HSE管理体系概述与文化.ppt

* * * * * * “Structure is the framework that supports the process. Structure is also an organized effort. The BSP is structured to accomplish both aspects.” “Imagine that you are working in the middle of the night with no one else nearby. There is only one person who can make ultimate decision on your safety…you!” “We believe that self-discipline skills can be increased. Many of the tasks in the Safety Process are viewed as being forced. Most of you will eventually do an Accident Predictive Technique or APT. At first it may be difficult but when you do it again, it’s a little bit easier. The process forces these activities and helps you to build habits.” “As I build a habit, it starts to become an individual value. As we get more people with those individual values, we start to build a better culture. And the overall culture is what we’re really trying to establish.” [Leader – Use this story or your own illustrate point.] Think about using a seat belt. Some folks are or were resistant to seat belt use or the would simply forget to buckle up. If they are forced to use their seat belt it starts to become a habit. Eventually, they buckle up without thinking about it. As they accept seat belt use as part of everyday life it becomes an individual value. When many people have this value, it becomes part of the culture. Wearing a seat belt is expected and accepted. SHOW OVERHEAD SLIDE 衡量的尺度 原始型 监督型 投入型 文化型 学习型 在领导看来谁是肇事者； 处罚个体，并确信事故是工作中不可避免的； 事故涉及的人员将对事故负责。 个人有努力减少事故的意愿。 认为事故发生是自己运气不好。 高一级的领导会认为下一级管理者没有尽到责任 机械故障、维护不当，人员不负责任被看作是事故的原因； 曾为避免事故付出努力； 事故责任是因为“体系”有问题。 管理者在事故调查时考查了整个HSE体系，包括过程和计划；承认管理者也要承担一定责任。 责任不是焦点； 在评估每个人的责任时，管理者接受他们应负的责任； 全盘考虑体系的完整性及相互作用。 对待事故的态度和处理方式 衡量的尺度 原始型 监督型 投入型 文化型 学习型 HSE管理部门的规模、地位和作用 没有HSE部门 HSE部门是一个摆设，主要是应付上级要求； HSE管理合在生产或经营管理部门，是部门的次要业务。 HSE部门很小，没有权力； 部门的人员属安置型，没有多少培养前途了； HSE人员是生产等部门的附属，想起来就用的着 HSE部门只充当警察角色。 HSE人选非常重要，资历、能力强； HSE部门很大，有一定的权力和地位，但工作以统计和调查事故为主 HSE经理的报告有一定的权威性。 HSE被看作是一项重要工作，给有培养前途和预备重用的人去做 HSE的建议深受重视； 所有高层领