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Improving HSE Culture and Leadership - How KNPC is Pursuing HSE Excellence

机译:改善HSE文化和领导 - KNPC如何追求HSE卓越

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If a company wants to sustain continuous improvement in process safety and HSE, or to reach for Operational Excellence, it must address improvement of culture throughout the organization from CEO to field operations/maintenance. This paper compares the strengths and weaknesses of safety culture frameworks. The Center for Chemical Process Safety made process safety culture an official process safety management element when it published its Risk Based Process Safety Guidelines. Embedded in that element chapter were the key work practices to establish a management system to nurture process safety culture and 12 essential features of a good culture. Over the past ten years, other organizations in several industries have proposed various frameworks to understand and assess safety culture. During that same period, ABS Group has performed over 40 culture evaluations of companies involving hundreds of facilities, tens of thousands of employees and contractors, across all global regions and ethnic cultures. These evaluations have determined safety culture weaknesses and linked them as causal factors to actual company safety performance. These weaknesses represent the current "disease states" for these companies. In several cases, we were able to determine the historical disease pathways in which condition that influence culture were allowed to degrade over time. Moreover, we have seen how companies have adopted practical measures to prevent, mitigate, and recover from safety culture disease. This paper will summarize practical means that senior executives, plant managers, engineers, and operating and maintenance staff can adopt to avoid safety culture disease. We will summarize the lessons from a number of case study evaluations, characterize common culture degradation patterns among these different companies and provide suggestions for vaccinating companies against future process safety culture disease. Our Kuwait National Petroleum Company co-author will describe the progress that KNPC is making to develop its HSE/process safety culture.
机译:如果公司希望在流程安全和HSE中持续改进,或者达到业务卓越,它必须在整个组织中从首席执行官到现场运营/维护来解决文化的改善。本文比较了安全文化框架的优势和弱点。化学工艺安全中心在发布其风险的流程安全指导方面时,化学工艺安全性制造了工艺安全文化。嵌入在该元素章节中,是建立管理系统的关键工作实践,以培养过程安全文化和良好文化的12个基本特征。在过去的十年中,若干行业的其他组织提出了各种框架来了解和评估安全文化。在同期,ABS集团在涉及数百种设施,成千上万名员工和承包商的公司中进行了40多家文化评估,遍布所有全球各地和民族文化。这些评估已经确定了安全文化的弱点,并将其与实际公司安全性能的因果区相连。这些弱点代表了这些公司的当前“疾病状态”。在几种情况下,我们能够确定历史疾病途径,其中允许影响培养的病症随时间降解。此外,我们已经看到了公司如何采取实际措施来预防,减轻和从安全文化疾病中恢复。本文将总结实际意味着高级管理人员,工厂管理人员,工程师和经营和维护人员可以采用,以避免安全文化疾病。我们将总结一下许多案例研究评估的教训,这些课程在这些不同公司之间表征了普遍的文化退化模式,并为疫苗接种公司免受未来的过程安全性文化疾病提供建议。我们的科威特国家石油公司共同作者将描述KNPC正在制定HSE / Process安全文化的进展。

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