HSE实施挑战和应对策略

1、Presented by : Stuart XIECentre of ExpertiseFacilities Management Business UnitSodexo Greater ChinaHSE 管理的挑战及应对策略 Feb 24 20120. SPACESAFETY安全 Site emergency arrangements:PURPOSE目的Introduce and share Sodexo China the journey of HSE system construction AGENDA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

2、导力问答CODE OF CONDUCT行为规范Questions, just askEXPECTATIONS期望Share your opinionEnjoy the meeting!Safety in everything we do 谢天良，Stuart XIE 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380,000 PEOPLE34,000 SITESIN 80 COUNTRIES15.3 BILLI

3、ON$21 BILLIONA Fortune 500 company, global leader in outsourcing FM services and catering Ethisphere Institute Recognizes Sodexo for “Real and Sustained Ethical Leadership” 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 liste

4、d in the Dow Jones Sustainability World Index and the Dow Jones STOXX sustainability Index (Europe)1. 自我介绍A long lasting and solid footprint in the high density regions1995 CHINA OPENING15,000 PEOPLE650 SITES45 HOST CITIESRMB 1.3 BILLION IN REVENUES98% ORGANIC GROWTH90% SELF PERFORM1. 自我介绍A wide ran

5、ge of servicesFOOD SERVICESStaff restaurantCateringExecutive diningVendingTake outTrolley servicesLuncheon meal traySpecial eventLIFESTYLE SERVICES WellnessFitness centerLifestyle coachingStudio managementMassages servicesHairdresserSalonConvenienceCompany storeConvenience storesService deskConcierg

6、e servicesBUSINESS SUPPORT SERVICES Admin support servicesReception, Helpdesk, SwitchboardMeeting room, Conference centerMailroom, Postal servicesReprographics, Print shopLaundryTransportation / Fleet managementWarehouse managementInfrastructure support servicesCleaning (incl. specialized cleaning)S

7、ecurity (non armed)LandscapingGrounds keepingWaste management (incl. recycling)ENGINEERING SERVICES Electrical distribution managementMechanical & Electrical systemsPlumbingHVACHigh voltage maintenanceUtility / Energy managementBMS managementHandymanSmall constructionProject managementFire protectio

8、n sysytemsPredictive technologiesConveying equipmentsSecurity system / /Access control1. 自我介绍Design? Manage? Deliver?A comprehensive approach to develop innovative workplace solutionsCorporate servicesDesignManageFood servicesBusiness support servicesEngineeringservicesLifestyleservicesDeliverBeijin

9、gNanjingShanghaiGuangzhouTianjinBeijingBeijingShanghai(kitchen design)1. 自我介绍2. HSE简介 HSE：三个人， 三本书Industry Hygiene: Bernardino Ramazzini（1633-1714）Disease of works(1700)Environment: Rachel Carson(19071964) Silent spring（1962）Safety: Frank E Bird(19212007)- Practical Loss Control Leadership(1969)开始实施

10、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 ?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” 可持续SUSTAINABLE发展DEVELOPMENT+可持续发展SUSTAINABLE DEVELOPMENT3. 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HSE业务导向 可衡量提供解决方案对业务的贡献贡献究

11、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30Property Damage Accidents财产损失事故10Minor Injuries轻微伤害1Serious or Major Injury重伤INCIDENTSACCIDENTS3. HSE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$1$5 - $50$1 - $35501313.

12、HSE和业务绩效开源节流 利润更良好的利益相关方的关系Better stakeholder relationship 更安全的工作环境Safer workplace有效的设施运行Efficient Facility Operation 更低的事故损失Lower accident losses更少的抱怨Less complaint 更低的合规风险Lower Compliance risk3. HSE和业务绩效对业务的贡献3. HSE和业务绩效Finance Performance财务绩效Tangible有形Revenue 营收Expense费用Cash flow现金流 Cost of Capit

13、al资金成本 Intangible无形Brand品牌 Reputation声誉Accident loss事故损失CSR企业社会责任CSR企业社会责任可持续SUSTAINABLE发展DEVELOPMENT+可持续发展SUSTAINABLE DEVELOPMENT4. 建立基于动态风险管理的HSE系统Lack of ControlLack of Control缺乏控制Inadequate不足的:Procedure 程序Standards标准Compliance执行Lack of ControlBasic Causes根本原因Personal Factors认得因素Job/System Factor

14、s工作/系统因素Lack of ControlImmediateCauses直接原因Substandard Acts/Practices次标准行为Substandard Conditions次标准状况Lack of ControlIncident事件EventLack of ControlLoss损失People人员Property财产Equipment设备Process工艺Environment环境THRESHOLDLIMITCulturalFoundation文化基础Values, Principles, Vision and Common Goals价值观、原则、愿景和共同的目标4. 建

15、立基于动态风险管理的HSE系统Loss Causation Model损失控制模型600Incidents with no Visible Injury or Damage未遂事故30Property Damage Accidents财产损失事故10Minor Injuries轻微伤害1Serious or Major Injury重伤INCIDENTSACCIDENTS4. 建立基于动态风险管理的HSE系统4. 建立基于动态风险管理的HSE系统Identification of work识别工作IMSECStandards建立标准Measurement建立衡量机制Evaluation使用衡量

16、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HSE系统IDENTIFICATION of workIEstablishing STANDARDSfor work performanceSMEASURING performanceto established standardsMEVALUATING workperformanceERefining communicationsystem to enhancemotivationRefining systems toquantify resultsRefining and up

17、gradingexisting 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HSE系统Lack of ControlLack of Control缺乏控制Inadequate不足的:Procedure程序Standards标准Compliance遵守Basic Causes根本原因ImmediateCauses直接原因Incident事件Loss损失1

18、. Leadership, Accountability and Administration 领导、职责和行政2. Risk Identification and Assessment风险识别和评价3. People, Training and Behaviours人员、培训和行为6. Communication and Promotion 沟通和宣传4. Working with Contractors and Suppliers与承包商和供应商工作5. Service design, Operation and Delivery 服务设计、运营和交付7. Emergency Manage

19、ment应急管理8. Learning From Events 事件学习9. Assessment, Assurance and Improvement 评估、保证和提高4. 建立基于动态风险管理的HSE系统分枝Sub branch - HSE管理程序Procedures树叶Leaves- 工作指南Practices树枝Branch- 9个HSE流程9 HSE Processes充满活力的风险管理机制Robust Risk Preventive management mechanism苹果Apple- HSE绩效HSE Performance树根-HSE 方针Root HSE Policy4. 建立基于动态风险管理的HSE系统D&DHSE Baseline assessmentContract Termination -HSE AssessmentBD-Proposal with HSE inputOperation -HSE Support/auditTransition-HSE Deliver plan-LOP4. 建立基于动态风险管理的HSE系统Lack ofCONTROL缺乏控制BASIC根本原因IMMEDIATE直接原因INCIDENT事件LOSS损失ISMEC1550 5. 可见的