Process Safety, Emergency Response & OSH topics
- Over 450 videos (those not allowed on YouTube Channel)
Many THANKS to my NEW Members and those who CONTINUE to support SAFTENG:
Here Heinrich speaks to the critical role employees play in THEIR safety process. This is where he speaks to keeping interest in safety high and how businesses should go about doing this. He points to employee participation as the critical piece of this effort.
“Of course, keeping guards in place is but one of the many phases of industrial-accident prevention in which the work of creating and...
Read More
The folks “up north” are miles ahead of OSHA and EPA process safety standards in one simple but HUGE difference… Process Safety Leadership for Senior Management. This standard, not fully embraced by all provinces within Canada, is something that OSHA and EPA should consider adopting in their efforts to revise their compliance standards. This 2022 revision of CSA Z767:17...
Read More
CSA Z767 stipulates that human factors must be considered in risk identification and quantification. In doing so, the design of operator process/equipment interfaces with written guidelines and procedures, staffing levels, and the working environment (noise, vibration, lighting, temperature) should all be considered from the perspective of their effect on both the levels of protection (line of...
Read More
After seeing all the complaints online about the referees in this weekend’s NCAA Women’s Championship game I was reminded of how too many safety pros take on the role of “referee” rather than a “coach” at their facility. It is a mistake made by many younger safety pros who do not have a mentor in their careers and trust me, the people who should OWN SAFETY are more than...
Read More
“This view of accident causation suggests that unsafe acts are best reduced by eliminating their psychological precursors rather than the acts themselves. However, it must be accepted that whatever measures are taken, some unsafe acts will still occur. It is therefore necessary to provide a variety of defenses to intervene between the act and its adverse consequences. Such defenses can be both...
Read More
The LinkedIn groups are at it again and again I will defend their latest outrage. This time it is “safety metrics”. So let’s recap; so far they have attacked the safety management system, root cause analysis, and risk matrices, and now we move to safety metrics. And like the times before, their rhetoric is way over the top, using terms like “evil” and...
Read More
Respondent owns and operates a petroleum product refinery. In May 2017 there was a refinery-wide power outage that resulted in flaring and a large release of sulfur dioxide and flammable materials from the Facility. In response to this incident, members of the public were evacuated, required to shelter in place, or visited the emergency room of local hospitals. In March 2019, the Facility experienced...
Read More
There are three (3) recognized models upon which Safety Management Systems are built. These models were identified via Dr. James Reason’s research and still hold true today, 30 years later. Safety professionals have to be sure as to not allow their biases to influence which one is best for the organization, as all three have significant differences and can have dramatic impacts on...
Read More
As I have said many times, we MUST examine all Latent Organizational Failures before we even begin to look at the actions of the worker(s). Far too often, investigations will first (and usually only) look at the ACTIVE failures that led to the consequences. This is how so many accidents IMPROPERLY and UNFAIRLY get put on the back of the worker(s) involved. Even when those actions...
Read More
A highly resilient organization is a LEARNING organization. Learning organizations exhibit five (5) main characteristics:
system thinking,
personal mastery,
mental models,
a shared vision, and
team learning
…
HomeRead More »
Read More
Highly reliable organizations use a portfolio of programs to maintain the continual improvement of system designs, procedures, and policies. This continuous improvement process allows the organization to
RECOGNIZE OPERATIONAL AND ENVIRONMENTAL VARIATION EARLY and
TO DEVELOP CORRECTIVE ACTIONS TO BRING THE SYSTEM BACK TO STABILITY
The goal of this continuous improvement process is to:
PREVENT errors,
IDENTIFY...
Read More
Risk management strategies can be categorized into four (4) fundamental approaches. They are:
Inherent,
Passive,
Active, and
Procedural
Let’s discuss what they mean and the order in which we should utilize them. Think along the lines of Hierarchical Control Schemes.
…
HomeRead More »
Read More
Partner Organizations
Member Associations
