HSE实施挑战和应对策略教材课件

Presentedby:StuartXIECentreofExpertiseFacilitiesManagementBusinessUnitSodexoGreaterChinaHSE管理的挑战及应对策略Feb242012Presentedby:StuartXIEHSE管0.SPACESAFETY安全Siteemergencyarrangements:PURPOSE目的IntroduceandshareSodexoChinathejourneyofHSEsystemconstructionAGENDA议程自我介绍HSE简介HSE与业务绩效建立一个基于动态风险管理的HSE管理系统可见的领导力问答CODEOFCONDUCT行为规范Questions,justaskEXPECTATIONS期望ShareyouropinionEnjoythemeeting!Safetyineverythingwedo0.SPACESAFETY安全Safetyineve谢天良，StuartXIE

15+年工作经验13+年HSE工作经验7+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安全评价师美国安全工程师（ASSE）协会会员

美国化工工程师(AIChE)协会会员

1.自我介绍谢天良，StuartXIE1.自我介绍380,000

PEOPLE34,000

SITESIN80

COUNTRIES€15.3

BILLION$21

BILLIONAFortune500company,globalleaderinoutsourcingFMservicesandcateringEthisphereInstituteRecognizesSodexofor“RealandSustainedEthicalLeadership”Itisthe4th

consecutiveyearthatSodexoranksinthetop5oftheGlobalOutsourcing100™and#1inFMSodexowasagainlistedintheDowJonesSustainabilityWorldIndexandtheDowJonesSTOXXsustainabilityIndex(Europe)1.自我介绍

380,000PEOPLEAFortune500coAlonglasting

and

solidfootprint

inthehighdensityregions1995

CHINAOPENING15,000

PEOPLE650

SITES45

HOSTCITIESRMB1.3

BILLIONINREVENUES98%

ORGANICGROWTH90%

SELFPERFORM1.自我介绍

AlonglastingandsolidfootpAwiderangeofservicesFOODSERVICESStaffrestaurantCateringExecutivediningVendingTakeoutTrolleyservicesLuncheonmealtraySpecialeventLIFESTYLESERVICES

WellnessFitnesscenterLifestylecoachingStudiomanagementMassagesservicesHairdresserSalonConvenienceCompanystoreConveniencestoresServicedeskConciergeservicesBUSINESSSUPPORTSERVICES

AdminsupportservicesReception,Helpdesk,SwitchboardMeetingroom,ConferencecenterMailroom,PostalservicesReprographics,PrintshopLaundryTransportation/FleetmanagementWarehousemanagementInfrastructuresupportservicesCleaning(incl.specializedcleaning)Security(nonarmed)LandscapingGroundskeepingWastemanagement(incl.recycling)ENGINEERINGSERVICES

ElectricaldistributionmanagementMechanical&ElectricalsystemsPlumbingHVACHighvoltagemaintenanceUtility/EnergymanagementBMSmanagementHandymanSmallconstructionProjectmanagementFireprotectionsysytemsPredictivetechnologiesConveyingequipmentsSecuritysystem//Accesscontrol1.自我介绍

AwiderangeofservicesFOODSDesign?Manage?Deliver?AcomprehensiveapproachtodevelopinnovativeworkplacesolutionsCorporateservicesDesignManageFoodservicesBusinesssupportservicesEngineeringservicesLifestyleservicesDeliverBeijingNanjingShanghaiGuangzhouTianjinBeijingBeijingShanghai(kitchendesign)1.自我介绍

Design?Manage?Deliver?Aco2.HSE简介HSE：三个人，三本书IndustryHygiene:BernardinoRamazzini（1633-1714）Diseaseofworks(1700)Environment:RachelCarson(1907~1964)Silentspring（1962）Safety:FrankEBird(1921~2007)-PracticalLossControlLeadership(1969)2.HSE简介HSE：三个人，三本书开始实施HSE前，作为中国燃气的管理者和HSE从业人员，请问我们自己

2.HSE简介HSE给企业带来什么?为什么需要HSE?开始实施HSE前，作为中国燃气的管理者和HSE从业人员，请问3.HSE和业务绩效

“百年中燃”

回答上述问题，请先回答我们的愿景意味着什么？我们的愿景是什么？“可持续发展”

3.HSE和业务绩效

“百年中燃”回答上述问题，请先回答可持续SUSTAINABLE发展DEVELOPMENT+可持续发展SUSTAINABLEDEVELOPMENT3.HSE和业务绩效

可持续发展+可持续发展3.HSE和业务绩效

3.HSE和业务绩效社会公众：．．．．．．企业管理者：HSE对业务的贡献在哪

投资者：．．．．．．政府监管者：．．．．．．

企业HSE专业人员：企业不重视或口头重视,但投入不足

员工：．．．．．．鸿沟3.HSE和业务绩效社会公众：．．．．．．企业管理者：HS3.HSE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3.HSE和业务绩效HSE业务导向可衡量提供解决方案对业600IncidentswithnoVisibleInjuryorDamage未遂事故30PropertyDamageAccidents财产损失事故10MinorInjuries轻微伤害1SeriousorMajorInjury重伤INCIDENTSACCIDENTS3.HSE和业务绩效60030101INCIDENTSACCIDENTS3.H15to501to3Injury&IllnessCosts伤害疾病成本PropertyDamageCosts财产损坏成本MiscellaneousCosts其他成本3.HSE和业务绩效$1$5-$50$1-$3¥5~50¥1~3¥115to501to3Injury&Illness3.HSE和业务绩效开源节流利润3.HSE和业务绩效开源节流利润更良好的利益相关方的关系Betterstakeholderrelationship更安全的工作环境Saferworkplace有效的设施运行EfficientFacilityOperation更低的事故损失Loweraccidentlosses更少的抱怨Lesscomplaint更低的合规风险LowerCompliancerisk3.HSE和业务绩效对业务的贡献更良好的利益相关方的关系更安全的工作环境有效的设施运行更低的3.HSE和业务绩效

FinancePerformance财务绩效Tangible有形Revenue

营收Expense费用Cashflow现金流

CostofCapital资金成本

Intangible无形Brand品牌

Reputation声誉Accidentloss事故损失CSR企业社会责任CSR企业社会责任3.HSE和业务绩效

FinanceTangibleRe可持续SUSTAINABLE发展DEVELOPMENT+可持续发展SUSTAINABLEDEVELOPMENT4.建立基于动态风险管理的HSE系统

可持续发展+可持续发展4.建立基于动态风险管理的HSE系统LackofControlLackofControl缺乏控制Inadequate不足的:Procedure程序Standards标准Compliance执行LackofControlBasicCauses根本原因PersonalFactors认得因素Job/SystemFactors工作/系统因素LackofControlImmediateCauses直接原因SubstandardActs/Practices次标准行为SubstandardConditions次标准状况LackofControlIncident事件EventLackofControlLoss损失People人员Property财产Equipment设备Process工艺Environment环境THRESHOLDLIMITCulturalFoundation文化基础Values,Principles,VisionandCommonGoals价值观、原则、愿景和共同的目标4.建立基于动态风险管理的HSE系统LossCausationModel

损失控制模型LackofControlLackofControl600IncidentswithnoVisibleInjuryorDamage未遂事故30PropertyDamageAccidents财产损失事故10MinorInjuries轻微伤害1SeriousorMajorInjury重伤INCIDENTSACCIDENTS4.建立基于动态风险管理的HSE系统60030101INCIDENTSACCIDENTS4.建4.建立基于动态风险管理的HSE系统Identificationofwork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Commendationand/orCorrection激励/纠正4.建立基于动态风险管理的HSE系统Identificat4.建立基于动态风险管理的HSE系统IDENTIFICATIONofworkIEstablishingSTANDARDSforworkperformanceSMEASURINGperformancetoestablishedstandardsMEVALUATINGworkperformanceERefiningcommunicationsystemtoenhancemotivationRefiningsystemstoquantifyresultsRefiningandupgradingexistingstandardsUpgradingexistingprogrammeandaddingnewelementsCOMMENDcomplianceCORRECTdeficienciesCMAINTENANCE维护PROGRAMMEGROWTH持续改进4.建立基于动态风险管理的HSE系统IDENTIFICAT4.建立基于动态风险管理的HSE系统LackofControlLackofControl缺乏控制Inadequate不足的:Procedure程序Standards标准Compliance遵守BasicCauses根本原因ImmediateCauses直接原因Incident事件Loss损失1.Leadership,AccountabilityandAdministration领导、职责和行政2.RiskIdentificationandAssessment风险识别和评价3.People,TrainingandBehaviours人员、培训和行为6.CommunicationandPromotion沟通和宣传4.WorkingwithContractorsandSuppliers与承包商和供应商工作5.Servicedesign,OperationandDelivery服务设计、运营和交付7.EmergencyManagement应急管理8.LearningFromEvents事件学习9.Assessment,AssuranceandImprovement评估、保证和提高4.建立基于动态风险管理的HSE系统LackofCon4.建立基于动态风险管理的HSE系统

分枝Subbranch-HSE管理程序Procedures树叶Leaves-工作指南Practices树枝Branch-9个HSE流程9HSEProcesses充满活力的风险管理机制RobustRiskPreventivemanagementmechanism苹果Apple-HSE绩效HSEPerformance树根-HSE方针Root–HSEPolicy4.建立基于动态风险管理的HSE系统

分枝Subbra4.建立基于动态风险管理的HSE系统

D&DHSEBaselineassessmentContractTermination-HSEAssessmentBD-ProposalwithHSEinputOperation-HSESupport/auditTransition-HSEDeliverplan-LOP:8443/KMS/Sodexo/Login.aspx4.建立基于动态风险管理的HSE系统

D&DContrac4.建立基于动态风险管理的HSE系统LackofCONTROL缺乏控制BASIC根本原因IMMEDIATE直接原因INCIDENT事件LOSS损失ISMEC¥1¥5~504.建立基于动态风险管理的HSE系统LackofBASI

5.可见的领导力People人员Plant/Equipment装置/设备Procedures程序Leadership领导力

5.可见的领导力People人员Plant/Equip5.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HSE管理的高标准，利益相关方将认为企业没有方向。

AnorganizationwillneverbeabletoachievethehigheststandardsofHSEmanagementwithouttheactiveinvolvementofdirectors.Externalstakeholdersviewingtheorganizationwillobservethelackofdirection.5.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5.可见的领导力5.可见的领导力5.可见的领导力良好的HSE绩效WalkthetalkSetupvisionCommitmentLeadbyexample……5대핵심정책과제可见的领导力5.可见的领导力良好的HSE绩效Walkthetalk百年中燃MANAGEMENT

POLICY管理方针MANAGEMENTACTIVITIES管理活动5.可见的领导力百年中燃MANAGEMENTPOLICYMANAGEMENThecamp-GoodHSEsystem系统C2,C3….-GoodRiskmanagement风险管理Peak-GoodHSEculture安全文化百年中燃5.可见的领导力Thecamp-GoodHSEsystem系统C2,HelptoestablishaSustainableEnterprise帮助建立一个可持续发展的企业HSE:HelptoestablishaSustainablAnyquestion?Anyquestion?page36谢谢!/

Thankyou!

page36谢谢!/Thankyou!

Presentedby:StuartXIECentreofExpertiseFacilitiesManagementBusinessUnitSodexoGreaterChinaHSE管理的挑战及应对策略Feb242012Presentedby:StuartXIEHSE管0.SPACESAFETY安全Siteemergencyarrangements:PURPOSE目的IntroduceandshareSodexoChinathejourneyofHSEsystemconstructionAGENDA议程自我介绍HSE简介HSE与业务绩效建立一个基于动态风险管理的HSE管理系统可见的领导力问答CODEOFCONDUCT行为规范Questions,justaskEXPECTATIONS期望ShareyouropinionEnjoythemeeting!Safetyineverythingwedo0.SPACESAFETY安全Safetyineve谢天良，StuartXIE

15+年工作经验13+年HSE工作经验7+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安全评价师美国安全工程师（ASSE）协会会员

美国化工工程师(AIChE)协会会员

1.自我介绍谢天良，StuartXIE1.自我介绍380,000

PEOPLE34,000

SITESIN80

COUNTRIES€15.3

BILLION$21

BILLIONAFortune500company,globalleaderinoutsourcingFMservicesandcateringEthisphereInstituteRecognizesSodexofor“RealandSustainedEthicalLeadership”Itisthe4th

consecutiveyearthatSodexoranksinthetop5oftheGlobalOutsourcing100™and#1inFMSodexowasagainlistedintheDowJonesSustainabilityWorldIndexandtheDowJonesSTOXXsustainabilityIndex(Europe)1.自我介绍

380,000PEOPLEAFortune500coAlonglasting

and

solidfootprint

inthehighdensityregions1995

CHINAOPENING15,000

PEOPLE650

SITES45

HOSTCITIESRMB1.3

BILLIONINREVENUES98%

ORGANICGROWTH90%

SELFPERFORM1.自我介绍

AlonglastingandsolidfootpAwiderangeofservicesFOODSERVICESStaffrestaurantCateringExecutivediningVendingTakeoutTrolleyservicesLuncheonmealtraySpecialeventLIFESTYLESERVICES

WellnessFitnesscenterLifestylecoachingStudiomanagementMassagesservicesHairdresserSalonConvenienceCompanystoreConveniencestoresServicedeskConciergeservicesBUSINESSSUPPORTSERVICES

AdminsupportservicesReception,Helpdesk,SwitchboardMeetingroom,ConferencecenterMailroom,PostalservicesReprographics,PrintshopLaundryTransportation/FleetmanagementWarehousemanagementInfrastructuresupportservicesCleaning(incl.specializedcleaning)Security(nonarmed)LandscapingGroundskeepingWastemanagement(incl.recycling)ENGINEERINGSERVICES

ElectricaldistributionmanagementMechanical&ElectricalsystemsPlumbingHVACHighvoltagemaintenanceUtility/EnergymanagementBMSmanagementHandymanSmallconstructionProjectmanagementFireprotectionsysytemsPredictivetechnologiesConveyingequipmentsSecuritysystem//Accesscontrol1.自我介绍

AwiderangeofservicesFOODSDesign?Manage?Deliver?AcomprehensiveapproachtodevelopinnovativeworkplacesolutionsCorporateservicesDesignManageFoodservicesBusinesssupportservicesEngineeringservicesLifestyleservicesDeliverBeijingNanjingShanghaiGuangzhouTianjinBeijingBeijingShanghai(kitchendesign)1.自我介绍

Design?Manage?Deliver?Aco2.HSE简介HSE：三个人，三本书IndustryHygiene:BernardinoRamazzini（1633-1714）Diseaseofworks(1700)Environment:RachelCarson(1907~1964)Silentspring（1962）Safety:FrankEBird(1921~2007)-PracticalLossControlLeadership(1969)2.HSE简介HSE：三个人，三本书开始实施HSE前，作为中国燃气的管理者和HSE从业人员，请问我们自己

2.HSE简介HSE给企业带来什么?为什么需要HSE?开始实施HSE前，作为中国燃气的管理者和HSE从业人员，请问3.HSE和业务绩效

“百年中燃”

回答上述问题，请先回答我们的愿景意味着什么？我们的愿景是什么？“可持续发展”

3.HSE和业务绩效

“百年中燃”回答上述问题，请先回答可持续SUSTAINABLE发展DEVELOPMENT+可持续发展SUSTAINABLEDEVELOPMENT3.HSE和业务绩效

可持续发展+可持续发展3.HSE和业务绩效

3.HSE和业务绩效社会公众：．．．．．．企业管理者：HSE对业务的贡献在哪

投资者：．．．．．．政府监管者：．．．．．．

企业HSE专业人员：企业不重视或口头重视,但投入不足

员工：．．．．．．鸿沟3.HSE和业务绩效社会公众：．．．．．．企业管理者：HS3.HSE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3.HSE和业务绩效HSE业务导向可衡量提供解决方案对业600IncidentswithnoVisibleInjuryorDamage未遂事故30PropertyDamageAccidents财产损失事故10MinorInjuries轻微伤害1SeriousorMajorInjury重伤INCIDENTSACCIDENTS3.HSE和业务绩效60030101INCIDENTSACCIDENTS3.H15to501to3Injury&IllnessCosts伤害疾病成本PropertyDamageCosts财产损坏成本MiscellaneousCosts其他成本3.HSE和业务绩效$1$5-$50$1-$3¥5~50¥1~3¥115to501to3Injury&Illness3.HSE和业务绩效开源节流利润3.HSE和业务绩效开源节流利润更良好的利益相关方的关系Betterstakeholderrelationship更安全的工作环境Saferworkplace有效的设施运行EfficientFacilityOperation更低的事故损失Loweraccidentlosses更少的抱怨Lesscomplaint更低的合规风险LowerCompliancerisk3.HSE和业务绩效对业务的贡献更良好的利益相关方的关系更安全的工作环境有效的设施运行更低的3.HSE和业务绩效

FinancePerformance财务绩效Tangible有形Revenue

营收Expense费用Cashflow现金流

CostofCapital资金成本

Intangible无形Brand品牌

Reputation声誉Accidentloss事故损失CSR企业社会责任CSR企业社会责任3.HSE和业务绩效

FinanceTangibleRe可持续SUSTAINABLE发展DEVELOPMENT+可持续发展SUSTAINABLEDEVELOPMENT4.建立基于动态风险管理的HSE系统

可持续发展+可持续发展4.建立基于动态风险管理的HSE系统LackofControlLackofControl缺乏控制Inadequate不足的:Procedure程序Standards标准Compliance执行LackofControlBasicCauses根本原因PersonalFactors认得因素Job/SystemFactors工作/系统因素LackofControlImmediateCauses直接原因SubstandardActs/Practices次标准行为SubstandardConditions次标准状况LackofControlIncident事件EventLackofControlLoss损失People人员Property财产Equipment设备Process工艺Environment环境THRESHOLDLIMITCulturalFoundation文化基础Values,Principles,VisionandCommonGoals价值观、原则、愿景和共同的目标4.建立基于动态风险管理的HSE系统LossCausationModel

损失控制模型LackofControlLackofControl600IncidentswithnoVisibleInjuryorDamage未遂事故30PropertyDamageAccidents财产损失事故10MinorInjuries轻微伤害1SeriousorMajorInjury重伤INCIDENTSACCIDENTS4.建立基于动态风险管理的HSE系统60030101INCIDENTSACCIDENTS4.建4.建立基于动态风险管理的HSE系统Identificationofwork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Commendationand/orCorrection激励/纠正4.建立基于动态风险管理的HSE系统Identificat4.建立基于动态风险管理的HSE系统IDENTIFICATIONofworkIEstablishingSTANDARDSforworkperformanceSMEASURINGperformancetoestablishedstandardsMEVALUATINGworkperformanceERefiningcommunicationsystemtoenhancemotivationRefiningsystemstoquantifyresultsRefiningandupgradingexistingstandardsUpgradingexistingprogrammeandaddingnewelementsCOMMENDcomplianceCORRECTdeficienciesCMAINTENANCE维护PROGRAMMEGROWTH持续改进4.建立基于动态风险管理的HSE系统IDENTIFICAT4.建立基于动态风险管理的HSE系统LackofControlLackofControl缺乏控制Inadequate不足的:Procedure程序Standards标准Compliance遵守BasicCauses根本原因ImmediateCauses直接原因Incident事件Loss损失1.Leadership,AccountabilityandAdministration领导、职责和行政2.RiskIdentificationandAssessment风险识别和评价3.People,TrainingandBehaviours人员、培训和行为6.CommunicationandPromotion沟通和宣传4.WorkingwithContractorsandSuppliers与承包商和供应商工作5.Servicedesign,OperationandDelivery服务设计、运营和交付7.EmergencyManagement应急管理8.Lea