<h2>Why This Question Matters</h2>

<p>CCPS RBPS gives organisations a strong way to think about process safety. It supports risk-based decision making, leadership ownership, and a systems view of major hazard control.</p>

<p>Done well, it creates the right intent.</p>

<p>But intent is not the same as evidence.</p>

<h2>Where Confidence Can Become Fragile</h2>

<p>In many organisations, RBPS is understood, referenced, and embedded at a high level. The framework exists. The language is familiar. The programme looks structured.</p>

<p>But when you move closer to the operation, things can become less clear.</p>

<p>Expectations vary. Documentation may be inconsistent. Roles are sometimes assumed rather than defined. Assurance can rely too heavily on belief, experience, or previous audit results.</p>

<p>That is where confidence starts to become fragile.</p>

<h2>What EI PSM Brings Into Focus</h2>

<p>EI PSM does not replace RBPS. It brings a different type of scrutiny.</p>

<p>It asks whether process safety arrangements are clearly defined, consistently applied, and capable of being demonstrated through evidence.</p>

<p>That distinction matters. It shifts the conversation from “Do we have a framework?” to “Can we prove the system works?”</p>

<h2>From Framework to Demonstration</h2>

<p>Take areas such as safe work control, operational monitoring, management of change, competency, or emergency preparedness.</p>

<p>Under RBPS, these are recognised as critical parts of a strong process safety programme. Under EI PSM, they are tested through clearer expectations that can be reviewed, challenged, and evidenced.</p>

<p>This is where some organisations discover that their framework is stronger on paper than it is in practice.</p>

<h2>The Real Risk</h2>

<p>Process safety failures rarely happen because an organisation had no framework at all.</p>

<p>They happen when there is a gap between what the system says should happen and what actually happens under operational pressure.</p>

<p>That gap may sit in handover, permits, isolations, maintenance deferrals, competence, change control, or leadership assurance. Individually, these weaknesses can look manageable. Collectively, they can weaken the entire system.</p>

<h2>A More Useful Question</h2>

<p>The real question is not whether your organisation follows RBPS, EI PSM, or another recognised framework.</p>

<p>The better question is whether your process safety arrangements can stand up to structured review, operational challenge, and evidence-based scrutiny.</p>

<p>If they can, the framework is doing its job.</p>

<p>If they cannot, the issue is not the framework. It is the gap between design and execution.</p>

<h2>How RedRisks Can Help</h2>

<p>The <strong>RedRisks EI Process Safety Management Gap Analysis Tool</strong> has been developed to help organisations systematically review their arrangements against EI PSM expectations, identify gaps, and prioritise practical improvement actions.</p>

<p><a href="https://www.redrisks.com/product-detail/ei-process-safety-management-gap-analysis-toolkit/14040/" target="_blank" rel="noopener noreferrer">View the EI Process Safety Management Gap Analysis Tool</a></p>

RBPS builds confidence. EI PSM tests it. The real question is whether your systems stand up to structured scrutiny.

You Passed CCPS RBPS. Would You Pass an EI PSM Review?

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You Passed CCPS RBPS. Would You Pass an EI PSM Review?

You Passed CCPS RBPS. Would You Pass an EI PSM Review?

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