HSE实施挑战和应对策略教材(-36张)课件.ppt

1、Presented by:Stuart XIECentre of ExpertiseFacilities Management Business UnitSodexo Greater ChinaHSE 管理的挑战及管理的挑战及应对策略应对策略 Feb 24 20120.SPACESAFETY安全安全 Site emergency arrangements:PURPOSE目的目的 Introduce and share Sodexo China the journey of HSE system construction AGENDA议程议程 自我介绍自我介绍 HSE简介简介 HSE与业务绩效与

2、业务绩效 建立一个基于动态风险管理的建立一个基于动态风险管理的HSE管理系统管理系统 可见的领导力可见的领导力 问答问答CODE OF CONDUCT行为规范行为规范 Questions,just askEXPECTATIONS期望期望 Share your opinion Enjoy the meeting!Safety in everything we do 谢天良，谢天良，Stuart XIE 15+年工作经验年工作经验13+年年HSE工作经验工作经验7+年跨国公司工作经验（中国石化、年跨国公司工作经验（中国石化、CH2MHILL、DNV、Sodexo）国家注册安全工程师国家注册安全工程

3、师国家安全评价师国家安全评价师美国安全工程师（美国安全工程师（ASSE）协会会员）协会会员美国化工工程师美国化工工程师(AIChE)协会会员协会会员1.自我介绍自我介绍380,000 PEOPLE34,000 SITESIN 80 COUNTRIES15.3 BILLION$21 BILLIONA Fortune 500 company,global leader in outsourcing FM services and catering Ethisphere Institute Recognizes Sodexo for“Real and Sustained Ethical Leader

4、ship”It is the 4th consecutive year that Sodexo ranks in the top 5 of the Global Outsourcing 100 and#1 in FM Sodexo was again listed in the Dow Jones Sustainability World Index and the Dow Jones STOXX sustainability Index(Europe)1.自我介绍自我介绍A long lasting and solid footprint in the high density region

5、s1995 CHINA OPENING15,000 PEOPLE650 SITES45 HOST CITIESRMB 1.3 BILLION IN REVENUES98%ORGANIC GROWTH90%SELF PERFORM1.自我介绍自我介绍A wide range of servicesFOOD SERVICESStaff restaurantCateringExecutive diningVendingTake outTrolley servicesLuncheon meal traySpecial eventLIFESTYLE SERVICES WellnessFitness ce

6、nterLifestyle coachingStudio managementMassages servicesHairdresserSalonConvenienceCompany storeConvenience storesService deskConcierge servicesBUSINESS SUPPORT SERVICES Admin support servicesReception,Helpdesk,SwitchboardMeeting room,Conference centerMailroom,Postal servicesReprographics,Print shop

7、LaundryTransportation/Fleet managementWarehouse managementInfrastructure support servicesCleaning(incl.specialized cleaning)Security(non armed)LandscapingGrounds keepingWaste management(incl.recycling)ENGINEERING SERVICES Electrical distribution managementMechanical&Electrical systemsPlumbingHVACHig

8、h voltage maintenanceUtility/Energy managementBMS managementHandymanSmall constructionProject managementFire protection sysytemsPredictive technologiesConveying equipmentsSecurity system/Access control1.自我介绍自我介绍Design?Manage?Deliver?A comprehensive approach to develop innovative workplace solutionsC

9、orporate servicesDesignManageFood servicesBusiness support servicesEngineeringservicesLifestyleservicesDeliverBeijingNanjingShanghaiGuangzhouTianjinBeijingBeijingShanghai(kitchen design)1.自我介绍自我介绍2.HSE简介简介 HSE：三个人，：三个人，三本书三本书Industry Hygiene:Bernardino Ramazzini（1633-1714）Disease of works(1700)Envir

10、onment:Rachel Carson(19071964)Silent spring（1962）Safety:Frank E Bird(19212007)-Practical Loss Control Leadership(1969)开始实施开始实施HSE前，作为中国燃气的管理者和前，作为中国燃气的管理者和HSE从业人员，请问我从业人员，请问我们自己们自己2.HSE简介简介HSE给企业带给企业带来什么来什么?为什么需要为什么需要HSE?3.HSE和业务绩效和业务绩效“百年中燃百年中燃”回答上述问题，请先回答回答上述问题，请先回答 我们的愿景意我们的愿景意味着什么？味着什么？我们的愿景是我们的

11、愿景是什么？什么？“可持续发展可持续发展”可持续可持续SUSTAINABLE发展发展DEVELOPMENT+可持续发展可持续发展SUSTAINABLE DEVELOPMENT3.HSE和业务绩效和业务绩效3.HSE和业务绩效和业务绩效鸿沟鸿沟3.HSE和业务绩效和业务绩效HSE业务导向 可衡量提供解决方案对业务的贡献贡献究竟多大给我方案决策者事故未遂600Incidents with no Visible Injury or Damage未遂事故未遂事故30Property Damage Accidents财产损失财产损失事故事故10Minor Injuries轻微伤害轻微伤害1Serious

12、 or Major Injury重伤重伤3.HSE和业务绩效和业务绩效15 to 501 to 3Injury&Illness Costs伤害疾病成本Property Damage Costs财产损坏成本Miscellaneous Costs其他成本3.HSE和业务绩效和业务绩效5501313.HSE和业务绩效和业务绩效开源节流 利润更良好的利益相关方的关系更良好的利益相关方的关系Better stakeholder relationship 更安全的工作环境更安全的工作环境Safer workplace有效的设施运行有效的设施运行Efficient Facility Operation 更低

13、的事故损失更低的事故损失Lower accident losses更少的抱怨更少的抱怨Less complaint 更低的合规风险更低的合规风险Lower Compliance risk3.HSE和业务绩效和业务绩效对业务的贡献对业务的贡献3.HSE和业务绩效和业务绩效Finance Performance财务绩效财务绩效Tangible有形Revenue 营收营收Expense费用费用Cash flow现金流现金流 Cost of Capital资金成本资金成本 Intangible无形Brand品牌品牌 Reputation声誉声誉Accident loss事故损失CSR企业社会责任CSR

14、企业社会责任可持续可持续SUSTAINABLE发展发展DEVELOPMENT+可持续发展可持续发展SUSTAINABLE DEVELOPMENT4.建立基于动态风险管理的建立基于动态风险管理的HSE系统系统Lack of ControlLack of Control缺乏控制缺乏控制Inadequate不足不足的的:Procedure 程序程序Standards标准标准Compliance执执行行Lack of ControlBasic Causes根本原因根本原因Personal Factors认得因素认得因素Job/System Factors工作工作/系系统因素统因素Lack of Con

15、trolImmediateCauses直接直接原因原因Substandard Acts/Practices次标次标准行为准行为Substandard Conditions次标准次标准状况状况Lack of ControlIncident事件事件EventLack of ControlLoss损失损失People人员人员Property财产财产Equipment设备设备Process工艺工艺Environment环环境境THRESHOLDLIMITCulturalFoundation文化基础文化基础Values,Principles,Vision and Common Goals价价值观、原则、

16、愿景和共同的目标值观、原则、愿景和共同的目标4.建立基于动态风险管理的建立基于动态风险管理的HSE系统系统Loss Causation Model损失控制模型损失控制模型600Incidents with no Visible Injury or Damage未遂事故未遂事故30Property Damage Accidents财产损失财产损失事故事故10Minor Injuries轻微伤害轻微伤害1Serious or Major Injury重伤重伤4.建立基于动态风险管理的建立基于动态风险管理的HSE系统系统4.建立基于动态风险管理的建立基于动态风险管理的HSE系统系统Identific

17、ation of work识别工作IMSECStandards建立标准Measurement建立衡量机制Evaluation使用衡量机制对照标准评估Commendation and/or Correction激励/纠正4.建立基于动态风险管理的建立基于动态风险管理的HSE系统系统IDENTIFICATION of workIEstablishing STANDARDSfor work performanceSMEASURING performanceto established standardsMEVALUATING workperformanceERefining communicatio

18、nsystem to enhancemotivationRefining systems toquantify resultsRefining and upgradingexisting standardsUpgrading existingprogramme andadding new elementsCOMMEND complianceCORRECT deficienciesCMAINTENANCE维护PROGRAMME GROWTH持续改进4.建立基于动态风险管理的建立基于动态风险管理的HSE系统系统Lack of ControlLack of Control缺缺乏控制乏控制Inadeq

19、uate不足的不足的:Procedure程序程序Standards标准标准Compliance遵遵守守Basic Causes根本根本原因原因ImmediateCauses直接原直接原因因Incident事事件件Loss损失损失1.Leadership,Accountability and Administration 领导、职责和行政领导、职责和行政2.Risk Identification and Assessment风险识别和评价风险识别和评价3.People,Training and Behaviours人员、培训和行为人员、培训和行为6.Communication and Promo

20、tion 沟通沟通和宣传和宣传4.Working with Contractors and Suppliers与承包商和供应商工作与承包商和供应商工作5.Service design,Operation and Delivery 服务服务设计、运营和交付设计、运营和交付7.Emergency Management应急管理应急管理8.Learning From Events 事件事件学习学习9.Assessment,Assurance and Improvement 评估评估、保证和提高、保证和提高4.建立基于动态风险管理的建立基于动态风险管理的HSE系统系统分枝分枝Sub branch-HSE

21、管理程序管理程序Procedures树叶树叶Leaves-工作工作指南指南Practices树枝树枝Branch-9个个HSE流程流程9 HSE Processes充满活力的风险管理机制充满活力的风险管理机制Robust Risk Preventive management mechanism苹果苹果Apple-HSE绩效绩效HSE Performance树根树根-HSE 方针方针Root HSE Policy4.建立基于动态风险管理的建立基于动态风险管理的HSE系统系统D&DHSE Baseline assessmentContract Termination-HSE AssessmentB

22、D-Proposal with HSE inputOperation-HSE Support/auditTransition-HSE Deliver plan-LOPhttps:/:8443/KMS/Sodexo/Login.aspx4.建立基于动态风险管理的建立基于动态风险管理的HSE系统系统600Incidents with no Visible Injury or Damage30Property Damage Accidents10Minor Injuries1Serious or Major Injury600Incidents with no Visible Injury or D

23、amage30Property Damage Accidents10Minor Injuries1Serious or Major Injury600Incidents with no Visible Injury or Damage30Property Damage Accidents10Minor Injuries1Serious or Major InjuryLack ofCONTROL缺乏控制缺乏控制BASIC根本原因根本原因IMMEDIATE直接原因直接原因INCIDENT事件事件LOSS损失损失1550 5.可见的领导力可见的领导力People人员人员Plant/Equipment

24、装置装置/设备设备Procedures程序程序Leadership领导力领导力5.可见的领导力可见的领导力没有高层领导的积极参与，企业将永远不可能达到没有高层领导的积极参与，企业将永远不可能达到HSE管理的高标准，利益相关方将认为企业没有方管理的高标准，利益相关方将认为企业没有方向。向。An organization will never be able to achieve the highest standards of HSE management without the active involvement of directors.External stakeholders view

25、ing the organization will observe the lack of direction.5.可见的领导力可见的领导力5.可见的领导力可见的领导力良好的HSE绩效Walk the talkSet up visionCommitmentLead by example可见的领导力可见的领导力百年中燃百年中燃MANAGEMENT POLICY管理方针管理方针MANAGEMENT ACTIVITIES管理活动管理活动5.可见的领导力可见的领导力The camp-Good HSE system系统系统C2,C3.-Good Risk management风风险管理险管理Peak-Good HSE culture安全文化安全文化百年中燃百年中燃5.可见的领导力可见的领导力Help to establish a Sustainable Enterprise帮助建立一个可持续发展的企业帮助建立一个可持续发展的企业HSE:Any question?page 36谢谢!/Thank you!