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Security Is Everybody's Business: Transforming Security Into a Core Business Practice in the SHE Model

机译:安全是每个人的企业:将安全性转化为她模型的核心业务实践

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A security focus in recent years has driven the recognition of synergies between security management and existing safety, health and environment (SHE) management programs in many industries. While safety has a long history as a core business practice within the petrochemical industries, several key roadblocks exist with a similar integration of security. The most effective oil and gas company safety programs are those that are implemented and owned at the field level. However, security-related issues have historically been managed by corporate/functional security departments, rather than at an operational level. We believe that integration of security into existing corporate SHE management programs and practices is key to effective implementation. As such, successful integration of security as a core business practice requires both ownership and implementation at the operations level, as well as technical functional guidance and quality assurance from competent security professionals within the organization. Reporting of meaningful security-related performance indicators still remains primarily in the realm of leading indicators (activity-based), whereas, useful analysis of robust safety programs require evaluation of causal relationships between leading and lagging indicators. This in part is due to the lack of long-term data for comparison, but more importantly the causal effect of external influences related to lagging indicators (incidents), and will slowly change with time. Efforts to increase security awareness by employees need to mirror safety awareness programs. Successful implementation strategies include mixed media packages (video, print, logos, web) along with training and workshops designed to promote security as a core business practice. Effective integration of security into core business practices has resulted in success stories involving employees exhibiting security conscious behaviors, as well as statistics illustrating both increased reporting/incident prevention and security vulnerability gap closures.
机译:近年来的安全重点推动了在许多行业的安全管理和现有安全,健康和环境(SHE)管理计划之间的协同作用。虽然安全在石化行业内的核心业务实践中具有悠久的历史,但有几个关键障碍具有类似的安全性集成。最有效的石油和天然气公司安全计划是在现场一级实施和拥有的。但是,有关安全相关的问题历史上由公司/职能安全部门管理,而不是在运营层面管理。我们认为,将安全整合到现有的企业中,她管理计划和实践是有效实施的关键。因此,作为核心业务实践的成功整合安全性需要在运营级别的所有权和实施,以及本组织内主管安全专业人员的技术功能指导和质量保证。报告有意义的安全相关的绩效指标仍然主要依赖于领先指标(基于活动)的领域,而对强大的安全计划的有用分析需要评估领先和滞后指标之间的因果关系。这部分是由于缺乏长期数据进行比较,但更重要的是与滞后指标(事件)相关的外部影响的因果效应,并将随时间慢慢变化。通过员工提高安全意识的努力需要镜像安全意识计划。成功实施策略包括混合媒体包(视频,印刷,徽标,网络)以及旨在促进安全性作为核心业务实践的培训和研讨会。有效地将安全纳入核心业务实践导致了涉及展示安全意识行为的员工的成功案例,以及说明增加报告/事件预防和安全漏洞间隙关闭的统计数据。

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