Process Safety Engineer

Niron Magnetics, Inc.•Minneapolis, MN

17h•$130,000 - $165,000•Onsite

About The Position

Niron is scaling a first-of-its-kind manufacturing technology, and process safety has to scale with it. This role is a rare opportunity to help shape the PSM system behind a new material platform as Niron moves from Pilot operations into Plant 1, our first major scale-up manufacturing facility in Sartell, MN. You will not be starting from a blank page. Niron already has active PHA, MOC, PSSR, and related process safety practices in place, along with current Process Safety technical staff. The opportunity is to help connect, mature, and scale that foundation so PSM work is easier to see, easier to own, and harder to lose as work moves from design and change through plant commissioning, Pre-Startup Safety Review (PSSR), startup, and operations. This is a hands-on process safety program role. You will participate in PSM technical activities and work with existing Process Safety technical staff and functional owners to build the cadence, visibility, action item follow-up, and escalation routines that keep the broader system moving. Just as important, you will help build a process safety culture where hazard recognition, near-miss reporting, and stopping work are shared values — not compliance obligations. Niron's process safety program operates within the framework of OSHA's Process Safety Management standard (29 CFR 1910.119), EPA's Risk Management Program requirements, and applicable Minnesota (MNOSHA) regulations. The role covers process safety for chemical and high-hazard manufacturing operations across Pilot and Plant 1, including hazardous material handling, reactive chemistry, and associated process equipment involved in Niron's Iron Nitride production process. This role currently supports Pilot and Plant 1, with an explicit mandate to build templates, routines, and governance practices designed to scale to future Niron manufacturing sites as the company grows. This is a multi-site program-building role, not a single-site compliance position.

Requirements

7+ years of process safety experience in chemical manufacturing or another high-hazard process environment.
Strong working knowledge of OSHA PSM, 29 CFR 1910.119, with hands-on experience applying core PSM elements in an operating plant, such as PHA or other risk assessments, MOC, PSSR, safeguards, incident learning, audits, or critical-control verification.
Experience leading or owning PSM program execution, element governance, or related process safety management systems in a regulated or high-hazard environment.
Demonstrated ability to translate technical findings and unresolved risks into accountable actions, documented decisions, evidence-based closure, risk-based priorities, and escalation when needed.
Demonstrated experience embedding process safety into how teams design, change, start up, and operate equipment through clear ownership, field verification, disciplined follow-through, and organizational learning—not just administering a PSM program.

Nice To Haves

Bachelor's degree in Chemical Engineering, Mechanical Engineering, Process Engineering, Occupational Safety, EHS, or a related technical field. Equivalent highly relevant process safety and chemical manufacturing experience may be considered.
Professional certification such as CCPSC (Certified Chemical Process Safety Certificate), CSP (Certified Safety Professional), or a relevant PE license.
Experience with PSSR, startup readiness, plant commissioning, operational readiness, or transition-to-operations support in chemical or high-hazard manufacturing environments.
Experience with mechanical integrity or critical control verification, process safety audits, incident investigation, contractor interfaces, training readiness, PSM metrics, or PSM software/workflow tools.

Responsibilities

Connect PSM structure and visibility: Help translate existing PSM and plant readiness deliverables into a clear operating rhythm by keeping owners, timing, dashboards, leadership updates, and escalation paths visible.
Maintain visibility to PSM element health, priority gaps, aging actions, evidence needs, owner follow-up, and decisions requiring escalation.
Connect related PSM workstreams so Process Safety Information (PSI), Process Hazard Analysis (PHA), Management of Change (MOC), PSSR, training, safeguards, incident learning, audits, and contractor or project interfaces do not operate as isolated activities.
Track and report leading indicators (PHA action closure rates, training completion, safety observation trends) alongside lagging indicators and use both to reinforce — not undercut — the culture goals above.
Build a Process Safety Culture: Help champion process safety as a shared value, not a checklist — building trust so hazards, near-misses, and weak signals are surfaced early and without blame.
Model and reinforce a "stop work" mindset, and support operators and technical staff in exercising that authority confidently.
Recognize and reinforce good process safety behavior, not just corrective actions after the fact.
Participate in PSM technical work and translate risk into follow-through: Participate/facilitate iPHAs, MOC risk reviews, PSSR reviews, action item development and resolution, and safeguard discussions.
Support MOC and related change governance by making sure technical concerns are assigned to the right owner and followed through to an action, decision, documented closure, or escalation. Build and maintain a clear governance process for process safety-related action items, including owner visibility, aging, closure expectations, action quality, evidence quality, and escalation.
Partner with other technical Process Safety resources and functional owners while preserving the right boundaries for final technical decisions and field execution.
Participate in safety-by-design reviews during capital project design phases (e.g., front-end engineering design) so process safety is built into Plant 1 and future site design decisions rather than retrofitted after the fact.
Support readiness, field verification, and scalable practices: Spend meaningful time in the field to understand plant reality, observe where documented controls meet real work, and help surface weak signals before they become late-stage readiness problems.
Support practical verification routines for critical process safety controls, safeguards, readiness conditions, and change commitments.
Identify process safety lessons from Plant 1 readiness, commissioning, startup, and early operations that should be applied more broadly, and use them to improve PSM standards, workflows, and governance for future Niron sites.
Support PSM-related contractor coordination during design, construction, and commissioning, including contractor expectations, role clarity, required documentation, and alignment with Niron’s Process Safety Elements.
Partner with Pilot and Plant Operations Toward Shared Goals: Build a close, trust-based partnership with Pilot and Plant 1 operations leadership grounded in shared goals — safe, reliable startup and operations — rather than a compliance-versus-production dynamic.
Co-develop readiness milestones and success criteria with Operations so process safety expectations are understood and owned well before and through startup.
Stay closely connected to day-to-day operational realities so PSM guidance reflects how work actually happens on the floor, not just how it's documented.
Own Training Visibility and Follow-Through: Maintain visibility into process safety training requirements, completion status, and readiness gaps for operators, technical staff, and contractors.
Partner with technical staff and Operations to ensure training content stays current with PSM element changes, incident learnings, and startup readiness needs.