SHELLWORLD GREATER CHINA

壳牌世界 – 大中华区

2008年春，周兴臣卸任岳阳中石化壳牌煤气化有限公司HSSE经理时，合资企业已经实现安全生产350万人工时无失时事故。

对任何一个项目而言，这都不是轻而易举的成绩，而岳阳合资企业是壳牌在中国的第一个煤气化投资项目，也是一家非壳牌控股的合资企业，HSSE管理要面对极具挑战性的环境。由于在HSE管理上的杰出贡献，周兴臣荣获包括壳牌中国洁净煤业务HSSE奖在内的很多奖项，但他觉得，“工厂能安全运营，所有同事能放心工作，平安回家，对我来说比什么奖都好！”

无惧挑战

2005年3月，周兴臣刚从壳牌到岳阳担任HSSE经理时，主动的安全文化尚没有形成，不少员工认为安全是安全管理员的事情，与自己无关，甚至对安全有抵触心理，部分员工和承包商的工作方法还依然故我地沿袭着以前的惯例。

而到他告别岳阳的时候，工厂上下逐渐接纳了壳牌的HSSE黄金法则，员工和承包商开始主动积极参与安全管理，85名员工和承包商自愿担当现场HSE义务检查员……这么大的转变，周兴臣是怎么实现的呢？

用工程的方式管理安全

首先要建立并推进满足实际需求的HSE管理体系，用工程的方式管理安全。周兴臣建立了以作业票管理体系为核心的HSE管理模式，提出“干任何事情都要开作业票”、“作业票是控制直接作业环节风险的有效手段”的管理理念，建立了作业票人员授权体系，

SHELL WORLD 1

When Zhou Xingchen moved on from the position of HSSE Manager of Sinopec

and Shell’s coal gasifi cation joint venture in Yueyang this spring, the plant had

celebrated its safety milestone of 3.5 million working hours without any lost-time

injury (LTI).

For any project, this would be a great achievement. For the Yueyang joint venture,

Shell’s fi rst coal gasifi cation equity project (with no controlling power) in China, it

deserves even louder applause as HSSE management there has more formidable

challenges. With his outstanding contribution to a safe Yueyang plant, Xingchen

has won various awards including the Shell China Clean Coal Energy Business

HSSE Award. Although he holds the award close to his heart, he believes something

is even more important than the prizes – a plant that runs smoothly and colleagues

who can work safely and returning home happily…every day.

Fearless of All Challenges

Back in March 2005, when Zhou Xingchen was

appointed HSSE manager of the Yueyang joint

venture, a proactive safety culture was something

beyond imagination, with some staff holding held

that safety was the concern of safety offi cers - with

nothing to do with themselves- or even sort of

burden and some still following the old safety-

unconscious practices.

Th ree years later, the plant has accepted Shell’s

HSSE Golden Rules from the bottom up to the

management level with proactive staff

involvement. A total of 85 employees and

contractors have volunteered to be on-site HSE

inspectors… How has Zhou Xingchen managed to realize this big U-Turn

change?

SHELL WORLD �

并根据实际需要编制出新的作业票格式，使作业票从有些人心目

中“可有可无的摆设”变成了控制作业风险的核心工具。

复杂的HSE文件和制度标准怎样才能更好地为现场员工理解、

接受和落实？周兴臣为此动足了脑筋：根据承包商的接受能力，他

把合资公司的安全管理系统浓缩成只有26页的安全手册，分发给每

一个员工；纷繁复杂的现场作业活动经过他盘点归类后，清楚地分

为56种，并分别编有对应的安全检查表；为了从源头解决检维修作

业风险，他推动并组织编制了127套系统隔离方案；他还编写了一

系列图文并茂、紧密联系实践的教材，比如以气化炉内部检修作业

为例编写的受限空间作业安全管理规范，这些不仅便于员工理解

HSE文件、制度和标准，更有效地规范了现场作业活动。

建立体系只是第一步，在现场作业的安全监督工作中，周兴臣推

行最佳的安全实践标准。他对于动火作业、受限空间、系统隔离、 高

处作业等高危作业的现场

监管十分严格，在现场推

行高于当地、甚至高于壳

牌其他工厂的安全标准。

比如对于高处作业，他要

求在临时平台、脚手架

上作业必须100%系挂安

全带，对于高处作业违章

行为他坚持“零容忍”的

原则，顶住压力，多次停

工，避免了重大安全事故

的发生。与2006年相比，

洞庭2007年安全事故率下

降75%以上！

润物细无声

周兴臣无时无刻不在努力提高全员和承包商HSE意识，推动主

动的安全文化。加大HSE培训和宣传力度、建立了HSE奖惩机制、

推行领导安全表率作用、设立义务安全检查员制度……持之以恒的

努力“润物细无声”，渐渐改变了合资公司安全文化。

合资公司一名现场班长在给周兴臣的信中这样写：“在您的培

养和帮助下,我学到了许多以前不了解的知识,特别是在HSE方面，

我真正懂得了‘严是爱、松是害’的道理，彻底扭转了许多人安全上

麻痹大意的思想。我正努力地带领着班组所有员工严格按照HSE的

要求精心操作，争取获得更大的成绩。”

主要承包商之一岳阳四化建工程公司不仅在工作中遵循周兴臣

提出的安全理念，还把在合资公司学到的HSE管理经验运用到其他

承包项目中，倍受业主的赞扬与尊重。周兴臣欣慰地说：“这是对

我们工作的最好评价！”

合资公司总经理阮庆星这样评价周兴臣：“他是一个真正说到

做到、以身作则的人，是每一位员工最好的安全典范。”在合资公

司近三年的时间里，周兴臣牺牲了绝大部分的休息和节假日时间，

时刻防范安全隐患。虽然他现在已经离开了HSSE经理的岗位，他

依然心系岳阳合资企业的安全，“安全是永远不能有松懈的……这

的确不是轻松的工作。”

Safety Management with an Engineering Process

The first thing he did is to establish and promote an HSE management system that

meets the real needs. In his view, safety management should be as specific and

accurate as engineering process management. In his HSE management model, the

Permit to Work management system was at the core. He made it a discipline that

any on-site job needs an accompanying Permit to Work, improved the authorization

process and updated the format of the Permit to Work, making it no longer a

rubber stamp but a major tool for operation-related risk control.

How can complicated HSE documents, rules and standards be better understood,

accepted and implemented by front-line operators? Zhou Xingchen had racked his

brains for ways to reach it. His solutions included a 26-page condensed safety

handbook for every staff, 56 categories of various site operations and the

corresponding safety check lists, 127 system isolation schemes to better address the

risks in maintenance and overhaul and a series of illustrated training materials. All

of pragmatic measures contributed staff understanding and

compliance of the safety standards.

Xingchen also strived hard to promote the best safety

practices. He’s strict in on-site supervision of high-risk work

and imposed safety requirements that are stricter than local

regulations or in some cases even the standards for other

Shell projects. He insisted that work in heights should be

100% protected by safety belts and had zero tolerance to

any violation. In spite of great pressures, he issued ‘Stop

Work’ orders for a number of times, which helped avoid

several major accidents. Compared to 2006, recordable

incident occurrence throughout the JV in 2007 dropped by

more than 75%.

Progress Bit by Bit

One question that always on Xingchen’s mind is how to enhance the employees’

and contractors’ HSE awareness and promote the proactive safety culture. By

strengthening HSE training and communications, launching HSE-related

incentive mechanisms, promoting leaders as HSE role-models and establishing the

voluntary safety inspection system...Zhou succeeded in changing the joint venture’s

safety culture bit by bit.

A site-operation supervisor told Xingchen in a letter, “With your kind help, I’ve

learnt so much about HSE and I’ve got real meaning of “being strict for love”. I’m

trying my best to lead all my subordinates to operate in strict compliance with the

HSE rules for better results.”

One of the major contractors of the JV project, Yueyang 4th Chemical Engineering

& Construction Co., Ltd not only follows Zhou’s safety concepts, but also applies

the HSE management expertise learnt from the joint venture in other projects,

winning much acclaim from the project owners. Zhou is much delighted, “It is the

best recognition to our work.”

In the eyes of Yuen Heng-Seng, General Manager of the Yueyang Joint Venture,

Zhou always walks the talk and is the best HSE role model you can ever find.” In

his three years in the Dongting joint venture, Zhou voluntarily devoted most of the

holidays and weekends to his safety job. Even now when he has moved on to

another position, he is still concerned, “We cannot afford to be loose-minded in

safety... It is by no means an easy job.”