Process Safety Management (PSM) Process Safety Management (PSM) Elements of PSM References Historical Perspective: A Review of Operationally Disciplined and Excellent Organizations Where Process Safety Management Is Entrenched Operational Discipline Process Safety Management History of Process Safety Management Operationally Disciplined Organizations Conclusion References Leadership Behaviors for Network Performance, and Operational Discipline and Excellence The Role of Leaders Leadership Styles and Behaviors: Impact on Safety Conclusion References Shared Learning in Safety Essentials for Effective Shared Learnings Current State of Generating and Sharing Knowledge Challenges of Getting Knowledge to the Frontline Maximizing Value from Shared Learning Conclusion References Creating Expert Networks for Generating Continuous Improvements Network Requirements Network Composition How the Network Operates Network Design Core Teams Subject Matter Experts (SMEs) Extended Group or Community of Practice Reference Leveraging Networks and Communities of Practice for Long-Term Success Networks: A Historical Perspective Network Creation: Essential Requirements Essential Network Criteria Getting Networks Started: Conferences, Training, and Chartering Reference Activation and Tenure of Networks Networks: How They Differ from Other Organizational Structures Why Is It Necessary to Formally Activate Networks? Why Are Control of Membership and Membership Changes Necessary? What Value Is There in Sustaining Network Activities? Network Tenure Network Membership Changes and Turnover Reference Network Focus and Work Priorities Types of Networks Developed in Organizations Network Focus Network Charter Network Work Plan Network Work Prioritization Establishing Key Performance Indicators (KPIs) for Stewarding Organizational Performance Performance Targets Key Performance Indicators (KPIs) Typical Process Safety Management (PSM)/Management System KPIs Generated by Networks Putting the Teeth into KPIs Target Setting Challenges to KPIs Conclusion References Challenges Faced by Organizations in Managing Networks Size of the Network: What Is the Optimal Size of a Network? Representation: Should Representation Be Limited to Business Units or Extended to Business Functions and Facilities? Right Balance between Face-to-Face Meetings and Virtual Meetings Quantifying the Value Created by the Network Understanding the Right Balance between Network Responsibilities and Full-Time Duties Cost Associated with Travel, Accommodation, and International Commute for Globally Distributed Network Members Number of Networks to Be Established Managing the Interrelationships between Overlapping Networks Network Coordination: The Leadership Challenge Role of the Executive Vice President of Health, Safety, Security, and Environment Role of the Network Steering Team Business Unit Leadership Functional Unit Leadership Corporate or Central Control of Networks Network Communication Network Stewardship and Performance Management Conclusion A Network at Work Determining the Need for Network Support Developing the Management of Change Network Charter Use of Opportunity Matrix to Prioritize Gap Closure Activities Communication Plan and Messaging Stewardship and Communicating Up the Organizational Chain Conclusion Conclusion Index owledge to the Frontline Maximizing Value from Shared Learning Conclusion References Creating Expert Networks for Generating Continuous Improvements Network Requirements Network Composition How the Network Operates Network Design Core Teams Subject Matter Experts (SMEs) Extended Group or Community of Practice Reference Leveraging Networks and Communities of Practice for Long-Term Success Networks: A Historical Perspective Network Creation: Essential Requirements Essential Network Criteria Getting Networks Started: Conferences, Training, and Chartering Reference Activation and Tenure of Networks Networks: How They Differ from Other Organizational Structures Why Is It Necessary to Formally Activate Networks? Why Are Control of Membership and Membership Changes Necessary? What Value Is There in Sustaining Network Activities? Network Tenure Network Membership Changes and Turnover Reference Network Focus and Work Priorities Types of Networks Developed in Organizations Network Focus Network Charter Network Work Plan Network Work Prioritization Establishing Key Performance Indicators (KPIs) for Stewarding Organizational Performance Performance Targets Key Performance Indicators (KPIs) Typical Process Safety Management (PSM)/Management System KPIs Generated by Networks Putting the Teeth into KPIs Target Setting Challenges to KPIs Conclusion References Challenges Faced by Organizations in Managing Networks Size of the Network: What Is the Optimal Size of a Network? Representation: Should Representation Be Limited to Business Units or Extended to Business Functions and Facilities? Right Balance between Face-to-Face Meetings and Virtual Meetings Quantifying the Value Created by the Network Understanding the Right Balance between Network Responsibilities and Full-Time Duties Cost Associated with Travel, Accommodation, and International Commute for Globally Distributed Network Members Number of Networks to Be Established Managing the Interrelationships between Overlapping Networks Network Coordination: The Leadership Challenge Role of the Executive Vice President of Health, Safety, Security, and Environment Role of the Network Steering Team Business Unit Leadership Functional Unit Leadership Corporate or Central Control of Networks Network Communication Network Stewardship and Performance Management Conclusion A Network at Work Determining the Need for Network Support Developing the Management of Change Network Charter Use of Opportunity Matrix to Prioritize Gap Closure Activities Communication Plan and Messaging Stewardship and Communicating Up the Organizational Chain Conclusion Conclusion Index p;lt;BR>Why Are Control of Membership and Membership Changes Necessary? What Value Is There in Sustaining Network Activities? Network Tenure Network Membership Changes and Turnover Reference Network Focus and Work Priorities Types of Networks Developed in Organizations Network Focus Network Charter Network Work Plan Network Work Prioritization Establishing Key Performance Indicators (KPIs) for Stewarding Organizational Performance Performance Targets Key Performance Indicators (KPIs) Typical Process Safety Management (PSM)/Management System KPIs Generated by Networks Putting the Teeth into KPIs Target Setting Challenges to KPIs Conclusion References Challenges Faced by Organizations in Managing Networks Size of the Network: What Is the Optimal Size of a Network? Representation: Should Representation Be Limited to Business Units or Extended to Business Functions and Facilities? Right Balance between Face-to-Face Meetings and Virtual Meetings Quantifying the Value Created by the Network Understanding the Right Balance between Network Responsibilities and Full-Time Duties Cost Associated with Travel, Accommodation, and International Commute for Globally Distributed Network Members Number of Networks to Be Established Managing the Interrelationships between Overlapping Networks Network Coordination: The Leadership Challenge Role of the Executive Vice President of Health, Safety, Security, and Environment Role of the Network Steering Team Business Unit Leadership Functional Unit Leadership Corporate or Central Control of Networks Network Communication Network Stewardship and Performance Management Conclusion A Network at Work Determining the Need for Network Support Developing the Management of Change Network Charter Use of Opportunity Matrix to Prioritize Gap Closure Activities Communication Plan and Messaging Stewardship and Communicating Up the Organizational Chain Conclusion Conclusion Index of the Network: What Is the Optimal Size of a Network? Representation: Should Representation Be Limited to Business Units or Extended to Business Functions and Facilities? Right Balance between Face-to-Face Meetings and Virtual Meetings Quantifying the Value Created by the Network Understanding the Right Balance between Network Responsibilities and Full-Time Duties Cost Associated with Travel, Accommodation, and International Commute for Globally.