Professional Documents
Culture Documents
Stakeholders
Processes
Organisation Resources
May 2005
اﺷﺨﺎص ذﯾﻨﻔﻊ
Stakeholders
ﻓﺮآﯾﻨﺪﻫﺎ
ﺳﺎزﻣﺎن ﻣﻨﺎﺑﻊ
Table of Contents
CHAPTER 1: INTRODUCTION.................................................................... 8
The Strategic Health, Safety and Environmental Management Programme (SHSEMP) ................8
١٨ ﻓﺼﻞ :٢ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ آﻧﭽﻪ را ﮐﻪ ﻻزﻣﺔ ﻣﺪﻳﺮﻳﺖ HSEﺑﺼﻮرت ﻳﮏ اﺳﺘﺮاﺗﮋى اﺳﺖ،
ارزﻳﺎﺑﻰ و ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﮐﺮد؟
١٨ در حﺎل حﺎﺿﺮ HSE ،را ﺑﺎ ﭼﻪ ﮐﻴﻔﻴﺘﻰ ﻣﺪﻳﺮﻳﺖ ﻣﻴﮑﻨﻢ؟
٢٠ ﺗﻌﺪاد حﻮادث و روﻳﺪادهﺎى ﻣﺮﺗﺒﻂ ﺑﺎ HSE
٢٠ هﺰﻳﻨﻪ HSE
٢٨ ﻋﻤﻠﮑﺮد ﻣﻦ در ﻣﻘﺎﻳﺴﻪ ﺑﺎ دﻳﮕﺮان ﭼﮕﻮﻧﻪ اﺳﺖ؟
٢٨ ﮐﺪام ﺳﻄﺢ ﻣﺪﻳﺮﻳﺖ HSEرا ﺑﺎﻳﺪ در ﮐﺴﺐ و ﮐﺎر ﺧﻮﻳﺶ اﺟﺮا ﻧﻤﺎﻳﻢ؟
٣۶ ﺳﻴﺴﺘﻢهﺎى ﻣﺪﻳﺮﻳﺖ HSEﻣﻰﺗﻮاﻧﺪ اﺳﺘﺮاﺗﮋى ﺑﺮاى HSEاراﺋﻪ دهﺪ.
۴٢ ﺗﺪوﻳﻦ ﮔﺰﻳﻨﻪهﺎى اﺟﺮاﺋﻰ.
۴٢ ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﺑﻬﺘﺮﻳﻦ ﮔﺰﻳﻨﻪ را اﻧﺘﺨﺎب ﮐﻨﻢ؟
۴۴ ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮاﻧﻢ ﺑﺎ ﻣﻮﻓﻘﻴﺖ ،ﺗﻐﻴﻴﺮات را ﭘﻴﺎده ﮐﻨﻢ؟
۵٢ ﻓﺼﻞ :٣ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان اداره HSEرا ﺑﺼﻮرت ﻳﮏ اﺳﺘﺮاﺗﮋى ﺳﺎزﻣﺎﻧﺪهﻰ ﮐﺮد؟
۵٢ ﭼﺮا ﺑﺎﻳﺪ ﻣﺴﺌﻮﻟﻴﺖهﺎى وﻳﮋه اى ﺑﺮاى HSEاﺧﺘﺼﺎص داد؟
۵۴ ﭼﻪ ﮐﺴﻰ ﺑﺎﻳﺪ در ﻗﺒﺎل HSEﻣﺴﺌﻮﻟﻴﺖ ﺑﭙﺬﻳﺮد؟
۵۶ ﭼﮕﻮﻧﻪ ﻣﻴﺘﻮان ﻣﺴﺌﻮﻟﻴﺖ HSEرا ﺑﻴﻦ اﻓﺮاد ﻣﺨﺘﻠﻒ ﺗﻘﺴﻴﻢ ﮐﺮد؟
۶٢ ﮐﺪام ﺳﺎﺧﺘﺎر ﺳﺎزﻣﺎﻧﻰ ،ﻣﺆﺛﺮﺗﺮﻳﻦ ﻋﻤﻠﮑﺮد HSEرا اراﺋﻪ ﻣﻰﮐﻨﺪ؟
۶۶ ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان ﮐﺎرﮐﻨﺎن را ﺑﻪ ﭘﺬﻳﺮش HSEﻣﻠﺰم ﺳﺎﺧﺖ؟
What Organisational Structure will Give me the Most Effective HSE Performance? ...................61
How do I Ensure Things are Monitored, Results Reported and Action Taken?.............................83
Why Audit?............................................................................................................................................93
٧۶ ﻓﺼﻞ :٤ﭼﮕﻮﻧﻪ ﻣﻴﺘﻮان ﺑﺮ ﻧﺤﻮه اﺟﺮاى اﺳﺘﺮاﺗﮋى ،HSEﺑﻄﻮر ﻣﻨﻈﻢ ﻧﻈﺎرت داﺷﺖ؟
٧۶ ﭼﺮا ﺑﺎﻳﺪ ﺑﺮﻋﻤﻠﮑﺮد ﺧﻮد ﻧﻈﺎرت و ﮐﻨﺘﺮل ﻣﻨﻈﻢ داﺷﺘﻪ ﺑﺎﺷﻢ؟
٧٨ ﺑﺮ ﭼﻪ ﻣﻮاردى ﺑﺎﻳﺪ ﺑﻄﻮر ﻣﻨﻈﻢ ﻧﻈﺎرت ﮐﻨﻢ؟
٨٢ ﭼﻪ ﻣﻌﻴﺎرهﺎى ﻋﻤﻠﮑﺮدى را ﺗﻌﺮﻳﻒ ﮐﺮده و ﭼﮕﻮﻧﻪ آﻧﻬﺎ را اوﻟﻮﻳﺖ ﺑﻨﺪى ﮐﻨﻢ؟
٨٢ ﭼﮕﻮﻧﻪ از ﻧﻈﺎرت و ﮐﻨﺘﺮل ﻣﻨﻈﻢ اﻣﻮر ،ﮔﺰارش ﻧﺘﺎﻳﺞ و اﻗﺪاﻣﺎت اﻧﺠﺎم ﺷﺪه اﻃﻤﻴﻨﺎن حﺎصﻞ
ﻧﻤﺎﺗﻢ؟
٨۶ ﺑﻬﺘﺮﻳﻦ روش ﮐﻨﺘﺮل ﺑﺮاى ﺳﺎزﻣﺎن ﻣﻦ ،ﮐﺪام اﺳﺖ؟
٩٢ ﻓﺼﻞ :٥ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان راهﻰ را ﮐﻪ ﺑﺮاى اداره HSEﺑﺼﻮرت اﺳﺘﺮاﺗﮋى ﺑﺮﮔﺰﻳﺪه ﺷﺪه،
ﺑﻬﺒﻮد ﺑﺨﺸﻴﺪ؟
٩٢ ﭼﺮا ﺑﺎﻳﺪ در روﻳﮑﺮد ﺧﻮد ﻧﺴﺒﺖ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ،HSEﻧﻮآورى داﺷﺘﻪ ﺑﺎﺷﻢ؟
٩۴ ﺑﻪ ﭼﻪ دﻟﻴﻞ ﻣﻤﻴﺰى ﮐﻨﻢ؟
٩۴ ﺑﻬﺘﺮﻳﻦ روش ﺑﺮاى ﺗﻨﻈﻴﻢ ﻳﮏ ﺑﺮﻧﺎﻣﻪ ﻣﻤﻴﺰى ﭼﻴﺴﺖ؟
٩۶ ﭼﻪ روشهﺎﻳﻰ ﺑﺮاى ﺗﺸﻮﻳﻖ اﻳﺪه هﺎى ﻧﻮ و ﺑﺪﻳﻌﻮﺟﻮد دارد؟
٩٨ ﭼﮕﻮﻧﻪ اﻳﺪههﺎى ﻧﻮ و ﺑﺪﻳﻊ را ارزﻳﺎﺑﻰ ﮐﻨﻢ؟
١٠٢ ﻓﺼﻞ :٦ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان ﻳﮏ ﻓﺮهﻨﮓ ﻣﺜﺒﺖ HSEرا درک ﻧﻤﻮده و آن را ﺗﺮوﻳﺞ ﮐﺮد؟
١٠٢ ﻓﺮهﻨﮓ HSEﭼﻴﺴﺖ؟
١٠۶ ﭼﺮا ﻓﺮهﻨﮓ HSEﻣﻬﻢ اﺳﺖ؟
١١٢ ﭼﮕﻮﻧﻪ ﻓﺮهﻨﮓ HSEاﻳﺠﺎد ﺷﺪه و ﭼﮕﻮﻧﻪ ﻣﻴﺘﻮان آن را حﻔﻆ ﮐﺮد؟
١١۴ ﻓﺮهﻨﮓ ﻣﻄﻠﻮب HSEازﭼﻪ ﻋﻮاﻣﻠﻰ ﺗﺸﮑﻴﻞ ﺷﺪه اﺳﺖ؟
١١٨ ﺑﻬﺘﺮﻳﻦ ﻋﻤﻠﮑﺮد ﻓﺮهﻨﮓ HSEﭼﮕﻮﻧﻪ ﺟﻠﻮه ﻣﻰﮐﻨﺪ؟
١٢۴ ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮاﻧﻢ ﻓﺮهﻨﮓ HSEرا در ﺳﺎزﻣﺎن ﺧﻮد ارزﻳﺎﺑﻰ ﮐﻨﻢ؟
١٢۶ ﺷﻨﺎﺳﺎﻳﻰ و درک ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ در ﺳﻄﻮح ﻣﺪﻳﺮﻳﺖ
١٢٨ اﻗﺪاﻣﺎت ﻏﻴﺮ ﻋﻤﺪى -ﺧﻄﺎهﺎى اﻧﺴﺎﻧﻰ
١٢٨ اﻗﺪاﻣﺎت ﻋﻤﺪى
١٣۶ ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان ﺑﻬﺒﻮد در ﻓﺮهﻨﮓ HSEرا ﺑﺮﻧﺎﻣﻪ رﻳﺰى و اﺟﺮاء ﮐﺮد؟
١۴٢ ﺧﻼصﺔ ﻓﺼﻞ ٦
Intentional Actions..............................................................................................................................127
Useful Documents................................................................................................................................147
Chapter 1: Introduction
Operations in the oil, gas and petrochemicals industries involve hazards that
can expose employees and members of the public to significant health and
safety risks and lead to significant environmental impacts. Effective
consideration of HSE issues has always been a concern to those responsible
for managing businesses in this industry.
In recent years, many more people have realised that our planet and it’s
people are vulnerable and that future peace, prosperity and quality of life
can only be achieved through responsible use of our natural resources and
respect for individuals and their way of life. People now expect
governments and senior business figures to manage economic development
in an environmentally and socially responsible manner. The Bruntland
Commission, in 1987, identified the need for economic development that is
Sustainable and defined this as ”development that meets the needs of the
present without compromising the ability of future generations to meet their
own needs”.
ﻓﺼﻞ :١ﻣﻘﺪﻣﻪ
هﺪف ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ اﺳﺘﺮاﺗﮋﻳﮏ HSEﺑﺮ اراﺋﻪ ﻧﮕﺮﺷﻰ ﻓﺮاروى ﻣﺪﻳﺮان در راﺑﻄﻪ ﺑﺎ اﺑﺰار و روش هﺎﻳﻰ
ﻣﺘﺮﮐﺰ اﺳﺖ ﮐﻪ ﺑﺘﻮان HSEرا در ﻗﺎﻟﺒﻰ اﺳﺘﺮاﺗﮋﻳﮏ اداره ﮐﺮد .اﻳﻦ ﺑﺮﻧﺎﻣﻪ در اﻳﻦ راهﻨﻤﺎ و ﻧﻴﺰ دوره آﻣﻮزﺷﻰ
ﻳﮑﺮوزه ﺗﺸﺮﻳﺢ ﮔﺮدﻳﺪه اﺳﺖ.
ﻓﻌﺎﻟﻴﺘﻬﺎﻳﻰ ﮐﻪ در صﻨﺎﻳﻊ ﻧﻔﺖ ،ﮔﺎز و ﭘﺘﺮوﺷﻴﻤﻰ صﻮرت ﻣﻰ ﭘﺬﻳﺮﻧﺪ ﻣﺨﺎﻃﺮاﺗﻰ را در ﺑﺮدارﻧﺪ ﮐﻪ ﻣﻰﺗﻮاﻧﻨﺪ
ﮐﺎرﮐﻨﺎن و ﻣﺮدم ﻋﺎدى را در ﻣﻌﺮض صﺪﻣﺎت ﻣﻬﻢ ﺑﻬﺪاﺷﺘﻰ و اﻳﻤﻨﻰ ﻗﺮار داده و صﺪﻣﺎت ﻣﺤﻴﻄﻰ ﻗﺎﺑﻞ ﺗﻮﺟﻬﻰ
ﺑﻬﻤﺮاه داﺷﺘﻪ ﺑﺎﺷﻨﺪ .ﺑﮑﺎرﮔﻴﺮى ﻣﺆﺛﺮ ﻣﻮارد ﻣﻄﺮح در HSEاز دﻏﺪﻏﻪ هﺎى ﻋﻤﺪه ﮐﺴﺎﻧﻰ اﺳﺖ ﮐﻪ ﻣﺴﺌﻮﻟﻴﺖ
اداره ﻗﺴﻤﺖ هﺎى ﻣﺨﺘﻒ صﻨﺎﻳﻊ را ﺑﻌﻬﺪه دارﻧﺪ.
در ﺳﺎلهﺎى اﺧﻴﺮ ﺑﺘﻌﺪاد ﺑﻴﺸﺘﺮى از ﻣﺮدم ﺑﺮ اﻳﻦ اﻣﺮ واﻗﻒ ﮔﺮدﻳﺪه اﻧﺪ ﮐﻪ ﺳﻴﺎره ﻣﺎ و ﺳﺎﮐﻨﺎن آن ﺑﻪ ﺷﺪت آﺳﻴﺐ
ﭘﺬﻳﺮ ﺑﻮده و صﻠﺢ ،رﻓﺎه و ﮐﻴﻔﻴﺖ ﺑﺎﻻى زﻧﺪﮔﻰ را ﻓﻘﻂ ﻣﻰﺗﻮان از ﻃﺮﻳﻖ ﮐﺎرﺑﺮد ﻣﺴﺌﻮﻻﻧﻪ ﻣﻨﺎﺑﻊ ﻃﺒﻴﻌﻰ و احﺘﺮام
ﺑﻪ اﻓﺮاد و ﺷﻴﻮههﺎى زﻳﺴﺘﻰ آﻧﻬﺎ ﺗﺄﻣﻴﻦ ﮐﺮد .اﮐﻨﻮن ،ﻣﺮدم اﻧﺘﻈﺎر دارﻧﺪ ﮐﻪ دوﻟﺖهﺎ و ﭼﻬﺮههﺎى ﺳﺮﺷﻨﺎس اﻣﻮر،
ﺗﻮﺳﻌﻪ اﻗﺘﺼﺎدى را ﺑﻪ ﺷﻴﻮة ﻣﺴﺌﻮﻻﻧﻪاى از دﻳﺪﮔﺎه اﺟﺘﻤﺎﻋﻰ و زﻳﺴﺖ ﻣﺤﻴﻄﻰ اداره ﮐﻨﻨﺪ .ﮐﻤﻴﺴﻴﻮن ﺑﺮﻧﺘﻠﻨﺪ در
ﺳﺎل ،١٩٨٧ﻧﻴﺎز ﺑﻪ ﺗﻮﺳﻌﺔ ﭘﺎﻳﺪار اﻗﺘﺼﺎدى را ﭼﻨﻴﻦ ﺗﻌﺮﻳﻒ ﮐﺮد" :ﺗﻮﺳﻌﻪاى ﮐﻪ ﻧﻴﺎزهﺎى ﻋﺼﺮ حﺎﺿﺮ را
ﺑﺪون ﻓﺪا ﮐﺮدن اﻣﮑﺎﻧﺎت و ﺗﻮاﻧﺎﻳﻴﻬﺎى ﻧﺴﻞهﺎى آﻳﻨﺪه در ﺑﺮآوردن ﻧﻴﺎزهﺎﻳﺸﺎن ﺑﺮآورده ﺳﺎزد".
ﻣﺪﻳﺮﻳﺖ HSEﺑﺨﺶ ﮐﻠﻴﺪى ﺗﻌﻬﺪات هﺮ حﺮﻓﻪ ﻧﺴﺒﺖ ﺑﻪ ﺗﻮﺳﻌﻪ ﭘﺎﻳﺪار ﻣﻰﺑﺎﺷﺪ .ﻋﻼوه ﺑﺮ ﺟﻨﺒﻪ اﺧﻼﻗﻰ ﺗﻼش در
اﻳﺠﺎد آﻳﻨﺪه اى ﭘﺎﻳﺪار ،دﻻﻳﻞ ﻗﻮى اﻗﺘﺼﺎدى ﺑﺮاى ﺗﻀﻤﻴﻦ ﻣﺪﻳﺮﻳﺖ ﻣﺆﺛﺮ HSEوﺟﻮد دارﻧﺪ )ﺷﮑﻞ .(١-١ﮐﺎهﺶ
هﺰﻳﻨﻪهﺎ و ﭘﺮهﻴﺰ از رﻳﺴﮏ ﺿﻤﻦ ارﺗﻘﺎى ﺑﻬﺮه ورى ﻋﻤﻠﻴﺎﺗﻰ ،ﺑﺎ ﻣﺘﻤﺎﻳﺰ ﺳﺎﺧﺘﻦ حﺮﻓﻪ ﺷﻤﺎ ﺑﺮ ﻣﺒﻨﺎى ﻣﻴﺰان
ﻣﺴﺌﻮﻟﻴﺖ ﭘﺬﻳﺮى ﻣﺪﻳﺮﻳﺖ ،HSEاﻋﺘﺒﺎر ﺑﻴﻦ اﻟﻤﻠﻠﻰ ﺷﻤﺎ را اﻓﺰاﻳﺶ ﻣﻰ دهﺪ .اﻳﻦ اﻓﺰاﻳﺶ اﻋﺘﺒﺎر ﺿﻤﻦ ﺟﺬب
ﮐﺎرﮐﻨﺎن ﻣﺴﺘﻌﺪ و ﺳﺮﻣﺎﻳﻪﮔﺰارى ﻣﺎﻟﻰ ﺑﻪ اﻳﺠﺎد هﻤﮑﺎرى هﺎى ﻣﺆﺛﺮ ﺑﻴﻦ اﻟﻤﻠﻠﻰ اﻗﺘﺼﺎدى ﮐﻤﮏ ﻣﻴﮑﻨﺪ.
Enhance Reputation
Trust; Loyalty; Partner of choice
This SHSEMP Handbook provides the tools and techniques that will be
applied to case studies by the participants of the 1 day Learning Programme,
and also provides information for the reader to develop a deeper
understanding of strategic HSE management.
Together, the SHSEMP Handbook and the Learning Course serve as a basis
upon which business leaders can refine their HSE management
competencies.
The chapters of the SHSEMP Handbook has been designed to address the
knowledge areas of each step of the Plan - Do - Review cycle (Figure 1.2):
• Chapter 2: How do I assess and plan what I need to do to manage
HSE strategically?
• Chapter 3: How do I organise to manage HSE strategically?
• Chapter 4: How do I monitor the implementation of my HSE
strategy?
• Chapter 5: How do I improve the way I manage HSE strategically?
• Chapter 6: How do I understand and promote a positive HSE culture?
اﻓﺰاﻳﺶ اﻋﺘﺒﺎر
اﻋﺘﻤﺎد ،وﻓﺎدارى ،اﻧﺘﺨﺎب ﺑﻪ ﻋﻨﻮان ﺷﺮﻳﮏ ﺑﺮﮔﺰﻳﺪه
هﺰﻳﻨﻪ ﺳﺎزﮔﺎرى • ﺗﻐﻴﻴﺮات ﻏﻴﺮﻣﻨﺘﻈﺮه دررﻓﺘﺎر • ﺗﻮلﻴﺪ ﻣ ﺤﺼﻮﻻت ﺟﺪﻳﺪ • • اﻓﺰاﻳﺶ ﺗﻌﻬﺪ ﺑﻪ ﻣﺎرک ﺗﺠﺎرى
ﻣﻮاد خﺎم و ﭘﺴﻤﺎﻧﺪ • دولﺖ و ﻳﺎ ﻗﺎﻧﻮﻧﮕﺬار ﺟﺴﺘﺠﻮى ﺑﺎزارهﺎى ﺗﺎزه • • ﻣﺘﻤﺎﻳﺰ ﺳﺎخﺘﻦ ﻣﺤﺼﻮل ﺑﺮ
ﻣﺼﺮف اﻧﺮژى • اخﺘﻼل در زﻧﺠﻴﺮه ﻣﻮاد • ﭘﺎﺳﺦ ﺳﻬﻞﺗﺮ ﺑﻪ ﺷﺮاﻳﻂ در حﺎل • ﻣﺒﻨﺎى وﻳﮋﮔﻰ هﺎى اﺟﺘﻤﺎﻋﻰ و
ﺑﺎزدهﻰ ﻋﻤﻠﻰاﺗﻰ • ﻣﻮردﻧﻴﺎز ﺗﻐﻴﻴﺮ زﻳﺴﺖ ﻣﺤﻴﻄﻰ
ﺗﻮﻗﻒ داﺋﻤﻰ ﻋﻤﻠﻴﺎت ﺑﺎ هﺰﻳﻨﻪ اى • حﻮادث ﺑﺰرگ • حﻔﻆ ﻣﺠﻮز اﺟﺮا و هﺪاﻳﺖ • • ﻣﻄﺮح ﺷﺪن ﻋﻨﻮان ﻳﮏ ﺷﺮﮐﺖ
ﮐﻤﺘﺮ رﻳﺴﮏ ﻧﺎﺑﻮدى • ﻋﻤﻞﻳﺎت ﭘﻴﺸﺮو
ﺗﻌﻬﺪ ﻣﺮدم •
حﺎﺿﺮ ،ﺿﻤﻦ اراﺋﻪ اﺑﺰار و روشهﺎى ﻣﻮرد ﻧﻴﺎز ﺑﺮاى اﻧﺠﺎم ﻧﻤﻮﻧﻪ هﺎى ﻣﻮرد ﻣﻄﺎﻟﻌﻪ ﺗﻮﺳﻂ ﺷﺮﮐﺖ ﮐﻨﻨﺪﮔﺎن
در دورة آﻣﻮزﺷﻰ ﻳﮑﺮوزه ،اﻃﻼﻋﺎت ﻻزم ﺟﻬﺖ اﻳﺠﺎد درک ﻋﻤﻴﻘﺘﺮى از ﻣﺪﻳﺮﻳﺖ اﺳﺘﺮاﺗﮋﻳﮏ HSEﺑﺮاى
ﺧﻮاﻧﻨﺪه ﻓﺮاهﻢ ﻣﻰآورد.
راهﻨﻤﺎى SHSEMPهﻤﺮاه ﺑﺎ دورة آﻣﻮزﺷﻰ ،ﻣﺒﻨﺎى ﺧﻮﺑﻰ ﺑﺮاى ﻣﺪﻳﺮان حﺮف ﺗﻠﻘﻰ ﻣﻴﮕﺮدد ﺗﺎ ﺑﮑﻤﮏ آن ﺑﻮاﻧﻨﺪ
ﺷﺎﻳﺴﺘﮕﻰ هﺎى ﻣﺪﻳﺮﻳﺖ HSEﺧﻮد را ﺑﻬﺒﻮد ﺑﺨﺸﻨﺪ.
راهﻨﻤﺎى SHSEMPحﺎﺿﺮ ﻧﮕﺮﺷﻰ دﻳﮕﺮ ﺑﻪ ﺑﻌﻀﻰ اصﻮل ،روﻳﮑﺮدهﺎ و روش هﺎ ﮐﻪ داﻧﺶ و آﮔﺎهﻰ ﻻزم
ﺑﻤﻨﻈﻮر ﺷﮑﻞ دادن ﺑﻪ ﺷﺎﻳﺴﺘﮕﻰ هﺎى ﻣﻮرد ﻧﻈﺮ در حﻮزه ﻣﺪﻳﺮﻳﺖ HSEرا ﺗﺸﮑﻴﻞ ﻣﻴﺪهﻨﺪ ﻓﺮاروى ﻣﺪﻳﺮان
حﺮف و ﻣﺸﺎﻏﻞ ﻣﻰ ﮔﺸﺎﻳﺪ.
ﻓﺼﻮل اﻳﻦ راهﻨﻤﺎ ﺑﻪ ﮔﻮﻧﻪاى ﺗﺪوﻳﻦ ﺷﺪه ﮐﻪ اﻃﻼﻋﺎت ﻻزم در هﺮ ﻣﺮحﻠﻪ از ﭼﺮﺧﻪ ﺑﺮﻧﺎﻣﻪ رﻳﺰى -اﻧﺠﺎم-
ﺑﺎزﻧﮕﺮى را ﻣﻮرد ﺑﺮرﺳﻰ ﻗﺮار دهﺪ )ﺷﮑﻞ :(١-٢
ﻓﺼﻞ :٢ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ آﻧﭽﻪ را ﮐﻪ ﻻزﻣﺔ ﻣﺪﻳﺮﻳﺖ HSEﺑﺼﻮرت ﻳﮏ اﺳﺘﺮاﺗﮋى اﺳﺖ ،ارزﻳﺎﺑﻰ و •
ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﮐﺮد؟
ﻓﺼﻞ :٣ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان اداره HSEرا ﺑﺼﻮرت ﻳﮏ اﺳﺘﺮاﺗﮋى ﺳﺎزﻣﺎﻧﺪهﻰ ﮐﺮد؟ •
ﻓﺼﻞ :٤ﭼﮕﻮﻧﻪ ﻣﻴﺘﻮان ﺑﺮ ﻧﺤﻮه اﺟﺮاى اﺳﺘﺮاﺗﮋى ،HSEﺑﻄﻮر ﻣﻨﻈﻢ ﻧﻈﺎرت داﺷﺖ؟ •
ﻓﺼﻞ :٥ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان راهﻰ را ﮐﻪ ﺑﺮاى اداره HSEﺑﺼﻮرت اﺳﺘﺮاﺗﮋى ﺑﺮﮔﺰﻳﺪه ﺷﺪه ،ﺑﻬﺒﻮد •
ﺑﺨﺸﻴﺪ؟
ﻓﺼﻞ :٦ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان ﻳﮏ ﻓﺮهﻨﮓ ﻣﺜﺒﺖ HSEرا درک ﻧﻤﻮده و آن را ﺗﺮوﻳﺞ ﮐﺮد؟ •
Chapter
Chapter 22
How
How dodo II Assess
Assess and
and
Plan
Plan what
what II need
need to
to do
do
to manage
to manage HSEHSE
Strategically
Strategically ??
Assess
Assess
and
and
Plan
Plan
Chapter
Chapter 55 Chapter
Chapter 33
Review
Review and
and
How
How do
do II Improve
Improve my
my Organise
Organise How
How do
do II Implement
Implement my
my
strategic
strategic HSE
HSE
Innovate
Innovate plan
plan to
to manage
manage HSEHSE
management
management ?? strategically
strategically ??
Monitor
Monitor
Chapter
Chapter 44
How
How do
do II monitor
monitor
Implementation
Implementation of
of my
my
HSE
HSE Strategy ??
Strategy
Assessو
ارزﻳﺎﺑﻰ
and
Planرﯾﺰی
ﺑﺮﻧﺎﻣﻪ
٥Chapter
5ﻓﺼﻞ ﻓﺼﻞ ٣
Chapter 3
ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان راهی را andﺑﺎزﻧﮕﺮى و
Review ﺳﺎزﻣﺎﻧﺪهﻰ ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان اداره HSE
How do I Improve my
HSE ﮐﻪ ﺑﺮای اداره ﻧﻮآورى Organise How do I Implement my
اﺳﺘﺮاﺗﮋى
strategic HSE Innovate یﮏplan to ﺑﺼﻮرت
manage راHSE
ﺑﺼﻮرت اﺳﺘﺮاﺗﮋی
management ? ﮐﺮد؟ ?ﺳﺎزﻣﺎﻧﺪهی
strategically
ﺑﺮﮔﺰیﺪه ﺷﺪه ،ﺑﻬﺒﻮد
ﺑﺨﺸیﺪ؟
وﮐﻨﺘﺮل ﻧﻈﺎرت
Monitor
4ﻓﺼﻞ ٤
Chapter
ﭼﮕﻮﻧﻪ ﻣیﺘﻮان ﺑﺮ ﻧﺤﻮه اﺟﺮاى
How do I monitor
ﻣﻨﻈﻢ اﺳﺘﺮاﺗﮋى ،HSEﺑﻄﻮر
Implementation of my
داﺷﺖ؟
HSE ?ﻧﻈﺎرت
Strategy
HSEﺑﺎﻳﺪ ﺟﺰء ﺗﻔﮑﻴﮏ ﻧﺎﭘﺬﻳﺮ ﻓﻌﺎﻟﻴﺖهﺎى هﺮ حﺮﻓﻪ ﺑﺎﺷﺪ .در صﻨﺎﻳﻊ ﻧﻔﺖ ،ﮔﺎز و ﭘﺘﺮوﺷﻴﻤﻰ HSE ،ﺑﺨﺸﻰ از
ﻓﻌﺎﻟﻴﺖهﺎى روزﻣﺮه اﺳﺖ .اﻣﺎ اﻳﻦ ﺳﺆال ﻣﻄﺮح ﻣﻰ ﺷﻮد ﮐﻪ ﺗﺎ ﭼﻪ اﻧﺪازه ﻣﻴﺒﺎﻳﺴﺖ در ﭘﺮوژه هﺎى HSE
ﺳﺮﻣﺎﻳﻪﮔﺰارى ﮐﺮد؟ ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان در ﻋﻴﻦ ادارة ﻣﻮﻓﻖ اﻗﺘﺼﺎدى ﻳﮏ حﺮﻓﻪ ،حﺪاﮐﺜﺮ ﺑﻬﺮه ﺑﺮدارى را از
HSEﻧﻤﻮد؟ ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان از اﺗﻼف وﻗﺖ و ﺗﻼش ﻣﺪﻳﺮﻳﺖ در اﻣﻮرى ﮐﻪ ﺑﺎزدهﻰ ﻗﻄﻌﻰ ﻧﺪارد ﭘﻴﺸﮕﻴﺮى ﮐﺮد؟
ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان ﻧﺸﺎن داد ﮐﻪ روش ﻣﺪﻳﺮﻳﺖ HSEﺑﮑﺎر ﮔﺮﻓﺘﻪ ﺷﺪه ،ﺳﺮﻣﺎﻳﻪ ﮔﺰاران ،ﻣﺴﺌﻮﻻن ﻧﻈﺎرﺗﻰ و
ﮐﺎرﮐﻨﺎن را در ﺗﻼش و ﺳﺨﺖ ﮐﻮﺷﻰ ﻣﺠﺮﻳﺎن ﻣﺪﻳﺮﻳﺖ HSEﻣﻄﻤﺌﻦ و آﺳﻮده ﺧﺎﻃﺮ ﮐﺮده اﺳﺖ؟
اﻧﺘﻈﺎرات ﺷﺮﮐﺎى ﺗﺠﺎرى ،ﻗﺎﻧﻮﻧﮕﺰاران ،ﮐﺎرﮐﻨﺎن و ﻣﺮدم ﺑﻪ ﺳﺮﻋﺖ در حﺎل ﺗﻐﻴﻴﺮ اﺳﺖ .اﺳﺘﺮاﺗﮋى ،HSE
ﭼﺎرﭼﻮب ﻳﮑﭙﺎرﭼﻪاى را ﮐﻪ ﺑﺮاى ﺗﻌﺎدل ﺑﺨﺸﻴﺪن ﻣﻴﺎن ﻋﻮاﻣﻞ ﻣﺨﺘﻠﻒ ﺑﻪ ﺷﻴﻮهاى ﻣﻨﻄﻘﻰ و حﺮﻓﻪ اى ﻻزم اﺳﺖ،
اراﺋﻪ ﻣﻰدهﺪ.
در ﺳﺮاﺳﺮ ﻣﺮاحﻞ ،SHSEMPﺗﺪوﻳﻦ اﺳﺘﺮاﺗﮋى HSEﺑﺮﭘﺎﻳﻪ اﻟﮕﻮى ﺷﻨﺎﺧﺘﻪ ﺷﺪه ﺑﻴﻦ اﻟﻤﻠﻠﻰ ﮐﻪ ﺗﻮﺳﻂ ﻣﺴﺌﻮﻻن
اﺟﺮاى اﻣﻮر ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ اﻧﮕﻠﺴﺘﺎن ﺗﻬﻴﻪ ﺷﺪه ،اﺳﺘﻮار ﮔﺮدﻳﺪه اﺳﺖ )ﺷﮑﻞ .(١-٣اﻳﻦ اﻟﮕﻮى ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺘﻰ
ﮐﻪ از ﺷﺶ ﻗﺴﻤﺖ ﺗﺸﮑﻴﻞ ﮔﺮدﻳﺪه ﺑﺎ اﻟﺰاﻣﺎت اﺳﺘﺎﻧﺪاردهﺎى ﺑﻴﻦ اﻟﻤﻠﻠﻰ ﮐﻴﻔﻴﺖ )اﻳﺰو ،(٩٠٠١ﻣﺤﻴﻂ زﻳﺴﺖ )اﻳﺰو
(١٤٠٠١و اﻳﻤﻨﻰ و ﺑﻬﺪﻟﺸﺖ حﺮﻓﻪ اى ) اﻳﺰو (١٨٠٠١ﺗﻄﺒﻴﻖ ﻣﻰ ﮐﻨﺪ.
The challenge for business leaders is to know how to manage the business
risks in a way, which is optimal for THEIR business.
All businesses differ in their scope and nature of operations; therefore each
business is presented with a unique set of risks to manage.
در اﻳﻦ ﻓﺼﻞ ،ﺑﻪ ﺑﺮرﺳﻰ ﻣﻄﺎﻟﺒﻰ ﻣﻰ ﭘﺮدازﻳﻢ ﮐﻪ ﺑﺮاى اداره اﻣﻮر HSEدر ﻗﺎﻟﺐ ﻳﮏ اﺳﺘﺮاﺗﮋى ﻓﺮاروى
ﻣﺪﻳﺮان ﺣﺮف ﻗﺮار دارﻧﺪ .ﭘﺲ از اﺗﺨﺎذ روﻳﮑﺮد ﻣﻄﻠﻮب ﺗﻮﺳﻂ ﻣﺪﻳﺮان ،ﭼﻪ ﺷﻴﻮه اى را ﺑﺮاى ﺗﺪوﻳﻦ ﻃﺮحهﺎ
و ﺑﺮﻧﺎﻣﻪهﺎى ﻣﻨﺎﺳﺐ ﺟﻬﺖ ﻧﻴﻞ ﺑﻪ اﻳﻦ اﺳﺘﺮاﺗﮋى ﺑﺎﻳﺴﺘﻰ ﺑﺮﮔﺰﻳﺪ؟
ﭼﺎﻟﺸﻰ ﮐﻪ ﻓﺮا روى ﻣﺪﻳﺮان حِـﺮَف ﻗﺮار دارد اﺳﺖ ،داﻧﺴﺘﻦ ﺷﻴﻮة ﻣﺪﻳﺮﻳﺖ رﻳﺴﮏ ﮐﺎرى ﺑﻪ ﻧﺤﻮى ﮐﻪ حﺎﻟﺖ
ﺑﻬﻴﻨﻪ را ﺑﺮاى حﺮﻓﻪ ﺷﺎن ﻓﺮاهﻢ آورد ،ﻣﻰ ﺑﺎﺷﺪ.
ﮐﻠﻴﻪ حِـﺮَف از ﻧﻈﺮ ﻣﺎهﻴﺖ و حﻮزة ﻋﻤﻠﮑﺮذ ﻣﺘﻔﺎوﺗﻨﺪ و ﻟﺬا ،هﺮ ﻳﮏ ﺑﺎ ﻣﺠﻤﻮﻋﺔ ﻣﺘﻔﺎوﺗﻰ از رﻳﺴﮏ هﺎى ﻣﺨﺘﻠﻒ
روﺑﺮو هﺴﺘﻨﺪ ﮐﻪ ﺑﺎﻳﺪ آﻧﻬﺎ را ﻣﺪﻳﺮﻳﺖ ﮐﻨﻨﺪ.
ﻣﻴﺰان ﺳﻄﺢ ﻣﺪﻳﺮﻳﺘﻰ ﮐﻪ ﺗﻮﺳﻂ حﺮﻓﻪ ﺧﺎص اﻧﺠﺎم ﻣﻰﺷﻮد ﺑﺎﻳﺪ ﻣﻨﻌﮑﺲ ﮐﻨﻨﺪه ﺳﻄﺢ رﻳﺴﮏ آن حﺮﻓﻪ ﺑﺎﺷﺪ.
اﮔﺮ حﺮﻓﻪ اى ﮐﻨﺘﺮلهﺎى ﮐﺎﻓﻰ را اﻋﻤﺎل ﻧﮑﻨﺪ ،ﻣﻤﮑﻦ اﺳﺖ ﺑﺪون هﻴﭻ ﺿﺮورﺗﻰ ،ﺧﻮد را در ﻣﻌﺮض رﻳﺴﮏ
هﺎى ﻣﺨﺘﻠﻒ ﻗﺮار دهﺪ و از ﺳﻮى دﻳﮕﺮ ،اﮔﺮ حﺮﻓﻪ اى ﮐﻨﺘﺮلهﺎى ﺑﻴﺶ از حﺪ و ﭘﻴﭽﻴﺪه اﻋﻤﺎل ﮐﻨﺪ ،ﻣﻨﺎﺑﻊ ﺧﻮد را
اﺗﻼف ﮐﺮده اﺳﺖ.
ﻣﺪﻳﺮﻳﺖ ﮐﻨﺘﺮل رﻳﺴﮏ ﺑﺴﻴﺎر ﭘﻴﭽﻴﺪه ﻣﻤﮑﻦ اﺳﺖ ﻣﻨﺠﺮ ﺑﻪ ﺳﺮدرﮔﻤﻰ و ﮔﻤﺮاهﻰ اﻓﺮاد ﺷﺪه و آﻧﻬﺎ را ﺗﺮﻏﻴﺐ ﺑﻪ
ﻧﺎدﻳﺪه ﮔﺮﻓﺘﻦ ﻋﻤﺪﻳﻮ ﺑﻰ ﺗﻮﺟﻬﻰ ﺑﻪ ﻣﻘﺮرات ﺳﻴﺴﺘﻢ ﻧﻤﺎﻳﺪ .ﺑﺎ ﺳﺎده ﻧﮕﻬﺪاﺷﺘﻦ ﻓﺮآﻳﻨﺪ ﻣﺪﻳﺮﻳﺖ رﻳﺴﮏ ،و رﻋﺎﻳﺖ
ﺗﻨﺎﺳﺐ آن ﺑﺎ درﺟﻪ رﻳﺴﮏ ﻣﻮﺟﻮد ﺧﻄﺮات ﻣﻮﺟﻮد ،ﻣﻰﺗﻮان ﻣﻮﻓﻖ ﺷﺪ.
There are two simple measures that are often used in assessing current
performance:
• The number of accidents or incidents relating to HSE
• The cost of HSE.
However, this approach is slow and mainly reactive and one may have to
wait until the accidents or incidents have already happened. Often an
accident or incident is the event that exposes a risk management problem.
As a consequence, organisations can perceive they have good levels of
performance as they have low accident and incident frequencies. However,
this may be by good fortune rather than good management.
Accident and incident data must be readily available and can provide a
starting point for assessing historic HSE performance and any trends.
However care must be exercised in their interpretation (see Chapter 4).
دو ﻣﻌﻴﺎر ﺳﻨﺠﺶ ﺳﺎده ﺑﺮاى ارزﻳﺎﺑﻰ ﻋﻤﻠﮑﺮد ﺟﺎرى ﺳﻴﺴﺘﻢ وﺟﻮد دارد:
دادههﺎى ﻣﺮﺑﻮط ﺑﻪ حﻮادث و روﻳﺪادهﺎ ﮐﻪ ﺗﻘﻄﻪ ﺷﺮوع ارزﻳﺎﺑﻰ ﭼﮕﻮﻧﮕﻰ ﻋﻤﻠﮑﺮد HSEو ﺑﺮرﺳﻰ احﺘﻤﺎل
وﺟﻮد ارﺗﺒﺎط ﺳﻴﺴﺘﻤﺎﺗﻴﮏ ﺑﻴﻦ داده هﺎ ﻣﻰ ﺑﺎﺷﺪ ،ﺑﺎﻳﺴﺘﻰ هﻤﻴﺸﻪ در دﺳﺘﺮس ﺑﺎﺷﺪ .هﺮ ﭼﻨﺪ در ﺗﻔﺴﻴﺮ داده هﺎى
ﻣﻮﺟﻮدﺑﺎﻳﺴﺘﻰ ﻣﺮاﻗﺐ ﺑﻮد).ﻓﺼﻞ ٤را ﻣﻼحﻈﻪ ﮐﻨﻴﺪ(.
ﺑﻪ ﻋﻨﻮان ﻧﻘﻄﻪ ﺷﺮوع ،هﺮ ﺳﺎزﻣﺎن ﺑﺎﻳﺪ اﻃﻤﻴﻨﺎن حﺎصﻞ ﮐﻨﺪ ﮐﻪ حﻮادث و روﻳﺪادهﺎ ﺑﻄﻮر ﮐﺎﻓﻰ و ﮐﺎﻣﻞ ﮔﺰارش
ﻣﻰ ﺷﻮﻧﺪ .ﺑﺪﻳﻦ ﺗﺮﺗﻴﺐ ،اﻃﻤﻴﻨﺎن از ﮐﻔﺎﻳﺖ ﮔﺰارﺷﺎت ﺑﺎﻋﺚ ﮐﻨﺪى در روﻧﺪ ﭘﻴﺸﺮﻓﺖ در ﻋﻤﻠﮑﺮد HSEﺧﻮاهﺪ
ﺷﺪ .ﺑﻤﻨﻈﻮر ﺟﺒﺮان اﻳﻦ آهﺴﺘﮕﻰ ،ﺳﺎازﻣﺎن ﺑﺎﻳﺴﺘﻰ ﻣﻌﻴﺎرهﺎﻳﻰ ﻣﺘﻀﻤﻦ ﭘﻮﻳﺎﻳﻰ ﺳﻴﺴﺘﻢ را ﺗﺪوﻳﻦ ﮐﻨﺪ ﺗﺎ ﺑﺘﻮاﻧﺪ
ﺗﻤﺮﮐﺰ ﺧﻮد را ﺑﺮروى ﻣﻮارد زﻳﺮﺑﻨﺎﻳﻰ ﮐﻪ ﻣﻨﺠﺮ ﺑﻪ وﻗﻮع حﺎدﺛﻪ ﻣﻰ ﺷﻮﻧﺪ ،ﻗﺮار دهﺪ .اﻳﻦ ﻣﻌﻴﺎرهﺎ در ﻓﺼﻞ
ﭼﻬﺎرم ﻣﻮرد ﺑﺤﺚ و ﺑﺮرﺳﻰ ﻗﺮار ﺧﻮاهﺪ ﮔﺮﻓﺖ.
هﺰﻳﻨﻪ HSE
در حﺎل حﺎﺿﺮ ﭼﻘﺪر ﺧﺮج ﻣﺪﻳﺮﻳﺖ HSEﻣﻰﮐﻨﻴﺪ؟ ﺧﻴﻠﻰ زﻳﺎد ﻳﺎ ﺧﻴﻠﻰ ﮐﻢ؟ روشهﺎى ﻣﺨﺘﻠﻔﻰ ﺑﺮاى ارزﻳﺎﺑﻰ
هﺰﻳﻨﺔ هﺎى واﻗﻌﻰ ﻣﺮﺑﻮط ﺑﻪ اﻣﻮر HSEوﺟﻮد دارد .اﻏﻠﺐ ﺳﺎزﻣﺎنهﺎ از ﺳﻨﺠﺶ هﺰﻳﻨﺔ واﻗﻌﻰ HSEﺑﻪ ﻧﺤﻮ
ﻣﺆﺛﺮ ﻏﺎﻓﻠﻨﺪ .اﻳﻦ ﻏﻔﻠﺖ ﻣﻨﺠﺮ ﺑﻪ اﺳﺘﻔﺎده ﻏﻴﺮ ﻣﺆﺛﺮ از ﻣﻨﺎﻳﻊ ﺷﺪه و ﺳﺎزﻣﺎن را در ﺗﺸﺨﻴﺺ ﻣﻮاردى ﮐﻪ ﺗﻤﺮﮐﺰ
ﺗﻼش هﺎى ﻣﺪﻳﺮﻳﺖ ﺑﺎﻳﺪ ﺑﺮ روى آﻧﻬﺎ ﻗﺮار ﮔﻴﺮد دﭼﺎذ اﺷﮑﺎل ﺧﻮاهﺪ ﮐﺮد.
حﻮادث ﻣﻰ ﺗﻮاﻧﺪ هﺰﻳﻨﻪ هﺎى ﻣﺴﺘﻘﻴﻢ و ﻏﻴﺮ ﻣﺴﺘﻘﻴﻤﻰ را ﺑﺮ ﺳﺎزﻣﺎن ﺗﺤﻤﻴﻞ ﮐﻨﻨﺪ ﺑﻨﺤﻮى ﮐﻪ هﺰﻳﻨﻪ هﺎى اﻳﺠﺎد ﺷﺪه
ﺑﻌﻀﻰ از آﻧﻬﺎ را ﻧﻤﻰ ﺗﻮان ﺗﻮﺳﻂ ﺑﻴﻤﻪ ﺟﺒﺮان ﮐﺮد.
INSURED
Employer’s liability and
public liability claims Business interruption
Damage to buildings Product liability
Damage to vehicles
Damage to neighbouring
property
UNINSURED
DIRECT INDIRECT
COSTS COSTS
Source: The Costs of Accidents at Work, HSE 1996
ﺳﺎزﻣﺎنهﺎ ﺑﻪ ﻃﻮر ﻋﻤﻮم ﺑﺮ اﻳﻦ ﺑﺎورﻧﺪ ﮐﻪ اﮐﺜﺮ هﺰﻳﻨﻪهﺎ ﺗﺤﺖ ﭘﻮﺷﺶ ﺑﻴﻤﻪ ﻗﺮار ﮔﺮﻓﺘﻪ ﻳﺎ ﻣﻰ ﮔﻴﺮد ،در حﺎﻟﻴﮑﻪ
ﺗﻮﺳﻂ ﺑﻴﻤﻪ ﭘﺮداﺧﺖ ﻧﮕﺮدﻳﺪه و ار ﻣﻨﺒﻊ ﺳﺎﻳﺮ ﺑﻮدﺟﻪهﺎى ﺳﺎزﻣﺎن ﺗﺄﻣﻴﻦ ﻣﻰ ﮔﺮددد )ﻣﺜﻞ ﺑﻮدﺟﻪ ﺳﺮوﻳﺲ و
ﻧﮕﻬﺪارى ،ﻣﺮﺧﺼﻰ اﺳﺘﻌﻼﺟﻰ ،اﻓﺰاﻳﺶ حﻖ ﺑﻴﻤﻪ و .(...
ﻣﻄﺎﻟﻌﺎت اﻧﺠﺎم ﺷﺪه ﺑﺮ روى ﺷﺮﮐﺖ هﺎى اﻧﮕﻠﻴﺴﻰ ﻧﺸﺎن ﻣﻰ دهﺪ ﮐﻪ آﻧﺪﺳﺘﻪ از هﺰﻳﻨﻪ هﺎى حﻮادث ﮐﻪ ﺗﺤﺖ
ﭘﻮﺷﺶ ﺷﺮﮐﺖ هﺎى ﺑﻴﻤﻪ ﻗﺮار ﻧﮕﺮﻓﺘﻪ ﺑﻮدﻧﺪ ﺑﻴﻦ ٨ﺗﺎ ٣۶ﺑﺮاﺑﺮ ﺑﻴﺸﺘﺮ از هﺰﻳﻨﻪ هﺎى ﻧﺎﺷﻰ از ﭘﺮداﺧﺖ حﻖ ﺑﻴﻤﻪ
در زﻣﺎن اﻧﺠﺎم ﻣﻄﺎﻟﻌﺎت ﺑﻮده اﺳﺖ حﺎﻟﻰ ﮐﻪ هﺰﻳﻨﻪهﺎى ﻏﻴﺮ ﻣﺴﺘﻘﻴﻢ حﺪود ٦ﺗﺎ ١٠ﺑﺎر ﺑﻴﺶ از هﺰﻳﻨﻪهﺎى ﻣﺴﺘﻘﻴﻢ
ﺑﻮده اﺳﺖ.
Insured Costs
covering injury
ill health
damage
£1
Uninsured Costs
Material damage
Building damage
Equipment damage
Legal costs
£8 to £36 Clearing site
Delays
Overtime
Investigation time
Diversion of supervision
Clerical effort
Fines
Expenditure on emergency
supplies
Loss of expertise/experience
The point of lowest cost is not always obvious, however failure to consider
the business implications of HSE can lead to unacceptable burdens being
placed on the organisation as a whole.
Cost of failure
ﭘﺎﻳﻴﻦ ﺗﺮﻳﻦ حﺪ هﺰﻳﻨﻪ ،هﻤﻴﺸﻪ ﺧﻴﻠﻰ واﺿﺢ ﻧﻴﺴﺖ هﺮﭼﻨﺪ ،ﻋﺪم در ﻧﻈﺮ ﮔﺮﻓﺘﻦ ﻣﺸﮑﻼت و ﭘﻴﭽﻴﺪﮔﻰ هﺎى HSE
ﻣﻰﺗﻮاﻧﺪ ﻣﻨﺠﺮ ﺑﻪ ﺗﺤﻤﻴﻞ ﺑﺎرهﺎى ﻏﻴﺮ ﻗﺎﺑﻞ ﻗﺒﻮﻟﻰ ﺑﺮ ﺑﺎر ﮐﺎرى ﺳﺎزﻣﺎن ﮐﺮدد.
2.5
هﺰﻳﻨﻪهﺎ
هﺰﻳﻨﻪ اﻗﺪاﻣﺎت ﻣﺪﻳﺮﻳﺘﻰ
ﮐﻞ هﺰﻳﻨﻪهﺎ
0
1ﮐﻢ ﺗﻼش در ﻣﺪﻳﺮﻳﺖ اﻳﻤﻨﻰ زﻳﺎد
ﻣﻨﺒﻊ The Costs of Accidents at Work, HSE, 1996:
£50,000 £1 million
0.05 = £1,000,000
The true cost to the business of the accident is not the uninsured losses of
£50,000 but is in fact the increased burden of having to generate an
additional £1,000,000 of revenue.
هﺰﻳﻨﻪ حﻮادث ﻣﻰﺗﻮاﻧﺪ ﺑﺎرى ﺳﻨﮕﻴﻦ و ﻧﺎﺷﻨﺎﺧﺘﻪ ﺑﺮ ﺗﻮان ﻣﺎﻟﻰ ﺳﺎزﻣﺎن ﺗﺤﻤﻴﻞ ﮐﺮده ﺑﻨﺤﻮى ﮐﻪ ﺳﻮدآورى ﻋﻤﻠﻴﺎت
آن را ﺗﺤﺖ اﻟﺸﻌﺎع ﻗﺮار دهﺪ .ﺑﺮاى ﻣﺜﺎل ﺳﺎزﻣﺎﻧﻰ را ﺗﺼﻮر ﮐﻨﻴﺪ ﮐﻪ ﺑﺎ حﺎﺷﻴﺔ ﺳﻮد ٥%ﮐﺎر ﻣﻰﮐﻨﺪ .ﺑﺎ داﻧﺴﺘﻦ
هﺰﻳﻨﻪ ﺳﺎﻧﺤﻪ ﻳﺎ حﺎدﺛﻪ ،درآﻣﺪ ﻻزم ﺑﺮاى ﻏﻠﺒﻪ آن ﺳﺎﻧﺤﻪ ﻳﺎ حﺎدﺛﻪ را ﻣﻰﺗﻮان ﺑﮑﻤﮏ راﺑﻄﻪ زﻳﺮ حﺴﺎب ﮐﺮد:
حﺎل اﮔﺮ حﺎدﺛﻪاى را در ﻧﻈﺮ ﺑﮕﻴﺮﻳﻢ ﮐﻪ ٥٠/٠٠٠ﭘﻮﻧﺪ هﺰﻳﻨﻪ در ﺑﺮ داﺷﺘﻪ ﺑﺎﺷﺪ و ﺑﺎ احﺘﺴﺎب حﺎﺷﻴﻪ ﺳﻮد آن،
درآﻣﺪ ﻻزم ﺑﺮاى ﻏﻠﺒﻪ ﺑﺮ هﺰﻳﻨﻪ حﺎدﺛﻪ ﻋﺒﺎرت ﺧﻮاهﺪ ﺑﻮد از:
₤۵٠٠٠٠ / ۵% = ₤١٠٠٠٠٠٠
هﺰﻳﻨﻪ واﻗﻌﻰ ﺗﺤﻤﻴﻞ ﺷﺪه ﺑﻪ ﺳﺎزﻣﺎن ﺑﺨﺎﻃﺮ وﻗﻮع حﺎدﺛﻪ ،زﻳﺎن ﺑﻴﻤﻪ ﻧﺸﺪة ٥٠هﺰار ﭘﻮﻧﺪ ﻧﻴﺴﺖ ﺑﻠﮑﻪ در واﻗﻊ ﺑﺎر
اﺿﺎﻓﻰ اﺳﺖ ﮐﻪ ﺑﺠﻬﺖ ﺗﻮﻟﻴﺪ ﻳﮏ ﻣﻴﻠﻴﻮن ﭘﻮﻧﺪ ﻋﺎﻳﺪات اﺿﺎﻓﻰ ﺑﻪ ﺳﺎزﻣﺎن ﺗﺤﻤﻴﻞ ﻣﻰ ﺷﻮد.
ﺷﮑﻞ :٢-٤درآﻣﺪهﺎ
هﺰﻳﻨﻪ حﺎدثﻪ
۵٠هﺰار ﭘﻮﻧﺪ
یﮏ ﻣﻠیﻮن هﺰار ﭘﻮﻧﺪ درآﻣﺪهﺎی ﻻزم ﺑﺮاى ﭘﺮداخﺖ هﺰیﻨﻪ حﺎدثﻪ
ﻋﺪم درک ﻣﺪﻳﺮﻳﺖ از راﺑﻄﻪ ﻣﺴﺘﻘﻴﻢ ﺑﻴﻦ حﻮادث و ﺳﻮاﻧﺢ ﻣﺮﺗﺒﻂ ﺑﺎ HSEو ﺳﻮدآورى ﻣﻰﺗﻮاﻧﺪ ﺑﻪ اﺑﺘﮑﺎرات
ﻧﺎدرﺳﺖ ﺟﻬﺖ ﮐﺎهﺶ هﺰﻳﻨﻪهﺎ و از دﺳﺖ دادن ﻓﺮصﺖ هﺎى ﺑﻮﺟﻮد آﻣﺪه در ﺟﻬﺖ اﺟﺮاى اﺳﺘﺮاﺗﮋى ﻣﻨﺠﺮ ﺷﻮد.
اﻳﻦ اﺳﺘﺮاﺗﮋىهﺎ ﺧﻮد هﺰﻳﻨﻪ ﺑﺮ هﺴﺘﻨﺪ )از ﺟﻤﻠﻪ هﺰﻳﻨﻪ هﺎى ﻣﺮﺑﻮط ﺑﻪ دﺳﺘﻤﺰد ،ﺗﺨﺼﻴﺺ ﻧﺎدرﺳﺖ ﻣﻨﺎﺑﻊ،
آﻣﻮزش و ﻧﻈﻠﺮت ﺑﻴﺸﺘﺮ( .ﺑﻨﺎﺑﺮاﻳﻦ ،ﭼﺎﻟﺶ ﻋﻤﺪه ﻳﺎﻓﺘﻦ ﻧﻘﻄﻪاى اﺳﺖ ﮐﻪ در آن زﻳﺎن هﺎى ﺳﺎزﻣﺎن ﺑﺎ هﺰﻳﻨﻪ ﻧﺎﺷﻰ
از ﺑﮑﺎر ﮔﺮﻓﺘﻦ ﺑﺮﻧﺎﻣﻪ ﻧﻈﺎرت و ﮐﻨﺘﺮل ﻣﻨﺎﺳﺐ در ﺗﻌﺎدل ﻗﺮار ﻣﻰ ﮔﻴﺮد.
ﺑﺮﺧﻰ ﺳﺎزﻣﺎنهﺎ ﻣﻄﺎﻟﻌﺎت ”ﺳﻨﺠﺶ“ را اﻧﺠﺎم ﻣﻰدهﻨﺪ .ﺳﻨﺠﺶ اصﻄﻼحﻰ اﺳﺖ ﮐﻪ ﺑﺮاى ﺗﺸﺮﻳﺢ ﺑﺴﻴﺎرى
روشهﺎى ﻣﺨﺘﻠﻒ ﺑﮑﺎر ﻣﻰ رود و ﺑﺪﻟﻴﻞ هﻤﻴﻦ ﺗﻨﻮع در اﻧﺠﺎم اﻳﻦ ﮔﻮﻧﻪ ﻣﻄﺎﻟﻌﺎت ﺑﺎﻳﺴﺘﻰ ﻣﺤﺘﺎط ﺑﻮد) .ﭘﻴﻮﺳﺖ ٤
را ﻣﻼحﻈﻪ ﮐﻨﻴﺪ(.
در راﺑﻄﻪ ﺑﺎ ﻣﻮﺿﻮع ،HSEﻃﻴﻒ وﺳﻴﻌﻰ از ﮔﺮوهﻬﺎى ذﻳﻨﻔﻊ وﺟﻮد دارﻧﺪ )ﺷﮑﻞ .(٢-٥
Pressure
Employees
Groups
Boardroom
Insurers Directors
Customers Regulators
Suppliers Shareholders
ﺧﺪﻣﺎت
اﺿﻄﺮاری ﻣﺪﯾﺮان
ﮔﺮوهﻫﺎی
ﮐﺎرﮐﻨﺎن
ﻓﺸﺎر
ﻫﯿﺌﺖ ﻣﺪﯾﺮه
ﺑﯿﻤﻪ ﮔﺮان رؤﺳﺎ
ﻣﺸﺘﺮﯾﺎن ﻗﺎﻧﻮﻧﮕﺰاران
ﺗﺄﻣﯿﻦ ﮐﻨﻨﺪﮔﺎن
ﺳﻬﺎﻣﺪاران
ﻣﻮاد اوﻟﯿﻪ
ﻋﺪم دﺳﺘﻴﺎﺑﻰ ﺑﻪ اﻧﺘﻈﺎرات ﮔﺮوههﺎى ذﻳﻨﻔﻊ ﻣﻰﺗﻮاﻧﺪ ﺑﻪ ﮐﺎهﺶ اﻋﻨﺒﺎر ﻳﮏ ﺷﺮﮐﺖ ﺑﻴﺎﻧﺠﺎﻣﺪ .ﺑﺮاى ﻣﺜﺎل،
ﻗﺎﻧﻮﻧﮕﺰاران و آﻧﺎﻧﮑﻪ ﻣﺴﺌﻮل اﺟﺮاى ﻗﻮاﻧﻴﻦ و ﻣﻘﺮرات هﺴﺘﻨﺪ در ارﺗﺒﺎط ﺑﺎ ﺗﺒﻌﻴﺖ از ﻣﻘﺮرات و ﻗﺎﻧﻮن ﺑﺎ ﺷﺮﮐﺖ
داراى ﻧﻘﺎط ﺗﻌﺎﻣﻞ هﺴﺘﻨﺪ .ﻋﺪم ﻣﺘﺎﺑﻌﺖ و ﭘﻴﺮوى از ﻗﻮاﻧﻴﻦ )ﻋﺪم ﺗﻮاﻧﺎﺋﻰ در ﺑﺮآورد و ﺗﺄﻣﻴﻦ اﻧﺘﻈﺎرات آن( ﻣﻰ
ﺗﻮاﻧﺪ ﻣﻨﺠﺮ ﺑﻪ ﭘﺮداﺧﺖ ﺟﺮﻳﻤﻪ هﺎى ﻣﺨﺘﻠﻒ و ﻳﺎ ﻣﻠﺰم ﺑﻪ ﭘﻴﺎده ﮐﺮدن ﻣﻌﻴﺎرهﺎى ﺳﻨﺠﺸﻰ هﺰﻳﻨﻪ آور ﻣﺮﺗﺒﻂ ﺑﺎ
ﺗﻮصﻴﻪ هﺎﻳﻰ ﮐﻪ در ﺧﺼﻮص حﺎدﺛﻪ اى ﺧﺎص ﺑﻌﻤﻞ آﻣﺪه ،ﮔﺮدد.
ﺗﺪاوم ﺗﺤﻤﻴﻞ اﻳﻦ ﮔﻮﻧﻪ هﺰﻳﻨﻪ هﺎ ﺗﺄﺛﻴﺮ ﻣﻨﻔﻰ ﺑﺮ ﺗﻮان رﻗﺎﺑﺘﻰ ﺳﺎزﻣﺎن در ﻋﺮصﻪ ﻋﻤﻠﻴﺎﺗﻰ ﺧﻮاهﺪ ﮔﺬارد .در ﻣﻘﺎﺑﻞ
ﺑﺎ ﺗﺄﻣﻴﻦ اﻧﺘﻈﺎرات ﮔﺮوه هﺎى ذﻳﻨﻔﻊ اﻋﺘﺒﺎر و وﺟﻬﻪ ﺳﺎزﻣﺎن حﻔﻆ ﮔﺮدﻳﺪه و از اﻗﺪاﻣﺎت هﺰﻳﻨﻪ آور اﻧﻔﻌﺎﻟﻰ
ﺟﻠﻮﮔﻴﺮى ﺧﻮاهﺪ ﮔﺮدﻳﺪ )ﺟﻬﺖ ﮐﺴﺐ ﺟﺰﺋﻴﺎت ﺑﻴﺸﺘﺮ در ﻣﻮرد ﺗﺤﻠﻴﻞ ﻧﻴﺎزهﺎى ﮔﺮوهﻬﺎى ذﻳﻨﻔﻊ ﺑﻪ ﺿﻤﻴﻤﻪ ٥
رﺟﻮع ﺷﻮد(.
اﻣﺎ ﺟﺎﻳﮕﺎه ﺳﺎزﻣﺎن ﺷﻤﺎ ﮐﺠﺎﺳﺖ؟ آﻳﺎ از ﺗﻮﻗﻌﺎت ﮔﺮوهﻬﺎى ذﻳﻨﻔﻊ ﭘﻴﺸﻰ ﮔﺮﻓﺘﻪ ﻳﺎ آﻧﻬﺎ را ﺑﺮآورده ﻧﮑﺮده اﺳﺖ؟
ﺳﺎزﻣﺎن ﺷﻤﺎ در ارﺗﺒﺎط ﺑﺎ ﻣﺪﻳﺮﻳﺖ رﻳﺴﮏ در ﭼﻪ ﺳﻄﺢ و ﺟﺎﻳﮕﺎهﻰ ﻗﺮار دارد؟ ...و ،ﺷﻤﺎ و ﮔﺮوهﻬﺎى ذﻳﻨﻔﻊ
ﻣﺮﺗﺒﻂ ﺑﺎ ﺳﺎزﻣﺎن ﺷﻤﺎ ﻣﺎﻳﻠﻴﺪ ﻣﺪﻳﺮﻳﺖ رﻳﺴﮏ در ﭼﻪ ﺳﻄﺤﻰ ﻗﺮارداﺷﺘﻪ ﺑﺎﺷﺪ؟
ﺑﺮاى ﺗﻌﻴﻴﻦ ﺟﺎﻳﮕﺎهﻰ ﮐﻪ ﻳﮏ ﺳﺎزﻣﺎن در آن ﻗﺮار دارد و ﻳﺎ ﺑﺎﻳﺴﺘﻰ ﻗﺮار داﺷﺘﻪ ﺑﺎﺷﺪ ،ﻣﻰﺗﻮان ﻣﻮﻗﻌﻴﺖ ﺷﺮﮐﺖ
را ﺷﺒﮑﻪ ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺘﻰ ارزﻳﺎﺑﻰ ﮐﺮد.
High
Compliance Risk
Driven Management
Direction of
Development
Reliance
on Formal
Systems x
Firefighter Self-sustaining
Low
Reactive Approach to HSE Proactive
Management
در روﻧﺪ ﺗﮑﺎﻣﻞ ﺗﮑﺎﻣﻞ و ﺗﺤﻮل ﻣﺪﻳﺮﻳﺖ HSEﭼﻬﺎر ﻣﺮحﻠﻪ ﻣﺘﺼﻮر اﺳﺖ .اﻳﻦ ﻣﺮاحﻞ ﻋﺒﺎرﺗﻨﺪ از آﺗﺶ ﻧﺸﺎن،
ﻣﺮحﻠﻪ ﺳﺎزﮔﺎرى ،ﻣﺪﻳﺮﻳﺖ رﻳﺴﮏ و ﺧﻮداﺗﮑﺎﻳﻰ .ﻣﺸﺨﺼﺎت اى ﻣﺮاحﻞ در ﺟﺪول زﻳﺮ ﻧﺸﺎن داده ﺷﺪه اﺳﺖ.
ﺳﯿﺴﺘﻢﻫﺎی رﺳﻤﯽ ﮐﻪ ﺑﻪ ﻃﻮر ﻓﻌﺎل ﻋﻤﻞ رﻳﺴﮏ هﺎى ﻣﻮﺟﻮد در ﻋﻤﻠﻴﺎت را ﺷﻨﺎﺳﺎﻳﻰ و
ارزﻳﺎﺑﻰ ﮐﺮده ،ﺳﻴﺴﺘﻢهﺎى ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺳﺐ ﺑﺎ آﻧﻬﺎ را ﻣﺪﻳﺮﻳﺖ رﻳﺴﮏ
ﻣﯽﮐﻨﻨﺪ.
اﺟﺮاء ﻣﻰﮐﻨﺪ.
ﺑﯿﺸﺘﺮ ﺟﻮاﻧﺐ ﻣﺪﯾﺮﯾﺖ HSEدر ﻋﻤﻠﯿﺎت ﺑﻄﻮر ﻓﻌﺎﻻﻧﻪ روﻳﮑﺮدهﺎ و ﺗﮑﻨﻮﻟﻮژىهﺎى ﺟﺎﻳﮕﺰﻳﻦ
ﺧﻮد اﺗﮑﺎﻳﻰ
اﺳﺘﺎﻧﺪارد ادﻏﺎم ﺷﺪه اﺳﺖ. را ﺟﺴﺘﺠﻮ ﻣﻰﮐﻨﺪ.
زﻳﺎد
ﻣﺮحﻠﻪ ﺳﺎزﮔﺎرى
اﺗﮑﺎء ﺑﻪ ﺳﻴﺴﺘﻢ هﺎى رﺳﻤﻰ
x
اﺗﺶ ﻧﺸﺎن خﻮد اﺗﮑﺎﻳﻰ
ﮐﻢ
واﮐﻨﺶ اﻧﻔﻌﺎﻟﻰ
ﺶ ﻓﻌﺎﻻﻧﻪ
و اﮐ ﻨ
روﻳﮑﺮد ﺑﻪ ﻣﺪﻳﺮﻳﺖ HSE
Figure 2.7(a) – Before a major incident Figure 2.7(b) – After a major incident
Current Movement of
Company level of
Position Stakeholder
Expectation
Reliance Reliance
on Formal on Formal
Systems Systems
Management
...... using appropriately System
aligned business processes ....... Processes
...... supported by
organisation & resources Organisation Resources
Such a strategy can be seen as the link between stakeholder needs, and the
companies management systems.
ﮐﻞ )٢-٧الﻒ( -ﭘﻴﺶ از روﻳﺪاد ﻣﻬﻢ ﺷﮑﻞ ) ٢-٧ب( -ﭘﺲ از روﻳﺪاد ﻣﻬﻢ
X
ﺑﺎ در ﻧﻈﺮ ﮔﺮﻓﺘﻦ ﻋﻤﻠﮑﺮد ﻓﻌﻠﻰ ،ﻣﺮاحﻞ ﻣﺨﺘﻠﻒ ﺗﺤﻮل و ﻧﻴﺰ اﻧﺘﻈﺎزات ﮔﺮوهﻬﺎى ذﻳﻨﻔﻊ ،ﺷﺮﮐﺖهﺎ ﻣﻰﺗﻮاﻧﻨﺪ
اﺳﺘﺮاﺗﮋى هﺎى ﻣﻨﺎﺳﺐ ﺧﻮ د را ﺗﺪوﻳﻦ ﮐﻨﻨﺪ .اﻳﻦ اﺳﺘﺮاﺗﮋى هﺎ در صﺪد اﻳﺠﺎد ﺗﻌﺎدل ﻣﻴﺎن هﺰﻳﻨﻪ ،ﻣﺴﺎﺋﻞ حﻘﻮﻗﻰ و
ﺑﻬﺪاﺷﺘﻰ ﺗﺪوﻳﻦ ﻣﻰ ﮔﺮدﻧﺪ.
ﺳﻴﺴﺘﻢهﺎى ﻣﺪﻳﺮﻳﺖ
اﺳﺘﻔﺎده از ﻓﺮآﻳﻨﺪهﺎى
ﮐﺎرى ﮐﻪ ﺗﻘﺮﻳﺒﺎً ﺑﻪ ﻓﺮآﻳﻨﺪهﺎ
درﺳﺘﻰ ﺗﻨﻈﻴﻢ ﺷﺪهاﻧﺪ.
اﻳﻨﭽﻨﻴﻦ اﺳﺘﺮاﺗﮋى را ﻣﻰﺗﻮان ﺑﻪ ﻋﻨﻮان ﭘﻴﻮﻧﺪى ﻣﻴﺎن ﻧﻴﺎزهﺎى ﮔﺮوههﺎى ذﻳﻨﻔﻊ و ﺳﻴﺴﺘﻢهﺎى ﻣﺪﻳﺮﻳﺖ ﺷﺮﮐﺖهﺎ
در ﻧﻈﺮ ﮔﺮﻓﺖ.
Policy
Policy
Organising
Organising
Auditing Planning
Planning and
and
Auditing Implementing
Implementing
Measuring
Measuring
Performance
Performance
Reviewing
Reviewing
Performance
Performance
Source: ‘Successful Health and Safety Management’ HSG65
در اداﻣﺔ ﺧﻼصﻪاى از اﻳﻦ ﻣﺪل ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺘﻰ ﺷﺶ ﻗﺴﻤﺘﻰ اراﺋﻪ ﺷﺪه اﺳﺖ:
Policy
ﺳﻴﺎﺳﺖ ﮔﺰارى خﻂ ﻣﺸﻰ و
ﺳﺎزﻣﺎﻧﺪهﻰ
Organising
ﻣﻤﻴﺰى
Auditing Planning
اﺟﺮاء and
ﺑﺮﻧﺎﻣﻪ رﻳﺰى و
Measuring
ﺳﻨﺠﺶ ﻋﻤﻠﮑﺮد
Reviewing
ﻋﻤﻠﮑﺮد ﺑﺎزﻧﮕﺮى
Competence Control
Competence Control
• Allocating
• Recruitment
responsibilities
• Training
• Securing
• Advisory Support
commitment
Organise
Organise
Your
Your
Staff
Staff
Co-operation Communication
Co-operation Communication
ﺑﺮ روى ﻓﻌﺎﻟﻴﺖهﺎى ﺷﺮﮐﺖ از ﻗﺒﻴﻞ ﮔﺰﻧﻴﺶ اﻓﺮاد ،ﺗﺠﻬﻴﺰات و ﻣﻮاد ،ﭼﮕﻮﻧﮕﻰ هﺪاﻳﺖ ﮐﺎرهﺎ و ﻓﻌﺎﻟﻴﺖ •
هﺎ ،ﻃﺮاحﻰ ﮐﺎﻻ و ﺧﺪﻣﺎت ﺗﺄﺛﻴﺮﮔﺬار ﺑﺎﺷﺪ.
ﻧﺤﻮه ﺷﻨﺎﺳﺎﻳﻰ ﻣﺨﺎﻃﺮات و ارزﻳﺎﺑﻰ رﻳﺴﮏ هﺎ را ﺑﺎ ﮐﺎرﮐﻨﺎن در ﻣﻴﺎن ﮔﺬاﺷﺘﻪ ـﻨﻬﺎ را از ﭼﮕﻮﻧﮕﻰ از •
ﻣﻴﺎن ﺑﺮدن و ﻳﺎ ﮐﻨﺘﺮل آﻧﻬﺎ آﮔﺎه ﺳﺎزد.
ﺳﺎزﻣﺎﻧﺪهﻰ ﮐﺎرﮐﻨﺎن
ﺷﺮﮐﺖ دادن ﮐﺎرﮐﻨﺎن در اﻣﻮر ،ﺳﺎزﻣﺎن را از ﺑﻴﺸﺘﺮﻳﻦ ﺗﺄﺛﻴﺮﭘﺬﻳﺮى ﺳﻴﺴﺎت HSEﻣﻄﻤﺌﻦ ﺧﻮاهﺪ ﺳﺎﺧﺖ .ﭼﻬﺎر
ﻋﻨﺼﺮ ﻣﺸﺎرﮐﺖ ﻣﻮﻓﻘﻴﺖ آﻣﻴﺰ ﻋﺒﺎرﺗﻨﺪ از صﻼحﻴﺖ ،ﻣﻨﺘﺮل ،هﻤﮑﺎرى ،و ارﺗﺒﺎﻃﺎت.
ﺷﮑﻞ :2-10ﺳﺎزﻣﺎﻧﺪﻫﯽ
ﻼحﻴﺖص
Competence ﮐﻨﺘﺮل
Control
Organise
ﺳﺎزﻣﺎﻧﺪهﻰ
Your
اﻓﺮاد
Staff
هﻤﮑﺎرى
Co-operation ارﺗﺒﺎﻃﺎت
Communication
• ﺷﻔﺎهﻰ
• ﻣﻴﺎن اﻓﺮاد و گروههﺎ
• ﮐﺘﺒﻰ
• ﺑﺼﺮى
Implementing
Implementing
Setting
Setting Identifying
Identifying Assessing
Assessing Developing
Developing aa
Standards
Standards of
of
Objectives
Objectives Hazards
Hazards Risks
Risks Positive
Positive Culture
Culture
Performance
Performance
Together this information will help you identify areas for improvement.
More detail on Audit is provided in Chapter 5.
ﻣﺸﺨﺺ ﮐﺮدن اهﺪاف ﺷﻨﺎﺳﺎیﯽ خﻄﺮات ارزیﺎﺑـﯽ ریﺴﮏ هﺎ ﭘیﺎده ﮐﺮدن اﺳﺘﺎﻧﺪاردهﺎى ایﺠﺎد ﻓﺮهﻨﮓ ﻣﺜﺒﺖ
ﻣﺮﺗﺒﻂ ﺑﺎ ﻋﻤﻠﮑﺮد
ﺑﻪ ﻃﻮر ﻣﺸﺨﺺ ،ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺑﺎﻳﺪ حﺪاﻗﻞ ﻣﻮارد را در ﻧﻈﺮ داﺷﺘﻪ ﺑﺎﺷﺪ:
• ﺗﺸﺨﻴﺺ ﻣﺨﺎﻃﺮات و ارزﻳﺎﺑﻰ رﻳﺴﮏ و ﺗﺼﻤﻴﻢ ﮔﻴﺮى در ﺑﺎره ﭼﮕﻮﻧﮕﻰ حﺬف و ﻳﺎ ﮐﺎهﺶ آﻧﻬﺎ
• رﻋﺎﻳﺖ ﻣﻘﺮرات ﻣﺮﺑﻮط ﺑﻪ HSEﮐﻪ ﺑﺎ ﻧﻮع حﺮﻓﻪ ﻣﺮﺗﺒﻂ اﺳﺖ
• هﻤﺴﻮﺋﻰ ﺑﺎ ﻣﺪﻳﺮان و ﻧﺎﻇﺮان در راﺑﻄﻪ ﺑﺎ اهﺪافHSE
• ﺗﻌﻴﻴﻦ ﺧﻂ ﻣﺸﻰ ﺧﺮﻳﺪ و ﺗﺄﻣﻴﻦ ﻣﻮاد ﻣﺒﺘﻨﻰ ﺑﺮ اصﻮل HSE
• ﻃﺮاحﻰ وﻇﺎﻳﻒ ،ﻓﺮآﻳﻨﺪهﺎ ،وﺳﺎﺋﻞ ،ﻣﺤﺼﻮﻻت و ﺧﺪﻣﺎت
• ﺗﻨﻈﻴﻢ ﺳﻴﺴﺘﻢهﺎى ﮐﺎرى .HSE
• ﺗﺪوﻳﻦ و اﺟﺮاى دﺳﺘﻮراﻟﻌﻤﻞ هﺎى اﺿﻄﺮارى ﺑﻤﻨﻈﻮر ﻣﻮاﺟﻬﻪ ﺑﺎ ﺧﻄﺮات ﻓﻮرى و ﺟﺪى
• ﺗﻌﻴﻴﻦ اﺳﺘﺎﻧﺪاردهﺎﺋﻰ ﮐﻪ ﻋﻤﻠﮑﺮد را ﺑﺮ اﺳﺎس آﻧﻬﺎ ﺑﺘﻮان ﺳﻨﺠﻴﺪ
ﺟﺰﺋﻴﺎت ﺑﻴﺸﺘﺮ در ﻣﻮرد ﺟﻠﺐ ﻧﻈﺮ ﮐﺎرﮐﻨﺎن در ﻣﺪﻳﺮﻳﺖ ،HSEدر ﻓﺼﻞ ٣ﻣﻮرد ﺑﺤﺚ ﻗﺮار ﺧﻮاهﺪ ﮔﺮﻓﺖ.
ﺳﻨﺠﺶ ﻋﻤﻠﮑﺮد
ﻻ دو ﻧﻮع ﭘﺎﻳﺶ وﺟﻮد دارد :ﭘﺎﻳﺶ ازﻋﻤﻠﮑﺮد HSEرا ﺳﻨﺠﺶ ﮐﻨﻴﺪ ﺗﺎ ﻣﻌﻠﻮم ﺷﻮد آﻳﺎ ﻣﻮﻓﻖ ﺑﻮدهاﻳﺪ ﻳﺎ ﻧﻪ .اصﻮ ً
ﭘﻴﺶ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه و ﭘﺎﻳﺶ اﻧﻔﻌﺎﻟﻰ .اﻳﻦ دو ﻣﻮرد در ﻓﺼﻞ ٤ﺷﺮح داده ﺷﺪه اﻧﺪ.
ﻣﻤﻴﺰى و ﺑﺎزﻧﮕﺮى
ﺑﺎﻳﺴﺘﻰ از ﺗﺠﺮﺑﻪ درس ﻓﺮاﮔﺮﻓﺖ .ﻣﻤﻴﺰى ﺑﺎ ﮐﻤﮏ ﺑﺮرﺳﻰ اﻳﻨﮑﻪ آﻳﺎ ﻧﺘﺎﻳﺞ صﺤﻴﺤﻰ از ﺧﻄﺮ ﻣﺸﻰ ،ﺳﺎزﻣﺎﻧﺪهﻰ
و ﺳﻴﺴﺘﻢهﺎى HSEﺑﻪ دﺳﺖ آﻣﺪه ﻳﺎ ﺧﻴﺮ ،ﻣﮑﻤﻞ ﻓﻌﺎﻟﻴﺖهﺎى ﭘﺎﻳﺶ ﻣﻰﺑﺎﺷﻨﺪ .حﻴﻦ ﺑﺎزﻧﮕﺮى ﺧﻂ ﻣﺸﻰهﺎ ﺑﺎﻳﺪ ﺑﻪ
ﻧﮑﺎت زﻳﺮ ﺗﻮﺟﻪ ﮐﺮد:
ﻣﻄﺎﺑﻘﺖ ﺑﺎ اﺳﺘﺎﻧﺪاردهﺎى ﻋﻤﻠﮑﺮد HSE •
ﺷﻨﺎﺳﺎﻳﻰ زﻣﻴﻨﻪهﺎﺋﻰ ﮐﻪ ﻓﺎﻗﺪ اﺳﺘﺎﻧﺪارد ﺑﻮده و ﻳﺎ ﮐﻤﺒﻮد اﺳﺘﺎﻧﺪارد دارد •
ﭼﮕﻮﻧﮕﻰ ﻧﻴﻞ ﺑﻪ اهﺪاف اﻋﻼم ﺷﺪه •
ﺑﻬﺮه ﮔﻴﺮى از دادههﺎى ﺳﻮاﻧﺢ ،ﺟﺮاحﺎت و ﺑﻴﻤﺎرىهﺎ •
اﻳﻦ اﻃﻼﻋﺎت در ﻣﺠﻤﻮع ﮐﻤﮏ ﻣﻰ ﮐﻨﻨﺪ ﺗﺎ زﻣﻴﻨﻪهﺎى ﺑﻬﺒﻮد ﮐﻪ ﻧﻴﺎز ﺑﻪ ﺑﻬﺒﻮد ﻳﺎﻓﺘﻦ دارﻧﺪ ﻣﺸﺨﺺ ﮔﺮدﻧﺪ.
ﺟﺰﺋﻴﺎت ﺑﻴﺸﺘﺮ در ﻣﻮرد ﻣﻤﻴﺰى در ﻓﺼﻞ ٥اراﺋﻪ ﺷﺪه اﻧﺪ.
Develop
Develop Select
Select the
the Best
Best Implement
Implement the
the
Identify
Identify Needs
Needs Options
Options on
on Option
Option Option
Option
What
What to
to Do
Do
ﺷﻨﺎﺳﺎیﯽ ﺗﺪوﻳﻦ
Develop
ﮔﺰیﻨﻪ ﺗﺪویﻦ ﮔﺰیﻨﺶ ﺑﻬﺘﺮیﻦ
ﺷﻨﺎﺳﺎﻳﻰ هﺎى theاﺟﺮای ﮔﺰیﻨﻪ
Implement
Identify
Needsﻧیﺎزهﺎ
ﻧﻴﺎزهﺎ ﮔﺰﻳﻨﻪهﺎی
Options on اﻧﺘﺨﺎب Option
اﺟﺮاﺋﻰ
What to Do
اﺟﺮاﺋ
ﺧﻼصﻪ اى از ﻣﺰاﻳﺎ و ﻣﻌﺎﻳﺐ ﺑﺎﻟﻘﻮه HSEﮔﺰﻳﻨﻪ )ﺷﺎﻣﻞ ﮐﺎهﺶ ﺳﻄﻮح ﭘﻴﭽﻴﺪﮔﻰ هﺎى :HSE
رﻳﺴﮑﻬﺎى ﻣﺨﺘﻠﻒ(
Risk Assessment
One simple yet powerful technique for prioritising options is to use a
qualitative (i.e. non quantified) risk assessment. This technique can be used
to rank possible actions by assessing the comparative risks that the options
aim to reduce.
The cost benefit analysis is often pivotal in the decision to implement the
project but must be considered alongside the implications for business
objectives and the HSE policy of the organisation.
No matter what the nature of the change is, there is a common process of
change which has to be followed.
In the case of large scale, organisational change, the process is very similar
to that of personal change. For a significant improvement to happen, you
have to first feel a real need to change. Then you need to have the desire to
change and courage to proceed.
ارزﻳﺎﺑﻰ رﻳﺴﮏ
ﻳﮏ روش ﺳﺎده وﻟﻰ ﺗﻮاﻧﻤﻨﺪ ﺑﺮاى اوﻟﻮﻳﺖ ﺑﻨﺪى ﮔﺰﻳﻨﻪهﺎ آن اﺳﺖ ﮐﻪ ارزﻳﺎﺑﻰ ﮐﻴﻔﻰ )ﻏﻴﺮ ﮐﻤﻰ( از رﻳﺴﮏ)هﺎى(
ﻣﻮﺟﻮد اﻧﺠﺎم ﺷﻮد .اﻳﻦ روش را ﻣﻰﺗﻮان ﺑﺮاى درﺟﻪ ﺑﻨﺪى اﻗﺪاﻣﺎت ﻣﻤﮑﻦ ﺑﻮﺳﻴﻠﻪ ارزﻳﺎﺑﻰ رﻳﺴﮏ ﻧﺴﺒﻰ ﮐﻪ
ﮔﺰﻳﻨﻪ ﻣﻮرد ﻧﻈﺮ در صﺪد ﮐﺎهﺶ آن ﻣﻰ ﺑﺎﺷﺪ ،ﺑﻪ ﮐﺎر ﺑﺮد.
Shown in Figure 2.13 is a task force process for facilitating change which
outlines the key steps.
1 2 3 4
5 6 7 8
Develop and start
Develop and start Develop a “contract” Task force: Execute
implementing a Develop a “contract” Task force: Develop Task force: Execute
implementing a between the task force Task force: Develop the work plan. Review
communications plan between the task force a detailed work plan the work plan. Review
communications plan and the review committee a detailed work plan committee: Evaluate
to let all concerned and the review committee of what is to be done, committee: Evaluate
to let all concerned a clear agreement on of what is to be done, the task force’s work
people know what’s a clear agreement on when, and by whom the task force’s work
people know what’s results and schedule when, and by whom and guide the task force
going on results and schedule and guide the task force
going on
9 10 Develop an 11 12
Develop an
implementation plan -
Develop implementation plan -
Develop a “project”-specify Select the
recommendations, a “project”-specify Select the Implement, monitor and
recommendations, activities, schedules, implementation Implement, monitor and
review, modify and activities, schedules, implementation detail the change
review, modify and responsibilities, resources groups and train them detail the change
finalise responsibilities, resources groups and train them
finalise required etc. including
required etc. including
PERT and Gantt charts
PERT and Gantt charts
13
Celebrate
Celebrate
Success
Success
در ﺷﮑﻞ ٢-١٣ﻧﻤﻮﻧﻪ از ﻓﺮآﻳﻨﺪ ﮔﺮوه ﻋﻤﻠﻴﺎﺗﻰ ﮔﺮوه وﻳﮋه ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴﺮ ﺑﻤﻨﻈﻮر ﺗﺴﻬﻴﻞ در اﻋﻤﺎل ﺗﻐﻴﻴﺮات
ﺑﻬﻤﺮاه ﻣﺮاحﻞ و ﻣﻘﺎﻃﻊ ﮐﻠﻴﺪى آن ﻧﺸﺎن داده ﺷﺪه اﺳﺖ.
ﺗﺸﮑیﻞ ﮐﻤﻴﺘﻪ ﺑﺎزﻧﮕﺮی ﮐﻪ ﺗﺸﮑیﻞ ﮔﺮوه ویﮋه آﻣﻮزش ﮔﺮوه ویﮋه
ﺗﻌﺮیﻒ ﺗﻐﻴﻴﺮات ﻣﻮرد ﺑﻌﻨﻮان ارﺑﺎب رﺟﻮع ﻧﻘﺶ ﻋﻤﻠیﺎﺗی و
ﻋﻤﻠیﺎﺗی
ﻧﻈﺮ در حﻮزه ﻋﻤﻠﮑﺮد ﮐﻤیﺘﻪ ﺑﺎزﻧﮕﺮی
ﺑﺎزی ﮐﻨﺪ.
١٣
ﮔﺮاﻣیﺪاﺷﺖ حﺼﻮل
ﻣﻮﻓﻘیﺖ
Step 6: Develop a Contract Between the Task Force and the Review
Committee – A Clear Agreement on Results and Schedule
Ensures that a review committee will decide what it wants to see and lays
out those issues for the task force.
ﻣﺮحﻠﺔ :٢ﺗﺸﮑﻴﻞ ﮐﻤﻴﺘﻪ ﺑﺎزﻧﮕﺮى ﮐﻪ ﺑﻌﻨﻮان ارﺑﺎب رﺟﻮع ﻧﻘﺶ ﺑﺎزى ﮐﻨﺪ
ﻻ وﺟﻮد ﮐﻤﻴﺘﻪ ﺑﺎزﻧﮕﺮى ﺑﻠﻴﻞ اراﺋﻪ راهﻨﻤﺎﻳﻰ هﺎ و ﺑﺎزﺧﻮردهﺎى ﻣﺨﺘﻠﻒ و ﺗﺄﻣﻴﻦ ﻣﻨﺎﺑﻊ اﺿﺎﻓﻰ ﻣﻮرد ﻧﻴﺎز ﻣﻌﻤﻮ ً
ﺑﺮاى ﻣﻮﻓﻘﻴﺖ ﮔﺮوه ﻋﻤﻠﻴﺎﺗﻰ ﺿﺮورى اﺳﺖ .ﮐﻤﻴﺘﻪ ﺑﺎزﻧﮕﺮى ﺑﺎﻳﺪ ﻧﻤﺎﻳﻨﺪه ﮐﺎرﮐﻨﺎن واحﺪهﺎى ﻣﺨﺘﻠﻒ ﮐﺎرى ﮐﻪ
ﻧﻘﺶ ﻋﻤﺪه اى در اﻧﺠﺎم ﭘﺮوژه دارﻧﺪ.
ﻣﺮحﻠﺔ :۵اﺟﺮاى ﺑﺮﻧﺎﻣﻪ ﮐﺎرى ﺗﻮﺳﻂ ﮔﺮوه وﻳﮋه و ﺑﺎزﻧﮕﺮى ﮐﺎر آﻧﻬﺎ و هﺪاﻳﺖ آن ﺗﻮﺳﻂ ﮐﻤﻴﺘﻪ ﺑﺎزﻧﮕﺮى
اﻓﺮاد در ﮐﻠﻴﻪ ﺳﻄﻮح ﺳﺎزﻣﺎﻧﻰ در راﺑﻄﻪ ﺑﺎ ﺑﺮﻧﺎﻣﻪ هﺎى آﻣﻮزﺷﻰ ،ﺟﻠﺴﺎت و ﮔﺮوه ﻋﻤﻠﻴﺎﺗﻰ ﺗﺎ حﺪى ﺳﺮدرﮔﻢ
ﺧﻮاهﻨﺪ ﺷﺪ .ﺗﺪوﻳﻦ و اﺟﺮاى ﻳﮏ ﻣﮑﺎﻧﻴﺰم ارﺗﺒﺎﻃﻰ ﻣﻰﺗﻮاﻧﺪ ﻣﺎﻧﻊ از رواج ﺷﺎﻳﻌﺎت ﺷﺪه و ﺑﺎ ﺗﺸﺮﻳﺢ ﻣﻮاﺿﻊ و
ﺗﻮﺿﻴﺢ آﻧﭽﻪ ﻣﻴﮕﺬرد از ﺷﮏ و دودﻟﻰ ﻧﺴﺒﺖ ﺑﻪ ﺗﻮاﻧﺎﻳﻰ ﻣﺪﻳﺮﻳﺖ ﺑﮑﺎهﺪ.
ﻣﺮحﻠﺔ :۶ﺗﺪوﻳﻦ ﺑﺮﻧﺎﻣﻪ ﺗﻔﺼﻴﻠﻰ آﻧﭽﻪ ﺑﺎﻳﺴﺘﻰ اﻧﺠﺎم ﺷﻮد ،زﻣﺎن اﺟﺰا و ﺷﺨﺺ ﻣﺴﺌﻮل اﺟﺮا در درون ﮔﺮوه
وﻳﮋه
ﺑﺎﻳﺪ ﻣﻄﻤﺌﻦ ﺷﺪ ﮐﻪ ﮐﻤﻴﺘﻪ ﺑﺎزﻧﮕﺮى ﻣﻮاردى را ﮐﻪ ﻋﻼﻗﻤﻨﺪ اﺳﺖ ﻣﻮرد ﺑﺮرﺳﻰ ﻗﺮار ﮔﻴﺮد ﺗﺼﻤﻴﻢ ﻣﻘﺘﻀﻰ ﮔﺮﻓﺘﻪ
و ﻣﻮاردى را ﮐﻪ ﮔﺮوه وﻳﮋه ﺑﺎﻳﺴﻨﻰ ﺑﺮ روى آﻧﻬﺎ ﻣﺘﻤﺮﮐﺰ ﺷﻮد ﻣﺸﺨﺺ ﮐﺮده و آﻧﻬﺎ را ﺑﺮاى ﮔﺮوه ﺷﺮح داده
ﺑﺎﺷﺪ.
ﻣﺮحﻠﺔ :٧ﺗﻬﻴﻪ "ﺗﻮاﻓﻘﻨﺎﻣﻪ هﻤﮑﺎرى" ﺑﻴﻦ ﮔﺮوه وﻳﮋه و ﮐﻤﻴﺘﻪ ﺑﺎزﻧﮕﺮى در خﺼﻮص هﻤﺎهﻨﮕﻰ درﺗﺒﺎدل ﻧﺘﺎﻳﺞ و
زﻣﺎﻧﺒﻨﺪى هﻤﮑﺎرى
در ﭘﺮوﺳﻪ اﻳﮑﻪ ﺗﻐﻴﻴﺮ ﻋﻤﺪه اى ﺑﺎﻳﺪ صﻮرت ﮔﻴﺮد ،ﮔﺮوه وﻳﮋه ﻋﻤﻠﻴﺎﺗﻰ ﻣﻰ ﺑﺎﻳﺴﺖ ﺑﺮﻧﺎﻣﻪ ﮐﺎرى ﺧﻮد را ﺑﻨﺤﻮى
ﺗﺪوﻳﻦ ﻧﻤﺎﻳﺪ ﮐﻪ اﻧﺠﺎم ﻣﻮارد ﻣﺨﺘﻠﻒ ﺑﮑﻤﮏ ﺟﺰﺋﻴﺎت اراﺋﻪ ﺷﺪه ﺑﺮﻧﺎﻣﻪ ﺗﻀﻤﻴﻦ ﺷﻮد.
• ﻣﻨﺎﺑﻊ ﻻزم
• ﺗﺤﻠﻴﻞ ﻣﻮاﻧﻊ اﺟﺮاﺋﻰ
• ﭘﻴﺸﻨﻬﺎد ﺗﻐﻴﻴﺮ در ﺧﻂ ﻣﺸﻰهﺎ ﺑﺮاى ﻏﻠﺒﻪ ﺑﺮ ﻣﻮارد ﻓﻮق
Summary of Chapter 2
The first step towards successful strategic HSE management is to
understand the specific HSE risks associated with a particular business.
With this understanding it is necessary to assess how well HSE risks are
currently managed. Business leaders must then decide what level of HSE
management is appropriate for their business.
ﻣﺮحﻠﺔ :٩ﺗﻬﻴﻪ ﺗﻮصﻴﻪ هﺎى ﻻزم ،ﺑﺎزﻧﮕﺮى آﻧﻬﺎ ،اﻋﻤﺎل ﺗﻐﻴﻴﺮات ﻻزم و ﻧﻬﺎﻳﻰ ﮐﺮدن آﻧﻬﺎ
هﻤﺰﻣﺎن ﺑﺎ اِﻋﻤﺎل ﺗﻐﻴﻴﺮات ،هﺮ دو ﮔﺮوه وﻳﮋه ﻋﻤﻠﻴﺎﺗﻰ و ﮐﻤﻴﺘﻪ ﺑﺎزﻧﮕﺮى ﻣﻰ ﺑﺎﻳﺴﺖ ﻣﻴﺰان ﭘﻴﺸﺮﻓﺖ را ﮐﻨﺘﺮل
ﻧﻤﻮده در صﻮرت ﻧﻴﺎز ﺗﻌﺪﻳﻼت ﺟﺰﺋﻰ و ﻻزم را اﻋﻤﺎل ﮐﻨﻨﺪ.
ﻣﺮحﻠﺔ :١٠ﺗﺪوﻳﻦ ﺑﺮﻧﺎﻣﻪ اﺟﺮاﻳﻰ ﺑﻪ ﺷﮑﻞ ﻳﮏ ﭘﺮوژه ﺷﺎﻣﻞ ﻓﻬﺮﺳﺖ ﻓﻌﺎلﻴﺘﻬﺎ ،ﺑﺮﻧﺎﻣﻪ زﻣﺎن ﺑﻨﺪى ،ﺗﻮزﻳﻊ
ﻣﺴﺌﻮلﻴﺘﻬﺎ ،ﻣﻨﺎﺑﻊ ﻣﻮردﻧﻴﺎز و ...
ﺑﺮاى اﻃﻤﻴﻨﺎن از ﺗﻮزﻳﻊ ﻣﻄﻠﻮب و اﻧﺠﺎم ﺑﻤﻮﻗﻊ وﻇﺎﻳﻒ ﻣﺤﻮﻟﻪ ،اﺑﺰارهﺎى ﻣﺪﻳﺮﻳﺖ ﭘﺮوژه ﺑﻤﻨﻈﻮر ﮐﻨﺘﺮل،
ﻧﻈﺎرت و ﺑﺘﺰﻧﮕﺮى ﭘﻴﺸﺮﻓﺖ هﺎى ﮐﺎرى ﻣﻰ ﺑﺎﻳﺴﺖ ﺑﻄﻮر ﻣﺆﺛﺮ ﻣﻮرد اﺳﺘﻔﺎده ﻗﺮار ﮔﻴﺮﻧﺪ.
ﺗﻌﻴﻴﻦ ﺳﻄﺢ ﻣﺪﻳﺮﻳﺖ HSEﻣﻄﻠﻮب و ﻣﻨﺎﺳﺐ هﺮ حﺮﻓﻪ ﻣﺴﺘﻠﺰم آﺷﻨﺎﻳﻰ ﺑﺎ اﻧﺘﻈﺎرات اﺷﺨﺎصﻰ اﺳﺖ ﮐﻪ ﺑﻨﺤﻮى
از ﻋﻤﻠﮑﺮد آن حﺮﻓﻪ ﺑﻬﺮه ﻣﻨﺪ ﻣﻴﮕﺮدد .ﺑﺎ داﻧﺴﺘﻦ ﺳﻄﺢ ﺗﻮﻗﻌﺎت ﻣﺰﺑﻮر ،ﻣﻰﺗﻮان اﺳﺘﺮاﺗﮋى ﺧﺎصﻰ از HSE
هﻤﺎهﻨﮓ ﺑﺎ اهﺪاف ﺳﻴﺴﺘﻢ و ﻳﺎ حﺮﻓﻪ ﺗﺪوﻳﻦ ﮐﺮده و ﻳﺎ اﻧﺘﺨﺎب ﻧﻤﻮد.
اﺟﺮاى ﺗﻐﻴﻴﺮات ﻻزم ﺟﻬﺖ ﻣﺪﻳﺮﻳﺖ HSEﺑﺼﻮرت اﺳﺘﺮاﺗﮋﻳﮏ ﻣﻰﺗﻮاﻧﺪ ﭼﺎﻟﺶ ﺑﺮاﻧﮕﻴﺰ ﺑﺎﺷﺪ .اﻃﻤﻴﻨﺎن از
صﻮرت ﮔﺮﻓﺘﻦ ﺗﻐﻴﻴﺮات ﻣﻮرد ﻧﻈﺮ از ﻃﺮﻳﻖ ﭘﻴﮕﻴﺮى و دﻧﺒﺎل ﻧﻤﻮدن ﻓﺮآﻳﻨﺪ ﺗﻐﻴﻴﺮ ﺗﻌﺮﻳﻒ ﺷﺪه حﺎصﻞ ﻣﻰ ﺷﻮد.
در ﻓﺼﻞ ٣ﻣﺴﺎﺋﻞ ﻣﺮﺗﺒﻂ ﺑﺎ اﺟﺮاى ﻣﻮﻓﻘﻴﺖ آﻣﻴﺰ ﺗﻐﻴﻴﺮات ﻣﻮرد ﻧﻈﺮ ﻣﺪﻳﺮﻳﺖ HSEﻣﻮرد ﺑﺤﺚ و ﺑﺮرﺳﻰ ﻗﺮار
ﻣﻰ ﮔﻴﺮد.
در اﻳﻦ ﻓﺼﻞ از راهﻨﻤﺎ ،ﻣﻮﺿﻮﻋﺎﺗﻰ را ﻣﻄﺮح ﻣﻰﮐﻨﻴﻢ ﮐﻪ ﻣﺪﻳﺮان صﻨﺎﻳﻊ ﺑﺎ آن ﻣﻮاﺟﻪ ﻣﻰﺑﺎﺷﻨﺪ و ﺑﺪان ﻧﻴﺎز دارﻧﺪ
ﺗﺎ ﺑﺘﻮاﻧﻨﺪ ﻣﺪﻳﺮﻳﺖ HSEرا ﺑﻪ صﻮرت اﺳﺘﺮاﺗﮋﻳﮏ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﮐﻨﻨﺪ .در هﻤﻴﻦ راﺑﻄﻪ ،ﺗﻼش ﻣﻰ ﮐﻨﻴﻢ ﺑﻪ ﺳﺆاﻻت
زﻳﺮ ﭘﺎﺳﺦ ﮔﻮﻳﻴﻢ:
A benefit of sharing the responsibilities with your staff is that it will help to create
ownership of HSE issues, while securing employee commitment to something that
is vital to the functioning of your organisation. Therefore, there are a number of
issues to consider:
HSE
HSE
Responsibility
Responsibility
What organisational
How can I get structure will give me
employees to the most effective
“buy in” to HSE HSE performance?
issues?
ﻳﮑﻰ از ﻣﺰاﻳﺎى ﺳﻬﻴﻢ ﮐﺮدن ﮐﺎرﮐﻨﺎن ﺳﺎزﻣﺎن در ﻣﺴﺌﻮﻟﻴﺖهﺎ ،اﻳﺠﺎد حﺲ ﻣﺎﻟﮑﻴﺖ در اﻣﻮر HSEاﺳﺖ ﺿﻤﻦ
اﻳﻨﮑﻪ ﺗﻌﻬﺪ ﮐﺎرﮐﻨﺎن را ﺑﻪ اﻣﻮرى ﮐﻪ ﺑﺮاى ﻋﻤﻠﮑﺮد ﺳﺎزﻣﺎن حﻴﺎﺗﻰ اﺳﺖ ﺑﺮ ﻣﻰاﻧﮕﻴﺰد .در اﻳﻦ راﺳﺘﺎ ،ﻣﻮارد
ﻣﺘﻌﺪدى را ﺑﺎﻳﺪ در ﻧﻈﺮ ﮔﺮﻓﺖ.
ﭼﮕﻮﻧﻪ ﻣﻰ ﺗﻮان
ﭼﻪ ﮐﺴﻰ ﺑﺎﻳﺪ ﻣﺴﺌﻮل ﻣﺴﺌﻮﻟﻴﺖهﺎى HSEﺑﻴﻦ
HSEﺑﺎﺷﺪ؟ دﻳﮕﺮان ﺗﻮزﻳﻊ ﮐﺮد؟
HSE
ﻣﺴﺌﻮلﻴﺖ
HSE
Responsibility
HSE
Responsibility
ﻣﺪﻳﺮان ﺑﺎﻳﺪ ﺿﻤﻦ ﻓﺮاهﻢ ﮐﺮدن اﻣﮑﺎﻧﺎت ﻻزم و ﮐﺎرﮐﻨﺎن را ﺗﺸﻮﻳﻖ ﺑﻪ ﺷﺮﮐﺖ در ﺳﺎﺧﺘﺎر و ﻋﻤﻠﮑﺮد ﺳﻴﺴﺘﻢ
ﻣﺪﻳﺮﻳﺖ HSEو ﺗﺼﻤﻴﻤﺎﺗﻰ ﮐﻪ روى ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ آﻧﺎن اﺛﺮ ﻣﻰﮔﺬارد ،ﻧﻤﺎﻳﻨﺪ .ﺑﺪﻳﻦ ﺗﺮﺗﻴﺐ ،ﮐﺎرﮐﻨﺎن اﺳﺘﻌﺪاد
و اﻧﺮژى ﺧﻮد را در ﺟﻬﺖ ﻧﻴﻞ ﺑﻪ اهﺪاف HSEصﺮف ﺧﻮاهﻨﺪ ﮐﺮد.
اﻧﺘﺼﺎﺑﺎت صﺮﻳﺢ و اﻋﻄﺎى واﺿﺢ ﻣﺴﺌﻮﻟﻴﺖهﺎ ﺑﻪ ﭘﺮهﻴﺰ از هﻤﭙﻮﺷﺎﻧﻰ ﻳﺎ ﺧﻼء در اﻧﺠﺎم ﻓﻌﺎﻟﻴﺖهﺎى ﻣﻮرد ﻧﻴﺎز
ﺳﺎزﻣﺎن ﮐﻤﮏ ﻣﻰﮐﻨﺪ .ﻣﺪﻳﺮان ﺑﺎﻳﺪ ﻣﺴﺌﻮﻟﻴﺖهﺎ را در ﻣﻮرد ﮐﻠﻴﻪ ﺟﻮاﻧﺐ HSEﻣﺸﺨﺺ ﮐﺮده و اﺑﻼغ ﮐﻨﻨﺪ ﺑﻪ
ﮔﻮﻧﻪاى ﮐﻪ ﺳﺎﻳﺮ ﻣﺪﻳﺮان ،ﻧﺎﻇﺮان و ﮐﺎرﮐﻨﺎن در ﮐﻠﻴﺔ ﺑﺨﺶهﺎى ﺳﺎزﻣﺎن ﺑﺪاﻧﻨﺪ ﮐﻪ ﭼﮕﻮﻧﻪ ﻋﻤﻠﮑﺮدى از آﻧﺎن
اﻧﺘﻈﺎر ﻣﻰرود.
Managers should establish the tasks that need to be performed and allocate
the responsibilities of each individual.
آﻧﺎن ﺑﺎﻳﺪ وﻇﺎﻳﻔﻰ را ﮐﻪ ﺑﺎﻳﺪ اﻧﺠﺎم ﭘﺬﻳﺮد ﺗﻌﺮﻳﻒ ﮐﺮده ﻣﺴﺌﻮﻟﻴﺖ هﺎى هﺮ ﻓﺮد را ﻣﺸﺨﺺ ﮐﻨﻨﺪ .ﺗﻘﺴﻴـــــﻢ
ﻣﺴﺌﻮﻟﻴﺖ هﺎى HSEﺑﻴﻦ ﮐﺎرﮐﻨﺎن در ﭼﻨﺪﻳﻦ ﻣﺮحﻠﻪ اﻧﺠﺎم ﻣﻰ ﮔﻴﺮد:
ﺑﺎ ﻃﺮح اﻳﻦ ﺳﺌﻮاﻻت ﻣﻰﺗﻮان زﻣﻴﻨﻪهﺎى ﻣﺨﺘﻠﻒ ﻣﺴﺌﻮﻟﻴﺖ را ﺷﻨﺎﺳﺎﻳﻰ ﮐﺮده و ﺳﭙﺲ آﻧﻬﺎ را ﺑﻴﻦ ﮔﺮوه ﺳﺎزﻣﺎﻧﻰ
ﺗﻮزﻳﻊ ﮐﺮد.
اﺑﺰار ﻣﻨﺎﺳﺒﻰ ﮐﻪ ﺑﻪ ﻓﺮآﻳﻨﺪ ﺗﻮزﻳﻊ ﻣﺴﺌﻮﻟﻴﺖ ﮐﻤﮏ ﺧﻮاهﺪ ﻧﻤﻮدن اﺳﺘﻔﺎده از ﻣﺎﺗﺮﻳﺲ ﻧﻘﺶ/ﻣﺴﺌﻮﻟﻴﺖ ﻣﻰ ﺑﺎﺷﺪ ﮐﻪ
در ﺷﮑﻞ ٣-٢ﻧﺸﺎن داده ﺷﺪه اﺳﺖ.
Fill
Fillin
inname
nameof
of
person/function
person/function
Control Measures
Consulted: The person responsible for carrying out a task may seek advice from
other people/parties i.e. they are “consulted”. The final decision on
what action to take will remain with the responsible party.
Informed: These parties are “informed” of the decision/result of the task by the
responsible people/parties.
Note: It is only really the accountable person that should be limited to one.
There can be more than one responsible, consulted and informed
person/party.
دهﻨﺪه ﮐﺎر
اﻧﺠﺎم Fill ﻧﺎمofﺷﺨﺺ
in name
ﺑﻨﻮﻳﺴﻴﺪ. را در اﻳﻨﺠﺎ
person/function
اﻗﺪاﻣﺎت ﮐﻨﺘﺮلﻰ
ﻣﻌﻰارهﺎى ﮐﻨﺘﺮلﻰ ﻣﺮﺑﻮط ﺑﻪ -1ﮔﺮد آو رى اﻃﻼﻋﺎت از ﻣﻨﺎﺑﻊ در ﻣﻮرد ﻋﻤﻠﮑﺮد اﻳﻤﻨﻰ و
رﻳﺴﮏ
رﻳﺴﮏ هﺎى ﺷﺮﮐﺘﺘﺎن را
relevant to your
ﭼﮏ ﮐﻨﻴﺪ.
صﻼحﻰ
-2ارزﻳﺎﺑﻰ ﮐﻠﻴﻪ ﭘﺮوژههﺎى ﺟﺪﻳﺪ ﻳﺎ ﺑﺮﻧ ﺎﻣﻪ ه ﺎى ا
از ﺟﻨﺒﻪ اﻳﻤﻨﻰ
ﻓﺮد ﭘﺎﺳﺨﮕﻮ ﻣﻰﺗﻮاﻧﺪ ﻣﺴﺌﻮﻟﻴﺖ اﻧﺠﺎم وﻇﻴﻔﻪ را ﺑﻪ اﻓﺮاد ﻳﺎ ﮔﺮوه هﺎى دﻳﮕﺮ واﮔﺬارد .اﻣﺎ ﻣﺴﺌﻮل
اﻳﻦ ﺑﺪان ﻣﻌﻨﺎ ﻧﻴﺴﺖ ﮐﻪ دﻳﮕﺮ ﻧﻴﺎزى ﺑﻪ اﻃﻤﻴﻨﺎن ﻳﺎﻓﺘﻦ از اﺟﺮاى اﻣﻮر از ﺳﻮى ﻓﺮد
ﭘﺎﺳﺨﮕﻮ ﻧﻴﺴﺖ.
ﻓﺮد ﻣﺴﺌﻮل ﻣﻰﺗﻮاﻧﺪ ﺑﺮاى اﺟﺮاى اﻣﻮر از اﻓﺮاد دﻳﮕﺮ درﺧﻮاﺳﺖ ﻣﺸﻮرت ﮐﻨﺪ ،ﺑﺪﻳﻦ ﻣﺸﻮرت داده ﺷﺪه
ﺗﺮﺗﻴﺐ اى ﻓﺮد ﻣﻮرد ﻣﺸﺎوره ﻗﺮار ﮔﺮﻓﺘﻪ اﺳﺖ .در هﺮ صﻮرت ،ﺗﺼﻤﻴﻢ ﻧﻬﺎﺋﻰ در اﺗﺨﺎذ
روش اﻧﺠﺎم ﮐﺎر هﻤﭽﻨﺎن ﺑﻌﻬﺪه ﻓﺮد ﻣﺴﺌﻮل ﻣﻰﺑﺎﺷﺪ.
اﻳﻦ اﻓﺮاد از ﺗﺼﻤﻴﻤﺎت /ﻧﺘﺎﻳﺞ اﻣﻮر اﻧﺠﺎم ﺷﺪه ﺑﻮﺳﻴﻠﻪ اﻓﺮاد و ﻳﺎ ﮔﺮوه هﺎى ﻣﺴﺌﻮل آﮔﺎه ﻣﻄﻠﻊ
ﮔﺮدﻳﺪه اﻧﺪ.
ﻓﻘﻂ وﻇﻴﻔﻪ ﭘﺎﺳﺨﮕﻮﻳﻴﺴﺖ ﮐﻪ ﺑﺎﻳﺪ ﺑﻌﻬﺪه ﻓﻘﻂ ﻳﮏ ﻧﻔﺮ ﻣﻰ ﺑﺎﺷﺪ ،اﻣﺎ ﻣﻰ ﺗﻮان ﺑﻴﺶ از ﻳﮏ ﻧﮑﺘﻪ
ﻧﻔﺮ و ﻳﺎ ﻳﮏ ﮔﺮوه ﺑﻌﻨﻮان ﻣﺴﺌﻮل ،ﻣﺸﻮرت داده ﺷﺪه و ﻳﺎ ﻣﻄﻠﻊ در ﺳﺎزﻣﺎن داﺷﺖ.
Director HSE
Corporate Responsibility
HSE Policy Statement
Operations
Manager
HSE
HSE Division Responsibility
Arrangements Statement
Station
Local Manager
HSE HSE
Responsibility Responsibility
Statements Statement
ﻻ ﮐﻠﻴﻪ ﮔﺮوه هﺎى ﻓﻮق ﺑﺎﻳﺪ ﺑﺮاى اﻧﺠﺎم ﻳﮏ وﻇﻴﻔﻪ ﺑﻪ ﮐﺎر ﮔﺮﻓﺘﻪ ﺷﻮﻧﺪ .در ﻏﻴﺮ اﻳﻨﺼﻮرت ،ﻓﻬﻤﻴﺪن اﻳﻨﮑﻪ ﻣﻌﻤﻮ ً
آﻳﺎ دﻟﻴﻞ ﻗﺎﺑﻞ ﺗﻮﺟﻴﻬﻰ ﺑﺮاى ﻋﺪم اﺳﺘﻔﺎده از ﮐﻠﻴﻪ ﮔﺮوه هﺎى ﻓﻮق وﺟﻮد دارد ﻣﻬﻢ و اﻟﺰاﻣﻰ اﺳﺖ.
اﮔﺮ ﻣﺎﺗﺮﻳﺲ ﻓﻮق را ﺑﺮاى ﻣﺪﻳﺮان اﺟﺮاﻳﻰ و اﺳﺘﺮاﺗﮋى ﻳﮏ ﺷﺮﮐﺖ ﺗﮑﻤﻴﻞ ﻣﻰﮐﻨﻴﻢ ،هﺮ ﻣﺪﻳﺮ ﻣﻰﺗﻮاﻧـــــﺪ از
ﻣﺴﺌﻮﻟﻴﺖ هﺎﻳﻰ ﮐﻪ ﺑﺮاى وى ﺗﻌﺮﻳﻒ و ﺗﻌﻴﻴﻦ ﺷﺪه آﮔﺎهﻰ ﻳﺎﺑﺪ .ﭘﺲ از آﮔﺎهﻰ از ﻣﺴﺌﻮﻟﻴﺖ هﺎﻳﺶ ،هﺮ ﻣﺪﻳﺮ ﻣﻰ
ﺗﻮاﻧﺪ ﺑﺎ ﺗﻬﻴﻪ ﻣﺎﺗﺮﻳﺲ ﻣﺴﺌﻮﻟﻴﺖ ﺑﺮاى ﻣﺠﻤﻮﻋﻪ ﻣﺴﺌﻮﻟﻴﺖ هﺎى ﻣﺤﻮل ﺷﺪه ﺑﻪ ﺧﻮد ،آﻧﻬﺎ را ﺑﻪ اﻓﺮاد دﻳﮕﺮ واﮔﺬار
ﮐﻨﺪ.
هﻤﻪ ﮐﺎرﮐﻨﺎن ﺑﺎﻳﺪ داراى ﺷﺮح ﻣﺴﺌﻮﻟﻴﺖ HSEﻣﺮﺑﻮط ﺑﻪ ﺧﻮد ﮐﻪ ﻧﺤﻮه ﻣﺸﺎرﮐﺖ آﻧﺎن را ﺟﻬﺖ ﻧـــــﻴﻞ ﺑﻪ
ﺳﻴﺎﺳﺖ هﺎى از ﭘﻴﺶ ﺗﻌﻴﻴﻦ ﺷﺪه HSEﻣﺸﺨﺺ ﻣﻰ ﮐﻨﺪ و ﺑﺼﻮرت ﻣﮑﺘﻮب ﻧﻴﺰ در ﺳﺎﺧﺘﺎر ﮐﻠﻰ ﺳﺎزﻣﺎﻧﻰ HSE
)اراﺋﻪ ﺷﺪه در ﺷﮑﻞ (٣-٣ﻣﺸﺨﺺ ﺷﺪه ،ﺑﺎﺷﻨﺪ .ﺷﺮح ﻣﺴﺌﻮﻟﻴﺖ HSEﻣﻌﻠﻮم ﻣﻰدارد ﭼﻪ ﮐﺴﻰ ﻣﺴﺌﻮل اﺳﺖ و
ﻣﺴﺌﻮل ﭼﻴﺴﺖ .ﺷﺮح ﻣﺴﺌﻮﻟﻴﺖ هﺎى هﺮ ﻓﺮد ﺑﺎﻳﺪ ﺑﺎ ﺷﺮح ﻣﺴﺌﻮﻟﻴﺖ هﺎى ﻣﻘﺎﻣﺎت ﺑﺎﻻﺗﺮ و ﭘﺎﻳﻴﻦﺗﺮ از او ،ﭘﻴﻮﻧﺪ
داﺷﺘﻪ ﺑﺎﺷﺪ.
ﻣﺪﻳﺮﮐﻞ ﺷﺮحHSE
ﻣﺴﺌﻮلﻴﺖ
ﺷﺮﮐﺖ HSE
خﻂ ﻣﺸﻰ HSE
ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻴﺎت
ﺷﺮحHSE
ﻣﺴﺌﻮلﻴﺖ
HSE ﺑﺨﺶ HSE
HSE ﺗﺮﺗﻴﺒﺎت
ﻣﺪﻳﺮ واحﺪ
ﻓﺮدی
ﺷﺮح هHSE
ﻣﺴﺌﻮﻟﯿﺖ ﺷﺮحHSE
ﻣﺴﺌﻮلﻴﺖ
HSE HSE
هﺮﮔﺎه ﺷﺮح ﻣﺴﺌﻮﻟﻴﺖ HSEﺑﺮاى ﻳﮏ ﻣﻮﻗﻌﻴﺖ ﺳﺎزﻣﺎﻧﻰ ﺗﺪوﻳﻦ ﻣﻰﺷﻮد ،ﻻزم اﺳﺖ ﺑﺎ ﺷﺮح ﻣﺴﺌﻮﻟﻴﺖ هﺎى
ﻣﻮﻗﻌﻴﺖ هﺎى ﺳﺎزﻣﺎﻧﻰ ﺑﺎﻻﺗﺮ و ﭘﺎﻳﻴﻦ ﺗﺮ هﻤﺨﻮاﻧﻰ ﻧﺰدﻳﮑﻰ داﺷﺘﻪ ﺑﺎﺷﺪﺑﻨﺤﻮى ﮐﻪ:
هﻴﭻ ﻣﺴﺌﻮﻟﻴﺘﻰ ﻣﻴﺎن ﺳﻄﻮح ﻣﺨﺘﻠﻒ از دﻳﺪ ﭘﻨﻬﺎن ﻧﻤﺎﻧﻪ ﺑﺎﺷﺪ. •
ﻣﺴﺌﻮﻟﻴﺖهﺎ ﺗﮑﺮار ﻧﺸﺪه ﺑﺎﺷﻨﺪ. •
ﻣﺠﻤﻮﻋﺔ ﮐﺎﻣﻞ ﺷﺮح ﻣﺴﺌﻮﻟﻴﺖ هﺎى HSEﮐﻠﻴﻪ ﺟﻨﺒﻪ هﺎى رﻳﺴﮏ HSEرا ﭘﻮﺷﺎﻧﺪه ﺑﺎﺷﺪ. •
Some questions that a manager should think about before making a decision
about whether to establish a HSE organisation are:
• What is the purpose of a HSE organisation?
− Raise profile of subject internally and externally
− Establish formal structure to manage change
− Demonstrate commitment
− Provide advice and review, independent of operations
• What type of HSE organisation would fit into the existing structure.
− Is it independent of line management?
− Temporary or permanent organisation, rolling involvement?
ﻣﺪﻳﺮﻳﺖ ﻣﺴﺌﻮﻟﻴﺖهﺎى HSEدر ﻧﻘﺎط ﺗﻌﺎﻣﻞ و ارﺗﺒﺎط ﺑﻴﻦ ﺳﻄﻮح ﻣﺨﺘﻠﻒ ﺳﺎزﻣﺎﻧﻰ از اهﻤﻴﺖ وﻳﮋه اى
ﺑﺮﺧﻮردار اﺳﺖ .اﻳﻦ ﻧﻘﺎط ﺗﻌﺎﻣﻞ و ارﺗﺒﺎط ﺑﺨﺼﻮص از اﻳﻦ ﺟﻬﺖ ﮐﻪ ﻣﺤﻞ ورود ﭘﻴﻤﺎﻧﮑﺎران و ﭘﻴﻤﺎﻧﮑﺎران ﺟﺰء
ﺑﻪ ﻣﻮﺿﻮع HSEﻣﻰ ﺑﺎﺷﻨﺪ آﺳﻴﺐ ﭘﺬﻳﺮ ﺑﻮده و ﻟﺬا ﺷﺮح ﻣﺴﺌﻮﻟﻴﺖ هﺎى HSEﺑﺎﻳﺴﺘﻰ ﺑﺮوﺷﻨﻰ و ﺑﺎ صﺮاحﺖ
ﮐﺎﻣﻞ اﻳﻦ ﺗﻌﺎﻣﻞهﺎ را ﺗﻌﺮﻳﻒ ﮐﻨﺪ .ﺷﺮح ﻣﺴﺌﻮﻟﻴﺖ هﺎ ،دو هﺪف را دﻧﺒﺎل ﻣﻰﮐﻨﺪ :اول اﻳﻨﮑﻪ ﺗﻌﺮﻳﻒ روﺷﻨﻰ از
ﻣﺴﺌﻮﻟﻴﺖ اراﺋﻪ ﻣﻰ ﮐﻨﻨﺪ و دوم اﻳﻨﮑﻪ اﺳﺘﺎﻧﺪارد ﻗﺎﺑﻞ ﻣﻤﻴﺰى را اراﺋﻪ ﻣﻰﻧﻤﺎﻳﻨﺪ.
ﺑﺮﺧﻰ ﭘﺮﺳﺶهﺎ ﮐﻪ ﻳﮏ ﻣﺪﻳﺮ ﭘﻴﺶ از ﺗﺼﻤﻴﻢﮔﻴﺮى در ﻣﻮرد اﻳﺠﺎد ﺳﺎزﻣﺎن HSEﺑﺎﻳﺪ ﺑﺪان هﺎ ﻓﮑﺮ ﮐﻨﺪ،
ﻋﺒﺎرﺗﻨﺪ از:
ارزش ﺳﺎزﻣﺎن HSEﭼﻴﺴﺖ؟ دﺳﺘﺎوردهﺎى ﮐﻮﺗﺎه و ﺑﻠﻨﺪ ﻣﺪت ﻳﮏ ﺳﺎزﻣﺎن HSEﭼﻪ ﺧﻮاهﺪ ﺑﻮد؟ •
−ﮐﺎﻧﻮن ﺗﻤﺮﮐﺰ ﮐﻤﮏ هﺎى ﮐﻪ ﺑﻪ ﻣﺪﻳﺮان در ﻳﮏ ﺳﻄﺢ ﺳﺎزﻣﺘﺎﻧﻰ ﺑﻤﻨﻈﻮر ﭘﻴﺎده ﮐﺮدن ﺗﻐﻴﺮات
ﻣﻄﻠﻮب در ﻓﺮهﻨﮓ HSE
−ﺗﻌﻴﻴﻦ اهﺪاف و ﺑﺮﻧﺎﻣﻪ ﮐﻮﺗﺎه ﻣﺪت
−اﻳﺠﺎد اﻋﺘﺒﺎر ﮐﻮﺗﺎه ﻣﺪت در ﺳﺎزﻣﺎن
−اﻳﺠﺎد ﻧﮕﺮش ارزش اﻓﺰوده در ﮐﻮﺗﺎه ﻣﺪت
−اﻳﺠﺎد آﮔﺎهﻰ ﺑﺮ روى ﻣﻮﺿﻮﻋﺎت HSEدر ﺑﺮﻧﺎﻣﻪ ﮐﻮﺗﺎه ﻣﺪت
−دراز ﻣﺪت
−ﮐﺎهﺶ و حﺬف ﺑﺎﻟﻘﻮه ﻧﻘﺶ هﺎى ﺗﻨﺶ زاى ﺳﺎزﻣﺎﻧﻰ HSEاز ﻃﺮﻳﻖ اﺗﺨﺎذ دﻳﺪﮔﺎه هﺎى HSEدر
اﻧﺠﺎم ﮐﻠﻴﻪ اﻣﻮر ﺗﻮﺳﻂ ﻣﺪﻳﺮان هﻢ ﺳﻄﺢ ﺳﺎزﻣﺎﻧﻰ
−
• How many people should be involved?
− Initially
− Small core team of a senior manager and an audit manager
− Longer term
− May increase to include advisory roles on risk management
− Objective to pass on skill and reduce manpower requirement
• What functions would the organisation carry out?
− Internal HSE audits
− Awareness Campaigns
− Policy development
• What would the roles and responsibilities of the members be?
− Run monthly meetings
− Assess new projects.
After determining the answers to these questions, one may decide that there
is a need to establish an HSE committee, either in addition to, or instead of
the HSE organisation. The same questions should be applied to determine
whether to establish an HSE committee.
ﭘﺲ از ﻳﺎﻓﺘﻦ ﭘﺎﺳﺦ اﻳﻦ ﭘﺮﺳﺶهﺎ ﻣﻰﺗﻮان ﺗﺼﻤﻴﻢ ﮔﺮﻓﺖ آى ﺑﻬﺘﺮ اﺳﺖ ﺑﻪ ﺟﺎى ﺳﺎزﻣﺎن HSEو ﻳﺎ در ﮐﻨﺎر آن ﮐﻤﻴﺘﻪ HSE
را راه اﻧﺪازى ﮐﺮد .هﻤﻴﻦ ﭘﺮﺳﺶ را ﺑﺎﻳﺪ ﺑﺮاى اﻳﺠﺎد ﮐﻤﻴﺘﻪ HSEﺑﻪ ﻃﻮر ﻣﺴﺘﻘﻞ ﻣﻄﺮح ﮐﺮد.
.
ﺷﺮﮐﺖهﺎﺋﻰ ﮐﻪ ﺳﺎزﻣﺎنهﺎى HSEآﻧﻬﺎ را ﻣﻰﺗﻮان ”ﭘﻴﺸﺮو“ ﺑﻪ حﺴﺎب آوردﻣﺤﺴﻮب ﮐﺮد ،ﺑﻪ روﺷﻨﻰ اهﺪاف ﮐﻤﻴﺘﻪهﺎ ﻳﺎ
ﺳﺎزﻣﺎنهﺎى HSEﺧﻮد را ﺗﻌﺮﻳﻒ ﮐﺮده اﻧﺪ .در اﻳﻦ ﺷﺮﮐﺖ هﺎ اهﺪاف ﺑﺎ ﻧﻴﺎزهﺎ و اﻧﺘﻈﺎرات ﻣﺪﻳﺮﻳﺖ هﻤﺴﻮ ﺑﻮده ﺑﺎ ﺗﻮﺟﻪ
ﺑﻪ ﻣﻨﺎﺑﻊ ﻣﻮﺟﻮد ،واﻗﻊ ﮔﺮاﻳﺎﻧﻪ اﺳﺖ.
اﻓﺰون ﺑﺮ اﻳﻦ ،هﻤﻪ در ﺳﺎزﻣﺎن در ﺟﺮﻳﺎن اهﺪاف آن ﻗﺮار ﮔﺮﻓﺘﻪ اﻧﺪ.
Communicating
Communicating your
your goals
goals
Communicating
Communicating responsibilities
responsibilities
&& reporting
reporting arrangements
arrangements
Stating
Stating aaHSE
HSE policy
policy
Establishing
Establishinggoals
goals&&
objectives
objectives
Displaying
Displaying top
top management
management
leadership
leadership and
and commitment
commitment
Roll
Roll out
outresponsibilities
responsibilities
Holding
Holdingstaff
staff accountable
accountable
As well as issuing the HSE policy statement to all levels of the organisation,
other communication methods such as letters, bulletins, videos,
presentation, awareness training, etc. are frequently used.
Communicating
دهﻰ responsibilitiesﺗﺮﺗﻴﺒﺎت ﮔﺰارش
اﺑﻼغ ﻣﺴﺌﻮلﻴﺖهﺎ و
HSE ﻣﺸﺨﺺ
Stating ﻣﺸﻰ
a HSE ﺑﻴﺎن خﻂ
policy
ﻣﺴﺌﻮلﻴﺖهﺎ
Roll out اﺟﺮاى
responsibilities
staffﮐﺎرﮐﻨﺎن
Holding داﻧﺴﺘﻦ ﭘﺎﺳﺨﮕﻮ
accountable
ﻋﻼوه ﺑﺮ ﺗﺸﺮﻳﺢ اصﻮل ﺳﻴﺴﺖ ﮔﺬارى و ﺧﻂ ﻣﺸﻰ HSEدر ﺗﻤﺎﻣﻰ ﺳﻄﻮح ﺳﺎزﻣﺎن ،روشهﺎى دﻳﮕﺮ آﮔﺎهﻰ
رﺳﺎﻧﻰ ،ﻣﺜﻞ ﻧﺎﻣﻪ ﻧﮕﺎرى ،ﺗﻬﻴﻪ ﺑﻮﻟﺘﻦ ،وﻳﺪﻳﻮ ،ﺳﺨﻨﺮاﻧﻰ ،دوره هﺎى آﻣﻮزﺷﻰ و ﻏﻴﺮه ﻧﻴﺰ ﺑﮑﺮرات ﻣﻮرد اﺳﺘﻔﺎده
ﻣﻰ ﮔﻴﺮﻧﺪ.
ﮐﻠﻴﻪ اﻳﻦ روش هﺎى ﺑﺮﻗﺮارى ارﺗﺒﺎط ﺑﺎ دﻳﮕﺮان ﺑﻪ ارﺗﻘﺎى ﺳﻄﺢ آﮔﺎهﻰ ﮐﺎرﮐﻨﺎن در ﻣﻮرد ﻣﺴﺎﺋﻞ ﻣﺮﺑﻮط ﺑﻪ
HSEو ﻧﻴﺰ آﺷﻨﺎﻳﻰ آﻧﺎن ﺑﺎ ﻣﻘﺎصﺪ ﺷﺮﮐﺖ ﮐﻤﮏ ﻣﻰﻧﻤﺎﻳﺪ .روﺷﻰ ﮐﻪ ﺑﺮاى اﻳﺠﺎد ارﺗﺒﺎط در ﺳﺮاﺳﺮ ﺳﺎزﻣﺎن ﺑﻪ
ﮐﺎر ﺑﺮده ﻣﻰ ﺷﻮد ﺑﺎﻳﺪ ﺗﻔﺎوتهﺎى زﺑﺎﻧﻰ و ﻓﺮهﻨﮕﻰ را در ﻧﻈﺮ داﺷﺘﻪ و ﻣﺴﺌﻮﻟﻴﺖهﺎى ﺷﻐﻠﻰ اﻓﺮاد ﻣﺨﺎﻃﺐ را
ﻼ ﺑﺨﺶ ﻋﻤﻠﻴﺎت در ﻣﻘﺎﺑﻞ ﺑﺨﺶ ﻣﺎﻟﻰ(.
رﻋﺎﻳﺖ ﻧﻤﺎﻳﺪ )ﻣﺜ ً
هﻤﻪ روزه ﺗﻌﺪاد ﺷﺮﮐﺘﻬﺎى ﺑﻴﺸﺘﺮى ،ﻣﺪﻳﺮﻳﺖ HSEرا در ﻧﺤﻮه ارزﻳﺎﺑﻰ ﻋﻤﻠﮑﺮد ﮐﺎرﮐﻨﺎن ﻣﻰ ﮔﻨﺠﺎﻧﻨﺪ .ﺑﻪ
ﻋﻼوه ،ﺑﺴﻴﺎرى از آﻧﺎن ،روشهﺎﻳﻰ را ﺑﺮاى ﺗﺸﻮﻳﻖ ﮐﺎرﮐﻨﺎﻧﻰ ﮐﻪ راه هﺎى ﺟﺪﻳﺪى ﺑﺮاى ﻧﻴﻞ ﺑﻪ اهﺪاف ﺑﻬﺒﻮد
ﻋﻤﻠﮑﺮد در ﭘﻴﺶ ﻣﻰ ﮔﻴﺮﻧﺪ ﺑﻪ ﮐﺎر ﻣﻰﮔﻴﺮﻧﺪ.
صﺮﻓﻨﻈﺮ از روش ﻣﻮرد اﺳﺘﻔﺎده ،آﮔﺎه ﺳﺎﺧﺘﻦ اﻓﺮاد از ﻣﺴﺌﻮﻟﻴﺖ هﺎﻳﺸﺎن و ﻧﺤﻮه آﻣﻮزش آﻧﺎن در ﺗﺤﻘﻖ اﻳﻦ
ﻣﺴﺌﻮﻟﻴﺖ هﺎ ﻧﻘﺸﻰ ﮐﻠﻴﺪى در ﻣﺪﻳﺮﻳﺖ HSEﺑﺎزى ﻣﻰ ﮐﻨﻨﺪ.
Communicate
Establish fundamental expectations to
norms, expectations employees
for performance
HSE
HSEGoals
Goals
Statements
Statements Provide a basis for more
detailed management
guidance, performance
Demonstrate managerial measurement
commitment
اﺟﺮاى ﻣﺴﺌﻮلﻴﺖهﺎ
ﻋﻤﻠﮑﺮد اﺷﺨﺎصﺒﻪ در اﺷﮑﺎل و درﺟﺎت ﻣﺨﺘﻠﻒ ﺑﺮ روى HSEﻣﺆﺛﺮ اﺳﺖ .در ﻧﺘﻴﺠﻪ ،ﺑﻬﺒﻮد واﻗﻌﻰ در ﻋﻤﻠﮑﺮد
HSEﻣﺴﺘﻠﺰم ﻣﺸﺎرﮐﺖ ﮐﻠﻴﺔ اﻓﺮاد ﻣﻰ ﺑﺎﺷﺪ .زﻣﻴﻨﻪ هﺎى اﻳﻦ ﻣﺸﺎرﮐﺖ را ﻣﻰﺗﻮان ﺑﺎ ﻓﻌﺎﻟﻴﺖ هﺎى ﻣﺒﺘﻨﻰ ﺑﺮ
آﻣﻮزش و آﮔﺎهﻰ رﺳﺎﻧﻰ ﻣﻬﻴﺎ ﻧﻤﻮد.
ﺑﺮﻧﺎﻣﺔ ﻣﺆﺛﺮ آﻣﻮزش و آﮔﺎهﻰ ﺑﺨﺸﻰ ،ﻃﻴﻔﻰ از ﺑﻬﺮه هﺎ ،از ﺟﻤﻠﻪ ﻣﻮارد زﻳﺮ ،را ﻓﺮاهﻢ ﻣﻰﻧﻤﺎﻳﺪ:
• آﮔﺎه ﺳﺎﺧﺘﻦ هﻤﮕﺎن از ﻣﻴﺰان ﺗﻌﻬﺪ ﻣﺪﻳﺮﻳﺖ
• ﮐﻤﮏ ﺑﻪ اﻓﺮاد در ﺗﺸﺨﻴﺺ اهﺪاف ﺷﺮﮐﺖ
• حﺼﻮل اﻃﻤﻴﻨﺎن از ﺑﺮداﺷﺖ ﻣﺸﺘﺮک ﺳﻴﺴﺘﻢ هﺎى ﻣﺪﻳﺮﻳﺖ HSEﺷﺮﮐﺖ در ﺟﻬﺖ ﻧﻴﻞ ﺑﻪ اهﺪاف
• دادن اﺧﺘﻴﺎر ﺑﻪ اﻓﺮاد ﺗﺎ ﺷﻴﻮههﺎى ﻋﻤﻠﮑﺮد صﺤﻴﺢ را ﺑﻪ درﺳﺘﻰ اﻧﺠﺎم دهﻨﺪ
• ﺗﺴﻬﻴﻞ ﮐﺮدن اﺳﺘﻘﺮار ﺳﻴﺴﺘﻢ هﺎى ﻣﺪﻳﺮﻳﺖ و راه هﺎى دﺳﺘﻴﺎﺑﻰ ﺑﻪ اهﺪاف
EXAMPLE
EXAMPLE
TOO GENERAL: “Improve safety performance in
my department next month”
Even more measurable objectives are those for which the manager or
supervisor has complete control, such as:
ﻓﻌﺎﻟﻴﺖهﺎى ﻣﺒﺘﻨﻰ ﺑﺮ آﻣﻮزش و آﮔﺎهﻰ ﺑﺨﺸﻰ ﺑﺎﻳﺪ ﺟﺎﻣﻊ و ﻣﺘﻨﻮع ﺑﺎﺷﺪ ،ﺑﺮاى ﻣﺜﺎل:
• اراﺋﻪ آﻣﻮزش هﺎى آﮔﺎهﻰ ﺑﺨﺶ ﺑﺮاى ﮐﺎرﮐﻨﺎن در ﺗﻤﺎم ﺳﻄﻮح ﺳﺎزﻣﺎن
• اراﺋﻪ آﻣﻮزش ﺗﺨﺼﺼﻰ ﺑﺮاى اﻓﺮاد ﻣﺴﺌﻮل ﺗﺪوﻳﻦ و اﺳﺘﻘﺮار ﺳﻴﺴﺘﻢهﺎى ﻣﺪﻳﺮﻳﺖ HSEدر ﺗﻤﺎﻣﻰ
ﺳﻄﻮح ﺷﺮﮐﺖ
• اراﺋﻪ آﻣﻮزش ﺑﺮاى ﮐﺎرﮐﻨﺎن ﺟﺪﻳﺪ ﺑﻤﻨﻈﻮر اﻃﻤﻴﻨﺎن از آﺷﻨﺎﻳﻰ و درک آﻧﺎن از اﻧﺘﻈﺎرات ﺷﺮﮐﺖ در
اﺑﻬﺎد ﮐﻠﻰ و ﻧﻴﺰ از هﺮﮐﺪام از ﮐﺎرﮐﻨﺎن
• اراﺋﻪ ﺑﺮﻧﺎﻣﻪهﺎﻳﻰ ﺟﻬﺖ ﺗﻮﺟﻪ ﺑﻪ ﭘﻴﺸﻨﻬﺎدهﺎى ﮐﺎرﮐﻨﺎن
• اراﺋﻪ ﺑﺮﻧﺎﻣﻪهﺎﻳﻰ ﺟﻬﺖ ﺗﻘﺪﻳﺮ از ﮐﺎرﮐﻨﺎن
آﻣﻮزش را ﻣﻰﺗﻮان درون ﺳﺎزﻣﺎن ﺑﻪ ﮐﻤﮏ ﮐﺎرﮐﻨﺎن ﺷﺮﮐﺖ و ﻳﺎ ﻣﺸﺎوران ﺧﺎرج از ﺷﺮﮐﺖ و ﻳﺎ از ﻃﺮﻳﻖ
دروس ﺧﺎرج از ﺷﺮﮐﺖ اﻧﺠﺎم داد .هﺮ ﮐﺪام از اﻳﻦ حﺎﻻت داراى ﻣﺰاﻳﺎ و ﻣﻌﺎﻳﺒﻰ اﺳﺖ .اﻧﺘﺨﺎب هﺮ ﻳﮏ از
اﺷﮑﺎل ﻓﻮق ﺑﻪ ﺳﻄﺢ ﺗﺨﺼﺺ ﻣﻮﺟﻮد در ﺳﺎزﻣﺎن و ﻧﻴﺎز ﻧﻴﺎز ﮐﺎرآﻣﻮزان ﺑﺴﺘﮕﻰ دارد.
صﺮﻓﻨﻈﺮ از حﺎﻟﺖ اﻧﺘﺨﺎب ﺷﺪه ،ﻣﺪﻳﺮﻳﺖ ارﺷﺪ ﺑﺎﻳﺪ ﺑﻪ ﻋﻨﻮان ﭘﻴﺸﺮو و ﻣﺒﺘﮑﺮ روش هﺎى آﻣﻮزش ﻋﻤﻞ ﮐﻨﺪ.
ﻣﺪﻳﺮﻳﺖ ﺑﺎﻳﺪ ﺑﺮاى هﻤﮕﺎن روﺷﻦ ﺳﺎزد ﮐﻪ اﻣﺮ آﻣﻮزش اﻣﺮى ﻋﺎدى و ﻓﺮآﻳﻨﺪى ﻣﺴﺘﻤﺮ در ﺳﺎزﻣﺎن ﻣﻰ ﺑﺎﺷﺪ.
ﻣﺜﺎل
ﻋﻤﻠﮑﺮد اﻳﻤﻨﻰ واحﺪ در ﻣﺎه
ﺑﺴﻴﺎر ﮐﻠﻰ
آﻳﻨﺪه ﻣﻴﺒﺎﻳﺴﺖ ﺑﻬﺒﻮد ﻳﺎﺑﺪ
ﺟﺮاحﺎﺗﻰ ﮐﻪ ﻣﻴﺘﻮان ﺑﺎ ﮐﻤﮏ
هﺎى اوﻟﻴﻪ ﻣﻮرد ﻣﺪادوا ﻗﺮار
ﮔﻴﺮﻧﺪ ﻣﻴﺒﺎﻳﺴﺖ در ﻣﺎه آﻳﻨﺪه
ﺑﻬﺘﺮ
%١٠ﮐﺎهﺶ ﻳﺎﻓﺘﻪ و ﻋﻠﻞ
رﻳﺸﻪاى آﻧﻬﺎ ﺑﺎﻳﺴﺘﻰ ﺑﺮرﺳﻰ
ﺷﻮد
حﺘﻰ اهﺪاﻓﻰ ﮐﻪ ﺑﻴﺸﺘﺮ ﻗﺎﺑﻞ ارزﻳﺎﺑﻰ هﺴﺘﻨﺪ آﻧﺪﺳﺘﻪ اهﺪاف هﺴﺘﻨﺪ ﮐﻪ ﻣﺪﻳﺮ ﻳﺎ ﺳﺮﭘﺮﺳﺖ ﺑﺮآن ﮐﻨﺘﺮل ﮐﺎﻣﻞ دارد ،از
ﺟﻤﻠﻪ:
هﺮ صﺒﺢ دوﺷﻨﺒﻪ ﺟﻠﺴﺔای ٣٠دﻗﻴﻘﻪاى در ﺧﺼﻮص ﻣﺴﺎﺋﻞ اﻳﻤﻨﻰ ﺑﺮاى ﮐﻠﻴﻪ ﮐﺎرﮐﻨﺎن ﺑﺨﺶ
ﻣﻦ ﺑﺮﮔﺰار ﺷﻮد.
Summary of Chapter 3
Successful implementation of strategic HSE management changes rests on
the proper allocation of responsibilities and on employees having a clear
understanding of the level of importance of HSE.
The allocation of responsibilities and obtaining employee “buy in” are not
easy, but can be accomplished with the use of tools such as a roles and
responsibilities matrix, HSE responsibility statements, and clear
communication of the goals and objectives.
ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﻋﻤﻠﮑﺮد HSEو ﭘﻴﮕﻴﺮى ﻣﻨﺎﺳﺐ و ﺑﻤﻮﻗﻊ آن اﻣﺮى ﺿﺮورى اﺳﺖ .روش هﺎى ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ
ﻋﻤﻠﮑﺮد HSEدر ﻓﺼﻞ ٤ﺑﺮرﺳﻰ ﺷﺪه اﺳﺖ.
Policy
Reviewing Planning
Monitoring Organising
Implementing
ﺗﻌﻴﻦ ﺧﻂ ﻣﺸﻰ
ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﺳﺎزﻣﺎﻧﺪهﻰ
اﺟﺮا
ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﻏﻴﺮ ﻣﺆﺛﺮ و ﺑﻰ ﻓﺎﻳﺪه ﻣﻰ ﺗﻮاﻧﺪ ﺑﻪ اﺗﻼف ﻣﻨﺎﺑﻊ و ﻳﮏ ﺳﻠﺴﻠﻪ اﻗﺪاﻣﺎت "ﮐﻨﺘﺮل ﻧﺸﺪه" ﻣﻨﺠﺮ ﺷﻮد .ﺑﻪ
ﻋﻼوه ،اﻳﻦ اﻣﺮ ﺑﺼﻮرت ﺑﺎﻟﻘﻮه ﺑﺎﻋﺚ اﻳﺠﺎد ﺷﺮاﻳﻂ ﻓﺎﺟﻌﻪ ﺑﺎر ﻧﻴﺰ ﺧﻮاهﺪ ﺷﺪ) .ﺷﮑﻞ (۴-٢
Nothing
Nothing to
to Ineffective
Ineffective
feedback
feedback toto use
use of
of
employees
employees resources
resources
Lack
Lack of
of
Monitoring
Monitoring
No
No diagnostic
diagnostic Activity
Activity is
is
tools
tools uncontrolled
uncontrolled
Perceptions
Perceptions
not
not reality
reality
Policy
Review Planning
Monitoring Organising
Implementing
وﺟﻮد ﻧﺪاﺷﺘﻦ
ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ
ﺗﺼﻮرات ﻧﻪ
واﻗﻌﻴﺖ هﺎ
ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﻳﮑﻰ از ﻣﻬﻤﺘﺮﻳﻦ ﻋﻨﺎصﺮ ﻣﺪﻳﺮﻳﺘﻰ اﺳﺖ اﻣﺎ اﻏﻠﺐ در ﻳﮏ ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺘﻰ HSEﺿﻌﻴﻒ ﺗﺮﻳﻦ ﺑﺨﺶ
را ﺗﺸﮑﻴﻞ ﻣﻰ دهﺪ .ﺳﻴﺴﺘﻢ ﻣﺎﻧﻴﺘﻮرﻳﻨﮕﻰ را در ﻧﻈﺮ ﺑﮕﻴﺮﻳﺪ ﮐﻬﺪﻣﺴﺎﺋﻞ ﻣﺎﻟﻰ و ﻣﺮﺑﻮط ﺑﻪ ﺑﻮدﺟﻪ را ﻣﺎﻧﻴﺘﻮر ﻣﻰ ﮐﻨﻨﺪ.
ﺳﺆاﻟﻰ ﮐﻪ ﻣﻄﺮح ﻣﻰ ﺷﻮد اﻳﻨﺴﺘﮑﻪ اﻳﻦ ﺳﻴﺴﺘﻢ هﺎ در ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﺳﻴﺴﺘﻢ هﺎى ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ HSEﺗﺎ ﭼﻪ اﻧﺪازه ﺗﻮاﻧﻤﻨﺪ
هﺴﺘﻨﺪ؟
ﺧﻂ ﻣﺸﻰ
ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﺳﺎزﻣﺎﻧﺪهﻰ
اجــرا
Legislative requirement to
Legislative requirement to
record and investigate accidents
record and investigate accidents
در ﻧﻘﻄﻪ ﻣﻘﺎﺑﻞ ،ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ اﻧﻔﻌﺎلﻰ ﺑﺮ ﮔﺰارش اﻣﻮر ﭘﺲ از وﻗﻮع آﻧﻬﺎ ﻣﺘﻤﺮﮐﺰ اﺳﺖ .در صﻮرﺗﻴﮑﻪ ﺑﺮاى اﺗﺨﺎذ
اﻗﺪاﻣﺎت اصﻼحﻰ ﺑﻤﻨﻈﻮر ﺟﻠﻮﮔﻴﺮى از وﻗﻮع حﺎدﺛﻪ ،اﻳﻦ زﻣﺎن ﺑﺴﻴﺎر دﻳﺮ ﺧﻮاهﺪ ﺑﻮد .ﻋﻠﻴﺮﻏﻢ اﻳﻦ ﻣﻮﺿﻮع،
ﺑﺮﻧﺎﻣﻪ ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ اﻧﻔﻌﺎﻟﻰ داراى ﻣﺰﻳﺖ هﺎى ﻣﻬﻤﻰ ﻧﻴﺰ ﻣﻰ ﺑﺎﺷﺪ ،ازﺟﻤﻠﻪ:
• ﺛﺒﺖ ﺟﺰﺋﻴﺎت ﻣﺮﺑﻮط ﺑﻪ حﺎدﺛﻪ و ﻳﺎ روﻳﺪاد ﮐﻪ ﻣﻰ ﺗﻮاﻧﺪ ﻣﻨﺠﺮ ﺑﻪ آﻣﻮﺧﺘﻦ درﺳﻬﺎﻳﻰ ﺑﺮاى ﺟﻠﻮﮔﻴﺮى از
وﻗﻮع اﻳﻦ حﻮادث و روﻳﺪادهﺎ در آﻳﻨﺪه ﺷﻮد.
• ﺛﺒﺖ ﻣﻮارد ﺑﺼﻮرت اﻧﻔﻌﺎﻟﻰ اﻣﮑﺎن ﺑﮑﺎرﮔﻴﺮى ﺗﮑﻨﻴﮏ هﺎى ﺷﻨﺎﺳﺎﻳﻰ روﻧﺪهﺎ و اﻧﺠﺎم اﻗﺪاﻣﺎت ﻣﻨﺎﺳﺐ
ﺑﻤﻨﻈﻮر ﮐﻨﺘﺮل اﻳﻦ روﻧﺪهﺎ را ﻓﺮاهﻢ ﻣﻰ آورد.
• ارزﻳﺎﺑﻰ اﻳﻨﮑﻪ آﻳﺎ اﻗﺪاﻣﺎت اﻧﺠﺎم ﮔﺮﻓﺘﻪ ﺷﺮﮐﺖ را در ﻣﺴﻴﺮ اهﺪاف از ﭘﻴﺶ ﺗﻌﻴﻦ ﺷﺪه ﺧﻮد ﻗﺮار ﻣﻰ دهﺪ ﻳﺎ
ﺧﻴﺮ؟
ﺑﺎ اﻳﻦ حﺎل ،ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ اﻧﻔﻌﺎﻟﻰ ﺑﻪ ﺗﻨﻬﺎﻳﻰ ﮐﺎﻓﻰ ﻧﻴﺴﺖ .اﺗﺨﺎذ ﺑﺮﻧﺎﻣﻪ ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﺑﺎ روﻳﮑﺮدى اﻧﻔﻌﺎﻟﻰ ﻣﻰ ﺗﻮاﻧﺪ
ﻣﻨﺠﺮ ﺑﻪ ﮐﻨﺪ ﺷﺪن روﻧﺪ ﺑﻬﺒﻮد ﻋﻤﻠﮑﺮد HSEﮔﺮدد .اﮔﺮ حﻮادث در ﺷﺮﮐﺘﻰ ﮐﻪ ﻋﻤﻠﮑﺮد HSEآن ﻣﻄﻠﻮب اﺳﺖ،
ﺑﻨﺪرت صﻮرت ﭘﺬﻳﺮﻧﺪ ،ﻣﻤﮑﻦ اﺳﺖ ﺳﺎﻟﻬﺎ ﻃﻮل ﺑﮑﺸﺪ ﺗﺎ "ﻓﺮصﺘﻰ" ﺑﺮاى ﺑﻬﺘﺮ ﺷﺪن اﻳﻦ ﻋﻤﻠﮑﺮد ﭘﻴﺶ آﻳﺪ .ﺑﺎﻳﺪ اﻧﺘﺪا
ﻣﻨﺘﻈﺮ ﺷﺪ ﺗﺎ واﻗﻌﻪ رخ دهﺪ ﺗﺎ ﺑﻌﺪ ﺑﺘﻮان ﭼﮕﻮﻧﮕﻰ ﺟﻠﻮﮔﻴﺮى از وﻗﻮع ﺁن را ﺁﻣﻮﺧﺖ .وﻗﻮع روﻳﺪادى ﺑﺎﺷﻴﺪ ﺗﺎ ﺑﻌﺪ
ﻳﺎد ﺑﮕﻴﺮﻳﺪ ﮐﻪ ﭼﮕﻮﻧﻪ از آن ﭘﻴﺸﮕﻴﺮى ﮐﻨﻴﺪ .ﻣﺪﻳﺮان اﻏﻠﺐ ﺑﺮ روﻳﮑﺮد اﻧﻔﻌﺎﻟﻰ در ارﺗﺒﺎط ﺑﺎ ﻣﺤﺘﻮاى ،HSEﺗﮑﻴﻪ
ﻣﻰ ﮐﻨﻨﺪ) .ﺷﮑﻞ (٤-٤
Past performance in HSE may lead to specific performance criteria for the
future. For example, the number of incidents involving contractors may be
identified as a specific area for management control and relevant
performance criteria could be established. An annual reviw of audit reports
will provide insights that will assist in setting appropriate performance
criteria for the next year.
اﻧﺠﻤﻦ هﺎ ﻳﺎ ﮔﺮوه هﺎى صﻨﻌﺘﻰ اﻏﻠﺐ ﺑﻪ اراﺋﻪ ﮔﺰارش ﻋﻠﻴﻪ ﻣﺠﻤﻮﻋﻪ ﻣﺸﺘﺮک و ﻳﮑﺴﺎﻧﻰ از ﻣﻌﻴﺎرهﺎ و ﺷﺎﺧﺼﻬﺎى
ﻋﻤﻠﮑﺮدى ﻣﻰ ﭘﺮدازﻧﺪ .اﻳﻦ ﻣﺠﻤﻮﻋﻪ ﻣﻌﻴﺎرهﺎ اﺟﺎزه ﻣﻰ دهﻨﺪ ﮐﻪ ﮐﺎرآﻳﻰ و ﻧﺤﻮه ﻋﻤﻠﮑﺮد ﺳﺎزﻣﺎن هﺎى ﻣﺨﺘﻠﻒ
صﺮﻓﻨﻈﺮ از ﻧﻮع ﻓﻌﺎﻟﻴﺖ هﺎﻳﺸﺎن ﺑﺎ ﻳﮑﺪﻳﮕﺮ ﻣﻘﺎﻳﺴﻪ ﮔﺮدﻧﺪ.
ﻋﻤﻠﮑﺮد ﮔﺬﺷﺘﻪ HSEﺑﻪ ﺷﮑﻞ ﮔﻴﺮﻳﻤﻌﻴﺎرهﺎى ﻋﻤﻠﮑﺮدى ﺧﺎص و ﺟﺪﻳﺪى ﻣﻨﺠﺮ ﺧﻮاهﺪ ﺷﺪ .ﺑﺮاى ﻣﺜﺎل ،ﺗﻌﺪاد
روﻳﺪادهﺎﻳﻰ ﮐﻪ ﭘﻴﻤﺎﻧﮑﺎران در وﻗﻮع آﻧﻬﺎ ﺳﻬﻴﻢ ﺑﻮده اﻧﺪ ﻣﻤﮑﻦ اﺳﺖ از اﻳﻦ ﺑﻪ ﺑﻌﺪ ﺑﻌﻨﻮان ﻣﻮﺿﻮع ﻣﺸﺨﺼﻰ ﺑﺮاى
ﻣﺪﻳﺮﻳﺖ ﮐﻨﺘﻞ ﺗﻌﺮﻳﻒ ﺷﺪه و ﻣﻌﻴﺎرهﺎى ﻋﻤﻠﮑﺮدى ﻣﺮﺑﻮط ﺑﻪ آن ﺗﻬﻴﻪ ﮔﺮدد .ﺑﺎز ﻧﮕﺮى ﺳﺎﻻﻧﻪ ﮔﺰارﺷﺎت ﻣﻤﻴﺰى
دﻳﺪﮔﺎهﻰ را ﻓﺮاهﻢ ﻣﻰ آورد ﮐﻪ ﺑﮑﻤﮏ آن ﺑﺘﻮان ﻣﻌﻴﺎرهﺎى ﻋﻤﻠﮑﺮدى ﻣﻨﺎﺳﺒﻰ را ﺑﺮاى آﻳﻨﺪه ﺗﺒﻴﻴﻦ ﻧﻤﻮد.
اهﺪاف ﺷﺮﮐﺖ ﺳﻬﻢ ﻣﻬﻤﻰ را در ﺗﻌﻴﻴﻦ ﻣﻌﻴﺎرهﺎى ﻋﻤﻠﮑﺮدى اﻳﻔﺎ ﻣﻰ ﮐﻨﻨﺪ .ﺧﻂ ﻣﺸﻰ HSEﺳﺎزﻣﺎن ﺑﺎﻻﺗﺮﻳﻦ ﺳﻄﺢ
اهﺪاف را ﺑﺮاى ﺳﺎزﻣﺎن ﻣﺸﺨﺺ ﻣﻰ ﮐﻨﺪ .اﻳﻦ اهﺪاف ﻣﻴﺒﺎﻳﺴﺘﻰ ﺑﻪ ﻣﻮارد ﺟﺰﺋﻰ ﺗﺮ ﺗﻘﺴﻴﻢ ﺷﺪه و هﺮ ﮐﺪام از اﺟﺰاء
ﺗﻮﺳﻂ ﻣﻌﻴﺎرهﺎى ﻋﻤﻠﮑﺮدى ﺧﺎص ﺧﻮد ﭘﺸﺘﻴﺒﺎﻧﻰ ﮔﺮدد.
الﺰاﻣﺎت ﻗﺎﻧﻮﻧﻰ ﻧﻴﺰ ﺑﺮ ﻣﻌﻴﺎرهﺎى ﻋﻤﻠﮑﺮد حﺮﻓﻪ اى ﺳﺎزﻣﺎن ﻣﺆﺛﺮ هﺴﺘﻨﺪ .ﻳﮑﻰ از اﻟﺰاﻣﺎت ﮐﻨﺘﺮل و اداره رﻳﺴﮏ،
ﭘﺎﻳﻴﻦ ﻧﮕﻬﺪاﺷﺘﻦ رﻳﺴﮏ در حﻮزا اﻳﻤﻨﻰ اﺳﺖ ﮐﻪ ﺑﺎﻳﺪ در حﺪاﻗﻠﻰ ﻗﺮار ﮔﻴﺮد ﮐﻪ ﺑﺼﻮرت ﻣﻌﻘﻮل ﻗﺎﺑﻞ دﺳﺘﻴﺎﺑﻰ اﺳﺖ
) .ALARPﺑﻪ ﺿﻤﻴﻤﻪ ﺷﻤﺎره ٣ﻣﺮاﺟﻌﻪ ﺷﻮد( .ﺑﻨﺎﺑﺮاﻳﻦ ،ﺑﻪ اﺟﺮا ﮔﺬاﺷﺘﻦ ﻣﻌﻴﺎرهﺎى ﮐﻨﺘﺮل رﻳﺴﮏ ﮐﻪ ﻣﻴﺰان
رﻳﺴﮏ ﻣﻮﺟﻮد را در ﻣﺤﺪوده ALARPﻗﺮار ﻣﻰ دهﺪ ﻣﻴﺒﺎﻳﺴﺖ ﺑﺼﻮرت ﻣﺆﺛﺮ ﻣﺎﻧﻴﺘﻮر ﺷﻮد.
اهﺪاف ﺑﺎﻳﺪ ﺑﺰرگ اﻣﺎ واﻗﻊ ﺑﻴﻨﺎﻧﻪ ﺑﺎﺷﻨﺪ" .هﺪف صﻔﺮ" اﻏﻠﺐ ﺑﻪ ﻋﻨﻮان ﻣﻌﻴﺎرى ﺑﺮاى ﻋﻤﻠﮑﺮد حﻮادث ﺳﺎزﻣﺎن
ﺷﻨﺎﺧﺘﻪ ﻣﻰ ﺷﻮد .اﻣﺎ اﻳﻦ ﻣﻌﻴﺎر ﺗﺎ ﭼﻪ اﻧﺪازه ﻣﺆﺛﺮ اﺳﺖ؟ ﭼﻪ اﺗﻔﺎﻗﻰ ﻣﻰ اﻓﺘﺪ اﮔﺮ حﺎدﺛﻪ اى ﻳﮑﻤﺎه ﻗﺒﻞ از ﭘﺎﻳﺎن دوره
ﺳﺎﻻﻧﻪ ارزﻳﺎﺑﻰ ﻋﻤﻠﮑﺮد رخ دهﺪ؟ آﻳﺎ "هﺪف صﻔﺮ" هﻨﻮز هﻢ ﻣﻔﻴﺪ ﺧﻮاهﺪ ﺑﻮد؟ در ﻣﻮاردى ﻣﺸﺎﺑﻪ اﻳﻦ ،ﻣﻌﻴﺎرهﺎﻳﻰ
ﻧﻈﻴﺮ "ﮐﺎهﺶ ٥٠درصﺪى ﻧﺮخ حﻮادث" ﻣﻔﻴﺪﺗﺮ ﺧﻮاهﻨﺪ ﺑﻮد.
Decision
Decide what
Measure it making/ Actions
to measure
analysis
Variation analysis
List of measures
Collect data change analysis
trends
ﭼﮕﻮﻧﻪ ﻣﻰ ﺗﻮان ﻣﻄﻤﺌﻦ ﺷﺪ ﮐﻪ ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ صﻮرت ﮔﺮﻓﺘﻪ ،ﻧﺘﺎﻳﺞ ﮔﺰارش ﺷﺪه و اﻗﺪاﻣﺎت ﻋﻤﻠﻰ ﺷﺪه اﻧﺪ؟
ﭘﺲ از ﺗﺼﻤﻴﻢ ﮔﻴﺮى در ﻣﻮرد ﻣﻌﻴﺎرهﺎى ﻣﺎﺗﻨﻴﺘﻮرﻳﻨﮓ و ارزﻳﺎﺑﻰ ﻋﻤﻠﮑﺮد ،HSEﻻزم اﺳﺖ ﮐﻪ ﻓﺮآﻳﻨﺪ ﻋﻤﻮﻣﻰ
ﮐﺮدن و اﺷﺎﻋﻪ اﻳﻦ ﻣﻌﻴﺎرهﺎ در ﺗﻤﺎم ﺷﺮﮐﺖ ﺑﻪ اﺟﺮا ﮔﺬاﺷﺘﻪ ﺷﻮد.
ﭘﺲ از اﺗﺨﺎذ ﺗﺼﻤﻴﻢ در ﻣﻮرد ﭼﮕﻮﻧﮕﻰ اﺷﺎﻋﻪ اﻳﻦ ﻣﻌﻴﺎرهﺎ ،ﭼﮕﻮﻧﻪ ﻣﻰ ﺗﻮان اﻃﻤﻴﻨﺎن حﺎصﻞ ﮐﺮد ﮐﻪ ﮔﺰارﺷﺎت
در ﻣﻮرد ﮐﻤﺒﻮدهﺎى ﻣﻌﻴﺎرهﺎ ﺗﻬﻴﻪ ﻣﻰ ﮔﺮدﻧﺪ و اﻳﺎ اﻗﺪاﻣﺎﺗﻰ ﺟﻬﺖ ﺑﻬﺒﻮد ﻋﻤﻠﮑﺮد صﻮرت ﻣﻰ ﮔﻴﺮﻧﺪ ﻳﺎ ﺧﻴﺮ؟
ﻻزم اﺳﺖ ﻓﺮآﻳﻨﺪهﺎﻳﻰ اﺗﺨﺎذ ﺷﻮد ﮐﻪ داده هﺎى ﻣﺮﺑﻮﻃﻪ را ﺟﻤﻊ آورى ﮐﺮده و ﺗﻀﻤﻴﻦ ﻧﻤﺎﻳﺪ ﮐﻪ ﺗﺼﻤﻴﻤﺎت ﻻزم
ﺑﻤﻨﻈﻮر ﭘﻴﮕﻴﺮى داده هﺎى ﺟﻤﻊ آورى ﺷﺪه اﺗﺨﺎذ ﺷﺪه اﻧﺪ) .ﺷﮑﻞ (۴-۵
ﺗﻨﻬﺎ ﺗﻌﺪاد اﻧﺪﮐﻰ از ﻣﻌﻴﺎرهﺎى ﻋﻤﻠﮑﺮدى ﺑﺮاى ﮔﺰارﺷﺎت دوره اى ﻣﻨﻈﻢ اﻧﺘﺨﺎب ﻣﻰ ﺷﻮﻧﺪ .ﺗﻮﻟﻴﺪ ﮔﺰارﺷﺎت حﺎوى
حﺠﻢ ﮔﺴﺘﺮده اى از داده هﺎ و ﺗﺤﻠﻴﻞ هﺎى ﮔﺴﺘﺮده ﻣﻤﮑﻦ اﺳﺖ ﻧﮑﺎت ﻣﻬﻤﻰ را ﮐﻪ ﺑﺎﻳﺪ ﻣﻮرد ﺗﻮﺟﻪ ﻣﺪﻳﺮﻳﺖ ﮐﻨﺘﺮل
ﮔﻴﺮد ﭘﻨﻬﺎن ﺳﺎﺧﺘﻪ و ﻣﺪﻳﺮﻳﺖ ﮐﻨﺘﺮل از آﻧﻬﺎ ﻏﺎﻓﻞ ﺑﻤﺎﻧﺪ.
در ﻓﺮآﻳﻨﺪ ﺗﺼﻤﻴﻢ ﮔﻴﺮى ﻣﻰ ﺗﻮان از ﺗﮑﻨﻴﮑﻬﺎى ﻻﺳﻴﮏ ﺗﺤﻠﻴﻞ آﻣﺎرى ﺑﻬﺮه ﺑﺮد .ﺑﻌﻨﻮان حﺪاﻗﻞ ،اﺧﺘﻼف ﺑﻴﻦ
ﻋﻤﻠﮑﺮد واﻗﻌﻰ و ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه ﺑﺎﻳﺪ ﻣﻮرد ﺗﺤﻠﻴﻞ ﻗﺮار ﮔﺮﻓﺘﻪ و ﻧﺘﺎﻳﺞ ﺑﺼﻮرت ﮔﺰارش اراﺋﻪ ﮔﺮدد.
No. of
Incidents
Expected Trend
Tolerance
Limits
Target Level
Actual Performance
Time
ﺗﻌﺪاد روﻳﺪادهﺎ
ﻣﺤﺪوده ﻗﺎﺑﻞ
ﺗﺤﻤﻞ
ﺳﻄﺢ هﺪف
ﻋﻤﻠﮑﺮد واﻗﻌﻰ
زﻣﺎن
روش ﮐﻨﺘﺮل ﺑﺼﻮرت ﺳﻨﺘﻰ ،روﻳﮑﺮد ﮐﻨﺘﺮل ﺗﺸﺨﻴﺺ اﺳﺖ .ﻣﺪﻳﺮان ﺑﺎ اﻳﻦ روﻳﮑﺮد ،ﭘﻴﺸﺮﻓﺖ صﻮرت ﮔﺮﻓﺘﻪ را
ﺑﺎ ﻣﻌﻴﺎرهﺎى ﻋﻤﻠﮑﺮدى ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه ﻣﻘﺎﻳﺴﻪ ﻣﻰ ﮐﻨﻨﺪ ﺗﺎ ﻋﻤﻠﻴﺎت ﻏﻴﺮ ﻋﺎدى را ﺷﻨﺎﺳﺎﻳﻰ ﮐﺮده و از اﻳﻦ ﻃﺮﻳﻖ
ﻣﺘﻐﻴﺮهﺎى ﻋﻤﻠﮑﺮدى ﺷﺎﺧﺺ را در ﻳﮏ حﺪ از ﭘﻴﺶ ﺗﻌﻴﻴﻦ ﺷﺪه حﻔﻆ ﮐﻨﻨﺪ.
Figure 4.7: Control and Measurement of Performance Using Four types of control system
• • Telling
Tellingpeople
peoplewhat whatnot
nottotodo
do •• “Sensing”
“Sensing”systems
systemsmonitoring
monitoring
• • Allows
Allowsinnovation
innovationwithin
withinclearly
clearlydefined
defined continuously
continuouslytotoidentify
identifypatterns
patternsofof
limits
limits change
change
• • Especially
Especiallycritical
criticalwhere
where“reputation
“reputationbased
based •• Focus on strategic and constantly
Focus on strategic and constantly
onontrust”
trust”isisimportant
important changing
changinginformation
information
• • Often
Ofteninstituted
institutedtoo toolate
latei.e.
i.e.Reactively
Reactively •• Requires
Requiresparticipation
participationand
anddebate
debateatatall
all
rather
ratherthan
thanproactively
proactively levels
levels
Interactive
Boundary Control
System System
Achieving
Targets Contributing
Diagnostic
Belief
Control
Systems
System
• • The
The“traditional”
“traditional”approach
approachinintracking
tracking • • Communicate
Communicatecore corevalues
valuesand
and
progress
progress mission
mission
• • “Cockpit” control panel
“Cockpit” control panel • • Motivate
Motivate individuals toinnovate
individuals to innovate
• • Builds
Buildsand
andsupports
supportsclear
cleartargets
targets • • Must
Mustbe beseen
seentotobe”real”
be”real”and
andoperate
operate
• • Pressures
Pressurescan cancause
causecontrol
controlfailure
failure atatall
alllevels
levels
ﻣﻘﺎﻟﻪ داﻧﺸﮑﺪه هﺎروارد ﺳﻪ روش دﻳﮕﺮ ﺑﺮاى ﮐﻨﺘﺮل را ﻧﻴﺰ ﻣﻌﺮﻓﻰ ﻣﻰ ﮐﻨﺪ .ﺳﻴﺴﺘﻢ هﺎى ﮐﻨﺘﺮل ﻣﺮزﺑﻨﺪى ﺷﺪه،
ﻣﺤﺪوده هﺎى روﺷﻨﻰ را ﻣﺸﺨﺺ ﮐﺮده و ﻧﻮآورى ﮐﺎرﮐﻨﺎن را در ﻣﺤﺪوده هﺎى ﺗﻌﺮﻳﻒ ﺷﺪه ﻣﺠﺎز ﻣﻰ ﺷﻤﺎرد.
ﺳﻴﺴﺘﻢ هﺎى ﮐﻨﺘﺮﻟﻰ ﺑﺎورﻣﺪار اﺳﺘﻔﺎده اﻧﺪﮐﻰ از دﺳﺘﻮراﻟﻌﻤﻞ هﺎى ﮐﻨﺘﺮﻟﻰ ﮐﺮده و ﺑﻴﺸﺘﺮ ﺑﺮ آﻣﻮزش ﮔﺴﺘﺮده
ﮐﺎرﮐﻨﺎن ﮐﻪ ﻣﺘﻀﻤﻦ واﮐﻨﺶ اﺗﻮﻣﺎﺗﻴﮏ آﻧﺎن ﻧﺴﺒﺖ ﺑﻪ ﺗﻐﻴﻴﺮات ﻣﻮﺟﻮد ﺑﻪ هﺮ ﺷﮑﻞ ﻣﻰ ﺑﺎﺷﺪ ،ﺗﮑﻴﻪ دارد .ﺳﻴﺴﺘﻢ هﺎى
ﮐﻨﺘﺮﻟﻰ ﺗﻌﺎﻣﻠﻰ ،ﺗﺮﮐﻴﺒﻰ از ﺗﻤﺎم اﻳﻦ ﺳﻴﺴﺘﻢ هﺎ هﺴﺘﻨﺪ ﮐﻪ ﺑﺮاى ﺳﺎزﮔﺎرى ﺳﺮﻳﻊ ﺑﺎ ﺗﻐﻴﻴﺮ ﺷﺮاﻳﻂ ﺑﮑﺎر ﮔﺮﻓﺘﻪ ﺷﺪه اﻧﺪ.
ﺳﻴﺴﺘﻢ هﺎى ﺗﻌﺎﻣﻠﻰ ﻣﻨﺎﺳﺐ ﺷﺮﮐﺖ هﺎى ﮐﻮﭼﮑﻰ ﻣﺜﻞ ﺷﺮﮐﺘﻬﺎى ﻧﻮﭘﺎ در ﻋﺮصﻪ ﻓﻨﺎورى ﭘﻴﺸﺮﻓﺘﻪ ﻣﻰ ﺑﺎﺷﺪ.
ﺷﮑﻞ :٤-٧ﮐﻨﺘﺮل و اﻧﺪازه ﮔﻴﺮى ﻋﻤﻠﮑﺮد ﺑﺎ اﺳﺘﻔﺎده از ﭼﻬﺎر ﻧﻮع ﺳﻴﺴﺘﻢ ﮐﻨﺘﺮلﻰ
ﺳﻴﺴﺘﻢ ﮐﻨﺘﺮل
ﺳﯿﺴﺘﻢ ﻣﺮزﺑﻨﺪی ﺷﺪه ﺗﻌﺎﻣﻞى
”“traditionalﭘﺸﺮﻓﺖ
• The ﭘﻴﮕﻴﺮى ﭼﮕﻮﻧﮕﻰ inﺳﻨﺘﻰ ﺑﺮاى
approach روﻳﮑﺮد• داراى
tracking
progress • داراى ﺷﻴﻮه ﮐﻨﺘﺮل ﻣﺮﮐﺰى • ارزﺷﻬﺎ و اهﺪاف ﮐﻠﻴﺪى را ﻣﻄﺮح ﻣﻰ ﮐﻨﺪ
”• “Cockpit control
ﭘﺸﺘﻴﺒﺎﻧﻰ ﻣﻰ ﮐﻨﺪ • اهﺪاف ﻣﺸﺨﺼﻰ را اﻳﺠﺎد
panelﮐﺮده و • در اﻓﺮاد اﻧﮕﻴﺰه ﻧﻮآورى اﻳﺠﺎد ﻣﻰ ﮐﻨﺪ
• Builds
ﮐﻨﺘﺮل andﮐﺎرﮐﺮد supports
ﮐﺎرآﻳﻰ و clear
ﻣﻨﺠﺮ ﺑﻪ ﻋﺪم targetsﺗﻮاﻧﺪ
• ﻓﺸﺎر هﺎ ﻣﻰ • ﺑﺎﻳﺪ واﻗﻌﻰ بﻧﻈﺮ رﺳﻴﺪه و در ﺗﻤﺎم ﺳﻄﻮح ﻋﻤﻞ ﮐﻨﺪ
• Pressures can cause control failure ﺷﻮد
ﭼﻨﺎﻧﭽﻪ ﻣﺠﻤﻮﻋﻪ ﻣﺤﺪودى از ﭘﺎراﻣﺘﺮهﺎﻳﻰ ﮐﻪ ﺑﮑﻤﮏ روش هﺎى ارزﻳﺎﺑﻰ رﻳﺴﮏ و درﺟﻪ ﺑﻨﺪى آﻧﻬﺎ ،ﺑﻄﻮر
ﻣﺸﺨﺺ اوﻟﻮﻳﺖ ﺑﻨﺪى ﺷﺪه اﻧﺪ ،ﻣﻮرد اﺳﺘﻔﺎده ﻗﺮار ﮔﻴﺮد ﻋﻤﻞ ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﺑﻴﺸﺘﺮﻳﻦ اﺛﺮ را ﺧﻮاهﺪ داﺷﺖ.
اهﺪاف راﺑﺎﻳﺴﺘﻰ ﻣﺸﺨﺺ ﻧﻤﻮده و ﮐﺎرﮐﻨﺎن را ﺑﺎﻳﺪ در ﺟﺮﻳﺎن آﻧﻬﺎ ﻗﺮار داد .ﻋﻤﻠﮑﺮدهﺎ ﺑﺎﻳﺪ ﺑﺼﻮرت دوره اى
ﮔﺰارش ﺷﺪه و ﺗﻮﺳﻂ ﻣﺪﻳﺮﻳﺖ ارﺷﺪ ﺳﺎزﻣﺎن ﻣﻮرد ﺑﺎزﻧﮕﺮى ﻗﺮار ﮔﻴﺮد.
هﺪف از ﭘﺎﻳﺶ و ﺑﺎزﺑﻴﻨﻰ ﻋﻤﻠﮑﺮد آن اﺳﺖ ﮐﻪ ﺑﻪ ﻣﺪﻳﺮان اﻣﮑﺎن دهﻴﻢ ﺗﺎ اﻳﺪه هﺎى ﺑﺪﻳﻌﻰ ﺑﺮاى ﺑﻬﺒﻮد ﻋﻤﻠﮑﺮد
ﺑﻴﺎﺑﻨﺪ.
ﻓﺼﻞ ،٥ﺑﻪ ﻣﻮﺿﻮﻋﺎت ﻣﺮﺑﻮط ﺑﻪ ﺑﻬﺒﻮد ﻣﺆﺛﺮ ﭘﺮداﺧﺘﻪ و و ﺑﺎﻳﻨﮑﻪ ﻣﺪﻳﺮان ﭼﮕﻮﻧﻪ ﻣﻰ ﺗﻮاﻧﻨﺪ در ﻣﻮﺿﻮﻋﺎت
ﻣﺮﺑﻮط ﺑﻪ ﻣﺪﻳﺮﻳﺖ HSEﻧﻮآورى داﺷﺘﻪ ﺑﺎﺷﻨﺪ ﺧﻮاهﺪ ﭘﺮداﺧﺖ.
• Respond to competitors
• Achieve cost reductions
• Respond to a changing environment
• Be creative
The creativity of top management can have an important impact on a
company’s HSE performance. By encouraging a creative approach,
challenging assumptions, and being willing to apply new methods, a
management team can influence the culture of the business.
در اﻳﻦ ﻓﺼﻞ از راهﻨﻤﺎ ﺑﻪ ﻃﺮح ﻣﻮﺿﻮﻋﺎﺗﻰ ﭘﺮداﺧﺘﻪ ﻣﻰ ﺷﻮد ﮐﻪ در ﭘﻴﺶ روى ﻣﺪﻳﺮاﻧﻰ ﻗﺮار دارد ﮐﻪ ﻣﻰ
ﺧﻮاهﻨﺪ ﭼﮕﻮﻧﮕﻰ ﺑﻬﺒﻮد روش راهﺒﺮدى ﻣﺪﻳﺮﻳﺖ HSEﺧﻮد را ﺑﺪاﻧﻨﺪ .ﭼﻄﻮر ﻣﻰ ﺷﻮد ﻓﺮآﻳﻨﺪ ﻣﺴﺘﻤﺮ ﺑﻬﺒﻮد را
ﺗﺪاوم ﺑﺨﺸﻴﺪ؟
در اﻳﻦ ﻓﺼﻞ ﺑﻪ ﺳﺆاﻻت زﻳﺮ ﭘﺎﺳﺦ ﻣﻰ دهﻴﻢ:
Check compliance
against regulation
Check compliance
To identify areas that
against company
need improvement
policy
Check compliance
against good
management practice
The outcome of any audit should be a list of items which can help managers
improve their HSE performance. Auditing is therefore, an integral part of
the process of continuous improvement.
ﻧﺘﻴﺠﻪ ﻣﻤﻴﺰى ،ﻋﺒﺎرت از ﻟﻴﺴﺘﻰ از ﻣﻮاردى اﺳﺖ ﮐﻪ ﺑﻪ ﻣﺪﻳﺮان ﮐﻤﮏ ﻣﻰ ﮐﻨﻨﺪ ﻋﻤﻠﮑﺮد HSEﺧﻮد را ﺑﻬﺒﻮد
ﺑﺨﺸﻨﺪ .ﺑﻨﺎﺑﺮاﻳﻦ ،ﻣﻤﻴﺰى ﺑﺨﺸﻰ ﻳﮑﭙﺎرﭼﻪ از ﻓﺮآﻳﻨﺪ ﭘﻴﺸﺮﻓﺖ ﻣﺴﺘﻤﺮ اﺳﺖ.
Objectives
Approach Organisation
Coverage Resources
Scope
Innovative
Approach to
HSE
Brainstorming
Brainstorming Lateral
Lateral Thinking
Thinking
•• Unstructured
Unstructured contributions
contributions •• Opposite
Opposite approach
approach to
to logical
logical
vertical
vertical thinking
thinking
•• Group
Group participation
participation
•• Inductive
Inductive training
training
•• No
No criticism
criticism
•• Divergent
Divergent approach
approach to
to aa problem
problem
•• Judgement
Judgement suspended
suspended for
for later
later
اهﺪاف
روﻳﮑﺮد
ﺳﺎزﻣﺎن
ﺷﻤﻮل ﻣﻨﺎﺑﻊ
ﮔﺴﺘﺮه
ﭼﻪ ﺗﮑﻨﻴﮑﻬﺎﻳﻰ ﺑﺮاى ﺗﺸﻮﻳﻖ و ﺗﺮﻏﻴﺐ ﺑﻪ اراﺋﻪ اﻳﺪه هﺎى ﻧﻮ وﺟﻮد دارد؟
ﻳﮑﻰ از راهﻬﺎى ﺑﺮوز ﺧﻼﻗﻴﺖ و ﺑﺮ اﻧﮕﻴﺨﺘﻦ اﻧﮕﻴﺰه اراﺋﻪ اﻳﺪه و ﻃﺮح هﺎى ﻧﻮو اﻳﺠﺎد ﻓﺮصﺖ ﺑﺮاى ﭘﻴﺸﺮﻓﺖ
ﺑﻴﺸﺘﺮ ،ﺑﮑﺎر ﮔﻴﺮى ﺗﮑﻨﻴﮏ هﺎى اﺑﺪاﻋﻰ حﻞ ﻣﺸﮑﻞ اﺳﺖ.
ﺑﺮاى ﻣﺜﺎل ،ﺑﺎرش اﻓﮑﺎر ) (brainstormingو ﺗﻔﮑﺮ ﺟﺎﻧﺒﻰ ) (lateralدو ﺗﮑﻨﻴﮏ ﺷﻨﺎﺧﺘﻪ ﺷﺪه اى هﺴﺘﻨﺪ ﮐﻪ ﻣﻰ
ﺗﻮان ﺑﺮاى ﻣﺪﻳﺮﻳﺖ HSEﺑﮑﺎر ﮔﺮﻓﺖ) .ﺷﮑﻞ (۵-۴
Innovative
روﻳﮑﺮدى ﺑﺪﻳﻊ ﺑﻪ
Approach to
HSE
HSE
Innovative
Innovative Idea
Idea Evaluation
Evaluation Criteria
Criteria Evaluation
Evaluation Criteria
Criteria
Implications
Implications
Financial Compatibility Legal for Company
Financial Compatibility Legal for Company
Factors Factors Implications Standards/
Factors Factors Implications Standards/
Procedures
Procedures
Financial Factors
• Does the idea fit into the companies’ financial structure?
• What are the costs involved in implementing the idea?
• What are the benefits from the idea?
Compatibility Factors
• How will the new idea fit into current management systems?
• Is this something radical or an evolution within an established
framework?
Legal Implications
• How will the new idea fit with legal requirements?
• If it challenges a legal requirement is it worth pursuing?
ﻋﻮاﻣﻞ ﻣﺎلﻰ
آﻳﺎ اﻳﺪه ﺑﺎ ﺳﺎﺧﺘﺎر ﻣﺎﻟﻰ ﺷﺮﮐﺖ هﻤﺨﻮاﻧﻰ دارد؟
هﺰﻳﻨﻪ هﺎى ﻣﺮﺑﻮط ﺑﻪ اﺟﺮاى اﻳﻦ اﻳﺪه ﮐﺪاﻣﻨﺪ؟
ﻣﺰاﻳﺎى حﺎصﻞ از اﺟﺮاى اﻳﻦ اﻳﺪه ﭼﻴﺴﺖ؟
ﻋﻮاﻣﻞ ﺳﺎزﮔﺎرى
ﭼﮕﻮﻧﻪ اﻳﺪه ﺟﺪﻳﺪ ﻣﻰ ﺗﻮاﻧﺪ ﺑﺎ ﺳﻴﺴﺘﻢ ﺟﺎرى ﻣﺪﻳﺮﻳﺘﻰ هﻤﺎهﻨﮕﻰ ﭘﻴﺪا ﮐﻨﺪ؟
آﻳﺎ اﻳﻦ اﻳﺪه ﺟﺪﻳﺪ اﻓﺮاﻃﻰ اﺳﺖ ﻳﺎ اﻳﺪه اى اﻧﻘﻼﺑﻰ را در ﭼﺎرﭼﻮب ﻣﻮﺟﻮد اﻳﺠﺎد ﻣﻰ ﮐﻨﺪ؟
ﭘﻴﺎﻣﺪهﺎى ﻗﺎﻧﻮﻧﻰ
اﻳﺪه ﺟﺪﻳﺪ ﺗﺎ ﭼﻪ حﺪ ﺑﺎ اﻟﺰاﻣﺎت ﻗﺎﻧﻮﻧﻰ هﻤﺎهﻨﮕﻰ دارد؟
اﮔﺮ اﻳﻦ اﻳﺪه ﺑﺎ اﻟﺰاﻣﺎت ﻗﺎﻧﻮﻧﻰ ﭼﺎﻟﺶ اﻳﺠﺎد ﮐﻨﺪ ،آﻳﺎ ﺑﺎز هﻢ ارزش ﭘﻴﮕﻴﺮى و اﺟﺮا دارد؟
"ﻓﺮهﻨﮓ "HSEﭼﻴﺴﺖ ؟
از "ﻓﺮهﻨﮓ "HSEاﻏﻠﺐ ﺑﻪ ﻋﻨﻮان ﻋﺎﻣﻞ اﺳﺎﺳﻰ در ﺗﻌﻴﻴﻦ ﻋﻤﻠﮑﺮد اﻳﻤﻨﻰ و زﻳﺴﺖ ﻣﺤﻴﻄﻰ ﻳﮏ ﺷﺮﮐﺖ ﻧﺎم ﺑﺮده
ﻣﻰ ﺷﻮد .ﺑﺮاى ﻣﺜﺎل ،در ﮔﺰارش حﺎدﺛﻪ ﻧﻴﺮوﮔﺎه هﺴﺘﻪ اى ﭼﺮﻧﻮﺑﻴﻞ ،از ﻓﺮهﻨﮓ اﻳﻤﻨﻰ ﺑﻪ ﻋﻨﻮان دﻟﻴﻞ اصﻠﻰ و
اﺳﺎﺳﻰ حﺎدﺛﻪ ﻧﺎم ﺑﺮده ﺷﺪه اﺳﺖ) .ﺷﮑﻞ (۶-١
Accident Report
The characteristic shared attitudes, value beliefs and practices concerning the
importance of health and safety and the necessity for effective controls
(IOSH 1999).
“The safety culture of an organisation is the product of individual and groups values
attitudes competencies and patterns of behaviour that determine the safety programmes.
Organisations with a positive safety culture are characterised by communications
founded on mutual trust, by shared perceptions of the importance of safety and by the
confidence in the efficacy of preventative measures” (Turner, Pigeon 1989).
“The Safety Culture of an organisation is the product of the individual and group values,
attitudes, perceptions, competencies and patterns of behaviour that determine the commitment to, and
style and proficiency of, an organisation’s health and safety management (Health Safety Commission).
ﮔﺰارش حﺎدثﻪ
ﺗﻔﺎﺳﻴﺮ ﻣﺨﺘﻠﻔﻰ از اصﻄﻼح "ﻓﺮهﻨﮓ اﻳﻤﻨﻰ" وﺟﻮد دارد ﮐﻪ ﺑﺮﺧﻰ از آﻧﻬﺎ در ﺷﮑﻞ ۶-٢ﻧﺸﺎن داده ﺷﺪه اﻧﺪ .ﺑﺮاى
ﺗﺄﻣﻴﻦ ﻧﻈﺮ اﻳﻦ ﻓﺼﻞ ،ﻣﺎ ﻓﺮهﻨﮓ ﮔﺰارش HSEو ﻓﺮهﻨﮓ اﻳﻤﻨﻰ را در ﻣﻌﺎﻧﻰ ﻣﺸﺎﺑﻪ ﺑﮑﺎر ﻣﻰ ﮔﻴﺮﻳﻢ.
رﻓﺘﺎر هﺎ و ﻧﮕﺮش هﺎی ﻣﺸﺘﺮک ،ﺑﺎورهﺎی ارزﺷی و اﻗﺪاﻣﺎت ﻣﺮﺑﻮط ﺑﻪ اهﻤیﺖ ﺑﻬﺪاﺷﺖ و ایﻤﻨی و ﻟﺰوم
ﮐﻨﺘﺮل ﻣﺆﺛﺮ )(IOSH 1999
"ﻓﺮهﻨﮓ ایﻤﻨی یﮏ ﺳﺎزﻣﺎن ،ﻣﺤﺼﻮل ارزش هﺎی ﻓﺮدی و ﮔﺮوهی ،ﻧﮕﺮش هﺎ ،صﻼحیﺖ هﺎ و
اﻟﮕﻮهﺎی رﻓﺘﺎری اﺳﺖ ﮐﻪ ﺑﺮﻧﺎﻣﻪ هﺎی ایﻤﻨی را ﺗﻌییﻦ ﻣی ﮐﻨﻨﺪ .ﺳﺎزﻣﺎن هﺎیی ﮐﻪ دارای ﻓﺮهﻨﮓ
ایﻤﻨی ﻣﺜﺒﺘی هﺴﺘﻨﺪ ﺑﺎ ﻣﺸﺨﺼﻪ ارﺗﺒﺎط ﺑﺮ اﺳﺎس اﻋﺘﻤﺎد ﻣﺘﻘﺎﺑﻞ ،ﺑﺮداﺷﺖ هﺎی ﻣﺸﺘﺮک از اهﻤیﺖ ایﻤﻨی و
اﻃﻤیﻨﺎن از ﮐﺎرآﻣﺪی اﻗﺪاﻣﺎت ﭘیﺸﮕیﺮاﻧﻪ ،ﺷﻨﺎﺧﺘﻪ ﻣی ﺷﻮﻧﺪ) .ﺗﺮﻧﺮ ،ﭘیﺠﻦ (١٩٨٩
"ﻓﺮهﻨﮓ ایﻤﻨﯽ در یﮏ ﺷﺮﮐﺖ ،ﻣﺤﺼﻮل ارزش هﺎی ﻓﺮدی و ﮔﺮوهﯽ ،ﻧﮕﺮش هﺎ ،ﺑﺮداﺷﺖ هﺎ،
صﻼحیﺖ هﺎ و الﮕﻮهﺎی رﻓﺘﺎری اﺳﺖ ﮐﻪ ﺗﻌییﻦ ﮐﻨﻨﺪه ﻣیﺰان ﺗﻌﻬﺪ ﺑﻪ اﺟﺮا ،ﺳﺒﮏ و ﮐﺎرایﯽ
ﻣﺪیﺮیﺖ ﺑﻬﺪاﺷﺖ و ایﻤﻨﯽ یﮑﺴﺎزﻣﺎن ﻣﯽ ﺑﺎﺷﺪ.ا ﺗﻌییﻦ ﻣﯽ ﮐﻨﺪ) .ﮐﻤیﺴیﻮن ﺑﻬﺪاﺷﺖ ایﻤﻨﯽ(
Figure 6.3: What is meant by terms in the HSE’s definition of Safety Culture?
در اﻳﻦ راهﻨﻤﺎ از ﺗﻌﺮﻳﻒ اراﺋﻪ ﺷﺪه ﺗﻮﺳﻂ ﮐﻤﻴﺴﻴﻮن ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ اﻧﮕﻠﺴﺘﺎن در ﻣﻮرد ﻓﺮهﻨﮓ اﻳﻤﻨﻰ اﺳﺘﻔﺎده ﻣﻰ
ﺷﻮد:
"ﻓﺮهﻨﮓ اﻳﻤﻨﻰ در ﻳﮏ ﺳﺎزﻣﺎن ،ﻣﺤﺼﻮل ارزش هﺎى ﻓﺮدى و ﮔﺮوهﻰ ،ﻧﮕﺮش هﺎ ،ﺑﺮداﺷﺖ هﺎ ،صﻼحﻴﺖ هﺎ و
اﻟﮕﻮهﺎى رﻓﺘﺎرى اﺳﺖ ﮐﻪ ﺗﻌﻴﻴﻦ ﮐﻨﻨﺪه ﻣﻴﺰان ﺗﻌﻬﺪ ﺑﻪ اﺟﺮا ،ﺳﺒﮏ و ﮐﺎرآﻳﻰ ﻣﺪﻳﺮﻳﺖ ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ ﻳﮏ ﺳﺎزﻣﺎن
ﻣﻰ ﺑﺎﺷﺪ )ﮐﻤﻴﺴﻴﻮن ﺑﻬﺪاﺷﺖ اﻳﻤﻨﻰ(.
داﻧﺴﺘﻦ ﻣﻌﻨﻰ ارزﺷﻬﺎ ،ﻧﮕﺮش هﺎ ،ﺑﺮداﺷﺖ هﺎ و ﺳﺎزﮔﺎرى هﺎ ﺑﻰ ﻓﺎﻳﺪه ﻧﻴﺴﺖ )ﺷﮑﻞ .(۶-٣
ﺷﮑﻞ :۶-٣ﻣﻌﻨﻰ اصﻄﻼحﺎت ﺑﮑﺎر ﮔﺮﻓﺘﻪ ﺷﺪه در ﺗﻌﺮﻳﻒ HSCاز ﻓﺮهﻨﮓ اﻳﻤﻨﻰ
ارزﺷﻬﺎ ،ﻧﮕﺮش هﺎ ،ﺑﺮداﺷﺖ هﺎ و صﻼحﻴﺖ هﺎ ،ﻣﺤﺮک رﻓﺘﺎر ﻓﺮدى و ﮔﺮوهﻰ هﺴﺘﻨﺪ و از هﻤﻴﻨﺠﺎﺳﺖ ﮐﻪ
اهﻤﻴﺖ ﺷﻨﺎﺧﺖ اﻳﻦ ﻋﻮاﻣﻞ هﻨﮕﺎم ﺑﺤﺚ در ﻣﻮرد ﻣﻮﺿﻮﻋﺎت ﻓﺮهﻨﮓ اﻳﻤﻨﻰ آﺷﮑﺎر ﻣﻰ ﺷﻮد.
Figure 6.4: Extracts from accident investigations that cite safety culture as a cause
Clapham Junction
The link between accidents and the damaging effect on the bottom line
(both direct and indirect) is well established (Figure 6.5). The classic
accident causation pyramid has demonstrated the relationship between
potential hazards (unsafe acts or unsafe conditions) and serious accidents.
Safety culture directly influences the occurrence of unsafe acts, especially
those unsafe acts which are classified as violations as opposed to errors. It
can also be reasonably argued that safety culture may often be a causal
factor in circumstances that lead to the existence of unsafe conditions.
ﺷﮑﻞ :۶-۴ﮔﺰﻳﺪه اى از ﺑﺎزرﺳﻰ هﺎى ﺑﻌﻤﻞ آﻣﺪه از حﺎدثﻪ ﮐﻪ در آﻧﻬﺎ "ﻓﺮهﻨﮓ اﻳﻤﻨﻰ" ﺑﻪ ﻋﻨﻮان ﻋﺎﻣﻞ وﻗﻮع
حﺎدثﻪ ﻧﺎم ﺑﺮده ﺷﺪه اﺳﺖ
Clapham Junction
در اداره اﻣﻮر ﻓﻌﺎﻟﻴﺖ هﺎى اﻣﺮوزه ،ﺑﻌﻴﺪ اﺳﺖ ﺑﺘﻮان ﻣﻮﻗﻌﻴﺘﻰ را ﻳﺎﻓﺖ ﮐﻪ در آن ﺳﻴﺴﺘﻢ هﺎ و ذﺳﺘﻮراﻟﻌﻤﻞ هﺎى
ﮐﺎﻓﻰ ﺑﺮاى ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺳﺐ HSEوﺟﻮد ﻧﺪاﺷﺘﻪ ﺑﺎﺷﺪ و اﮐﺜﺮ ﺷﺮﮐﺘﻬﺎ اﻋﻼم ﻣﻰ ﮐﻨﻨﺪ ﮐﻪ ﺗﻌﺪاد اﻳﻦ ﺳﻴﺴﺘﻢ هﺎ ﺑﺴﻴﺎر
زﻳﺎد اﺳﺖ .ﻣﺸﮑﻠﻰ ﮐﻪ ﭘﻴﺶ روى ﺷﺮﮐﺖ هﺎى ﻣﺨﺘﻠﻒ وﺟﻮد دارد اﻳﻨﺴﺘﮑﻪ ﭼﮕﻮﻧﻪ ﺑﺮ ﻓﻌﺎﻟﻴﺖ هﺎى ﮐﺎرﮐﻨﺎن ﺷﺮﮐﺖ
در دورﺗﺮﻳﻦ ﺟﺎﻳﮕﺎه هﺎ در ﭼﺎرت ﺳﺎزﻣﺎﻧﻰ ﺷﺮﮐﺖ و ﺟﺰﺋﻰ ﺗﺮﻳﻦ ﻓﻌﺎﻟﻴﺖ هﺎى ﺷﺮﮐﺖ ﻧﻈﺎرت داﺷﺘﻪ ﺑﺎﺷﺪ و
ﭼﮕﻮﻧﻪ رﻓﺘﺎرهﺎ را ﻋﻠﻴﺮﻏﻢ وﺟﻮد ﺑﻮروﮐﺮاﺳﻰ ﭘﻴﭽﻴﺪه اى ﮐﻪ ﺑﺮاى ﻣﻄﻤﺌﻦ ﺳﺎﺧﺘﻦ ﮔﺮوه هﺎى ذى ﻧﻔﻊ از HSE
ﺳﺎزﻣﺎن ﺑﻮﺟﻮد آﻣﺪه ﺗﻐﻴﻴﺮ دهﺪ .ﺑﻨﺎﺑﺮاﻳﻦ ،ﺗﺮوﻳﺞ ﻓﺮهﻨﮓ HSEﻣﻄﻠﻮب در صﺪر دﺳﺘﻮر ﮐﺎر ﺑﺴﻴﺎرى ازصﻨﺎﻳﻊ
ﻣﺨﺎﻃﺮه اﻣﻴﺰ ﻗﺮار ﮔﺮﻓﺘﻪ اﺳﺖ.
ﻼ ﺗﺒﻴﻴﻦ
ارﺗﺒﺎط ﻣﻴﺎن حﻮادث و اﺛﺮات ﻣﺨﺮب آن ﺑﺮ ﻣﺒﺎﻧﻰ ﭘﺎﻳﻪ اى ﺳﺎزﻣﺎن )ﺑﺼﻮرت ﻣﺴﺘﻘﻴﻢ ﻳﺎ ﻏﻴﺮ ﻣﺴﺘﻘﻴﻢ( ﮐﺎﻣ ً
ﺷﺪه اﺳﺖ )ﺷﮑﻞ . (۶-۵هﺮم ﮐﻼﺳﻴﮏ ﻋﻮاﻣﻞ حﺎدﺛﻪ ،راﺑﻄﻪ ﺑﻴﻦ ﺧﻄﺮات ﺑﺎﻟﻘﻮه )اﻋﻤﺎل ﻳﺎ ﺷﺮاﻳﻂ ﺧﻄﺮﻧﺎک( و
حﻮادث ﺟﺪى را ﻧﺸﺎن ﻣﻰ دهﺪ .ﻓﺮهﻨﮓ اﻳﻤﻨﻰ اﺛﺮ ﻣﺴﺘﻘﻴﻤﻰ ﺑﺮ رﻓﺘﺎر و اﻋﻤﺎل ﺧﻄﺮﻧﺎک ،ﺑﻮﻳﮋه آﻧﺪﺳﺘﻪ ﺧﻄﺮاﺗﻰ ﮐﻪ
در زﻣﺮه ﺗﺨﻠﻒ ﻗﺮار ﻣﻰ ﮔﻴﺮﻧﺪ ﻧﻪ ﺧﻄﺎ و اﺷﺘﺒﺎه ،دارد .هﻤﭽﻨﻴﻦ ،ﻣﻰ ﺗﻮان ﺑﻄﻮر ﻣﻨﻄﻘﻰ اﺳﺘﺪﻻل ﮐﺮد ﮐﻪ ﻓﺮهﻨﮓ
اﻳﻤﻨﻰ اﻏﻠﺐ در ﭘﻴﺸﺎﻣﺪهﺎﻳﻰ ﮐﻪ ﻣﻨﺠﺮ ﺑﻪ وﺟﻮد ﺷﺮاﻳﻂ ﺧﻄﺮﻧﺎک ﻣﻰ ﮔﺮدﻧﺪ ،ﻋﺎﻣﻞ اﻳﺠﺎد ﮐﻨﻨﺪه و ﻣﺴﺒﺐ ﻗﻠﻤﺪاد ﻣﻰ
ﮔﺮدﻧﺪ.
Major injury 1
Minor injury 30
Losses
Losses
Incidents
without 300
injury/ loss
Unsafe acts
(error / violation)
3,000
Unsafe
conditions
Influence of
safety culture
Manuals!
Procedures! Codes!
Drowning in ‘All the paperwork is there, but we’re
Paperwork not reaching the people actually
doing the work.’
Is HSE
Culture
the Key?
Managing ‘Our safety management systems
HSE are too inflexible to keep up with our
During transformation programme.’
Change
ﺟﺮاحﺖ ﻋﻤﺪه
١
ﺟﺮاحﺖ ﺟﺰﺋﯽ
٣٠
خﺴﺎرات
ﺳﻮاﻧﺢ ﺑﺪون
خﺴﺎرت/ﺟﺮاحﺖ ٣٠٠
اﻋﻤﺎل ﻧﺎ ایﻤﻦ
)خﻄﺎ/ﺗﺨﻠﻒ( ﺷﺮاﻳﻂ ٣٠٠٠
ﻧﺎ ایﻤﻦ
ﺑﻤﻨﻈﻮر ﭘﻴﺶ ﺑﺮدن اهﺪاف ﻣﺪﻳﺮﻳﺖ ،HSEاﻣﺮوزه ﺑﻴﺸﺘﺮ ﺷﺮﮐﺖ هﺎ ﻓﺮهﻨﮓ HSEرا ﺑﻪ ﻋﻨﻮان ﻋﺎﻣﻠﻰ ﮐﻠﻴﺪى
ﻟﺤﺎظ ﻣﻰ ﻧﻤﺎﻳﻨﺪ .اﻏﻠﺐ ،اﻣﺮوزه در ﺷﺮﮐﺖ هﺎ ﺳﻴﺴﺘﻢ هﺎ ﺑﻨﺤﻮى در ﺟﺎﻳﮕﺎه ﺧﻮد ﻣﺴﺘﻘﺮ ﺷﺪه اﻧﺪ ﮐﻪ اﺿﺎﻓﻪ ﮐﺮدن
ﮐﻨﺘﺮل هﺎى ﻣﺪﻳﺮﻳﺘﻰ ﺑﻴﺸﺘﺮ ﻣﺰﻳﺖ هﺎى زﻳﺎدى ﺑﻬﻤﺮاه ﻧﺨﺌﺎهﻨﺪ داﺷﺖ .در اﮐﺜﺮ ﻣﻮارد ،ﻣﺸﮑﻞ از ﻣﻮاردى ﭼﻮن
ﺑﻮروﮐﺮاﺳﻰ ﺑﻴﺶ از حﺪ ،ﭘﻴﭽﻴﺪﮔﻰ و ﻳﺎ ﻋﺪم اﻧﻌﻄﺎف ﺑﺴﻴﺎر ﻣﻰ ﺑﺎﺷﺪ .ﺗﻮﺟﻪ ﺑﻴﺶ از حﺪ ﺑﻪ ﺳﻴﺴﺘﻢ هﺎى رﺳﻤﻰ و
اﻃﺎﻋﺖ ﺑﻰ ﭼﻮن و ﭼﺮا ﻣﻰ ﺗﻮاﻧﺪ ﺑﺎﻋﺚ ﺑﻰ ﺗﻔﺎوﺗﻰ ﮐﺎرﮐﻨﺎن ﺷﺪه و در واﻗﻊ ،ﺑﻪ ﻣﻴﺰان ﻋﻼﻗﻤﻨﺪى ﺑﻪ ﻣﻮﺿﻮع اﻳﻤﻨﻰ
آﺳﻴﺐ ﺑﺮﺳﺎﻧﺪ) .ﺷﮑﻞ (٦-٦
!Manuals
!Procedures هﻤﻪ ﺗﺸﺮﻳﻔﺎت ادارى ﺳﺮ ﺟﺎى ﺧﻮد ﻗﺮار دارﻧﺪ
!Codes
ﻋﺮق ﺷﺪن در
اﻣﺎ هﻨﻮز ﻧﺘﻮاﻧﺴﺘﻪ اﻳﻢ اﻓﺮادى ﮐﻪ ﮐﻨﻨﺪﮔﺎن واﻗﻌﻰ
ﺗﺸﺮﻳﻔﺎت ادارى
ﮐﺎر هﺴﺘﻨﺪ را درﻳﺎﺑﻴﻢ .
آﻳﺎ ﻓﺮهﻨﮓ HSE
ﻋﺎﻣﻞ ﮐﻠﻴﺪى اﺳﺖ؟
ﺳﻴﺴﺘﻢ هﺎى ﻣﺪﻳﺮﻳﺖ HSEﻣﺎ آﻧﻘﺪر ﻋﻴﺮﻗﺎﺑﻞ
اداره HSE اﻧﻌﻄﺎف ﻣﺪﻳﺮﻳﺖ HSEهﺴﺘﻨﺪ ﮐﻪ ﻧﻤﻰ ﺗﻮاﻧﻨﺪ ﺑﺎ
در حﺎل ﺗﻐﻴﻴﺮ ﺑﺮﻧﺎﻣﻪ دﮔﺮﮔﻮﻧﻰ هﻤﺎهﻨﮓ شوﻧﺪ
Reinforcing
Cultural Norms
ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ذات ﻓﺮهﻨﮓ ،ﻧﻤﻰ ﺗﻮان ﺑﻪ راحﺘﻰ آن را ﻣﻌﺮﻓﻰ ﮐﺮده و ﻧﺸﺎن داد ﺑﻮﻳﮋه اﮔﺮ ﺧﻮد ﺷﻤﺎ ﻧﻴﺰ ﺑﺨﺸﻰ از آن
ﻓﺮهﻨﮓ ﺑﺎﺷﻴﺪ .اﻏﻠﺐ ،ﻳﮏ ﻓﺮهﻨﮓ را ﻣﻰ ﺗﻮان راحﺖ ﺗﺮ از ﻃﺮﻳﻖ اﺛﺮات آن درک ﮐﺮد ،ﻣﺎﻧﻨﺪ
ﻣﺤﻞ ﮐﺎر ﭼﮕﻮﻧﻪ ﺗﺮﺗﻴﺐ داده ﺷﺪه اﺳﺖ؟ •
ﻗﺪرت ﺑﻪ ﭼﻪ ﺷﮑﻞ ﺗﻔﻮﻳﺾ و اﻋﻤﺎل ﺷﺪه اﺳﺖ؟ •
اﻃﻼﻋﺎت ﺑﻪ ﭼﻪ ﻧﺤﻮى ﺗﻘﺴﻴﻢ ﻳﺎ ذﺧﻴﺮه ﺷﺪه اﺳﺖ؟ •
ﮐﺎرﮐﻨﺎن ﭼﮕﻮﻧﻪ ﺑﺎ هﻢ ارﺗﺒﺎط ﺑﺮﻗﺮار ﻣﻰ ﮐﻨﻨﺪ؟ •
ﭼﻪ اوﻟﻮﻳﺘﻬﺎﻳﻰ در ﺗﺼﻤﻴﻢ ﮔﻴﺮى ﻣﻨﻌﮑﺲ ﻣﻰ ﺷﻮﻧﺪ؟ •
ﭼﻪ داﺳﺘﺎﻧﻬﺎﻳﻰ ﮔﻔﺘﻪ ﻳﺎ ﺑﺎزﮔﻔﺘﻪ ﻣﻰ ﺷﻮﻧﺪ؟ •
هﺮ ﺳﺎزﻣﺎن ،ﻓﺮهﻨﮓ ﺳﺎزﻣﺎﻧﻰ ﻣﺨﺼﻮص ﺑﻪ ﺧﻮد دارد ﮐﻪ داﺋﻤًﺎ در حﺎل ﺗﻐﻴﻴﺮ و ﺗﺤﻮل اﺳﺖ .در درون اﻳﻦ
ﻓﺮهﻨﮓ ،ﻋﻨﺼﺮى ﻧﻴﺰ وﺟﻮد دارد ﮐﻪ ﺑﻪ ﻋﻨﻮان "ﻓﺮهﻨﮓ "HSEﻣﻌﺮﻓﻰ ﻣﻰ ﺷﻮد – ﻧﮕﺮش هﺎ ،ارزﺷﻬﺎ ،ﺑﺮداﺷﺖ
هﺎ و آﮔﺎهﻰ هﺎ ﺑﺎورهﺎﻳﻰ ﮐﻪ ﺑﺎ ﻣﻮﺿﻮﻋﺎت ﻣﺪﻳﺮﻳﺖ HSEﻣﺮﺗﺒﻂ هﺴﺘﻨﺪ .هﺮ ﮔﺮوه و هﺮ ﻓﺮد درون هﺮ ﮔﺮوه،
ﺑﺮداﺷﺖ ﺧﺎص ﺧﻮد را از ﻓﺮهﻨﮓ دارﻧﺪ.
ﺗﺤﮑﻴــــﻢ
ااﻗﺪاﻣﺎت
آﻧﭽﻪ هﻤﻪ اﻧﺠﺎم ﻣﻰ
اﻳﻤﻦ/اﻳﺪه آل
دهﻨﺪ
ﻋﺮف ﻓﺮهﻨﮕﻰ
ﻓﺮهﻨﮓ HSEﻧﻬﺎﻳﺘًﺎ از ﻃﺮﻳﻖ ﻓﺘﺎرهﺎى ﻋﺮﻓﻰ ﺑﺮوز ﻣﻰ ﮐﻨﺪ ،ﺑﻨﺎﺑﺮاﻳﻦ آﻧﭽﻪ دﻳﮕﺮ اﻓﺮاد اﻧﺠﺎم ﻣﻰ دهﻨﺪ ﻣﻤﮑﻦ اﺳﺖ
ﺑﻪ ﻋﻨﻮان رﻓﺘﺎر ﻣﻄﻠﻮب ﻳﺎ حﺘﻰ اﻳﺪه آل ﭘﺬﻳﺮﻓﺘﻪ ﺷﻮد .اﻳﻦ اﻣﺮ ﻳﮏ ﭼﺮﺧﻪ ﺗﺤﮑﻴﻢ ﻣﺘﻘﺎﺑﻞ را اﻳﺠــﺎد ﻣﻰ ﮐﻨـــــﺪ.
)ﺷﮑﻞ (۶-٧
Employees do not act in a vacuum but react to the philosophies and policies
of the organisations to which they belong, for example:
• What is measured and rewarded.
• How persuasion and coercion are exercised.
• How leaders model behaviour.
• How workers are trained and supported.
• Where accountability for results really resides.
y
Realise the importance nc
of frontline staff and te
Managing
Managing develop personal n sis
Level
Level22 responsibility co
g
sin
ea
cr
Develop In
management
Emerging
Emerging commitment
Level
Level11
Level 1: Emerging
HSE management is defined in terms of technical and procedural solutions
and compliance with regulations. HSE issues are not seen as a key business
risks and the HSE department is perceived to have primary responsibility for
HSE management. Many accidents and incidents are seen as unavoidable
and as part of the job. Most frontline staff are uninterested in HSE and may
only use HSE issues as the basis for other arguments, such as changes in
shift systems.
ﮐﺎرﮐﻨﺎن ﺑﺪون دﻟﻴﻞ و ﻣﺠﺰا ﻋﻤﻞ ﻧﮑﺮده ﺑﻠﮑﻪ ﺑﻪ ﻓﻠﺴﻔﻪ و ﺧﻂ ﻣﺸﻰ هﺎى ﺳﺎزﻣﺎﻧﻰ ﮐﻪ ﺑﻪ آن ﺗﻌﻠﻖ دارﻧﺪ واﮐﻨﺶ ﻧﺸﺎن
ﻣﻰ دهﻨﺪ .ﺑﺮاى ﻣﺜﺎل
ﭼﻪ ﭼﻴﺰ ﻣﻮرد ارزﻳﺎﺑﻰ و ﺗﺸﻮﻳﻖ ﻗﺮار ﻣﻰ ﮔﻴﺮد؟ •
ﺗﺸﻮﻳﻖ و ﺗﻬﺪﻳﺪ ﭼﮕﻮﻧﻪ اﻋﻤﺎل ﻣﻰ ﮔﺮدد؟ •
رؤﺳﺎ ﭼﮕﻮﻧﻪ رﻓﺘﺎرى را ﺳﺮﻣﺸﻖ ﻗﺮار ﻣﻰ دهﻨﺪ؟ •
ﮐﺎرﮐﻨﺎن ﭼﮕﻮﻧﻪ آﻣﻮزش دﻳﺪه و حﻤﺎﻳﺖ ﻣﻰ ﺷﻮﻧﺪ؟ •
ﭘﺎﺳﺨﮕﻮﻳﻰ ﻧﺴﺒﺖ ﺑﻪ ﻧﺘﺎﻳﺞ واﻗﻌًﺎ در ﮐﺠﺎ ﻗﺮار دارد؟ •
ایﺠﺎد هﻤﺎهﻨﮕﻰ و
هﻤـــــﮑﺎرى ﭘﺮهﻴﺰ از ﻏﺮور ﺑﻴﺠﺎ
ﺑﻬﺒﻮد ﻓﺮهﻨﮓ اﻳﻤﻨﻰ ﻣﺮحﻠﻪ ٤
ﻣﺮحﻠﻪ :١ﺷﺮوع
ﻣﺪﻳﺮﻳﺖ HSEﺑﺮ حﺴﺐ اراﺋﻪ راهﮑﺎرهﺎى ﺗﮑﻨﻴﮑﻰ و اﺟﺮاﻳﻰ و ﺗﻄﺎﺑﻖ ﺑﺎ ﺿﻮاﺑﻂ و ﻣﻘﺮرات ﺗﻌﺮﻳﻒ ﻣﻰ ﺷﻮد.
ﻣﻮﺿﻮﻋﺎت HSEﺑﻪ ﻋﻨﻮان رﻳﺴﮏ هﺎى ﺗﻬﺪﻳﺪ ﮐﻨﻨﺪه حﺮﻓﻪ ﺷﻨﺎﺧﺘﻪ ﻧﺸﺪه و ﻣﺴﺌﻮﻟﻴﺖ اصﻠﻰ ﺑﺨﺶ HSEدر ﻣﻘﺎﺑﻞ
ﻣﺪﻳﺮﻳﺖ HSEاﺳﺖ .اﮐﺜﺮ روﻳﺪادهﺎ و حﻮادث ،ﻏﻴﺮ ﻗﺎﺑﻞ اﺟﺘﻨﺎب و ﺑﻪ ﻋﻨﻮان ﺑﺨﺸﻰ از روﻧﺪ ﮐﺎر ﻣﺤﺴﻮب ﻣﻰ
ﮔﺮدﻧﺪ .اﮐﺜﺮ ﮐﺎرﮐﻨﺎن ﺗﺄﺛﻴﺮ ﮔﺬار ﻣﻴﻞ ﭼﻨﺪاﻧﻰ ﺑﻪ HSEﻧﺪارﻧﺪ و ﻣﻤﮑﻦ اﺳﺖ از ﻣﻮﺿﻮﻋﺎت HSEﺗﻨﻬﺎ ﺑﻪ ﻋﻨﻮان
ﭘﺎﻳﻪ اى ﺑﺮاى ﺑﺤﺜﻬﺎى دﻳﮕﺮ ﻧﻈﻴﺮ ﺗﻐﻴﻴﺮ در ﺳﻴﺴﺘﻢ ﺷﻴﻔﺖ ﺑﻨﺪى اﺳﺘﻔﺎده ﮐﻨﻨﺪ.
Level 2: Managing
The organisation’s accident/incident rate is average for its industrial sector
but they tend to have more serious incidents than average. HSE issues are
seen as a business risks and management time and effort is put into
accident/incident prevention. HSE management is solely defined in terms
of adherence to rules and procedures and engineering controls. Accidents
and incidents are seen as preventable. Managers perceive that the majority
of accidents/incidents are solely caused by the unsafe behaviour of front-
line staff. Safety performance is measured in terms of lagging indicators
such as Lost Time Incidents (LTI) and safety incentives are based on
reduced LTI rates. Senior managers are reactive in their involvement in
HSE issues (i.e. they use punishment when accident or incident rates
increase).
Level 3: Involving
Accident/incident rates are relatively low, but they have reached a plateau.
The organisation is convinced that the involvement of frontline employees
in HSE management is critical, if future improvements are going to be
achieved. Managers recognise that a wide range of factors cause
accidents/incidents and the root causes often originate from management
decisions. A significant proportion of frontline employees are willing to
work with management to improve HSE management. The majority of staff
accept personal responsibility for their own health and safety. HSE
performance is actively monitored and the data is used effectively.
Level 4: Co-operating
The majority of staff in the organisation are convinced that effective HSE
management is important from both a moral and economic point of view.
Managers and frontline staff recognise that a wide range of factors cause
accidents/incidents and the root causes are likely to come back to
management decisions. Frontline staff accept personal responsibility for
their own and others health and safety. The importance of all employees
feeling valued and treated fairly is recognised. The organisation puts
significant effort into proactive measures to prevent accidents/incidents.
HSE performance is actively monitored using all data available. Non-work
accidents are also monitored and a healthy lifestyle is promoted.
ﻣﺮحﻠﻪ :٢ﻣﺪﻳﺮﻳﺖ
آهﻨﮓ وﻗﻮع حﺎدﺛﻪ /روﻳﺪاد در ﺳﺎزﻣﺎن ﻣﻴﺎﻧﮕﻴﻦ حﻮادث/روﻳﺪادهﺎ در ﮐﻞ ﺑﺨﺶ صﻨﻌﺘﻰ ﻣﺮﺑﻮط ﺑﻪ آن ﺳﺎزﻣﺎن ﻣﻰ
ﺑﺎﺷﺪ در حﺎﻟﻴﮑﻪ اﻏﻠﺐ ﺗﻌﺪاد روﻳﺪادهﺎى ﺟﺪى رخ داده ﺳﺪه از ﻣﻴﺎﻧﮕﻴﻦ ﺑﻴﺸﺘﺮ اﺳﺖ .ﻣﻮﺿﻮﻋﺎت HSEﺑﻪ ﻋﻨﻮان
رﻳﺴﮏ هﺎﻳﻰ ﮐﻪ ﻓﻌﺎﻟﻴﺖ هﺎى ﺳﺎزﻣﺎن را ﺗﻬﺪﻳﺪ ﻣﻰ ﮐﻨﺪ ﺑﺸﻤﺎر ﻣﻴﺂﻳﻨﺪ ﻣﺤﺴﻮب ﺷﺪه و وﻗﺖ و ﺗﻼش ﻣﺪﻳﺮﻳﺖ صﺮف
ﺟﻠﻮﮔﻴﺮى از حﺎدﺛﻪ/روﻳﺪاد ﻣﻰ ﮔﺮدد .ﻣﺪﻳﺮﻳﺖ HSEﺑﻄﻮر ﻣﻄﻠﻖ از ﻧﻘﻄﻪ ﻧﻈﺮ ﺗﺒﻌﻴﺖ از ﻗﻮاﻧﻴﻦ و آﻳﻴﻦ ﻧﺎﻣﻪ هﺎ و
ﮐﻨﺘﺮل ﻣﻬﻨﺪﺳﻰ ﺗﻌﺮﻳﻒ ﻣﻰ ﺷﻮد.حﻮادث و روﻳﺪادهﺎ ﻗﺎﺑﻞ ﭘﻴﺸﮕﻴﺮى ﻣﺤﺴﻮب ﻣﻰ ﺷﻮﻧﺪ .ﻣﺪﻳﺮان ،ﻋﺎﻣﻞ اصﻠﻰ ﺑﻴﺸﺘﺮ
حﻮادث و روﻳﺪادهﺎ را رﻓﺘﺎر ﻏﻴﺮ اﻳﻤﻦ ﮐﺎرﮐﻨﺎن ﻣﺆﺛﺮ در ﺳﺎزﻣﺎن ﺧﻮد ﻣﻰ داﻧﻨﺪ .ﻋﻤﻠﮑﺮد اﻳﻤﻨﻰ ﺑﺮحﺴﺐ ﺷﺎﺧﺺ
هﺎى ﮐﺎهﻨﺪه اى ﭼﻮن روﻳﺪادهﺎى ﺗﻠﻒ ﮐﻨﻨﺪه وﻗﺖ)(LTIاﻧﺪازه ﮔﻴﺮى ﺷﺪه و اﻧﮕﻴﺰه هﺎى ﭘﻴﺶ ﺑﺮﻧﺪه اﻳﻤﻨﻰ ﺑﺮ
آهﻨﮓ ﮐﺎهﺶ LTIﭘﺎﻳﻪ ﮔﺬارى ﻣﻰ ﺷﻮد .ﻣﺪﻳﺮان ارﺷﺪ در ﺑﺮﺧﻮرد و اﺟﺮاى ﻣﻮﺿﻮﻋﺎت HSEﺑﺼﻮرت اﻧﻔﻌﺎﻟﻰ
ﻋﻤﻞ ﻣﻴﮑﻨﻨﺪ )ﻳﻌﻨﻰ زﻣﺎﻧﻰ ﺑﻪ ﺗﻨﺒﻴﻪ ﻣﺘﻮﺳﻞ ﻣﻰ ﺷﻮﻧﺪ ﮐﻪ آهﻨﮓ وﻗﻮع روﻳﺪاد ﻳﺎ حﺎدﺛﻪ اﻓﺰاﻳﺶ ﻳﺎﺑﺪ و اﻗﺪاﻣﻰ از ﻗﺒﻞ
ﺑﺮاى ﺟﻠﻮﮔﻴﺮى از وﻗﻮع آﻧﻬﺎ صﻮرت ﻧﻤﻰ دهﻨﺪ(.
ﻣﺮحﻠﻪ :٣ﻣﺸﺎرﮐﺖ
آهﻨﮓ رخ داد حﻮادث/ﺳﻮاﻧﺢ ﻧﺴﺒﺘًﺎ ﭘﺎﻳﻴﻦ اﺳﺖ اﻣﺎ ﺑﻪ ﺳﻄﺢ ﺛﺎﺑﺘﻰ رﺳﻴﺪه اﻧﺪ .ﺳﺎزﻣﺎن ﻣﺘﻘﺎﻋﺪ ﺷﺪه اﺳﺖ ﮐﻪ ﻧﻘﺶ و
ﻣﺸﺎرﮐﺖ ﮐﺎرﮐﻨﺎن ﻣﺆﺛﺮ در ﻣﺪﻳﺮﻳﺖ HSEدر دﺳﺘﻴﺎﺑﻰ ﺑﻪ ﭘﻴﻴﺸﺮﻓﺖ درآﻳﻨﺪه ﺑﺴﻴﺎر حﻴﺎﺗﻰ اﺳﺖ .ﻣﺪﻳﺮان ﺗﺸﺨﻴﺺ
ﻣﻰ دهﻨﺪ ﮐﻪ ﻋﻮاﻣﻞ ﺑﺴﻴﺎر زﻳﺎدى در اﻳﺠﺎد روﻳﺪادهﺎ/حﻮادث ﻧﻘﺶ داﺷﺘﻪ و ﻋﻮاﻣﻞ رﻳﺸﻪ اى آﻧﻬﺎ اﻏﻠﺐ از ﺗﺼﻤﻴﻤﺎت
ﻣﺪﻳﺮﻳﺖ ﻧﺎﺷﻰ ﻣﻰ ﺷﻮﻧﺪ .ﺑﺨﺶ ﭼﺸﻤﮕﻴﺮى از ﮐﺎرﮐﻨﺎن ﺗﺄﺛﻴﺮﮔﺬار ﺑﻪ هﻤﮑﺎرى ﺑﺎ ﻣﺪﻳﺮﻳﺖ ﺟﻬﺖ ﺑﻬﺒﻮد ﻣﺪﻳﺮﻳﺖ
HSEﺗﻤﺎﻳﻞ ﻧﺸﺎن ﻣﻰ دهﻨﺪ .اﮐﺜﺮ ﮐﺎرﮐﻨﺎن ،ﻣﺴﺆوﻟﻴﺖ ﻓﺮدى ﺑﺮاى حﻔﻆ ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ ﺧﻮد را ﭘﺬﻳﺮﻓﺘﻪ اﻧﺪ.
ﻋﻤﻠﮑﺮد HSEﺑﺼﻮرت ﻓﻌﺎل ﻣﺎﻧﻴﺘﻮر ﺷﺪه و داده هﺎ ﺑﺼﻮرت ﻣﺆﺛﺮ ﻣﻮرد اﺳﺘﻔﺎده ﻗﺮار ﻣﻴﮕﻴﺮﻧﺪ.
ﻣﺮحﻠﻪ : ۴هﻤﮑﺎرى
اﮐﺜﺮﻳﺖ ﮐﺎرﮐﻨﺎن ﺳﺎزﻣﺎن ﻣﺘﻘﺎﻋﺪ ﺷﺪه اﻧﺪ ﮐﻪ ﻣﺪﻳﺮﻳﺖ ﻣﺆﺛﺮ HSEهﻢ از ﻧﻘﻄﻪ ﻧﻈﺮ اﺧﻼﻗﻰ و هﻢ از دﻳﺪﮔﺎه اﻗﺘﺼﺎدى
اهﻤﻴﺖ دارد .ﻣﺪﻳﺮان و ﮐﺎرﮐﻨﺎن ﺑﻪ اﻳﻦ ﻧﮑﺘﻪ اذﻋﺎن دارﻧﺪ ﮐﻪ ﻋﻮاﻣﻞ ﺑﺴﻴﺎر زﻳﺎدى در وﻗﻮع حﻮادث/روﻳﺪادهــﺎ
ﻻ از ﺗﺼﻤﻴﻤﺎت ﻣﺪﻳﺮﻳﺖ ﻧﺎﺷﻰ ﻣﻰ ﮔﺮدﻧﺪ .ﮐﺎرﮐﻨﺎن ﻣﺆﺛﺮﻣﺴﺆوﻟﻴﺖ حﻔﻆ دﺧﻴﻞ اﻧﺪ و ﻋﻮاﻣﻞ رﻳﺸﻪ اى حﻮادث ﻣﻌﻤﻮ ً
ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ ﺧﻮد و دﻳﮕﺮان را ﺷﺨﺼًﺎ ﻣﻰ ﭘﺬﻳﺮﻧﺪ .اهﻤﻴﺖ اﻳﻨﮑﻪ ﮐﺎرﮐﻨﺎن احﺴﺎس ﮐﻨﻨﺪ ﮐﻪ ﮐﺎر و حﻀﻮرﺷﺎن
ارزﺷﻤﻨﺪ ﺗﻠﻘﻰ ﺷﺪه و ﺑﺎ آﻧﻬﺎ ﺑﻪ ﻋﺪاﻟﺖ رﻓﺘﺎر ﻣﻰ ﺷﻮد ،درک ﺷﺪه اﺳﺖ .ﺳﺎزﻣﺎن ﺗﻼش ﻗﺎﺑﻞ ﺗﻮﺟﻬﻰ را صﺮف
اﻗﺪاﻣﺎت ﭘﻴﺸﮕﻴﺮﻧﻪ ﻣﻰ ﻧﻤﺎﻳﺪ ﺗﺎ از وﻗﻮع حﻮادث /ﺳﻮاﻧﺢ ﺟﻠﻮﮔﻴﺮى ﮐﻨﺪ .ﻋﻤﻠﮑﺮد HSEﺑﺎ اﺳﺘﻔﺎده از داده هﺎى
ﻣﻮﺟﻮد ﺑﺼﻮرت ﻓﻌﺎﻻﻧﻪ ﻣﺎﻧﻴﺘﻮر ﺷﺪه و روش زﻧﺪﮔﻰ ﺳﺎﻟﻢ ﺗﺮوﻳﺞ ﻣﻰ ﺷﻮد.
Figure 6.9: The Onion Skin Model – Components that contribute to HSE culture
The individual comes to the job with his or her own motivations,
interpretative framework and view of the world. To some extent these are
influenced by the situation in which the individual interacts. The situation,
for example the surrounding workplace and work mates, always feels
immediate.
The organisation and each individual within it will also be influenced by the
external culture of the society in which it operates.
ﺳﻠﺰﻣﺎن
ﻣﺤﻴﻂ ﮐﺎرى
ﻓــﺮد
ﻓﺮد ﺑﺎ اﻧﮕﻴﺰه هﺎى ﺷﺨﺼﻰ ،ﭼﺎرﭼﻮب ﺗﻔﺴﻴﺮ و ﺟﻬﺎن ﺑﻴﻨﻰ ﺧﻮد ﺑﻪ ﮐﺎر ﺧﻮد ﻣﺸﻐﻮل ﻣﻰ ﮔﺮدد .اﻳﻦ ﻣﻮارد ﺗﺎ حﺪى
ﺗﺤﺖ ﺗﺄﺛﻴﺮ ﻣﻮﻗﻌﻴﺘﻰ ﮐﻪ ﻓﺮد ﺑﺎ آن در ﺗﻌﺎﻣﻞ اﺳﺖ ،در آن ﻓﻌﺎﻟﻴﺖ ﻣﻰ ﮐﻨﺪ ﻗﺮار دارد .اﺛﺮ ﺷﺮاﻳﻂ و ﻣﻮﻗﻌﻴﺖ ،ﺑﺮاى
ﻣﺜﺎل ﻣﺤﻴﻂ ﮐﺎرى ﻳﺎ هﻤﮑﺎران ﻓﺮد ،هﻤﻴﺸﻪ آﻧﻰ و ﺑﻰ واﺳﻄﻪ اﺳﺖ.
ﺑﺎ اﻳﻦ حﺎل ،ﻣﺤﻴﻂ اﻃﺮاف ﺧﻮد ﺗﺎ حﺪى ﺗﻮﺳﻂ ﻗﺎلﺐ ﺳﺎزﻣﺎﻧﻰ وﺳﻴﻊ ﺗﺮ ﻣﺤﺪود ﮔﺸﺘﻪ و ﺑﻄﻮر ﻣﺴﺘﻤﺮ از آن ﺗﺄﺛﻴﺮ
ﻣﻰ ﭘﺬﻳﺮد .ﺳﺎزﻣﺎن داراى ارزش هﺎى ﺿﻤﻨﻰ اﺳﺖ ﮐﻪ ﺗﻌﻴﻴﻦ ﮐﻨﻨﺪه ﻣﮑﺎﻧﻴﺰم ﺗﺸﻮﻳﻖ و ﺗﻨﺒﻴﻪ ﻣﺮدم ﺑﻮده و اﻟﮕﻮهﺎى
رﻓﺘﺎرى ﺗﻄﺎﺑﻖ ﺑﺎ ﺳﺎﺧﺘﺎر ﺳﺎزﻣﺎﻧﻰ را ﻣﺸﺨﺺ ﻣﻰ ﮐﻨﻨﺪ .ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺖ HSEﺳﺎزﻣﺎن ﺑﺮ روﺷﻰ ﮐﻪ ﻣﻮﺿﻮﻋﺎت
HSEرا اوﻟﻮﻳﺖ ﺑﻨﺪى ﮐﺮده و ﻣﻮرد ﺗﻮﺟﻪ ﻗﺮار ﻣﻰ دهﻨﺪ ﺗﺄﺛﻴﺮ ﻣﻰ ﮔﺬارد.
ﺳﺎزﻣﺎن و هﺮ ﻳﮏ از اﻓﺮاد درون آن ﻧﻴﺰ ﺗﺤﺖ ﺗﺄﺛﻴﺮ ﻓﺮهﻨﮓ ﺑﻴﺮوﻧﻰ ﺟﺎﻣﻌﻪ اى ﮐﻪ در آن ﻓﻌﺎﻟﻴﺖ ﻣﻰ ﮐﻨﻨﺪ ﻗﺮار
دارﻧﺪ.
Sets of ‘best practice’ criteria have been developed from academic and
industry studies of good safety culture, from models of accident causation,
and from modern safety management practice. These ‘best practice’ criteria
are summarised for each ‘layer’ of the onion below:
The individual comes to the job with his/her own motivation, interpretative
framework and view of the world. Best practice is shown in Figure 6.10.
* Research on the safety performance of organisations found the following correlating characteristics
Note that all aspects of best practice are subjective components referring to
perceived rather than actual attributes. It is important to realise that
perceived reality is more significant than actual reality in determining HSE
culture, although clearly one should be linked with the other.
ﻣﺠﻤﻮﻋﻪ ﻣﻌﻴﺎرهﺎى "ﺑﻬﺘﺮﻳﻦ ﺷﻴﻮه ﻋﻤﻠﻰ" ﺑﺮﻣﺒﻨﺎى ﻣﻄﺎﻟﻌﺎت صﻨﻌﺘﻰ و داﻧﺸﮕﺎهﻰ در ﻣﻮرد ﻓﺮهﻨﮓ ﻣﻄﻠﻮب
اﻳﻤﻨﻰ،از ﻣﺪﻟﻬﺎى ﭼﮕﻮﻧﮕﻰ وﻗﻮع حﻮادث و هﻤﻴﻨﻄﻮر ﺷﻴﻮه ﻋﻤﻠﻰ ﺑﺮاى ﻣﺪﻳﺮﻳﺖ ﻣﺪرن اﻳﻤﻨﻰ اﺳﺘﺨﺮاج ﺷﺪه اﺳﺖ.
اﻳﻦ ﻣﻌﻴﺎرهﺎى "ﺑﻬﺘﺮﻳﻦ ﺷﻴﻮه ﻋﻤﻠﻰ" ﺑﺮاى هﺮ ﮐﺪام از ﻻﻳﻪ هﺎى ﭘﻴﺎز ﺑﻪ صﻮرت زﻳﺮ ﺧﻼصﻪ ﺷﺪه اﻧﺪ:
ﻓﺮد ﺑﺎ اﻧﮕﻴﺰه هﺎى ﺷﺨﺼﻰ ،ﭼﺎرﭼﻮب ﺗﻔﺴﻴﺮ و ﺟﻬﺎن ﺑﻴﻨﻰ ﺧﻮد ﻣﺸﻐﻮل ﺑﮑﺎر ﻣﻰ ﺷﻮد .ﺑﻬﺘﺮﻳﻦ ﺷﻴﻮه ﻋﻤﻠﻰ در
ﺷﮑﻞ ۶-١٠ﻧﺸﺎن داده ﺷﺪه اﺳﺖ.
ﻻﻳﻪ ﻓﺮدى
اﻓﺮاد در ﺷﺮﮐﺘﻬﺎى داراى ﻋﻤﻠﮑﺮد ﻣﻄﻠﻮب ،واﺟﺪ اﻳﻦ ﺷﺮاﻳﻂ هﺴﺘﻨﺪ:
ﻣﺤﻴﻂ ﮐﺎر اﻃﺮاف ،ﻣﺤﻴﻂ ﮔﺮوهﻰ ،ﺗﻌﺎﻣﻞ ﻣﺴﺘﻘﻴﻢ ﺑﺎ ﻣﺪﻳﺮﻳﺖ اﺟﺮاﻳﻰ ،ﺳﺎﺧﺘﺎر ﺳﺎزﻣﺎﻧﻰ و ﻣﺤﻴﻂ ﺧﺎرﺟﻰ هﻤﮕﻰ
ﺑﺮ رﻓﺘﺎرهﺎى ﻓﺮدى ﺗﺄﺛﻴﺮﮔﺬارﻧﺪ .ﺑﻬﺘﺮﻳﻦ ﺷﻴﻮه ﻋﻤﻞ در ﺷﮑﻞ ۶-١١ﻧﺸﺎن داده ﺷﺪه اﺳﺖ.
ﺗﻮﺟﻪ داﺷﺘﻪ ﺑﺎﺷﻴﺪ ﮐﻪ ﺗﻤﺎم ﺟﻨﺒﻪ هﺎى "ﺑﻬﺘﺮﻳﻦ ﺷﻴﻮه ﻋﻤﻞ" اﺟﺰاﻳﻰ دروﻧﻰ و ذهﻨﻰ هﺴﺘﻨﺪ ﮐﻪ ﺑﻪ وﻳﮋﮔﻰ هﺎى ادراﮐﻰ
و ﻧﻪ وﻳﮋﮔﻰ هﺎى واﻗﻌﻰ اﺷﺎره دارﻧﺪ .ﻻزم اﺳﺖ ﺑﺪاﻧﻴﺪ ﮐﻪ در ﺗﻌﻴﻴﻦ ﻓﺮهﻨﮓ ،HSEحﻘﻴﻘﺖ ادراﮐﻰ ﺑﺴﻴﺎر ﻣﻬﻤﺘﺮ
از حﻘﻴﻘﺖ واﻗﻌﻰ اﺳﺖ اﮔﺮ ﭼﻪ هﺮ دوى اﻳﻨﻬﺎ ﺑﺎﻳﺪ ﺑﻪ هﻢ ﭘﻴﻮﻧﺪ ﺑﺨﻮرﻧﺪ.
Figure 6.11: Best Practice at the Workplace, Organisational and external Levels
* Research on the safety performance of organisations found the following correlating characteristics
* Research on the safety performance of organisations found the following correlating characteristics
ﺷﮑﻞ :١١-٦ﺑﻬﺘﺮﻳﻦ ﺷﻴﻮه ﻋﻤﻠﻰ در ﺳﻄﻮح ﻣﺤﻞ ﮐﺎر ،ﺳﺎزﻣﺎن و خﺎرج از آﻧﭻ
ﻻﻳﻪ "ﺳﺎزﻣـﺎن"
ﺷﺮﮐﺘﻬﺎى داراى ﻋﻤﻠﮑﺮد ﻣﻄﻠﻮب ،واﺟﺪ وﻳﮋﮔﻴﻬﺎى زﻳﺮ هﺴﺘﻨﺪ :
Interviews Analysis
Management What?
Questionnaire
Who? How?
Management
Management
Identify
Identify
Solutions
Solutions
Workplace
Workplace
Motivators
Modifiers
Workplace
Interviews Analysis
This diagnosis can then be used to illustrate how individuals are driven by,
and contribute to, the values, attitudes and perceptions of their safety
culture. Some tools helpful in this process will now be discussed in detail.
“Unwritten Rules” are the rules for “getting on” in an organisation, they are
usually not written down in procedures but are very powerful drivers for
behaviour. Examples of some unwritten rules are provided in Figure 6.13.
در اﺑﺘﺪا ﺑﺎﻳﺪ ﺑﻪ آﺳﻴﺐ ﺷﻨﺎﺳﻰ ﻧﻘﺎﺋﺺ ﺳﻴﺴﺘﻢ ﻓﺮهﻨﮕﻰ ﭘﺮداﺧﺖ .اﻳﻦ ﮐﺎر از ﻃﺮﻳﻖ ﻣﺸﺎهﺪه رﻓﺘﺎرهﺎ و ﻧﺘﻴﺠﻪ آﻧﻬﺎ
)ﻣﺜﻞ ﮔﺰارش حﻮادث و ﻏﻴﺮه( صﻮرت ﻣﻰ ﮔﻴﺮد .ﺳﭙﺲ ارزﺷﻬﺎ ،ﺑﺮداﺷﺖ هﺎ و ﻧﮕﺮش هﺎﻳﻰ ﮐﻪ آن ﺳﻴﺴﺘﻢ را زﻧﺪه
ﻧﮕﻪ ﻣﻰ دارﻧﺪ ﻧﺸﺎن داده ﻣﻰ ﺷﻮﻧﺪ.
روﺷﻬﺎى ﻣﻮرد اﺳﺘﻔﺎده ﻣﻰ ﺗﻮاﻧﻨﺪ ﺷﺎﻣﻞ ﭘﺮﺳﺸﻨﺎﻣﻪ هﺎ ﻳﺎ ﻣﻤﻴﺰى ﻣﺪل ﺑﻬﺘﺮﻳﻦ ﺳﻴﺴﺘﻢ ﭘﻴﺎده ﺷﺪه و ﺑﺪﻧﺒﺎل آن ﮔﺮوه
هﺎى ﻋﻤﻠﻴﺎﺗﻰ و ﻣﺼﺎحﺒﻪ ﺑﺎﺷﺪ)ﺷﮑﻞ .(۶-١٢ﻣﺜﺎﻟﻰ ﻋﻤﻠﻰ از اﻳﻦ روش هﺎ در ﭘﺮﺳﺸﻨﺎﻣﻪ ارزﻳﺎﺑﻰ ﮐﻪ ﺑﺮ اﺳﺎس ﻣﺪل
ﭘﻮﺳﺖ ﭘﻴﺎزﺗﻬﻴﻪ ﺷﺪه در ﺿﻤﻴﻤﻪ ۶اراﺋﻪ ﺷﺪه اﺳﺖ.
ﻣﺼﺎحﺒﻪ ﺗﺤﻠﻴﻞ
ﮐﺎر ﻣﺤﻞ
Workplace
ﻣﺸﻮق هﺎ
ﻣﺼﺎحﺒﻪ ﺗﺤﻠﻴﻞ
اﻳﻦ روش اﺳﻴﺐ ﺷﻨﺎﺳﻰ ﻣﻰ ﺗﻮاﻧﺪ ﻧﺸﺎن دهﺪ ﮐﻪ ﭼﮕﻮﻧﻪ ارزش هﺎ ،ﺑﺮداﺷﺖ هﺎ و ﻓﻬﻢ ﻓﺮهﻨﮓ اﻳﻤﻨﻰ ﻣﺤﺮک و
اﻧﮕﻴﺰه اﻓﺮاد ﺑﻮده و ﺗﺎ ﭼﻪ ﻣﻘﺪار اﻓﺮاد در اﻳﻦ ﻣﻮارد ﻣﺆﺛﺮ هﺴﺘﻨﺪ .ﺑﻌﻀﻰ اﺑﺰارهﺎى ﻣﻔﻴﺪ در اﻳﻦ ﭘﺮوﺳﻪ آﺳﻴﺐ
ﺷﻨﺎﺳﻰ در اداﻣﻪ و ﺑﺼﻮرت ﺟﺰﺋﻰ ﺗﺮ ﻣﻮرد ﺑﺤﺚ و ﺑﺮرﺳﻰ ﻗﺮار ﮔﺮﻓﺘﻪ اﻧﺪ.
ﻻ
"ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ" ﻗﻮاﻧﻴﻨﻰ هﺴﺘﻨﺪ ﮐﻪ ﺑﺮاى هﻤﺮاه و هﻤﺎهﻨﮓ ﺷﺪن ﺑﺎ ﻳﮏ ﺳﺎزﻣﺎن وﺿﻊ ﺷﺪه اﻧﺪ .اﻳﻦ ﻗﻮاﻧﻴﻦ ﻣﻌﻤﻮ ً
در ﻗﺎﻟﺐ آﻳﻴﻦ ﻧﺎﻣﻪ هﺎ و دﺳﺘﻮراﻟﻌﻤﻞ هﺎى ﻣﮑﺘﻮب در ﻧﻴﺎﻣﺪه اﻣﺎ ﻣﺤﺮﮐﻬﺎﻳﻰ ﻗﻮى ﺑﺮاى رﻓﺘﺎر هﺴﺘﻨﺪ .ﻣﺜﺎﻟﻬﺎﻳﻰ از اﻳﻦ
ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ در ﺷﮑﻞ ۶-١٣ﻧﺸﺎن داده ﺷﺪه اﻧﺪ.
P LE
AMWritten Rule Unwritten Rule
EX “All incidents and near-misses will be reported” “Keep up your quota by only reporting insignificant
near-misses where you are not implicated”
“Suggestions for safety improvement are “Don’t stick your neck out or else you will attract
encouraged” attention”
The principle of uncovering unwritten rules can be used during all three
stages of the diagnosis of cultural behaviour (survey, focus group,
interview), however it is most powerfully applied at the interviewing stage,
when there is an opportunity to explore particular issues in more depth.
Types
Types of
of Questions
Questions
“What
“Whatisisimportant
importantto
toyou?”
you?”
“Why
“Whydo
doyou
youfeel
feelthis
thisway
wayabout
aboutX?”
X?”
“Why
“Whyshould
shouldyou
youcare
careabout
about “How
“Howwould
wouldyou
you “What
“Whateffect
effectdoes
does
safety?”
safety?” summarise
summarisethethe this
thishave
haveon
onsafety?”
safety?”
attitude
attitudetowards
towardsX?”
X?”
What?
Unwritten
UnwrittenRules
Rules Side
SideEffects
Effects
Who? How?
“What
“Whatdoes
doesyour
yourboss
bosssay
say “What
“Whatdo
doyou
youhave
havetotodo
doto
to
about
aboutX?”
X?” achieve
achieveX?”
X?”
“Who
“Whoelse
elseisisinterested
interestedininyour
your “How
“Howdo
doyou
youkeep
keepyour
yourboss
boss
safety
safetyperformance?”
performance?” happy?”
happy?”
"رﻓﺘﺎر ﻏﻴﺮ اﻳﻤﻦ ﻣﻮرد ﺗﻨﺒﻴﻪ ﻗﺮار ﻣﻰ ﮔﻴﺮد". "رﻓﺘﺎر اﻳﻤﻦ ﻣﻮرد ﺗﺸﻮﻳﻖ ﻗﺮار ﺧﻮاهﺪ ﮔﺮﻓﺖ".
" ﺧﻮدت را زﻳﺎد آﻓﺘﺎﺑﻰ ﻧﮑﻦ در ﻏﻴﺮ اﻳﻨﺼﻮرت ﺗﻮﺟﻪ "از ﭘﻴﺸﻨﻬﺎداﺗﻰ ﮐﻪ ﺑﻪ ﺑﻬﺒﻮد اﻳﻤﻨﻰ ﻣﻨﺠﺮ ﺷﻮﻧﺪ اﺳﺘﻘﺒﺎل
ﺑﻪ ﻃﺮف ﺗﻮ ﺟﻠﺐ ﻣﻰ ﺷﻮد". ﻣﻰ ﺷﻮد".
اصﻞ آﺷﮑﺎر ﻧﻤﻮدن ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ ﻣﻰ ﺗﻮاﻧﺪ در ﻃﻮل هﺮ ﺳﻪ ﻣﺮحﻠﻪ آﺳﻴﺐ ﺷﻨﺎﺳﻰ رﻓﺘﺎر ﻓﺮهﻨﮕﻰ )ﻣﻄﺎﻟﻌﻪ ،ﮔﺮوه
ﺑﺮﮔﺰﻳﺪه و ﻧﻤﻮﻧﻪ ،ﻣﺼﺎحﺒﻪ( ﻣﻮرد اﺳﺘﻔﺎده ﻗﺮار ﮔﻴﺮد .ﺑﺎ اﻳﻦ حﺎل ،اﻳﻦ اصﻞ ﺑﻴﺶ از هﻤﻪ در ﻣﺮحﻠﻪ ﻣﺼﺎحﺒﻪ ﺧﻮد
را ﻧﺸﺎن ﻣﻰ دهﺪ ﭼﺮا ﮐﻪ در آﻧﺠﺎ ﻓﺮصﺘﻰ ﺑﺮاى ﻣﻄﺎﻟﻌﻪ ﻋﻤﻴﻖ ﺗﺮ ﻣﻮﺿﻮﻋﺎت وﻳﮋه وﺟﻮد دارد.
ﭼﻪ ﭼﻴﺰ؟
ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ اثﺮات ﺟﺎﻧﺒﻰ
" ﻧﻈﺮ رﺋﻴﺶ ﺷﻤﺎ در ﻣﻮرد X "ﺑﺮاى رﺳﻴﺪن ﺑﻪ Xﭼﻪ ﮐﺎرى
ﭼﻴﺴﺖ؟ " ﺑﺎﻳﺪ اﻧﺠﺎم داد؟ "
"ﭼﻪ ﮐﺲ دﻳﮕﺮى ﺑﻪ ﻋﻤﻠﮑﺮد اﻳﻤﻨﻰ " ﭼﻄﻮر ﺧﺸﻨﻮدى رﺋﻴﺲ ﺧﻮد را
ﺷﻤﺎ ﻋﻼﻗﻤﻨﺪ اﺳﺖ؟" ﺗﺎﻣﻴﻦ ﻣﻰ ﮐﻨﻴﺪ؟"
Intentional Actions
Intentional actions resulting in human failure are known as violations or non
compliances (note that if an individual breaks a rule he or she is unaware of
this is not a violation but an unintentional, knowledge based mistake).
Types of Violation
Violation of rules and procedures occur when management or employees
deliberately break the rules. There are two factors to consider in diagnosing
the cause of violations - the motive for the violation and the modifying
conditions in the environment, which encourage or discourage violating
behaviour. These factors are referred to here as Motivators and Modifiers.
Motivators
There are five commonly accepted categories of reason why violations may
occur; Routine, Situational, Exceptional, Personally Optimising and
Sabotage. These motivators are shown in Figure 6.18 and described below.
Figure 6.18: Five types of motivator for violating rules and procedures
MOTIVATORS
DIRECT MOTIVATORS
Rule
Rule considered
considered unnecessary
unnecessary // violation
violation has
has become
become normal
normal
Routine
Routine working
working practice
practice
Situational
Situational Rules
Rules are
are difficult
difficult // impossible
impossible to
to follow
follow in
in the
the work
work situation
situation
Rule
Rule breaking
breaking due
due to
to unusual
unusual circumstances
circumstances (e.g.
(e.g. emergency)
emergency)
Exceptional
Exceptional often
often with
with unknown
unknown outcomes
outcomes
Personally
Personally Violation
Violation to
to benefit
benefit personally
personally e.g.
e.g. financial
financial gain,
gain, making
making life
life
optimising
optimising easier
easier
Sabotage
Sabotage Due
Due to
to conflict,
conflict, intending
intending damage
damage or
or harm
harm
در ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ ﻣﺮﺑﻮط ﺑﻪ ﻣﺼﺎحﺒﻪ ،ﻣﺼﺎحﺒﻪ ﮐﻨﻨﺪه ﺑﺎﻳﺪ %٩٠ﻣﺪت ﻣﺼﺎحﺒﻪ را صﺮف ﮔﻮش دادن ﺑﻪ ﻃﺮف
ﻣﻘﺎﺑﻞ ﮐﻨﺪ .ﺑﺎ اﻳﻦ حﺎل ،هﺮ ﮔﺎه ﻓﮑﺮ ﮐﺮدﻳﺪ ﻳﮑﻰ از ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ را ﺷﻨﺎﺳﺎﻳﻰ ﮐﺮده اﻳﺪ ،ﺑﺤﺚ را ﺑﺮ روى آن
ﻣﺘﻤﺮﮐﺰ ﻧﻤﺎﻳﻴﺪ.
اﻗﺪاﻣﺎت ﻋﻤﺪى
اﻗﺪاﻣﺎت ﻋﻤﺪى در ﻧﺘﻴﺠﻪ ﻧﺎﮐﺎرآﻣﺪى اﻧﺴﺎﻧﻰ را ﺗﺨﻠﻒ ﻳﺎ ﻋﺪم اﻃﺎﻋﺖ ﻣﻰ ﮔﻮﻳﻨﺪ )ﺗﻮﺟﻪ داﺷﺘﻪ ﺑﺎﺷﻴﺪ ﮐﻪ اﮔﺮ ﺷﺨﺺ ﺑﺎ
ﻋﺪم آﮔﺎهﻰ ﻗﺎﻧﻮن ﺷﮑﻨﻰ ﮐﻨﺪ ،ﺑﻪ اﻳﻦ ﻋﻤﻞ ﺗﺨﻠﻒ ﮔﻔﺘﻪ ﻧﻤﻰ ﺷﻮد ﺑﻠﮑﻪ اﺷﺘﺒﺎهﻰ ﻣﺒﺘﻨﻰ ﺑﺮ آﮔﺎهﻰ و ﻏﻴﺮ ﻋﻤﺪى ﺑﺸﻤﺎر
ﻣﻰ آﻳﺪ.
اﻧﻮاع ﺗﺨﻠﻒ
ﺗﺨﻠﻒ از ﻗﻮاﻧﻴﻦ و آﻳﻴﻦ ﻧﺎﻣﻪ هﺎ زﻣﺎﻧﻰ رخ ﻣﻰ دهﺪ ﮐﻪ ﻣﺪﻳﺮﻳﺖ ﻳﺎ ﮐﺎرﮐﻨﺎن ﻋﻤﺪًا ﻗﻮاﻧﻴﻦ را ﻧﻘﺾ ﮐﻨﻨﺪ .دو ﻋﺎﻣﻞ در
آﺳﻴﺐ ﺷﻨﺎﺳﻰ ﻋﻠﻞ ﺗﺨﻠﻒ وﺟﻮد دارد – اﻧﮕﻴﺰه ﺗﺨﻠﻒ و ﺗﻐﻴﻴﺮ در ﺷﺮاﻳﻂ ﻣﺤﻴﻂ ﮐﻪ ﻣﻨﺠﺮ ﺑﻪ ﺗﺸﻮﻳﻖ رﻓﺘﺎر ﺗﺨﻠﻒ
آﻣﻴﺰ و ﻳﺎ ﻣﺤﮑﻮم ﮐﺮدن آن ﻣﻰ ﮔﺮدد .در ﺑﺤﺚ حﺎﺿﺮ ،اﻳﻦ ﻋﻮاﻣﻞ ﻣﺤﺮک هﺎ و ﻣﻌﺮف هﺎ ﻧﺎﻣﻴﺪه ﺷﺪه اﻧﺪ.
ﻣﺤﺮک هﺎ
ﭘﻨﺞ ﮔﺮوه دﻟﻴﻞ ﭘﺬﻳﺮﻓﺘﻪ ﺷﺪه و راﻳﺞ ﺑﺮاى اﻧﺠﺎم ﺗﺨﻠﻔﺎت وﺟﻮد دارﻧﺪ :روال ﻋﺮﻓﻰ )روﺗﻴﻦ( ،ﻣﻮﻗﻌﻴﺘﻰ،اﺳﺘﺜﻨﺎﺋﻰ،
ﻣﻨﻔﻌﺖ ﺷﺨﺼﻰ و ﺧﺮاﺑﮑﺎرى .اﻳﻦ ﻣﺤﺮک هﺎ در ﺷﮑﻞ ٦-١٨ﻧﺸﺎن داده ﺷﺪه اﻧﺪ:
ﻣﺤﺮک هـــﺎ
اﺳﺘﺜﻨﺎﻳﻰ ﻧﺎﺷﻨﺎخﺘﻪ
Rule dueب ﻧﺘﺎﻳﺞ
breaking )اﻏﻠﺐ ا (ﻣﺜﻞ اﺿﻄﺮار
to unusual ﺷﺮاﻳﻂ ﻏﻴﺮﻣﻌﻤﻮل
circumstances ﺑﻮاﺳﻄﻪ(e.g. ofteﺷﮑﻨﻰ ﮐﻪ
)emergency ﻗﺎﻧﻮن
n
Exceptional هﻤﺮاه اﺳﺖ
Personally
ﺷﺨﺼﻰ ﻣﻨﻔﻌﺖ personally,زﻧﺪﮔﻰ
e.g.ﻳﺎ ﺑﻬﺘﺮ ﮐﺮدن
ﻣﺎلﻰ و ﻣﺜﻞ درآﻣﺪ ﺷﺨﺼﻰ هﺪف eﻧﻔﻊ ﺗﺨﻠﻒ اب
Violation to benefit financial gain, making lifeasier
خﺮاﺑﮑـﺎرى
Sabotage ﻼفDue to conflict, intending damage
harmاخﺘor
آﺳﻴﺐ رﺳﺎﻧﺪن و صﺪﻣﻪ ز دن ﺑﻪ دل ﻴﻞ
Routine
A routine violation is usually one that has become a habit. It is done as part
of normal working practice within a work group. This may be because at
one point the rule was perceived to be outdated or inappropriate for a certain
situation. These violations could be performed as often as the task in
question is performed, and may often have benign consequences. This type
of violation could, however, be dangerous in the presence of an unsafe
condition. Because these violations may happen very frequently and by
many individuals, this can raise the objective level of risk.
Minimising time and effort by taking the shortest possible route is a human
instinct. People may be aware of a sign saying “keep off the grass” but cut
across anyway because they do not consider the action to be harmful or
dangerous. In some cases the individual may be so used to performing the
violation out of habit that the action has become automatic and carried out
without conscious decision making.
Situational
A situational violation will occur when the work situation makes the rules
difficult or impossible to follow, for example when the procedures are
impractical, unrealistic or even unsafe, in a particular environment.
External conditions (such as heat, light, air quality, or noise) may also make
procedures difficult to follow. Strict adherence to rules may be impossible
if the necessary equipment is not provided. In some cases the situational
constraint may be a lack of available time for all procedures to be followed.
Exceptional
As the name suggests this type of violation occurs in exceptional
circumstances usually as a result of abnormal or unfamiliar conditions (e.g.
an emergency). Special knowledge may be required for solving novel
problems. If the individual’s knowledge of the system is inaccurate or
incomplete, the individual may consider the violation acceptable to achieve
the desired goal.
ﻣﻮﻗﻌﻴﺘﻰ
اﻳﻦ ﻧﻮع ﺗﺨﻠﻒ زﻣﺎﻧﻰ رخ ﻣﻰ دهﺪ ﮐﻪ ﻣﻮﻗﻌﻴﺖ ﮐﺎرى ﺗﺒﻌﻴﺖ از ﻗﻮاﻧﻴﻦ را ﺳﺨﺖ ﻳﺎ ﻧﺎﻣﻤﮑﻦ ﻣﻰ ﺳﺎزد .ﺑﺮاى ﻣﺜﺎل،
زﻣﺎﻧﻰ ﮐﻪ در ﻳﮏ ﻣﺤﻴﻂ ﺧﺎص ،آﻳﻴﻦ ﻧﺎﻣﻪ هﺎ ﻏﻴﺮ ﻋﻤﻠﻰ ،ﻏﻴﺮ واﻗﻊ ﺑﻴﻨﺎﻧﻪ و ﻳﺎ حﺘﻰ ﻏﻴﺮ اﻳﻤﻦ ﺑﺎﺷﻨﺪ .ﺷﺮاﻳﻂ
ﺧﺎرﺟﻰ )ﻣﺎﻧﻨﺪ ﮔﺮﻣﺎ ،ﻧﻮر ،ﮐﻴﻔﻴﺖ هﻮا ﻳﺎ صﺪا( ﻧﻴﺰ ﻣﻤﮑﻦ اﺳﺖ ﺗﺒﻌﻴﺖ از دﺳﺘﻮراﻟﻌﻤﻞ را ﻣﺸﮑﻞ ﮐﻨﻨﺪ .ﺗﺒﻌﻴﺖ دﻗﻴﻖ
از ﻗﻮاﻧﻴﻦ در صﻮرﺗﻴﮑﻪ ﺗﺠﻴﻬﺰات ﻻزم ﻓﺮاهﻢ ﻧﺸﺪه ﺑﺎﺷﺪ ،ﻏﻴﺮ ﻣﻤﮑﻦ اﺳﺖ .در ﺑﺮﺧﻰ ﻣﻮارد ﻓﻘﺪان زﻣﺎن ﮐﺎﻓﻰ
ﺑﺮاى اﺟﺮاى ﺗﻤﺎم دﺳﺘﻮراﻟﻌﻤﻞ و آﻳﻴﻦ ﻧﺎﻣﻪ هﺎ ﺟﺰو ﻣﺤﺪودﻳﺖ هﺎى ﻧﺎﺷﻰ از ﻣﻮﻗﻌﻴﺖ ﻗﻠﻤﺪاد ﻣﻴﮕﺮدد.
ﺗﮑﺮار وﻗﻮع اﻳﻦ ﮔﻮﻧﻪ ﺗﺨﻠﻔﺎت ﺑﻪ هﻤﺎن ﻣﻴﺰان وﻗﻮع ﺷﺮاﻳﻂ اﻟﻘﺎ ﮐﻨﻨﺪه آﻧﻬﺎﺳﺖ و حﺘﻰ ﻣﻤﮑﻦ اﺳﺖ ﺗﺒﺪﻳﻞ ﺑﻪ روال
ﻋﺮﻓﻰ )روﺗﻴﻦ( ﺷﻮﻧﺪ .اﮔﺮ ﭼﻪ اﻏﻠﺐ اﻳﻦ ﻧﻮع ﺗﺨﻠﻔﺎت در صﻮرﺗﻴﮑﻪ ﻣﻨﺠﺮ ﺑﻪ ﺳﺎﻧﺤﻪ ﺟﺰﺋﻰ و ﻳﺎ حﺘﻰ حﺎدﺛﻪ اى
ﺷﻮﻧﺪ ﻣﻮرد ﺗﻨﺒﻴﻪ ﻗﺮار ﻣﻰ ﮔﻴﺮﻧﺪ اﻣﺎ ﻣﻤﮑﻦ اﺳﺖ هﻤﻴﻦ اﻓﺮاد در ﻣﻮﻗﻌﻴﺖ هﺎى دﻳﮕﺮ ﺑﺠﻬﺖ اراﺋﻪ ﻧﻮﻋﻰ اﺑﺘﮑﺎر
ﺧﻼق ﺑﺮاى اﻧﺠﺎم ﮐﺎر ﻣﻮرد ﺗﺸﻮﻳﻖ ﻗﺮار ﮔﻴﺮﻧﺪ .از آﻧﺠﺎ ﮐﻪ ﺗﺨﻠﻔﺎت در اﺑﺘﺪا ﻏﻴﺮ ﻗﺎﺑﻞ اﺟﺘﻨﺎب ﺗﻠﻘﻰ ﻣﻰ ﮔﺮدﻧﺪ ،ﺗﻨﺒﻴﻪ
اﺛﺮات ﻗﺎﺑﻞ ﺗﻮﺟﻬﻰ ﺑﺮ روى ارﺗﮑﺎب و ﻳﺎ ﻋﺪم ارﺗﮑﺎب اﻳﻨﮕﻮﻧﻪ ﺗﺨﻠﻔﺎت ﻧﺪارد.
اﺳﺘﺜﻨﺎﺋﻰ
ﻻ در ﻧﺘﻴﺠﻪ ﺷﺮاﻳﻂ ﻏﻴﺮ ﻋﺎدى ﻳﺎ ﻧﺎﺷﻨﺎﺧﺘﻪ
هﻤﺎﻧﮕﻮﻧﻪ ﮐﻪ از ﻧﺎم ﭘﻴﺪاﺳﺖ ،اﻳﻦ ﻧﻮع ﺗﺨﻠﻒ در ﺷﺮاﻳﻂ اﺳﺘﺜﻨﺎﻳﻰ و ﻣﻌﻤﻮ ً
صﻮرت ﻣﻰ ﮔﻴﺮد )ﺑﺮاى ﻣﺜﻞ ،ﻳﮏ حﺎدﺛﻪ اﺿﻄﺮارى( .داﻧﺶ ﺧﺎصﻰ ﺑﺮاى حﻞ ﻣﺸﮑﻼت ﺟﺪﻳﺪ ﻧﻴﺎز اﺳﺖ .اﮔﺮ
داﻧﺶ و آﮔﺎهﻰ ﺷﺨﺺ از ﺳﻴﺴﺘﻢ ﻏﻠﻂ ﻳﺎ ﻧﺎﮐﺎﻓﻰ ﺑﺎﺷﺪ ،ﺷﺨﺺ ﺗﺨﻠﻒ را ﺑﺮاى دﺳﺘﻴﺎﺑﻰ ﺑﻪ هﺪف دﻟﺨﻮاه ،ﻗﺎﺑﻞ ﻗﺒﻮل
ﺗﺸﺨﻴﺺ ﺧﻮاهﺪ داد.
در ﺑﺮﺧﻰ ﻣﻮﻗﻌﻴﺖ هﺎى اﺿﻄﺮارى ،ﻋﻠﻴﺮﻏﻢ وﺟﻮد آﺷﻨﺎﻳﻰ و ﺷﻨﺎﺧﺖ ﮐﺎﻣﻞ ﭘﻴﺎﻣﺪهﺎ و وﺿﻌﻴﺖ ﺳﻴﺴﺘﻢ ،ﻟﮑﻦ ﺑﺪﻟﻴﻞ
ﻏﻴﺮﻗﺎﺑﻞ اﺟﺘﻨﺎب ﺷﻨﺎﺧﺘﻦ اﻳﻦ ﺗﺨﻠﻔﺎت ،ﺗﺨﻠﻒ صﻮرت ﻣﻰ ﮔﻴﺮد .ﭘﺮﻳﺪن ﺑﻪ داﺧﻞ ﻣﺨﺰن حﺎوى ﻣﻮاد ﻗﺎﺑﻞ اﺷﺘﻌﺎل
ﺑﺮاى ﻧﺠﺎت هﻤﮑﺎر ﺷﺎﻳﺪ ﻓﻮق اﻟﻌﺎده ﺧﻄﺮﻧﺎک ﺑﺎﺷﺪ اﻣﺎ در ﺷﺮاﻳﻂ اﺳﺘﺜﻨﺎﻳﻰ ﻏﻴﺮ ﻗﺎﺑﻞ اﺟﺘﻨﺎب اﺳﺖ.
Personally Optimising
Personally optimising violations occur whenever the individual decides to
violate in order to benefit personally from a work situation, when it is
considered ‘worth it’ or in an individual’s best interests, for example, to
finish ahead of time and do more rewarding work, or to be able to go home
earlier. In some cases, violating procedures might benefit the individual
financially, for example by speeding up production in piece-work.
Alternatively, the benefit might be the avoidance of negative consequences
to the individual, such as stress.
They may also be motivated by the desire to gain social status. This may be
by demonstrating skills through improvising (e.g. the rules are perceived to
apply to novices whereas violating demonstrates expertise), or by ‘showing
off’ in front of colleagues (e.g. to demonstrate fearlessness or a ‘daredevil’
personality). This category also includes ‘thrill seeking’ where the
boundaries of a system are explored out of curiosity or boredom.
The decision to violate is usually taken after a consideration of the costs and
benefits involved. It would usually not be considered ‘worth it’ if it
involved serious loss or harm to either individuals or equipment.
Likelihood of violating varies between individuals ( e.g. some people
respect authority of rules more than others). Varying personal
circumstances, for example periods of financial hardship, may also have an
effect.
Sabotage
Sabotage is the most commonly associated definition of a violation but in
practice it is extremely rare. Even though most will not be preventable, the
potential for such violations needs to be identified and defended against (i.e.
improved security) or their effects diminished (implementing safeguards).
اﻧﮕﻴﺰه ﺗﺨﻠﻔﺎت اﺳﺘﺜﻨﺎﻳﻰ ﻣﻰ ﺗﻮاﻧﺪ ﺟﻠﻮﮔﻴﺮى از آﺳﻴﺐ ﻳﺎ ﺟﺮح هﻤﺮاه اﻳﻦ ﺑﺎور ﮐﻪ هﺪف وﺳﻴﻠﻪ را ﺗﻮﺟﻴﻪ ﻣﻰ ﮐﻨﺪ،
ﺑﺎﺷﺪ .اﻳﻨﮕﻮﻧﻪ ﺗﺨﻠﻔﺎت ﺑﺴﻴﺎر ﻧﺎدر هﺴﺘﻨﺪ اﻣﺎ در صﻮرت وﻗﻮع ،ﭘﻴﺎﻣﺪهﺎى ﺑﺴﻴﺎر ﺟﺪى ﺑﻪ هﻤﺮاه دارﻧﺪ .ﺑﺮاى ﻣﺜﻞ،
در حﺎدﺛﻪ "ﺗﺮى ﻣﺎﻳﻞ آﻳﻠﻨﺪ" آﮔﺎهﻰ اﭘﺮاﺗﻮر از ﺳﻴﺴﺘﻢ ،ﮐﺎﻓﻰ ﻧﺒﻮده و ﺗﺨﻠﻒ )ﺑﺴﺘﻦ ﺷﻴﺮ( ﺑﺮاى ﺟﻠﻮﮔﻴﺮى از ﺑﺪﺗﺮ
ﺷﺪن ﻣﻮﻗﻌﻴﺖ ﺧﻄﺮﻧﺎک ﺗﻮﺟﻴﻪ ﺷﺪ .ﻣﺘﺄﺳﻔﺎﻧﻪ ،ﺑﺨﺎﻃﺮ ﻋﻴﺐ ﻳﺎﺑﻰ ﻏﻠﻂ از وﺿﻌﻴﺖ ﺳﻴﺴﺘﻢ ،اﻳﻦ اﻗﺪام اﺛﺮى ﻣﻌﮑﻮس
ﺑﻪ هﻤﺮاه داﺷﺖ.
ﻣﻨﻔﻌﺖ ﺷﺨﺼﻰ
ﺗﺨﻠﻔﺎت ﺟﻬﺖ ﻧﻔﻊ ﺷﺨﺼﻰ زﻣﺎﻧﻰ رخ ﻣﻰ دهﻨﺪ ﮐﻪ ﺷﺨﺺ ﺗﺼﻤﻴﻢ ﺑﻪ ﺗﺨﻠﻒ ﺟﻬﺖ ﺑﻬﺮه ﮔﻴﺮى ﺷﺨﺼﻰ از ﺷﺮاﻳﻂ
ﮐﺎرى ﻣﻮﺟﻮد ﻣﻰ ﮔﻴﺮد ﮐﻪ ﺗﺸﺨﻴﺺ دهﺪ "ارزﺷﺶ را دارد" و ﻳﺎ اﻳﻨﮑﻪ در ﺟﻬﺖ ﻣﻨﺎﻓﻊ اوﺳﺖ .ﺑﺮاى ﻣﺜﺎل ،ﮐﺎر
ﺧﻮد را زودﺗﺮ ﺗﻤﺎم ﮐﻨﺪ ﺗﺎ ﺑﺘﻮاﻧﺪ ﮐﺎرهﺎى ﻣﻨﻔﻌﺖ دار ﺑﻴﺸﺘﺮى اﻧﺠﺎم دهﺪ وﻳﺎ زودﺗﺮ ﺑﻪ ﺧﺎﻧﻪ ﺑﺮود .در ﺑﺮﺧﻰ ﻣﻮارد،
ﻼ در ﻣﻘﺎﻃﻌﻪ ﮐﺎرى ،ﺳﺮﻋﺖ ﺗﺨﻠﻒ از دﺳﺘﻮراﻟﻌﻤﻞ هﺎ ﻣﻤﮑﻦ اﺳﺖ ﻧﻔﻊ ﻣﺎﻟﻰ ﺑﺮاى ﺷﺨﺺ ﺑﻪ هﻤﺮاه داﺷﺘﻪ ﺑﺎﺷﺪ ﻣﺜ ً
ﺗﻮﻟﻴﺪ را ﺑﺎﻻ ﺑﺒﺮد .حﺘﻰ در ﻧﻘﻄﻪ ﻣﻘﺎﺑﻞ ،ﻣﻤﮑﻦ اﺳﺖ ﻧﻔﻊ ﺑﻪ ﻣﻌﻨﻰ ﺟﻠﻮﮔﻴﺮى از ﭘﻴﺎﻣﺪهﺎى ﻣﻨﻔﻰ ﺑﺮاى ﺷﺨﺺ ﻧﻈﻴﺮ
ﺗﻨﺶ و اﺿﻄﺮاب روحﻰ ﺑﺎﺷﺪ.
اﻧﮕﻴﺰه اﻳﻦ ﺗﺨﻠﻔﺎت ﻣﻰ ﺗﻮاﻧﺪ ﻋﻼﻗﻪ ﺑﻪ ﮐﺴﺐ ﻣﻮﻗﻌﻴﺖ اﺟﺘﻤﺎﻋﻰ ﻧﻴﺰ ﺑﺎﺷﺪ .اﻳﻦ ﮐﺎر ﺑﺎ ﺑﻪ ﻧﻤﺎﻳﺶ ﮔﺬاﺷﺘﻦ ﻣﻬﺎرت از
ﻃﺮﻳﻖ ﺑﻬﺒﻮد ﺑﺨﺸﻴﺪن ﮐﺎرهﺎ ) ﺑﺮاى ﻣﺜﺎل ،اﻓﺮاد ﺗﺎزه ﮐﺎر ﻗﻮاﻧﻴﻦ را ﻣﻮ ﺑﻪ ﻣﻮ رﻋﺎﻳﺖ ﻣﻰ ﮐﻨﻨﺪ در صﻮرﺗﻴﮑﻪ ﺗﺨﻠﻒ
ﻼ ﺑﻪ ﻧﻤﺎﻳﺶ ﮔﺬاﺷﺘﻦ
از آﻧﻬﺎ ﺑﻪ ﻣﻨﺰﻟﻪ صﺎحﺐ ﻣﻬﺎرت ﺑﻮدن ﻓﺮد ﺗﻠﻘﻰ ﺷﻮد( ،ﻳﺎ ﺑﺎ "ﺧﻮد ﻧﻤﺎﻳﻰ" ﺟﻠﻮى هﻤﮑﺎران )ﻣﺜ ً
ﺷﺨﺼﻴﺘﻰ ﺑﻰ ﺑﺎک و ﻣﺘﻬﻮر( صﻮرت ﮔﻴﺮد .در اﻳﻦ ﻣﻴﺎن ﻣﻰ ﺗﻮان "ﻣﺎﺟﺮاﺟﻮﻳﻰ" را ﻧﻴﺰ ﻟﺤﺎظ ﮐﺮد ﮐﻪ در آن
ﻣﺮزهﺎى ﻳﮏ ﺳﻴﺴﺘﻢ ﺑﺨﺎﻃﺮ ﮐﺴﺎﻟﺖ آورﺷﺪن ﮐﺎر و ﻳﺎ ﮐﻨﺠﮑﺎوى ﺷﮑﺴﺘﻪ ﻣﻰ ﺷﻮد.
ﻻ اﻧﺠﺎم
ﻻ ﭘﺲ از در ﻧﻈﺮ ﮔﺮﻓﺘﻦ هﺰﻳﻨﻪ هﺎ و ﻣﺰاﻳﺎى هﻤﺮاه ﺑﺎ آن ،ﮔﺮﻓﺘﻪ ﻣﻰ ﺷﻮد .ﻣﻌﻤﻮ ً
ﺗﺼﻤﻴﻢ ﺑﻪ ﺗﺨﻠﻒ ﻣﻌﻤﻮ ً
ﺗﺨﻠﻒ "ﺑﻪ ارزﺷﺶ ﻧﻤﻰ ارزد" اﮔﺮ اﻧﺠﺎم آن آﺳﻴﺐ ﻳﺎ ﺟﺮاحﺖ ﺟﺪى ﺑﻪ ﺗﺠﻬﻴﺰات ﻳﺎ ﺷﺨﺺ را ﺑﻪ دﻧﺒﺎل داﺷﺘﻪ ﺑﺎﺷﺪ.
ﻼ ﺑﺮﺧﻰ از اﻓﺮاد ﺑﻪ حﺎﮐﻤﻴﺖ ﻗﺎﻧﻮن ﺑﻴﺶ از ﺳﺎﻳﺮﻳﻦ احﺘﻤﺎل وﻗﻮع ﺗﺨﻠﻒ در ﻣﻴﺎن اﺷﺨﺎص ﻣﺨﺘﻠﻒ ﻣﺘﻔﺎوت اﺳﺖ )ﻣﺜ ً
ﻼ دوره هﺎى ﻣﻀﻴﻘﻪ ﻣﺎﻟﻰ ،ﻧﻴﺰ در اﻳﻦ ﻣﻴﺎن ﻣﺆﺛﺮ اﺳﺖ.احﺘﺮام ﻣﻰ ﮔﺬارﻧﺪ (.ﺷﺮاﻳﻂ ﻓﺮدى ﻣﺨﺘﻠﻒ ﻣﺜ ً
خﺮاﺑﮑﺎرى
ﺧﺮاﺑﮑﺎرى راﻳﺞ ﺗﺮﻳﻦ ﺗﻌﺮﻳﻒ از ﺗﺨﻠﻒ اﺳﺖ اﻣﺎ در ﻋﻤﻞ وﻗﻮع آن ﺑﺴﻴﺎر ﻧﺎدر اﺳﺖ .اﮔﺮ ﭼﻪ اﮐﺜﺮ ﺧﺮاﺑﮑﺎرى هﺎ
ﻏﻴﺮ ﻗﺎﺑﻞ ﭘﻴﺸﮕﻴﺮى هﺴﺘﻨﺪ اﻣﺎ ﺑﺎﻳﺪ ﭘﺘﺎﻧﺴﻴﻞ اﻧﺠﺎم آﻧﻬﺎ را ﺷﻨﺎﺳﺎﻳﻰ ﮐﺮده و ﺑﺎ آﻧﻬﺎ ﻣﻘﺎﺑﻠﻪ ﮐﺮد )ﻳﻌﻨﻰ اﻓﺰاﻳﺶ ﻣﻮارد
اﻣﻨﻴﺘﻰ( ﻳﺎ اﺛﺮات آﻧﻬﺎ را از ﺑﻴﻦ ﺑﺮد )اﺳﺘﻔﺎده از ﺗﻤﻬﻴﺪات حﻔﺎﻇﺘﻰ(.
ﻻ ﺑﻪ ﺳﺒﺐ اﺧﺘﻼف و ﺳﺘﻴﺰ )واﻗﻌﻰ ﻳﺎ ذهﻨﻰ( ﺑﻴﻦ ﺷﺨﺺ ﻳﺎ ﮔﺮوه ﺑﺎ ﺳﺎزﻣﺎن ﺗﺨﻠﻔﺎت ﻧﺎﺷﻰ از ﺧﺮاﺑﮑﺎرى ﻣﻌﻤﻮ ً
صﻮرت ﻣﻰ ﮔﻴﺮد .اﻧﮕﻴﺰه ﺧﺮاﺑﮑﺎرى ،ﺟﻠﻮﮔﻴﺮى از دﺳﺘﻴﺎﺑﻰ ﺳﺎزﻣﺎن ﺑﻪ اهﺪاﻓﻰ اﺳﺖ ﮐﻪ ﺑﺎ اهﺪاف ﺧﺮاﺑﮑﺎر در
ﺗﻀﺎد ﻗﺮار ﻣﻰ ﮔﻴﺮد .ﺷﺪت ﺧﺮاﺑﮑﺎرى از ﺗﺨﺮﻳﺐ ﺑﺎ ﺧﻄﺮ ﮐﻢ ﺗﺎ ﻋﻤﻠﻴﺎت ﺗﺮورﻳﺴﺘﻰ ﭘﺮ ﺧﻄﺮ ﻣﺘﻐﻴﺮ اﺳﺖ.
ﺧﻮﺷﺒﺨﺘﺎﻧﻊ اﻋﻤﺎل ﺗﺮورﻳﺴﺘﻰ ﺑﻮﺳﻴﻠﻪ ﮔﺮوه ﺳﻮم ﺑﺴﻴﺎر ﻧﺎدرﻧﺪ .ﻏﺎﻟﺒًﺎ ﻋﻤﻞ ﺧﺮاﺑﮑﺎرى ﻣﻨﺠﺮ ﺑﻪ اﻳﺠﺎد ﻣﺸﮑﻼت و
ﻣﻮاﻧﻊ ﮐﻮﭼﮏ ﻣﺎﻧﻨﺪ صﺪﻣﻪ رﺳﺎﻧﺪن ﺑﻪ PPEﺑﻨﺤﻮى ﮐﻪ دﻳﮕﺮ ﻗﺎﺑﻞ اﺳﺘﻔﺎده ﮐﺮدن ﻧﺒﺎﺷﺪ و ﻳﺎ ﺳﺮازﻳﺮ ﮐﺮدن ﺳﻴﻞ
ﻋﻈﻴﻤﻰ از ﮔﺰارش هﺎى ﺑﻴﻬﻮده ﮐﻪ ﺑﺎﻋﺚ از ﮐﺎراﻓﺘﺎدن ﺳﻴﺴﺘﻢ ﮔﺰارش دهﻰ ﺧﻄﺮات ﺑﺎﻟﻔﻮه ﮔﺮدد.
the system breaks down. In some cases, perceived unfair treatment may
result in sabotage as a means of retribution.
Modifiers
Once the violation has been linked with likely motivators, the interviewer
can investigate what modifying factors encourage or discourage the decision
to violate. Research has suggested there are eight common types of
modifier (Figure 6.19).
Figure 6.19: Types of modifier that can determine the likelihood of violations
MODIFIERS
BEHAVIOUR MODIFIERS
1.
1. Poor
Poor perception
perception of
of risk
risk
2.
2. Low
Low chance
chance of
of detection
detection
3.
3. Ineffective
Ineffective disciplinary
disciplinary procedures
procedures
4.
4. Lack
Lack of
of reward
reward for
for safe
safe practice
practice
5.
5. Poor
Poor accountability
accountability
6.
6. Poor
Poor supervisory
supervisory style
style
7.
7. Complacency
Complacency caused
caused by
by accident-free
accident-free environment
environment
8.
8. Inadequate
Inadequate management
management attitude
attitude
.در ﺑﺮﺧﻰ ﻣﻮارد ،رﻓﺘﺎرهﺎى ﻧﺎﻋﺎدﻻﻧﻪ ﻣﻤﮑﻦ اﺳﺖ ﺑﺎﻋﺚ اﻳﺠﺎد ﺧﺮاﺑﮑﺎرى ﺑﻪ ﻋﻨﻮان اﺑﺰارى ﺟﻬﺖ ﺗﻼﻓﻰ ﮔﺮدد.
ﻣﻌﺮف هﺎ
ﺑﺎ در ﻧﻈﺮ ﮔﺮﻓﺘﻦ اﻳﻦ ﻣﺤﺮک هﺎ و ﻣﻌﺮف هﺎ )ﺗﻐﻴﻴﺮ دهﻨﺪه هﺎ( ،ﻣﻰ ﺗﻮان درک ﻋﻤﻴﻖ ﺗﺮى از دﻻﻳﻞ رﻳﺸﻪ اى
)ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ( ﮐﻪ ﺑﺎﻋﺚ اﻳﺠﺎد ﺗﺨﻠﻔﻰ ﺧﺎص ﻣﻰ ﺷﻮﻧﺪ داﺷﺖ .ﺑﻄﻮر ﮐﻠﻰ ،اﻳﻦ اﻣﺮ ﺑﻪ ﮐﻤﮏ ﻳﮏ ﺳﺮى ﻣﺼﺎحﺒﻪ
هﺎى رو در رو ﺑﺎ اﻋﻀﺎى ﮔﺮوه هﺎى ﻣﻮرد ﻧﻈﺮ صﻮرت ﻣﻰ ﮔﻴﺮد .روﻳﮑﺮدهﺎى ﻣﺼﺎحﺒﻪ اى ﮐﻪ در ﺑﺎﻻ ﺑﺪان
اﺷﺎره ﺷﺪ ﺑﻄﻮر ﻳﮑﺴﺎن در ﻣﻮرد ﻣﺼﺎحﺒﻪ از ﮔﺮوه هﺎى ﺑﺮﮔﺰﻳﺪه و ﻧﻤﻮﻧﻪ ﻧﻴﺰ ﮐﺎرﺑﺮد دارد .اﻣﺎ ﺑﻤﻨﻈﻮر اﻳﺠﺎد
اﻃﻤﻴﻨﺎن و ﺗﻀﻤﻴﻦ ﻣﺤﺮﻣﺎﻧﻪ ﺑﻮدن ﻣﺒﺎحﺜﺎت ﺑﺎﻳﺴﺘﻰ ﺑﺨﺼﻮص دﻗﺖ ﻧﻤﻮد.
A useful way to help identify organisational and system solutions is to consider the
‘Four Ps’ approach: Philosophy, Policy, Procedures and Practice. Essentially, the Four
P’s represent a hierarchy of levers that management can use to exercise influence.
There is a close correspondence between each of the Four Ps and the layers of the Onion
Skin Model (Figure 6.20). The four “Ps” help to identify what needs to change in each
of the corresponding onion skin layers.
اﻳﻦ اﻣﺮ ﻣﻤﮑﻦ اﺳﺖ ﺑﻪ ﺗﻌﻴﻴﻦ ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ اى را ﮐﻪ ﺑﺎﻳﺪ در ﻓﺮهﻨﮓ "اﻳﺪه آل" وﺟﻮد داﺷﺘﻪ ﺑﺎﺷﺪ ﮐﻤﮏ ﻧﻤﻮده و
آﻧﻬﺎ را ﺑﺮ اﺳﺎس رﻓﺘﺎرهﺎى ﻣﻄﻠﻮب و ﻧﺎﻣﻄﻠﻮب ﺗﻌﺮﻳﻒ ﮐﻨﻴﺪ .ﺑﺎ درک اﻳﻨﮑﻪ اﻓﺮاد در ﺳﺎزﻣﺎن ﺟﺪﻳﺪ از ﺟﻨﺒﻪ
ﻣﺼﺪاق هﺎى ﻋﻴﻨﻰ )هﻤﭽﻨﻴﻦ ﻣﺼﺪاق رﻓﺘﺎرهﺎى ﻣﻮﺟﻮدى ﮐﻪ ﺑﺎﻳﺪ ﺗﻐﻴﻴﺮ ﮐﻨﻨﺪ( ﭼﮕﻮﻧﻪ رﻓﺘﺎر ﺧﻮاهﻨﺪ ﮐﺮد ،ﻣﻰ ﺗﻮان
دﻳﺪﮔﺎهﻬﺎى ﺧﻮد راﭘﺮ ﻣﻌﻨﺎﺗﺮ ﺑﻪ اﻓﺮاد درون ﺳﺎزﻣﺎن اراﺋﻪ ﮐﺮد.
ﻣﻰ داﻧﻴﻢ ﮐﻪ ﻣﺤﺮک رﻓﺘﺎرهﺎ ،ارزش هﺎ ،ﻧﮕﺮش هﺎ و ﺑﺮداﺷﺖ هﺎ هﺴﺘﻨﺪ ،ﺑﻨﺎﺑﺮاﻳﻦ ﻻزم اﺳﺖ ﮐﻪ ارزﺷﻬـــﺎ ،
ﻧﮕﺮش هﺎ و ﺑﺮداﺷﺖ هﺎﻳﻰ ﮐﻪ در ﻓﺮهﻨﮓ اﻳﺪه آل ﺧﻮد ﺑﻪ دﻧﺒﺎﻟﺶ هﺴﺘﻴﺪ ﺗﻌﺮﻳﻒ ﺷﻮﻧﺪ.
ﻳﮑﻰ از راه هﺎى ﻣﻔﻴﺪ ﺑﺮاى ﺷﻨﺎﺳﺎﻳﻰ راهﮑﺎرهﺎى ﺳﻴﺴﺘﻤﻰ و ﺳﺎزﻣﺎﻧﻰ اﺳﺘﻔﺎده از روﻳﮑﺮد "ﭼﻬﺎر "Pاﺳﺖ :ﻓﻠﺴﻔﻪ،
ﺧﻂ ﻣﺸﻰ ،دﺳﺘﻮراﻟﻌﻤﻞ هﺎ و ﮐﺎرﺑﺮد و ﻋﻤﻞ .در اصﻞ ،اصﻮﻻً ،روﻳﮑﺮد "ﭼﻬﺎر "Pﺑﻴﺎﻧﮕﺮ اهﺮم هﺎى ﺳﻠﺴﻠﻪ
ﻣﺮاﺗﺒﻰ اﺳﺖ ﮐﻪ ﻣﺪﻳﺮﻳﺖ ﻣﻰ ﺗﻮاﻧﺪ ﺑﮑﻤﮏ آن ﻧﻔﻮذ ﺧﻮد را اﻋﻤﺎل ﻣﻰ ﮐﻨﺪ .ارﺗﺒﺎط ﻧﺰدﻳﮑﻰ ﺑﻴﻦ هﺮ ﻳﮏ از اﻳﻦ
ﭼﻬﺎر ﻋﺎﻣﻞ ﻓﻮق و ﻻﻳﻪ هﺎى "ﻣﺪل ﭘﻮﺳﺖ ﭘﻴﺎز" وﺟﻮد دارد )ﺷﮑﻞ .(۶-٢٠اﻳﻦ ﻋﻮاﻣﻞ ﮐﻤﮏ ﻣﻰ ﮐﻨﻨﺪ ﺗﺎ ﻣﻮاردى
را ﮐﻪ ﺑﺎﻳﺪ در ﻻﻳﻪ هﺎى ﻣﺘﻨﺎﻇﺮ آﻧﻬﺎ در ﻣﺪل ﭘﻮﺳﺖ ﭘﻴﺎز ﺗﻐﻴﻴﺮ ﮐﻨﺪ ،ﺷﻨﺎﺳﺎﻳﻰ ﺷﻮﻧﺪ.
Figure 6.20: Management levels for changing HSE Culture (the Four P’s)
Society / External
• Belief
• Values
• Visions
Organisation • Missions
Philosophy
• Strategies
• Policies
Policy • Standards
Workplace
• Procedures
• Instructions
Procedures • Guidelines
• Systems Management
Management
Onion
OnionSkin
Skin
• Methods Levers
LeversThe
The
Model
Model 4P’s
4P’s
Individual • Tasks
• Acts
Practices
Philosophy
The philosophy of an organisation is often defined by the senior
management or founders of an organisation as the overall aims and
objectives. For example, “to be a world leader in___________.” The
philosophy of an organisation may be an explicit statement of the
company’s overall aims, or an implicit understanding of what the
organisation seeks to achieve. It both influences, and is influenced by, the
culture of an organisation.
Policy
Company policy is the way in which the senior management defines how
the company philosophy is to be acted out. It is the official version of what
the company expects from individuals to keep in line with the company’s
overall vision. In this way, policy statements serve the strategic business
goals of the organisation. Policies can be unwritten or written statements,
which are intended to influence the company’s activities (e.g. safety policy,
environmental policy, training policy, equal opportunities policy etc.).
Procedures
The procedures are the systems in place, which govern how the policies are
carried out. They may be officially codified or informal guidelines about
how work is managed and controlled.
Procedures include for example: instructions for carrying out tasks, safety
rules, disciplinary procedures, training procedures and supervisory
procedures.
راهﺒﺮدهﺎ •
خﻂ ﻣﺸﻰ خﻂ ﻣﺸﻰ هﺎ •
اﺳﺘﺎﻧﺪاردهﺎ •
دﺳﺘﻮرالﻌﻤﻞ هﺎ •
ﻣﺤﻞ ﮐﺎر روش هﺎ •
رهﻨﻤﻮدهﺎ • اهﺮﻣﻬﺎى
ﻣﺪل
دﺳﺘﻮرالﻌﻤﻞ هﺎ ﺳﻴﺴﺘﻢ هﺎ • Management
Onion Skin روش هﺎ • ﭼﻬﺎرﮔﺎﻧﻪ
Levers The
ﭘﻮﺳﺖ ﭘﻴﺎز
Model ﻣﺪﻳﺮﻳﺘﻰ
4P’s
ﻓﻠﺴﻔﻪ
ﻓﻠﺴﻔﻪ هﺮ ﺳﺎزﻣﺎن اﻏﻠﺐ ﺗﻮﺳﻂ ﻣﺪﻳﺮﻳﺖ ارﺷﺪ ﻳﺎ ﻣﻮﺳﺴﺎن آن و ﺑﻪ ﻋﻨﻮان اهﺪاف ﮐﻠﻰ ﺗﻌﺮﻳﻒ ﻣﻰ ﺷﻮد .ﺑﺮاى ﻣﺜﺎل
"ﻗﺼﺪ دارﻳﻢ رهﺒﺮى .......را در ﺟﻬﺎن ﺑﻪ دﺳﺖ ﮔﻴﺮﻳﻢ ".ﻓﻠﺴﻔﻪ ﻳﮏ ﺳﺎزﻣﺎن ﻣﻰ ﺗﻮاﻧﺪ ﻋﺒﺎرﺗﻰ واﺿﺢ از اهﺪاف
ﮐﻠﻰ ﺳﺎزﻣﺎن ﺑﻮده و درﮐﻰ ﺗﻠﻮﻳﺤﻰ از آﻧﭽﻪ ﺳﺎزﻣﺎن ﺑﻪ دﻧﺒﺎل دﺳﺘﻴﺎﺑﻰ ﺑﻪ آن اﺳﺖ ﺑﺎﺷﺪ .در هﺮ دو صﻮرت ،ﻓﻠﺴﻔﻪ
ﺳﺎزﻣﺎن هﻢ ﺑﺮ ﻓﺮهﻨﮓ حﺎﮐﻢ ﺑﺮ ﺳﺎزﻣﺎن اﺛﺮ ﮔﺬار ﺑﻮده و هﻢ در ﻋﻴﻦ حﺎل از آن اﺛﺮ ﭘﺬﻳﺮ ﻣﻰ ﺑﺎﺷﺪ.
خﻂ ﻣﺸﻰ
ﺧﻂ ﻣﺸﻰ ﺷﺮﮐﺖ راهﻰ اﺳﺖ ﮐﻪ ﺗﻮﺳﻂ ﻣﺪﻳﺮﻳﺖ ارﺷﺪ ﺗﻌﺮﻳﻒ ﻣﻰ ﺷﻮد و ﭼﮕﻮﻧﮕﻰ ﺑﻪ ﻓﻌﺎﻟﻴﺖ در آﻣﺪن ﻓﻠﺴﻔﻪ
ﺷﺮﮐﺖ را ﻧﺸﺎن ﻣﻰ دهﺪ .ﺧﻂ ﻣﺸﻰ ﺷﺮﮐﺖ ،ﺷﮑﻞ رﺳﻤﻰ اﻧﺘﻈﺎرات ﺷﺮﮐﺖ از اﻓﺮاد اﺳﺖ ﺗﺎ در ﻣﺴﻴﺮ دﻳﺪﮔﺎهﻬﺎى
ﮐﻠﻰ ﺷﺮﮐﺖ ﻗﺪم ﺑﺮدارﻧﺪ .از اﻳﻦ رو ،ﺑﻴﺎﻧﻴﻪ ﺧﻂ ﻣﺸﻰ و ﺳﻴﺎﺳﺖ ﮔﺬارى ﺧﺪﻣﺖ اهﺪاف ادارى -راهﺒﺮدى ﺷﺮﮐﺖ
ﻗﺮار ﻣﻰ ﮔﻴﺮد .ﺧﻂ ﻣﺸﻰ هﺎ ﻣﻤﮑﻦ اﺳﺖ ﺑﻴﺎﻧﻴﻪ اب ﻣﮑﺘﻮب و ﻳﺎ ﻏﻴﺮﻣﮑﺘﻮب ﺑﺎﺷﻨﺪ ﮐﻪ ﻗﺮار اﺳﺖ ﺑﺮ ﮐﻠﻴﻪ ﻓﻌﺎﻟﻴﺖ
هﺎى ﺷﺮﮐﺖ اﺛﺮﮔﺬار ﺑﺎﺷﻨﺪ) .از ﻗﺒﻴﻞ ﺧﻂ ﻣﺸﻰ هﺎى اﻳﻤﻨﻰ ،ﺧﻂ ﻣﺸﻰ هﺎى زﻳﺴﺖ ﻣﺤﻴﻄﻰ ،ﺧﻂ ﻣﺸﻰ هﺎى
آﻣﻮزﺷﻰ ،ﺧﻂ ﻣﺸﻰ ﻓﺮصﺘﻬﺎى ﻳﮑﺴﺎن و ﻏﻴﺮه(
دﺳﺘﻮرالﻌﻤﻞ هــﺎ
دﺳﺘﻮراﻟﻌﻤﻞ هﺎ ،ﺳﻴﺴﺘﻢ هﺎى ﭘﻴﺎده ﺷﺪه اى هﺴﺘﻨﺪ ﮐﻪ ﻧﺤﻮه اﺟﺮاى ﺧﻂ ﻣﺸﻰ هﺎ را ﺗﻌﻴﻴﻦ ﻣﻰ ﮐﻨﻨﺪ .ﺧﻂ ﻣﺸﻰ هﺎ
ﻣﻤﮑﻦ اﺳﺖ رهﻨﻤﻮدهﺎى رﺳﻤﻰ ﻳﺎ ﻏﻴﺮ رﺳﻤﻰ در ﻣﻮرد ﺷﻴﻮه ﻣﺪﻳﺮﻳﺖ و ﮐﻨﺘﺮل ﺑﺎﺷﻨﺪ.
از ﺟﻤﻠﻪ دﺳﺘﻮراﻟﻌﻤﻞ هﺎ ﻣﻰ ﺗﻮان ﺑﻪ دﺳﺘﻮراﻟﻌﻤﻞ اﻧﺠﺎم وﻇﺎﻳﻒ ،ﻗﻮاﻧﻴﻦ اﻳﻤﻨﻰ ،روﺷﻬﺎى اﺟﺮاﺋﻰ اﻧﻀﺒﺎﻃﻰ ،روش
هﺎى اﺟﺮاﺋﻰ آﻣﻮزﺷﻰ و روش هﺎى اﺟﺮاﺋﻰ ﻧﻈﺎرﺗﻰ اﺷﺎره ﮐﺮد.
Practice
Practice refers to the actual work done including all tasks stipulated in and
governed by the procedures. Practice refers to all aspects of the work
systems including the person, the task, the work space design and the
external environment (e.g. temperature, lighting, noise, etc.). Changing
practice may involve altering any aspect of the work system. Possibilities
for change include personnel selection methods, redesign of the task,
redesign of equipment or altering the work space environment.
Figure 6.21: Cultural change can not be “pushed” employees must “pull” changes through
“Push” Programmes
New Attitudes
New Behaviour
and beliefs
“Pull” Programmes
Actions Results
Required Required
ﺷﻴﻮه هﺎ و ﻣﻮارد ﻋﻤﻠﻰ ﺑﻪ ﮐﺎرهﺎى واﻗﻌﻰ ﮐﻪ اﻧﺠﺎم ﺷﺪه اﻧﺪ ﮔﻔﺘﻪ ﻣﻰ ﺷﻮد ﮐﻪ ﺗﻤﺎم وﻇﺎﻳﻒ ﻣﺼﺮح و ﺗﻌﻴﻴﻦ ﺷﺪه در
دﺳﺘﻮراﻟﻌﻤﻞ هﺎ را ﺷﺎﻣﻞ ﻣﻰ ﺷﻮد .ﺷﻴﻮه هﺎى ﻋﻤﻠﻰ ﺑﻪ ﺗﻤﺎم ﺟﻨﺒﻪ هﺎى ﺳﻴﺴﺘﻢ هﺎى ﮐﺎرى از ﺟﻤﻠﻪ ،ﺷﺨﺺ ،وﻇﻴﻔﻪ،
ﻼ دﻣﺎ ،ﻧﻮر ،صﺪا و ﻏﻴﺮه( اﻃﻼق ﻣﻰ ﺷﻮد .ﺗﻐﻴﻴﺮ در ﺷﻴﻮه ﻋﻤﻞ ﻣﻤﮑﻦ ﻃﺮاحﻰ ﻣﺤﻞ ﮐﺎر و ﻣﺤﻴﻂ ﺧﺎرﺟﻰ )ﻣﺜ ً
اﺳﺖ ﺷﺎﻣﻞ هﺮ ﻳﮏ از ﺟﻨﺒﻪ هﺎى ﺳﻴﺴﺘﻢ ﮐﺎرى ﺷﻮد .اﻣﮑﺎن اِﻋﻤﺎل ﺗﻐﻴﻴﺮات ﺷﺎﻣﻞ ﺷﻴﻮه هﺎى اﻧﺘﺨﺎب ﭘﺮﺳﻨﻞ،
ﻃﺮاحﻰ و ﺗﻌﻴﻴﻦ ﻣﺠﺪد وﻇﺎﻳﻒ ،ﻃﺮاحﻰ ﻣﺠﺪد ﺗﺠﻬﻴﺰات ﻳﺎ ﺗﻐﻴﻴﺮ ﺷﺮاﻳﻂ و ﻣﺤﻴﻂ ﻓﻀﺎى ﮐﺎرى ﻣﻰ ﺑﺎﺷﺪ.
هﻨﮕﺎم در ﻧﻈﺮ ﮔﺮﻓﺘﻦ اﻳﻦ ﻣﻮارد ،ﺑﻴﺎد داﺷﺘﻪ ﺑﺎﺷﻴﺪ ﮐﻪ "ﺟﺬب" هﻤﻴﺸﻪ از "دﻓﻊ" ﻣﺆﺛﺮﺗﺮ اﺳﺖ )ﺷﮑﻞ .( ۶-٢١اﻳﻦ
ﺑﺪﻳﻦ ﻣﻌﻨﺎﺳﺖ ﮐﻪ ﺑﺮﻧﺎﻣﻪ هﺎى ﻣﺆﺛﺮ و ﮐﺎرآى ﺗﻐﻴﻴﺮ آﻧﻬﺎﻳﻰ هﺴﺘﻨﺪ ﮐﻪ ﺷﺮاﻳﻄﻰ را اﻳﺠﺎد ﻣﻰ ﮐﻨﻨﺪ ﺗﺎ ﺧﻮد هﺮ ﻓﺮد ﻳﺎ
ﮔﺮوه ،رﻓﺘﺎر ﺧﻮﻳﺶ را ﺗﻐﻴﻴﺮ دهﺪ و ﻧﻪ ﺑﺮﻧﺎﻣﻪ هﺎﻳﻰ ﮐﻪ ﻓﻘﻂ اﻋﻼم ﻣﻰ ﮐﻨﻨﺪ ،ﻧﮕﺮﺷﻬﺎ ﺑﺎﻳﺪ ﺗﻐﻴﻴﺮ ﮐﻨﺪ.
ﺷﮑﻞ :۶-٢١ﺗﻐﻴﻴﺮ ﻓﺮهﻨﮓ ﻧﻤﻰ ﺗﻮاﻧﺪ ﺑﺼﻮرت "داﻓﻌﻪ" ﺑﺎﺷﺪ .ﮐﺎرﮐﻨﺎن ﺑﺎﻳﺪ ﺗﻐﻴﻴﺮات را "ﺟﺬب" ﮐﻨﻨﺪ
ﻧﮕﺮش هﺎ و رﻓﺘــﺎر
ﺑﺎورهﺎی ﺟﺪیﺪ ﺟﺪیــــﺪ
Summary of Chapter 6
In today’s business operations it is unusual to find a situation where there
simply aren’t enough systems and procedures to manage HSE properly –
many companies would assert that there are too many. The problem that
faces companies is how to reach the employees at the sharp end of the
business, and change behaviour in the face of the complex bureaucracy that
has resulted from the need to “assure” HSE to stakeholders. Promoting
good HSE culture has therefore risen to the top of the agenda for many high
hazard industries.
ﺑﺮﺧﻰ ارزﻳﺎﺑﻰ هﺎ ﻧﺸﺎن ﻣﻰ دهﻨﺪ ﮐﻪ دﺳﺘﻴﺎﺑﻰ ﺑﻪ ﺗﻐﻴﻴﺮ ﻓﺮهﻨﮓ ﻣﺎﻧﺪﮔﺎر ،ﭘﻨﺞ ﺗﺎ هﻔﺖ ﺳﺎل زﻣﺎن ﻧﻴﺎز دارد .ﺗﺤﻘﻴﻘﺎت
دﻳﮕﺮى ﻧﻴﺰ ﻣﻰ ﮔﻮﻳﻨﺪ ،هﻴﭻ ﭼﻴﺰ ﻋﺠﻴﺐ و ﻣﺮﻣﻮزى در اﻳﻦ ﻣﻴﺎن وﺟﻮد ﻧﺪارد و اﻳﻦ ﺗﻐﻴﻴﺮ ﻣﻰ ﺗﻮاﻧﺪ در ﻃﻮل
ﻋﻤﻠﮑﺮد هﺎى اﺟﺮاﻳﻰ واﻗﻊ ﮔﺮاﻳﺎﻧﻪ روزﻣﺮه ﺑﻪ دﺳﺖ آﻳﺪ .در ﻣﺆﺳﺴﻪ "آرﺗﻮر دى ﻟﻴﺘﻞ" ،ﺗﺸﺨﻴﺺ ﻣﺎ اﻳﻦ اﺳﺖ ﮐﻪ
ﻻ حﺪاﻗﻞ ﻳﮏ ﺗﺎ دو ﺳﺎل زﻣﺎن ﻧﻴﺎز دارد ﺗﺎ اﺛﺮات ﻣﺎﻧﺪﮔﺎر ﺧﻮد را ﻧﺸﺎن
هﺮ ﺗﻐﻴﻴﺮ ﻣﺎهﻮى در ﻓﺮهﻨﮓ اﻳﻤﻨﻰ ﻣﻌﻤﻮ ً
دهﺪ.
هﺮم ﮐﻼﺳﻴﮏ ﻋﻮاﻣﻞ حﺎدﺛﻪ ،راﺑﻄﻪ ﺑﻴﻦ ﺧﻄﺮات ﺑﺎﻟﻘﻮه )اﻋﻤﺎل ﻳﺎ ﺷﺮاﻳﻂ ﺧﻄﺮﻧﺎک( و حﻮادث ﺟﺪى را ﻧﺸﺎن ﻣﻰ
دهﺪ .ﻓﺮهﻨﮓ اﻳﻤﻨﻰ اﺛﺮ ﻣﺴﺘﻘﻴﻤﻰ ﺑﺮ وﻗﻮع اﻋﻤﺎل ﺧﻄﺮﻧﺎک و ﺑﻮﻳﮋه اﻋﻤﺎل ﻣﺨﺎﻃﺮه آﻣﻴﺰى ﮐﻪ در ﻣﻘﺎم ﻣﻘﺎﻳﺴﻪ ﺑﺎ
ﺧﻄﺎ ،در رده ﺗﺨﻠﻒ ﻗﺮار ﻣﻰ ﮔﻴﺮﻧﺪ دارد .هﻤﭽﻨﻴﻦ ،ﻣﻰ ﺗﻮان ﺑﻄﻮر ﻣﺴﺘﺪل ﻧﺸﺎن داد ﮐﻪ ﻓﺮهﻨﮓ اﻳﻤﻨﻰ ،در
ﭘﻴﺸﺎﻣﺪهﺎﻳﻰ ﮐﻪ ﻣﻨﺠﺮ ﺑﻪ وﺟﻮد ﺷﺮاﻳﻂ ﺧﻄﺮﻧﺎک ﻣﻰ ﮔﺮدد ،ﻋﺎﻣﻞ اﻳﺠﺎد ﮐﻨﻨﺪه ﻧﺎ اﻳﻤﻨﻰ ﺑﺤﺴﺎب ﻣﻰ آﻳﺪ.
ﻓﺮهﻨﮓ HSEآن ﭼﻴﺰى اﺳﺖ ﮐﻪ ﺷﺮﮐﺖ "هﺴﺖ" )ﺑﺎورهﺎ ،ﻧﮕﺮش هﺎ و ارزﺷﻬﺎﻳﻰ ﮐﻪ اﻋﻀﺎى آن در ﻣﻮرد
رﻋﺎﻳﺖ اﻳﻤﻨﻰ دارﻧﺪ( و آن ﭼﻴﺰى ﮐﻪ ﺷﺮﮐﺖ "دارد" )ﺳﺎﺧﺘﺎرهﺎ ،ﻣﻮارد ﻋﻤﻠﻰ ﺷﺪه ،ﮐﻨﺘﺮل هﺎ و ﺧﻂ ﻣﺸﻰ هﺎى
ﻃﺮاحﻰ ﺷﺪه ﺑﺮاى اﻓﺰاﻳﺶ اﻳﻤﻨﻰ( .ﺗﺼﺤﻴﺢ ﻣﻮرد اﺧﻴﺮ ﺑﺴﻴﺎر آﺳﺎﻧﺘﺮ از ﻣﻮرد اول اﺳﺖ .ﺑﺴﻴﺎر ﻣﺸﮑﻞ اﺳﺖ ﮐﻪ
ﻧﮕﺮﺷﻬﺎ و ﺑﺎورهﺎى اﻓﺮاد ﺑﺰرﮔﺴﺎل را ﺑﺎ روﺷﻬﺎى ﻣﺴﺘﻘﻴﻢ اﺟﺒﺎر و ﺗﺤﺮﻳﮏ ﺗﻐﻴﻴﺮ داد ﺑﻠﮑﻪ ﻋﻤﻠﻰ ﮐﻪ ﺑﺎ ﮐﻨﺘﺮﻟﻬﺎى
ﺳﺎزﻣﺎﻧﻰ ﺷﮑﻞ ﻣﻰ ﮔﻴﺮد ﻣﻰ ﺗﻮاﻧﺪ ﺑﻪ ﺗﻔﮑﺮ و ﺑﺎور ﻣﻨﺠﺮ ﺷﻮد.
ﺑﺮاﺳﺎس اﻳﻦ ﻗﺎﻧﻮن ،ﺳﺎزﻣﺎن ﻣﺤﻴﻂ زﻳﺴﺖ ﻣﺴﺌﻮل حﻔﺎﻇﺖ و ﺑﻬﺴﺎزى ﻣﺤﻴﻂ زﻳﺴﺖ، ﻗﺎﻧﻮن حﻔﺎﻇﺖ و حﻤﺎﻳﺖ ١٩٧٤
ﺟﻠﻮﮔﻴﺮى و ﮐﻨﺘﺮل هﺮ ﻧﻮع آﻟﻮدﮔﻰ ،آﺳﻴﺐ دﻳﺪﮔﻰ و اﻣﻮر ﻣﺮﺑﻮط ﺑﻪ حﻴﺎت وحﺶ زﻳﺴﺖ ﻣﺤﻴﻄﻰ
ﻣﻰﺑﺎﺷﺪ.
ﻃﺒﻖ ﺑﻨﺪ ٢اﻳﻦ ﻗﺎﻧﻮن ،آﻟﻮده ﺳﺎﺧﺘﻦ رودﺧﺎﻧﻪهﺎ ﻳﺎ درﻳﺎهﺎ در درون ﻣﺮزهﺎى اﻳﺮان از ﻗﺎﻧﻮن درﻳﺎ و رودخﺎﻧﻪهﺎى ١٩٧٦
ﻃﺮﻳﻖ ﮐﺸﺘﻰهﺎى ﻧﻔﺘﮑﺶ ،ﺳﮑﻮهﺎى حﻔﺎرى ﻧﻔﺖ و ﻳﺎ ﻟﻮﻟﻪهﺎى اﻧﺘﻘﺎل ﻧﻔﺖ در ﺳﺎحﻞ ﻳﺎ ﻣﺮزى
ﻼ در آبهﺎى ﺧﻠﻴﺞ ﻓﺎرس و درﻳﺎى ﻋﻤﺎن دور از ﺳﺎحﻞ ﻣﻤﻨﻮع ﻣﻰﺑﺎﺷﺪ .اﻳﻦ ﻗﺎﻧﻮن ﻋﻤ ً حﻔﺎﻇﺖ در ﺑﺮاﺑﺮ آلﻮدﮔﻰهﺎى
اﺟﺮا ﻣﻰﺷﻮد .ﻋﻼوه ﺑﺮ اﻳﻦ ﻃﺒﻖ ﺑﻨﺪ ١٣اﻳﻦ ﻗﺎﻧﻮن ،اﮔﺮ صﻨﻌﺘﻰ ﺑﻪ ﺑﻨﺎدر ،ﺳﻮاحﻞ ﻳﺎ ﻧﻔﺘﻰ
ﻣﺤﻴﻂ درﻳﺎﻳﻰ اﻳﺮان آﺳﻴﺐ وارد ﮐﻨﺪ دادﮔﺎه ﺧﻄﺎﮐﺎر را ﺟﻬﺖ ﺟﺒﺮان آن ﺟﺮﻳﻤﻪ ﻣﺎﻟﻰ
ﻣﻰﮐﻨﺪ.
ﻃﺒﻖ اﻳﻦ ﻗﺎﻧﻮن ﭘﺎرکهﺎى ﻣﻠﻰ ،ﭘﻨﺎهﮕﺎه حﻴﺎت وحﺶ ،آﺛﺎر ﻃﺒﻴﻌﻰ ﻣﻠﻰ و ﻣﻨﺎﻃﻖ ﻗﺎﻧﻮن ﻻزم اﻻﺟﺮاء حﻔﺎﻇﺖ و ١٩٧٦
حﻔﺎﻇﺖ ﺷﺪه ﺑﺎﻳﺪ در ﺑﺮاﺑﺮ هﺮﮔﻮﻧﻪ ﻓﻌﺎﻟﻴﺘﻰ ﮐﻪ ﺑﺮ آﻧﻬﺎ ﺗﺄﺛﻴﺮ ﻣﻰﮔﺬارد ﻣﺤﺎﻓﻈﺖ ﺷﻮﻧﺪ. حﻤﺎﻳﺖ زﻳﺴﺖ ﻣﺤﻴﻄﻰ
هﺮﮔﻮﻧﻪ ﻓﻌﺎﻟﻴﺘﻰ ﻣﺜﻞ ﺷﮑﺎر ،ﻣﺎهﻴﮕﻴﺮى اﮐﺘﺸﺎف و ﺑﻬﺮهﺑﺮدارى ﻧﻴﺎز ﺑﻪ اﺟﺎزه وﻳﮋه از
ﺳﻮى ﺳﺎزﻣﺎن ﻣﺤﻴﻂ زﻳﺴﺖ دارد.
در ﺟﻤﻬﻮرى اﺳﻼﻣﻰ حﻔﺎﻇﺖ از ﻣﺤﻴﻂ ﻃﺒﻴﻌﻰ ﮐﻪ در آﻧﻬﺎ ﻧﺴﻞ ﻓﻌﻠﻰ و ﻧﺴﻞهﺎى آﺗﻰ ﺑﻨﺪ ٥٠ﻗﺎﻧﻮن اﺳﺎﺳﻰ اﻳﺮان ١٩٧٩
ﻳﮏ زﻧﺪﮔﻰ اﺟﺘﻤﺎﻋﻰ در حﺎل ﺗﻮﺳﻌﻪاى را ﺧﻮاهﻨﺪ داﺷﺖ ﻳﮏ وﻇﻴﻔﻪ ﻣﺤﺴﻮب ﻣﻰﺷﻮد. )حﻔﺎﻇﺖ از ﻣﺤﻴﻂ زﻳﺴﺖ(
ﻣﺎﻟﮑﺎن ﭼﺎههﺎ ﻣﺴﺌﻮل ﺟﻠﻮﮔﻴﺮى از آﻟﻮدﮔﻰ آﻧﻬﺎ ﻣﻰﺑﺎﺷﻨﺪ و ﺑﺎﻳﺪ ﻣﻘﺮرات ﺑﻬﺪاﺷﺘﻰ ﻗﺎﻧﻮن ﺗﻮزﻳﻊ ﻋﺎدﻻﻧﻪ آب ١٩٨٢
ﻣﺮﺑﻮط ﺑﻪ آﻧﻬﺎ را رﻋﺎﻳﺖ ﻧﻤﺎﻳﻨﺪ .ﻃﺒﻖ اﻳﻦ ﻗﺎﻧﻮن آﻟﻮدﮔﻰ آﺑﻬﺎ ﻣﻤﻨﻮع ﻣﻰﺑﺎﺷﺪ .ﺳﺎزﻣﺎن
ﻣﺤﻴﻂ زﻳﺴﺖ ﻣﺴﺌﻮل ﺗﺒﻴﻴﻦ ﻣﻘﺮرات و ﺗﻌﺎرﻳﻒ ﻣﺮﺑﻮط ﺑﻪ ﺟﻠﻮﮔﻴﺮى از آﻟﻮدﮔﻰ آﺑﻬﺎ
ﻣﻰﺑﺎﺷﺪ.
ﻃﺒﻖ اﻳﻦ ﻗﺎﻧﻮن ،وزارت ﻧﻔﺖ ﻣﺴﺌﻮل ﮐﻨﺘﺮل ﻋﻤﻠﻴﺎتهﺎى ﻣﻴﺪان ﻧﻔﺘﻰ اﺳﺖ ﺗﺎ از ﻣﻨﺎﺑﻊ ﻗﺎﻧﻮن ﻧﻔﺖ ١٩٨٧
ﻧﻔﺘﻰ و ﻣﺤﻴﻂ ﭘﻴﺮاﻣﻮن آن حﻔﺎﻇﺖ ﺑﻪ ﻋﻤﻞ آورد و ﻣﻨﺎﺑﻊ ﻧﻔﺘﻰ ﮐﺸﻮر ﺑﺎﻳﺪ ﺑﻌﻨﻮان ﺑﺨﺸﻰ
از ﻣﺎﻳﻤﻠﮏ ﻣﻠﻰ ﺑﺨﻮﺑﻰ حﻔﺎﻇﺖ ﺷﻮﻧﺪ.
ﻃﺒﻖ ﺑﻨﺪ ٦اﻳﻦ ﻗﺎﻧﻮن ،ﭼﻨﺎﻧﭽﻪ ﮐﺸﺘﻰهﺎى ﺧﺎرﺟﻰ هﺮﮔﻮﻧﻪ آﻟﻮدﮔﻰ را در ﺧﻠﻴﺞ ﻓﺎرس ﻗﺎﻧﻮن ﻣﻨﺎﻃﻖ درﻳﺎﻳﻰ اﻳﺮان ١٩٩٣
اﻳﺠﺎد ﮐﻨﻨﺪ ﺑﺮ اﺳﺎس ﻗﻮاﻧﻴﻦ ﻣﺪﻧﻰ و ﺟﻨﺎﻳﻰ ﻣﺠﺮم ﺷﻨﺎﺧﺘﻪ ﻣﻰﺷﻮﻧﺪ .ﺑﻨﺎﺑﺮاﻳﻦ دوﻟﺖ در حﻮزه خﻠﻴﺞ ﻓﺎرش و
ﺟﻤﻬﻮرى اﺳﻼﻣﻰ اﻳﺮان ﻣﺴﺌﻮل ﺑﻮده و ﺑﺎﻳﺪ صﺪﻣﺎت وارده ﺑﻪ ﻣﻨﻄﻘﻪ را ﮐﻪ ﺗﻮﺳﻂ ﮐﺸﺘﻰ درﻳﺎى ﻋﻤﺎن
ﻳﺎ زﻳﺮدرﻳﺎﻳﻰ آﻟﻮده ﺷﺪه ﻣﻮرد ﺑﺮرﺳﻰ ﻗﺮار دهﺪ.
هﺮﮔﻮﻧﻪ ﻋﻤﻠﻰ ﮐﻪ ﻣﻨﺠﺮ ﺑﻪ آﻟﻮدﮔﻰ هﻮا ﺷﻮد ﻣﻤﻨﻮع و ﻏﻴﺮ ﻗﺎﻧﻮﻧﻰ ﻣﻰﺑﺎﺷﺪ .ﻣﻨﺎﺑﻊ ﻗﺎﻧﻮن ﭘﻴﺸﮕﻴﺮى و ﮐﺎهﺶ ١٩٩٥
آﻟﻮدﮔﻰ هﻮا ﻃﺒﻖ اﻳﻦ ﻗﺎﻧﻮن ﻋﺒﺎرﺗﻨﺪ از :وﺳﺎﻳﻞ ﻧﻘﻠﻴﻪ ﻣﻮﺗﻮرى ،ﮐﺎرﺧﺎﻧﺠﺎت ،ﮐﺎرﮔﺎههﺎ، آلﻮدﮔﻰ هﻮا
ﻧﻴﺮوﮔﺎه هﺎى ﺑﺮق ،ﻣﻨﺎﺑﻊ ﻣﺴﮑﻮﻧﻰ و ﺗﺠﺎرى .ﻋﻼوه ﺑﺮ اﻳﻦ ﻃﺒﻖ اﻳﻦ ﻗﺎﻧﻮن اﺳﺘﺎﻧﺪاردهﺎ
و ﻣﻘﺮرات ﻣﺮﺑﻮط ﺑﻪ آﻧﻬﺎ ﻧﻴﺰ ﺑﺎﻳﺪ ﻟﺤﺎظ ﺷﻮد .در صﻮرت ﻋﺪم رﻋﺎﻳﺖ اﻳﻦ اﺳﺘﺎﻧﺪاردهﺎ،
ﻣﺤﻴﻂ زﻳﺴﺖ ﻣﺴﺌﻮل اﻋﻤﺎل ﻣﺠﺎزاتهﺎ ﻣﻰﺑﺎﺷﺪ.
ﺑﺮاﺳﺎس ﻣﺼﻮﺑﺔ ﺷﻤﺎرة ١٣٨و ١٥٦ﺗﻤﺎﻣﻰ ﭘﺮوژههﺎى ﻋﻤﺮاﻧﻰ ﻣﺜﻞ ﺳﺎﺧﺖ ﻗﺎﻧﻮن EIAﺷﻮراى ﻋﺎلﻰ ١٩٩٧
ﮐﺎرﺧﺎﻧﺠﺎت ﭘﺘﺮوﺷﻴﻤﻰ ،ﭘﺎﻻﻳﺸﮕﺎههﺎ ﻣﻠﺰم ﺑﻪ ﺗﻬﻴﻪ ﮔﺰارش EIAﻗﺒﻞ از ﺳﺎﺧﺖ و ﺳﺎز ﺳﺎزﻣﺎن حﻔﺎﻇﺖ از ﻣﺤﻴﻂ
ﻣﻰﺑﺎﺷﻨﺪ. زﻳﺴﺖ
ﻗﺎﻧﻮن ﺑﺮﻧﺎﻣﻪ ٥ﺳﺎﻟﻪ ﺳﻮم ﺑﺮ EIAو ﺑﻬﺮهﺑﺮدارى ﻣﺴﺘﻤﺮ ﺗﺄﮐﻴﺪ دارد .ﻃﺒﻖ اﻳﻦ ﻗﺎﻧﻮن ﻗﺎﻧﻮن ﺗﻮﺳﻌﻪ اﺟﺘﻤﺎﻋﻰ، ٢٠٠٠
ﺗﻤﺎﻣﻰ ﭘﺮوژههﺎى ﺗﻮﻟﻴﺪى و ﺧﺪﻣﺎﺗﻰ ﺑﺎﻳﺪ ﻗﺒﻞ از اﺟﺮاء از ﻧﻈﺮ ﻣﺤﻴﻄﻰ )ﻣﺴﺎﺋﻞ ﻣﺤﻴﻂ ﻓﺮهﻨﮕﻰ و اﻗﺘﺼﺎدى ﺑﺮﻧﺎﻣﻪ
زﻳﺴﺖ و (...ﻣﻮرد ارزﻳﺎﺑﻰ ﻗﺮار ﮔﺮﻓﺘﻪ و هﻤﭽﻨﻴﻦ ﺑﺎﻳﺪ ﺗﻮﺳﻌﻪ ﭘﺎﻳﺪار را در ﻓﻌﺎﻟﻴﺖهﺎى ٥ﺳﺎلﻪ ﺳﻮم
ﺧﻮد ﻣﺪﻧﻈﺮ داﺷﺘﻪ ﺑﺎﺷﻨﺪ.
ﻣﻘﺮراﺗﻰ ﮐﻪ ﺗﻮﺳﻂ ﺷﻮراى ﻋﺎﻟﻰ اﻳﻤﻨﻰ ﺷﻐﻠﻰ اﻋﻼم ﺷﺪه و ﺗﻮﺳﻂ وزﻳﺮ ﮐﺎر ﻣﻘﺮرات اﺟﺮاى ﻣﻮاد ٨٥ﺗﺎ ٩٦ﻗﺎﻧﻮن ١٩٩٣
و اﻣﻮر اﺟﺘﻤﺎﻋﻰ ﺗﺼﻮﻳﺐ ﮔﺮدﻳﺪه اﺳﺖ و حﺎوى ﺷﺮح اﻗﺪاﻣﺎت ﻓﻨﻰ و اﻣﻨﻴﺘﻰ ﮐﺎر
ﺟﻬﺖ ﭘﻴﺸﮕﻴﺮى از وﻗﻮع حﻮادث و ﺗﻀﻤﻴﻦ ﮐﺎرﺑﺮد ﺗﺠﻬﻴﺰات حﻔﺎﻇﺘﻰ ﺗﻮﺳﻂ
ﮐﺎرﮔﺮان در صﻨﺎﻳﻊ ﺳﺎﺧﺘﻤﺎﻧﻰ ﻣﻰﺑﺎﺷﺪ.
اﻟﺰاﻣﺎت و ﺷﺮاﻳﻂ اﺳﺘﺨﺪاﻣﻰ ﺑﺮاى ﻣﺸﺎوران ﺧﺼﻮصﻰ ﮐﻪ ﻣﺴﺌﻮل ﺗﻀﻤﻴﻦ ﻗﺎﻧﻮن ﮐﺎر :ﻣﻘﺮرات ﻗﺎﻧﻮن ﮐﺎر ﺟﻤﻬﻮرى ١٩٩٦
ﮐﺎرﺑﺮد اﺳﺘﺎﻧﺪاردهﺎى ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ در ﻣﺤﻞ ﮐﺎر هﺴﺘﻨﺪ را ﺗﻨﻈﻴﻢ ﻧﻤﻮده و اﺳﻼﻣﻰ اﻳﺮان در ﻣﻮرد ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ
ﺷﮑﻞ حﻘﻮﻗﻰ آن را ﻣﺸﺨﺺ ﻣﻰﻧﻤﺎﻳﺪ و اﻟﺰاﻣﺎت اﺳﺘﺨﺪاﻣﻰ از ﻗﺒﻴﻞ آﻣﻮزش، ﺷﻐﻠﻰ
ﻣﻬﺎرتهﺎ ،اﺧﻼق حﺮﻓﻪاى را ﺷﺎﻣﻞ ﺷﺪه و در ﺿﻤﻦ ،دﺳﺘﻤﺰدهﺎ ،ﻣﺪت
اﻋﺘﺒﺎر ﻣﺠﻮزهﺎ و ﻣﺴﺎﺋﻞ اﻧﻈﺒﺎﻃﻰ ﮐﺎرى را ﺗﻨﻈﻴﻢ و ﺷﮑﻞ ﻗﺎﻧﻮﻧﻰ آﻧﻬﺎ را
ﻣﻌﻴﻦ ﻧﻤﻮده اﺳﺖ
.
ﻣﻮﺿﻮع اﻳﺠﺎد ﮐﻤﻴﺘﻪهﺎى ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ ﺷﻐﻠﻰ را ﻣﻄﺮح ﮐﺮده و ﻧﻘﺶ ﻣﻘﺮرات ﮐﺎرﺑﺮد ﺑﺨﺶ ٩٣ﻗﺎﻧﻮن ﮐﺎر ١٩٩٦
ﻧﻈﺎرﺗﻰ آﻧﻬﺎ را در ﮐﺎرﺑﺮد اﺳﺘﺎﻧﺪاردهﺎى ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ در ﻣﺤﻞ ﮐﺎر
ﺷﺮح داده و ﻣﺸﺎرﮐﺖ ﮐﺎرﮔﺮان در اﻣﻮر اﻳﻦ ﮐﻤﻴﺘﻪهﺎ را ﺗﺸﻮﻳﻖ ﻣﻰﻧﻤﺎﻳﺪ.
Useful Documents
ﺷﺮح ﺳﺎل
ﻗﺎﻧﻮن
اﻳﻦ ﭘﻴﻤﺎن اﺑﺰارﻋﻤﺪه ﻗﺎﻧﻮﻧﻰ اﺳﺖ ﮐﻪ ﮐﺸﻮر ﻣﻨﻄﻘﻪ ﺧﻠﻴﺞ ﻓﺎرس و درﻳﺎى ﻋﻤﺎن )اﻳﺮان- ﭘﻴﻤﺎن ﮐﻮﻳﺖ -ﭘﻴﻤﺎن ﻣﻨﻄﻘﻪاى ١٩٧٨
ﻗﻄﺮ -ﺑﺤﺮﻳﻦ -اﻣﺎرات -ﮐﻮﻳﺖ -ﻋﺮﺑﺴﺘﺎن -ﻋﻤﺎن و ﻋﺮاق( را ﺟﻬﺖ هﻤﮑﺎرى در ﺑﺮاى هﻤﮑﺎرى در ﺧﺼﻮص
ﺧﺼﻮص حﻔﺎﻇﺖ از ﺧﻠﻴﺞ ﻓﺎرس ﻣﻘﻴﺪ ﻣﻰﺳﺎزد. ﺟﻠﻮﮔﻴﺮى از آﻟﻮدﮔﻰ ﻣﺤﻴﻂ
درﻳﺎﻳﻰ
هﺪف اﻳﻦ ﭘﺮوﺗﮑﻞ ﻓﺮاهﻢ ﮐﺮدن هﻤﮑﺎرى و اﻗﺪاﻣﺎت واﮐﻨﺸﻰ ﻣﺆﺛﺮ در ﻣﻮارد اﺿﻄﺮارى ﭘﺮوﺗﮑﻞ ﮐﻮﻳﺖ در ﺧﺼﻮص ١٩٧٨
در ﻣﺤﻴﻂ درﻳﺎﻳﻰ در ارﺗﺒﺎط ﺑﺎ آﻟﻮدﮔﻰ ﻧﻔﺘﻰ و دﻳﮕﺮ ﻣﻮاد ﻣﻀﺮ ﻣﻰﺑﺎﺷﺪ. هﻤﮑﺎرى ﻣﻨﻄﻘﻪاى در
ﻣﺒﺎرزه ﺑﺎ آﻟﻮدﮔﻰ ﻧﻔﺘﻰ و
دﻳﮕﺮ ﻣﻮاد ﻣﻀﺮ در ﻣﻮارد
اﺿﻄﺮارى
هﺪف اﻳﻦ ﭘﺮوﺗﮑﻞ هﻤﺎهﻨﮓ ﮐﺮدن ﻓﻌﺎﻟﻴﺖهﺎى ﻣﻨﻄﻘﻪاى در راﺳﺘﺎى حﻔﺎﻇﺖ از ﻣﺤﻴﻂ ﭘﺮوﺗﮑﻞ ﮐﻮﻳﺖ در ﺧﺼﻮص ١٩٨٩
درﻳﺎﻳﻰ در ﺑﺮاﺑﺮ آﻟﻮدﮔﻰ حﺎصﻞ از اﮐﺘﺸﺎف و ﺑﻬﺮهﺑﺮدارى از ﻧﻔﺖ و ﮔﺎز در ﺳﻄﺢ آﻟﻮدﮔﻰ درﻳﺎﻳﻰ حﺎصﻞ از
ﻗﺎرهاى ﻣﻰﺑﺎﺷﺪ. اﮐﺘﺸﺎف و ﺑﻬﺮهﺑﺮدارى از
ﻣﻨﺎﺑﻊ ﻧﻔﺖ و ﮔﺎز در ﺳﻄﺢ
ﻗﺎرهاى
اﻳﻦ ﭘﺮوﺗﮑﻞ ﻣﻘﺮر ﻣﻰدارد ﮐﻪ ﮐﺸﻮرهﺎى اﻣﻀﺎء ﮐﻨﻨﺪه ﺗﻤﺎﻣﻰ اﻗﺪاﻣﺎت ﻣﻘﺘﻀﻰ ﺑﺮاى ﭘﺮوﺗﮑﻞ ﮐﻮﻳﺖ در ﺧﺼﻮص ١٩٩٠
ﺟﻠﻮﮔﻴﺮى و ﮐﻨﺘﺮل آﻟﻮدﮔﻰهﺎى حﺎصﻞ از ﺗﺨﻠﻴﻪ ﺿﺎﻳﻌﺎت ﻣﻨﺎﺑﻊ ﺧﺎﮐﻰ ﺑﺪاﺧﻞ ﻣﻨﺎﻃﻖ حﻔﺎﻇﺖ از ﻣﺤﻴﻂ درﻳﺎﻳﻰ در
درﻳﺎﻳﻰ را ﺑﻪ ﻋﻤﻞ آورﻧﺪ .ﺿﻤﻨًﺎ در اﻳﻦ ﭘﺮوﺗﮑﻞ ﻣﺠﻮزهﺎى ﻻزم ﺑﺮاى ﺗﺨﻠﻴﻪ ﺿﺎﻳﻌﺎت ﺑﺮاﺑﺮ آﻟﻮدﮔﻰ حﺎصﻞ از
ﺑﺪاﺧﻞ درﻳﺎ ﻣﻄﺮح ﺷﺪهاﻧﺪ. ﻣﻨﺎﺑﻊ ﺧﺎﮐﻰ
اهﺪاف اﻳﻦ ﭘﺮوﺗﮑﻞ ﻋﺒﺎرﺗﻨﺪ از حﻔﺎﻇﺖ از ﻣﺤﻴﻂ هﺎى درﻳﺎﻳﻰ ﻣﺤﺪوده ﻣﺮﺑﻮﻃﻪ در ﺑﺮاﺑﺮ ﭘﺮوﺗﮑﻞ ﮐﻮﻳﺖ در ﺧﺼﻮص ١٩٩٨
ﺗﺄﺛﻴﺮات ﻣﻀﺮ ﺿﺎﻳﻌﺎت ﺧﻄﺮﻧﺎک و ﮐﻤﮏ ﺑﻪ ﮐﺸﻮرهﺎى اﻣﻀﺎء ﮐﻨﻨﺪه آن در ﻣﺪﻳﺮﻳﺖ ﮐﻨﺘﺮل ﻧﻘﻞ و اﻧﺘﻘﺎﻻت
ﺿﺎﻳﻌﺎت ﻣﺤﻴﻄﻰ. ﺿﺎﻳﻌﺎت در حﺎﺷﻴﻪ ﻣﺮزهﺎى
درﻳﺎﻳﻰ و ﻣﻌﺪوم ﮐﺮدن
ﺿﺎﻳﻌﺎت و ﺑﻮﻳﮋه ﺿﺎﻳﻌﺎت
ﺧﻄﺮﻧﺎک
ﻃﺒﻖ اﻳﻦ ﭘﻴﻤﺎن ﺗﻤﺎﻣﻰ ﮐﺸﻮرهﺎى حﺎﺷﻴﻪ درﻳﺎى ﺧﺰر ﻣﺘﻌﻬﺪ ﻣﻰﺷﻮﻧﺪ ﮐﻪ ﺑﺮاى ﮐﺎهﺶ و ﭘﻴﻤﺎن ﺗﻬﺮان در ﺧﺼﻮص ٢٠٠٣
ﮐﻨﺘﺮل آﻟﻮدﮔﻰ اﻳﻦ درﻳﺎ ﺗﻤﺎﻣﻰ اﻗﺪاﻣﺎت ﻻزم را ﺟﺪاﮔﺎﻧﻪ ﻳﺎ ﺑﺎ هﻤﮑﺎرى دﻳﮕﺮان اﻧﺠﺎم حﻔﺎﻇﺖ از ﻣﺤﻴﻂ درﻳﺎﻳﻰ
دهﻨﺪ. درﻳﺎى ﺧﺰر
اﺳﻨﺎد ﻣﻔﻴﺪ
ﺳﺎﻳﺖ وب ﺳﺎزﻣﺎن ﻣﺤﻴﻂ زﻳﺴﺖ
www.irandoe.org
ﺳﺎﻳﺖ وب ﺑﺮاى ﻗﺎﻧﻮن زﻳﺴﺖ ﻣﺤﻴﻄﻰ در اﻳﺮان
www.parstimes.com
ﺳﺎﻳﺖ وب ﺑﺮاى ﻗﻮاﻧﻴﻦ و ﻣﻘﺮرات ﻣﻨﻄﻘﻪاى
www.ropme.org
ﺳﺎﻳﺖ وب ﺑﺮاى ﻣﺤﻴﻂ زﻳﺴﺖ درﻳﺎﻳﻰ اﻳﺮان
www.marine.iransoe.org
ﺳﺎﻳﺖ ﺑﺮاى ﻗﻮاﻧﻴﻦ اﻳﻤﻨﻰ و ﺳﻼﻣﺖ در اﻳﺮان
http://www.parstimes.com/law/Iran_law.html
The planning process for addressing HSE issues requires a three stage
approach.
Identify
Identify what
what Establish
Establish Develop
Develop an
an
Step needs
needs to
to be
be priorities
priorities action
action plan
plan
done
done
The what? and when? aspects are often addressed using the technique of
Risk Assessment. In particular, risk assessment allows prioritisation of
action to address hazards.
ﺟﻨﺒﻪ هﺎى "ﭼﻪ" و "ﭼﻪ وﻗﺖ" اﻏﻠﺐ ﺗﻮﺳﻂ روش هﺎى ارزﻳﺎﺑﻰ رﻳﺴﮏ ﻣﻮرد ﺑﺤﺚ ﻗﺮار ﻣﻰ ﮔﻴﺮﻧﺪ .اﻣﮑﺎن اوﻟﻮﻳﺖ
ﺑﻨﺪى اﻗﺪاﻣﺎﺗﻰ ﮐﻪ در ﻣﻮرد ﻣﺨﺎﻃﺮات ﺑﺎﻳﺴﺘﻰ صﻮرت ﮔﻴﺮد را ﻓﺮاهﻢ ﻣﻰ آورد.
ﻓﺮآﻳﻨﺪ ارزﻳﺎﺑﻰ رﻳﺴﮏ از دو ﻣﺮحﻠﻪ اصﻠﻰ ﺗﺸﮑﻴﻞ ﺷﺪه اﺳﺖ :ﺗﺸﺨﻴﺺ ﻣﺨﺎﻃﺮه و ارزﻳﺎﺑﻰ رﻳﺴﮏ ﻣﺘﻨﺎﻇﺮ ﺑﺎ آن.
در ﻣﺮحﻠﻪ ﺷﻨﺎﺳﺎﻳﻰ ﻣﺨﺎﻃﺮه آﻧﭽﻪ ﮐﻪ ﻣﻨﺠﺮ ﺑﻪ ﺧﺴﺎرات ﻣﺮﺗﺒﻂ ﺑﺎ HSEﻣﻰ ﺷﻮد ﻣﻮرد ﺗﻔﺤﺺ ﻗﺮار ﻣﻰ ﮔﻴﺮد و
در ﻣﺮحﻠﻪ ارزﻳﺎﺑﻰ رﻳﺴﮏ احﺘﻤﺎل وﻗﻮع و ﻣﻴﺰان ﺷﺪت ﻋﻮاﻗﺐ ﭼﻨﻴﻦ ﺧﺴﺎراﺗﻰ ﺗﻌﻴﻴﻦ ﻣﻰ ﮔﺮدﻧﺪ.
HSE Management Systems provide the controls to reduce the potential risks
associated with hazards. These controls reduce “Potential Risks” to
“Residual Risks” (Figure A3.1).
Major
Accidents
Residual
Risks
Minor Accidents
Potential
Risks
Hazards Safety
Management
System
But to what extent is risk reduction required? In the case of safety management risks
should be reduced to a level that is ‘As Low as Reasonably Practicable’ (ALARP).
The ALARP principle became a legal requirement in the UK under the 1974 HASAW
Act and the Tolerability of Risk (TOR) diagram (Figure A3.2) was initially developed
for the nuclear industry and has subsequently been widely adopted by other industries.
حﻮادث ﻣﻬـﻢ
حﻮادث ﮐﻢ
اهﻤیﺖ ریﺴﮏ هﺎی
ﺑﺎﻟﻘﻮه
ﻣﺨﺎﻃﺮات ﺳیﺴﺘﻢ
ﻣﺪیﺮیﺖ
ا
اﻣﺎ ﮐﺎهﺶ رﻳﺴﮏ ﺗﺎ ﭼﻪ حﺪى ﺑﺎﻳﺪ اﻧﺠﺎم ﺷﻮد؟ در راﺑﻄﻪ ﺑﺎ ﻣﺪﻳﺮﻳﺖ اﻳﻤﻨﻰ ،رﻳﺴﮏ هﺎ ﺗﺎ ﺳﻄﺢ "ﮐﻤﺘﺮﻳﻦ حﺪى ﮐﻪ
ﺑﺼﻮرت ﻣﻌﻘﻮل ﻣﻰ ﺗﻮان ﺑﺪان دﺳﺖ ﻳﺎﻓﺖ ) "(ALARPﮐﺎهﺶ ﻳﺎﺑﺪ.
در ﻗﺎﻧﻮن ﺳﻼﻣﺘﻰ و اﻳﻤﻨﻰ در ﮐﺎر 1974HASAWاصﻞ ALARPﺑﻪ ﻳﮏ ﻧﻴﺎز ﻗﺎﻧﻮﻧﻰ در ﺑﺮﻳﺘﺎﻧﻴﺎ ﺗﺒﺪﻳﻞ ﺷﺪ.
ﻧﻤﻮدار ﻣﻘﺒﻮﻟﻴﺖ ﻳﺎ ﺗﺤﻤﻞ ﭘﺬﻳﺮى رﻳﺴﮏ ) (TORﮐﻪ در ﺷﮑﻞ ٢-٣اﻟﻒ ﻧﺸﺎن داده ﺷﺪه اﺳﺖ ،اﺑﺘﺪاﺋًﺎ ﺑﺮاى صﻨﺎﻳﻊ
هﺴﺘﻪاى ﻃﺮاحﻰ ﺷﺪ و ﭘﺲ از آن ﺑﻄﻮر ﮔﺴﺘﺮده در ﺳﺎﻳﺮ صﻨﺎﻳﻊ ﻣﻮرد اﺳﺘﻔﺎده ﻗﺮار ﮔﺮﻓﺖ
ﺗﻔﺴﻴﺮ اصﻞ ) ALARPﺷﮑﻞ ٣-٣اﻟﻒ( ﭼﻬﺎرﭼﻮﺑﻰ ﺑﺮاى ﺗﻌﻴﻴﻦ اﻳﻤﻨﻰ ﺳﻴﺴﺘﻢهﺎى ﻣﻮﺟﻮد و ارزش ﮔﺬارى و
ﮐﻨﺘﺮل ﺳﺮﻣﺎﻳﻪﮔﺬارىهﺎ در HSEﻓﺮاهﻢ ﻣﻰ آورد.
As Low as Reasonably
Practicable No significant risks
(ALARP) Region Tolerable should be above a
Only if risk reduction is impracticable level which can be
Risk is undertaken only if or if its cost is grossly disproportionate reduced in any
a benefit is desired to the improvement gained practical and
reasonable way
How
How do dowe Is How
How much
much
we Is the
the system
system “safe”?
“safe”?
value
valueinvestment
investment should
should we we invest
invest
in
insafety?
safety? in
insafety
safety
improvements?
improvements?
Are
Are we
we
How
How can
can II meeting
meetinglegal
legal
prioritise
prioritisesafety
safety and
and requirements?
requirements?
non
nonsafety
safety projects?
projects?
Individual industries, countries and companies discuss and set the absolute
level of individual risk at the ALARP boundaries. For example the UK rail
industry has agreed acceptable risk levels for different affected groups i.e.
employees, passengers and the general public (Figure A3.4).
ریﺴﮏ در هیﭻ زﻣیﻨﻪ ای ﻗﺎﺑﻞ ﺗﻮجیﻪ ﻧﻤﯽ هﻴﭻ ﻓﺮدى ﻧﺒﺎﻳﺪ در
ﺳﻄﺢ ﻏیﺮ ﻗﺎﺑﻞ
ﻣﻌﺮض ﺧﻄﺮات ﻏﻴﺮ
ﻗﺒﻮل
ﻗﺎﺑﻞ ﻗﺒﻮل ﻗﺮار ﮔﻴﺮد
ﻣﺤﺪوده ﮐﻤﺘﺮیﻦ ریﺴﮑﯽ ﮐﻪ ﺑﻄﻮر ﻗﺎﺑــﻞ ﺗﺤﻤــﻞ هﻴﭻ ﺧﻄﺮ ﻣﻬﻤﻰ ﻧﺒﺎﻳﺪ
ﻣﻌﻘﻮل ﻗﺎﺑﻞ دﺳﺘﺮﺳﯽ اﺳﺖ
ﺑﺎﻻﺗﺮ از ﺳﻄﺤﻰ ﺑﺎﺷﺪ
ﺗﻨﻬﺎ اﮔﺮ ﮐﺎهﺶ ریﺴﮏ ﻏیﺮ ﻋﻤﻠﯽ
اﺳﺖ و یﺎ اﮔﺮ هﺰیﻨﻪ هﺎی ﮐﺎهﺶ ﮐﻪ ﺑﻪ روش درﺳﺖ و
ریﺴﮏ ﻗﺎﺑﻞ ﻗﺒﻮل اﺳﺖ ﺗﻨﻬﺎ اﮔﺮ ﻣﻨﻔﻌﺘﯽ ریﺴﮏ ﺑﺎ ﭘیﺸﺮﻓﺖ ﺑﺪﺳﺖ آﻣﺪه ﺗﻨﺎﺳﺐ و ﻣﻌﻘﻮل ﺑﺘﻮان آن را
ﺑﻬﻤﺮاه داﺷﺘﻪ ﺑﺎﺷﺪ ﺳﻨﺨیﺘﯽ ﻧﺪاﺷﺘﻪ ﺑﺎﺷﺪ ﮐﺎهﺶ داد
ﻼ ﻗﺎﺑﻞ ﻗﺒﻮل
ﮐﺎﻣ ً ریﺴﮏ هﺎی ﻗﺎﺑﻞ اﻏﻤﺎض
صﻨﺎﻳﻊ ﻣﺨﺘﻠﻒ ،ﮐﺸﻮرهﺎ و ﺷﺮﮐﺖهﺎ ﺑﺎ ﺑﺤﺚ و ﮔﻔﺘﮕﻮ ﺳﻄﺢ ﻣﻄﻠﻘﻰ ﺑﺮاى رﻳﺴﮏ ﻓﺮدى در وحﺪوده ALARP
ﺗﻌﻴﻴﻦ ﻣﻰﮐﻨﻨﺪ .ﺑﺮاى ﻣﺜﺎل صﻨﻌﺖ راهآهﻦ ﺑﺮﻳﺘﺎﻧﻴﺎ ﺑﺮاى هﺮ ﻳﮏ از ﮔﺮوههﺎى در ﻣﻌﺮض رﻳﺴﮏ )ﮐﺎرﻣﻨﺪان،
ﻣﺴﺎﻓﺮان و ﻋﺎﻣﻪ ﻣﺮدم( ﺳﻄﺢ رﻳﺴﮏ ﻗﺎﺑﻞ ﻗﺒﻮﻟﻰ را ﺗﻌﻴﻴﻦ ﮐﺮده اﺳﺖ )ﺷﮑﻞ ٣-۴اﻟﻒ(.
Broadly Acceptable
ﺳﻄﻮح اﻳﻤﻨﻰ ﻣﻄﺮح ﺷﺪه ﻓﻮق ﺑﺮ حﺴﺐ رﻳﺴﮏ ﻓﺮدى )ﻣﺮگ( ﺑﻴﺎن ﺷﺪه اﻧﺪ ﻳﺎ ﺑﻪ ﻋﺒﺎرت دﻳﮕﺮ احﺘﻤﺎل ﻣﺠﺮوح
ﺷﺪه ﻣﻨﺘﻬﻰ ﺑﻪ ﻣﺮگ ﺑﻪ ﺟﻬﺖ در ﻣﻌﺮض ﻋﻤﻠﻴﺎت راه آهﻦ ﻗﺮار ﮔﺮﻓﺘﻦ هﺮ ﺷﺨﺺ ﺑﺮاى هﺮ ﮔﺮوه ﻓﻮق ﻳﻢ ﻧﻔﺮ در
هﺮ " "nﻧﻔﺮ در ﺳﺎل ﻣﻰ ﺑﺎﺷﺪ.
ﻼ ﻗﺎﺑﻞ ﻗﺒﻮل ،رﻳﺴﮏ هﺎ ﺑﺎﻳﺪ ﺗﺎ حﺪ ﻣﻤﮑﻦ ) (ALARPﮐﺎهﺶ ﻳﺎﺑﻨﺪ .ﺗﻨﻬﺎ ﺑﻴﻦ ﺳﻄﻮح ﻏﻴﺮ ﻗﺎﺑﻞ ﺗﺤﻤﻞ و ﺳﻄﻮح ﮐﺎﻣ ً
اﮔﺮ ﮐﺎهﺶ ﺑﻴﺸﺘﺮ رﻳﺴﮏ در اﻳﻦ ﻣﻨﻄﻘﻪ اﻣﮑﺎن ﭘﺬﻳﺮ ﻧﺒﻮد و ﻳﺎ هﺰﻳﻨﻪهﺎى ﮐﺎهﺶ ﺑﻴﺸﺘﺮ رﻳﺴﮏ ﺑﺎ ﻣﻨﺎﻓﻊ حﺎصﻞ از
آن ﺗﻨﺎﺳﺒﻰ ﻧﺪاﺷﺘﻪ ﺑﺎﺷﺪ ،رﻳﺴﮏ در ﻣﻨﻄﻘﻪ ALARPﻗﺎﺑﻞ ﻗﺒﻮل ﻣﻰﺑﺎﺷﺪ .ﺗﻤﺎم ﮔﺰﻳﻨﻪ هﺎى ﮐﺎهﺶ رﻳﺴﮑﺪر ﻣﻨﻄﻘﻪ
ALARPﻣﻴﺒﺎﻳﺴﺖ ﺗﻮﺳﻂ روش آﻧﺎﻟﻴﺰ هﺰﻳﻨﻪ در ﻣﻘﺎﺑﻞ ﻣﻨﺎﻓﻊ ارزﻳﺎﺑﻰ ﺷﺪه ،ﻣﻴﺰان ﺗﻨﺎﺳﺐ هﺰﻳﻨﻪ هﺎ و ﻣﻨﺎﻓﻊ
حﺎصﻠﻪ از ﮐﺎهﺶ رﻳﺴﮏ ﻣﻴﺒﺎﻳﺴﺖ ﺗﻮﺳﻂ ﻣﺪﻳﺮان ﻣﻮرد ارزﻳﺎﺑﻰ ﻗﺮار ﮔﻴﺮد )ﺷــﮑﻞ ٣-۵اﻟﻒ(.
(Frequency)
What can
Existing
go wrong?
Risk
(Hazards) How bad?
(Consequence
Severity)
POST MODIFICATION
Risk £
How likely?
(Equivalent
(Frequency) Fatalities
Averted)
What can
Future
go wrong?
Risk
(Hazards) How bad?
(Consequence
Severity)
£ Million
)ﺷﺪت ﻋﻮاﻗﺐ(
ﭘﺲ از اﺻﻼح
احﺘﻤﺎل وﻗﻮع آن ﭼﻘﺪدر ﮐﺎهﺶ ریﺴﮏ £
اﺳﺖ؟ )ﻣﻌﺎدل ﻣﺮگ وﻣیﺮ
)آهﻨﮓ رخ داد( ﭘیﺸﮕیﺮی ﺷﺪه(
ﭼﻪ اﺷﺘﺒﺎه یﺎ ﺧﻄﺎیی
ﻣی ﺗﻮاﻧﺪ رخ دهﺪ؟ ریﺴﮏ در آیﻨﺪه
)ﻣﺨﺎﻃﺮات(
ﻋﻮاﻗﺐ ﭼﻘﺪر ﺑﺪ اﺳﺖ؟
)ﺷﺪت ﻋﻮاﻗﺐ(
ﺑﻤﻨﻈﻮر ﺗﺼﻤﻴﻢ ﮔﻴﺮى در ﻣﻮرد اداﻣﻪ ﺳﺮﻣﺎﻳﻪ ﮔﺬارى در زﻣﻴﻨﻪ ﮐﺎهﺶ آﻧﺪﺳﺘﻪ از رﻳﺴﮏ هﺎﻳﻰ ﮐﻪ در ﻣﺤﺪوده
ALARPﻗﺮار دارﻧﺪ ،ﺳﺎزﻣﺎن هﺎ و ﻧﻈﺎم هﺎى ﻧﻈﺎرﺗﻰ هﺮ ﮐﺸﻮر و ﻳﺎ هﺮ صﻨﻌﺖ در ﺳﻄﺢ ﺑﻴﻦ اﻟﻤﻠﻠﻰ ﻣﻰ
ﺑﺎﻳﺴﺖ در ﺧﺼﻮص ﺳﻄﻮحﻰ از ﺳﺮﻣﺎﻳﻪ ﮔﺬارى ﮐﻪ ﺟﻬﺖ ﺟﻠﻮﮔﻴﺮى ﻟﺰ ﺧﺴﺎرات ﺟﺎﻧﻰ ﻣﻨﻄﻘﻰ ﺑﻨﻈﺮ ﻣﻰ رﺳﻨﺪ،
اﺟﻤﺎع حﺎصﻞ ﮐﻨﻨﺪ .ﻣﻔﻬﻮم "ارزش ﺟﻠﻮﮔﻴﺮى از ﺧﺴﺎرت ﺟﺎﻧﻰ ) "(VPFﺑﻤﻨﻈﻮر ﺗﻌﻴﻴﻦ ﺗﻨﺎﺳﺐ هﺰﻳﻨﻪ هﺎى
ﺳﺮﻣﺎﻳﻪ ﮔﺬارى ﭘﻴﺸﻨﻬﺎدى ﺑﺎ ﻣﻨﺎﻓﻊ حﺎصﻞ در ﺟﻬﺖ ارﺗﻘﺎء اﻳﻤﻨﻰ ﺑﮑﺎر ﮔﺮﻓﺘﻪ ﺷﺪه اﺳﺖ .ﻣﻘﺪار VPFدر ﻣﻴﺎن
صﻨﺎﻳﻊ ﻣﺨﺘﻠﻒ در ﮐﺸﻮر ﺑﺮﻳﺘﺎﻧﻴﺎ ﻣﺘﻐﻴﺮ اﺳﺖ )ﺷﮑﻞ ٣-٧اﻟﻒ(.
What is Benchmarking?
Benchmarking is a process by which managers and executives of a company
can examine excellent performance in a comparable process, regardless of
the industry in which the comparison is made. Benchmarking is a tool that
enables a company to discover where they are in terms of best practice.
Information gathered from one industry is often limited and rarely helps
companies identify radically innovative practices. Therefore benchmarking
can be divided into two areas:
• Same industry – allows comparisons with the best of the competition
• Other industries – allows comparisons with the best performers in
specific activity areas
ﺳﻨﺠﺶ ﭼﻴﺴﺖ؟
ﺳﻨﺠﺶ ﻓﺮآﻳﻨﺪى اﺳﺖ ﮐﻪ از ﻃﺮﻳﻖ آن ﻣﺪﻳﺮان و ﻋﺎﻣﻠﻴﻦ اﺟﺮاﻳﻰ ﻳﮏ ﺷﺮﮐﺖ ﻣﻰ ﺗﻮاﻧﻨﺪ در ﻗﺎﻟﺐ ﻳﮏ ﻓﺮآﻳﻨﺪ ﻗﺎﺑﻞ
ﻗﻴﺎس و صﺮف ﻧﻈﺮ از صﻨﻌﺘﻰ ﮐﻪ در آن ﻣﻘﺎﻳﺴﻪ اﻧﺠﺎم ﻣﻰﺷﻮد ﻋﻤﻠﮑﺮد ﻋﺎﻟﻰ را ﺑﺴﻨﺠﻨﺪ .ﺳﻨﺠﺶ اﺑﺰارى اﺳﺖ
ﮐﻪ ﺑﻮﺳﻴﻠﻪ آن ﻳﮏ ﺷﺮﮐﺖ ﺑﺘﻮاﻧﺪ ﺟﺎﻳﮕﺎه ﺧﻮد را در ﻗﻴﺎس ﺑﺎ ﺑﻬﺘﺮﻳﻦ ﻣﻮرد ﻋﻤﻠﻰ ﺷﺪه ﭘﻴﺪا ﮐﻨﺪ.
ارزش اصﻠﻰ ﺳﻨﺠﺶ در دروس اﻣﻮﺧﺘﻪ ﺷﺪه در راﺑﻄﻪ ﺑﺎ ﭼﮕﻮﻧﮕﻰ دﺳﺘﻴﺎﺑﻰ دﻳﮕﺮان ﺑﻪ ﻋﻤﻠﮑﺮد ﺑﺮﺗﺮ ﻣﻰ ﺑﺎﺷﺪ.
ﺑﺮاى ﻣﺜﺎل ،از ﺳﻨﺠﺶ ﻣﻰﺗﻮان در ﺗﻤﺎﻣﻰ ﺳﻄﻮح ﻳﮏ ﺳﺎزﻣﺎن اﺳﺘﻔﺎده ﮐﺮد.
• ﮐﻴﻔﻴﺖ ﻣﺤﺼﻮﻻت و ﺧﺪﻣﺎت و ﻣﻘﺒﻮﻟﻴﺖ آﻧﻬﺎ در ﺑﺎزار
• ﻓﺮآﻳﻨﺪهﺎى ﻣﺮﺑﻮط ﺑﻪ ﻃﺮاحﻰ ،ﺗﻮﻟﻴﺪ و ﻳﺎ اراﺋﻪ ﮐﺎﻻ و ﺧﺪﻣﺎت.
• وﻇﺎﻳﻒ ﭘﺸﺘﻴﺒﺎﻧﻰ داﺧﻠﻰ ﻣﺜﻞ ﺧﺮﻳﺪ ،ﻟﺠﺴﺘﻴﮏ و ﺳﻴﺴﺘﻢهﺎى اﻃﻼع رﺳﺎﻧﻰ.
• ﻋﻮاﻣﻞ ﺑﻴﺮوﻧﻰ ﺳﺎزﻣﺎن اﻣﺎ حﻴﺎﺗﻰ در ﻣﻮﻓﻘﻴﺖ آن ،ﻣﺜﻞ ﺳﻼﻳﻖ ﻣﺸﺘﺮى و رواﺑﻂ ﭘﻴﻤﺎﻧﮑﺎر.
در اﻳﻦ ﻣﻮرد از ﻓﺮآﻳﻨﺪ ﺳﻨﺠﺶ در ﺳﻴﺴﺘﻢهﺎى ﻣﺪﻳﺮﻳﺖ HSEاﺳﺘﻔﺎده ﻣﻰﮐﻨﻴﻢ ،ﺟﺎﻳﻰ ﮐﻪ ﻓﺮآﻳﻨﺪ ﺳﻨﺠﺶ ﺑﺮاى ﻣﺜﺎل ﺑﺎ
ﻓﺮاهﻢ ﮐﺮدن اﻃﻼﻋﺎت ﻣﻘﺎﻳﺴﻪاى ﺑﻪ اﺑﺰار ﺑﺴﻴﺎر ارزﺷﻤﻨﺪى ﺗﺒﺪﻳﻞ ﺷﺪه اﺳﺖ:
• ﺷﻨﺎﺧﺖ ﺑﻬﺘﺮﻳﻦ ﻣﻮارد ﻋﻤﻠﻰ ﺷﺪه در هﺮ صﻨﻌﺖ ﺧﺎص
• ارزﻳﺎﺑﻰ ﺟﺎﻳﮕﺎه ﺳﺎزﻣﺎن در ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﻋﻤﻠﮑﺮد در ﺳﻄﺢ ﺑﻴﻦ اﻟﻤﻠﻠﻰ در حﻮزه هﺎى ﻓﻌﺎﻟﻴﺖ ﻣﻮرد ﻧﻈﺮ
• درک و ﺑﺮآورد ﻣﺆﺛﺮ اﻟﺰاﻣﺎت ﺧﻄﻮط ﺳﻴﺎﺳﺖ ﮔﺬارى HSE
• ﺑﺪﺳﺖ آوردن ﻣﻘﺎﻳﺴﻪ هﺎى ﮐﻴﻔﻰ روﺷﻦ و هﺪﻓﻤﻨﺪ
• ﺗﻌﻴﻴﻦ اهﺪاف واﻗﻌﻰ ﺑﺮاى ﻣﻮﻓﻘﻴﺖ
اﻏﻠﺐ اﻃﻼﻋﺎت ﺟﻤﻊآورى ﺷﺪه از صﻨﻌﺘﻰ ﺧﺎص ﻣﺤﺪود ﺑﻮده و ﺑﻪ ﻧﺪرت ﺷﺮﮐﺖهﺎ را در ﺷﻨﺎﺳﺎﻳﻰ ﮐﺎﻣﻞ ﻣﻮارد
اﺑﺘﮑﺎرى ﻋﻤﻠﻰ ﺷﺪه ﻳﺎرى ﻣﻰﮐﻨﻨﺪ .ﺑﻨﺎﺑﺮاﻳﻦ ﻣﺤﮏ زدن ﻳﺎ ﺳﻨﺠﺶ را ﻣﻰﺗﻮان ﺑﻪ دو ﺑﺨﺶ ﺗﻘﺴﻴﻢ ﮐﺮد:
صﻨﻌﺖ ﻣﺸﺎﺑﻪ -اﻣﮑﺎن ﻣﻘﺎﻳﺴﻬﻬﺎ را ﺑﺎ ﺑﻬﺘﺮﻳﻦ ﻧﻮع رﻗﺎﺑﺖ ﻓﺮاهﻢ ﻣﻰﺳﺎزد. •
ﺳﺎﻳﺮ صﻨﺎﻳﻊ -اﻣﮑﺎن ﻣﻘﺎﻳﺴﻪهﺎ را ﺑﺎ ﺑﻬﺘﺮﻳﻦ اﺟﺮا ﮐﻨﻨﺪﮔﺎن در حﻮزههﺎى ﻓﻌﺎﻟﻴﺘﻰ ﺧﺎص ﻓﺮاهﻢ ﻣﻰﺳﺎزد •
ﺑﺮاى اﻳﻨﮑﻪ ﺳﻨﺠﺶ ﻣﻌﻨﺎدار ﺑﺎﺷﺪ در ﻓﺮآﻳﻨﺪ ﺳﻨﺠﺶ دو ﻣﻮﺿﻮع ﻣﺸﺎﺑﻪ ﺑﺎﻳﺪ ﺑﺎ هﻢ ﻣﻘﺎﻳﺴﻪ ﺷﻮﻧﺪ .اﻳﻦ ﻣﻮﺿﻮع
ﺑﻌﻨﻮان ﭼﺎﻟﺶ اصﻠﻰ ﻣﻄﺮح ﺧﻮاهﺪ ﺷﺪ وﻗﺘﻰ دادههﺎى صﻨﺎﻳﻊ ﻣﺨﺘﻠﻒ را ﺑﺎ هﻢ ﻣﻘﺎﻳﺴﻪ ﻣﻰﮐﻨﻴﻢ اﻳﻦ ﻣﺴﺌﻠﻪ ﭼﺎﻟﺶ
ﺑﺮاﻧﮕﻴﺰ ﺧﻮاهﺪ ﺑﻮد.
Analyse
Analyse
World-Class
World-Class
Companies
Companies
1 2 3 5 6
Determine
Determine Determine
Determine Develop
Developandand
Identify
Identify Gather
Gather
Benchmarking
Benchmarking Areas
Areas Implement
Implement
World-Class
World-Class Intelligence
Intelligence
Targets
Targets and
and Requiring
Requiring Action
Action
Companies
Companies Data
Data
Measures
Measures Development
Development Programme
Programme
Analyse
Analyse In-
In-
Company
Company
Performance
Performance
۴
4
ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ
ﺷﺮﮐﺖهﺎى ﺗﺮاز
اول ﺟﻬﺎﻧﯽ.
١1 ٢
2 ٣3 ۵5 ۶
6
۴4
ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ
ﻋﻤﻠﮑﺮد داخﻠﯽ
ﺷ ﮐ
Emergency
Managers
Services
Pressure
Employees
Groups
Boardroom
Insurers Directors
Customers Regulators
Suppliers Shareholders
ﻣﺸﺘﺮﻳﺎن ﻧﺎﻇﺮان
ﺑﺎﻳﺪ ﺗﻮﺟﻪ داﺷﺖ ﮐﻪ ﺑﺮآورد ﺳﺎﺧﺘﻦ اﻧﺘﻈﺎرات ﮔﺮوه هﺎ و اﻓﺮاد ذﻳﻨﻔﻊ ﻣﺰاﻳﺎى ﺑﺴﻴﺎرى ﺑﺪﻧﺒﺎل دارد .در واﻗﻊ اﮔﺮ
ﻋﻤﻠﮑﺮد ﺷﺮﮐﺖ از ﺳﻄﺢ اﻧﺘﻈﺎرات اﻳﻦ اﻓﺮاد ﻓﺰوﻧﻰ ﻳﺎﺑﺪ ،ارزش و اﻋﺘﺒﺎر ﺷﺮﮐﺖ ﻣﻤﮑﻦ اﺳﺖ اﻓﺰاﻳﺶ ﻳﺎﺑﺪ.
Tangible Benefits
• Avoiding fatalities/injuries
• Minimising downtime
• Maximising effective use of capital for control of safety risks
• Reducing insurance premiums
• Reducing civil and criminal liabilities
• Increasing company value
• Favourable project finance
Intangible Benefits
• Enhancing public image
• Anticipating and influencing future legislation
• Increasing employee motivation
• Recognition as an industry leader
• Promoting consistent risk-based approaches across safety disciplines
The following pages describe a 10 step process (Figure A5.3) that identifies
exactly who the stakeholders are, what it takes to satisfy them, and how well
they are really being satisfied today. Some steps are optional and there are
many opportunities to customise and embellish the approach described here;
it is a starting place for further planning.
ﻻ ﭘیﺸی ﮔﺮﻓﺘﻦ از ﺳﻄﺢ اﻧﺘﻈﺎرات ﮔﺮوهﻬﺎی ذیﻨﻔﻊ در ﻣﺪﻳﺮﻳﺖ اﻳﻤﻨﻰ در ارﺗﺒﺎط ﺑﺎ ﻣﻌﻤﻮ ً
ارﺗﻘﺎء ﻋﻤﻠﮑﺮد ﺗﺠﺎرى ﻳﮏ ﺷﺮﮐﺖ ﻣﺰاﻳﺎى زﻳﺎدى ﺑﻪ دﻧﺒﺎل دارد .اﻳﻦ ﻣﺰاﻳﺎ هﻢ ﻗﺎﺑﻞ ﻟﻤﺲ هﻢ
ﻏیﺮ ﻗﺎﺑﻞ ﻟﻤﺲ اﻧﺪ.
در صﻔﺤﺎت ﺑﻌﺪى ﻓﺮآﻳﻨﺪى ١٠ﻣﺮحﻠﻪاى )ﺷﮑﻞ ۵-٣اﻟﻒ( ﮐﻪ دﻗﻴﻘًﺎ ﻣﺸﺨﺺ ﻣﻰﺳﺎزد ﮐﻪ اﻓﺮاد ذى ﻧﻔﻊ ﭼﻪ ﮐﺴﺎﻧﻰ
هﺴﺘﻨﺪ ،ﭼﻪ ﺑﺎﻳﺪ ﮐﺮد ﺗﺎ رﺿﺎﻳﺘﻤﻨﺪى آﻧﻬﺎ حﺎصﻞ ﺷﻮد و اﻣﺮوزه ﺗﺎ ﭼﻪ حﺪ راﺿﻰ ﻣﻰﺑﺎﺷﻨﺪ ﺗﺸﺮﻳﺢ ﺷﺪه اﺳﺖ.
ﺑﺮﺧﻰ از اﻳﻦ ﻣﺮاحﻞ اﺧﺘﻴﺎرى هﺴﺘﻨﺪ و ﻓﺮصﺖهﺎى ﺑﺴﻴﺎرى ﺑﺮاى ﺷﺮح و ﺗﻮﺿﻴﺢ ﺑﻴﺸﺘﺮ اﻳﻦ ﻓﺮآﻳﻨﺪ وﺟﻮد دارﻧﺪ
و اﻳﻦ ﻧﻘﻄﻪ آﻏﺎزى ﺑﺮاى ﺑﺮﻧﺎﻣﻪرﻳﺰى ﺑﻴﺸﺘﺮ ﻣﻰﺑﺎﺷﺪ.
اﻳﻦ ﻓﺮآﻳﻨﺪ ﮐﻤﮏ ﻣﻰﮐﻨﺪ ﺗﺎ ﻧﻴﺎزهﺎ و ﺧﻮاﺳﺘﻪهﺎى ﮔﺮوهﻬﺎى ذ ﻳﻨﻔﻊ را درﻳﺎﻓﺖ .اﻳﻦ ﻧﮑﺘﻪ را ﺑﺎﻳﺪ در ﻧﻈﺮ داﺷﺖ ﮐﻪ
اﻏﻠﺐ ﻳﮏ واحﺪ اﻗﺘﺼﺎدى -ﺗﺠﺎرى ﻧﻤﻰﺗﻮاﻧﺪ ﺗﻤﺎﻣﻰ اﻧﺘﻈﺎرات ﺗﻤﺎﻣﻰ ﮔﺮوهﻬﺎى ذى ﻧﻔﻊ ﺧﻮد را ﺑﺮآورده ﺳﺎزد.
ﺳﺎزﻣﺎن هﺎ ﻣﺠﺒﻮرﻧﺪ ﮐﻪ اﻳﻦ اﻧﺘﻈﺎرات را ﺑﺮ ﻣﺒﻨﺎى اﻳﻨﮑﻪ ﮐﺪام ﺑﺮاى ﻣﻮﻓﻘﻴﺖ ﮐﺴﺐ و ﮐﺎر و ﺗﺠﺎرت آﻧﻬﺎ در درﺟﻪ
اول اهﻤﻴﺖ ﻗﺮار دارد درﺟﻪ ﺑﻨﺪى ﮐﻨﻨﺪ.
11 22 33
modify attributes
Performance Levels
Restructure
Restructure Determine
Determine Actual
Actual Determine
Determine Satisfaction
Satisfaction
Stakeholders
Stakeholders (optional)
(optional) Current
CurrentPerformance
Performance Attribute
Attribute Performance
Performance
Levels
Levels Criteria (metrics)
Criteria (metrics)
66 55 44
77 99 88
Summarise
SummariseCritical
Critical
Performance
Performance Gaps
Gaps
(strategic
(strategic need
needforfor
improvement)
improvement)
10
10
ﺳﻄﻮح ﻋﻤﻠﮑﺮد
اﻓﺮاد ذى ﻧﻔﻊ را ﻧﺴﺒﺖ ﺑﻪ
ﺷﺎخﺺ هﺎی ﻣﺨﺘﻠﻒ ﻣﺠﺪدًا ﺳﻄﻮح واﻗﻌﻰ ﻋﻤﻠﮑﺮد ﻓﻌﻠﻰ را ﻣﻌﻴﺎر ﻋﻤﻠﮑﺮد ﺷﺎخﺺ
ﺟﺎیﺎﺑﯽ ﮐﻨیﺪ. ﻣﺸﺨﺺ ﮐﻨﻴﺪ. رﺿﺎﻳﺘﻤﻨﺪى را ﻣﺸﺨﺺ ﮐﻨﻴﺪ.
٦ ٥ ٤
هﺪف و ﻓﺎصﻠﻪهﺎ
ﻓﺮآﻳﻨﺪ ده ﻣﺮحﻠﻪاى
اﻳﻦ ﺗﻌﺎرﻳﻒ ﻣﺘﻌﺪد ﻧﻌﻴﻴﻦ ﮐﻨﻨﺪه حﻮزهاى اﺳﺖ ﮐﻪ اﻓﺮاد ذى ﻧﻔﻊ در آن ﻗﺮار ﻣﻰﮔﻴﺮﻧﺪ.
اﻓﺮاد ذى ﻧﻔﻊ ﺗﻘﺮﻳﺒًﺎ هﻤﻴﺸﻪ ﺷﺎﻣﻞ ﺳﻪ ﮔﺮوه ﺑﺰرگ ﻣﻰﺷﻮﻧﺪ :ﻣﺸﺘﺮﻳﺎن ،ﮐﺎرﮐﻨﺎن و ﺳﻬﺎﻣﺪاران در اﺷﮑﺎل ﻣﺨﺘﻠﻒ.
ﭘﻴﺸﻨﻬﺎدى ﺑﺮاى ﻣﻌﺮﻓﻰ اﻓﺮاد ذﻳﻨﻔﻊ :ﺑﺮاى ﺗﻘﺴﻴﻢ ﺑﻨﺪى اﻓﺮاد ذى ﻧﻔﻊ ﺳﺮﻳﻊ و ﺑﺪون ﻓﮑﺮ ﺗﺼﻤﻴﻢ ﻧﮕﻴﺮﻳﺪ .ﺑﻨﺎﺑﺮاﻳﻦ
از هﻤﺎن آﻏﺎز ﮐﺎرﮐﻨﺎن ﭘﺎره وﻗﺖ را از ﮐﺎرﮐﻨﺎن ﺗﻤﺎم وﻗﺖ و ﻳﺎ ﻣﺸﺘﺮﻳﺎن ﺑﺰرگ صﻨﻌﺘﻰ را از ﻣﺸﺘﺮﻳﺎن ﮐﻮﭼﮏ
ﺟﺪا ﻧﮑﺮده ،ﺑﻠﮑﻪ صﺒﺮ ﮐﻨﻴﺪ ﺗﺎ در ﻣﺮحﻠﻪ ٢ﺗﻔﺎوت هﺎى واﺿﺢ ﺷﺎﺧﺺ هﺎى رﺿﺎﻳﺘﻤﻨﺪى ﮔﺮوه هﺎى ﻣﺨﺘﻠﻒ
روﺷﻦ ﮔﺮدد .اﮔﺮ ﻧﻴﺎزهﺎ و ﺧﻮاﺳﺘﻪهﺎى اﻳﻦ ﮔﺮوه هﺎ ﻳﮑﺴﺎن ﺑﺎﺷﺪ ﻳﺎ اﮔﺮ ﺗﻔﺎوت هﺎى ﻣﻮﺟﻮد ﻣﻬﻢ ﻧﺒﺎﺷﻨﺪ ،ﺑﻨﺎﺑﺮاﻳﻦ
دﻳﮕﺮ ﻧﻴﺎزى ﺑﻬﺠﺪا ﮐﺮدن آﻧﻬﺎ ﻧﺒﻮده و ﻣﻨﻔﻌﺘﻰ حﺎصﻞ ﻧﻤﻰ ﮔﺮدد.
Performance Levels
4. Define Satisfaction Attribute Performance Criteria (metrics)
Careful thought must be given to measuring actual performance against the
satisfaction attributes and to setting targets for improvement. For this
purpose, performance criteria must be established in terms of specific
measurements or metrics. Such metrics should be defined in clearly
quantifiable terms, even if the measure itself is subjective.
اهﻤﻴﺖ ﺷﺎﺧﺺهﺎى رﺿﺎﻳﺘﻤﻨﺪى ﮔﺮوه هﺎى ذﻳﻨﻔﻊ را ﻣﻰﺗﻮان ﺑﺮاﺳﺎس ﻣﻘﻴﺎﺳﻰ از ١ﺗﺎ ١٠ﻣﺸﺨﺺ ﻧﻤﻮد ،اﮔﺮﭼﻪ
در ﺑﺴﻴﺎرى ﻣﻮارد ﻃﺒﻘﻪ ﺑﻨﺪى آﻧﻬﺎ در ﺳﻪ ﮔﺮوه ﮐﺎﻓﻰ اﺳﺖ:
• = Hﺑﺴﻴﺎر ﻣﻬﻢ )ﺑﺮاى ﮔﺮوه هﺎى ذﻳﻨﻔﻊ(
• = Mﻣﻬﻢ
• = Lﮐﻢ اهﻤﻴﺖ
اﻳﻦ ﺗﻘﺴﻴﻢ ﺑﻨﺪىهﺎ و ﻧﻴﺰد ﺷﺎﺧﺺهﺎى رﺿﺎﻳﺘﻤﻨﺪى را ﻣﻰﺗﻮان اﺑﺘﺪاﺋًﺎ ﺗﻮﺳﻂ اﺟﻤﺎع ﮐﻤﻴﺘﻪاى از اﻓﺮاد ذى ﻧﻔﻊ
ﺗﻌﻴﻴﻦ ﻧﻤﻮد ﮐﻪ ﻣﺸﺎرﮐﺖ ﮔﺴﺘﺮده درون ﺳﺎزﻣﺎﻧﻰ دارﻧﺪ .ﺑﻬﺮحﺎل اﻳﻦ ﺷﺎﺧﺺهﺎ و اهﻤﻴﺖ ﻧﺴﺒﻰ آﻧﻬﺎ ﻣﻰ ﺑﺎﻳﺴﺖ از
ﻃﺮﻳﻖ ارﺗﺒﺎط ﻣﺴﺘﻘﻴﻢ ﺑﺎ ﺧﻮد اﻓﺮاد ذى ﻧﻔﻊ ﻣﻤﮑﻦ اﺳﺖ ﻣﻮرد ﺗﺄﻳﻴﺪ ﻗﺮارﮔﻴﺮﻧﺪ )ﻣﺮحﻠﻪ ٥را ﻣﻄﺎﻟﻌﻪ ﮐﻨﻴﺪ(.
ﺑﺴﺘﮕﻰ ﺑﻪ ﺷﺮاﻳﻂ و ﻣﻮﻗﻌﻴﺖ ﻣﻮﺟﻮد ،ﺷﺎﻳﺪ ﺑﻬﺘﺮ ﺑﺎﺷﺪ ﮐﺎ ر را ﺑﺎ در ﻧﻈﺮﮔﺮﻓﺘﻦ ﺗﻨﻬﺎ ﺷﺎﺧﺺ هﺎى ﺑﺴﻴﺎر ﻣﻬﻢ دﻧﺒﺎل
ﮐﺮد .ﺟﻤﻊآورى دادههﺎ در ﻣﻮرد هﺮ ﺷﺎﺧﺺ رﺿﺎﻳﺘﻤﻨﺪى ﻣﻤﮑﻦ اﺳﺖ ﺑﺴﻴﺎر وﻗﺖ ﮔﻴﺮ ﺑﺎﺷﺪ و ﺷﺎﺧﺺهﺎﻳﻰ ﺑﺎ
اهﻤﻴﺖ ﮐﻤﺘﺮ ﺗﺄﺛﻴﺮ ﮐﻤﻰ ﺑﺮ ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞهﺎ دارﻧﺪ .در ﻧﺘﻴﺠﻪ ،ﺑﺮاى هﺮ ٣ﺗﺎ ٦ﻓﺮد ﻳﺎ ﮔﺮوه ذى ﻧﻔﻊ ﺑﻬﺘﺮ اﺳﺖ
روى ﺳﻪ ﺗﺎ ﭼﻬﺎر ﺷﺎﺧﺺ ﻣﻬﻢ ﺗﻤﺮﮐﺰ ﺷﻮد ﺗﺎ از دﺳﺖ دادن ﺗﻤﺮﮐﺰ ﺑﺎ در ﻧﻈﺮ ﮔﺮﻓﺘﻦ ﺗﺎ ٥٠ﻳﺎ ٧٥ﺷﺎﺧﺺ.
ﺳﻄﻮح ﻋﻤﻠﮑﺮد
The general idea is that all satisfaction attributes must have one or more
quantifiable metrics that can be tracked over time, so that the effect of
process change can be measured. Typically, the company will already have
data of some sort collected relative to measures of performance appropriate
to the satisfaction attribute (e.g., customer surveys, employee surveys, etc.).
This source of data can be particularly useful in establishing a trend of
performance over time. An investigation should be launched to locate this
data.
Again, the important things are to have quantifiable measures and to have an
objective source for the data.
ﺑﺮاى ﻣﺜﺎل ﻣﺸﺘﺮﻳﺎن ﻣﻤﮑﻦ اﺳﺖ ﺧﻮاهﺎن ﺗﺤﻮﻳﻞ ﺳﺮﻳﻊ ﺳﻔﺎرش ﺧﻮد ﺑﺎﺷﻨﺪ .در اﻳﻦ صﻮرت ﻳﮏ ﺳﻴﺴﺘﻢ
اﻧﺪازهﮕﻴﺮى ﻣﻨﺎﺳﺐ ﻣﻰﺗﻮاﻧﺪ درصﺪ ﺳﻔﺎرﺷﺎت درﻳﺎﻓﺘﻰ ﻇﺮف ﻳﮏ روز ﺑﺎﺷﺪ )و ﺷﺎﻳﺪ ﻣﻌﻴﺎر اﻧﺪازه ﮔﻴﺮى دﻳﮕﺮ
در صﺪ ﺳﻔﺎرﺷﺎت درﻳﺎﻓﺘﻰ ﻇﺮف ﺑﻴﺶ از ١٠روز ﺑﺎﺷﺪ( .ﮐﺎرﮐﻨﺎن ﻣﻤﮑﻦ اﺳﺖ ﺧﻮاهﺎن ﻓﺮصﺖهﺎى ﺷﻐﻠﻰ ﺑﻬﺘﺮ
ﺑﺎﺷﻨﺪ ﮐﻪ ﻳﮏ ﺷﺎﺧﺺ اﻧﺘﺰاﻋﻰﺗﺮى اﺳﺖ .ﺑﺮاى ﺗﺒﺪﻳﻞ ﮐﺮدن آن ﺑﻪ ﻣﻌﻴﺎرى ﻗﺎﺑﻞ اﻧﺪازه ﮔﻴﺮى ﻣﻰﺗﻮاﻧﻴﻢ ﻳﮏ
ﺳﻴﺴﺘﻢ ﻣﺘﺮى ﺑﺮاى درصﺪ ﮐﺎرﮐﻨﺎﻧﻰ ﺗﻌﻴﻴﻦ ﮐﺮد ﮐﻪ ﻃﻰ ﺗﺤﻘﻴﻘﻰ ﮐﻪ از آﻧﻬﺎ ﺑﻌﻤﻞ ﻣﻰآﻳﺪ رﺿﺎﻳﺖ ﺧﻮد را از داﺷﺘﻦ
ﻓﺮصﺖهﺎى ﺷﻐﻠﻰ ﺑﻬﺘﺮ اﻋﻼم ﻣﻰﮐﻨﻨﺪ.
آﻧﭽﻪ ﻣﺪ ﻧﻈﺮ اﺳﺖ اﻳﻨﺴﺖ ﮐﻪ ﺗﻤﺎﻣﻰ ﺷﺎﺧﺺهﺎى رﺿﺎﻳﺘﻤﻨﺪى ﺑﺎﻳﺪ داراى ﻳﮏ ﻳﺎ ﭼﻨﺪ ﻣﻘﻴﺎس ﻣﺘﺮى ﮐﻤﻰ ﺑﺎﺷﻨﺪ ﮐﻪ
ﺑﺎ ﮔﺬﺷﺖ زﻣﺎن ﺑﺘﻮان آن را ردﻳﺎﺑﻰ ﮐﺮده ﺑﻨﺤﻮى ﮐﻪ ﺗﺄﺛﻴﺮ ﺗﻐﻴﻴﺮ ﻓﺮآﻳﻨﺪ را ﺑﺘﻮان اﻧﺪازهﮔﻴﺮى و ﻣﺸﺨﺺ ﻧﻤﻮد.
ﻻ ﺷﺮﮐﺖ دادههﺎﻳﻰ ﮐﻪ از ﭼﻨﺪ ﮔﺮوه ﻣﺨﺘﻠﻒ در ارﺗﺒﺎط ﺑﺎ ﻣﻌﻴﺎرهﺎى ﻋﻤﻠﮑﺮد ﻣﺘﻨﺎﺳﺐ ﺑﺎ ﺷﺎﺧﺺ ﻣﻌﻤﻮ ً
رﺿﺎﻳﺘﻤﻨﺪى ﺟﻤﻊ آورى ﺷﺪه را در اﺧﺘﻴﺎر دارد )ﺑﺮاى ﻣﺜﺎل ﺑﺮرﺳﻰهﺎى ﺑﻌﻤﻞ آﻣﺪه از ﻣﺸﺘﺮﻳﺎن ،ﮐﺎرﮐﻨﺎن و .(...
اﻳﻦ ﻣﻨﺎﺑﻊ اﻃﻼﻋﺎﺗﻰ ﺑﺮاى ﭘﻴﺎده ﮐﺮدن روﻧﺪ ﻣﺸﺨﺼﻰ از ﻋﻤﻠﮑﺮد در ﻃﻮل زﻣﺎن ﻣﻰﺗﻮاﻧﻨﺪ ﺑﺴﻴﺎر ﻣﻔﻴﺪ ﺑﺎﺷﻨﺪ.
ﺑﺮاى ﻳﺎﻓﺘﻦ اﻳﻦ دادههﺎ ﺑﺎﻳﺪ ﺑﺮرﺳﻰ ﻻزم ﺑﻪ ﻋﻤﻞ آﻳﺪ.
ﺑﺎز هﻢ در اﻳﻨﺠﺎ ﻣﻬﻤﺘﺮﻳﻦ ﻣﺴﺌﻠﻪ داﺷﺘﻦ ﻣﻌﻴﺎرهﺎى ﮐﻤﻰ و ﻧﻴﺰ داﺷﺘﻦ ﻣﻨﺒﻌﻰ ﻋﻴﻨﻰ ﺑﺮاى دادههﺎ ﻣﻰﺑﺎﺷﺪ.
وﻗﺘﻰ ﺗﻤﺎس ﻣﺴﺘﻘﻴﻢ ﺑﺎ اﻓﺮاد ذى ﻧﻔﻊ اﻧﺠﺎم ﺷﺪ ،ﻓﺮصﺘﻰ ﻓﺮاهﻢ ﻣﻰﺷﻮد ﺗﺎ درﺳﺘﻰ ﺷﺎﺧﺺهﺎى رﺿﺎﻳﺘﻤﻨﺪى را
ﻣﺤﮏ ﺑﺰﻧﻴﻢ .ﻋﻤﻮﻣًﺎ ﭘﺮﺳﺶ ﺳﺆاﻻت ﺑﺎزى ﮐﻪ ﻧﻈﺮات و دﻳﺪﮔﺎهﻬﺎى اﻓﺮاد ذﻳﻨﻔﻊ را اﺳﺘﺨﺮاج ﮐﺮده و ﻧﻴﺰ ﺳﺆاﻻت
ﺷﺨﺼﻰ ﮐﻪ در راﺑﻄﻪ ﺑﺎ ﻓﻬﺮﺳﺖ ﻣﻌﻠﻮﻣﻰ از ﺷﺎﺧﺺ هﺎ ﻣﻄﺮح ﻣﻰ ﺷﻮﻧﺪ روش ﻋﻤﻠﻰ ﻣﻄﻠﻮﺑﻰ ﻣﺤﺴﻮب
ﻣﻴﮕﺮدﻧﺪ )ﺑﻴﺎد داﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻧﻴﺎزهﺎى اﻓﺮاد ذﻳﻨﻔﻊ ﻣﻤﮑﻦ اﺳﺖ در ﻃﻮل زﻣﺎن ﺗﻐﻴﻴﺮ ﮐﻨﺪ(.
ﻓﺮآﻳﻨﺪ ادﻧﺎزه ﮔﻴﺮى واﻗﻌﻰ ﻣﻰ ﺑﺎﻳﺴﺖ ﺷﺎﺧﺺ هﺎى ﺟﺪﻳﺪ ﻣﻮردﻧﻈﺮ اﻓﺮاد ذﻳﻨﻔﻊ را ﻣﻌﻠﻮم ﺳﺎﺧﺘﻪ و ﻳﺎ ﻧﺎدرﺳﺘﻰ
ﺳﻄﻮح ﺗﻌﻴﻴﻦ ﺷﺪه اهﻤﻴﺖ را آﺷﮑﺎر ﺳﺎزد .ﺳﭙﺲ اﻃﻼﻋﺎت حﺎصﻞ ﺑﺮاى اصﻼح ﺷﺎﺧﺺهﺎ و ﻣﻘﻴﺎسهﺎ ﻣﺠﺪدًا ﺑﺎﻳﺪ
وارد اﻳﻦ ﻓﺮآﻳﻨﺪ ﺷﻮﻧﺪ.
6. Restructure Stakeholders
This optional step is included to account for the possible need to restructure
the stakeholders and/or their satisfaction attributes based on the collection of
actual data (surveys, interviews, focus groups, etc.).
Setting targets can be done by multi-vote, after some discussion of the likely
feasibility, cost and benefits (in very general terms) of setting certain target
levels.
-۶ﮔﺮوه هﺎى ذﻳﻨﻔﻊ را ﻧﺴﺒﺖ ﺑﻪ ﺷﺎخﺺ هﺎى ﻣﺨﺘﻠﻒ ﻣﺠﺪدًا ﺟﺎﻳﺎﺑﻰ ﮐﻨﻴﺪ.
ﺑﻤﻨﻈﻮر در ﻧﻈﺮ ﮔﺮﻓﺘﻦ ﻧﻴﺎز احﺘﻤﺎﻟﻰ ﺑﻪ ﻧﻐﻴﻴﺮ ﺳﺎﺧﺘﺎرى ﮔﺮوه هﺎى ذﻳﻨﻔﻊ و ﻳﺎ ﺷﺎﺧﺺ هﺎى رﺿﺎﻳﺘﻤﻨﺪى ﺑﺮ
ﻣﺒﻨﺎى ﺟﻤﻊ آورى داده هﺎى واﻗﻌﻰ )ﺑﻪ روش هﺎى ﻣﺨﺘﻠﻒ( ﺟﺰو ﻣﺮاحﻞ ارزﻳﺎﺑﻰ اﻓﺮاذ ذﻳﻨﻔﻊ ﮔﻨﺠﺎﻧﺪه ﺷﺪه اﺳﺖ.
اهﺪاف و ﻓﺎصﻠﻪهﺎ