Since the inception of the process industries (PI), leaders of these organizations have accepted some level of fires, explosions, environmental releases, and other events as the cost of doing business and inevitable. This cultural mindset continues to this day. Real safety performance and behaviors cannot be managed or produced by corporate safety programs, while active and latent hazards go unnoticed and unaddressed. The false sense of security that these “safety programs” encourage is evidenced by the continued occurrences of large-scale catastrophes. The dichotomy of a “safety culture” versus such events is clearly evident, yet the PI continues to focus on the same indices—all of which have little bearing on the cause of these events. Zero can be a goal, but it needs to be a realistic zero. For many organizations the mistake is not establishing Zero as a goal, the mistake is selecting the wrong Zero and then failing to support the organization in order to make Zero a reality. This paper examines the organizational policies and metrics of the PI with that of the single most reliable and safe organization in the world, which has achieved a safety record of ZERO incidents for its entire 65+ year history.

中文翻译：

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使零成为现实：选择和测量“正确的”零

自流程工业 (PI) 成立以来，这些组织的领导者已经将某种程度的火灾、爆炸、环境排放和其他事件视为开展业务的成本和不可避免的。这种文化观念一直延续到今天。企业安全计划无法管理或产生真正的安全绩效和行为，而主动和潜在危险却未被注意到和解决。这些“安全计划”所鼓励的虚假安全感从持续发生的大规模灾难中得到证明。“安全文化”与此类事件的二分法很明显，但 PI 继续关注相同的指数——所有这些都与这些事件的原因无关。零可以是一个目标，但它必须是一个现实的零。对于许多组织而言，错误不是将零作为目标，错误是选择了错误的零，然后未能支持组织以使零成为现实。本文将 PI 的组织政策和指标与世界上最可靠和最安全的单一组织进行检验，该组织在其 65 多年的历史中实现了零事故的安全记录。