Great safety stems from small changes

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This post was last edited by yinkuilin6868 on 2016-6-13 09:13. Every company has a \"safety dream\" – zero accidents. Reducing the accident rate to the lowest possible level is the goal that corporate safety efforts strive to achieve. Humans are the main actors in corporate production, as well as the agents through whom accidents occur. Only by enhancing people's safety awareness can accidents be prevented at their root. 　　 　　Shell was a pioneer in HSE systems, and in terms of safety practices, it went through a process of moving from managing people through regulations to encouraging self-discipline among employees. “Improving every detail is the cornerstone upon which Shell builds a strong safety framework. ”However, it is not easy to eliminate all potential risks, large or small, within Shell’s vast global business structure. But Shell has found the right approach: through both systems and cultural development, Shell motivates and assists all its employees as well as contractors, not just managers and HSE professionals, to develop a safety mindset and skills, and to take on the leading role in ensuring safety. It firmly believes that if every employee consciously pursues safety, the vision of “Goal Zero” will one day become a reality. From systems to culture: Eliminating hidden corners where accidents can occur. In the late 1980s, several major accidents in the oil industry directly led to the emergence of the concept of a \"safety management system\". In the investigation into the explosion at the Porthos Alpha platform in the North Sea off the UK, it was found that this tragic incident, which claimed 167 lives, was caused by a lapse in procedure during shift handover – the day shift workers removed the safety valve from the discharge pipeline of the backup condensate injection pump, while the night shift workers were unaware of this and failed to properly follow the safety procedures, resulting in an irreversible disaster. 　　Since then, oil companies have come to realize that focusing solely on the safety of equipment and technology is not sufficient; it is necessary to establish systematic management systems in order to regulate every aspect of production and eliminate potential blind spots where accidents could occur. Throughout this historical process, Shell has undoubtedly taken the lead in the industry. 　　In fact, as early as 1985, Shell proposed the concept and approach of \"Enhanced Safety Management\". In the following years, Shell developed a safety management system on this basis. In 1991, Shell innovatively introduced the HSE concept. In 1995, Shell officially published its own HSE management system, becoming a pioneer in this area. 　　Shell likes to use the metaphor of a “puzzle” to describe its ongoing efforts to improve its systems. Existing systems always have aspects that are not fully considered, and changes in actual circumstances also require revisions to these systems; therefore, system development cannot be a one-time solution that lasts forever. “Shell is constantly looking for those missing pieces to make the whole puzzle more complete. ” From compliance to intervention: Violations mean departure. Simplifying rules helps employees understand compliance, identify the causes of accidents, and prevent them from happening again. 　　What is a safety system? They are not mere decorations on a desk, but strict rules that must be followed. Shell is never lenient on this matter; anyone who chooses to violate the rules is choosing to leave Shell. 　　“The “12 Life-Saving Rules” represent Shell’s minimum standards; for ordinary violations, there are usually two chances to make things right, but if mistakes occur during high-risk operations, there is not a single chance. 　　Given that the extensive system documents are difficult for front-line employees to understand, Shell adheres to the principle that \"simplicity works,\" continuously simplifying rules to make it easier for employees to comprehend and follow them. 　　Studies show that 90% of safety accidents are related to violations during work, and colleagues were present at 70% of fatal accidents. To this end, Shell requires all its employees to abide by the regulations, while also granting them the authority to actively intervene in others’ unsafe behaviors, a right that is not restricted by rank. 　　Shell executives even provided their personal phone numbers to employees and contractors, encouraging them to report any safety concerns directly to them. 　　“Safety is the top priority. ”Guided by this philosophy, Shell is by no means reluctant to address accidents; on the contrary, it treats near-misses as if they were actual accidents. Shell requires its employees to report every incident, no matter how minor, and even things like cable box covers being blown off by the wind must not be overlooked. But Shell is in control of the incident; the focus is not on assigning blame, but on determining the true cause of the accident in order to avoid being tripped up by the same problem again in the future. From being taught to teaching others: Cultivating a sense of responsibility. Restoring safety to individual lives and family happiness, and enabling employees to step onto the podium to teach others what safety means. 　　Shell has such safety training: under the scorching sun, a dummy is dropped from a 12-meter-high scaffold, and the sound of the dummy hitting the ground is amplified through speakers, creating a startling effect that makes the workers watching gasp in shock. Although these workers came from different ** and did not speak each other’s language, at that moment everyone understood all too well the serious consequences of working at heights without wearing a safety belt. 　　Changing people’s consciousness is like moving boulders; it is hundreds or even thousands of times more difficult than establishing systems. Therefore, Shell never believed that forcing ideas upon people would work; instead, it creatively introduced the “Hearts&Minds” program. This plan takes the perspective of employees, restoring safety to individual lives and family happiness; through continuous communication, it acts like a gentle breeze that nurtures things silently. 　　The best outcome of training is when the trainees take to the podium to teach others what safety is and how to achieve it. In traditional security management, employees are like gyroscopes that spin around when subjected to an external force. But when employees take the initiative to carry out safety training, it’s like an engine that gradually fosters a sense of responsibility and \"Barrier Thinking\"; safety thus becomes a conscious pursuit that stems from within, with solid barriers emerging to protect against accidents. 　　No matter how difficult it is to move those giant rocks – and given that they might fall back down as soon as they are lifted – Shell is convinced that it has the right approach, so it isn’t afraid to act like ‘the Foolish Old Man’ and is determined to move those mountains. Shell HSE keywords [HSE and HSSE] HSE is an abbreviation for Health, Safety, and Environment. In 1991, Shell pioneered this concept and published its own HSE management system in 1995. Subsequently, Shell further developed this system into an HSSE management system, which is a systematic management approach for Health, Safety, Security, and Environment. [HSE Golden Rule] Both you and I must abide by laws, regulations, standards, and management procedures ； Intervene in unsafe or non-compliant situations ； Respect the people and environment around us. 【Safety Leadership】 Possesses HSSE risk awareness ； Demonstrate visible and tangible HSSE leadership through measurable actions ； Motivate and develop employees, as well as enhance their capabilities, through effective HSSE management ； Take responsibility for individual HSSE behaviors and performance ； Communicate with stakeholders regarding HSSE. 【Hazard and Impact Management Process (HEMP)] HEMP is Shell’s method for identifying, assessing, and managing hazards, and it logically consists of four stages: identification, assessment, control, and recovery. The identification phase focuses on identifying what potential hazards persons, the environment, and assets are exposed to. The assessment phase focuses on identifying the causes and consequences, the likelihood of loss of control, and whether the risks are minimized to an acceptable level. The control phase focuses on whether the cause can be eliminated, what control measures are needed, and how effective these measures are. The recovery phase focuses on whether remedial actions are needed and whether the capacity for remediation is sufficient.