“Action speaks louder than words but not nearly as often.” Mark Twain: Effective process safety messaging supports, represents, and reinforces a strong process safety culture. However, no communication program or slogan can create a strong process safety culture. Organizations must invest the necessary time and resources to support process safety from the front lines to the board room. In order to establish, sustain, and improve process safety performance, organizations must identify and address situations that contradict their expectations and communication related to process safety. Employee engagement and commitment are only possible when sufficient incentives are provided. In other words, people will put the most effort into the activities that provide the most reward. Actions, particularly financial decisions, always speak much louder than words. Does the executive leadership have a long-term strategy for investing in process safety? Is a demonstrated commitment to process safety necessary for career advancement? Are leaders rewarded for properly managing risk even when their decisions might have a short-term negative impact on production? This paper will provide examples of situations that contradict an organization's process safety messaging and suggest best practices to address those situations.

中文翻译：

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“如果你真的认为这很重要——给我看，不要告诉我！”

“行动胜于雄辩，但不那么频繁。” 马克吐温：有效的过程安全信息支持、代表和加强强大的过程安全文化。但是，没有任何沟通计划或口号可以创建强大的过程安全文化。组织必须投入必要的时间和资源来支持从前线到董事会的流程安全。为了建立、维持和改进过程安全绩效，组织必须识别和解决与其期望和与过程安全相关的沟通相矛盾的情况。只有在提供足够的激励措施时，员工的参与和承诺才有可能。换句话说，人们会在奖励最多的活动上投入最多的精力。行动，尤其是财务决策，总是胜于雄辩。行政领导层是否有投资过程安全的长期战略？对过程安全的明确承诺对于职业发展是否必要？即使领导者的决策可能对生产产生短期负面影响，他们是否会因妥善管理风险而获得奖励？本文将提供与组织的过程安全信息相矛盾的情况示例，并建议解决这些情况的最佳实践。