国外企业安全管理资料

国外企业安全管理

1. BP

职能化的安全管理机构

总经理

工厂 厂长

供应 采购

销售 经理

运作 经理

财务 经理

安全 顾问

人力 资源

信息 技术

? 职能部门向总经理汇报，但同时向直属上级报告，业绩主要由职能上级考核

? 职能部门具有相对独立性

? 不同成员公司安全人员形成一个网络，会承担一定上级的任务

2. 道达尔

佛山工厂组织架构: 134 人

3. 杜邦

4. 广本

5. ABB

6. ACCO

广州本田汽车有限公司交通、防火、生产安全委员会机构图曾庆洪执行副总经理安委会主任（每个职位的职责看原文）

7. 阿美科（AMEC）

8. 巴斯夫

9. 贝克休斯

Enterprise employee injury/illness performance

We achieved a 14% reduction in 2013 Total Recordable Incident Rate (TRIR), surpassing our 10% goal for the year. Although 66 fewer recordable incidents occurred than in the previous year, 580 employees still suffered a recordable injury. In addition to successfully lowering our TRIR, we achieved an 18% reduction in our Days Away From Work Case Rate (DAFWCR). Our key HSE performance metrics continue to outperform the International Association of Drilling Contractors benchmark, and are in the top quartile across the industry (Fig. 2).

Our loss control triangle (Fig. 3) shows that employees submitted 487,060 observations in 2013, a 20% increase year-on-year. This increase correlates directly with our improved safety and environmental performance.

Injury/illness data analysis

Figs. 4 and 5 illustrate the top five injured body parts and the six most common types of injuries

sustained in 2013. Hand and back injuries continue to be the most frequent body parts affected. Combined, these injuries constitute 44% of the recordable injuries

for the year (Fig. 4). Although sprains and strains continueto be the most prevalent type of injury, we experienced a 14% reduction compared to 2012 and 31% compared to 2011 (Fig. 5). Recordable injuries predominantly occurred at the wellsite or at a Baker Hughes facility. Together these locations accounted for 82% of the recordable injuries (Fig. 6).

Transportation safety

Our transportation safety performance improved last year. Our recordable Motor Vehicle Accident frequency improved 4%, and our overall accident frequency rate (all severity classifications) decreased by more than 9%. While these are very encouraging results, we still have many opportunities for improvement. As in the past, the majority of our recordable accidents were due to a combination of factors, but excessive speed for road and weather conditions, improper following distance, poor driver awareness of surroundings and inconsistent journey management practices continue to be our most frequent contributors, reflecting the need for continued training and strong oversight programs.

To address these issues, we completed a thorough driving training program strategy addressing not only the Baker Hughesspecific driver training components (core defensive driving), but also driver trainers and assessors (Transportation Trainer and Assessor Certification Course). Further support for these two programs will come with the introduction of the Transportation Safety Management Leadership Program in Q1 2014. All three programs will also be introduced globally. And, we have initiated plans to pilot a state-of-theart driving simulator.

10.福陆

11.哈利伯顿

During 2013, we achieved a strong safety performance with a 26 percent decline in injury rates. This is one of the greatest yearover-year improvements we have ever seen, and it speaks to the dedication, all across our organization, to ensure that everyone returns home safe.

Key Achievements

? As we continue to work toward our ultimate goal of ZERO, we reduced our total recordable incident rate (TRIR) to in 2013. This represents our best performance, and a 70 percent decline, since the Company began keeping consolidated records in 1999. Our 2013 lost-time incident rate (LTIR) of represents our best performance, and an 86 percent decline, compared to 1999.

? We reduced both the volume of spills and our carbon footprint in 2013. Additionally, we enhanced our comprehensive chemical index and continue to advance our emissions reducing

dual-fuel technology.

? We completed a full update of our corporate health, safety and environmental standards. These standards define the minimum expectations for the control of an HSE activity or system, and serve as a bridge between regulatory requirements and Halliburton’s operations.

12.霍尼韦尔

HSE Structure and Responsibility

1. APPLICABILITY

This standard applies to all Honeywell organizations and majority owned subsidiaries

worldwide.

2. OVERVIEW

An organization’s HSE Management System will only be as successful as the level of commitment demonstrated by its leadershipand employees. One important method used to gain and maintain high levels of commitment is the establishment of specific HSE roles and responsibilities throughout the organization’s structure. Operational controls are designed to manage HSE aspects, risks and obligations but controls are only as good as the individual efforts to implement and maintain those controls. Establishing clear roles and responsibility for the management system and resulting controls will help the organization implementits management system, sustain control over its HSE aspects and drive commitment throughout the workforce. This standard will help organizations implement and maintainan effective HSE management system by establishing clear lines of responsibility and accountability.

3. DEFINITIONS