HSE的演变 陈俊仰翻译.pptVIP

Title of Presentation HSE的演变 41_85 44_85 45_85 47_85 49_85 50_85 52_85 19世纪~1980 ~1980 ~1990 ~1990~20世纪中期 20世纪中期~目前 特别 工程 系统 行为 个人业务 只满足最小的要求 规则的出现 工程标准 特殊的设备 安全计划 完整的安全系统 良好运营的出现 善于关注文化 重新聚焦行业领导者的水平 过程安全管理 2015.10 5 A HSE culture framework 2015.10 过程安全管理 6 题目 每个人 监督人 经理/管理者 标准 遵守规则 信守承诺 树立高标准 交流 无保留的说出 鼓励团队 公开交流 风险管理 留心的 增强风险意识 面临的风险 包含 参与 团队参与 职工参与 2015。10 过程安全管理 7 HSE behaviours 2015。10 过程安全管理 8 谁的行为会造成影响？ 每个人 主管人员 管理者/主管 当我不适合去工作时，向我的主管传递安全的担忧 寻找和倾听我的团队的安全建议，担忧和主意 及时按照安全的关注行事，在必要的地方寻找管理支持 确保有效的通讯系统持续可用，为人们提升人身安全，过程安全以及对于工作关注的适合性 对职工提出的安全方面的担忧提供及时，诚恳的反馈 倾听职工提出的安全关注 Important to note that time periods are generalised for the purposes of the illustration. Some companies will transition through the phases well before others. The Majors are typically ahead along the curve. WARNING: This model assumes that engineering systems have been addressed – not always the case ! Possible 5th dimension – TECHNOLOGY Objective: To explain the reason that Woodside is focused on improving health and safety behaviours and safety culture. Key points: Over time large improvements in safety performance have been made through: improved ‘Plant’ – hardware and design improved ‘Process’ – procedures and safety management systems However, the industry’s (and Woodside’s) safety performance has levelled out with little significant change being achieved over the past few years. Several sources (e.g. recent and repeat incidents, an external review of our integrity management by industry experts in 2006, Production safety perception survey findings, and other informal feedback) all suggest that we need to focus on the “human factor” to improve our safety culture, which includes the behaviour of everyone at Woodside. Provide some of your own observations on Woodside’s health and safety performance that support the need to focus on human factors and improve our safety behaviours. In the past we may not have been clear on what health and safety behaviours we