英荷壳牌石油公司HSE文化.pptxVIP

会计学1 2Judging our Safety performanceHow would you describe your safety performance?Can this be solely based on incidents reported?Can you test the level of reporting on your sites?Is there a “healthy” ratio of minor incidents and events to more serious occurrences?Are we surprised frequently with a pattern of relatively “safe” periods interrupted by a surprising incident?Are you seeing year on year improvement in parallel with an improved reporting culture?第1页/共19页 3The Safety Journey – where do you want to be? GenerativeProactiveCalculativeReactivePathologicalIncreasinglyInformedIncreasing Ownership,Trust/AccountabilityAdapted from BP’s Safety Culture TeamAssuming that intervention is only required when big things go wrongCapturing a lot of data but not making early interventionsActing on lagging indicatorsUsing the right engagement and data to make early interventionsSafety is held as a value . The way business is run. Deeply owned by the line. Self correcting第2页/共19页 4The Bird’s Triangle – How outcomes relate In many cases, Leadership reviews HSSE performance by assessing lagging indicatorsThese show incidents which have occurred, injuries sustained and losses which have resultedThese are outcomes. Reactions to these, though important, are like reacting to a stock market change rather than predicting the change to protect investmentsBird’s triangle does help, however, to determine the health of our incident reporting process by comparative ratios of incidents.Medical RecordableNear Miss – incident occurredFirst AidLost Time/ DAFWC Fatality第3页/共19页 Beyond the tip - signs of emerging risk trends Leader site visits; Leader Audits/conversationsPermit to Work audits; JSA Audits ; HSE TrainingSafety Critical Equipment PM; PM backlogsClosure of actions - investigations; audits; hazidsSafety Observations; Proactive Near-Miss reportsThese are the outcomes we try to avoid see theRiskReading the signs of emerging risks FatalityLost Time/ DAFWCMedical RecordableFirst Ai