國(guó)外企業(yè)安全管理資料

1、國(guó)外企業(yè)安全管理資料國(guó)外企業(yè)安全管理1. BP職能化的安全管理機(jī)構(gòu)總經(jīng)理工廠廠長(zhǎng)供應(yīng)采購(gòu)經(jīng)理銷(xiāo)售經(jīng)理運(yùn)作經(jīng)理財(cái)務(wù)經(jīng)理安全顧問(wèn)人力資源顧問(wèn)信息技術(shù)顧問(wèn)? 職能部門(mén)向總經(jīng)理匯報(bào)，但同時(shí)向直屬上級(jí) 報(bào)告，業(yè)績(jī)主要由職能上級(jí)考核? 職能部門(mén)具有相對(duì)獨(dú)立性? 不同成員公司安全人員形成一個(gè)網(wǎng)絡(luò)，會(huì)承 擔(dān)一定上級(jí)的任務(wù)2. 道達(dá)爾佛山工廠組織架構(gòu) : 134 人2010 年 道達(dá)爾中國(guó) 安全業(yè)絨死亡事孜致殘事故百萬(wàn)工時(shí) 損失工時(shí)手故率百萬(wàn)工時(shí) 可記錄零故率道達(dá)爾員工001212.41道達(dá)爾承包商0000.41道達(dá)爾員工及承包商000 982.04道達(dá)爾石化佛山工廠道達(dá)爾石化佛山工廠以連續(xù)八年保持員工 和*包

2、商的零傷亡記錄，成為集團(tuán)安全生 產(chǎn)的最佳示范案例。至今，道達(dá)爾石化中 國(guó)保持連續(xù)八年無(wú)事故，相當(dāng)于3SOQOOO 工時(shí)無(wú)事故。道達(dá)爾集B0可圮錄工傷 (毎百萬(wàn)工惟小時(shí))道達(dá)爾石化佛山工廠采用了現(xiàn)代安全肯理 體系。經(jīng)驗(yàn)證，該廠已達(dá)到國(guó)際安全評(píng)估 體系(ISRS)9級(jí)水平(總共10級(jí))，最大程度 確保了承包商和員工的安全工作環(huán)境。此 夕卜，道達(dá)爾的員工還定期接受健廉和安全 意識(shí)方面的培訓(xùn)，包括年度消防演習(xí)、應(yīng) 急預(yù)案、危機(jī)管理苓。S.1録益于對(duì)僅康與安全的玄規(guī)，道達(dá)爾石化 曾榮獲多項(xiàng)殊榮，包括；“佛山市安全生產(chǎn) 管理A級(jí)企業(yè)獎(jiǎng)(2009)，以及自2005年 以來(lái)先后四次獲得的安全生產(chǎn)和消防先 進(jìn)單

3、位o道達(dá)爾石化佛山工廠還在2005 年及Z010年分別獲得集團(tuán)頒發(fā)的杰出安道達(dá)爾佛山聚苯乙烯工廠道達(dá)爾佛山聚苯乙烯工廠充分體現(xiàn) 了適達(dá)爾的安全文化o多年來(lái)，該 廠一直是推行職業(yè)安全最佳實(shí)踐的 典范。Z011年.該廠成為全球范 圍內(nèi)獲得矢團(tuán)安全獎(jiǎng)的兩家子 公司之一.表彩其対條團(tuán)黃金法 則的有力執(zhí)行。戡至2012年7月底，該廠創(chuàng)下了連續(xù)474萬(wàn)小時(shí)無(wú)工傷的安全紀(jì)錄。3.杜邦計(jì)劃與活動(dòng)應(yīng)急準(zhǔn)備工藝安全工作外安全駕駛安全典型的常設(shè)分委員會(huì)安全觀察事故與傷害調(diào)查規(guī)章制度和操作程序職業(yè)健康臨時(shí)性的分委員會(huì)實(shí)施新的規(guī)范協(xié)調(diào)全廠安全規(guī)定的一致性，等等進(jìn)行特定安全問(wèn)題的研究4. 廣本廣州本田汽車(chē)有限公司交通、防

4、火、生產(chǎn)安全委員會(huì)機(jī)構(gòu)圖5. ABBGroup Function Sustainability AffairsExecutive Committee Sustainability BoardExecutive Committee MemberSupplier SustainabilityDevelopment ProgramDivisional and Product GrwpHealth, Safety &EnvironmentSecurity/CorporateCrisis ManagementResponsibilityReporting and assuranceHSE Advisor

5、s1HSE Advisors in RedonsCorporaie Secuiity Managers in RegionsCountry Sjstainabitty and HSE SpecialiseCoirtr Seeurry & Criss Ccordinatcrs NeMon1Local HSE OfficersInjures, lost days, diseases and fatalities2013-2012*20112010Employee work-related fatalities.O1O1Incident rteOO OlOOOIEmployee work*relat

6、ed serious injuries40222215Incident rate0.27.160.18.13Empioyeo bcjsiriedS travel fatalities0102Incident rate00 010002Employee bejsiness travel serious injuries4035Incident rate000.020.04CocilradcM work-fukituKJ ralalitiws72O2Contractor worker elated serious injuries20201616Contractor business travel

7、 fatal tiesOOOMembers ol the public tatalitiGS1OOEmployee lost days due to industrial Incklents010.S9110.3459.47B8.3C2Employee occupational health diseases1010713Employee total recordable incident10.9413 0413.171348Employee kst lime irickient rale4 704 805 706 80TX ndiutors Employee wortc-feinted fa

8、ttaMies. Employee Mvork-irelated serious inpuries and incident rate. Employee tost days due to andustrial iocidentx Employe total recxMdafc*e ineQenq rate and Employee las* fiime ineidem rate ineftude data frem T homss 叢 Betts a company acquirecl Dy ABB during 2012.data do not indude incidents from

9、Thomas 4 Betts. & company Acquired by ABD during 2012. Data indoMs incidents tt happened st workplace (ABBojsterner srter prefect sS0|.6. ACCO每個(gè)職位的職責(zé)看原文）-JagoCMMe7Oae5odMoaG3-*n soeg m d7 cn niuna茍dC|d9 IIIL口QSafetyNurnbtr of 怡taliliesEmployeesUtherLTIFR (per 2WX1Q0 mian bouTTRCFR |mf 200,000 rniSn

10、haurlNm prcsecUionsOSCN巴心 qEnLI 03 王ELOZ二霑 Idrenl Ml bupp愛(ài) UXQ -5UEld U.21UE u41n_ucs4m PM芯一 diuoa dE41PE!ncloluallj繪 dMls呂二富S6J2sunbojHa *譽(yù)ukxo 芒書(shū) 一孟爲(wèi)*U 筆affd&ua&J*uu4a芝atj 和 Q 6m paj=baj mq 著 Ewnxlmjcdj JLhiqMart巴rc匸匸匸UP- puEJg2*5QLJE iansa-芒3#5oEhnoluauEMEZEa6 m E. 也呂 Mzl 屁 Loi- ELac址芒 口世巴星 Elue-

11、 .BsE PE豈EQwuo-qq 方CQ j 0 .JSnd-nQ4U-Td AACIlgcpptj* PCE wc尋一u. 5COUJ 0二TlJA一為 E piiu崔 BaUJ 一 Eps.a.Nnpp_=iL1J55 工CLluz c 二aJ&J5rlo -巴 g上 OJJntAad 益 . ktt30=口二盲一星 nbe 毎 LgcWE 芒 PE 黑MguadulaJcmj&d 呂 pum 礙臺(tái) Lfl一 #巴2!昌5IM paJEdE 口C1E c- paEeaLap Hdp 匚 e Hdoa-08電UEEJQ4J曲aELO2013 target10 psr 匚emt iimpru

12、vemenl oil best ever total recordablefrequency rateITRCFRII and a LI-injury frequency rateIA1FRIZSW LTI$lP&flormance言 ESCN2 一 qpl(oml)燕叵LFig 3： AMEC governance overviewBoardThe board has ownership of tie global policiesBoard committeesSupport the board in its work wth specific review ar)d oversights

13、aJnp(DDOJd puesoo二 od 6u=eod。sonp(Dued XJepueuJAudit committeeProvides independent scrutiny of the companys financial and non-financial performance, risks and audh functionsEthics committeeAssists the board in upholding AMECs core value of integrityNominations committeeIdent fies and makes recommend

14、abons concerning the composition of the board and that of its committeesRemuneration committeeAimsto attract and retain good management and to incentivise them to create shareholder valueGroup management teamResponsible for implementation of the global policiesChief ExecutivePrimarily responsible fo

15、r running AMECs businesseswith the objective of creating shareholder valueManagement committeesDeal general with more operational mattersShare allotmentPensionsand retirement benefitsRiskHSSE reviewCorporate transactionsTender reviewSEyod-Sqo-CDBusiness UnitleadersChief FinancialOfficerFunctionallea

16、dersiiiiiiiiFig 9： AMEC Way Management Systems (HSSE Function)AMEC HSSE Policy (globalHSSE Managemenl Arrangements (global) Beyond Zero HSSE Strategy IgloballRegional& FunctionalHSE & Security Standards IgloballCommon ProcessesHSE section of project management plan Security and Emergency preparednes

17、s plansProduct & Project Execution PlansAMEC Technical IPRF”卩卜.引小貼工aux.Fig 10： Immediate causesAU injury incidents36%High potential incidentsLost time incidentsI Procedures eg PTW. Method Statements etcI Use of tools, equipment or materialsI Use of protectwe methodsI Human actionProtectwe systemsI P

18、rotective systemsI Unantiopated exposure toWorkplace environmeM / layoutTable 17： Safety performance frequency rates per 200,000 hours worked20132012201120102009Lost time inodent frequency rate LTIFR)0.040.530.040.060.04Total recordable case frequency rate ITRCFRI0260.380370.42Q.44All injury frequen

19、cy rate AIFR1.562363.123.54aFig 11： Key categories of high potential accidents in 20134Fig 12： Lost time incidents Root causeBehaviourSkHl levelCompetnce/Training/KnoMlge tranterPlanningStandards and processesRisk managenoentLearning from expenenceFig 13： Total recordable cases - Root cause1% 2% 2%

20、2% 1% 2%Purchasing, maceral handling& matenal control| PUnrng| Work equxnentStandards and processes| Communcation| Learning from experienceRiskMonitor and review PhysKdl capabilityI Physical corxlition Mental capabtJlyMental stress| Behaviour SkillMlCompetence/TraonKnowledge transferSafety leadershi

21、pEngineering/Design/Comissioningosjqj_ 匚ZU5V6也逼H 15L4J0BU _-l/PUEH 寶善/wq/ptp-no-c=5yulvxft _ucv Jol=tlo 壬二-:.二.-二:.二叮- cQEOahuE$一貫LIELLKO SMsmjd pu 履PJT punvl ?/ICE ttwe 歸 rvHTd 0 品gQ, Emuo 占 i*LLUIO2Jbutl/6u 一por nillion working hOLrsL&a tinnd njLna 営魚(yú)cm Jo_BQ punalojjhbs0.0 089 Pape 9599%56%Page 9

22、7Transportation accidents per 10,000 shipments (Reduction compared with baseline2003: -61%)Baseline20032008200920102011201220130.S69.貝克休斯Enterprise employee injury/illness performance We achieved a 14% reduction in 2013 Total Recordable Incident Rate (TRIR), surpassing our 10% goal for the year. Alt

23、hough 66 fewer recordable incidents occurred than in the previous year, 580 employees still suffered a recordable injury. In addition to successfully lowering our TRIR, we achieved an 18% reduction in our Days Away From Work Case Rate (DAFWCR). Our key HSE performance metrics continue to outperform

24、the International Association of Drilling Contractors benchmark, and are in the top quartile across the industry (Fig. 2).Our loss control triangle (Fig. 3) shows that employees submitted 487,060 observations in 2013, a 20% increase year-on-year. This increase correlates directly with our improved s

25、afety and environmental performance.Injury/illness data analysisFigs. 4 and 5 illustrate the top five injured body parts and the six most common types of injuries sustained in 2013. Hand and back injuries continue to be the most frequent body parts affected. Combined, these injuries constitute 44% o

26、f the recordable injuries for the year (Fig.we4). Although sprains and strains continueto be the most prevalent type of injury,occurred facility. 82% ofat the wellsiteTogether thesethe recordableexperienced a 14% reduction compared to 2012 and 31% compared to 2011 (Fig. 5). Recordable injuries predo

27、minantly or at a Baker Hughes locations accounted for injuries (Fig. 6).Transportation safetyOur transportation safety performance improved last year. Our recordable Motor Vehicle Accident frequency improved 4%, and our overall accident frequency rate (all severity classifications) decreased by more

28、 than 9%. While these are very encouraging results, we still have many opportunities for improvement. As in the past, the majority of our recordable accidents were due to a combination of factors,and weatherbut excessive speed for roadconditions, improperfollowing distance, poordriverawareness of su

29、rroundingsandinconsistent journeymanagement practicescontinue to be our most frequent contributors,reflecting the need for continued training and strong oversight programs.we completed a program strategyTo address these issues, thorough driving training addressing not only the Baker Hughesspecific d

30、river training components (core defensive driving), but also driver trainers and assessor (Transportation Trainer and Assessor Certification Course). Further support for these two programs will come with the introduction of the Transportation Safety Management Leadership Program in Q1 2014. All thre

31、e programs will also be introduced globally. And, we have initiated plans to pilot a state-of-theart driving simulator.10. 福陸11. 哈利伯頓During 2013, we achieved a strong safety performance with a 26 percent decline in injury rates. This is one of the greatest yearover-year improvements we have ever see

32、n, and it speaks to the dedication, all across our organization, to ensure that everyone returns home safe.Key Achievements? As we continue to work toward our ultimate goal of ZERO, we reduced our total recordable incident rate (TRIR) to 0.59 in 2013. This represents our best performance, and a 70 p

33、ercent decline, since the Company began keeping consolidated records in 1999. Our 2013 lost-time incident rate (LTIR) of 0.14 represents our best performance, and an 86 percent decline, compared to 1999.? We reduced both the volume of spills and our carbon footprint in 2013. Additionally, we enhance

34、d our comprehensive chemical index and continue to advance our emissions reducing dual-fuel technology.? We completed a full update of our corporate health, safety and environmental standards. These standards define the minimum expectations for the control of an HSE activity or system, and serve as

35、a bridge between regulatory requirements and Halliburton s operations.Fatalities per yearTotal Recordable Incident Rate per 200,000 hours wortedLost-Time Incident Rate per 200,000 hours workedNear Miss Incident Rate per 200,000 hours workedRecordable Vehide Inodent Rate EOOOQOO 展 traveledTotal tnvir

36、onmei Incident Rate per 200,000 hour worked0.99 0.80 059 01035 026 0.U 026500 5.00 4.72032 030 0.50094 1.04 1.07翻 III ii u n Contractor Employeen 1213 Intem&tional Association of Doling Contnctors (IADC) industry averagen tt 13 IntemabonJ Assooatiofl of Driiing Contractors (IADC) industry AveiA|e11

37、uu111213n u uIncidentHigh-PotentialU.S. HazardousNorth AmericanNorth AmericanTotal VolumeCausal FactorsIncidents per YearWaste Managed forDectriaty UsageNatural Gas Usageof Spillsfor high-potentiaJfor hi-potentialAnal Disposalshown in millionsshown in MM BTUin cubicHSE incidentsHSE incidentsshown in

38、 tonsOf kWh159 E3 135 80II.447 448 S51nl14290164 1335.90 3219 :II373.T17068 0590 080III678 613 452IIniiiniiiiiiiin u i31113_ T7 = = 7 = - 7T _ 7V加(porVflcnMtesIlost Th* Inry RrI(per Zk Hrs)1.4(HOJO-j030-070*ccrdMR Irtury(Oor200kH5)2J0-2二 ON6O0ZSOON9O0CMKWZcoo*002O8W scllCMOZSOON900CMCDOZL002OOOCMAsi

39、oz二 ociOWECMWOE900*ooz80LOONQ8n12. 霍尼韋爾HSE Structure and Responsibility1. APPLICABILITY1.1 This standard applies to all Honeywell organizations and majority owned subsidiaries worldwide.2. OVERVIEW2.1 An organization HsS E Management System will only be as successful as the level of commitment demon

40、strated by its leadershipand employees. One important method used to gain and maintain high levels of commitment is the establishment of specific HSE roles and responsibilities throughout the organization s structure. Operational controls are designed to manage HSE aspects, risks and obligations but

41、 controls are only as good as the individual efforts to implement and maintain those controls. Establishing clear roles and responsibility for the management system and resulting controls will help the organization implementits management system, sustain control over its HSE aspects and drive commit

42、ment throughout the workforce. This standard will help organizations implement and maintainan effective HSE management system by establishing clear lines of responsibility and accountability.3. DEFINITIONS3.1 Definitions for underlined text are found at the end of this document.4. REQUIREMENTS4.1 Th

43、e organization shall identify and documentHSE roles and responsibilities necessary to establish and maintain an effective HSE management system. Roles andresponsibilities must be established for all employees including the following organization levels:s HSE4.1.1 Those who manage activities that hav

44、e or could have an impact on the organization performance, including Senior Leadership, managers, supervisors and functional HSE leaders4.1.2 Personnel who perform tasks and activities that have HSE risks or are included in the organization idesn tified significant aspects, including employees and c

45、ontractors4.1.3 Personnel who verify HSE performance for the organization including those performing audits, self-assessments, inspections and monitoring activities4.2 The orga nization sse nior leader is ultimately responsible and accountable for HSE performance and the performance of the HSE Manag

46、ement System. The organization sensi or leadership shall appoint a specific management representative who, irrespective of other responsibilities, shall have defined roles, responsibilities and authority for ensuring that the HSE management system requirements are established, implemented and mainta

47、ined. This requirement shall be achieved by appointing one of the following individuals:4.2.1 The organization sse nior leader (self-appointed)4.2.2 A direct report to the organization senior leader4.2.3 A management representative with direct and regular access to the senior leader for the purposes

48、 of communicating and driving the HSE management system4.3 Roles and responsibilities must be assigned for all activities of the HSE Management System (e.g. operational controls, managementprograms, HSE procedures, objectives, training, etc.).4.4 Operational Controls must include assignment of respo

49、nsibility for control (procedure, etc) requirements. Where possible, responsibilities shall be assigned to the individual(s) that have authority and responsibility for the operation, activity or risk to be controlled.4.5 Those assigned specific HSE responsibilities must be at a level in the organization where they have adequate authority, resources and operational knowledge to successfully carry out their responsibilities.4.6 HSE performance expectations must be included and documented in the performance management process for all ind