职业健康安全管理体系和安全文化英文翻译

incident investigations, has led to the identification 11 key attributes for a sound safety culture. These attributes, which are described in further detail in Table 1.

Table 1. Key Attributes Of A Sound Safety Culture ?Espouse safety as a core value ?Provide strong leadership

?Establish and enforce high standards of performance ?Maintain a sense of vulnerability

?Empower individuals to successfully fulfill their safety responsibilities ?Provide deference to expertise

?Ensure open and effective communications ?Establish a questioning/learning environment ?Foster mutual trust

?Provide timely response to safety issues and concerns ?Provide continuous monitoring of performance

The six cultural themes distilled from the Columbia investigation can be mapped to these eleven key attributes. It is important to keep in mind that the organizational themes distilled from the Columbia incident do not cover all of the cultural pathologies that could exist within an organization. Your organization may have safety culture weaknesses that did not play a part in the three case studies described in this communications package. 5. What Should Be Done?

While it is not feasible to provide an explicit rode map here, there are some basic steps that you should consider to address the safety culture issues within your organization.

Create Awareness. Presumably, that is why you are reading this communications package. Corporate and/or site leadership need an awareness of the importance of safety culture to safety performance. The case histories included in this package should allow you to demonstrate the potential consequences that can result from a weak safety culture. The exercises or workshops that you may choose to conduct, based upon the tools and guidance in this communications package, should help

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identify any of the more obvious issues and set the stage for further, more detailed evaluations of your safety culture.

Identify a Champion. While every member of the organization should be a supporter of a sound safety culture, your organization may require a Champion if the scope of the cultural transformation is large. Perhaps that is you. Whoever fulfils this role must understand the dynamics of safety cultures and the process for, and obstacles to, implementing cultural change.

Perform a gap analysis. Learn/evaluate how your culture is performing in contrast with the 11 key attributes. Identify where the gaps are and prioritize a risk-based response to closing this gaps. This is simply stated and difficultly done. Gaining a full understanding of the dynamics of your culture and determining the root causes of any problems is likely not an overnight exercise. However, there are likely to be some readily apparent first steps that could be taken to start the process.

Steward cultural change. When we talk of “managing culture,” it is important that we recognize that leadership’s potency in this matter is limited to inspiring, enabling, and nurturing cultural change. Since leaders cannot change an organization’s values and beliefs through edict, it is not possible to mandate cultural change.

Keep the organization focused. Many organizations have already established sound safety cultures. Not uncommonly, these cultures have been developed in response to, and are reinforced by frequent reference to, significant loss events in the company’s past. Those organizations fortunate enough not to have experienced such a seminal event may find it helpful to draw upon the experience of others in their, or similar, industries. This communications package provides one process industry case study. You may have case studies from your own organization that can be used to emphasize the importance of safety culture. However you do it, it is important to keep the organization, at all levels, focused on “What Is At Stake.”

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职业健康安全管理体系和安全文化

职业健康安全管理体系（OHSMS）是什么？一种难以在职业健康安全管理体系的效能评估是给团队中的不同含义。发现对标准有效性或比重和评估的方法的一致是特别困难的，基本分歧存在于什么职业健康安全管理体系。 1. 职业健康安全管理体系的一般特征

所有OHSMS归功于传统的一般系统理论。系统理论认为，OHSMS一般有4个基本要求，虽然这些要求在实践中允许相当大的多样性。四个基本要求如下。

1）系统目标;

2）系统元件的规格和它们之间的关系；并不是所有的系统都需要有相同的元素;

3）确定OHSMS和其他系统的关系（包括一般管理系统，和监管体系，而且技术和工作组织）;

4）对于系统的维护要求（这可能是内部的，与一个审查阶段，或外部链接，例如工业政策，支持职业健康安全最佳实践；系统维护之间可能会有所不同系统）。

几种澳大利亚当局对OHSMS所定义的这些一般系统要求相一致。因此Bottomley这样记着，使OHSMS成为一个体系的”是蓄意的连接和排序的过程要达到的具体目标和创建一个可重复的和可识别的方式管理职业健康安全。纠正措施??（还有）核心系统的方法。”

Warwick Pearse同样也强调了系统的联系，他将OHSMS定义为“覆盖职业健康安全管理所需措施的主要范围的不同要素。它们是内部关联的，而整体则靠反馈循环驱动”。

同样，Gallagher将OHSMS定义为“为改进健康与安全性能，以某种组合方式共同发挥作用的计划与评审，管理组织措施，协商措施以及特定规划的要素等的联合体”。

2. 自愿或强制性的实现方法

职业健康安全管理体系来自各种不同的实现方法。弗里克和雷恩区分三种类型为——自愿，强制性和混合。自愿系统存在的地方，企业采用对自己意志的OHSMS。这通常是实施战略目标与员工的福利待遇和良好的企业公民，尽管可能

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有其他动机，如减少保险费用。相反，强制性制度在一些欧洲国家，立法要求的风险评估系统采用进化。准强制性的方法也可能存在外部的商业压力以立法要求的地方。因此，许多企业采用OHSMS符合客户和供应商的要求，主承包商和其他商业机构。混合方法是说需要志愿动机和立法要求混合料。 3. 管理系统或系统管理

从自愿性和强制性标准之间的区别，弗里克和雷恩也将职业健康和安全管理系统”，和“管理系统”的职业健康和安全区分开来。具体而言，前者的特征在于：以市场为基础的，通常由咨询公司提升，与通常的高度形式化的处方对如何整合OHSM庞大而复杂的组织内，同时综合需求的文档。

这种“管理系统”形式，必须符合严格的标准。这些要求的一个“系统”没有得到满足，那么长期被认为是不适用的。另一方面，“系统管理”被描述为“?数量有限的授权原则职业健康安全的系统化管理,适用于所有类型的雇主包括小的”。

这种方法源于欧洲和澳大利亚的监管方法，那里的企业，包括规模较小的，鼓励或要求符合性要求不高的框架相对于“管理系统”。这个简单的监管框架的一个例子是在1989 / 391欧盟框架指令的风险评估原则。

在澳大利亚也存在这样一个松散的方法对OHSM支持。对职业健康安全定义的系统仅仅作为“仅仅一面之词怎么做好你的安全管理”。与此相一致的是Bottomley的无所不包的做法，使“??一个职业健康安全管理体系可以是简单或复杂的，它可以高度记录或难描述，可以是本土的还是基于可用的模型”。

对职业健康安全管理的一个相对简单的“系统”的方法的一个例子是在“小企业安全解决方案”-一个小企业的澳大利亚商会和工业出版的小册子中发现的。

这一主张的四步过程如下：

第一步：致力于一个安全的工作场所（制定政策的基础上，协商）。 第二步：识别和消除危险（使用危险辨识清单）

第三步：保持一个安全的工作场所（包括安全检查，维修，报告危险，信息和培训，监督，事故调查，和应急计划）。

第四步：安全记录和信息（包括要求保持记录的法律和标准）

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