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1、Presented by : Stuart XIE Centre of Expertise Facilities Management Business Unit Sodexo Greater China,HSE 管理的挑战及应对策略,Feb 24 2012,0. SPACE,SAFETY安全 Site emergency arrangements: PURPOSE目的 Introduce and share Sodexo China the journey of HSE system construction AGENDA议程 自我介绍 HSE简介 HSE与业务绩效 建立一个基于动态风险管理
2、的HSE管理系统 可见的领导力 问答 CODE OF CONDUCT行为规范 Questions, just ask EXPECTATIONS期望 Share your opinion Enjoy the meeting!,Safety in everything we do,谢天良，Stuart XIE 15+ 年工作经验 13+年HSE工作经验 7+年跨国公司工作经验（中国石化、CH2MHILL、DNV、Sodexo） 国家注册安全工程师 国家安全评价师 美国安全工程师（ASSE）协会会员 美国化工工程师(AIChE)协会会员,1. 自我介绍,380,000 PEOPLE 34,000 S
3、ITES IN 80 COUNTRIES 15.3 BILLION $21 BILLION,A Fortune 500 company, global leader in outsourcing FM services and catering,Ethisphere Institute Recognizes Sodexo for “Real and Sustained Ethical Leadership”,It is the 4th consecutive year that Sodexo ranks in the top 5 of the Global Outsourcing 100 an
4、d #1 in FM,Sodexo was again listed in the Dow Jones Sustainability World Index and the Dow Jones STOXX sustainability Index (Europe),1. 自我介绍,A long lasting and solid footprint in the high density regions,1995 CHINA OPENING 15,000 PEOPLE 650 SITES 45 HOST CITIES RMB 1.3 BILLION IN REVENUES 98% ORGANI
5、C GROWTH 90% SELF PERFORM,1. 自我介绍,A wide range of services,FOOD SERVICES Staff restaurant Catering Executive dining Vending Take out Trolley services Luncheon meal tray Special event,LIFESTYLE SERVICES Wellness Fitness center Lifestyle coaching Studio management Massages services Hairdresser Salon C
6、onvenience Company store Convenience stores Service desk Concierge services,BUSINESS SUPPORT SERVICES Admin support services Reception, Helpdesk, Switchboard Meeting room, Conference center Mailroom, Postal services Reprographics, Print shop Laundry Transportation / Fleet management Warehouse manage
7、ment Infrastructure support services Cleaning (incl. specialized cleaning) Security (non armed) Landscaping Grounds keeping Waste management (incl. recycling),ENGINEERING SERVICES Electrical distribution management Mechanical & Electrical systems Plumbing HVAC High voltage maintenance Utility / Ener
8、gy management BMS management Handyman Small construction Project management Fire protection sysytems Predictive technologies Conveying equipments Security system / /Access control,1. 自我介绍,Design? Manage? Deliver?,A comprehensive approach to develop innovative workplace solutions,Corporate services,D
9、esign,Manage,Food services,Business support services,Engineering services,Lifestyle services,Deliver,Beijing Nanjing Shanghai Guangzhou Tianjin Beijing Beijing Shanghai, (kitchen design),1. 自我介绍,2. HSE简介,HSE：三个人， 三本书 Industry Hygiene: Bernardino Ramazzini（1633-1714）Disease of works(1700) Environment
10、: Rachel Carson(19071964) Silent spring（1962） Safety: Frank E Bird(19212007)- Practical Loss Control Leadership(1969),开始实施HSE前，作为中国燃气的管理者和HSE从业人员，请问我们自己,2. HSE简介,HSE给企业带来什么 ?,为什么需要HSE ?,3. HSE和业务绩效,“百年中燃”,回答上述问题，请先回答,我们的愿景意味着什么？,我们的愿景是什么？,“可持续发展”,可持续 SUSTAINABLE,发展 DEVELOPMENT,+,可持续发展 SUSTAINABLE DE
11、VELOPMENT,3. HSE和业务绩效,3. HSE和业务绩效,社会公众：,企业管理者：HSE对业务的贡献在哪,投资者：,政府监管者：,企业HSE专业人员： 企业不重视或口头重视,但投入不足,员工：,鸿沟,3. HSE和业务绩效,HSE,业务导向,可衡量,提供解决方案,对业务的贡献,贡献究竟多大,给我方案,决策者,事故,未遂,3. HSE和业务绩效,1,5 to 50,1 to 3,3. HSE和业务绩效,$1,$5 - $50,$1 - $3,550,13,1,3. HSE和业务绩效,开源,节流,利润,更良好的利益相关方的关系 Better stakeholder relationshi
12、p,更安全的工作环境 Safer workplace,有效的设施运行 Efficient Facility Operation,更低的事故损失 Lower accident losses,更少的抱怨 Less complaint,更低的合规风险 Lower Compliance risk,3. HSE和业务绩效,对业务的贡献,3. HSE和业务绩效,Finance Performance 财务绩效,Tangible 有形,Revenue 营收,Expense 费用,Cash flow 现金流,Cost of Capital 资金成本,Intangible 无形,Brand 品牌,Reputat
13、ion 声誉,Accident loss事故损失,CSR 企业社会责任,CSR 企业社会责任,可持续 SUSTAINABLE,发展 DEVELOPMENT,+,可持续发展 SUSTAINABLE DEVELOPMENT,4. 建立基于动态风险管理的HSE系统,Cultural Foundation文化基础,Values, Principles, Vision and Common Goals价值观、原则、愿景和共同的目标,4. 建立基于动态风险管理的HSE系统,Loss Causation Model损失控制模型,4. 建立基于动态风险管理的HSE系统,4. 建立基于动态风险管理的HSE系统,
14、Identification of work识别工作,I,M,S,E,C,Standards建立标准,Measurement建立衡量机制,Evaluation使用衡量机制对照标准评估,Commendation and/or Correction激励/纠正,4. 建立基于动态风险管理的HSE系统,4. 建立基于动态风险管理的HSE系统,4. 建立基于动态风险管理的HSE系统,分枝Sub branch - HSE管理程序Procedures,树叶Leaves- 工作指南Practices,树枝Branch- 9个HSE流程 9 HSE Processes,充满活力的风险管理机制Robust Ris
15、k Preventive management mechanism,苹果Apple- HSE绩效HSE Performance,树根-HSE 方针 Root HSE Policy,4. 建立基于动态风险管理的HSE系统,:8443/KMS/Sodexo/Login.aspx,4. 建立基于动态风险管理的HSE系统,Lack of CONTROL缺乏控制,BASIC根本原因,IMMEDIATE直接原因,INCIDENT事件,LOSS损失,ISMEC,1,550,5. 可见的领导力,People人员,Plant/Equipment装置/设备,Procedures程序,Leadership领导力,5
16、. 可见的领导力,没有高层领导的积极参与，企业将永远不可能达到HSE管理的高标准，利益相关方将认为企业没有方向。An organization will never be able to achieve the highest standards of HSE management without the active involvement of directors. External stakeholders viewing the organization will observe the lack of direction.,5. 可见的领导力,5. 可见的领导力,良好的HSE绩效,Walk the talk,Set up vision,Commitment,Lead by example,5 ,可见的领导力,百年中燃
