必和必拓课件

ZeroHarminSafety零伤害安全管理

NickelWestvisittoJinchuanMarch20101JinchuanSafetyVisit.March,2010Slide2ImportantNoticesRelianceonThirdPartyInformationTheviewsexpressedherecontaininformationthathasbeenderivedfrompubliclyavailablesourcesthathavenotbeenindependentlyverified.Norepresentationorwarrantyismadeastotheaccuracy,completenessorreliabilityoftheinformation.ThispresentationshouldnotberelieduponasarecommendationorforecastbyBHPBilliton.ForwardLookingStatementsThispresentationincludesforward-lookingstatementswithinthemeaningoftheU.S.SecuritiesLitigationReformActof1995regardingfutureeventsandthefuturefinancialperformanceofBHPBilliton.Theseforward-lookingstatementsarenotguaranteesorpredictionsoffutureperformance,andinvolveknownandunknownrisks,uncertaintiesandotherfactors,manyofwhicharebeyondourcontrol,andwhichmaycauseactualresultstodiffermateriallyfromthoseexpressedinthestatementscontainedinthispresentation.Formoredetailonthoserisks,youshouldrefertothesectionsofourannualreportonForm20-Ffortheyearended30June2009entitled“Riskfactors”,“Forwardlookingstatements”and“Operatingandfinancialreviewandprospects”filedwiththeU.S.SecuritiesandExchangeCommission.NoOfferofSecuritiesNothinginthisreleaseshouldbeconstruedaseitheranoffertosellorasolicitationofanoffertobuyorsellBHPBillitonsecuritiesinanyjurisdiction.Non-GAAPFinancialInformationBHPBillitonresultsarereportedunderInternationalFinancialReportingStandards(IFRS).ReferencestoUnderlyingEBITandEBITDAexcludeanyexceptionalitems.AreconciliationtostatutoryEBITiscontainedwithintheprofitannouncement,availableatourwebsite.2JinchuanSafetyVisit.March,2010Slide3Agenda日程OverviewofourapproachtoZeroHarminSafetyBHP西镍分部零伤害综述ZeroHarminSafety零伤害安全管理Whatideallookslike什么是零伤害理念LeadingwithSafety安全的管理领导HowtobehavelikeaGreatSafetyLeader怎样的行为才是优秀安全管理领导者FieldLeadership现场领导指挥Howtoshowthatyoucare如何表达你的关注OperatingDiscipline操作规范Doingitright,everytime时刻采用正确的方法工作Health,SafetyandEnvironmentSubcommittees健康、安全和环境委员会NickelWest’sapproach西镍分部的方法CatastrophicRisks重特大伤亡事故风险Eliminatemultiplefatalities消除多种致命事故HardHatSafety预防轻伤事故TakeTimeAssessments'进行谈话"评估3JinchuanSafetyVisit.March,2010OverviewofourapproachtoZeroHarminNickelWest西镍分部的零伤害方法简介4JinchuanSafetyVisit.March,2010ZeroHarm零伤害Pillar主业Drive关注区域Initiatives行为ZEROHARM零伤害RiskReduction降低风险Nocatastrophicevents,recordableinjuriesorillnessesinourworkforce无重特大伤亡事故.或疾病

Excellenceinenvironmentalmanagement良好的环境管理Operatorofchoicefor

communitiesand

governments管理和沟通操作者的选择Catastrophicandfatalriskprofilereduction重大事故全面减少Leadership&PeopleRightpeopleintherightplace管理人员正确的位置，正确的人StepchangeinSafetyleadership安全管理方面的方法改变Governance&Assurance管理&保证Accurate&effectiveHSECreportingandassurance准确有效的HSEC报告和确保系统HSECsystemsimplification安环体系简化Resourcedoccupationalexposurereduction降低职业危害Indigenousengagementinourbusiness主动参与Safetycase安全事例5JinchuanSafetyVisit.March,2010AnyQuestionson“OverviewofourapproachtoZeroHarminNickelWest”对西镍分部零伤害的提问及回答6JinchuanSafetyVisit.March,2010

“五阶段”与零伤害关系趋势图（二）“五阶段”与零伤害关系趋势图7JinchuanSafetyVisit.March,2010ZeroHarminSafetyWhatideallookslike什么是安全零伤害理念8JinchuanSafetyVisit.March,2010ZeroHarm 零伤害Righttoolsandequipment正确的工具和设备Rightprocedures

andsystems正确的程序和体系Sufficient

time,supportandLeadership充足的时间、支持和管理Rightchoicesbyindividualsandteams个人和团队正确的选择ZEROHARM零伤害Rightpeople正确的人9JinchuanSafetyVisit.March,2010零伤害-关键元素必和必拓章程持续发展政策规章制度工厂、设备、工作场所状况程序/实践行为系统/体系领导指挥提供安全的工作场所零伤害使得我们的员工做出正确的决策员工控制途径目标10JinchuanSafetyVisit.March,2010AnyQuestionson“ZeroHarminSafety”对于安全零伤害的提问11JinchuanSafetyVisit.March,2010LeadingwithSafety安全的管理领导(Slidesandconceptson“LeadingwithSafety”takenfromThomasKrause–LeadingWithSafety.2005)12JinchuanSafetyVisit.March,2010BestPracticesinSafetyLeadership

-theNickelWestapproach

西镍分部安全管理的良好实践Vision前景Credibility可信、可靠性ActionOrientation行动方向Collaboration团结协作Communication沟通交流RecognitionandFeedback认可和反馈Accountability安全责任13JinchuanSafetyVisit.March,2010WhatdrivesSafetyImprovement?

促进安全的动力因素“Themostimportantfactorinpredictingsuccessofsafetyimprovementinitiativeswasthequalityofleadershiptheyweregivenandtheorganisationalculturethatresulted.”(ThomasKrause–LeadingWithSafety.2005)领导能力的品质和由此产生的组织文化是提高安全成功最重要的因素。14JinchuanSafetyVisit.March,2010MotivationisanecessarybutnotsufficientconditionforGreatSafetyLeadership

积极性是必需的，但对于达到优秀的安全领导条件远远不够。

Motivation–anecessarybutnotsufficientingredient积性性—是必需但不完全充分的元素Predominantmotivedrivingseniorleaderstoimprovesafetyishumancompassion高级管理者提高安全的主要原因源自人类的同情心Deepsenseofintegrity

强烈的原则性Groundinginethicalprinciple以道德原则为基础Feelingthatitistherightthingtodo有做正确的事情的态度Behaviour–realimpactoccurswhenmotivationresultsinbestpracticebehaviors行为---真正的影响当动机以最好的的方式实践时，才能产生真正的影响。Enactingbestpracticebehaviorsresultsinthecreationofastrongorganizationalcultureandsafetyclimate良好的行为实践会产生强大的组织文化和安全环境Withinthisenvironment,enablingsafetysystemsthrive,sustainingsafetysystemsareheldinplace,andtheworkinginterfaceiscontinuouslymadesaferthroughthereductionofexposuretohazards在此背景下，形成繁荣、有成效、持续发展的安全体系。现场及工作中的安全系统、管理到位，通过减少隐患，不断改善安全状况。Source:LeadingwithSafetybyThomasKrause15JinchuanSafetyVisit.March,2010LivingourCharter我们的纲领Purpose目的Createlong-termvaluethroughthediscovery,developmentandconversionofnaturalresources,andtheprovisionofinnovativecustomerandmarket-focussedsolutions通过发现、开发、转化自然资源，以及客户供应和市场为导向的解决方式，创造长远的价值。.Wevalue;我们重视：SafetyandtheEnvironment安全环保Integrity团结HighPerformance高效Win-WinRelationships双赢TheCouragetoLeadChange转换领导方式的勇气RespectforEachOther相互尊重16JinchuanSafetyVisit.March,2010BestPracticesinSafetyLeadership

-definitions安全管理最好的实践Vision远景目标Credibility可信性ActionOrientation行动方向Collaboration团结协作Communication沟通交流RecognitionandFeedback认可和反馈Accountability承担责任17JinchuanSafetyVisit.March,2010SummaryofLeadershipStyles

领导模式综述Setgoals,clarifyoutcomes,exchangerewardandrecognitionforaccomplishment,holdaccountableforresults确定目标及结果，表扬和认可成绩，为结果承担责任Ethical,rolemodel,livecompanyvalues,competent,emphasizeaccomplishments,confidenceinthevision,actbeyondselfinterest,strongsenseofpurpose,makepersonalsacrifice严格要求自己，做榜样，维护公司价值观，胜任工作，突出成绩，充满信心，强烈的目标意识，牺牲个人利益Clarifyfuturestates,elevateexpectations,encourage,alignorganisationalandindividualgoals,maintainpositivevision明确未来形势，提升期望，鼓励；符合集体和个人目标，保持积极态度Showconcernfororganization,teamsandindividuals,alerttoneeds,createlearningopportunities,helpothersdevelop,listenattentively,spendtimeteachingandmentoring表达对组织、团队及个人的关心，关注需求，创造学习机会，帮助他人发展；用心倾听，抽出时间教育辅导。Transactional

LeadershipChallenging挑战Influencing影响Inspiring鼓励Engaging参与Valueintellect,challengeoldways,encourageimagination,seekdifferentperspectives重视能力，挑战陈旧思路，鼓励想象，寻求不同的观点。TransformationalLeadership领导方式转变18JinchuanSafetyVisit.March,2010BestpracticebehaviorsthatdemonstrateVisioninsafety远景目标Actsinawaythatcommunicateshighpersonalstandardsinsafety沟通高的个人安全标准Helpsothersquestionandrethinktheirassumptionsaboutsafety帮助他人质疑并反思他们有关的安全的建设Communicatestheorganizationalvisionthroughwordandaction通过语言和行动沟通目标（想法）Demonstrateswillingnesstoconsiderandacceptnewideas表达接受新思路的意愿Helpspeopleconsidertheimpactoftheiractionsonthesafetyofothers,andontheorganization’ssafetyculture帮助他人思考的行为对他人的影响，以及安全文化Challengesandinspirespeoplearoundthesafetyvisionandvalues激励员工的安全理念和价值观Describesacompellingpictureofwhatthefuturecouldbe描述一个有吸引力的未来图画Source:LeadingwithSafetybyThomasKrause19JinchuanSafetyVisit.March,2010BestpracticebehaviorsthatdemonstrateActionOrientationinsafety行动方向Isproactiveratherthanreactiveinaddressingsafetyissues主动而不是被动的强调安全问题Givesatimely,consideredresponsetosafetyconcerns对安全担忧给予及时慎重的回应DemonstratesasenseofpersonalurgencyandenergytoachievesafetyresultsPerformancedriven–deliversresultswithspeedandexcellence结果行动-将结果快速传递Focusessafetyeffortsonthemostimportantpriorities把抓好安全工作作为头等大事Showspersistenceinsolvingsafetyproblems展示出坚持不懈解决安全问题的决心Doeswhateverittakestomakesafetyimprovementinitiativessuccessful想法设法成功改善安全状况Seizessafetyimprovementopportunitieswhentheyarise抓住改善安全状况的机遇Iscreativeandinnovativeinimprovingsafety在改善安全方面是否具有创造性和主动性？Source:LeadingwithSafetybyThomasKrause20JinchuanSafetyVisit.March,2010BestpracticebehaviorsthatdemonstrateCommunicationinsafety沟通Encouragespeopletogivehonestandcompleteinformationaboutsafety,eveniftheinformationisunfavorable鼓励人们给予诚恳全面的安全信息，即使是你不赞同的Communicatesfrequentlyandeffectivelyup,down,andacrosstheorganization在整个团组内，保持经常性的沟通Shareswithpeoplethebackgroundandreasonsforsafetypoliciesandprocedures同他人讨论或分享安全政策和规范的背景和成因Listensactivelyandwithrespecttosafetyconcernsthatareraised积极听取并尊重他人提出的安全担忧Constructivelysayswhatheorsheisthinking积极有益的表达想法Askswhatothersarethinking询问他人的想法Source:LeadingwithSafetybyThomasKrause21JinchuanSafetyVisit.March,2010BestpracticebehaviorsthatdemonstrateCredibilityinsafety可信性Representsandsupportstheinterestsofthegroupanddirectreportswithhighermanagement代表和支持集体利益，直接向上级领导汇报Giveshonestinformationaboutsafetyperformance,evenifitisnotwellreceived就安全情况提出诚恳信息，即使不被接受Asksforideasonhowtoimprovehisorherownperformance询问怎样改进安全工作Actsconsistentlyinanysettingandapplyingsafetystandards始终遵照安全标准和规定Iswillingtomakesafety-relateddecisionsthatareunpopularorinvolvesomepersonalrisks是否会做出涉及人身安全的决策？Demonstratespersonalconcernforemployeewell-being表示出对员工健康的忧虑Followsthroughoncommitmentsmade遵照守承诺Treatsotherswithdignityandrespect尊重他人Source:LeadingwithSafetybyThomasKrause22JinchuanSafetyVisit.March,2010BestpracticebehaviorsthatdemonstrateCollaborationinsafety团结协作Promotescooperationandcollaborationinsafety加强安全协作Asksforandencouragesinputfrompeopleonissuesthatwillaffectthen要求并鼓励人们告知对他们有影响的问题Encouragesotherstoimplementtheirdecisionsandsolutionsforimprovingsafety鼓励他人实施解决安全问题的决策和方法Seeksoutandlistenstodiversepointsofview广泛听取意见Supportsthedecisionsthatothersmakeontheirown支持他人的决定Gainscommitmentofothersbeforeimplementingchanges在实施变动时，取得他人的承诺Source:LeadingwithSafetybyThomasKrause23JinchuanSafetyVisit.March,2010BestpracticebehaviorsthatdemonstrateFeedbackandRecognitioninsafety

认可和反馈Publiclyrecognizesthecontributionsofothers公开认可他们的贡献Readilyrecognizespeopleforsafetyworkwelldone愉快的认可人们在安全工作上好的表现Praisessafetyeffortsmoreoftenthancriticizesthem相对批评指责，应更多的、经常表扬安全方面的努力，Givespositivefeedbackandrecognitionforgoodperformance对取得的成绩给予积极的反馈和认可Findswaystocelebrateaccomplishmentsinsafety寻找途径庆祝在安全工作方面的成绩Source:LeadingwithSafetybyThomasKrause24JinchuanSafetyVisit.March,2010BestpracticebehaviorsthatdemonstrateAccountabilityinsafety承担责任Clearlycommunicatespeople’srolesinsafety就人们在安全生产中扮演的角色明确沟通Fostersasensethatpeopleareresponsibleforthelevelofsafetyintheirorganizationalunit鼓励人们在其所在的团组里为安全负责的意识Setsclearresponsibilitiesinsafetyfordirectreports制定清楚的制定安全直接报告人责任Holdspeopleaccountableformeetingtheircommitments让人们为兑现自己的安全承诺负责Regularlyreviewswithdirectreportsindicatorsoftheirsafetyperformance定期检查直接报告人的工作情况Source:LeadingwithSafetybyThomasKrause25JinchuanSafetyVisit.March,2010HowtheBestPracticesnaturallyflow

按程序怎样进行良好实践远景目标可信性行动方向沟通协作反馈和认可责任联系观众，领导传达一个有吸引力的目标带领集体实现目标，领导者被认为是可信的领导者以可信的方式推进目标的实现上述问题到位后，领导者就目标进行沟通，已经完成什么？积极听取有相关背景人士的想法完成以上工作后，领导者同他们协作，共同完成目标当他人以协作的方式推进目标实现的时候，领导者给予认可和反馈这一模式要求领导者有效致力于上述所有环节，在他人担负自身责任之前，作为“有权力的人”承担责任26JinchuanSafetyVisit.March,2010Whatisabehaviour?什么是行为？Areobservableacts行为是可以被观察到得Mustbesomethingthatyoudo

必须是你自己做的事Somethingthatcanbeseenbyothers必须是能被别人看到的“Othersdonotjudgeyouaccordingtohowyoufeelaboutyourself,orevenbyyourintentions.Youarejudgedbyyourbehaviours,thevisiblethingsyoudoandsay,thedecisionsyoumake,andthewayyoucommunicate,orfailtocommunicateaboutthem.”别人不会通过你对自己的想法，或者你的意图来评判你。你的行动及在他人眼中的言行、所做的决定、沟通方式或者无法与他人沟通，这些因素才是评判的依据。27JinchuanSafetyVisit.March,2010GroupActivity集体活动WritedownanexampleundereachoftheBestPracticesofYOURbehaviourwhereyouthinkyouDIDwellinthePractice.写下一个你认为自己在实际生活中最好的行为；Youhave45minutes（写作整理时间：45分钟）Makesureyouwritedown“Behaviours”notintentionsorfeelings.（确定你写的是“行为”，而不是动机想法，或者感受）Couldbeatwork,athome,atplay,inthestreet（可以写工作中的，家里的，娱乐的，或者在路上的行为）Startwithwordslike开头可以这样写：)“Lastweek,I…”（上个星期，我......）“Italkedwithmyteamabout…”(我对我的团队讲到......)“EverytimeIwalkintheplantI…”(每次我走在工厂里的时候......)28JinchuanSafetyVisit.March,2010Yourchallengeisto…你的目标任务是…BehavelikeaGreatSafetyLeaderuntilyoubecomeaGreatSafetyLeader行为要像优秀的安全领导者那样，直到自己真正成为一名优秀的安全领导者（让正确的行为成为你的习惯）WhatItolerate,reinforce,andmodel,iswhatdeterminesmyteam'sperformance.我的尺度，力度和方式，决定我的团队的表现结果29JinchuanSafetyVisit.March,2010AnyQuestionson“LeadingwithSafety”对“安全的管理领导”的提问30JinchuanSafetyVisit.March,2010FieldLeadershipatNickelWest西镍的现场领导指挥管理31JinchuanSafetyVisit.March,201032JinchuanSafetyVisit.March,2010FieldLeadership现场管理ThepurposeofFieldLeadershipistopreventinjuriesbyensuringthat:现场管理的目标是：通过确保以下内容，防止伤害：LeadershipinSafetyisvisible安全的现场领导指挥是看得见的Leadershipestablishesandcommunicatesexpectedstandards领导指挥确立及沟通要求Systemsofworkarereviewed,improvedand/ormodified检查、整改工作系统Positivebehavioursarereinforcedandrecognised加强并认可积极的行为At-riskbehavioursareaddressed纠正解决危险作业Criticaloperatingproceduresarereviewedagainstactualactivitiesinthefield现场检查关键生产程序的实际作业执行情况33JinchuanSafetyVisit.March,2010TypesofFieldLeadership现场管理的种类LayeredAudits分级审核Reviewingandsettingstandards检查、制定标准Identifyingsystemissuesandopportunities确定系统问题与机遇Recognisingandreinforcingpositiveperformance认可并加强好的做法Carriedoutbytwoormorelayersofmanagement由两个或更多层面管理实施Theideaistoworktogether,learnfromeachotherandprovidecoachingwhilstconductingtheaudit团结协作的理念PlannedandCriticalPlannedTaskObservations计划与关键任务观察Designedtoensurepersonnelarefollowingprocedures从设计上确保人员遵守规范Consistsofobservingpeoplecarryingoutworktasksandcheckingif:观察人员作业情况，并检查：procedureisbeingcompliedwith,and是否遵守规范existingcontrolsareadequate现有的控制措施是否得当TakeTimeTalks“进行谈话”Oursafebehaviourobservationprocessdesignedtoengagepeople我们观察工作过程的安全行为是为了让人们做出安全承诺Reinforcepositiveandsafebehaviours加强正确和安全的行为Addressat-riskbehaviours强调危险行为34JinchuanSafetyVisit.March,201035JinchuanSafetyVisit.March,2010TheTakeTimeTalkProcess

“进行谈话”过程在行动中观察安全的停止工作请他人解释工作任务和风险给出好的建议就可能造成的后果进行风险讨论得到安全工作承诺表示感谢行动中的发现，提出反馈意见36JinchuanSafetyVisit.March,2010The8stepsindetail8个步骤细节Step1–Observebehaviourduringactivity第一步：在工作中观察行为ATakeTimeTalkcanbeinitiated:谈话可以这样发起：观察正确的或危险的行为，或者在征得作业者同意后，观察他正在进行的作业行为；

Asaresultofobservingpositiveorat-riskbehaviours,orAfterrequestingpermissiontoobserveapersonundertakingataskStep2-Safelystopthejob第二步：安全地停止工作Ifat-riskbehavioursareobserved,stoptheactivityassoonasitissafetodoso.，如果发现危险行为，尽快以安全的方式停止工作Step3–Askpersontoexplaintasksandrisks让工人描述任务和危险Askthepersoncarryingouttheactivitytoexplainwhattheyaredoingandifthereareanyidentifiedhazardsandassociatedrisks.询问作业人员，让他描述正在进行的工作，询问是否确认隐患和相关风险。Step4–Commendpositivebehaviour告知正确的做法Alwaysidentifypositivebehaviourfirstasitisimportanttorecognisewhatisbeingdonewell.确认正确的做法是首要的，因为知道怎样做才是正确的，非常重要37JinchuanSafetyVisit.March,20108个步骤细节第五步：就可能造成的风险，讨论危险行为讨论危险行为时，尽可能请那些被看到有可能造成危险后果的人参加.Step6–Getcommitmenttoworksafely第六步：ObtainacommitmentfromthepersontoadopttherequiredsafetystandardsStep7–Thanktheperson第七步：感谢他人Thankthepersonforthecontributionandcooperation第八步：行动发现、提出反馈.38JinchuanSafetyVisit.March,2010TakeTimeTalkActivity“进行谈话”行为Breakintogroupsofthree分成3组1–Thispersonisdoingatask(Changingawheelonacaronthesideofaroad)1.此人正在执行任务（在路边换轮胎）2–ThispersonisdoingtheTakeTimeTalk（2.此人进行“进行谈话”活动）3–Thispersonisobservingandhisjobistoprovidefeedbackontheprocesstotheothers.3.此人观察，并向他人提出过程反馈39JinchuanSafetyVisit.March,2010TakeTimeTalkActivity“进行谈话”活动Number1person第一人Thinkaboutthetaskyouarepretendingtodo考虑你假装正在干什么Whatarethesteps?步骤怎样？Whatarethehazards?有何隐患？Whataretherisks?有何风险？Whatarethecontrols?如何控制？Number2person第二人Thinkabouthowyouaregoingtoapproachtheperson考虑如何接近第一人Discussthiswithpersonnumber3和第三人商量Number3person第三人Reviewtheprocesssothatyouknowwhattolookformforbestpractice检查整个过程，了解怎样才能做得最好40JinchuanSafetyVisit.March,2010TakeTimeTalkActivity“进行谈话”活动CarryoutyourTakeTimeTalks展开”进行谈话“活动Youhavefiveminutes（5分钟时间）Number2approachnumber1andhaveaTakeTimeTalkwiththemabouttheirwheelchangingtask第二人接近第一人，并就更换轮胎工作进行”进行谈话"活动Number3watchthediscussionandgivefeedbackonwhatisworkingandwhatisnot第三人观察谈话（讨论），并就正确和不正确的做法提出反馈意见41JinchuanSafetyVisit.March,2010AnyQuestionson“FieldLeadership”对现场领导指挥管理的提问42JinchuanSafetyVisit.March,2010OperatingDiscipline安全规范43JinchuanSafetyVisit.March,2010WhatisOperatingDiscipline?

什么是安全规范？"DoingtherightthingbecauseIunderstandwhattodo,howtodoit,recognisewhyitisnecessaryandbecauseIwantto"以正确的方法工做，因为我知道自己在做什么，怎样做，清楚的了解为什么需要这样做；而且因为我自己想这样做。"The"Iwantto"drivesleadership,accountabilityandinnovationtogetthejobdonecorrectly,evenwhentheoddsareagainstyou“'我想这样做"推动领导指挥、可信性以及创新，使得工作正确开展，即便是遇到困难的时候。-TonyEltringham,200944JinchuanSafetyVisit.March,2010WhatisOperatingDiscipline?45JinchuanSafetyVisit.March,2010AnyQuestionson“OperatingDiscipline”对安全规范的提问

46JinchuanSafetyVisit.March,2010Health,SafetyandEnvironmentalSubcommitteesatNickelWest西镍健康、安全、环境委员会47JinchuanSafetyVisit.March,2010Slide48ImplementingSafetyandEnvironmentSystemsacrossNickelWestLevel委员会工作流程线性组织董事长总经理GMNKK工艺安全与风险GMNLN标准、规则、程序商业伙伴健康、安全、环境、卫生西镍中央安全环保委员会GMNKW致命风险控制48JinchuanSafetyVisit.March,2010AnyQuestionson“Subcommittees”“委员会”提问？49JinchuanSafetyVisit.March,2010CatastrophicRisks重特大伤亡事故风险50JinchuanSafetyVisit.March,2010CatastrophicRisks重特大事故风险Acatastrophicriskdescribestheriskassociatedwithanincidentwiththepotentialtoleadtoamultiplefatality重特大事故风险是指可能会导致多种伤亡事故的风险Theintentofthecatastrophicriskmanagementprocedure

istoensure:重特大事故风险管理程序是要确保

：Catastrophicrisksareidentified,assessed,understood,发现确定、评估、沟通及管理重特大事故风险communicatedandmanaged;Catastrophicriskcontrolsaredefined,assessedforadequacy,implemented,andmonitored;修订、完善、实施并监控风险控制Catastrophicriskcontrolsmaintaincatastrophicriskatatolerablelevel;尽可能的降低重特大伤亡事故风险Arrangementsareinplacetoprovideassurancethatcatastrophicrisksareeffectivelymanaged.按照安排程序确保重特大事故的有效管理51JinchuanSafetyVisit.March,2010BuildingandusingBowTies建立并应用“领结管理”Identifytheriskissueortopevent确定风险或者首要问题Identifythecausesthatcouldleadtotheevent确定导致问题的原因Identifytheexistingpreventativecontrols确定现有的预防控制措施Identifytheimpactsorconsequencesshouldtheeventactuallyoccur确定如果问题真实发生，可能带来的影响和后果Identifytheexistingmitigatingcontrols（确认现有的降低及减弱控制措施SelecttheCriticalControls选择关键的控制方法ThesearethecriticalfewthatMUSTbeinplaceandfunctioningeffectively那些必须到位并且有效发挥作用的措施whentheyareneededtopreventtheeventfromoccurring何时需要这些措施预防可能的事故Createandimplementperformancestandards(abenchmark,target,referenceleveloroperatingparameteragainstwhichperformancemaybetracked)forthecriticalcontrols.对关键控制，建立并实施执行标准，（标准值、目标、参考值、或者操作数据等可以追溯的执行情况）DeterminehoweffectivearetheCriticalControls判定关键控制的如何有效实施52JinchuanSafetyVisit.March,2010WhataBowTielookslike形成原因1形成原因2形成原因3预防控制关键控制事件或者风险问题减少或者降低危害控制后果1后果2后果353JinchuanSafetyVisit.March,2010CatastrophicRiskActivity重特大风险活动InGroups分组IdentifyaCatastrophicRiskIssuefromyourpartofthebusiness确定你的工厂里重特大事故风险问题DrawaBowtie,takingintoconsideration:画出领结图Whatarethecausesthatcouldleadtotheevent?什么原因会导致？Whataretheexistingpreventativecontrols?现有的预防控制措施？Whataretheimpactsshouldtheeventoccur?事故如果发生，有何影响？Whataretheexistingmitigatingcontrols?现有的降低及缓解措施？WhataretheCriticalControls?关键控制怎样？54JinchuanSafetyVisit.March,2010AnyQuestionson“CatastrophicRisk”对重特大事故风险的问题？55JinchuanSafetyVisit.March,2010HardHatSafety预防轻伤事故56JinchuanSafetyVisit.March,2010HardHatSafety预防轻伤事故Preventingnonfatalinjuriesandillnesses预防非致命性的伤害及疾病TakeTime,TakeCharge“进行谈话”“承担责任”TakeTimeAssessments“进行谈话”估测TaskHazardAnalysis工作隐患分析WorkplaceRiskAssessments工作场所风险评测Procedures程序Criticalprocedures关键程序SprainandStrainRoadmap（如何减少肌肉拉伤、关节扭伤）57JinchuanSafetyVisit.March,2010TakeTimeTakeCharge“进行谈话”“承担责任”StepsintheTakeTimeAssessmentProcess:“进行谈话”评测风险步骤：1.STOP停止Understandtherisk了解风险Gettherightinformation,procedure,toolsandequipment,permits获得正确信息，程序，共组、设备2.THINKABOUTTHEHAZARDS思考隐患Lookclose.Lookwide.Lookabove.Lookbelow看近、看远、看上、看下Willhazardsarisedueto:可能带来隐患的原因：Pressure,压力Gravitational（跌落、砸伤）-Equipment设备,Gravitational–人，电、噪音、震动、移动通讯设备People,Electrical,NoiseandVibration,MobileEquipment,Posture/Repetition,重复工作，劳损、化学品、温度、动物、电梯、推拉作业、辐射、生化品。Chemicals,Temperature,Animals,Mechanical,Equipment,Lift,Push&Pull,Radiation,Biological58JinchuanSafetyVisit.March,2010TakeTimeTakeCharge“进行谈话”“承担责任”3.ASSESSTHERISK评测风险Whataretheconsequenceititdoeshappen?发生的后果是什么？Howlikelyisittohappen?可能如何发生？4.RESPOND回应Removethehazard.Substitutethehazard.Isolatethehazard.Barricadethehazard.（隔离危险区域）Ensurecorrectbehaviour.WearPersonalProtectiveEquipment.Putsystemsinplace(Permits,SafeWorkProceduresetcetera.消除隐患，替代隐患物品、隔离隐患；确保正确作业，穿戴劳保用品，系统程序到位（许可、安全操作程序等）5.DOTHETASKSAFELY安全操作59JinchuanSafetyVisit.March,2010TakeTimeAssessmentPractice“进行谈话”估测实践Breakintogroups分组Youractivityispainting

thewallatthesideoftheroad你的活动是假装在路边刷墙Youhave15minutestodoyourTakeTimeAssessment15分钟，完成你的“进行谈话”估测60JinchuanSafetyVisit.March,2010SprainsandStrainsRoadmap

1.SetupforSuccess

1.1EstablishLeadership

1.2ResourceReview2.UnderstandingErgonomicHazards

2.1ReviewExistingInformation

2.2ConductTaskAnalysis

2.3ConductVibrationSurvey

2.4PrepareErgonomicRiskRegistry3.JobCapabilityStatements

3.1PrepareStatements

3.2ProvideandUseJCS4.Communicate,EducateandTrain

4.1CommunicatetheRisk

4.2AwarenessTraining

4.3AreaSpecificTraining

4.4OngoingErgonomicTraining5.HealthyWorkforce

5.1StretchingPrograms

5.2FunctionalCapacityEvaluations

5.3ImproveWorkerHealth

5.4HydrationManagement6.ImplementErgonomicControls

6.1ControlPlan

6.2ActivePrevention7.ContemporaryRehab

andBuildingStrength

7.1OccupationalRehabilitation

7.2BuildingStrength8.Sustain

8.1FieldLeadership

8.2EmbedResponsibilities

8.3AuditandRevise61JinchuanSafetyVisit.March,2010AnyQuestionson“HardHatSafety”就关于“减少轻伤事故”提问？62JinchuanSafetyVisit.March,2010Summary结论63JinchuanSafetyVisit.March,2010零伤害-关键元素必和必拓章程持续发展政策规章制度工厂、设备、工作场所状况程序/实践行为系统/体系领导指挥提供安全的工作场所零伤害使得我们的员工做出正确的决策员工控制途径目标64JinchuanSafetyVisit.March,2010

“五阶段”与零伤害关系趋势图（二）“五阶段”与零伤害关系趋势图65JinchuanSafetyVisit.March,2010Yourchallengeisto…你的目标任务是…BehavelikeaGreatSafetyLeaderuntilyoubecomeaGreatSafetyLeader行为要像优秀的安全领导者那样，直到自己真正成为一名优秀的安全领导者（让正确的行为成为你的习惯）WhatItolerate,reinforce,andmodel,iswhatdeterminesmyteam'sperformance.我的尺度，力度和方式，决定我的团队的表现结果66JinchuanSafetyVisit.March,201067JinchuanSafetyVisit.March,2010THEFOLLOWINGSLIDESARESIMPLYCOPIESOFSLIDESFROMINTHEPACKANDAREJUSTNEEDEDTOBEPRINTEDOUT(INCHINESE)FORTHEBREAKOUTSESSIONS68JinchuanSafetyVisit.March,2010前景目标良好行为我要解释安全方面的前景及团队如何去努力实现。我要留出时间了解公司的战略计划和商业目标，以确保我的团队是统一。不好行为我没有时间把细节告诉我的团队。领导让我怎样做，我就怎样做--我不清楚是否这样做符合整体的计划。我不关心利益水平和我的团队的承诺。只要能达到目标，我不关心如何去做。69JinchuanSafetyVisit.March,2010可信性良好行为我希望团队会议能交流思想，并对每个人的努力保持开放态度。我想公平对待每个人，并尊敬他们

我知道我们都要做出榜样，所以我们需保持言行一致。不好行为我不参加团队交流，我的想法也不告诉别人。在团队中，我有偏好，但不告诉任何人。有时我言行不一。安全价值可有可无70JinchuanSafetyVisit.March,2010行动方向良好行为如果我对进展不满，在它变成一个问题前要提出来。我要留时间了解我的工作场所中涉及的安全制度。通过交流和沟通，可以学到很多。所以我积极寻求不同方式来进行交流。不良行为我不想出风头，所以在问题变的明显时，我什么也不说。我倾向于报最好的希望。我知道有许多好想法，但我没时间探讨这些想法。71JinchuanSafetyVisit.March,2010评价良好行为我将所需的信息综合整理，达成一致决定。我经常到公司以外观摩，以更宽广的角度考虑问题。我重视有助于结果的个人经验和知识公平的讲，我对模棱两可的事，有时会使用直觉不好的行为我擅长猜测答案，这通常