As the process industries experience the “great shift change,” developing the next generation of leaders requires more than technical competence. It demands ethical courage and the ability to influence others to uphold process safety under pressure. This paper explores how ethical decision-making and leadership behaviors can be intentionally developed through structured case-based learning derived from real engineering failures.
Is our industry addressing the problems facing it today? We idealize infinitesimally small event rates for highly catastrophic hazards, yet are we any safer? Have we solved the world’s problems? Layers of protection analysis (LOPA) drives hazardous event rates to 10-4 per year or less, yet industry is still experiencing several disastrous events per year. If one estimates 3,000 operating units worldwide and industry experiences approximately 3 major incidents per year, the tr
