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• 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总经理销售 经理安全 顾问人力 资源 顾问工厂 厂长运作 经理财务 经理供应 采购 经理信息 技术 顾问2.道达尔佛山工厂组织架构: 134 人3.杜邦4.广本广州本田汽车有限公司交通、防火、生产安全委员会机构图5.ABB6.ACCO（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 performanceWe 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 analysisFigs. 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 safetyOur 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, wehave 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 0.59 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 0.14 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 a nd Halliburton’s operations.12.霍尼韦尔HSE Structure and Responsibility1. APPLICABILITY1.1 This standard applies to all Honeywell organizations and majority owned subsidiaries worldwide.2. OVERVIEW2.1 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 responsibiliti es 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. DEFINITIONS3.1 Definitions for underlined text are found at the end of this document.4. REQUIREMENTS4.1 The organization shall identify and documentHSE roles and responsibilities necessary to establish and maintain an effective HSE management system. Roles and responsibilities must be established for all employees including the following organization levels:4.1.1 Those who manage activities that have or could have an impact on the organization’s HSE performance, including Senior Leadership, managers, supervisors and functional HSE leaders4.1.2 Personnel who perform tasks and activities that have HSE risks or are included in the organizatio n’s identified significant aspects, including employees and contractors4.1.3 Personnel who verify HSE performance for the organization including those performing audits, self-assessments, inspections and monitoring activities4.2 The organization’s se nior leader is ultimately responsible and accountable for HSE performance and the performance of the HSE Management System. The organization’s senior leadership shall appoint a specific management representative who, irrespective of other responsibilities, shall have defined roles, responsibilities and authority for ensuring that the HSE management system requirements are established, implemented and maintained. This requirement shall be achieved by appointing one of the following individuals:4.2.1 The o rganization’s senior leader (self-appointed)4.2.2 A direct report to the organization’s senior leader4.2.3 A management representative with direct and regular access to the senior leader for the purposes of communicating and driving the HSE management system4.3 Roles and responsibilities must be assigned for all activities of the HSE Management System(e.g. operational controls, managementprograms, HSE procedures, objectives, training, etc.).4.4 Operational Controls must include assignment of responsibility for control (procedure, etc) requirements. Where possible, responsibilities shall be assigned to the individual(s) that have authority and responsibility for the operation, activity or risk to be controlled.4.5 Those assigned specific HSE responsibilities must be at a level in the organization wherethey have adequate authority, resources and operational knowledge to successfully carry out their responsibilities.4.6 HSE performance expectations must be included and documented in the performance management process for all individuals assigned specific HSE responsibilities.5. RELATED DOCUMENTS5.1 None defined now.13.卡特彼勒From 2012 to 2013, we continued to build upon a trend toward world-class standards in safety with a 24 percent reduction in Recordable Injury Frequency (RIF) and a 3 percent reduction in Lost-Time Case Frequency Rate (LTCFR).坐落在无锡市的卡特彼勒（中国）机械部件有限公司时刻将安全放在第一位，并致力于创建一种集教育、提示和汇报于一体的安全文化。