Andrew Pervis made two suggestions for how steel companies can improve their safety management.

One is to focus on potential serious injuries and deaths (PSIFs). Even in the absence of serious injuries and fatal accidents, insist on asking such questions after the accident—“Does this accident cause serious harm?” If the answer is yes, then The accident was investigated and dealt with as serious injuries and fatalities.

The second is to pay attention to process safety management. Process safety is a combination of engineering and management skills. Well-known examples of process safety management include the British Petroleum Company's Deep Sea Horizon accident in 2010 and the Bangsfield Oil Depot explosion in the United Kingdom in 2005. After the “Deep Sea Horizon” accident, BP pledged to invest $500 million over 10 years to study the environmental impact of the incident and co-sponsored the Gulf of Mexico Research Initiative with the Gulf of Mexico Alliance. The investigation of the Bangsfield oil depot explosion fire accident lasted for two and a half years, and the UK Health and Safety Executive (HSE) successfully sued the operators of Bangsfield. At the end of the trial, the HSE Director of Hazardous Facilities (HID) asked three questions to the high-risk industry – “Do we know what will happen?” “We know what obstacles and systems can prevent this from happening. "Do we believe that the obstacles and systems we have developed can work effectively?"

“The management of all steel companies must ask themselves these three questions. If they find that they are facing these three questions and cannot answer 'yes' with confidence, then take action until they get a positive answer.” Andrew Pervis stressed