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Operations Management: The Road to Zero-Incident Safety Performance

机译:运营管理:零事件安全性能的道路

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Developing a zero incident safety performance culture in a remote location with a local multi‐cultural workforce requires visible management commitment, robust management systems and continuous workforce engagement. A zero total recordable injury rate has been maintained by ConcoPhillips’ Algeria Business Unit since July 2008. This accomplishment represents over three million hours of ongoing simultaneous activities namely operations, construction and drilling. The business was acquired in 2006. The Menzel Lejmat North (MLN) operations facility is located in the southern Sahara desert. In addition to MLN, there is a support base in Hassi Messaoud, a government liaison office in Algiers and the BU headquarters in Houston. MLN has a diverse workforce of approximately 125 staff of 12 nationalities; including company employees, contractors and the national oil company (NOC) secondees. Since OSHA‐type statistics are not a regulatory requirement, company standards and self‐regulation provide the only basis of influence with the NOC and the contracted workforce. The key points to developing a zero incident safety performance include the following: Management Commitment The management team has delivered a consistent message that promotes planning for safe work, visible line management, support of safe work practices, and continuous improvement of personal and process safety. The concept is to instill safety into everything we do. Management System Implementation The system provides a common language to communicate procedures and to measure progress in a standard context. Line management is accountable for implementing and maintaining these management systems in alignment with the corporate standards, which facilitates continuous HSE performance improvement and ensures compliance. Contractor Engagement All contractors working at our facilities are embraced by a zero incident safety culture that is practiced by management and employees. Safety performance goals and expectations are communicated to everyone to establish one workforce with common objectives.
机译:在具有当地多种文化劳动力的远程位置开发零事件安全性能文化需要可见的管理承诺,强大的管理系统和持续的劳动力参与。自2008年7月以来,ZhoShillips'阿尔及利亚业务部门维持了零总可录制的伤害率。此成就代表了300多万小时的持续同步活动即运营,建设和钻井。该业务于2006年收购。Menzel Lejmat North(MLN)运营设施位于撒哈拉沙漠南部沙漠。除MLN外,Hassi Messaoud还有一个支持基地,在阿尔及尔的政府联络处和休斯顿的BU总部。 MLN拥有各种劳动力,大约125名员工的12名民族;包括公司员工,承包商和国家石油公司(NOC)二股。由于OSHA型统计数据不是监管要求,公司标准和自我监管为NOC和合同劳动力提供了唯一的影响力。开发零事件安全性能的关键要点包括以下内容:管理团队管理团队已提供一致的消息,促进安全工作,可见线管理,安全工作实践的支持,以及个人和过程安全的持续改进。这个概念是将安全灌输到我们所做的一切中。管理系统实现系统提供了通用程序的通用语言,并在标准上下文中测量进度。线路管理是对实施和维护这些管理系统与公司标准相一致的,这促进了连续HSE绩效改进并确保合规性。承包商订婚,我们设施工作的所有承包商都被管理层和员工练习的零事件安全文化所带来的。安全性绩效目标和期望与每个人一起传达,以共同目标建立一个劳动力。

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