The Strategic HSE Management Programme Handbook PDF

Stakeholders
Stakeholders
Processes
Organisation Resources
The Strategic HSE Management

Programme Handbook
May 2005
NPC / 20365 / Mod1_021_Handbook.doc i

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‫اﺷﺨﺎص ذﯾﻨﻔﻊ‬
‫‪Stakeholders‬‬
‫ﻓﺮآﯾﻨﺪﻫﺎ‬
‫ﺳﺎزﻣﺎن‬ ‫ﻣﻨﺎﺑﻊ‬
‫‪HSE‬‬ ‫راﻫﻨﻤﺎی ﺑﺮﻧﺎﻣﻪ ﻣﺪﯾﺮﯾﺖ اﺳﺘﺮاﺗﮋﯾﮏ‬
‫‪NPC / 20365 / Mod1_021_Handbook.doc‬‬ ‫‪ii‬‬

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Table of Contents
CHAPTER 1: INTRODUCTION.................................................................... 8
The Strategic Health, Safety and Environmental Management Programme (SHSEMP) ................8
Structure of the SHSEMP Handbook .................................................................................................11
Why does a company need an HSE Management Strategy?.............................................................13
Compatibility with International Management Standards ...............................................................15
CHAPTER 2: HOW DO I ASSESS AND PLAN WHAT I NEED TO DO TO

MANAGE HSE STRATEGICALLY? ................................................................ 17
At the Moment, How Well am I Managing HSE?..............................................................................17
The Number of Accidents or Incidents Relating to HSE...................................................................19
The Cost of HSE....................................................................................................................................19
How Does my Performance Compare with Others? ..........................................................................27
What Level of HSE Management Should I Apply to my Business? .................................................27
HSE Management Systems can deliver an HSE Strategy .................................................................35
Developing Options on What to do......................................................................................................41
How do I Select the Best Option? ........................................................................................................41
How do I Implement Change Successfully?........................................................................................43
NPC / 20365 / Mod1_021_Handbook.doc iii

‫‪١٠‬‬ ‫ﻓﺼﻞ ‪ :١‬ﻣﻘﺪﻣﻪ‬

‫‪١٠‬‬ ‫ﺑﺮﻧﺎﻣﺔ ﻣﺪﻳﺮﻳﺖ اﺳﺘﺮاﺗﮋﻳﮏ ﺑﻬﺪاﺷﺖ‪ ،‬اﻳﻤﻨﻰ و ﻣﺤﻴﻂ زﻳﺴﺖ )‪(SHSEMP‬‬
‫‪١٢‬‬ ‫ﺳﺎﺧﺘﺎر راهﻨﻤﺎى ‪SHSEMP‬‬
‫‪١4‬‬ ‫ﭼﺮا ﻳﮏ ﻣﺆﺳﺴﻪ ﺑﻪ اﺳﺘﺮاﺗﮋى ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﻧﻴﺎزﻣﻨﺪ اﺳﺖ؟‬
‫‪١۶‬‬ ‫ﺳﺎزﮔﺎرى ﺑﺎ اﺳﺘﺎ ﻧﺪاردهﺎى ﺑﻴﻦ اﻟﻤﻠﻠﻰ ﻣﺪﻳﺮﻳﺖ‬
‫‪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؟‬
‫‪NPC / 20365 / Mod1_021_Handbook.doc‬‬ ‫‪iv‬‬

CHAPTER 3: HOW DO I ORGANISE TO MANAGE HSE

STRATEGICALLY?.......................................................................................... 51
Why Should I Allocate Specific Responsibilities for HSE? ...............................................................51
Who Should Have Responsibility for HSE?........................................................................................53
How Can HSE Responsibility be Allocated? ......................................................................................55
What Organisational Structure will Give me the Most Effective HSE Performance? ...................61
How Can I Get Employees to “Buy In” to HSE? ...............................................................................65
CHAPTER 4: HOW DO I MONITOR THE IMPLEMENTATION OF MY HSE

STRATEGY? ............................................................................................. 75
Why Should I Monitor my Performance? ..........................................................................................75
What Items Should I Monitor?............................................................................................................77
How do I set and prioritise performance criteria?.............................................................................81
How do I Ensure Things are Monitored, Results Reported and Action Taken?.............................83
Which Method of Control is Best for my Organisation?...................................................................85
CHAPTER 5: HOW DO I IMPROVE THE WAY I MANAGE HSE

STRATEGICALLY?.......................................................................................... 91
Why Do I Need to be Innovative in my Approach to HSE Management?.......................................91
Why Audit?............................................................................................................................................93
What is the Best Way to Set up an Auditing Programme? ...............................................................93
What Techniques are Available to Encourage Innovative Ideas? ....................................................95
How do I Evaluate Innovative Ideas?..................................................................................................97
CHAPTER 6: HOW DO I UNDERSTAND AND PROMOTE A POSITIVE

HSE CULTURE? ........................................................................................... 101
What is ‘HSE Culture’? .....................................................................................................................101
Why is HSE Culture important? .......................................................................................................105
How is HSE culture established and maintained? ...........................................................................111
What makes a good HSE culture? .....................................................................................................113
NPC / 20365 / Mod1_021_Handbook.doc v

‫‪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
‫‪NPC / 20365 / Mod1_021_Handbook.doc‬‬ ‫‪vi‬‬

What does best practice in HSE culture look like? ..........................................................................117
How can I assess the HSE Culture in my organisation?..................................................................123
Understanding Unwritten Rules at Management Levels.................................................................125
Unintentional Actions - Human Errors.............................................................................................127
Intentional Actions..............................................................................................................................127
How can I Plan and Implement improvements in HSE Culture?...................................................133
Summary of Chapter 6 .......................................................................................................................141
APPENDIX 1: USEFUL REFERENCES AND DOCUMENTS........................ 143

Iranian Environmental Regulations and Legislations .....................................................................143
Regional Regulations (ROPME Protocols) .......................................................................................147
Useful Documents................................................................................................................................147
APPENDIX 2: RISK ASSESSMENT .............................................................. 149

What is Risk Assessment? ..................................................................................................................149
APPENDIX 3: ALARP .................................................................................... 153
APPENDIX 4: BENCHMARKING .................................................................. 161

What is Benchmarking? .....................................................................................................................161
APPENDIX 5: STAKEHOLDER NEEDS ANALYSIS..................................... 167

What are Stakeholders? .....................................................................................................................167
NPC / 20365 / Mod1_021_Handbook.doc vii

١۴۴ ‫ ﻣﺮاﺟﻊ و ﻣﺪارک ﻣﻔﻴﺪ‬:١ ‫ﭘﻴﻮﺳﺖ‬

١۴۴ ‫ﻗﻮاﻧﻴﻦ و ﻣﻘﺮرات ﻣﺤﻴﻂ زﻳﺴﺖ اﻳﺮان‬
١۴٨ (ROPME ‫ﻣﻘﺮرات ﻣﻨﻄﻘﻪاى )ﭘﺮوﺗﮑﻞهﺎى‬
١۴٨ ‫ﻣﺪارک ﻣﻔﻴﺪ‬
١۵٠ ‫ ارزﻳﺎﺑﻰ رﻳﺴﮏ‬:٢ ‫ﭘﻴﻮﺳﺖ‬
١۵٠ ‫ارزﻳﺎﺑﻰ رﻳﺴﮏ ﭼﻴﺴﺖ؟‬
١۵۴ ALARP:٣ ‫ﭘﻴﻮﺳﺖ‬
١۶٢ (Benchmark) ‫ ﺳﻨﺠﺶ‬:٤ ‫ﭘﻴﻮﺳﺖ‬
١۶٢ ‫ﺳﻨﺠﺶ ﭼﻴﺴﺖ؟‬
١۶٨ ‫ ﺗﺤﻠﻴﻞ ﻧﻴﺎزهﺎى اﺷﺨﺎص ذﻳﻨﻔﻊ‬:٥ ‫ﭘﻴﻮﺳﺖ‬
1۶٨ ‫اﺷﺨﺎص ذﻳﻨﻔﻊ ﭼﻪ ﮐﺴﺎﻧﻰ هﺴﺘﻨﺪ؟‬
Chapter 1: Introduction
The Strategic Health, Safety and Environmental

Management Programme (SHSEMP)
The Strategic HSE Management Programme aims to provide business
leaders with an insight into tools and techniques for managing HSE in a
strategic context. The Programme comprises this handbook and the 1-day
course.
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”.
EHS management is a key part of any business’s commitment to sustainable

development. In addition to the moral case for working towards a
sustainable future, there are strong economic reasons for ensuring effective
EHS management (Figure 1.1). Reducing costs and avoiding risks improves
operating profit, while differentiating your business on the grounds of
NPC / 20365 / Mod1_021_Handbook.doc viii

responsible EHS management enhances your international reputation

thereby attracting talented employees and financial investment and assisting
in the development of effective international partnerships.
NPC / 20365 / Mod1_021_Handbook.doc 9

‫ﻓﺼﻞ ‪ :١‬ﻣﻘﺪﻣﻪ‬
‫ﺑﺮﻧﺎﻣﻪ ﻣﺪﯾﺮﯾﺖ اﺳﺘﺮاﺗﮋﯾﮏ ﺑﻬﺪاﺷﺖ‪ ،‬اﯾﻤﻨﯽ و ﻣﺤﯿﻂ زﯾﺴﺖ )‪(SHSEMP‬‬
‫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.‬‬
‫‪NPC / 20365 / Mod1_021_Handbook.doc‬‬ ‫‪10‬‬

Figure 1.1: Reasons for Effective EHS Management
Attract Resources (Capital and Talent)

Attractive to staff; Good bet for investors
Enhance Reputation
Trust; Loyalty; Partner of choice
Reduce Costs Avoid Risks Create Options Establish Preference

Cost of compliance Unexpected changes in Develop new products
government attitudes and/or Enhance brand loyalty
Raw materials and waste Pursue new markets
legislation Differentiate products on
Energy use Respond easily to
Disruptions in supply chain changing circumstances environmental and social
Operational efficiency
Large accidents Maintain your license to attributes
Cheaper decommissioning
Risk of extinction operate Seen as a leading edge
Public liability company
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.
Structure of the SHSEMP Handbook

This SHSEMP Handbook provides business leaders with an insight into
some of the principles, approaches and methodologies, which make up the
knowledge necessary to develop competence in specific areas of HSE
management.
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?

‫ﺷﮑﻞ ‪ :١-١‬دﻻﻳﻞ ﺗﻮﺟﻴﻪ ﮐﻨﻨﺪه ﺑﺮاى ﻣﺪﻳﺮﻳﺖ ﮐﺎرآى ‪HSE‬‬
‫ﺟﺬب ﻣﻨﺎﺑﻊ )ﺳﺮﻣﺎﻳﻪ و اﺳﺘﻌﺪاد(‬

‫ﺟﺬاب ﺑﺮاى ﮐﺎرﮐﻨﺎن‪ ،‬ﺳﻮدآور ﺑﺮاى ﺳﺮﻣﺎﻳﻪ ﮔﺰاران‬
‫اﻓﺰاﻳﺶ اﻋﺘﺒﺎر‬
‫اﻋﺘﻤﺎد‪ ،‬وﻓﺎدارى‪ ،‬اﻧﺘﺨﺎب ﺑﻪ ﻋﻨﻮان ﺷﺮﻳﮏ ﺑﺮﮔﺰﻳﺪه‬
‫ﮐﺎهﺶ هﺰﻳﻨﻪ هﺎ‬ ‫ﭘﺮهﻴﺰ از رﻳﺴﮏ‬ ‫اﻳﺠﺎد اﻧﺘﺨﺎب‬ ‫اﻳﺠﺎد ارﺟﺤﻴﺖ‬
‫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.‬‬
‫ﺳﺎخﺘﺎر راهﻨﻤﺎى ‪SHSEMP‬‬
‫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؟‬ ‫•‬

Figure 1.2: Structure of the Handbook
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
Why does a company need an HSE Management

Strategy?
HSE should be integral to a business’ activities. In the oil, gas and
petrochemical industry HSE is part of daily operations. But how much
money should be invested in HSE projects? Where can the maximum
benefits be achieved whilst still running a commercially viable business?
How do I avoid wasting management time and effort on initiatives with
uncertain payback? How can I demonstrate why I am managing HSE the
way I have chosen so that investors, regulators and employees are
comfortable that I am being diligent?
Expectations of business partners, regulators, employees and the public are

changing rapidly. An HSE Strategy provides the coherent framework that is
required to balance many issues using a rational, business-like approach.
The SHSEMP Handbook provides tools and techniques to help business

leaders build an HSE Strategy that is most appropriate for their organisation.

‫ﺷﮑﻞ ‪ :١-٢‬ﺳﺎﺧﺘﺎر اﻳﻦ ﮐﺘﺎﺑﭽﺔ راهﻨﻤﺎ‬
‫‪Chapter 2‬‬
‫ﻓﺼﻞ ‪٢‬‬
‫‪do‬ﻻزﻣﺔ‬
‫‪How‬‬ ‫‪Assess‬را‪I‬ﮐﻪ‬
‫‪and‬ﺑﺎﻳﺪ آﻧﭽﻪ‬
‫ﭼﮕﻮﻧﻪ‬
‫‪what‬یﮏ‬
‫‪Plan‬‬ ‫ﺑﺼﻮرت‬ ‫ﻣﺪﻳﺮﻳﺖ‪HSEto‬‬
‫‪I need‬‬ ‫‪do‬‬
‫‪to‬‬ ‫‪manage‬‬ ‫‪HSE‬‬
‫اﺳﺘﺮاﺗﮋی اﺳﺖ‪ ،‬ارزﻳﺎﺑﻰ و ﺑﺮﻧﺎﻣﻪ‬
‫‪Strategically‬‬ ‫?‬
‫رﻳﺰى ﮐﺮد؟‬
‫‪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
‫ﭼﺮا ﻳﮏ ﻣﺆﺳﺴﻪ ﺑﻪ اﺳﺘﺮاﺗﮋى ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﻧﻴﺎزﻣﻨﺪ اﺳﺖ؟‬
‫‪ 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.‬‬
‫حﺮَف ﻣﺨﺘﻠﻒ در اﻳﺠﺎد ﻳﮏ اﺳﺘﺮاﺗﮋى‬

‫راهﻨﻤﺎى ‪ SHSEMP‬حﺎﺿﺮ‪ ،‬روشهﺎ و اﺑﺰارهﺎﺋﻰ را ﮐﻪ ﭘﻴﺸﮕﺎﻣﺎن ِ‬
‫‪ HSE‬ﻣﻨﺎﺳﺐ ﺑﺮاى ﺳﺎزﻣﺎن ﺧﻮد ﻧﻴﺎز دارﻧﺪ‪ ،‬ﻓﺮاهﻢ ﻣﻰﻧﻤﺎﻳﺪ‪.‬‬

Compatibility with International Management Standards
Throughout the SHSEMP, development of an HSE Strategy is based on an
internationally-recognised model for management systems, developed by
the Health and Safety Executive in the UK, (Figure 1.3). This six-part
management system model is compatible with the requirements of
internationally standards for management of Quality (ISO 9001),
Environment (ISO 14001) and Occupational Health and Safety (ISO
180001).

‫ﺳﺎزﮔﺎرى ﺑﺎ اﺳﺘﺎﻧﺪاردهﺎى ﺑﻴﻦ الﻤﻠﻠﻰ ﻣﺪﻳﺮﻳﺖ‬
‫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.‬‬

Chapter 2: How do I Assess and Plan What
I Need to do to Manage HSE Strategically?
In this chapter of the handbook we examine the issues facing business

leaders who need to consider what they should be doing to manage HSE in a
strategic manner. Having decided on the approach they wish to take, what
can they do to formulate plans to achieve that strategy?
We explore the following questions:

• At the moment, how well am I managing HSE?
• How does my performance compare with others?
• What level of HSE management should I apply to my business?
• How do I decide what I have to do to achieve the needs I have
identified?
• How well am I managing my specific HSE risks?
• How do I successfully implement the changes I wish to make?
At the Moment, How Well am I Managing HSE?

Businesses cannot afford to ignore the risks to their operations. The impact
on the bottom line performance can be significant, and lasting damage can
be made to the public perception of the business.
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.
The level of management applied by a particular business should reflect its

level of business risk. If a business does not apply sufficient controls, it
may be exposing its business unnecessarily. If a business applies overly
complex controls it will be wasting its resources.
Overly complex risk management control may result in confusion and

misunderstanding and may lead to deliberate bypassing of the system.
Keeping the risk management process simple, and appropriate to the level of
risk, will aid success.

‫ﻓﺼﻞ ‪ :٢‬ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ آﻧﭽﻪ را ﮐﻪ ﻻزﻣﺔ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﺑﺼﻮرت ﻳﮏ اﺳﺘﺮاﺗﮋى‬
‫اﺳﺖ‪ ،‬ارزﻳﺎﺑﻰ و ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﮐﺮد؟‬
‫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؟‬
‫ﺑﺮاى ﻳﺎﻓﺘﻦ ﭘﺎﺳﺦ ﻣﻄﻠﻮب‪ ،‬ﺑﻪ ﺑﺮرﺳﻰ ﺳﺌﻮاﻻت زﻳﺮ ﻣﻰ ﭘﺮداذﻳﻢ‪:‬‬
‫در ﺣﺎل ﺣﺎﺿﺮ‪ ،‬ﮐﻴﻔﻴﺖ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﻣﻦ ﭼﮕﻮﻧﻪ اﺳﺖ؟‬

‫ﻋﻤﻠﮑﺮد ﻣﻦ در ﻣﻘﺎﻳﺴﻪ ﺑﺎ دﻳﮕﺮان ﭼﮕﻮﻧﻪ اﺳﺖ؟‬
‫اﺟﺮاى ﻣﺪﻳﺮﻳﺖ ‪ HSE‬درﮐﺪام ﺳﻄﺢ ﻣﻨﺎﺳﺐ حﺮﻓﻪ ﻣﻦ ﻣﻰ ﺑﺎﺷﺪ؟‬
‫ﭼﮕﻮﻧﻪ ﺗﺼﻤﻴﻢ ﺑﮕﻴﺮم ﮐﻪ ﺑﺮاى رﺳﻴﺪن ﺑﻪ ﻧﻴﺎزهﺎى ﺗﻌﻴﻴﻦ ﺷﺪه ﭼﻪ ﺑﺎﻳﺪ ﮐﺮد؟‬
‫ﺗﺎ ﭼﻪ حﺪ در ﻣﺪﻳﺮﻳﺖ رﻳﺴﮏ هﺎﻳﻰ ﮐﻪ در ﻣﺤﺪوده ‪ HSE‬ﻗﺮار دارد ﻣﻮﻓﻖ ﺑﻮده ام؟‬
‫ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮاﻧﻢ ﺑﺎ ﻣﻮﻓﻘﻴﺖ‪ ،‬ﺗﻐﻴﻴﺮات ﻣﺪﻧﻈﺮ را اﻋﻤﺎل ﮐﻨﻢ؟‬
‫در حﺎل حﺎﺿﺮ‪ ،‬ﮐﻴﻔﻴﺖ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﻣﻦ ﭼﮕﻮﻧﻪ اﺳﺖ؟‬

‫ﻣﺸﺎﻏﻞ و حﺮﻓﻪهﺎ ﻧﻤﻰ ﺗﻮاﻧﻨﺪ رﻳﺴﮏ هﺎﻳﻰ را ﮐﻪ ﻣﺘﻮﺟﻪ ﻋﻤﻠﻴﺎت آﻧﻬﺎﺳﺖ‪ ،‬ﻧﺎدﻳﺪه ﮔﻴﺮﻧﺪ‪ .‬اﺛﺮات اﻳﻦ ﺧﻄﺮات در‬
‫ﻣﻌﻴﺎر ﻋﻤﻠﮑﺮدى ﻣﺆﺳﺴﻪ ﻣﻰﺗﻮاﻧﺪ ﺑﺴﻴﺎر ﻣﻬﻢ ﺑﻮده و ﻣﻤﮑﻦ اﺳﺖ ﺑﻪ ﺗﺼﻮر ﻋﻤﻮﻣﻰ ﻧﺴﺒﺖ ﺑﻪ آن حﺮﻓﻪ آﺳﻴﺐهﺎى‬
‫ﺟﺒﺮان ﻧﺎﭘﺬﻳﺮى وارد ﺷﻮد‪.‬‬
‫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.‬‬

Senior managers should therefore assess their current risk management
methods and determine how appropriate they are for the business. The
decisions relating to any further action can then be taken.
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.
The Number of Accidents or Incidents Relating to HSE

Measurement of the number of accidents and HSE related incidents reported
during a year gives an indication as to an organisation’s HSE performance.
Trends can be identified.
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).
So, as a starting point, an organisation should ensure it adequately reports

accidents and incidents. Recognising this will only lead to a slow rate of
improvement in HSE performance, the organisation should develop
proactive measures which focus on managing underlying issues which can
lead to an accident. These proactive techniques will be expanded in Chapter
4.
The Cost of HSE

How much do you currently spend on managing HSE? Is this too much or
too little? There are techniques available for evaluating the true costs
associated with HSE issues. Many organisations fail to measure the true
cost of HSE effectively. The result is an ineffective use of resources and
failure to identify where to focus management efforts.
Accidents can result in direct and indirect costs to an organisation, but

certain cost will not be recovered from insurance.

‫ﺑﻨﺎﺑﺮاﻳﻦ‪ ،‬ﻣﺪﻳﺮان ارﺷﺪ ﻣﻴﺒﺎﻳﺴﺖ روشهﺎى ﻣﻮﺟﻮد ﻣﺪﻳﺮﻳﺖ رﻳﺴﮏ را ارزﻳﺎﺑﻰ ﮐﺮده و ﻣﻨﺎﺳﺒﺖ آﻧﻬﺎ را ﺑﺮاى‬
‫ﮐﺎر ﺧﻮد ارزﻳﺎﺑﻰ ﮐﻨﻨﺪ‪ .‬در اﻳﻨﺼﻮرت ﻣﻰﺗﻮان ﺗﺼﻤﻴﻤﺎت ﻻزم درﺑﺎرة اﻗﺪاﻣﺎت ﺑﻌﺪى را اﺗﺨﺎذ ﮐﺮد‪.‬‬
‫دو ﻣﻌﻴﺎر ﺳﻨﺠﺶ ﺳﺎده ﺑﺮاى ارزﻳﺎﺑﻰ ﻋﻤﻠﮑﺮد ﺟﺎرى ﺳﻴﺴﺘﻢ وﺟﻮد دارد‪:‬‬
‫ﺗﻌﺪاد حﻮادث ﻳﺎ روﻳﺪادهﺎى ﻣﺮﺗﺒﻂ ﺑﺎ ‪HSE‬‬ ‫•‬

‫هﺰﻳﻨﻪ ‪HSE‬‬ ‫•‬
‫ﺗﻌﺪاد حﻮادث ﻳﺎ روﻳﺪادهﺎى ﻣﺮﺗﺒﻂ ﺑﺎ ‪HSE‬‬

‫اﻧﺪاره ﮔﻴﺮى ﺗﻌﺪاد حﻮادث و روﻳﺪادهﺎى ﻣﺮﺗﺒﻂ ﺑﺎ ‪ HSE‬ﮐﻪ در ﻃﻮل ﺳﺎل ﮔﺰارش ﻣﻰ ﺷﻮد‪ ،‬ﺷﺎﺧﺼﻰ از‬
‫ﻋﻤﻠﮑﺮد ‪ HSE‬ﺳﺎزﻣﺎن ﻣﻰ ﺑﺎﺷﺪ‪ .‬ﺑﺎ اﻧﺠﺎم اﻳﻦ اﻧﺪازه ﮔﻴﺮى هﺎ ﻣﻰ ﺗﻮان روﻧﺪ ﺧﺎصﻰ را ﺑﻴﻦ آﻧﻬﺎ ﻣﺸﺨﺺ ﺷﻮد‪.‬‬
‫ﻟﻴﮑﻦ‪ ،‬اﻳﻦ روش ﮐﻨﺪ ﺑﻮده و ﺑﻴﺸﺘﺮ حﺎﻟﺖ اﻧﻔﻌﺎﻟﻰ دارد و ﺑﺎﻳﺪ صﺒﺮ ﮐﺮد ﺗﺎ حﻮادث ﻳﺎ روﻳﺪادهﺎ رخ دهﻨﺪ‪.‬‬
‫اﻏﻠﺐ حﻮادث و ﻳﺎ روﻳﺪادهﺎ‪ ،‬وﻗﺎﻳﻌﻰ هﺴﺘﻨﺪ ﮐﻪ ﻣﻮﺟﺐ ﺑﺮوز ﻣﺸﮑﻞ و ﭼﺎﻟﺶ هﺎﻳﻰ ﺑﺮاى ﻣﺪﻳﺮﻳﺖ رﻳﺴﮏ ﻣﻰ‬
‫ﺷﻮﻧﺪ‪ .‬در ﻧﺘﻴﺠﻪ‪ ،‬ﺳﺎزﻣﺎنهﺎﻳﻰ ﮐﻪ ﺗﻌﺪاد حﻮادث و روﻳﺪاد آﻧﻬﺎ ﮐﻢ اﺳﺖ ﻣﻰﺗﻮاﻧﻨﺪ ﺗﺼﻮر ﮐﻨﻨﺪ ﮐﻪ ﺳﻄﺢ ﻋﻤﻠﮑﺮد‬
‫ﺧﻮﺑﻰ دارﻧﺪ‪ .‬هﺮﭼﻨﺪ اﻳﻦ ﻣﻄﻠﺐ ﻣﻰﺗﻮاﻧﺪ ﻧﺎﺷﻰ از ﺧﻮش ﺷﺎﻧﺴﻰ ﺑﺎﺳﺪ ﺗﺎ ﻣﺪﻳﺮﻳﺖ درﺳﺖ‪.‬‬
‫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.‬‬

Figure 2.1: Direct and Indirect Costs
INSURED
Employer’s liability and
public liability claims Business interruption
Damage to buildings Product liability
Damage to vehicles
Damage to neighbouring
property
Sick pay Investigation costs

Repairs Loss of goodwill
Product lost / damaged Loss of corporate image
fines Hiring and training of
replacement staff
UNINSURED
DIRECT INDIRECT
COSTS COSTS
Source: The Costs of Accidents at Work, HSE 1996
Organisations generally believe that the majority of costs are covered by

their insurance contracts, however significant costs are often absorbed by
other budgets (e.g. maintenance budget, sick pay, increased insurance
premiums). Studies of British companies have shown that the uninsured
costs of accidents were between 8 and 36 times greater than the costs of
insurance premiums paid at the time of the studies, whilst the indirect costs
were some 6–10 times the direct costs.

‫ﺷﮑﻞ ‪ :٢-١‬هﺰﻳﻨﻪ هﺎى ﻣﺴﺘﻘﻴﻢ و ﻏﻴﺮ ﻣﺴﺘﻘﻴﻢ‬
‫ﺑﯿﻤﻪ ﺷﺪه‬
‫ﺗﻌﻬﺪات و ﻣﺴﺌﻮلﻴﺖ ﮐﺎرﻓﺮﻣﺎ و‬

‫ﺷﮑﺎیﺎت ﻋﻤﻮم‬ ‫اخﺘﻼل در اﻣﻮر ﮐﺎرى‬
‫صﺪﻣﻪ ﺑﻪ ﺳﺎزه هﺎ‪ ،‬وﺳﺎﺋﻞ ﻧﻘﻠﻴﻪ‬ ‫ﺗﻌﻬﺪات در ﻣﻘﺎﺑﻞ ﮐیﻔیﺖ‬

‫و اﻣﻮال هﻤﺴﺎﻳﮕﺎن‬ ‫ﻣﺤﺼﻮل‬
‫ﭘﺮداخﺖ ﻣﺮخﺼﻰ هﺎی‬ ‫هﺰﻳﻨﻪ هﺎی ﻣﺮﺑﻮط ﺑﻪ‬

‫اﺳﺘﻌﻼﺟﻰ‪،‬‬ ‫ﺗﺤﻘیﻖ و ﺑﺮرﺳﯽ‪،‬‬
‫ﺗﻌﻤﻴﺮات‪،‬‬ ‫از دﺳﺖ دادن اﻋﺘﻤﺎد‪،‬‬
‫از ﺑیﻦ رﻓﺘﻦ ﻳﺎ صﺪﻣﻪ ﺑﻪ‬ ‫لﻄﻤﻪ ﺑﻪ خﻮش ﻧﺎﻣﯽ ﺷﺮﮐﺖ‪،‬‬
‫ﻣﺤﺼﻮل‪،‬‬ ‫اﺳﺘﺨﺪام و آﻣﻮزش ﮐﺎرﮐﻨﺎن‬
‫ﺟﺮﻳﻤﻪهﺎ‬ ‫ﺟﺪیﺪ‬
‫ﺑﯿﻤﻪ ﻧﺸﺪه‬
‫هﺰﻳﻨﻪ ﻣﺴﺘﻘﻴﻢ‬ ‫هﺰﻳﻨﻪ ﻏﻴﺮ ﻣﺴﺘﻘﻴﻢ‬
‫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.‬‬

Figure 2.2: Insured and Uninsured Costs
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
Source: The Costs of Accidents at Work, HSE 1996
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.
Figure 2.3: Costs vs. Effort
Costs £ Total costs Cost of

management
action
Cost of failure
Low Effort put into management of safety High
Source: The costs of Accidents at Work, HSE 1996

‫ﺷﮑﻞ ‪ -٢-٢‬هﺰﻳﻨﻪهﺎى ﺑﻴﻤﻪاى و ﻏﻴﺮ ﺑﻴﻤﻪاى‬
‫هﺰﻳﻨﻪهﺎى ﺑﻴﻤﻪ ﺷﺪه‬

‫ﺟﺮاحﺎت‬
‫ﺑﻴﻤﺎرى‬
‫ﺧﺴﺎرات‬
‫‪£1‬‬
‫هﺰیﻨﻪ هﺎی ﺑیﻤﻪ ﻧﺸﺪه‬

‫ﺧﺴﺎرت ﺑﻪ اﻣﻮال‬
‫ﺧﺴﺎرت ﺑﻪ ﻋﻤﺎرات‬
‫ﺧﺴﺎرت ﺑﻪ ﺗﺠﻬیﺰات‬
‫‪£8 to‬‬ ‫‪£36‬‬ ‫هﺰیﻨﻪ هﺎی حﻘﻮﻗی‬
‫ﻧﻈﺎﻓﺖ ﺳﺎیﺖ‬
‫ﺗﺄﺧیﺮات‬
‫اﺿﺎﻓﻪ ﮐﺎری‬
‫زﻣﺎﻧیﮑﻪ صﺮف ﺗﺤﺜیﻖ ﻣی ﺷﻮد‬
‫ﻧﻈﺎرت هﺎی ﻏیﺮ ﻣﺮﺗﺒﻂ‬
‫اﻣﺮ اداری‬
‫ﺟﺮاﺋﻢ‬
‫هﺰیﻨﻪ ﻣﻮاد ﻣﺼﺮﻓی در زﻣﺎن حﺎﻟﺖ اﻇﻄﺮاری‬
‫از دﺳﺖ دادن ﻧیﺮوهﺎی ﻣﺘﺨﺼﺺ و ﺗﺠﺮﺑیﺎت‬
‫ﻣﺮﺗﺒﻂ‬
‫ﻣﻨﺒﻊ ‪The Costs of Accidents at Work, HSE, 1996:‬‬
‫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.‬‬
‫ﺷﮑﻞ ‪ -٢-٣‬هﺰﻳﻨﻪ در ﻗﺒﺎل ﺗﻼش‬
‫‪2.5‬‬
‫هﺰﻳﻨﻪهﺎ‬
‫هﺰﻳﻨﻪ اﻗﺪاﻣﺎت ﻣﺪﻳﺮﻳﺘﻰ‬
‫ﮐﻞ هﺰﻳﻨﻪهﺎ‬
‫هﺰﻳﻨﻪ ﺷﮑﺴﺖ و اﺷﺘﺒﺎه‬
‫‪0‬‬
‫‪ 1‬ﮐﻢ‬ ‫ﺗﻼش در ﻣﺪﻳﺮﻳﺖ اﻳﻤﻨﻰ‬ ‫زﻳﺎد‬
‫ﻣﻨﺒﻊ ‪The Costs of Accidents at Work, HSE, 1996:‬‬

Attention to HSE is not merely an altruistic endeavour. If managed
properly, it can provide sustained business advantage.
Figure 2.4: Revenues
The costs of accidents can place a Revenue to Pay

for Accident
severe, but unrecognised, burden on
the ability of an organisation to operate
profitably.
For example, an organisation operates

with a profit margin of about 5%.
Thus, knowing the cost of an accident

or incident, the income required to Cost of
overcome the cost of that accident or Accident
incident can be calculated.
Cost of Accident £50

thousand
Profit Margin = Required Revenue
If we consider an accident which

results in a cost of £50,000 and the
organisation has a profit margin of 5%,
the revenue required to overcome the
cost of the accident is:
£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.
The failure by management to recognise this direct relationship between

HSE incidents and the profitability of the business can lead to inappropriate
cost reduction initiatives and missed opportunities for the implementation of
effective strategies.
These strategies will incur costs of their own (salaries, diversion of

resources, increased training and supervision). Therefore the challenge is to
find the point at which the losses to the organisation are balanced by the
cost of an appropriate control programme.

‫ﺗﻮﺟﻪ ﺑﻪ ‪ HSE‬ﻓﻘﻂ ﻳﮏ ﺗﻼش ﺑﺸﺮدوﺳﺘﺎﻧﻪ ﻧﻴﺴﺖ‪ ،‬ﺑﻠﮑﻪ در صﻮرت ﻣﺪﻳﺮﻳﺖ صﺤﻴﺢ ﻣﻰﺗﻮاﻧﺪ ﺑﻪ ﺑﺮوز ﻣﺰﻳﺖ‬
‫هﺎى ﭘﺎﻳﺪار و هﻤﻴﺸﮕﻰ ﺑﻴﺎﻧﺠﺎﻣﺪ‪.‬‬
‫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:‬‬
‫حﺎﺷﻴﻪ ﺳﻮد ‪ /‬هﺰﻳﻨﻪ حﺎدﺛﻪ ﻳﺎ ﺳﺎﻧﺤﻪ = درآﻣﺪ ﻻزم‬
‫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.‬‬

How Does my Performance Compare with Others?
Having profiled your own company’s performance on HSE, how well are
you doing compared to other organisations? Are you an industry leader or
are you behind industry standard?
To assess where your organisation is currently performing you may wish to

compare your performance with other companies. But there are a range of
associated issues to consider:
• Who are you comparing performance against?
• What measures are you doing to compare?
• What are you going to do with the results?
Some organisations undertake “benchmarking” studies. Benchmarking is a

term which is used to describe many different techniques and care should be
taken in conducting such a study (see Appendix 4).
What Level of HSE Management Should I Apply to my

Business?
Having profiled your company’s performance and gauged your position
against others, you need to assess what level or risk management is most
appropriate to your business; and in particular whether the current approach
is still appropriate.
To assist in this assessment an organisation can conduct a “stakeholder

needs analysis”. Within a business there are a number of different groups
who have a “stake” or interest in the performance of the business
(stakeholders). For example:
Directors: are responsible to shareholders for the commercial performance

of the business and may be liable to prosecution if they conduct their
activities negligently.
For HSE there are a wide range of stakeholders. (Figure 2.5)

‫ﻋﻤﻠﮑﺮد ﻣﻦ در ﻣﻘﺎﻳﺴﻪ ﺑﺎ دﻳﮕﺮان ﭼﮕﻮﻧﻪ اﺳﺖ؟‬
‫ﺑﺎ ﺗﻌﻴﻴﻦ ﻣﻴﺰان ﻋﻤﻠﮑﺮد ﺷﺮﮐﺖ ﺧﻮد در راﺑﻄﻪ ﺑﺎ ‪ ،HSE‬ﻣﻴﺘﻮاﻧﻴﺪ ﻣﻮﻗﻌﻴﺖ ﺧﻮد را ﻧﺴﺒﺖ ﺑﻪ ﺳﺎﻳﺮ ﺳﺎزﻣﺎنهﺎ‬
‫ارزﻳﺎﺑﻰ ﮐﻨﻴﺪ‪ .‬آﻳﺎ ﺷﻤﺎ از ﭘﻴﺸﮕﺎﻣﺎن حﺮﻓﻪ ﺧﻮد ﺑﺤﺴﺎب ﻣﻰ آﻳﻴﺪ ﻳﺎ اﻳﻨﮑﻪ از اﺳﺘﺎﻧﺪاردهﺎى حﺮﻓﻪ ﻣﺮﺑﻮﻃﻪ ﻋﻘﺐ‬
‫ﻣﺎﻧﺪهاﻳﺪ؟‬
‫ﺑﺮاى ارزﻳﺎﺑﻰ اﻳﻨﮑﻪ ﺳﺎزﻣﺎن ﺷﻤﺎ در حﺎل حﺎﺿﺮ ﭼﮕﻮﻧﻪ ﻋﻤﻠﮑﺮدى دارد ﺷﺎﻳﺪ ﻣﺎﻳﻞ ﺑﺎﺷﻴﺪ ﻋﻤﻠﮑﺮد ﺧﻮد را ﺑﺎ‬
‫دﻳﮕﺮان ﻣﻘﺎﻳﺴﻪ ﻣﻨﻴﺪ‪ ،‬ﻟﮑﻦ ﻣﻮاردى هﺴﺘﻨﺪ ﮐﻪ در اﻳﻦ راﺑﻄﻪ ﺑﺎﻳﺪ ﻣﺪ ﻧﻈﺮ ﻗﺮار ﮔﻴﺮﻧﺪ‪ ،‬از ﺟﻤﻠﻪ‪:‬‬
‫• ﺷﺮﮐﺖ ﺧﻮد را ﺑﺎ ﮐﺪام ﺷﺮﮐﺖ هﺎ ﻣﻘﺎﻳﺴﻪ ﻣﻰ ﮐﻨﻴﺪ؟‬
‫• ﭼﻪ اﻗﺪاﻣﺎﺗﻰ را ﺑﺮاى ﻣﻘﺎﻳﺴﻪ اﻧﺠﺎم ﻣﻰدهﻴﺪ؟‬
‫• ﺑﺎ ﻧﺘﺎﻳﺞ ﭼﻪ ﻣﻰ ﺧﻮاهﻴﺪ ﺑﮑﻨﻴﺪ؟‬
‫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(‪.‬‬
‫ﮐﺪام ﺳﻄﺢ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬را ﺑﺎﻳﺪ در حﺮﻓﻪ خﻮﻳﺶ ﺑﮑﺎر ﮔﻴﺮم؟‬

‫ﭘﺲ از ﺑﺮآورد ﻋﻤﻠﮑﺮد ﺷﺮﮐﺖ ﺧﻮﻳﺶ و درﺟﻪ ﺑﻨﺪى ﻣﻮﻗﻌﻴﺖ ﻧﺴﺒﺖ ﺑﻪ دﻳﮕﺮان‪ ،‬ﺑﺎﻳﺴﺘﺐ ﺑﻪ ارزﻳﺎﺑﻰ ﺳﻄﺢ‬
‫ﻣﺪﻳﺮﻳﺖ رﻳﺴﮑﻰ ﮐﻪ ﻣﺘﻨﺎﺳﺐ ﺑﺎ حﺮﻓﻪ ﺷﻤﺎﺳﺖ ﭘﺮﺋﺎﺧﺘﻪ و ﺑﻮﻳﮋه ﻣﺸﺨﺺ ﮐﻨﻴﺪ ﮐﻪ آﻳﺎ روش و روﻳﮑﺮد ﺟﺎرى ﺷﻤﺎ‬
‫در زﻣﻴﻨﻪ ﻣﺪﻳﺮﻳﺖ رﻳﺴﮏ ﺑﺎ ﻧﻮع حﺮﻓﻪ ﺷﻤﺎ ﺗﻨﺎﺳﺐ دارد‪.‬‬
‫ﺑﺮاى ﮐﻤﮏ ﺑﻪ ارزﻳﺎﺑﻰ ﻓﻮق‪ ،‬هﺮ ﺳﺎزﻣﺎن ﻣﻰﺗﻮاﻧﺪ ﻧﻴﺎزهﺎى ﮔﺮوههﺎى ذﻳﻨﻔﻊ حﺮﻓﻪ ﺧﻮد را ﻣﻮرد ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ‬
‫ﻗﺮار داد‪ .‬در هﺮ حﺮﻓﻪ اى ﮔﺮوههﺎى ﻣﺘﻌﺪد ﺑﺎ ﻣﻨﺎﻓﻊ وﻳﮋه و ﻳﺎ ﻋﻼﺋﻖ ﻣﺸﺨﺺ در ارﺗﺒﺎط ﺑﺎ ﻋﻤﻠﮑﺮد ﺳﺎزﻣﺎن‬
‫وﺟﻮد دارﻧﺪ ﮐﻪ در اﻳﻦ راهﻨﻤﺎ ﺑﻌﻨﻮان "ﮔﺮوه هﺎى ذﻳﻨﻔﻊ" ﻧﺎم ﺑﺮده ﺷﺪه اﻧﺪ‪ .‬ﺑﺮاى ﻣﺜﺎل "رؤﺳﺎى" ﺳﺎزﻣﺎن ﺑﻨﻮان‬
‫ﻳﮑﻰ از ﮔﺮوه هﺎى ذﻳﻨﻔﻊ از ﺟﻨﺒﻪ ﻋﻤﻠﮑﺮد ﺗﺠﺎرى ﻣﺆﺳﺴﻪ در ﻣﻘﺎﺑﻞ ﺳﻬﺎﻣﺪاران ﻣﺴﺌﻮل ﺑﻮده و در صﻮرت ﺳﻬﻞ‬
‫اﻧﮕﺎرى ﻣﻤﮑﻦ اﺳﺖ ﺑﺎ اﻗﺪام ﻗﺎﻧﻮﻧﻰ روﺑﺮ ﺷﻮﻧﺪ‪.‬‬
‫در راﺑﻄﻪ ﺑﺎ ﻣﻮﺿﻮع ‪ ،HSE‬ﻃﻴﻒ وﺳﻴﻌﻰ از ﮔﺮوهﻬﺎى ذﻳﻨﻔﻊ وﺟﻮد دارﻧﺪ )ﺷﮑﻞ ‪.(٢-٥‬‬

Figure 2.5: Stakeholders
Emergency
Managers
Services
Pressure
Employees
Groups
Boardroom
Insurers Directors
Customers Regulators
Suppliers Shareholders
Failure to achieve the expectations of your stakeholders can lead to a loss in

the value of a company. For example, the industry regulators will have a
stake in your organisations compliance with legislation. Failure to comply
(i.e. failing to meet their expectations) could result in fines or the
requirement to fit expensive control measures related to recommendations
associated with a specific incident.
These costs can add up and impact an organisations ability to operate

competitively. By meeting stakeholder expectations business value can be
maintained and expensive reactive measures avoided.
(For further details on Stakeholder Needs Analysis see Appendix 5).
But where is your organisation? Is it exceeding stakeholder needs or not

meeting them? At what stage of evolution of risk management is your
organisation?........ and, at what stage do you and your stakeholders want it
to be?
To help establish where an organisation is and where it should be, its

position on a management system matrix can be evaluated.
The matrix is defined by two parameters:

• How an organisation approaches HSE Management
• The extent to which the organisation has to rely on formal systems.

‫ﺷﮑﻞ ‪ :٢-٥‬ﮔﺮوههﺎى ذﻳﻨﻔﻊ در ‪HSE‬‬
‫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.‬‬
‫اﻳﻦ ﺷﺒﮑﻪ ﺑﮑﻤﮏ دو ﭘﺎراﻣﺘﺮ ﺗﻌﺮﻳﻒ ﻣﻰ ﺷﻮد‪:‬‬
‫روﻳﮑﺮد ﺳﺎزﻣﺎن ﺑﻪ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﭼﮕﻮﻧﻪ اﺳﺖ؟‬ ‫•‬

‫ﻣﻴﺰان اﺗﮑﺎى ﺳﺎزﻣﺎن ﺑﺮ ﺳﻴﺴﺘﻢهﺎى رﺳﻤﻰ ﭼﻘﺪر اﺳﺖ؟‬ ‫•‬

How an Organisation Approaches HSE Management
Does it take a proactive approach or a reactive approach to HSE
management? For example, does the organisation react to legislation and to
accidents and incidents after they occur, or does it try to anticipate and take
action before it has to?
The Extent to Which the Organisation has to Rely on Formal Systems

Some organisations have no formal method of managing HSE. The work is
conducted without any rules or procedures being applied. Other
organisations rely on large amounts of formal paperwork, guidelines and
procedures to ensure operations comply with HSE requirements.
There are considered to be four stages of evolution of HSE management:
Stage Approach to Managing HSE Reliance on Formal Systems

Fire-fighter Organisation that reacts only after an Very few formal systems
accident or new legislation is enacted
Compliance Satisfied by just meeting legislative Complex formal systems
Driven requirements
Implement industry standards and
procedures
Risk Identifies and assesses risk inherent in Formal systems, proactively derived
Management operation
Implements management systems
suitable for those risks
Self-Sustaining Actively seeks alternative approaches or Most aspects of HSE management
technologies to reduce risks integrated into standard operation
These stages can be depicted on a matrix (Figure 2.6)
Figure 2.6: Approach to HSE Management
High
Compliance Risk
Driven Management
Direction of
Development
Reliance
on Formal
Systems x
Firefighter Self-sustaining
Low
Reactive Approach to HSE Proactive
Management

‫روﻳﮑﺮد ﺳﺎزﻣﺎن ﺑﻪ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﭼﮕﻮﻧﻪ اﺳﺖ؟‬
‫آﻳﺎ ﺑﺎﻳﺪ ﺑﺮاى ﻣﺪﻳﺮﻳﺖ ‪ HSE‬روﻳﮑﺮدى از ﭘﻴﺶ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه اﻧﺘﺨﺎى ﻧﻤﻮد ﻳﺎ روﻳﮑﺮدى اﻧﻔﻌﺎﻟﻰ؟ ﺑﺮاى ﻣﺜﺎل‪،‬‬
‫آﻳﺎ ﺳﺎزﻣﺎن در ﻣﻘﺎﺑﻞ ﻣﻘﺮرات و ﺳﻮاﻧﺢ و حﻮادث ﭘﺲ از وﻗﻮع ﻋﮑﺲ اﻟﻌﻤﻞ ﻧﺸﺎن دهﺪ و ﻳﺎ اﻳﻨﮑﻪ روﻳﮑﺮدى ﺑﺮ‬
‫ﻣﺤﻮرﺗﻼش در ﭘﻴﺶ ﺑﻴﻨﻰ آﻧﻬﺎ و اﻗﺪام ﭘﻴﺶ از وﻗﻮع ﺳﺎﻧﺤﻪ ﺑﺮ ﮔﺰﻳﻨﺪ‪.‬‬
‫ﻣﻴﺰان اﺗﮑﺎى ﺳﺎزﻣﺎن ﺑﺮ ﺳﻴﺴﺘﻢهﺎى رﺳﻤﻰ ﭼﻘﺪر اﺳﺖ؟‬

‫ﺑﺮﺧﻰ ﺳﺎزﻣﺎنهﺎ ﻓﺎﻗﺪ روش ﻣﺪﻳﺮﻳﺖ ‪ HSE‬هﺴﺘﻨﺪ‪ .‬ﮐﺎر آﻧﺎن ﺑﺪون ﻗﻮاﻋﺪ و روال ﻣﺸﺨﺺ اﻧﺠﺎم ﻣﻰﮔﻴﺮد‪ .‬اﻣﺎ‬
‫ﮔﺮوه دﻳﮕﺮى از آﻧﺎﻧﺒﻤﻨﻈﻮر اﻃﻤﻴﻨﺎن از ﭘﻴﺮوى و ﺳﺎزﮔﺎرى ﻋﻤﻠﻴﺎت ﺑﺎ اﻟﺰاﻣﺎت ‪ HSE‬ﺑﻪ ﻃﻮر ﻗﺎﺑﻞ ﺗﻮﺟﻬﻰ ﺑﻪ‬
‫ﻣﮑﺎﺗﺒﺎت رﺳﻤﻰ روى آورده و ﺑﺮ اﺟﺮاى رهﻨﻤﻮدهﺎ و دﺳﺘﻮراﻟﻌﻤﻞ هﺎى اﺟﺮاﺋﻰ اﺗﮑﺎء ﮐﺮده اصﺮار ﻣﻰ ورزﻧﺪ‪.‬‬
‫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.‬‬
‫اﺗﮑﺎ ﺑﺮ ﺳﯿﺴﺘﻢﻫﺎی رﺳﻤﯽ‬ ‫‪HSE‬‬ ‫روﯾﮑﺮد ﺑﻪ ﻣﺪﯾﺮﯾﺖ‬ ‫ﻣﺮﺣﻠﻪ‬

‫ﺳﺎزﻣﺎﻧﻰ ﮐﻪ ﻓﻘﻂ ﭘﺲ از روى دادن حﺎدﺛﻪ ﻳﺎ وﺿﻊ‬
‫ﺳﯿﺴﺘﻢﻫﺎی رﺳﻤﯽ ﺑﺴﯿﺎر اﻧﺪک‬ ‫آﺗﺶ ﻧﺸﺎن‬
‫ﻣﻘﺮرات واﮐﻨﺶ ﻧﺸﺎن ﻣﻰدهﺪ‪.‬‬
‫ﻓﻘﻂ ﺳﺎزﮔﺎرى ﺑﺎ ﻣﻘﺮرات ﻣﻮﺟﺐ رﺿﺎﻳﺖ اﺳﺖ‪.‬‬
‫ﺳﯿﺴﺘﻢﻫﺎی رﺳﻤﯽ ﺑﺴﯿﺎر ﭘﯿﭽﯿﺪه‬ ‫ﻣﺮحﻠﺔ ﺳﺎزﮔﺎرى‬
‫اﺟﺮاى دﺳﺘﻮراﻟﻌﻤﻞ هﺎى اﺟﺮاﻳﻰ و اﺳﺘﺎﻧﺪاردهﺎ‬
‫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.‬‬
‫اﻳﻦ ﻣﺮاحﻞ را ﻣﻰﺗﻮان در ﻳﮏ ﺷﺒﮑﻪ ﻧﺸﺎن داد )ﺷﮑﻞ ‪(٢-٦‬‬
‫‪HSE‬‬ ‫ﺷﮑﻞ ‪ -2-6‬روﯾﮑﺮد ﺑﻪ ﻣﺪﯾﺮﯾﺖ‬
‫زﻳﺎد‬
‫ﻣﺮحﻠﻪ ﺳﺎزﮔﺎرى‬
‫اﺗﮑﺎء ﺑﻪ ﺳﻴﺴﺘﻢ هﺎى رﺳﻤﻰ‬
‫ﻣﺪﻳﺮﻳﺖ رﻳﺴﮏ‬ ‫ﺟﻬﺖ ﺗﻮﺳﻌﻪ و ﺗﺤﻮل‬
‫‪x‬‬
‫اﺗﺶ ﻧﺸﺎن‬ ‫خﻮد اﺗﮑﺎﻳﻰ‬
‫ﮐﻢ‬
‫واﮐﻨﺶ اﻧﻔﻌﺎﻟﻰ‬
‫ﺶ ﻓﻌﺎﻻﻧﻪ‬
‫و اﮐ ﻨ‬
‫روﻳﮑﺮد ﺑﻪ ﻣﺪﻳﺮﻳﺖ ‪HSE‬‬

Through their expectations, stakeholders will define the position of
acceptable standards on this scale of evolution. This level will be constantly
moving and can jump as a consequence of major events.
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
Fire- Compliance Risk Self- Fire- Compliance Risk Self-

fighting Driven Management Sustaining fighting Driven Management Sustaining
Stages of Evolution Stages of Evolution
= Level of Stakeholder Expectation
By consideration of current performance, stage of evolution, and the

stakeholder expectations, companies can determine an appropriate strategy.
The strategy seeks an appropriate balance of cost, legal and health
considerations.
Figure 2.8: High Performance Business Model
Safety Strategy Goals

Responding to
stakeholder needs .........
Stakeholders
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.

‫ﮔﺮوههﺎى ذﻳﻨﻔﻊ‪ ،‬از ﻃﺮﻳﻖ اﻧﺘﻈﺎرات ﺧﻮد‪ ،‬ﺟﺎﻳﮕﺎه اﺳﺘﺎﻧﺪاردهﺎى ﻗﺎﺑﻞ ﻗﺒﻮل را در اﻳﻦ ﻣﺮحﻠﻪ از ﺗﺤﻮﻻت ﺗﻌﺮﻳﻒ‬
‫ﻣﻰﮐﻨﻨﺪ‪ .‬اﻳﻦ ﺳﻄﺢ داﺋﻤًﺎ در حﺎل ﺟﺎﺑﺠﺎﻳﻰ اﺳﺖ و ﻣﻰﺗﻮاﻧﺪ در ﻧﺘﻴﺠﻪ وﻗﺎﻳﻊ ﻣﻬﻢ‪ ،‬ﺟﻬﺶ ﻧﻤﺎﻳﺪ‪.‬‬
‫ﮐﻞ ‪)٢-٧‬الﻒ(‪ -‬ﭘﻴﺶ از روﻳﺪاد ﻣﻬﻢ‬ ‫ﺷﮑﻞ ‪) ٢-٧‬ب(‪ -‬ﭘﺲ از روﻳﺪاد ﻣﻬﻢ‬
‫ﻣﻮﻗﻌﯿﺖ ﻓﻌﻠﯽ ﺷﺮﮐﺖ‬ ‫ﺟﺎﺑﺠﺎﯾﯽ ﺳﻄﺢ اﻧﺘﻈﺎرات ﮔﺮوهﻫﺎی ذﯾﻨﻔﻊ‬
‫• = ﺳﻄﺢ ﺗﻮقﻋﺎت اﻓﺮاد ذﻳﻨﻔﻊ‬
‫اﺗﮑﺎء ﺑﻪ ﺳﻴﺴﺘﻢهﺎى رﺳﻤﻰ‬

‫اﺗﮑﺎء ﺑﻪ ﺳﻴﺴﺘﻢهﺎى رﺳﻤﻰ‬
‫‪X‬‬
‫آﺗﺶ ﻧﺸﺎن‬ ‫ﻣﺮحﻞــــه‬ ‫م ـــدﻳﺮﻳﺖ‬ ‫ﺧﻮداﺗﮑﺎﻳﻰ‬ ‫ﻣﺮحﻞــــه‬ ‫م ـــدﻳﺮﻳﺖ‬ ‫ﺧﻮداﺗﮑﺎﻳﻰ‬

‫آﺗﺶ ﻧﺸﺎن‬
‫ﺳﺎزﮔﺎرى‬ ‫رﻳﺴﮏ‬ ‫ﺳﺎزﮔﺎرى‬ ‫رﻳﺴﮏ‬
‫ﻣﺮاحﻞ ﺗﺤﻮل‬ ‫ﻣﺮاحﻞ ﺗﺤﻮل‬
‫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.‬‬
‫ﺷﮑﻞ ‪ -٢-٨‬ﻣﺪل ﺗﺠﺎرى ﺳﺎزﻣﺎن ﺑﺎ ﻋﻤﻠﮑﺮدى در ﺳﻄﺢ ﺑﺎﻻ‬
‫اﺳﺘﺮاﺗﮋى اﻳﻤﻨﻰ‬ ‫ﭘﺎﺳﺨﮕﻮﺋﻰ ﺑﻪ ﻧﻴﺎزهﺎى‬ ‫اهﺪاف‬

‫ﮔﺮوههﺎى ذﻳﻨﻔﻊ‬
‫‪Stakeholders‬‬
‫ﺳﻴﺴﺘﻢهﺎى ﻣﺪﻳﺮﻳﺖ‬
‫اﺳﺘﻔﺎده از ﻓﺮآﻳﻨﺪهﺎى‬
‫ﮐﺎرى ﮐﻪ ﺗﻘﺮﻳﺒﺎً ﺑﻪ‬ ‫ﻓﺮآﻳﻨﺪهﺎ‬
‫درﺳﺘﻰ ﺗﻨﻈﻴﻢ ﺷﺪهاﻧﺪ‪.‬‬
‫حﻤﺎﻳﺖ ﺷﺪه ﺗﻮﺳﻂ‬

‫ﺳﺎزﻣﺎن و ﻣﻨﺎﺑﻊ آن‬ ‫ﺳﺎزﻣﺎن‬ ‫ﻣﻨﺎﺑﻊ‬
‫اﻳﻨﭽﻨﻴﻦ اﺳﺘﺮاﺗﮋى را ﻣﻰﺗﻮان ﺑﻪ ﻋﻨﻮان ﭘﻴﻮﻧﺪى ﻣﻴﺎن ﻧﻴﺎزهﺎى ﮔﺮوههﺎى ذﻳﻨﻔﻊ و ﺳﻴﺴﺘﻢهﺎى ﻣﺪﻳﺮﻳﺖ ﺷﺮﮐﺖهﺎ‬
‫در ﻧﻈﺮ ﮔﺮﻓﺖ‪.‬‬

The management system must therefore be designed to deliver the HSE
strategy.
Frequently, companies focus on modifying parts of the management system

without recognising how this will benefit stakeholder needs.
HSE Management Systems can deliver an HSE Strategy

The Health and HSE Executive, in its concern for promoting good HSE
Management, has provided industry with a classical approach to managing
HSE successfully. This SHSEMP Learning Package builds on the elements
of the Health and HSE Executive model as described HSG65.
Below is a summary of this six-part management system model (Figure 2.9)
Figure 2.9: HSE Management System
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

‫ﺑﻨﺎﺑﺮاﻳﻦ ﺑﺎﻳﺪ ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺖ ﺑﺮاى اراﺋﻪ اﺳﺘﺮاﺗﮋى ‪ HSE‬ﻃﺮاحﻰ ﺷﻮد‪.‬‬
‫ﺷﺮﮐﺖهﺎ ﻏﺎﻟﺒًﺎ ﻓﻌﺎﻟﻴﺖ ﺧﻮد را روى اصﻼح ﺑﺨﺶهﺎﺋﻰ از ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺖ ﻣﺘﻤﺮﮐﺰ ﻣﻰﮐﻨﻨﺪ ﺑﺪون اﻳﻨﮑﻪ در ﻧﻈﺮ‬
‫ﺑﮕﻴﺮﻧﺪ ﮐﻪ ﭼﮕﻮﻧﻪ اﻳﻦ اصﻼحﺎت ﻋﻼﺋﻖ و اﻧﺘﻈﺎرات ﮔﺮوهﻊ هﺎى ذﻳﻨﻔﻊ را ﺗﺄﻣﻴﻦ ﺧﻮاهﺪ ﮐﺮد‪.‬‬
‫ﺳﻴﺴﺘﻢهﺎى ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﻣﻰﺗﻮاﻧﻨﺪ اﺳﺘﺮاﺗﮋى ‪ HSE‬را اراﺋﻪ دهﻨﺪ‪.‬‬

‫ﻣﺴﺌﻮﻟﻴﻦ اﺟﺮاﻳﻰ ﺑﻬﺪاﺷﺖ و ‪ ،HSE‬در راﺳﺘﺎى ﺗﺮوﻳﺞ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺳﺐ ‪ HSE‬و ﺑﻤﻨﻈﻮر اداره ﻣﻮﻓﻖ آن‬
‫روﻳﮑﺮدى ﮐﻼﺳﻴﮏ را ﺑﻪ صﻨﺎﻳﻊ اراﺋﻪ ﮐﺮده اﻧﺪ‪ .‬ﻣﺠﻤﻮﻋﻪ آﻣﻮزﺷﻰ ‪) SHSEMP‬ﻣﺠﻤﻮﻋﻪ حﺎﺿﺮ( هﻤﺎﻧﮕﻮﻧﻪ ﮐﻪ‬
‫در ‪ HSG65‬ﺗﺸﺮﻳﺢ ﮔﺮدﻳﺪه ﺑﺮ اﺳﺎس ﻣﺒﺎﻧﻰ ﻣﺪل اﺟﺮاﻳﻰ ﺑﻬﺪاﺷﺖ و ‪ HSE‬ﺗﻬﻴﻪ ﺷﺪه اﺳﺖ‪.‬‬
‫در اداﻣﺔ ﺧﻼصﻪاى از اﻳﻦ ﻣﺪل ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺘﻰ ﺷﺶ ﻗﺴﻤﺘﻰ اراﺋﻪ ﺷﺪه اﺳﺖ‪:‬‬
‫ﺷﮑﻞ ‪ :٢-٩‬ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺖ ‪HSE‬‬
‫‪Policy‬‬
‫ﺳﻴﺎﺳﺖ ﮔﺰارى‬ ‫خﻂ ﻣﺸﻰ و‬
‫ﺳﺎزﻣﺎﻧﺪهﻰ‬
‫‪Organising‬‬
‫ﻣﻤﻴﺰى‬
‫‪Auditing‬‬ ‫‪Planning‬‬
‫اﺟﺮاء‬ ‫‪and‬‬
‫ﺑﺮﻧﺎﻣﻪ رﻳﺰى و‬
‫‪Measuring‬‬
‫ﺳﻨﺠﺶ ﻋﻤﻠﮑﺮد‬
‫‪Reviewing‬‬
‫ﻋﻤﻠﮑﺮد‬ ‫ﺑﺎزﻧﮕﺮى‬
‫ﻣﻨﺒﻊ ‪Successful Health and Safety Management, HSG65:‬‬

The key elements are:
Set Your Policy

Prepare a written statement of your HSE policy that states how the policy
will be implemented and monitored. The policy should:
• Influence company activities such as the selection of people, equipment
and materials, the way work is conducted, and the design of goods and
services.
• Communicate to staff that hazards have been identified and risks
assessed, eliminated or controlled.
Organise Your Staff

Involve your staff to ensure that the HSE policy is most effective. The four
elements of successful involvement are:
Figure 2.10: Organising
Competence Control
Competence Control
• Allocating
• Recruitment
responsibilities
• Training
• Securing
• Advisory Support
commitment
Organise
Organise
Your
Your
Staff
Staff
Co-operation Communication
Co-operation Communication
• Between individuals • Verbal

and groups • Written
• Visible
Further details on organisation are provided in Chapter 3.

‫ﻋﻨﺎصﺮﮐﻠﻴﺪى ﻋﺒﺎرﺗﻨﺪ از‪:‬‬
‫ﺗﻌﻴﻴﻦ خﻂ ﻣﺸﻰ و ﺳﻴﺎﺳﺖ ﮔﺬارى‬

‫ﻣﺠﻤﻮﻋﻪ ﺧﻄﻤﺸﻰ هﺎ و ﺳﻴﺎﺳﺖ هﺎى ‪ HSE‬ﺳﺎزﻣﺎن ﺧﻮد را ﺑﺼﻮرت ﻣﮑﺘﻮب ﺗﻬﻴﻪ ﮐﻨﻴﺪ ﺑﻨﺤﻮى ﮐﻪ درآن‬
‫ﭼﮕﻮﻧﮕﻰ اﺟﺮا و ﻧﻈﺎرت ﺑﺮآن ﺑﻴﺎن ﺷﺪه ﺑﺎﺷﺪ‪ .‬اﻳﻦ ﻣﺠﻤﻮﻋﻪ ﺧﻂ ﻣﺸﻰ هﺎ و ﺳﻴﺎﺳﺖ هﺎ ﺑﺎﻳﺪ‪:‬‬
‫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
‫• اﺳﺘﺨﺪام‬ ‫• ﺗﻮزﻳﻊ ﻣﺴﺌﻮﻟﻴﺖهﺎ‬

‫• آﻣﻮزش‬ ‫• حﻔﻆ ﺗﻌﻬﺪات‬
‫• ﭘﺸﺘﻴﺒﺎﻧﻰ ﻣﺸﺎورﺗﻰ‬
‫‪Organise‬‬
‫ﺳﺎزﻣﺎﻧﺪهﻰ‬
‫‪Your‬‬
‫اﻓﺮاد‬
‫‪Staff‬‬
‫هﻤﮑﺎرى‬
‫‪Co-operation‬‬ ‫ارﺗﺒﺎﻃﺎت‬
‫‪Communication‬‬
‫• ﺷﻔﺎهﻰ‬
‫• ﻣﻴﺎن اﻓﺮاد و گروههﺎ‬
‫• ﮐﺘﺒﻰ‬
‫• ﺑﺼﺮى‬
‫ﺟﺰﺋﻴﺎت ﺑﻴﺸﺘﺮ در ﻣﻮرد ﺳﺎزﻣﺎن دهﻰ در ﻓﺼﻞ ‪ ٣‬اراﺋﻪ ﺷﺪه اﺳﺖ‪.‬‬

Plan and Set Standards
Ensure that your HSE efforts will be successful through effective planning.
There are several facets to planning:
Figure 2.11: Planning
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
Specifically, planning should include at least the following:

• Identifying hazards and assessing risks, and deciding how they can be
eliminated or controlled
• Complying with the HSE laws that apply to your business
• Agreeing to HSE targets with managers and supervisors
• Setting a purchasing and supply policy which takes HSE into account
• Designing of tasks, processes, equipment, products and services
• Setting HSE systems of work
• Establishing emergency procedures to deal with serious and imminent
danger
• Setting standards against which performance can be measured.
Further details on gaining employee ‘buy-in’ for HSE management are

provided in Chapter 3
Measure Your Performance

Measure HSE performance to discover if you are being successful. There
are two types of monitoring: ACTIVE monitoring (or sometimes referred to
as a “proactive”) and REACTIVE monitoring. These are described in more
detail in Chapter 4.
Audit and Review

Learn from experience. Audits complement monitoring activities by
looking to see if the HSE policy, organisation and systems are achieving the
right results. While reviewing policies, attention should be given to:
• Compliance with HSE performance standards
• Areas where standards are absent or inadequate
• Achievement of stated objectives
• Injury, illness and incident data.
Together this information will help you identify areas for improvement.
More detail on Audit is provided in Chapter 5.

‫ﻃﺮح رﻳﺰى و ﺗﻌﻴﻴﻦ اﺳﺘﺎﻧﺪاردهﺎ‬
‫ﻣﻄﻤﺌﻦ ﺷﻮﻳﺪ ﺗﻼش ﺷﻤﺎ در ارﺗﺒﺎط ﺑﺎ ‪ HSE‬از ﻃﺮﻳﻖ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﻣﺆﺛﺮ ﻣﻮﻓﻖ ﺧﻮاهﺪ ﺑﻮد‪ .‬ﺑﺮﻧﺎﻣﻪ رﻳﺰى داراى‬
‫ﺟﻨﺒﻪ هﺎى ﻣﺘﻌﺪدى اﺳﺖ‪:‬‬
‫ﺷﮑﻞ ‪ :٢-١١‬ﺑﺮﻧﺎﻣﻪ رﻳﺰى‬
‫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.‬‬

How do I successfully implement the changes I wish to make?
By setting your strategy for HSE management, a number of areas for
improvement in an HSE management system will be identified. These
improvement areas then have to be transformed into a series of options for
action. A process has to be developed to assist in the selection of the best
option, and then the option must be implemented. This process is illustrated
below in Figure 2.12.
Figure 2.12: Process of Change
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
Developing Options on What to do

For any objective, a number of options can be developed to achieve that
objective. To facilitate comparison, each option should be developed and
assessed using a standard approach:
Description: A detailed description of the work to be done
HSE Implications: An outline of the potential HSE benefits and

disadvantages of the option. (Including reductions in
risks levels)
Costs: An estimate of the costs associated with the project
Actions: A list of tasks to be conducted
Resources: List of manpower and other resources needed
Timescales: Milestones for a successful implementation.
How do I Select the Best Option?

When evaluating the options a set of criteria should be used. Frequently,
HSE related issued will be integrated into a project appraisal, but a number
of criteria will be important for all projects. It is important to document the
decision making process fully.

‫ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﺗﻐﻴﻴﺮاﺗﻰ را ﮐﻬﺘﻤﺎﻳﻞ ﺑﻪ اﻧﺠﺎم آﻧﻬﺎ وﺟﻮد دارد‪ ،‬ﺑﻪ ﻣﺮحﻠﺔ اﺟﺮا درآورد؟‬
‫ﺑﺎ ﺗﻌﻴﻴﻦ اﺳﺘﺮاﺗﮋى ﻣﺪﻳﺮﻳﺖ ‪ HSE‬زﻣﻴﻨﺔ هﺎى ﻣﺘﻌﺪدى درﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﮐﻪ ﻧﻴﺎز ﺑﻪ ﺑﻬﺒﻮد و اذﺗﻘﺎء ﺋﺎرﻧﺪ‬
‫ﻣﺸﺨﺺ ﻣﻰ ﮔﺮدﻧﺪ‪ .‬اﻳﻦ زﻣﻴﻨﻪهﺎى ﺑﻬﺒﻮد را ﺑﺎﻳﺪ ﺑﻪ ﺑﻪ ﺗﻌﺪادى ﮔﺰﻳﻨﻪ ﺟﻬﺖ اﻗﺪام ﺗﺒﺪﻳﻞ ﮐﺮد‪ .‬ﺑﺎﻳﺪ ﻓﺮآﻳﻨﺪى ﺗﺪوﻳﻦ‬
‫ﮐﺮد ﮐﻪ در ﮔﺰﻳﻨﺶ ﺑﻬﺘﺮﻳﻦ اﻧﺘﺨﺎب ﮐﻤﮏ ﮐﺮده و ﺳﭙﺲ آﻧﺮا اﺟﺮاء ﻧﻤﻮد‪ .‬اﻳﻦ ﻓﺮآﻳﻨﺪ در ﺷﮑﻞ ‪ ٢-١٢‬ﻣﺠﺴﻢ ﺷﺪه‬
‫اﺳﺖ‪:‬‬
‫ﺷﮑﻞ‪ :٢-١٢‬ﻓﺮآﻳﻨﺪ ﺗﻐﻴﻴﺮ‬
‫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
‫ﺗﻬﻴﻪ ﮔﺰﻳﻨﻪهﺎى اﺟﺮاﺋﻰ‬

‫ﺑﺮاى هﺮ هﺪف‪ ،‬ﺗﻌﺪادى ﮔﺰﻳﻨﻪ را ﻣﻰﺗﻮان ﺗﺪوﻳﻦ ﻧﻤﻮد ﺗﺎ آن هﺪف را ﺑﺮآورده ﺳﺎزﻧﺪ‪ .‬ﺟﻬﺖ ﺗﺴﻬﻴﻞ ﻣﻘﺎﻳﺴﻪ‪ ،‬هﺮ‬
‫ﮔﺰﻳﻨﻪ ﺑﺎﻳﺪ ﺑﺎ اﺳﺘﻔﺎده از روﻳﮑﺮدى اﺳﺘﺎﻧﺪارد ﺗﺪوﻳﻦ و ارزﻳﺎﺑﻰ ﺷﻮد‪.‬‬
‫ﺷﺮح ﺗﻔﺼﻴﻠﻰ اﻗﺪام ﻣﻮرد ﻧﻈﺮ‬ ‫ﺷﺮح‪:‬‬
‫ﺧﻼصﻪ اى از ﻣﺰاﻳﺎ و ﻣﻌﺎﻳﺐ ﺑﺎﻟﻘﻮه ‪ HSE‬ﮔﺰﻳﻨﻪ )ﺷﺎﻣﻞ ﮐﺎهﺶ ﺳﻄﻮح‬ ‫ﭘﻴﭽﻴﺪﮔﻰ هﺎى ‪:HSE‬‬
‫رﻳﺴﮑﻬﺎى ﻣﺨﺘﻠﻒ(‬
‫ﺗﺨﻤﻴﻨﻰ از هﺰﻳﻨﻪهﺎى ﭘﺮوژه‬ ‫هﺰﻳﻨﻪ‪:‬‬
‫ﻓﻬﺮﺳﺘﻰ از ﮐﺎرهﺎﻳﻰ ﮐﻪ ﺑﺎﻳﺪ اﻧﺠﺎم ﺷﻮد‬ ‫اﻗﺪاﻣﺎت‪:‬‬
‫ﻓﻬﺮﺳﺘﻰ از ﻧﻴﺮوى اﻧﺴﺎﻧﻰ و ﺳﺎﻳﺮ ﻣﻨﺎﺑﻊ ﻻزم‬ ‫ﻣﻨﺎﺑﻊ‪:‬‬
‫ﺑﺮهﻪ هﺎى زﻣﺎﻧﻰ ﺟﻬﺖ اﺟﺮاى ﻣﻮﻓﻖ ﭘﺮوژه‬ ‫ﻣﻘﻴﺎس زﻣﺎﻧﻰ‪:‬‬
‫ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﺑﻬﺘﺮﻳﻦ ﮔﺰﻳﻨﻪ را اﻧﺘﺨﺎب ﮐﺮد؟‬

‫ﻻ‬
‫ﺑﻤﻨﻈﻮر ارزﻳﺎﺑﻰ ﮔﺰﻳﻨﻪهﺎ ﻣﺠﻤﻮﻋﻪاى از ﻣﻌﻴﺎرهﺎ ﻣﻴﺒﺎﻳﺴﺖ ﻣﻮرد اﺳﺘﻔﺎده ﻗﺮار ﮔﻴﺮﻧﺪ‪ .‬ﺿﺮورى ﻣﻰﺑﺎﺷﺪ‪ .‬ﻣﻌﻤﻮ ً‬
‫ﻣﺴﺎﺋﻞ ﻣﺮﺗﺒﻂ ﺑﺎ ‪ HSE‬را در ﻳﮏ ﭘﺮوژه ﻣﺼﻮب ﻣﻰﮔﻨﺠﺎﻧﻨﺪ در حﺎﻟﻴﮑﻪ ﺑﺮاى اﻳﻦ ﭘﺮوژه هﺎ در ﺗﺨﺘﻴﺎر داﺷﺘﻦ‬
‫ﻣﺠﻤﻮﻋﻪ اى از ﻣﻌﻴﺎرهﺎ ﺿﺮورى و ﻣﻬﻢ ﻣﻰ ﺑﺎﺷﺪ‪ .‬هﻤﭽﻨﻴﻦ ﻣﺴﺘﻨﺪ ﮐﺮدن ﮐﺎﻣﻞ ﻓﺮآﻳﻨﺪ ﺗﺼﻤﻴﻢ ﮔﻴﺮى از ﻣﻮارد‬
‫ﻣﻬﻢ ﻣﻰ ﺑﺎﺷﺪ‪.‬‬

The Link to Business Objectives
Does the project satisfy the business objectives of the organisation? For
example, if the objective of the business is to provide a speedier service do
the HSE aspects of the project help to meet that objective. Do the HSE
related aspects of the project help to meet business objectives? For
example, will the new mode of operation result in lower commercial risks?
The Link to an Organisation’s HSE Policy

Does the project satisfy the objectives and intent of the HSE policy? Are
risks acceptable to the regulators? Will the change help to communicate to
staff that hazards have been identified and risks assessed, eliminated or
controlled.
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.
Cost Benefit Analysis

Are the costs associated with the project fully identified and understood?
Are the HSE benefits of the project properly understood and quantified?
What is the value of avoiding potential accidents or incidents?
What is the net present value associated with the project?
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.
How do I Implement Change Successfully?

In order to implement measures to control specific risks it may not be
necessary to conduct a major change initiative. However, large scales of
change may be required if an organisation was, for example, trying to move
from the compliance stage of evolution to risk management stage. This
change would be an example of a change to the philosophy of managing
HSE and will involve a number of complex tasks.
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.

‫ارﺗﺒﺎط ﺑﺎ اهﺪاف ﺳﺎزﻣﺎن‬
‫آﻳﺎ ﭘﺮوژه‪ ،‬اهﺪاف ﮐﺎرى ﺳﺎزﻣﺎن را ﺑﺮآورده ﻣﻰﺳﺎزد؟ ﺑﺮاى ﻣﺜﺎل‪ ،‬اﮔﺮ هﺪف ﮐﺴﺐ و ﮐﺎر‪ ،‬اﻳﺠﺎد و اراﺋﻪ ﺧﺪﻣﺎت‬
‫ﺳﺮﻳﻊﺗﺮ ﺑﺎﺷﺪ‪ ،‬آﻳﺎ ﺟﻮاﻧﺐ ﻣﺨﺘﻠﻒ ‪ HSE‬ﭘﺮوژه در رﺳﻴﺪن ﺑﻪ اﻳﻦ هﺪف ﮐﻤﮑﻰ ﻣﻰﮐﻨﻨﺪ؟ ﺑﺮاى ﻧﻤﻮﻧﻪ‪ ،‬آﻳﺎ ﺷﮑﻞ‬
‫ﺟﺪﻳﺪ اﻧﺠﺎم ﮐﺎرهﺎ ﺑﻪ ﮐﺎهﺶ رﻳﺴﮏ ﺗﺠﺎرى ﻣﻰاﻧﺠﺎﻣﺪ؟‬
‫ارﺗﺒﺎط ﺑﺎ خﻂ ﻣﺸﻰ ‪ HSE‬ﺳﺎزﻣﺎن‬

‫آﻳﺎ ﭘﺮوژه‪ ،‬اهﺪاف و ﻣﻘﺎصﺪ ﺧﻂ ﻣﺸﻰ ‪ HSE‬را ﺑﺮآورده ﻣﻰﺳﺎزد؟ آﻳﺎ رﻳﺴﮏ هﺎى ﻣﻮﺟﻮد ﺑﺮاى ﻣﺠﺮﻳﺎن و‬
‫ﻧﺎﻇﺮان اﺟﺮاى ﻗﺎﻧﻮن ﻗﺎﺑﻞ ﻗﺒﻮل اﺳﺖ؟ آﻳﺎ ﺗﻐﻴﻴﺮات حﺎصﻠﻪ ﺧﻮاهﺪ ﺗﻮاﻧﺴﺖ ﮐﺎرﮐﻨﺎن را از ﻧﻮع ﻣﺨﺎﻃﺮات‪،‬‬
‫ارزﻳﺎﺑﻰ رﻳﺴﮏ هﺎ و حﺬف و ﻳﺎ ﮐﻨﺘﺮل آﺗﻬﺎ آﮔﺎه ﺳﺎزد؟‬
‫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.‬‬
‫آﻧﺎلﻴﺰهﺰﻳﻨﻪ در ﻣﻘﺎﺑﻞ ﻣﻨﺎﻓﻊ‬

‫ﻼ درک و ﺑﻄﻮر ﮐﻤﻰ ارزﻳﺎﺑﻰ‬ ‫ﻼ ﺷﻨﺎﺧﺘﻪ و ﻓﻬﻤﻴﺪه ﺷﺪهاﻧﺪ؟ آﻳﺎ ﻣﺰاﻳﺎى ‪ HSE‬ﭘﺮوژه ﮐﺎﻣ ً‬
‫آﻳﺎ هﺰﻳﻨﻪهﺎى ﭘﺮوژه ﮐﺎﻣ ً‬
‫ﺷﺪه اﻧﺪ؟‬
‫ارزش ﭘﺮهﻴﺰ از حﻮادث و روﻳﺪاد ﻳﺎ ﺳﻮاﻧﺢ احﺘﻤﺎﻟﻰ ﭼﻘﺪر اﺳﺖ؟ ارزش ﺧﺎﻟﺺ ﻓﻌﻠﻰ ﻣﺮﺗﺒﻂ ﺑﺎ ﭘﺮوژه ﭼﻘﺪر‬
‫اﺳﺖ؟‬
‫ﻻ در ﺗﺼﻤﻴﻤﺎت اﺟﺮاﺋﻰ ﭘﺮوژه ﻧﻘﺶ ﻣﺤﻮرى دارد‪ ،‬ﻟﮑﻦ آﻧﺮا ﺑﺎﻳﺪ در راﺳﺘﺎى‬ ‫ﺗﺤﻠﻴﻞ هﺰﻳﻨﻪ در ﻣﻘﺎﺑﻞ ﻣﻨﺎﻓﻊ ﻣﻌﻤﻮ ً‬
‫اﺛﺮات آن روى اهﺪاف ﮐﺴﺐ و ﮐﺎر و ﺧﻂ ﻣﺸﻰ ‪ HSE‬ﺳﺎزﻣﺎن‪ ،‬ﻣﻮرد ﺗﻮﺟﻪ ﻗﺮار داد‪.‬‬
‫ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان ﺑﺎ ﻣﻮﻓﻘﻴﺖ ﺗﻐﻴﻴﺮات را اﻋﻤﺎل ﻧﻤﻮد؟‬

‫ﺑﻤﻨﻈﻮر ﭘﻴﺎده ﮐﺮدن اﻗﺪاﻣﺎت در ﺟﻬﺖ ﮐﻨﺘﺮل رﻳﺴﮏ هﺎى ﻣﺸﺨﺺ‪ ،‬ﺷﺎﻳﺪ ﺿﺮورى ﻧﺒﺎﺷﺪ ﮐﻪ ﺗﻐﻴﻴﺮ ﻣﻬــــﻢ و‬
‫ﻋﻤﺪه اى صﻮرت ﮔﻴﺮد‪.‬‬
‫هﺮﭼﻨﺪ اﮔﺮ ﺑﺮاى ﻣﺜﺎل ﺳﺎزﻣﺎن در ﺗﻼش در حﺮﮐﺖ از ﻣﺮحﻠﺔ اﻧﻄﺒﺎق ﺑﻪ ﻣﺮحﻠﺔ ﻣﺪﻳﺮﻳﺖ رﻳﺴﮏ ﺑﺎﺷﺪ‪ ،‬ﻧﻴﺎزﻣﻨﺪ‬
‫ﺗﻐﻴﻴﺮات وﺳﻴﻊ و ﮔﺴﺘﺮده اى ﺧﻮاهﺪ ﺑﻮد‪ .‬اﻳﻦ ﺗﻐﻴﻴﺮات ﻣﻰﺗﻮاﻧﻨﺪ ﻧﻤﻮﻧﻪ هﺎﻳﻰ از ﺗﻐﻴﻴﺮ در ﻓﻠﺴﻔﺔ ﻣﺪﻳﺮﻳﺖ ‪HSE‬‬
‫ﺑﻮده و ﺷﺎﻣﻞ ﺗﻌﺪادى از ﻓﻌﺎﻟﻴﺖ هﺎى ﭘﻴﭽﻴﺪه ﺑﺎﺷﺪ‪.‬‬
‫صﺮف ﻧﻈﺮ از ﻣﺎهﻴﺖ ﺗﻐﻴﻴﺮ‪ ،‬ﻳﮏ ﻓﺮآﻳﻨﺪ ﻣﺸﺘﺮک ﺗﻐﻴﻴﺮ وﺟﻮد دارد ﮐﻪ ﺑﺎﻳﺪ دﻧﺒﺎل ﺷﻮد‪ .‬ﻓﺮآﻳﻨﺪ ﺗﻐﻴﻴﺮات ﻋﻤﺪه و‬
‫ﮔﺴﺘﺮده ﺳﺎزﻣﺎﻧﻰ ﺑﺴﻴﺎر ﺷﺒﻴﻪ ﺗﻐﻴﻴﺮات ﺧﺼﻮصﻰ و ﺷﺨﺼﻰ اﺳﺖ‪ .‬ﺑﺮاى ﺗﺤﻘﻖ ﻳﺎﻓﺘﻦ ﺑﻬﺒﻮدى ﻗﺎﺑﻞ ﺗﻮﺟﻬﻰ در‬
‫ﺳﺎزﻣﺎن‪ ،‬ﺑﺎﻳﺴﺘﻰ ﻧﺨﺴﺖ ﻧﻴﺎز ﺑﻪ ﺗﻐﻴﻴﺮ را احﺴﺎس ﮐﺮد‪ .‬ﭘﺲ از آن‪ ،‬ﻧﻴﺎز ﺑﻪ ﻋﻼﻗﻤﻨﺪى ﺑﻪ ﺗﻐﻴﻴﺮ و ﺷﻮق ﺑﻪ اداﻣﻪ ﺗﺎ‬
‫ﻣﺤﻘﻖ ﺷﺪن ﺗﻐﻴﻴﺮ ﺑﺎﻳﺴﺘﻰ ﺑﻮﺟﻮد آﻳﺪ‪.‬‬

A common theme to successful change is effective communication of the
objectives or goals to be achieved. This will frequently form a part of the
tasks to be managed by a change management task force which is one way
of effecting such change.
However, a task force is different to a committee because it:

• Has a team with a leader, a specific objective and schedule
• Has the power to get things done
• Follows a structured approach.
Shown in Figure 2.13 is a task force process for facilitating change which
outlines the key steps.
Figure 2.13: Task Force Process
1 2 3 4
Form a review Brief the task force

Define the performance Form a review Brief the task force
Define the performance committee to act as Form a task force and the review
change required committee to act as Form a task force and the review
change required the “client” committee
the “client” committee
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

‫ﻳﮏ زﻣﻴﻨﺔ ﻣﺸﺘﺮک ﺑﺮاى اﻳﺠﺎد ﺗﻐﻴﻴﺮات ﻣﻮﻓﻖ‪ ،‬ارﺗﺒﺎﻃﺎت ﻣﺆﺛﺮ ﺟﻬﺖ اﻋﻼم و اﺑﻼغ اهﺪاف و ﻣﻘﺎصﺪ اﺳﺖ‪.‬‬
‫ﻻ ﺑﺨﺸﻰ از وﻇﺎﻳﻔﻰ اﺳﺖ ﮐﻪ ﺑﺎﻳﺪ‬ ‫اﻳﻦ ﻋﻤﻞ ﺑﻌﻨﻮان ﻳﮑﻰ از راهﮑﺎرهﺎى ﺗﺄﺛﻴﺮﮔﺬارى ﺑﺮ روى ﺗﻐﻴﻴﺮات‪ ،‬ﻣﻌﻤﻮ ً‬
‫ﺗﻮﺳﻂ ﻳﮏ ﮔﺮوه وﻳﮋه در ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴﺮ اداره ﺷﻮد‪ .‬ﮔﺮوه وﻳﮋه در ﻣﺠﻤﻮﻋﻪ ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴﺮ ﺑﺎ ﺳﺎﻳﺮ ﮐﻤﻴﺘﻪ هﺎى‬
‫ﻣﻌﻤﻮل ﺗﻔﺎوت هﺎﻳﻰ دارد از ﺟﻤﻠﻪ‪:‬‬
‫داراى رهﺒﺮى ﮔﺮوه‪ ،‬اهﺪاف و ﺑﺮﻧﺎﻣﻪ زﻣﺎﻧﺒﻨﺪى ﻣﺸﺨﺺ ﻣﻰ ﺑﺎﺷﺪ‪.‬‬ ‫•‬

‫داراى ﻗﺪرت ﻗﻄﻌﻰ اﻧﺠﺎم ﮐﺎر اﺳﺖ‪.‬‬ ‫•‬
‫ﻣﻮﺿﻮﻋﺎت ﻣﺨﺘﻠﻒ را ﺑﺎ روﻳﮑﺮدى ﺳﺎﺧﺘﺎرى دﻧﺒﺎل ﻣﻰﮐﻨﺪ‪.‬‬ ‫•‬
‫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.‬‬
‫ﺷﮑﻞ ‪ -٢-١٣‬ﻓﺮآﻳﻨﺪ ﮔﺮوه وﻳﮋه ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴﺮ‬
‫‪١‬‬ ‫‪٢‬‬ ‫‪٣‬‬ ‫‪۴‬‬
‫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.‬‬
‫‪٨‬‬ ‫‪٧‬‬ ‫‪۶‬‬ ‫‪۵‬‬

‫ﺗﺪویﻦ ﺑﺮﻧﺎﻣﻪ‬ ‫ﺗﻬیﻪ "ﺗﻮاﻓﻘﻨﺎﻣﻪ‬
‫‪Develop‬‬
‫ﺗﻮﺳﻂ‬ ‫اﺟﺮای ‪and‬‬
‫ﺑﺮﻧﺎﻣﻪ ﮐﺎری‬ ‫‪start‬‬ ‫ﺗﺪویﻦ و اﺟﺮای ﺑﺮﻧﺎﻣﻪ‬
‫‪implementing‬‬ ‫‪a‬‬ ‫ﺗﻔﺼیﻠی آﻧﭽﻪ ﺑﺎیﺴﺘی‬ ‫هﻤﮑﺎری" ﺑیﻦ ﮔﺮوه‬
‫ﺑﺎزﻧﮕﺮی‬ ‫ﮔﺮوه ویﮋه و‬ ‫اﻧﺠﺎم ﺷﻮد‪ ،‬زﻣﺎن اﺟﺮا‬ ‫ارﺗﺒﺎﻃی ﺑﻤﻨﻈﻮر در‬
‫‪communications plan‬‬ ‫ویﮋه و ﮐﻤیﺘﻪ ﺑﺎزﻧﮕﺮی‬
‫آن‬
‫هﺪایﺖ ‪to‬‬ ‫ﮐﺎر آﻧﻬﺎ و‬
‫‪let all concerned‬‬ ‫و ﺷﺨﺺ ﻣﺴﺌﻮل اﺟﺮا‬ ‫ﺟﺮیﺎن اﻣﻮر ﻗﺮار دادن‬
‫در ﺧﺼﻮص هﻤﺎهﻨﮕی‬
‫ﺑﺎزﻧﮕﺮی‬
‫ﮐﻤیﺘﻪ ‪people‬‬
‫ﺗﻮﺳﻂ ‪know‬‬
‫‪what’s‬‬ ‫در درون ﮔﺮوه ویﮋه‬ ‫ﮐﺎرﮐﻨﺎن‬
‫درﺗﺒﺎدل ﻧﺘﺎیﺞ و‬
‫ﮑﺎ‬ ‫ﺎ‬
‫‪٩‬‬ ‫‪١٠‬‬ ‫‪١١‬‬ ‫‪١٢‬‬

‫ﺗﺪویﻦ ﺑﺮﻧﺎﻣﻪ اﺟﺮایی‬
‫ﺗﻬیﻪ ﺗﻮصیﻪ هﺎی ﻻزم‪،‬‬ ‫ﺑﺸﮑﻞ یﮏ ﭘﺮوژه ﺷﺎﻣﻞ‬
‫ﺑﺎزﻧﮕﺮی آﻧﻬﺎ‪ ،‬اﻋﻤﺎل‬ ‫ﻓﻬﺮﺳﺖ ﻓﻌﺎﻟیﺘﻬﺎ‪ ،‬ﺑﺮﻧﺎﻣﻪ‬ ‫ﮔـــــــﺰیﻨﺶ و آﻣﻮزش‬ ‫اﺟﺮا‪ ،‬ﮐﻨﺘﺮل و ﻧﻈﺎرت‬
‫ﺗﻐییﺮات ﻻزم و ﻧﻬﺎیی‬ ‫زﻣﺎن ﺑﻨﺪی‪ ،‬ﺗﻮزیﻊ‬ ‫ﮔﺮوه هﺎی اﺟﺮایی‬ ‫و ﺑﺮرﺳی دﻗیﻖ‬
‫ﮐﺮدن آﻧﻬﺎ‬ ‫ﻣﺴﺌﻮﻟیﺘﻬﺎ‪ ،‬ﻣﻨﺎﺑﻊ ﻣﻮردﻧیﺎز‬ ‫ﺗﻐییﺮات‬
‫از ﺟﻤﻠﻪ ﻧﻤﻮدارهﺎی ‪PERT‬‬
‫‪Gaunt‬‬
‫‪١٣‬‬
‫ﮔﺮاﻣیﺪاﺷﺖ حﺼﻮل‬
‫ﻣﻮﻓﻘیﺖ‬

Step 1: Identify the Performance Improvement Required
The performance improvement required may be the implementation of a
specific project to improve HSE performance of some hardware, or a
complex project such as changing the management approach to HSE issues.
Step 2: Form a Review Committee to Act as the “Client”

A review committee is often essential to the success of the task force as it
provides guidance, feedback and secures extra resources if necessary. The
review committee should be represented by staff from functional areas
significantly affected by the project.
Step 3: Form a Task Force

Essential elements for success include:
• Selecting a strong leader
• Making the task force multifunctional
• Ensuring people important to implementation are included
• Assessing how much time task force members will be able to provide.
Step 4: Train the Task Force and Review Committee

Training in task force and review committee roles would include:
• Work planning
• Managing interpersonal relations
• Effective meeting management
• Review processes
Step 5: Develop and Start Implementing a Communications Plan to

Let all those concerned Know What’s Going on
People at all levels of an organisation will wonder what is going on with
training sessions, meetings and task forces. A communications plan will
avoid rumours and lower uncertainty by addressing concerns and explaining
what is happening.
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.
Step 7: Develop a Detailed Work Plan of What is to be Done, When

and by Whom
In a process of large change, the task force must compile a work plan which
itemises the tasks to ensure completion:
• Required resources
• Analysing obstacles to implementation
• Proposing policy changes to overcome them.

‫ﻣﺮﺣﻠﮥ ‪ :1‬ﺗﻌﺮﻳﻒ ﺗﻐﻴﻴﺮات ﻣﻮرد ﻧﻈﺮ در حﻮزه ﻋﻤﻠﮑﺮد‬
‫ﺑﻬﺒﻮد ﻋﻤﻠﮑﺮد ﻣﻄﻠﻮب ﻣﻤﮑﻦ اﺳﺖ ﺑﻪ صﻮرت اﺟﺮاى ﻳﮏ ﭘﺮوژة ﺧﺎص ﺟﻬﺖ ﺑﻬﺒﻮد ﻋﻤﻠﮑﺮد ‪ HSE‬در ﭼﻨﺪ‬
‫ﺳﺨﺖ اﻓﺰار و ﻳﺎ ﻳﮏ ﭘﺮوژة ﭘﻴﭽﻴﺪه از ﻗﺒﻴﻞ ﺗﻐﻴﻴﺮ روﻳﮑﺮد ﻣﺪﻳﺮﻳﺖ ﺑﻪ اﻣﻮر ‪ HSE‬ﺑﺎﺷﺪ‪.‬‬
‫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 ‪ :٣‬ﺗﺸﮑﻴﻞ ﮔﺮوه وﻳﮋه ﻋﻤﻠﻴﺎﺗﻰ‬

‫ﻋﻨﺎصﺮ ﺿﺮورى ﺟﻬﺖ ﻣﻮﻓﻘﻴﺖ ﮔﺮوه ﻋﺒﺎرﺗﻨﺪ از‪:‬‬
‫• اﻧﺘﺨﺎب رﺋﻴﺴﻰ ﻗﻮى و ﺗﻮاﻧﻤﻨﺪ‬
‫• ﭼﻨﺪ ﮐﺎره ﺑﻮدن ﮔﺮوه وﻳﮋه ﻋﻤﻠﻴﺎﺗﻰ‬
‫• ﺗﻀﻤﻴﻦ حﻀﻮر و ﻋﻀﻮﻳﺖ اﻓﺮادى ﮐﻪ وﺟﻮدﺷﺎن در اﺟﺮاء ﺗﻐﻴﻴﺮات ﺿﺮورى اﺳﺖ‬
‫• ارزﻳﺎﺑﻰ ﻣﻴﺰان زﻣﺎﻧﻰ ﮐﻪ اﻋﻀﺎى ﮔﺮوه وﻳﮋه ﻣﻰﺗﻮاﻧﻨﺪ در اﺧﺘﻴﺎر ﭘﺮوژه ﻗﺮار دهﻨﺪ‬
‫ﻣﺮحﻠﺔ ‪ :۴‬آﻣﻮزش ﮔﺮوه وﻳﮋه ﻋﻤﻠﻴﺎﺗﻰ و ﮐﻤﻴﺘﻪ ﺑﺎزﻧﮕﺮى‬

‫آﻣﻮزش اﻓﺮاد ﮔﺮوه وﻳﮋه ﻋﻤﻠﻴﺎﺗﻰ و ﻧﻘﺸﻰ ﮐﻪ ﮐﻤﻴﺘﻪ ﺑﺎزﻧﮕﺮى ﺑﻌﻬﺪه ﺧﻮاهﻨﺪ داﺷﺖ ﻋﺒﺎرﺗﻨﺪ از‪:‬‬
‫• ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﮐﺎر‬
‫• ادارة رواﺑﻂ ﻣﻴﺎن اﻓﺮاد‬
‫• ﻣﺪﻳﺮﻳﺖ ﻣﺆﺛﺮ ﺟﻠﺴﺎت‬
‫• ﻓﺮآﻳﻨﺪ ﻣﺮور و ﺑﺎزﻧﮕﺮى‬
‫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

Step 8: Execute the Work Plan, Review Committee Evaluate the
Task Force’s Work
The review committee helps ensure that the task force does not get lost in
implementation minutiae, and keeps its eye on the end result.
Step 9: Develop Recommendations, Review, Modify and Finalise

As the change comes into place both the task force and review committee
must check progress and make minor modifications.
Step 10: Develop an Implementation Plan – a “Project” – Specify

Activities Schedules Responsibilities, Resources, etc.
To ensure tasks are assigned and are done, project management tools should
be used to assist in monitoring and reviewing work progress.
Step 11: Select the Implementation Groups and Train Them

Ideally, many of the people responsible for implementation will be those
involved during the task force’s work. This is particularly important on
complex changes.
Step 12: Implement Monitor and Detail the Change

Once the change is in place you cannot walk away and expect that it will
operate smoothly. Checking the way it works and taking corrective action
will help ensure success.
Step 13: Celebrate Success

Look for reasons to celebrate especially after significant accomplishments.
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.
The determination of an appropriate level of HSE management will require

an insight into the expectations of everyone who has an interest in a
business’ operation. Having understood the level of expectation a HSE
strategy which is coherent with overall business objectives can be produced.
Implementation of the required changes to manage HSE strategically can be

challenging. A process of change should be followed to ensure that the
changes do in fact take place. Chapter 3 addresses issues associated with
successful implementation of HSE management changes.

‫ﻣﺮحﻠﺔ ‪ :٨‬اﺟﺮاى ﺑﺮﻧﺎﻣﻪ ﮐﺎرى ﺗﻮﺳﻂ ﮔﺮوه وﻳﮋه و ﺑﺎزﻧﮕﺮى ﮐﺎر آﻧﻬﺎ و هﺪاﻳﺖ آن ﺗﻮﺳﻂ ﮐﻤﻴﺘﻪ ﺑﺎزﻧﮕﺮى‬
‫ﮐﻤﻴﺘﻪ ﺑﺎزﻧﮕﺮى ﮐﻤﮏ ﻣﻰﮐﻨﺪ ﺗﺎ اﻃﻤﻴﻨﺎن حﺎصﻞ ﺷﻮد ﮐﻪ ﮔﺮوه وﻳﮋه ﻋﻤﻠﻴﺎﺗﻰ دﭼﺎر ﺳﺮدرﮔﻤﻰ ﻧﺸﺪه و از ﻣﺴﻴﺮ‬
‫اهﺪاف ﻧﻬﺎﻳﻰ ﻣﻨﺤﺮف ﻧﺨﻮاهﺪ ﮔﺸﺖ‪.‬‬
‫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.‬‬
‫ﻣﺮحﻠﺔ ‪ :١١‬ﮔـﺰﻳﻨﺶ و آﻣﻮزش ﮔﺮوه هﺎى اﺟﺮاﻳﻰ‬

‫در حﺎﻟﺖ اﻳﺪهآل‪ ،‬ﺑﺮﺧﻰ اﻓﺮادى ﮐﻪ در ﻓﻌﺎﻟﻴﺖ هﺎى ﮔﺮوه وﻳﮋه ﻋﻤﻠﻴﺎﺗﻰ ﻣﺸﺎرﮐﺖ دارﻧﺪ در اﻣﺮ ﭘﻴﺎده ﮐﺮدن‬
‫ﺗﻐﻴﻴﺮات ﻣﺴﺌﻮل ﺧﻮاهﻨﺪ ﺑﻮد‪ .‬اﻳﻦ ﻧﮑﺘﻪ ﺑﻮﻳﮋه در ﻣﻮردى ﻣﻪ ﺗﻐﻴﻴﺮات ﭘﻴﭽﻴﺪه ﻣﺪ ﻧﻈﺮ هﺴﺘﻨﺪ‪ ،‬از اهﻤﻴﺖ وﻳﮋه اى‬
‫ﺑﺮﺧﻮردار ﺧﻮاهﺪ ﺷﺪ‪.‬‬
‫ﻣﺮحﻠﺔ ‪ :١٢‬اﺟﺮا‪ ،‬ﮐﻨﺘﺮل‪ ،‬ﻧﻈﺎرت و ﺑﺮرﺳﻰ دﻗﻴﻖ ﺗﻐﻴﻴﺮات‬

‫ﭘﺲ از اِﻋﻤﺎل ﺗﻐﻴﻴﺮات‪ ،‬ﻧﻤﻰﺗﻮان ﺳﻴﺴﺘﻢ را ﺑﻪ حﺎل ﺧﻮد رهﺎ ﮐﺮده و در ﻋﻴﻦ حﺎل اﻧﺘﻈﺎر داﺳﺖ ﮐﻪ ﺳﻴﺴﺘﻢ ﺑﺪون‬
‫اﺷﮑﺎل ﺑﻪ ﮐﺎر ﺧﻮد اداﻣﻪ دهﺪ‪ .‬ﺟﻬﺖ حﺼﻮل اﻃﻤﻴﻨﺎن از ﻣﻮﻓﻘﻴﺖ در اِﻏﻤﺎل ﺗﻐﻴﻴﺮات‪ ،‬ﺿﻤﻦ ﮐﻨﺘﺮل ﻧﺤﻮه ﮐﺎرﮐﺮد‬
‫ﺳﻴﺴﺘﻢ‪ ،‬اﻗﺪاﻣﺎت اصﻼحﻰ را ﻣﻴﺒﺎﻳﺴﺖ ﺑﺼﻮرت هﻤﺰﻣﺎن اﻧﺠﺎم داد‪.‬‬
‫ﻣﺮحﻠﺔ ‪ :١٣‬ﮔﺮاﻣﻴﺪاﺷﺖ حﺼﻮل ﻣﻮﻓﻘﻴﺖ‬

‫ﺑﻪ دﻧﺒﺎل ﺑﻬﺎﻧﻪ ﺧﺎصﻰ ﺟﻬﺖ ارج ﻧﻬﺎدن ﺑﻪ زحﻤﺎت اﻓﺮادى ﮐﻪ در ﮐﺴﺐ ﻣﻮﻓﻘﻴﺖ هﺎ ﻣﺆﺛﺮﻧﺪ ﺑﺎﺷﻴﺪ ﺑﻮﻳﮋه اﮔﺮ‬
‫دﺳﺘﺎوردهﺎى ﻣﻬﻤﻰ ﺑﺪﺳﺖ آﻣﺪه ﺑﺎﺷﻨﺪ‪.‬‬
‫خﻼصﻪ ﻓﺼﻞ ‪٢‬‬

‫ﮔﺎم ﻧﺨﺴﺖ در ﺟﻬﺖ اﺟﺮاى ﻣﻮﻓﻖ ﻣﺪﻳﺮﻳﺖ اﺳﺘﺮاﺗﮋﻳﮏ ‪ ،HSE‬درک رﻳﺴﮏ هﺎﻳﻰ اﺳﺖ ﮐﻪ در زﻣﻴﻨﻪ ‪HSE‬‬
‫ﻣﺘﻮﺟﻪ هﺮ حﺮﻓﻪ ﻣﻰ ﺑﺎﺷﺪ‪ .‬ﺑﺎ داﺷﺘﻦ اﻳﻦ درک‪ ،‬ﭼﮕﻮﻧﮕﻰ ﻣﻮﻓﻘﻴﺖ در اداره رﻳﺴﮏ هﺎى ﻣﻮﺟﻮد ﻣﻰ ﺑﺎﻳﺴﺘﻰ‬
‫ارزﻳﺎﺑﻰ ﮔﺮدد‪ .‬ﻣﺴﺌﻮﻻن هﺮ ﺳﻴﺴﺘﻢ )حﺮف( ﺑﺎﻳﺴﺘﻰ ﺗﺼﻤﻴﻢ ﺑﮕﻴﺮﻧﺪ ﮐﻪ ﮐﺪام ﺳﻄﺢ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﻣﻨﺎﺳﺐ ﺳﻴﺴﺘﻢ‬
‫و ﻳﺎ حﺮﻓﻪ آﻧﻬﺎﺳﺖ‪.‬‬
‫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.‬‬

Chapter 3: How do I Organise to Manage
HSE Strategically?

leaders who need to consider how to organise to manage HSE in a strategic
way.
We explore the following questions:

• Why should I allocate specific responsibilities for HSE?
• Who should have responsibility for HSE?
• How can HSE responsibility be allocated?
• What organisational structure will give me the most effective HSE
performance?
• How can I get employees to “buy in” to HSE?
• Why do I need Emergency Procedures?
• What do I need to do to be prepared?
• How do I compile an Emergency Procedure?
Why Should I Allocate Specific Responsibilities for HSE?

As a manager, you have ultimate accountability for the Health and Safety of
your employees, customers and the public and for effective management of
environmental impacts of your operations. You cannot delegate this
accountability to others. You can, however, expect others to share
responsibility, and be accountable for certain elements of HSE management.
It is important to have a mechanism to allocate HSE responsibilities.

‫?‪How do I organise to manage HSE Strategically‬‬
‫ﻓﺼﻞ ‪ :٣‬ﭼﮕﻮﻧﻪ ﻣﻰ ﺗﻮان اداره ‪ HSE‬را ﺑﺼﻮرت ﻳﮏ اﺳﺘﺮاﺗﮋى ﺳﺎزﻣﺎﻧﺪهﻰ‬

‫ﮐﺮد؟‬
‫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:‬‬
‫ﭼﺮا ﺑﺎﻳﺪ ﻣﺴﺌﻮﻟﻴﺖهﺎى ﺧﺎص درون ‪ HSE‬اﻳﺠﺎد ﮐﺮد؟‬ ‫•‬

‫ﭼﻪ ﮐﺴﻰ ﺑﺎﻳﺪ ﻣﺴﺌﻮل اﻣﻮر ‪ HSE‬ﺑﺎﺷﺪ؟‬ ‫•‬
‫ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﻣﺴﺌﻮﻟﻴﺖ ‪ HSE‬را ﺑﻴﻦ اﻓﺮاد ﻣﺨﺘﻠﻒ ﺗﻮزﻳﻊ ﮐﺮد؟‬ ‫•‬
‫ﮐﺪام ﺳﺎﺧﺘﺎر ﺳﺎزﻣﺎﻧﻰ‪ ،‬ﻣﺆﺛﺮﺗﺮﻳﻦ ﻋﻤﻠﮑﺮد ‪ HSE‬را اراﺋﻪ ﺧﻮاهﺪ ﮐﺮد؟‬ ‫•‬
‫ﭼﮕﻮﻧﻪ ﻣﻰ ﺗﻮان ﮐﺎرﮐﻨﺎن را هﻢ ﺑﻪ ﻟﺰوم ﭘﻴﺮوى از اصﻮل ‪ HSE‬ﻣﺠﺎب ﻧﻤﻮد؟‬ ‫•‬
‫ﭼﺮا ﺑﻪ دﺳﺘﻮراﻟﻌﻤﻞ هﺎى اﺿﻄﺮارى ﻧﻴﺎز اﺳﺖ؟‬ ‫•‬
‫ﺑﺮاى اﻳﺠﺎد آﻣﺎدﮔﻰ ﭼﻪ ﺑﺎﻳﺪ ﮐﺮد؟‬ ‫•‬
‫ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان دﺳﺘﻮراﻟﻌﻤﻞ اﺿﻄﺮارى ﻣﻨﺎﺳﺒﻰ را ﺗﺪوﻳﻦ ﻧﻤﻮد؟‬ ‫•‬
‫ﭼﺮا ﺑﺎﻳﺪ ﻣﺴﺌﻮلﻴﺖهﺎى خﺎص درون ‪ HSE‬اﻳﺠﺎد ﮐﺮد؟‬

‫هﺮﭼﻨﺪ‪ ،‬ﺷﻤﺎ ﻣﻰﺗﻮاﻧﻴﺪ از دﻳﮕﺮان ﺑﺨﻮاهﻴﺪ در اﻳﻦ ﻣﺴﺌﻮﻟﻴﺖ ﺑﺎ ﺷﻤﺎ ﺷﺮﻳﮏ ﺷﻮﻧﺪ و ﺑﺮﺧﻰ از ﻋﻨﺎصﺮ ﻣﺪﻳﺮﻳﺖ‬
‫‪ HSE‬را ﺑﺮ ﻋﻬﺪه ﮔﻴﺮن‪ ،‬ﻟﮑﻦ ﺑﻪ ﻋﻨﻮان ﻣﺪﻳﺮ‪ ،‬ﻣﺴﺌﻮﻟﻴﺖ ﻧﻬﺎﺋﻰ ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ ﮐﺎرﮐﻨﺎن‪ ،‬ارﺑﺎب رﺟﻮع‪ ،‬ﻣﺮدم‬
‫و هﻤﭽﻨﻴﻦ ﻣﺪﻳﺮﻳﺖ ﻣﺆﺛﺮ ﺗﺄﺛﻴﺮات ﻣﺤﻴﻄﻰ ﻧﺎﺷﻰ از ﻋﻤﻠﻴﺎت ﺳﺎزﻣﺎن ﺑﻪ ﻋﻬﺪه ﺷﻤﺎ ﺧﻮاهﺪ ﺑﻮد‪ .‬ﭼﺮا ﮐﻪ‪ ،‬اﻳﻦ‬
‫ﻣﺴﺌﻮﻟﻴﺖ هﺎ ﻗﺎﺑﻞ اﻧﺘﻘﺎل ﺑﻪ دﻳﮕﺮان ﻧﻴﺴﺖ‪ ، .‬ﺑﻨﺎﺑﺮاﻳﻦ ﻣﻬﻢ اﺳﺖ ﮐﻪ ﺑﺮاى ﺗﻮرﻳﻊ ﻣﺴﺌﻮﻟﻴﺘﻬﺎ ﺑﻴﻦ ﺳﺎﻳﺮ ﮐﺎرﮐﻨﺎن‪،‬‬
‫ﻣﮑﺎﻧﻴﺰم ﻣﺸﺨﺼﻰ وﺟﻮد داﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬

How do I organise to manage HSE Strategically?
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:
Figure 3.1: HSE Responsibility
How can HSE

Who should have responsibility
responsibility for be allocated?
HSE?
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?
Who Should Have Responsibility for HSE?

The most effective form of HSE management occurs when everyone
recognises they have an individual responsibility for HSE management. To
build on this principle, each employee should have an understanding of their
specific responsibilities and how their contribution assists in achieving the
corporate HSE objective. Therefore, all employees will feel they are
helping to shape the HSE management process.
Managers should provide for, and encourage, employee involvement in the

structure and operation of an HSE management system and in decisions that
affect their Health and Safety. Employees will then commit their insight
and energy to achieve the HSE management goals and objectives.
Clear assignment of responsibility helps avoid overlaps or gaps in

accomplishing needed activities. Managers should assign and communicate
responsibility for all aspects of HSE management, so that managers,
supervisors, and employees in all parts of the organisation know what
performance is expected of them.

‫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.‬‬
‫ﺷﮑﻞ ‪ :٣-١‬ﻣﺴﺌﻮلﻴﺖ ‪HSE‬‬
‫ﭼﮕﻮﻧﻪ ﻣﻰ ﺗﻮان‬
‫ﭼﻪ ﮐﺴﻰ ﺑﺎﻳﺪ ﻣﺴﺌﻮل‬ ‫ﻣﺴﺌﻮﻟﻴﺖهﺎى ‪ HSE‬ﺑﻴﻦ‬
‫‪ HSE‬ﺑﺎﺷﺪ؟‬ ‫دﻳﮕﺮان ﺗﻮزﻳﻊ ﮐﺮد؟‬
‫‪HSE‬‬
‫ﻣﺴﺌﻮلﻴﺖ‬
‫‪HSE‬‬
‫‪Responsibility‬‬
‫‪HSE‬‬
‫‪Responsibility‬‬
‫ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮاﻧﻢ ﮐﺎرﮐﻨﺎن‬ ‫ﮐﺪام ﺳﺎﺧﺘﺎر ﺳﺎزﻣﺎﻧﻰ‬

‫راﺑﻪ ﭘﺬﻳﺮش اﻣﻮر ‪HSE‬‬ ‫ﻣﺆﺛﺮﺗﺮﻳﻦ ﻋﻤﻠﮑﺮد ‪HSE‬‬
‫ﻣﺘﻘﺎﻋﺪﮐﺮد؟‬ ‫را اراﺋﻪ ﺧﻮاهﺪ ﮐﺮد؟‬
‫ﭼﻪ ﮐﺴﻰ ﺑﺎﻳﺪ ﻣﺴﺌﻮل اﻣﻮر ‪ HSE‬ﺑﺎﺷﺪ؟‬

‫ﻣﺆﺛﺮﺗﺮﻳﻦ ﻧﻮع ﻣﺪﻳﺮﻳﺖ ‪ HSE‬زﻣﺎﻧﻰ اﺳﺖ ﮐﻪ هﻤﮕﺎن درک ﮐﻨﻨﺪ داراى ﻣﺴﺌﻮﻟﻴﺘﻰ ﺷﺨﺼﻰ در ﻣﺪﻳﺮﻳﺖ ‪HSE‬‬
‫هﺴﺘﻨﺪ‪ .‬ﺑﺮاى اصﺎﻟﺖ دادن ﺑﻪ اﻳﻦ ﻣﻔﻬﻮم‪ ،‬ﮐﺎرﮐﻨﺎن ﺑﺎﻳﺪ ﻣﺴﺌﻮﻟﻴﺖهﺎى ﺧﻮد را درک ﮐﺮده و ﺑﺪاﻧﻨﺪ هﻤﮑﺎرى آﻧﺎن‬
‫ﭼﮕﻮﻧﻪ در ﻧﻴﻞ ﺑﻪ اهﺪاف ﺳﺎزﻣﺎﻧﻰ ‪ HSE‬ﻣﺜﻤﺮ ﺛﻤﺮ ﺧﻮاهﺪ ﺑﻮد‪ .‬ﺑﻨﺎﺑﺮاﻳﻦ‪ ،‬ﮐﻠﻴﻪ ﮐﺎرﮐﻨﺎن احﺴﺎس ﺧﻮاهﻨﺪ ﮐﺮد در‬
‫ﺷﮑﻞ ﮔﻴﺮى ﻓﺮآﻳﻨﺪ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﻧﻘﺶ دارﻧﺪ‪.‬‬
‫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.‬‬

How Can HSE Responsibility be Allocated?

Having made the decision that all staff should be involved in HSE matters,
and that there is a need to communicate this to all staff members, managers
must allocate HSE responsibilities appropriately.
Managers should establish the tasks that need to be performed and allocate
the responsibilities of each individual.
The allocation of HSE responsibilities follows a number of steps:
1. Identifying the specific responsibilities

Before responsibilities can be allocated they must be identified. What are
the HSE issues for a particular part of an organisation? What are the risks?
What actions should be taken to prevent an HSE related incident or
accident? By asking these questions specific responsibility areas can be
identified and then allocated within an organisational group.
2. For each responsibility area allocate specific roles

Having identified the responsibility area, specific roles and duties within an
organisational group are established. Different people in the organisational
group will have different roles such as:
• Performing the work
• Taking responsibility for the work function (ensuring it is done)
• Providing approval authority for the work to take place
• Providing consultation or advice.
One tool which can be used to assist in this process is a role/responsibility

matrix as shown in Figure 3.2.

‫ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﻣﺴﺌﻮلﻴﺖ ‪ HSE‬را ﺑﻴﻦ اﻓﺮاد ﻣﺨﺘﻠﻒ ﺗﻮزﻳﻊ ﮐﺮد؟‬

‫ﻣﺪﻳﺮان ﺑﺎ اﺗﺨﺎذ اﻳﻦ ﺗﺼﻤﻴﻢ ﮐﻪ ﮐﻠﻴﻪ ﮐﺎرﮐﻨﺎن ﺑﺎﻳﺪ در اﻣﻮر ‪ HSE‬ﻣﺸﺎرﮐﺖ داﺷﺘﻪ ﺑﺎﺷﻨﺪ و ﻧﻴﺰ درک ﺿﺮورت‬
‫ﺗﻔﻬﻴﻢ اﻳﻦ ﻣﻄﻠﺐ ﺑﻪ ﮐﺎرﮐﻨﺎن‪ ،‬ﻣﻴﺒﺎﻳﺴﺖ ﺑﮕﻮﻧﻪ اى ﻣﻨﺎﺳﺐ ﻣﺴﺌﻮﻟﻴﺖ هﺎى ‪ HSE‬را ﺑﻴﻦ آﻧﺎن ﺗﻘﺴﻴﻢ و ﺗﻮزﻳﻊ ﮐﻨﻨﺪ‪.‬‬
‫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:‬‬
‫‪ -١‬ﺗﻌﻴﻴﻦ ﻣﺴﺌﻮلﻴﺖهﺎى ﻣﺸﺨﺺ‬

‫ﻗﺒﻞ از ﺗﻮزﻳﻊ ﻣﺴﺌﻮﻟﻴﺖهﺎ آﻧﻬﺎ را ﺑﺎﻳﺪ ﺑﻪ ﻣﺸﺨﺺ ﮐﺮد‪ .‬ﻣﻮارد ﻣﺨﺘﻠﻒ ‪ HSE‬در هﺮ ﺑﺨﺶ ﻣﺸﺨﺺ ﺳﺎزﻣﺎن‬
‫ﮐﺪاﻣﻨﺪ؟ رﻳﺴﮏ هﺎ ﮐﺪاﻣﻨﺪ؟ ﺑﺮاى ﭘﻴﺸﮕﻴﺮى از وﻗﻮع ﺳﻮاﻧﺢ و ﻳﺎ حﻮادث ﻣﺮﺗﺒﻂ ﺑﺎ ‪ HSE‬ﭼﻪ اﻗﺪاﻣﺎﺗﻰ ﺑﺎﻳﺪ‬
‫صﻮرت ﭘﺬﻳﺮد؟‬
‫ﺑﺎ ﻃﺮح اﻳﻦ ﺳﺌﻮاﻻت ﻣﻰﺗﻮان زﻣﻴﻨﻪهﺎى ﻣﺨﺘﻠﻒ ﻣﺴﺌﻮﻟﻴﺖ را ﺷﻨﺎﺳﺎﻳﻰ ﮐﺮده و ﺳﭙﺲ آﻧﻬﺎ را ﺑﻴﻦ ﮔﺮوه ﺳﺎزﻣﺎﻧﻰ‬
‫ﺗﻮزﻳﻊ ﮐﺮد‪.‬‬
‫‪ -٢‬ﺑﻪ هﺮﻣﺤﺪوده ﻣﺴﺌﻮلﻴﺘﻰ ﻧﻘﺶهﺎى خﺎصﻰ ﺗﺨﺼﻴﺺ دهﻴﺪ‪.‬‬

‫ﭘﺲ از ﺗﻌﻴﻴﻦ ﻣﺤﺪوده هﺮ ﻣﺴﺌﻮﻟﻴﺖ‪ ،‬ﻧﻘﺶ و وﻇﺎﻳﻒ ﻣﺸﺨﺼﻰ در درون ﮔﺮوه ﺳﺎزﻣﺎﻧﻰ ﺗﻌﺮﻳﻒ ﻣﻰ ﮔﺮدد‪ .‬اﻓﺮاد‬
‫ﻣﺘﻔﺎوت در ﮔﺮوه ﺳﺎزﻣﺎﻧﻰ ﻧﻘﺶهﺎى ﻣﺨﺘﻠﻔﻰ هﻤﭽﻮن آﻧﭽﻪ در زﻳﺮ آﻣﺪه اﺳﺖ ﺧﻮاهﻨﺪ داﺷﺖ‪:‬‬
‫• اﻧﺠﺎم ﮐﺎر ﻣﺤﻮﻟﻪ‬
‫• ﭘﺬﻳﺮﻓﺘﻦ ﻣﺴﺌﻮﻟﻴﺖ اﻧﺠﺎم ﮐﺎر و ﻣﻄﻤﺌﻦ ﺷﺪن از اﻳﻨﮑﻪ ﮐﺎر اﻧﺠﺎم ﮔﺮدﻳﺪه اﺳﺖ )ﺗﻀﻤﻴﻦ اﺟﺮاى آن(‬
‫• صﺪور ﻣﺠﻮز و ﺗﺄﻳﻴﺪﻳﻪ ﺷﺮوع ﮐﺎر‬
‫• اراﺋﻪ ﻣﺸﺎوره و راهﻨﻤﺎﻳﻰ‬
‫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.‬‬

Figure 3.2: Definition of Roles and Responsibilities
Fill
Fillin
inname
nameof
of
person/function
person/function
Control Measures
1. Compiling information from sources on

safety performance and risk
Check
CheckControl
ControlMeasures
Measures
relevant
relevantto
toyour
your
company’s 2. Assessing all new projects or modified
company’srisks
risks processes for safety
3. Assessing the risks associated with the

company’s operations
4. Tracking information from external sources

related to safety requirements (e.g.
regulatory)
5. Tracking safety regulations and distributing

information to relevant parties
• National Fill
Fillin
inletter
letter
• Local
describing
describing
R = Responsible for work responsibility
responsibility
using
usingkeys
keys
A = Accountable
C = Consult
I = Inform
HSE Responsibility Statements

Accountable: This is the person who ultimately must ensure the task is completed
i.e. the person where the buck stops. Ideally this should only be one
person. If there is more than one accountable person it is possible
that there will be confusion and misdirection of the task. Although
the responsibility for a task can be delegated to another person/party,
the accountability cannot be delegated.
Responsible: An accountable person can delegate the responsibility for carrying

out a task to other people/parties. This does not mean they no longer
need to ensure the task is carried out.
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.

‫ﺷﮑﻞ ‪ -٣-٢‬ﺗﻌﺮﻳﻒ ﻧﻘﺶ و ﻣﺴﺌﻮلﻴﺖ‬
‫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
‫‪ -3‬ارزﻳﺎﺑﻰ رﻳﺴﮏ هﺎى ﻣﺘﻨﺎﻇﺮ ﺑﺎ ﻋﻢ لﻳﺎت ﺷﺮﮐﺖ‬
‫‪ -4‬ردﻳﺎﺑﻰ ا ﻃﻼﻋﺎت ﺑﺪﺳﺖ آﻣﺪه از ﻣﻨﺎﺑﻊ خﺎرﺟﻰ ﻣﺮﺗﺒﻂ ﺑﺎ‬

‫الﺰاﻣﺎت اﻳﻤﻨﻰ )ﺑﺮاى م ث ﺎل اﻃﻼﻋﺎت ﻣﺮﺗﺒﻂ ﺑﺎ ﻧﻈﺎم‬
‫ﺑﺎزرﺳﻰ(‬
‫‪ -5‬ردﻳﺎﺑﻰ ﻣ ﻘﺮر ات ا ﻳﻤ ﻨﻰ و ﺗﻮز ﻳﻊ اﻃﻼﻋﺎت ﺑﻪ ﮔﺮوه هﺎى‬
‫ﻣﺮﺗﺒﻂ‬
‫• در ﺳﻄﺢ ﻣﻠﻰ‬ ‫‪Fill in letter‬‬
‫ﻣﺴﺌﻮلﻴﺖ هﺎى ﻣﺨﺘﻠﻒ را ﺑﮑﻤﮏ‬
‫• در اﺑﻌﺎد ﻣﺤﻠﻰ‬ ‫‪describing‬‬
‫خﺎﻧﻪ هﺎ وارد‬ ‫ﮐﻠﻤﺎت ﮐﻠﻴﺪى در اﻳﻦ‬
‫‪R‬‬ ‫ﻣﺴﺌﻮل =‬ ‫‪responsibility‬‬
‫ﮐﻨﻴﺪ‪.‬‬
‫‪A‬‬ ‫ﭘﺎﺳﺦ گو=‬
‫‪C‬‬ ‫ﻣﺶورت داده ﺷﺪه =‬
‫‪I‬‬ ‫ﻣﻄﻞع =‬
‫ﺗﻌﺮﻳﻒ ﻣﺴﺌﻮلﻴﺖ هﺎى ﻣﺨﺘﻠﻒ در ‪HSE‬‬

‫ﻓﺮدى اﺳﺖ ﮐﻪ در ﻧﻬﺎﻳﺖ ﺑﺎﻳﺪ اﻃﻤﻴﻨﺎن ﻳﺎﺑﺪ وﻇﺎﻳﻒ ﺑﻄﻮر ﮐﺎﻣﻞ ﺑﻪ اﻧﺠﺎم رﺳﻴﺪه اﺳﺖ‪ .‬در‬ ‫ﭘﺎﺳﺨﮕﻮ‬
‫حﺎﻟﺖ اﻳﺪه آل ﭘﺎﺳﺨﮕﻮ ﻓﻘﻂ ﻳﮏ ﻧﻔﺮ اﺳﺖ‪ .‬اﮔﺮ در ﺳﺎزﻣﺎن ﺑﻴﺶ از ﻳﮏ ﻧﻔﺮ ﭘﺎﺳﺨﮕﻮ ﺑﺎﺷﻨﺪ‪،‬‬
‫ﺑﻮﺟﻮد آﻣﺪن اﺑﻬﺎﻣﺎت‪ ،‬ﮔﻤﺮاهﻰ و ﺟﻬﺖ ﮔﻴﺮى ﻧﺎدرﺳﺖ در اﻧﺠﺎم اﻣﻮر ﻣﺤﻮﻟﻪ ﻣﺤﺘﻤﻞ‬
‫ﺧﻮاهﺪ ﺑﻮد‪ .‬اﮔﺮﭼﻪ ﻣﺴﺌﻮﻟﻴﺖ وﻇﺎﻳﻒ ﻣﺨﺘﻠﻒ را ﻣﻰﺗﻮان ﺑﻪ اﻓﺮاد و ﻳﺎ ﮔﺮوه هﺎى دﻳﮕﺮ‬
‫واﮔﺬار ﻧﻤﻮد‪ ،‬ﻟﮑﻦ ﭘﺎﺳﺨﮕﻮﺋﻰ ﻗﺎﺑﻞ ﺗﻔﻮﻳﺾ ﺑﻪ دﻳﮕﺮان ﻧﻴﺴﺖ‪.‬‬
‫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.‬‬

Usually all categories should be used for a task. If not, it is important to

understand if there is a valid reason why this is not the case.
The responsibility matrix is useful in identifying gaps or overlaps in

responsibility.
If a matrix is completed for a company’s directors and its strategy, each

director can take their own allocation of responsibilities. They can then
create their own responsibility matrix to delegate his/her responsibilities.
HSE Responsibility Statements

Having compiled a roles and responsibilities matrix, the responsibilities for
each person can be compiled. This is often contained in a HSE
Responsibility Statement or as part of a Job Description. This statement
provides an outline of that individual’s role in achieving corporate HSE.
Employees should have HSE Responsibility Statements which outline their

contribution to achieving the HSE policy written in the overall structure as
indicated in Figure 3.3. An HSE Responsibility Statement highlights who is
responsible and what they are responsible for. Each statement should
“interlink” with the statement of their superiors and subordinate.
Figure 3.3: HSE Responsibility Statements and Organisational Structure
Director HSE
Corporate Responsibility
HSE Policy Statement
Operations
Manager
HSE
HSE Division Responsibility
Arrangements Statement
Station
Local Manager
HSE HSE
Responsibility Responsibility
Statements Statement
When an HSE Responsibility Statements is written for a position, it is

essential that it fits closely with the HSE Responsibility Statements above
and below so that:
• There are no responsibilities missed between each level
• There is no duplication of responsibility.
• The complete set of HSE Responsibility Statements is meant to cover all
aspects of HSE risk.

‫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.‬‬
‫ﻣﺎﺗﺮﻳﺲ ﻣﺴﺌﻮﻟﻴﺖ در ﺗﺸﺨﻴﺺ ﺧﻼء ﻳﺎ هﻤﭙﻮﺷﺎﻧﻰ ﻣﺴﺌﻮﻟﻴﺖهﺎ ﻣﻔﻴﺪ 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.‬‬
‫ﺷﺮح ﻣﺴﺌﻮلﻴﺖ ‪HSE‬‬

‫ﺑﺎ ﺗﮑﻤﻴﻞ ﻣﺎﺗﺮﻳﺲ ﻧﻘﺶ و ﻣﺴﺌﻮﻟﻴﺖ‪ ،‬ﻣﻰﺗﻮان ﻣﺴﺌﻮﻟﻴﺖهﺎى هﺮ ﺷﺨﺺ را ﺗﺪوﻳﻦ ﻧﻤﻮد‪ .‬اﻳﻦ ﻣﺠﻤﻮﻋﻪ ﻣﺴﺌﻮﻟﻴﺖ هﺎ‬
‫ﻻ ﺗﺤﺖ ﻋﻨﻮان ﺷﺮح وﻇﺎﻳﻒ و ﻣﺴﺌﻮﻟﻴﺖ هﺎى ‪ HSE‬و ﮔﺎهﻰ ﺑﻪ ﻋﻨﻮان ﺑﺨﺸﻰ از ﺷﺮح وﻇﺎﻳﻒ اراﺋﻪ ﻣﻰ‬ ‫ﻣﻌﻤﻮ ً‬
‫ﺷﻮد‪ .‬ﺷﺮح وﻇﺎﻳﻒ و ﻣﺴﺌﻮﻟﻴﺖ هﺎ‪ ،‬ﻧﻘﺶ ﺷﺨﺺ را در ﻧﻴﻞ ﺑﻪ اهﺪاف ‪ HSE‬ﻣﺠﻤﻮﻋﻪ ﻣﺸﺨﺺ ﻣﻰﮐﻨﺪ‪.‬‬
‫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.‬‬
‫ﺷﮑﻞ ‪ :٣-٣‬ﺟﺎﻳﮕﺎه ﺷﺮح ﻣﺴﺌﻮلﻴﺖ در ﺳﺎخﺘﺎر ﺗﺸﮑﻴﻼﺗﻰ ﺳﺎزﻣﺎن‬
‫ﻣﺪﻳﺮﮐﻞ‬ ‫ﺷﺮح‪HSE‬‬
‫ﺷﺮﮐﺖ‬ ‫‪HSE‬‬
‫خﻂ ﻣﺸﻰ ‪HSE‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻋﻤﻠﻴﺎت‬
‫ﺷﺮح‪HSE‬‬
‫‪HSE‬‬ ‫ﺑﺨﺶ‬ ‫‪HSE‬‬
‫‪HSE‬‬ ‫ﺗﺮﺗﻴﺒﺎت‬
‫ﻣﺪﻳﺮ واحﺪ‬
‫ﻓﺮدی‬
‫ﺷﺮح ه‪HSE‬‬
‫ﻣﺴﺌﻮﻟﯿﺖ‬ ‫ﺷﺮح‪HSE‬‬
‫‪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.‬‬ ‫•‬

Of particular importance is the management of HSE responsibility across

interfaces. These interfaces are particularly vulnerable where contractors and
subcontractors are involved and therefore HSE responsibility statements must be
clear in defining these interactions. Responsibility Statements serve two purposes;
they provide a clear definition of responsibility and also provide an auditable
standard.
What Organisational Structure will Give me the Most

Effective HSE Performance?
Once staff members at all levels understand the importance of HSE issues
and their role in HSE management, their managers must ask whether there is
a need to establish an HSE organisation to help administer the company’s
HSE management strategy.
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?
• What would be the value of an HSE organisation? What must an HSE

organisation accomplish, short and long term?
− Focal point for assisting line managers in achieving desired change to
HSE culture
− Short term
− Establish objectives and plans
− Establish credibility in organisation
− Establish perception of adding value not policing
− Raise awareness on HSE issues
− Long term
− Reduce and potentially eliminate HSE organisations role as line
managers have adopted HSE in everything they do

‫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.‬‬
‫ﮐﺪام ﺳﺎخﺘﺎر ﺳﺎزﻣﺎﻧﻰ‪ ،‬ﻣﺆثﺮﺗﺮﻳﻦ ﻋﻤﻠﮑﺮد ‪ HSE‬را اراﺋﻪ خﻮاهﺪ ﮐﺮد؟‬

‫ﭘﺲ از اﻳﻨﮑﻪ اﻓﺮاد در ﮐﻠﻴﺔ ﺳﻄﻮح اهﻤﻴﺖ ﻣﺴﺎﺋﻞ ‪ HSE‬را درک و ﻧﻘﺶ ﺧﻮد را در ﻣﺪﻳﺮﻳﺖ آن ﻣﺘﻮﺟﻪ ﺷﺪﻧﺪ‪،‬‬
‫ﻣﺪﻳﺮان آﻧﻬﺎ ﺑﺎﻳﺪ از ﺧﻮد ﺳﺆال ﮐﻨﻨﺪ ﮐﻪ آﻳﺎ ﮐﻪ آﻳﺎ ﻧﻴﺎزى ﺑﻪ ﺗﺸﮑﻴﻞ ﺳﺎزﻣﺎن ‪ HSE‬ﺑﺮاى ﮐﻤﮏ ﺑﻪ ادارة اﺳﺘﺮاﺗﮋى‬
‫ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﺷﺮﮐﺖ وﺟﻮد دارد ﻳﺎ ﺧﻴﺮ‪.‬‬
‫ﺑﺮﺧﻰ ﭘﺮﺳﺶهﺎ ﮐﻪ ﻳﮏ ﻣﺪﻳﺮ ﭘﻴﺶ از ﺗﺼﻤﻴﻢﮔﻴﺮى در ﻣﻮرد اﻳﺠﺎد ﺳﺎزﻣﺎن ‪ HSE‬ﺑﺎﻳﺪ ﺑﺪان هﺎ ﻓﮑﺮ ﮐﻨﺪ‪،‬‬
‫ﻋﺒﺎرﺗﻨﺪ از‪:‬‬
‫هﺪف از اﻳﺠﺎد ﺳﺎزﻣﺎن ‪ HSE‬ﭼﻴﺴﺖ؟‬ ‫•‬

‫‪ −‬ﻃﺮح اهﻤﻴﺖ ﻣﻮﺿﻮع در داﺧﻞ و ﺧﺎرج از ﻣﺠﻤﻮﻋﻪ‬
‫‪ −‬اﻳﺠﺎد ﺳﺎﺧﺘﺎر رﺳﻤﻰ ﺑﺮاى اداره ﺗﻐﻴﻴﺮ‬
‫‪ −‬ﻧﺸﺎن دادن ﺗﻌﻬﺪ‬
‫‪ −‬اراﺋﻪ ﻣﺸﺎوره و ﺑﺮرﺳﻰ ﻣﺴﺘﻘﻞ از ﻋﻤﻠﻴﺎت‬
‫ﮐﺪام ﻧﻮع ﺳﺎزﻣﺎن ‪ HSE‬ﺑﻪ ﺳﺎﺧﺘﺎر هﻤﺎهﻨﮓ ﺧﻮاهﺪ ﺑﻮد؟‬ ‫•‬

‫‪ −‬آﻳﺎ ﻣﺴﺘﻘﻞ از ﻣﺪﻳﺮﻳﺖ ﺧﻄﻰ اﺳﺖ؟‬
‫‪ −‬ﺳﺎزﻣﺎن ﻣﻮﻗﺘﻰ ﻳﺎ داﺋﻤﻰ اﺳﺖ و ﻧﻘﺶ آن ﻣﻘﻄﻌﻰ و ﮔﺬراﺳﺖ؟‬
‫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.
Those companies whose HSE organisations can be considered as “leading

edge” have clearly defined the objectives of their HSE organisations (or
committees), and these objectives are consistent with management’s needs
and expectations, and are realistic given available resources. In addition,
the objectives have been communicated throughout the organisation.
The establishment of a HSE Organisation can be beneficial because it

provides a:
• Focal point to drive through cultural change on HSE issues
• Centre of specialist expertise on HSE issues
• A possible independent route for advice and assistance
The establishment of an internal HSE Committee can be beneficial because:

• Members of the committee are practitioners not enthusiasts
• Temporary nature of the committee reduced bureaucratic tendencies
• Rotating membership brings steady stream of new ideas
• Easy to increase and decrease membership
• Low cost.

‫ﭼﻨﺪ ﻧﻔﺮ ﺑﺎﻳﺪ ﻣﺸﺎرﮐﺖ داﺷﺘﻪ ﺑﺎﺷﻨﺪ؟‬ ‫•‬

‫‪ −‬در اﺑﺘﺪا‪ ،‬ﻳﮏ ﮔﺮوه ﻣﺮﮐﺰى ﮐﻮﭼﮏ ﺗﺸﮑﻴﻞ ﺷﺪه از ﻳﮏ ﻣﺪﻳﺮ ارﺷﺪ و ﻳﮏ ﻣﺴﺌﻮل ﺑﺎزرﺳﻰ‬
‫‪ −‬در ﺑﻠﻨﺪ ﻣﺪت ﮔﺮوه ﻣﺮﮐﺰى اوﻟﻴﻪ ﮔﺴﺘﺮش ﻳﺎﻓﺘﻪ ﺑﻨﺤﻮى ﮐﻪ ﻧﻘﺶ هﺎى ﻣﺸﺎوره اى در زﻣﻴﻨﻪ ﻣﺪﻳﺮﻳﺖ‬
‫رﻳﺴﮏ را ﻧﻴﺰ در ﺑﺮﮔﻴﺮد‪.‬‬
‫‪ −‬هﺪف ﺑﻠﻨﺪ ﻣﺪت ﺗﺮوﻳﺞ ﻣﻬﺎرتهﺎ و ﮐﺎهﺶ ﻧﻴﺎز ﺑﻪ ﻧﻴﺮوى اﻧﺴﺎﻧﻰ ﺧﻮاهﺪ ﺑﻮد‬
‫ﺳﺎزﻣﺎن ﮐﺪام ﮐﺎر را اﻧﺠﺎم ﺧﻮاهﺪ داد؟‬ ‫•‬
‫‪ −‬ﻣﻤﻴﺰى داﺧﻠﻰ ‪HSE‬‬
‫‪ −‬ﺑﺮﻧﺎﻣﻪهﺎﻳﻰ در ﺟﻬﺖ آﮔﺎه ﺳﺎزى‬
‫‪ −‬ﺗﻬﻴﺔ ﺧﻂ ﻣﺸﻰ و ﺳﻴﺎﺳﺖ ﮔﺬارى‬
‫ﻧﻘﺶ و ﻣﺴﺌﻮﻟﻴﺖ اﻋﻀﺎء ﭼﻴﺴﺖ؟‬ ‫•‬
‫‪ −‬ﺑﺮﮔﺰارى ﺟﻠﺴﺎت ﻣﺎهﺎﻧﻪ‬
‫‪ −‬ارزﻳﺎﺑﻰ ﭘﺮوژههﺎى ﺗﺎزه‬
‫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.‬‬
‫اﻳﺠﺎد ﺳﺎزﻣﺎن ‪ HSE‬در صﻮرﺗﻰ ﺳﻮدﻣﻨﺪ ﺗﻠﻘﻰ ﻣﻴﮕﺮدد ﮐﻪ‪:‬‬

‫• ﮐﺎﻧﻮن ﺗﻤﺮﮐﺰى ﺑﺮاى ﻋﻤﻠﻰ ﺳﺎﺧﺘﻦ ﺗﻐﻴﻴﺮات ﻓﺮهﻨﮕﻰ در ﺧﺼﻮص ﻣﻮارد ﻣﻮرد ﺑﺤﺚ ‪ HSE‬ﺑﺎﺷﺪ‬
‫• ﻣﺮﮐﺰى ﺑﺮاى ﺟﺬب ﻣﺘﺨﺼﺼﻴﻦ در اﻣﻮر ‪ HSE‬ﺑﺎﺷﺪ‬
‫• ﻣﺴﻴﺮى ﻣﺴﺘﻘﻞ ﺑﺮاى اراﺋﻪ ﻣﺸﺎوره و ﮐﻤﮏ ﺑﺎﺷﺪ‬
‫‪.‬‬
‫از ﺳﻮى دﻳﮕﺮ‪ ،‬اﻳﺠﺎد ﮐﻤﻴﺘﻪ داﺧﻠﻰ ‪ HSE‬ﻣﻰﺗﻮاﻧﺪ ﺳﻮدﻣﻨﺪ ﺑﺎﺷﺪ ﭼﺮا ﮐﻪ‪:‬‬
‫• اﻋﻀﺎى ﮐﻤﻴﺘﻪ‪ ،‬اﺟﺮا ﮐﻨﻨﺪﮔﺎن صﻮل ‪ HSE‬ﻣﻰ ﺑﺎﺷﻨﺪ ﻧﻪ ﻋﻼﻗﻤﻨﺪان‪.‬‬
‫ﺖ ﻣﻮﻗﺘﻰ ﺑﻮدن ﮐﻤﻴﺘﻪ از ﺗﻤﺎﻳﻞ ﺑﻪ حﺮﮐﺖ هﺎى ﺑﻮروﮐﺮاﺗﻴﮏ ﻣﻰ ﮐﺎهﺪ‪.‬‬ ‫• ﻣﺎهﻴ ِ‬
‫• ﻋﻀﻮﻳﺖ ادوارى در ﮐﻤﻴﺘﻪ ﻣﻨﺒﻊ ﺗﺄﻣﻴﻦ ﻣﺴﺘﻤﺮ اﻳﺪههﺎى ﻧﻮ ﻣﻰ ﺑﺎﺷﺪ‪.‬‬
‫• ﻋﻀﻮﻳﺖ را ﻣﻰ ﺗﻮان ﺑﻪ ﺳﻬﻮﻟﺖ ﮐﺎهﺶ ﻳﺎ اﻓﺰاﻳﺶ داد‪.‬‬
‫• هﺰﻳﻨﻪ ﮐﻤﻰ در ﺑﺮ دارد‪.‬‬

How Can I Get Employees to “Buy In” to HSE?

It is all very well to allocate responsibility for HSE issues and to administer
HSE management through managers or a larger HSE organisation, but every
manager knows that is often difficult to get employees to truly “buy in” to a
new strategic management initiative. The key elements to successful “buy
in” are shown in Figure 3.4:
Figure 3.4: Key Elements for Successful Buy-in
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
Communicating Your Goals

Internal communication from top management down regarding policy goals
and targets is essential. However, this should not just be limited to the goals
but should also cover why the change is necessary. The whole organisation
needs to be aware of the goals and how you intend to meet them. More and
more companies are communicating these goals to suppliers, customers and
external parties.
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.
All of these communication activities help to raise employee awareness of

HSE issues and the company’s intentions. The method you use to
communicate down the organisation should take into account language and
cultural differences, and functional responsibilities of the receivers (e.g.,
operations versus finance).

‫ﭼﮕﻮﻧﻪ ﻣﻰ ﺗﻮان ﮐﺎرﮐﻨﺎن را هﻢ ﺑﻪ لﺰوم ﭘﻴﺮوى از اصﻮل ‪ HSE‬ﻣﺠﺎب ﻧﻤﻮد؟‬

‫ﺗﻮزﻳﻊ ﻣﺴﺌﻮﻟﻴﺖهﺎى اﻣﻮر ‪ HSE‬ﺑﻴﻦ ﮐﺎرﮐﻨﺎن و ادارة آن از ﻃﺮﻳﻖ ﻣﺪﻳﺮﻳﺎن ﻳﺎ ﺳﺎزﻣﺎن ﮔﺴﺘﺮده ﺗﺮ ‪ HSE‬ﺑﺴﻴﺎر‬
‫ﻻ ﻣﺘﻘﺎﻋﺪ ﮐﺮدن ﮐﺎرﮐﻨﺎن در اﺟﺮاى اﺑﺘﮑﺎرات ﻧﻮى ﻣﺪﻳﺮﻳﺖ‬ ‫ﻋﺎﻟﻰ اﺳﺖ اﻣﺎ هﺮ ﻣﺪﻳﺮى ﻣﻰداﻧﺪ ﮐﻪ ﻣﻌﻤﻮ ً‬
‫اﺳﺘﺮاﺗﮋﻳﮏ ﮐﺎر دﺷﻮارى ﻣﻰﺑﺎﺷﺪ‪ .‬ﻋﻨﺎصﺮ ﮐﻠﻴﺪى ﻣﻮﻓﻘﻴﺖ در ﻣﺘﻘﺎﻋﺪ ﻧﻤﻮدن ﮐﺎرﮐﻨﺎن در ﺷﮑﻞ ‪ ٣-۴‬ﻧﺸﺎن داده‬
‫ﺷﺪه اﺳﺖ‪:‬‬
‫ﺷﮑﻞ ‪ :٣-۴‬ﻋﻨﺎصﺮ ﮐﻠﻴﺪى ﻣﻮﻓﻘﻴﺖ در ﻣﺘﻘﺎﻋﺪ ﺳﺎخﺘﻦ ﮐﺎرﮐﻨﺎن‬
‫خﻮد‬ ‫‪your‬دﻳﮕﺮان از اهﺪاف‬

‫‪Communicating‬‬ ‫ﺳﺎخﺘﻦ‬ ‫آﮔﺎه‬
‫‪goals‬‬
‫‪Communicating‬‬
‫دهﻰ‬ ‫‪responsibilities‬ﺗﺮﺗﻴﺒﺎت ﮔﺰارش‬
‫اﺑﻼغ ﻣﺴﺌﻮلﻴﺖهﺎ و‬
‫‪HSE‬‬ ‫ﻣﺸﺨﺺ‬
‫‪Stating‬‬ ‫ﻣﺸﻰ‬
‫‪a HSE‬‬ ‫ﺑﻴﺎن خﻂ‬
‫‪policy‬‬
‫‪HSE‬‬ ‫‪ goals‬و ﻣﻘﺎصﺪ‬

‫‪Establishing‬‬ ‫ﺗﻌﻴﻴﻦ& اهﺪاف‬
‫ﺗﻌﻬﺪات‬ ‫‪ top‬و ﻣﻴﺰان‬

‫‪Displaying‬‬ ‫رهﺒﺮى‬ ‫آﺷﮑﺎر ﺑﻮدن ﻧﺤﻮه‬
‫‪management‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻃﺮاز اول‬
‫ﻣﺴﺌﻮلﻴﺖهﺎ‬
‫‪Roll out‬‬ ‫اﺟﺮاى‬
‫‪responsibilities‬‬
‫‪staff‬ﮐﺎرﮐﻨﺎن‬
‫‪Holding‬‬ ‫داﻧﺴﺘﻦ‬ ‫ﭘﺎﺳﺨﮕﻮ‬
‫‪accountable‬‬
‫آﮔﺎه ﺳﺎخﺘﻦ دﻳﮕﺮان از اهﺪاف خﻮد‬

‫اﻃﻼع رﺳﺎﻧﻰ داﺧﻠﻰ ﺗﻮﺳﻂ ﻣﺪﻳﺮﻳﺖ در رده هﺎى ﺑﺎﻻ و آﮔﺎه ﺳﺎﺧﺘﻦ ﻻﻳﻪ هﺎى ﭘﺎﻳﻴﻨﺘﺮ ﺳﺎزﻣﺎن در راﺑﻄﻪ ﺑﺎ ﻣﻘﺎصﺪ‬
‫و اهﺪاف ﺳﻴﺎﺳﺖ ﮔﺬارى هﺎى ﻣﺪﻳﺮﻳﺖ اﻣﺮى ﺑﺴﻴﺎر اﺳﺎﺳﻰ اﺳﺖ‪ .‬اﻳﻦ اﻣﺰ ﻧﺒﺎﻳﺪ ﻓﻘﻂ ﻣﺤﺪود ﺑﻪ اهﺪاف ﺑﺎﺷﺪ ﺑﻠﮑﻪ‬
‫ﺿﺮورت اﺟﺮاى ﺗﻐﻴﻴﺮات را ﻧﻴﺰ ﺑﺎﻳﺪ در ﺑﺮﮔﻴﺮد‪ .‬ﺗﻤﺎﻣﻰ ﺳﺎزﻣﺎن ﺑﺎﻳﺪ از اهﺪاف ﻣﺪﻳﺮﻳﺖ و ﺷﻴﻮة ﻧﻴﻞ ﺑﻪ آﻧﻬﺎ آﮔﺎه‬
‫ﺷﻮد‪ .‬ﺷﺮﮐﺖهﺎ ﺑﻪ ﻃﺮز روز اﻓﺰوﻧﻰ اﻳﻦ اهﺪاف را ﺑﺮاى ﺗﺄﻣﻴﻦ ﮐﻨﻨﺪﮔﺎن ﻣﻮاد اوﻟﻴﻪ ﻣﺸﺘﺮﻳﺎن‪ ،‬و ﻃﺮفهﺎى‬
‫ﺧﺎرﺟﻰ ﺧﻮد ﺗﺸﺮﻳﺢ ﻣﻰﻧﻤﺎﻳﻨﺪ‪.‬‬
‫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 ً‬

Communicating Responsibilities and Reporting Arrangements

Once organisational structures, reporting arrangements and job
responsibilities have been defined, they should be communicated to all staff
concerned and included in the staff members’ job descriptions. Reporting
needs should also be designed and communicated to ensure that the
appropriate staff know what will be reported to them, the form in which it
will be submitted, and the action required.
More and more companies are including HSE management in staff

performance evaluations. In addition, many have developed incentive
schemes for employees who come up with new ways to meet improvement
goals.
Whatever method used, communication of individual responsibilities, as

well as training in how to fulfil them, are key.
Stating an HSE Policy

Clearly state your HSE policy, so that all personnel understand the priority
of HSE in relation to other organisational values. At a minimum, the
written HSE policy should be concise, signed by the Chief Executive and
dated. Best practice in developing HSE policies states that they should have
three sections:
1. Declaration of Intent (the “What”)

2. Organisation (the “Who”)
3. Arrangements (the “How”)
Establishing Goals and Objectives

Establish goals for HSE and objectives for meeting those goals, so that all
members of the organisation understand the results desired and the measures
that are planned in order to achieve them (Figure 3.5).

‫اﺑﻼغ ﻣﺴﺌﻮلﻴﺖهﺎ و ﺗﺮﺗﻴﺒﺎت ﮔﺰارش دهﻰ‬

‫ﭘﺲ از ﺗﻌﺮﻳﻒ ﺳﺎﺧﺘﺎرهﺎى ﺳﺎزﻣﺎﻧﻰ‪ ،‬ﺗﺮﺗﻴﺒﺎت ﮔﺰارش دهﻰ و ﻣﺴﺌﻮﻟﻴﺖهﺎى ﺷﻐﻠﻰ‪ ،‬ﺑﺎﻳﺪ آﻧﻬﺎ را ﺑﻪ ﮐﻠﻴﺔ ﮐﺎرﮐﻨﺎن‬
‫دﺳﺖ اﻧﺪر ﮐﺎر اﻃﻼع داده و در ﺷﺮح وﻇﺎﻳﻒ آﻧﻬﺎ ﮔﻨﺠﺎﻧﺪ‪ .‬ﻣﻮاردى را ﮐﻪ ﺑﺮاى اراﺋﻪ ﮔﺰارﺷﺎت ﻣﻮرد ﻧﻴﺎز اﺳﺖ‬
‫ﺑﺎﻳﺪ ﻣﺸﺨﺺ ﺷﺪه و ﺑﻪ اﻃﻼع دﻳﮕﺮان رﺳﺎﻧﺪه ﺷﻮد ﺑﻨﺤﻮى ﮐﻪ ﺑﺘﻮان ﻣﻄﻤﺌﻦ ﺑﻮد هﺮ ﮐﺪام از ﮐﺎرﮐﻨﺎن ﺑﺪاﻧﺪ ﭼﻪ‬
‫ﻣﻮاردى ﺑﻪ آﻧﻬﺎ ﮔﺰارش ﺷﺪه‪ ،‬ﮔﺰارﺷﺎت ﺑﻪ ﭼﻪ ﺷﮑﻠﻰ در اﺧﺘﻴﺎر آﻧﻬﺎ ﻗﺮار ﮔﺮﻓﺘﻪ و ﭼﻪ اﻗﺪاﻣﺎﺗﻰ در ﻣﻘﺎﺑﻞ آن‬
‫ﺑﺎﻳﺴﺘﻰ صﻮرت ﮔﻴﺮد‪.‬‬
‫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.‬‬
‫ﺑﻴﺎن خﻂ ﻣﺸﻰ ﻣﺸﺨﺺ ‪HSE‬‬

‫ﺧﻂ ﻣﺸﻰ ‪ HSE‬ﺑﺎﻳﺴﺘﻰ ﺑﺮوﺷﻨﻰ ﺑﻴﺎن ﮔﺮدﻳﺪه ﺑﻨﺤﻮى ﮐﻪ ﮐﻠﻴﻪ ﭘﺮﺳﻨﻞ اوﻟﻮﻳﺖ ‪ HSE‬را در ارﺗﺒﺎط ﺑﺎ ﺳﺎﻳﺮ‬
‫ارزشهﺎى ﺳﺎزﻣﺎﻧﻰ درک ﮐﻨﻨﺪ‪ .‬ﺑﻌﻨﻮان حﺪاﻗﻞ‪ ،‬اصﻮل ﺳﻴﺎﺳﺖ هﺎ و ﺧﻂ ﻣﺸﻰ ‪ HSE‬ﻣﻴﺒﺎﻳﺴﺖ ﺑﺼﻮرت ﻣﺨﺘﺼﺮ‬
‫و ﻓﺸﺮده ﻣﮑﺘﻮب ﺷﺪه ﺑﺎ ذﮐﺮ ﺗﺎرﻳﺦ ﺗﺪوﻳﻦ و اﻧﺘﺸﺎر آن ﺑﻪ اﻣﻀﺎء ﻣﺪﻳﺮ ارﺷﺪ اﺟﺮاﻳﻰ ﺳﺎزﻣﺎن رﺳﻴﺪه ﺑﺎﺷﺪ‪.‬‬
‫ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻪ در ﺗﻬﻴﺔ ﺳﻴﺎﺳﺖﮔﺰارى ‪ HSE‬حﺎﮐﻰ از آن اﺳﺖ ﮐﻪ ﻣﺠﻤﻮﻋﻪ ﺳﻴﺎﺳﺖ هﺎى ‪ HSE‬ﺑﺎﻳﺪ داراى ﺳﻪ‬
‫ﺑﺨﺶ زﻳﺮ ﺑﺎﺷﺪ‪:‬‬
‫‪ .١‬اﻋﻼم ﻣﻘﺎصﺪ و اهﺪاف )"ﭼﻪ ﭼﻴﺰى"(‬

‫‪ .٢‬ﺳﺎزﻣﺎن )"ﭼﻪ ﮐﺴﻰ"(‬
‫‪ .٣‬ﺗﺮﺗﻴﺒﺎت )"ﭼﮕﻮﻧﮕﻪ"(‬
‫ﺗﻌﻴﻴﻦ اهﺪاف و ﻣﻘﺎصﺪ ‪HSE‬‬

‫اهﺪاف ‪ HSE‬را ﺗﻌﻴﻴﻦ ﮐﺮده و ﻧﺤﻮه ﭼﮕﻮﻧﮕﻰ ﻧﻴﻞ ﺑﻪ آﻧﻬﺎ را ﺗﺮﺳﻴﻢ ﮐﻨﻴﺪ ﺑﻨﺤﻮى ﮐﻪ ﮐﻠﻴﻪ اﻋﻀﺎى ﺳﺎزﻣﺎن‪ ،‬ﻧﺘﺎﻳﺞ‬
‫ﻣﻄﻠﻮب و ﻣﮑﺎﻧﻴﺰم هﺎﻳﻰ را ﮐﻪ ﺑﺮاى دﺳﺘﻴﺎﺑﻰ ﺑﻪ آﻧﺎن ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه را ﺑﺸﻨﺎﺳﻨﺪ )ﺷﮑﻞ ‪.(٣-۵‬‬

Figure 3.5: Reasons to develop an HSE Goals Statement
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
Position the company for

interested external
stakeholders
Displaying Top Management Leadership and Commitment

If employees can see the emphasis that top management puts on HSE, they
are more likely to emphasise it in their own activities. It is important for
managers to follow set HSE rules and work practices scrupulously to
provide an example for others. For example, they should show their
involvement by personally tracking HSE performance and by holding
employees accountable for their actions. Displaying commitment by
conducting HSE tours and walkabouts is also important.
Roll Out Responsibilities

Everybody’s actions impact HSE to some degree. Consequently, real
improvement in HSE performance requires the participation of the whole
workforce. This participation can be obtained through training and
awareness building activities.
Effective training and awareness programmes provide a range of benefits

including:
• Broadcast management’s commitment
• Help people to identify with the company’s HSE goals
• Ensure common understanding of the company’s HSE management
systems to implement the goals
• Empower people to do the right things right
• Facilitate the implementation of management systems and achievement
of goals

‫ﺷﮑﻞ ‪ :٣-۵‬دﻻﻳﻞ ﺗﻬﻴﻪ ﺑﻴﺎﻧﻴﻪ اهﺪاف ‪HSE‬‬
‫ﺗﻌﻴﻴﻦ ﻗﻮاﻋﺪ اصﻮلﻰ واﻧﺘﻈﺎراﺗﻰ ﮐﻪ‬ ‫آﮔﺎه ﺳﺎخﺘﻦ ﮐﺎرﮐﻨﺎن از ﻣﻴﺰان‬

‫از ﻋﻤﻠﮑﺮد وﺟﻮد دارد‬ ‫اﻧﺘﻈﺎرات‬
‫ﺑﻴﺎﻧﻴﻪ اهﺪاف ‪HSE‬‬

‫اﻳﺠﺎد زﻣﻴﻨﻪ ﺑﺮاى رهﻨﻤﻮدهﺎى‬
‫ﺗﻔﺼﻴﻠﻰﺗﺮ ﻣﺪﻳﺮﻳﺘﻰ و ﺳﻨﺠﺶ‬
‫‪Demonstrate‬‬ ‫‪managerial‬‬ ‫ﻋﻤﻠﮑﺮد‬
‫ﺳﺎخﺘﻦ ﺗﻌﻬﺪا ت‬ ‫آﺷﮑﺎر‬
‫ﻣﺪﻳﺮﻳﺖ‬
‫ﻗﺮار دادن ﺷﺮﮐﺖ درﻣﻌﺮض ارزﻳﺎﺑﻰ‬

‫ﺳﻬ ﺎﻣﺪ ار ان خ ﺎرﺟﻰ ﻋﻼﻗﻤﻨﺪ‬
‫آﺷﮑﺎر ﺑﻮدن ﻧﺤﻮه رهﺒﺮى و ﻣﻴﺰان ﺗﻌﻬﺪات ﻣﺪﻳﺮﻳﺖ ﻃﺮاز اول‬

‫اﮔﺮ ﮐﺎرﮐﻨﺎن ﺑﺘﻮاﻧﺴﺘﻨﺪ ﺗﺄﮐﻴﺪ ﻣﺪﻳﺮﻳﺖ ﻃﺮاز اول ﺳﺎزﻣﺎن را ﺑﺮ روى ‪ HSE‬ﺑﺒﻴﻨﻨﺪ‪ ،‬احﺘﻤﺎل اﻳﻨﮑﻪ آﻧﺎن ﻧﻴﺰ در‬
‫ﻓﻌﺎﻟﻴﺖ هﺎى ﺧﻮد ﺑﺮ رﻋﺎﻳﺖ اﻣﻮر ‪ HSE‬اصﺮار ورزﻧﺪ اﻓﺰاﻳﺶ ﺧﻮاهﺪ ﻳﺎﻓﺖ‪ .‬رﻋﺎﻳﺖ ﺑﺴﻴﺎر دﻗﻴﻖ ﻣﻘﺮرات ﺗﻌﻴﻴﻦ‬
‫ﺷﺪه ‪ HSE‬ﺗﻮﺳﻂ ﻣﺪﻳﺮان ﮐﻪ ﻣﻴﺘﻮاﻧﺪ اﻟﮕﻮﻳﻰ ﺑﺮاى دﻳﮕﺮان ﺑﺎﺷﺪ حﺎﺋﺰ اهﻤﻴﺖ اﺳﺖ‪ .‬ﺑﺮاى ﻣﺜﺎل‪ ،‬ﺷﺮﮐﺖ ﻣﺴﺘﻘﻴﻢ‬
‫در ﻓﻌﺎﻟﻴﺖ هﺎى روزاﻧﻪ از ﺟﻤﻠﻪ ﭘﻴﮕﻴﺮى ﻧﺤﻮه ﻋﻤﻠﮑﺮد ‪ HSE‬ﺗﻮﺳﻂ ﺷﺨﺺ ﻣﺪﻳﺮان و ﮐﺎرﮐﻨﺎن را ﭘﺎﺳﺨﮕﻮى‬
‫اﻋﻤﺎل ﺧﻮدﺷﺎن داﻧﺴﺘﻦ از ﻣﻮاردى اﺳﺖ ﮐﻪ ﻣﻴﺘﻮاﻧﺪ ﺗﻌﻬﺪ ﻣﺪﻳﺮﻳﺖ ﻧﺴﺒﺖ ﺑﻪ ‪ HSE‬را ﻧﻤﺎﻳﺎن ﺳﺎزد‪ .‬در ﻋﻴﻦ حﺎل‪،‬‬
‫اﺑﺮاز ﺗﻌﻬﺪ ﺷﺨﺼﻰ ﺷﺨﺺ ﻣﺪﻳﺮ از ﻃﺮﻳﻖ اﻧﺠﺎم ﺑﺎزدﻳﺪهﺎى ‪ HSE‬و ﺳﺮﮐﺸﻰ واحﺪ هﺎى ﻣﺨﺘﻠﻒ ﻣﻬﻢ ﻣﻰ ﺑﺎﺷﺪ‪.‬‬
‫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

Training and awareness building activities need to be comprehensive and

varied, for example:
• Awareness training for staff throughout the organisation
• Specialist training for individuals responsible for developing and
implementing HSE management systems throughout the company
• Training for new employees (to ensure that the company’s expectations,
both broad and employee-specific, are understood)
• Employee suggestion programmes
• Employee award schemes
Training can be conducted in-house, by company staff or external

consultants, or through external courses. Each format has advantages and
disadvantages. Your selection should depend on the level of expertise
available within your organisation and the needs of the trainees.
No matter which format is chosen, senior management must be perceived as

leading the training initiatives, and management should communicate
clearly that training is an ongoing process.
Holding Staff Accountable

Set individual objectives for accountability systems. Objectives for
individuals should be based upon performance measures, that is, indicators
that tell you whether the person either did or did not perform as expected.
The following considerations will help you set reasonable objectives:
Aim objectives at specific areas of performance that can be measured or

verified.
EXAMPLE
EXAMPLE
TOO GENERAL: “Improve safety performance in
my department next month”
BETTER: “Reduce first-aid injuries by

10% next month and investigate
root causes”
Even more measurable objectives are those for which the manager or
supervisor has complete control, such as:
“Hold 30 minute safety meeting for all employees

in my division every Monday morning”.

‫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.‬‬
‫ﭘﺎﺳﺨﮕﻮ داﻧﺴﺘﻦ ﮐﺎرﮐﻨﺎن‬

‫ﺑﺮاى ﺳﻴﺴﺘﻢهﺎى ﭘﺎﺳﺨﮕﻮ ﺑﺮاى هﺮ ﻓﺮد اهﺪاف ﻣﺸﺨﺼﻰ ﺗﻌﻴﻴﻦ ﺷﺪه اﺳﺖ‪ .‬اهﺪاف ﻣﺸﺨﺺ ﺷﺪه ﺑﺮاى هﺮ ﻓﺮد در‬
‫اﻳﻦ ﺳﻴﺴﺘﻢ ﺑﺮ ﻣﻌﻴﺎرهﺎى ﮐﺎرآﻳﻰ ﻣﺒﺘﻨﻰ اﺳﺖ‪ ،‬ﺑﻪ اﻳﻦ ﻣﻌﻨﺎ ﮐﻪ‪ ،‬ﺷﺎﺧﺺ هﺎى ﮐﺎرآﻳﻰ ﻓﺮدى و ﮔﺮوهﻰ ﻣﺸﺨﺺ‬
‫ﺧﻮاهﻨﺪ ﮐﺮد ﮐﻪ آﻳﺎ هﺮ ﻓﺮد ﺗﻮاﻧﺴﺘﻪ اﺳﺖ ﻣﻨﻄﺒﻖ ﺑﺮ اﻧﺘﻈﺎرات ﺳﻴﺴﺘﻢ از وى ﻋﻤﻞ ﮐﻨﺪ ﻳﺎ ﺧﻴﺮ‪ .‬ﻣﻼحﻈﺎت زﻳﺮ ﻣﻰ‬
‫ﺗﻮاﻧﻨﺪ در ﺗﻌﻴﻴﻦ اهﺪاف ﻗﺎﺑﻞ ﻗﺒﻮل ﻣﻮرد اﺳﺘﻔﺎده ﻗﺮار ﮔﻴﺮﻧﺪ‪:‬‬
‫اهﺪاف را ﻣﺘﻮﺟﻪ آﻧﺪﺳﺘﻪ از زﻣﻴﻨﻪهﺎى ﺧﺎص از ﮐﺎرآﻳﻰ ﮐﻨﻴﺪ ﮐﻪ ﺑﺘﻮان آﻧﺮا ارزﻳﺎﺑﻰ ﮐﺮده وﻳﺎ ﻣﻮرد ﺗﺄﻳﻴﺪ ﻗﺮار‬
‫داد‪.‬‬
‫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.‬‬

Objectives should be:

• Realistic and attainable
• Represent significant challenge
• Written
• Backed up by appropriate resources
• Agreed to by those with responsibility for achieving them
• Reviewed periodically
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.
Effective monitoring of HSE performance and appropriate follow-up is

essential; monitoring techniques are addressed in Chapter 4.

‫اهﺪاف ﺑﺎﻳﺪ داراى وﻳﮋﮔﻰ هﺎى زﻳﺮ ﺑﺎﺷﻨﺪ‪:‬‬

‫• واﻗﻊ ﮔﺮاﻳﺎﻧﻪ و ﻗﺎﺑﻞ حﺼﻮل‬
‫• ﻣﻌﺮف ﭼﺎﻟﺶهﺎى ﻣﻬﻢ‬
‫• ﻣﮑﺘﻮﺑﺸﺪه‬
‫• حﻤﺎﻳﺖ ﻣﻨﺎﺑﻊ ﻻزم و ﻣﻨﺎﺳﺐ را دارا ﺑﺎﺷﻨﺪ‬
‫• ﻣﻮرد ﺗﻮاﻓﻖ ﮔﺮوهﻰ ﮐﻪ ﻣﺴﺌﻮل دﺳﺘﻴﺎب ﺑﻪ آن هﺴﺘﻨﺪ ﻗﺮار ﮔﺮﻓﺘﻪ ﺑﺎﺷﺪ‬
‫• ﺑﺼﻮرت دورهاى ﺑﺎزﻧﮕﺮى ﺷﻮﻧﺪ‬
‫خﻼصﺔ ﻓﺼﻞ ‪٣‬‬

‫اﻧﺠﺎم ﻣﻮﻓﻖ ﺗﻐﻴﻴﺮات در ﻣﺪﻳﺮﻳﺖ اﺳﺘﺮاﺗﮋﻳﮏ ‪ HSE‬ﺑﻪ ﺗﻘﺴﻴﻢ صﺤﻴﺢ و ﻣﻨﺎﺳﺐ ﻣﺴﺌﻮﻟﻴﺖ هﺎ و درک روﺷﻦ‬
‫ﮐﺎرﮐﻨﺎن از ﻣﻴﺰان اهﻤﻴﺖ ‪ HSE‬واﺑﺴﺘﻪ اﺳﺖ‪.‬‬
‫ﺗﻘﺴﻴﻢ ﻣﻨﺎﺳﺐ ﻣﺴﺌﻮﻟﻴﺖهﺎ و ﻣﺠﺎب ﻧﻤﻮدن ﮐﺎرﮐﻨﺎن ﺑﻪ اصﻮل ‪ HSE‬ﮐﺎر ﺳﺎده اى ﻧﻴﺴﺖ‪ ،‬اﻣﺎ ﺑﺎ اﺳﺘﻔﺎده از‬
‫اﺑﺰارهﺎى ﭼﻮن ﻣﺎﺗﺮﻳﺲ ﻧﻘﺸﻬﺎ و ﻣﺴﺌﻮﻟﻴﺖ هﺎ‪ ،‬ﺷﺮح ﻣﮑﺘﻮب ﻣﺴﺌﻮﻟﻴﺖ هﺎى ‪ ،HSE‬و ﺑﻴﺎن و ﺗﺸﺮﻳﺢ روﺷﻦ‬
‫اهﺪاف و ﻣﻘﺎصﺪ ﺳﺎزﻣﺎن ﺑﺮاى ﮐﺎرﮐﻨﺎن ﻣﻴﺘﻮان اﻳﻦ اﻣﺮ را ﻣﺤﻘﻖ ﻧﻤﻮد‪.‬‬
‫ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﻋﻤﻠﮑﺮد ‪ HSE‬و ﭘﻴﮕﻴﺮى ﻣﻨﺎﺳﺐ و ﺑﻤﻮﻗﻊ آن اﻣﺮى ﺿﺮورى اﺳﺖ‪ .‬روش هﺎى ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ‬
‫ﻋﻤﻠﮑﺮد ‪ HSE‬در ﻓﺼﻞ ‪ ٤‬ﺑﺮرﺳﻰ ﺷﺪه اﺳﺖ‪.‬‬

Chapter 4: How do I Monitor the
Implementation of my HSE Strategy?

leaders who need to consider how best to control the implementation of
their HSE strategy, by exploring the following questions:
• Why should I monitor my HSE performance?
• What items should I monitor?
• What criteria should I choose?
• How do I ensure things are monitored, results reported and action taken?
• What set of controls are best for my organisation?
Why Should I Monitor my Performance?

For any management process, monitoring is an essential activity providing
feedback that can lead to management control (Figure 4.1).
Figure 4.1: Management System Feedback
Policy
Reviewing Planning
Monitoring Organising
Implementing
Ineffective monitoring can lead to wasted resources and an “uncontrolled”

series of activities. It can also lead to potentially catastrophic circumstances
(Figure 4.2).

‫ﻓﺼﻞ‪ : ٤‬ﭼﮕﻮﻧﻪ ﻣﻴﺘﻮان ﻧﺤﻮه اﺟﺮاى اﺳﺘﺮاﺗﮋى ‪ HSE‬را ﻣﺎﻧﻴﺘﻮر ﮐﺮد؟‬
‫در اﻳﻦ ﻓﺼﻞ از راهﻨﻤﺎ‪ ،‬ﺑﻪ ﻣﻮﺿﻮﻋﺎﺗﻤﻰ ﭘﺮدازﻳﻢ ﮐﻪ ﻓﺮاروى ﻣﺪﻳﺮاﻧﻰ ﻗﺮار دارﻧﺪ ﮐﻪ ﻣﻰ ﺧﻮاهﻨﺪ اﺳﺘﻘﺮار‬
‫اﺳﺘﺮاﺗﮋى ‪ HSE‬ﺧﻮد را ﺑﻪ ﺑﻬﺘﺮﻳﻦ ﺷﮑﻞ و در ﻗﺎﻟﺐ ﭘﺎﺳﺦ ﺑﻪ ﺳﺆال هﺎى زﻳﺮ ﮐﻨﺘﺮل و ﺑﺮ آن ﻧﻈﺎرت داﺷﺘﻪ ﺑﺎﺷﻨﺪ‪.‬‬
‫ﭼﺮا ﺑﺎﻳﺪ ﻋﻤﻠﮑﺮد ‪ HSE‬را ﻣﺎﻧﻴﺘﻮر ﮐﺮد؟‬ ‫•‬

‫ﭼﻪ ﻣﻮاردى را ﺑﺎﻳﺪ ﻣﺎﻧﻴﺘﻮر ﮐﺮد؟‬ ‫•‬
‫ﭼﻪ ﻣﻌﻴﺎرهﺎﻳﻰ را ﺑﺎﻳﺪ ﺑﺮﮔﺰﻳﺪ؟‬ ‫•‬
‫ﭼﻄﻮر ﻣﻰ ﺗﻮان از اﻧﺠﺎم ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ‪ ،‬ﮔﺰارش ﺷﺪن ﻧﺘﺎﻳﺞ و اﻗﺪاﻣﺎﺗﻰ ﮐﻪ در ﻧﺘﻴﺠﻪ اﻧﺠﺎم ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ‬ ‫•‬
‫صﻮرت ﮔﺮﻓﺘﻪ اﻧﺪ اﻃﻤﻴﻨﺎن حﺎصﻞ ﮐﺮد؟‬
‫ﮐﺪام ﻣﺠﻤﻮﻋﻪ از ﻣﻌﻴﺎرهﺎى ﮐﻨﺘﺮﻟﻰ ﺑﻬﺘﺮﻳﻦ ﻣﺠﻤﻮﻋﻪ اى اﺳﺖ ﮐﻪ ﺑﺮاى ﺳﺎزﻣﺎﻧﻰ ﺧﺎص ﻣﻰ ﺗﻮان ﺑﺮﮔﺰﻳﺪ؟‬ ‫•‬
‫ﭼﺮا ﺑﺎﻳﺪ ﻋﻤﻠﮑﺮد ‪ HSE‬را ﻣﺎﻧﻴﺘﻮر ﮐﺮد؟‬

‫ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ از اﻳﻦ ﺟﻬﺖ ﮐﻪ ﻣﻨﺠﺮ ﺑﻪ اراﺋﻪ ﺑﺎزﺧﻮردهﻰ ﻣﺨﺘﻠﻒ در ﺟﻬﺖ ﮐﻨﺘﺮل ﻣﺪﻳﺮﻳﺖ ﻣﻴﮕﺮدد‪ ،‬ﻓﻌﺎﻟﻴﺘﻰ حﻴﺎﺗﻰ‬
‫ﻣﺤﺴﻮب ﻣﻴﺸﻮد )ﺷﮑﻞ ‪.(۴-١‬‬
‫‪.‬‬
‫ﺷﮑﻞ‪ :٤-١‬ﺑﺎزخﻮرد ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺘﻰ‬
‫ﺗﻌﻴﻦ ﺧﻂ ﻣﺸﻰ‬
‫ﺑﺎزﻧﮕﺮى‬ ‫ﺑﺮﻧﺎﻣﻪ رﻳﺰى‬
‫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

Figure 4.2: Potential problems caused by ineffective monitoring
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
Monitoring is one of the most important elements of management but is

frequently the weakest area in a HSE management system. Consider the
monitoring systems in place for budgets and financial issues. How robust
are these systems compared with those for monitoring HSE issues?
What Items Should I Monitor?

There are two types of HSE monitoring; proactive and reactive (Figure 4.3).
Figure 4.3: Proactive and Reactive Monitoring
Policy
Review Planning
Monitoring Organising
Implementing
Proactive Monitoring Reactive Monitoring

• Checking that things are • Investigating/reporting
being done correctly as they are things after they have
implemented happened
- is a plan being implemented - recording and reporting
as desired accidents
- is a hazard inspection being - recording and reporting
done incidents

‫ﺷﮑﻞ ‪ :٤ -٢‬ﻣﺸﮑﻼت ﺑﺎلﻘﻮه ﻧﺎﺷﻰ از ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﻏﻴﺮ ﻣﺆثﺮ و ﺑﻰ ﻓﺎﻳﺪه‬
‫بﻓﻘﺪان و ﻧﺒﻮد‬ ‫اﺳﺘﻔﺎده ﻏﻴﺮﻣﺆثﺮ‬

‫ﺑﺎز خﻮرد ﺑﺮائ‬ ‫ﻣﻨﺎﺑﻊ‬
‫ﮐﺎرﮐﻨﺎن‬
‫وﺟﻮد ﻧﺪاﺷﺘﻦ‬
‫ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ‬
‫ﻋﺪم وﺟﻮد‬ ‫ﻋﺪم ﮐﻨﺘﺮل‬

‫اﺑﺰارهﺎى ﺗﺸﺨﻴﺺ‬ ‫ﻓﻌﺎلﻴﺖ هﺎ‬
‫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؟‬
‫ﭼﻪ ﻣﻮاردى را ﺑﺎﻳﺪ ﻣﺎﻧﻴﺘﻮر ﮐﺮد؟‬

‫دو ﻧﻮع روﻳﮑﺮد ﺑﺮاى ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﻣﻮﺿﻮﻋﺎت ‪ HSE‬وﺟﻮد دارد ﻳﮑﻰ روﻳﮑﺮد اﻧﻔﻌﺎﻟﻰ و دﻳﮕﺮى روﻳﮑﺮد از‬
‫ﭘﻴﺶ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه و از ﭘﻴﺶ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه )ﺷﮑﻞ ‪(۴-٣‬‬
‫ﺷﮑﻞ ‪ : ۴-٣‬ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ اﻧﻔﻌﺎلﻰ و ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ از ﭘﻴﺶ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه‬
‫ﺧﻂ ﻣﺸﻰ‬
‫ﺑﺎزﻧﮕﺮئ‬ ‫ﺑﺮﻧﺎﻣﻪ رﻳﺰى‬
‫ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ‬ ‫ﺳﺎزﻣﺎﻧﺪهﻰ‬
‫اجــرا‬
‫ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ از ﭘﻴﺶ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه‬

‫ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ اﻧﻔﻌﺎلﻰ‬
‫‪-‬رﺳﻴﺪﮔﻰ در حﻴﻦ اﺟﺮاى ﻣﻮاردى ﮐﻪ‬
‫‪-‬ﺗﺤﻘﻴﻖ‪ ،‬ﺑﺮرﺳﻰ و ﮔﺰارش‬
‫ﺑﻄﻮر صﺤﻴﺢ اﻧﺠﺎم ﻣﻰ ﺷﻮﻧﺪ‬
‫ﻣﻮاردى ﮐﻪ اﺗﻔﺎق اﻓﺘﺎده اﻧﺪ‬
‫ـ آﻳﺎ ﺑﺮﻧﺎﻣﻪ ﺑﺼﻮرت ﻣﻄﻠﻮب اﺟﺮا ﻣﻰ‬ ‫ـ ﺛﺒﺖ و ﮔﺰارش حﻮادث‬
‫ﺷﻮد‬
‫ـ ﺛﺒﺖ و ﮔﺰارش روﻳﺪادهﺎ‬
‫ـ آﻳﺎ ﺑﺎزرﺳﻰ ﻣﺨﺎﻃﺮات صﻮرت ﮔﺮﻓﺘﻪ‬
‫اﺳﺖ؟‬

Proactive monitoring has the advantage of providing immediate feedback
on how an HSE management system is working and the opportunity to take
corrective management action before a problem arises.
Examples of Proactive monitoring:

• Checking that station managers know how to conduct a hazard
inspection before implementing a hazard inspection programme
• Checking the quantity and quality of these hazard inspections once the
programme is in place.
• Checking that documentation relating to incidents and their underlying
causes is complete and follow up actions carried out
• Carrying out organisational “health checks”
• Modifying the remit of the programmes if necessary
• Using diagnostic tools to identify potential HSE system problems at
ground level
Reactive monitoring focuses on reporting things after they have happened.

By then it is too late to take corrective action to prevent that event
occurring. Reactive monitoring has important benefits:
• Recording the details relating to an accident and incident can lead to
lessons for the future avoidance of that accident or incident
• Recording items reactively allows the application of techniques to spot
trends and take action to control those trends
• Assessing whether actions taken are bringing the organisation back on
target
However, reactive monitoring on its own is not enough. Adopting a

reactive approach can result in a slow rate of improvement in HSE
performance. If accidents are infrequent in an organisation where HSE
performance is already good, it may take years before an “opportunity” to
improve occurs. You have to wait for an event to happen before you can
learn how to prevent it. In a HSE context managers often focus on reactive
measures (Figure 4.4).
Figure 4.4: Reasons why managers often focus on reactive monitoring
Legislative requirement to
Legislative requirement to
record and investigate accidents
record and investigate accidents
Reactive Company requirement to report

Reactive Company requirement to report
Monitoring accidents and incidents
Monitoring accidents and incidents
Desire to plot trends and patterns

Desire to plot trends and patterns

‫ﻣﺰﻳﺖ ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ از ﭘﻴﺶ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه اﻳﻦ اﺳﺖ ﮐﻪ ﺑﺎزﺧﻮردى ﻓﻮرى در ﻣﻮرد ﭼﮕﻮﻧﮕﻰ ﻋﻤﻠﮑﺮد ﺳﻴﺴﺘﻢ‬
‫ﻣﺪﻳﺮﻳﺘﻰ ‪ HSE‬اراﺋﻪ ﮐﺮده و ﻓﺮصﺖ اﺗﺨﺎذ اﻗﺪاﻣﺎت اصﻼحﻰ ﻣﺪﻳﺮﻳﺘﻰ ﻗﺒﻞ از ﺑﺮوز ﻣﺸﮑﻞ ﻓﺮاهﻢ ﻣﻴﮕﺮدد‪.‬‬
‫ﻣﺜﺎلﻬﺎﻳﻰ از ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ از ﭘﻴﺶ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه‪:‬‬

‫• ﺑﺮرﺳﻰ اﻳﻨﮑﻪ آﻳﺎ ﻣﺪﻳﺮان واحﺪهﺎ ﻗﺒﻞ از اﻳﻨﮑﻪ اﻗﺪام ﺑﻪ ﭘﻴﺎده ﮐﺮدن ﺑﺮﻧﺎﻣﻪ ﺑﺎزرﺳﻰ ﻣﺨﺎﻃﺮات ﻧﻤﺎﻳﻨﺪ آﺷﻨﺎﻳﻰ‬
‫ﻋﻤﻠﻰ ﺑﺎ ﻧﺤﻮه ﺑﺎزرﺳﻰ ﻣﺨﺎﻃﺮات دارﻧﺪ ﻳﺎ ﺧﻴﺮ؟‬
‫• ﺑﺮرﺳﻰ ﮐﻴﻔﻴﺖ و ﮐﻤﻴﺖ ﺑﺎزرﺳﻰ هﺎى ﻣﺨﺎﻃﺮات ﭘﺲ از ﭘﻴﺎده ﮐﺮدن ﺑﺮﻧﺎﻣﻪ‬
‫• ﺑﺮرﺳﻰ اﻳﻨﮑﻪ آﻳﺎ ﻣﺴﺘﻨﺪات ﻣﺮﺑﻮط ﺑﻪ روﻳﺪادهﺎ و ﻋﻠﻞ ﻣﺮﺗﺒﻂ ﺑﺎ وﻗﻮع آﻧﻬﺎ ﺗﮑﻤﻴﻞ ﮔﺮدﻳﺪه و اﻗﺪاﻣﺎت‬
‫ﭘﻴﮕﻴﺮاﻧﻪ ﻣﺘﻌﺎﻗﺐ آﻧﻬﺎ صﻮرت ﮔﺮﻓﺘﻪ اﺳﺖ ﻳﺎ ﺧﻴﺮ؟‬
‫• اﺟﺮاى "ﺑﺮرﺳﻰ هﺎى ﺑﻬﺪاﺷﺖ" در ﺳﺎزﻣﺎن‬
‫• اصﻼح ﻃﺮح ﺑﺮﻧﺎﻣﻪ هﺎ در صﻮرت ﻟﺰوم‬
‫• اﺳﺘﻔﺎده از اﺑﺰارهﺎى ﺗﺸﺨﻴﺺ ﺑﺮاى ﺷﻨﺎﺳﺎﻳﻰ اﺷﮑﺎﻻت ﺑﺎﻟﻘﻮه ﺳﻴﺴﺘﻢ ‪ HSE‬در ﺳﻄﺢ ﭘﺎﻳﻪ‬
‫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
‫ﺷﮑﻞ ‪ :٤-٤‬دﻻﻳﻞ اﻧﺘﺨﺎب ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ اﻧﻔﻌﺎلﻰ ﺗﻮﺳﻂ اﻏﻠﺐ ﻣﺪﻳﺮان‬
‫الﺰاﻣﺎت ﻗﺎﻧﻮﻧﻰ در خﺼﻮص ثﺒﺖ و‬

‫ﺗﺤﻘﻴﻖ و ﺑﺮرﺳﻰ ﭘﻴﺮاﻣﻮن حﻮادث‬
‫ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ از ﭘﻴﺶ‬ ‫الﺰاﻣﺎت ﺷﺮﮐﺖ در راﺑﻄﻪ ﺑﺎ ﮔﺰارش ﻧﻮدن‬

‫ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه‬ ‫حﻮادث و روﻳﺪادهﺎ‬
‫ﻋﻼﻗﻪ ﺑﻪ ﺷﻨﺎﺳﺎﻳﻰ روﻧﺪهﺎ و اﻟﮕﻮهﺎ‬

The challenge for organisations is to identify the “best” items to monitor,
i.e. those that will provide information for effective management control.
Managers need to consider how the monitoring data will be used and strive
to keep the volume of data to a minimum.
How do I set and prioritise performance criteria?

Gathering performance data is only useful if managers set and revise
performance targets against which the data can be assessed. HSE
performance criteria should be set in an organisation by considering the
following:
• Industry Performance
• Past Company Performance
• Business Objectives
• Regulations
Industry associations or groups often report against a common set of

performance indicators or measures. The purpose of these measures is to
allow “comparison” of performance from one organisation to another.
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.
Business objectives will play an important part in determining performance

criteria. The organisation’s HSE Policy will set out the highest level of
objectives for the organisation, these objectives should be broken down and
supported by specific performance criteria.
Regulatory requirements will have an impact on an organisation’s

business performance criteria. There is a requirement to manage safety
risks to a level as low as reasonably practicable (ALARP – see Appendix 3).
Therefore the implementation of risk control measures which bring risks
into the ALARP region must be effectively monitored.
Targets must be ambitious but realistic. “Target zero” is often quoted as a

criteria for an organisations accident performance. But how effective is
this? What happens when an accident is recorded a month into the annual
performance period? Is the “Target zero” still useful? In cases like this
criteria such as “reducing the accident rate by 50%” may be more useful.

‫ﭼﺎﻟﺶ ﭘﻴﺶ روى ﺳﺎزﻣﺎن هﺎ‪ ،‬ﺷﻨﺎﺳﺎﻳﻰ ﺑﻬﺘﺮﻳﻦ "ﻣﻮارد" ﺑﺮاى ﭘﺎﻳﺶ و ﻣﺎﻧﻴﺘﻮر ﮐﺮدن اﺳﺖ‪ ،‬ﻳﻌﻨﻰ ﻣﻮاردى ﮐﻪ‬
‫اﻃﻼﻋﺎت ﻣﻮرد ﻧﻴﺎز ﺑﺮاى ﮐﻨﺘﺮل ﻣﺆﺛﺮ ﻣﺪﻳﺮﻳﺘﻰ را ﺗﺄﻣﻴﻦ ﻣﻰ ﮐﻨﻨﺪ‪ .‬ﻣﺪﻳﺮان ﺑﺎﻳﺪ ﺑﺪاﻧﻨﺪ ﮐﻪ ﭼﮕﻮﻧﻪ از داده هﺎى ﺑﻪ‬
‫دﺳﺖ آﻣﺪه از ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ اﺳﺘﻔﺎده ﮐﺮده و ﺳﻌﻰ ﮐﻨﻨﺪ حﺠﻢ داده هﺎ را در ﮐﻤﺘﺮﻳﻦ ﻣﻘﺪار ﻧﮕﻪ دارﻧﺪ‪.‬‬
‫ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﻣﻌﻴﺎرهﺎى ﻋﻤﻠﮑﺮد را ﺗﻌﻴﻴﻦ و اولﻮﻳﺖ ﺑﻨﺪى ﮐﺮد؟‬

‫ﺟﻤﻊ آورى داده هﺎى ﻣﺮﺑﻮط ﺑﻪ ﻋﻤﻠﮑﺮد ﺗﻨﻬﺎ در صﻮرﺗﻰ ﻣﻔﻴﺪ اﺳﺖ ﮐﻪ ﻣﺪﻳﺮان‪ ،‬اهﺪاف ﻋﻤﻠﮑﺮد را ﻣﻴﺒﺎﻳﺴﺖ در‬
‫ﻗﻴﺎس ﺑﺎ اﻣﮑﺎن ارزﻳﺎﺑﻰ داده هﺎ‪ ،‬ﺗﻌﻴﻴﻦ و ﺗﺼﺤﻴﺢ ﮐﻨﻨﺪ‪ .‬ﻣﻌﻴﺎرهﺎى ﻋﻤﻠﮑﺮد ‪ HSE‬در ﻳﮏ ﺷﺮﮐﺖ ﺑﺎﻳﺪ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ‬
‫ﻣﻮارد زﻳﺮ ﺗﻌﻴﻴﻦ ﺷﻮﻧﺪ‪:‬‬
‫• ﻋﻤﻠﮑﺮد صﻨﻌﺖ‬
‫• ﻋﻤﻠﮑﺮد ﮔﺬﺷﺘﻪ ﺷﺮﮐﺖ‬
‫• اهﺪاف ﺷﺮﮐﺖ‬
‫• ﻣﻘﺮرات‬
‫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.‬‬

Ideally, an organisation would meet all HSE performance targets, however
in the real world it is necessary to establish and communicate the relative
importance of performance targets so that employees can ensure that the
most significant risks are managed. By performing a qualitative assesment
of the risks that each performance target is seeking to minimise, a
comparative assessment of potential risks can be developed and used to set
raqnk priorities. Examples of high-risk areas of a business could be:
• Departments or facilities undergoing significant organisational change
• The interface with other companies (e.g. subcontractors)
• Particularly hazardous operations or processes
How do I Ensure Things are Monitored, Results Reported

and Action Taken?
Having decided on the criteria for monitoring and assessing HSE
performance, a process of publicising and disseminating these criteria
throughout the organisation is necessary.
Once a decision is made on how to disseminate these criteria, how do you

ensure that the measures are reported against and actions are taken to
improve performance?
It is essential to develop processes to collect relevant data and to ensure that

decisions are taken to follow up on the data (Figure 4.5).
Figure 4.5: The performance monitoring process
Decision
Decide what
Measure it making/ Actions
to measure
analysis
Variation analysis
List of measures
Collect data change analysis
trends
Only a small number of performance criteria should be selected for regular

periodic reporting. The production of large data reports and extensive
analysis can obscure the important messages for management control.
Decision-making can be assisted by the application of classical statistical

analytic techniques. As a minimum the difference between planned and
actual performance should be analysed reported.

‫ﺑﺎ ﻧﮕﺎهﻰ آرﻣﺎﻧﮕﺮاﻳﺎﻧﻪ‪ ،‬ﻳﮏ ﺳﺎزﻣﺎن ﻣﻰ ﺗﻮاﻧﺪ ﺑﻪ ﺗﻤﺎم اهﺪاف ﺑﻠﻨﺪ ﻣﺪت اﺟﺮاﻳﻰ ‪ HSE‬دﺳﺖ ﻳﺎﺑﺪ‪ .‬در حﺎﻟﻴﮑﻪ در‬
‫دﻧﻴﺎى واﻗﻌﻰ حﺎﺿﺮ‪ ،‬ﻻزم اﺳﺖ ﮐﻪ اهﻤﻴﺖ ﻧﺴﺒﻰ اهﺪاف ﺑﻠﻨﺪ ﻣﺪت اﺟﺮاﻳﻰ را ﻣﺸﺨﺺ ﻧﻤﻮده آﻧﻬﺎ را ﺑﺎ ﮐﺎرﮐﻨﺎن‬
‫ﺳﺎزﻣﺎن در ﻣﻴﺎن ﮔﺬاﺷﺘﻪ ﺑﻨﺤﻮى ﮐﻪ ﮐﺎرﮐﻨﺎن اﻃﻤﻴﻨﺎن حﺎصﻞ ﮐﻨﻨﺪ ﮐﻪ ﻣﻬﻤﺘﺮﻳﻦ و ﺷﺎﺧﺺ ﺗﺮﻳﻦ رﻳﺴﮏ ﺗﺤﺖ ﮐﻨﺘﺮل‬
‫ﻗﺮار دارد‪ .‬ﺑﺎ اﻧﺠﺎم ارزﻳﺎﺑﻰ ﮐﻴﻔﻰ رﻳﺴﮏ هﺎﻳﻰ ﮐﻪ اهﺪاف ﻋﻤﻠﮑﺮد ﺗﻼش در ﺑﻪ حﺪاﻗﻞ رﺳﺎﻧﺪن ﺗﮏ ﺗﮏ آﻧﻬﺎ را‬
‫دارﻧﺪ‪ ،‬ﻣﻰ ﺗﻮان ﺑﻪ ﻳﮏ ارزﻳﺎﺑﻰ ﻣﻘﺎﻳﺴﻪ اى در ﻣﻮرد رﻳﺴﮏ هﺎى ﺑﺎﻟﻘﻮه دﺳﺖ ﻳﺎﻓﺖ و از آﻧﻬﺎ ﺟﻬﺖ درﺟﻪ ﺑﻨﺪى‬
‫اوﻟﻮﻳﺖ هﺎ اﺳﺘﻔﺎده ﻧﻤﻮد‪ .‬ﻣﺜﺎﻟﻬﺎﻳﻰ از حﻮزه هﺎى ﺑﺎ رﻳﺴﮏ زﻳﺎد در ﻳﮏ ﺷﺮﮐﺖ ﻋﺒﺎرﺗﻨﺪ از‪:‬‬
‫• واحﺪ هﺎ و ﻳﺎ ﺗﺄﺳﻴﺴﺎﺗﻰ ﮐﻪ دﺳﺘﺨﻮش ﺗﻐﻴﻴﺮات ﻋﻤﺪه ﺳﺎزﻣﺎﻧﻰ ﻣﻰ ﺷﻮﻧﺪ‬
‫• وﺟﻮه ﻣﺸﺘﺮک و ﻧﻘﺎط ﺗﻌﺎﻣﻞ ﺑﺎ ﺳﺎﻳﺮ ﺷﺮﮐﺘﻬﺎ )ﺑﺮاى ﻣﺜﺎل‪ ،‬ﭘﻴﻤﺎﻧﮑﺎران ﻓﺮﻋﻰ(‬
‫• ﻋﻤﻠﻴﺎت و ﻓﺮآﻳﻨﺪهﺎﻳﻰ ﮐﻪ ﻣﺸﺨﺼًﺎ ﺧﻄﺮ آﻓﺮﻳﻨﻨﺪ‬
‫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
‫ﺷﮑﻞ ‪ :٤-٥‬ﻓﺮآﻳﻨﺪ ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﻋﻤﻠﮑﺮد‬
‫ﺗﺼﻤﻴﻢ ﮔﻴﺮى آﻧﭽﻪ ﺑﺎﻳﺪ‬

‫ارزﻳﺎﺑﻰ ﺷﻮد‬ ‫اﻧﺠﺎم ارزﻳﺎﺑﻰ‬ ‫ﺗﺼﻤﻴﻢﮔﻴﺮى ‪/‬ﺗﺤﻠﻴﻞ‬ ‫اﻗﺪاﻣﺎت‬
‫ﻟﻴﺴﺖ ﻣﻌﻴﺎرهﺎى‬ ‫‪-‬ﺗﺤﻠﻴﻞ اﻧﺤﺮاﻓﺎت‬

‫ﺟﻤﻊآورى دادههﺎ‬ ‫‪-‬ﺗﺤﻠﻴﻞ ﺗﻐﻴﻴﺮات‬
‫ارزﻳﺎﺑﻰ‬
‫‪-‬روﻧﺪهﺎ‬
‫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.‬‬

A more sophisticated version of trend analysis is to apply Statistical Process
Control Techniques. This technique originated in the manufacturing
industry as a Quality Control tool. For key parameters, acceptable
variations from the norm are pre-determined using statistical techniques.
This analysis tell you when variations are significant and can trigger control
measures.
Figure 4.6: Statistical Process Control
No. of
Incidents
Expected Trend
Tolerance
Limits
Target Level
Actual Performance
Time
Which Method of Control is Best for my Organisation?

Organisations must consider different methods of control, depending on the
risks associated with their business, the competence of employees and the
need to encourage employee empowerment and innovation. A paper
published by Harvard Business School entitled “Control in the age of
empowerment” suggest that there are four types of control system that
should be considered. (Figure 4.7)
• Diagnostic
• Boundary
• Interactive
• Belief
Traditionally the diagnostic approach has been used, managers measure

progress against planed performance criteria, detecting abnormal operations
and thereby keep critical performance variables within pre-set limits

‫ﻧﻤﻮﻧﻪ ﭘﻴﭽﻴﺪه ﺗﺮى از ﻧﺤﻮه ﺗﺤﻠﻴﻞ روﻧﺪ‪ ،‬ﺑﮑﺎرﮔﻴﺮى ﺗﮑﻨﻴﮑﻬﺎى ﮐﻨﺘﺮل ﻓﺮآﻳﻨﺪ آﻣﺎرى ﻣﻰ ﺑﺎﺷﺪ‪ .‬اﻳﻦ ﺗﮑﻨﻴﮏ ﻧﺨﺴﺘﻴﻦ‬
‫ﺑﺎر در صﻨﺎﻳﻊ ﺗﻮﻟﻴﺪى ﺑﻪ ﻋﻨﻮان اﺑﺰار ﮐﻨﺘﺮل ﮐﻴﻔﻴﺖ ﺑﮑﺎر ﮔﺮﻓﺘﻪ ﺷﺪه اﺳﺖ‪ .‬ﻣﻴﺰان اﻧﺤﺮاف ﭘﺎراﻣﺘﺮهﺎى اصﻠﻰ از‬
‫ﻣﻘﺪار ﻣﻌﻤﻮل و ﻗﺎﺑﻞ ﻗﺒﻮل آﻧﻬﺎ ﺗﻮﺳﻂ روش هﺎى آﻣﺎرى از ﻗﺒﻞ ﺗﻌﻴﻴﻦ ﺷﺪه اﻧﺪ‪ .‬اﻳﻦ ﺗﺤﻠﻴﻞ ﻣﺸﺨﺺ ﺧﻮاهﺪ ﮐﺮد ﮐﻪ‬
‫ﭼﻪ وﻗﺖ ﻣﻴﺰان اﻧﺤﺮاف ﻗﺎﺑﻞ ﺗﻮﺟﻪ ﺑﻮده و ﻣﻰ ﺗﻮان ﺑﺎﺳﺘﻨﺎد ﺑﻪ آن‪ ،‬اﻗﺪاﻣﺎت ﮐﻨﺘﺮﻟﻰ را ﺷﺮوع ﮐﺮد‪.‬‬
‫ﺷﮑﻞ ‪ :٤-٦‬ﮐﻨﺘﺮل ﻓﺮآﻳﻨﺪ آﻣﺎرى‬
‫ﺗﻌﺪاد روﻳﺪادهﺎ‬
‫روﻧﺪ ﻣﻮرد اﻧﺘﻈﺎر‬
‫ﻣﺤﺪوده ﻗﺎﺑﻞ‬
‫ﺗﺤﻤﻞ‬
‫ﺳﻄﺢ هﺪف‬
‫ﻋﻤﻠﮑﺮد واﻗﻌﻰ‬
‫زﻣﺎن‬
‫روش ﮐﻨﺘﺮلﻰ ﻣﻨﺎﺳﺐ ﺳﺎزﻣﺎن ﮐﺪام اﺳﺖ؟‬

‫روش هﺎى ﮐﻨﺘﺮﻟﻰ ﮐﻪ ﺳﺎزﻣﺎن هﺎى ﻣﺨﺘﻠﻒ ﺑﮑﺎر ﻣﻴﮕﻴﺮﻧﺪ ﺑﻨﺎ ﺑﺮ ﻣﻴﺰان رﻳﺴﮏ ﻣﺘﻨﺎﻇﺮ ﺑﺎ ﻧﻮع حﺮﻓﻪ ﺳﺎزﻣﺎن‪،‬‬
‫ﺷﺎﻳﺴﺘﮕﻰ ﮐﺎرﮐﻨﺎن و ﻣﻴﺰان ﻧﻴﺎز ﺑﻪ ﺗﺸﻮﻳﻖ و ﺗﺤﺮﻳﮏ آن ﺑﻪ ﺗﻮاﻧﻤﻨﺪ ﺷﺪن و ﺑﮑﺎرﮔﻴﺮى ﺧﻼﻗﻴﺖ ﺷﺎن ﻣﺘﻔﺎوت اﺳﺖ‪.‬‬
‫در ﻣﻘﺎﻟﻪ اى ﮐﻪ در داﻧﺸﮑﺪه اﻣﻮر ادارى هﺎروارد ﺗﺤﺖ ﻋﻨﻮان "ﮐﻨﺘﺮل در ﻋﺼﺮ ﺗﻮاﻧﻤﻨﺪى" ﻣﻨﺘﺸﺮ ﺷﺪه اﺳﺖ‬
‫ﭼﻬﺎر ﻧﻮع ﺳﻴﺴﺘﻢ ﮐﻨﺘﺮﻟﻰ ﭘﻴﺸﻨﻬﺎد ﺷﺪه اﺳﺖ‪) .‬ﺷﮑﻞ‪(٤-٧‬‬
‫• ﺗﺸﺨﻴﺺ‬
‫• ﻣﺮز ﺑﻨﺪى‬
‫• ﺗﻌﺎﻣﻠﻰ‬
‫• ﺑﺎورﻣﺪارى‬
‫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.‬‬

The difficulty with the traditional diagnostic approach is that it is reactive
and it does not encourage innovation or empower employees. In these days
of intense international competition such control systems can be highly
reliant on documented procedures that are costly to maintain and stifle an
organisation’s ability to respond rapidly to changing market conditions.
The Harvard paper suggests thee other methods of control. Boundary

control systems specify clear limits but allow employee innovation up to
those limits. Belief systems of control use very few written control
procedures and rely on extensive training to ensure that all employees will
automatically react to given circumstances in an appropriate way.
Interactive control systems are a combination of all systems, these are
adapted to rapidly changing circumstances, and such a system is usually
appropriate only for smaller companies, e.g. high tech start-up companies.
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
Not over- Creating

stepping the strategic
mark opportunity
Harness
HarnessEmployees’
Employees’
Creativity - empowerment
Creativity - empowerment
ofofthe
theindividual
individual
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

‫اﺷﮑﺎل روﻳﮑﺮد ﺳﻨﺘﻰ ﮐﻨﺘﺮل ﺗﺸﺨﻴﺺ آن اﺳﺖ ﮐﻪ ﺑﺼﻮرت اﻧﻔﻌﺎﻟﻰ ﻋﻤﻞ ﻣﻰ ﮐﻨﺪ و ﻧﻮآورى و ﺗﻮاﻧﻤﻨﺪى ﮐﺎرﮐﻨﺎن‬
‫را ﺗﻘﻮﻳﺖ ﻧﻤﻰ ﮐﻨﺪ‪ .‬اﻣﺮوزه ﮐﻪ رﻗﺎﺑﺖ ﺑﻴﻦ اﻟﻤﻠﻠﻰ ﺑﺴﻴﺎر ﺷﺪﻳﺪ ﺷﺪه اﺳﺖ ﭼﻨﻴﻦ ﺳﻴﺴﺘﻢ ﮐﻨﺘﺮﻟﻰ‪ ،‬ﺑﺴﻴﺎر ﻣﺘﮑﻰ ﺑﺮ‬
‫دﺳﺘﻮراﻟﻌﻤﻞ هﺎى ﻣﺴﺘﻨﺪ اﺳﺖ‪ .‬حﻔﻆ اﻳﻦ ﺳﻴﺴﺘﻢ هﺎ هﺰﻳﻨﻪ ﺑﺮ ﺑﻮده و ﺗﻮاﻧﺎﻳﻰ ﺷﺮﮐﺖ ﺑﺮاى واﮐﻨﺶ ﺳﺮﻳﻊ در ﻣﻘﺎﺑﻞ‬
‫ﺗﻐﻴﻴﺮ ﺷﺮاﻳﻂ ﺑﺎزار را ﺑﻪ ﺷﺪت ﮐﺎهﺶ ﻣﻰ دهﺪ‪.‬‬
‫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
‫آﻧﭽﻪ ﻧﺒﺎﻳﺪ اﻧﺠﺎم ﺷﻮد ﻣﺸﺨ ﺺ اﺳﺖ‬ ‫•‬

‫ﻧﻮ آو رى ﺗ ﻨﻬﺎ در ﻣﺤ ﺪوده اى ﮐ ﺎﻣﻼ ﺗﻌﺮﻳﻒ ﺷﺪه ﻣﺠﺎز اﺳﺖ‬ ‫•‬ ‫• ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﭘﻴﻮﺳﺘﻪ ﺟﻬﺖ ﺗﺸﺨﻴ ﺺ اﻟﮕﻮهﺎى ﺗﻐﻴﻴﺮ ﺗﻮﺳﻂ‬
‫ﺳﻴﺴﺘﻢ هﺎى حﺴﮕﺮ‬
‫ﺑﺴﻴﺎر اﺳﺎﺳﻰ ﺧﻮاهﺪ ﺑﻮد زﻣﺎﻧﻰﮐﻪ ﺑﻨﺎ ﻧﻬﺎدن اﻋﺘﺒﺎر ﺑﺮاﻋﺘﻤﺎد‬ ‫•‬
‫اهﻤﻴﺖ ﭘﻴﺪا ﻣﻴﮑﻨﺪ‬ ‫• ﻣ ﺘ ﻤﺮ ﮐﺰ ﺷ ﺪن ﺑﺮ ر وى اﻃﻼﻋﺎت راهﺒﺮدى ﮐﻪ ﺑﻄﻮر‬
‫ﻣﺴﺘﻤﺮ ﺗﻐﻴﻴﺮ ﻣﻰ ﮐﻨﻨﺪ‬
‫اﻏﻠﺐ ﺑﺴﻴﺎر دﻳﺮ اﻳﺠﺎد ﻣﻰ ﺷﺪ ﻳﻌﻨﻰ ﺑﺼﻮرت اﻧﻔﻌﺎﻟﻰ ﻧﻪ از‬ ‫•‬
‫ﭘﻴﺶ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه‬ ‫• ﻧﻴﺎزﻣﻨﺪ ﻣﺸﺎرﮐﺖ و ﺑﺤﺚ در ﺗﻤﺎم ﺳﻄﻮح‬
‫ﺳﻴﺴﺘﻢ ﮐﻨﺘﺮل‬
‫ﺳﯿﺴﺘﻢ ﻣﺮزﺑﻨﺪی ﺷﺪه‬ ‫ﺗﻌﺎﻣﻞى‬
‫ﻋﺪم ﻋﺒﻮر از حﺪود‬ ‫اﻳﺠﺎد ﻓﺮصﺖ‬

‫ﻣﺸﺨﺺ ﺷﺪه‬ ‫راهﺒﺮى‬
‫ﺗﺤﺖ ﮐﻨﺘﺮل ﻗﺮار دادن‬
‫ﻧﻮآ ورى ﮐﺎرﮐﻨﺎن ‪-‬ﺗﻮاﻧﻤﻨﺪى‬
‫اﻓﺮاد‬
‫دﺳﺘﻴﺎﺑﻰ ﺑﻪ ا هﺪاف‬ ‫هﻤﮑﺎرى‬
‫ﺳﻴﺴﺘﻢ ﮐﻨﺘﺮل ﺑﺮ ﻣﺒﻨﺎى‬ ‫ﺳﻴﺴﺘﻢ هﺎى‬

‫ﺗﺸﺨﻴ ﺺ‬ ‫ﺑﺎور ﻣﺪار‬
‫”‪“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

Monitoring performance is the key to successful management control.
Proactive and Reactive metrics should be used.
Monitoring is most effective when a small set of clearly prioritised

parameters is developed through a process of risk assessment and ranking.
Targets must be set and communicated; performance must be periodically

reported and reviewed by senior management.
The purpose of monitoring and reviewing performance is to enable

managers to adopt new innovative ideas for improving performance.
Chapter 5 addresses issues of effective improvement and how managers can

be innovative in managing HSE issues.

‫خﻼصﻪ ﻓﺼﻞ ‪٤‬‬
‫ﻣﺎﻧﻴﺘﻮرﻳﻨﮓ ﻋﻤﻠﮑﺮد و ﮐﺎرآﻳﻰ ﮐﻠﻴﺪ ﻣﻮﻓﻘﻴﺖ در ﮐﻨﺘﺮل ﻣﺪﻳﺮﻳﺖ اﺳﺖ‪ .‬ﺑﺪﻳﻦ ﻣﻨﻈﻮر ﺑﺎﻳﺪ از ﻣﻌﻴﺎرهﺎى اﻧﻔﻌﺎﻟﻰ و ﻳﺎ‬
‫از ﭘﻴﺶ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه اﺳﺘﻔﺎده ﮐﺮد‪.‬‬
‫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.‬‬

Chapter 5: How Do I Improve the Way I
Manage HSE Strategically?

leaders who need to consider how they can improve the way they manage
HSE strategically. How does one sustain continuous improvement?
In this chapter we explore the following questions:

• Why do I need to be innovative in my approach to HSE management?
• What types of innovation are there?
• Why bother to audit?
• What is the best way to set up an auditing programme?
• What techniques are available to encourage innovative ideas?
• How do I evaluate innovative practices?
• If a new idea has implications wider than my business, how do I manage
it?
Why Do I Need to be Innovative in my Approach to HSE

Management?
We have seen earlier that the environment in which a business operates is
not static. Stakeholder expectations can change fast in response to an
incident with HSE consequences. New regulations can be invoked,
demanding new or greater management control.
Because of this dynamic environment there is a demand on organisation to

continually improve their HSE performance. As a consequence there is a
need to look for and apply new ways of managing HSE. Being innovative
in managing HSE can bring several benefits:
• 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.

‫ﻓﺼﻞ ‪ :٥‬ﭼﮕﻮﻧﻪ ﻣﻰﺗﻮان راهﻰ را ﮐﻪ ﺑﺮاى اداره ‪ HSE‬ﺑﺼﻮرت اﺳﺘﺮاﺗﮋى ﺑﺮﮔﺰﻳﺪه ﺷﺪه‪ ،‬ﺑﻬﺒﻮد‬
‫ﺑﺨﺸﻴﺪ؟‬
‫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:‬‬
‫ﭼﺮا ﺑﺎﻳﺪ در روﻳﮑﺮد ﺧﻮد ﺑﻪ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﻧﻮآورى داﺷﺖ؟‬ ‫•‬

‫ﭼﻪ ﻧﻮع ﻧﻮآورى هﺎﻳﻰ وﺟﻮد دارد؟‬ ‫•‬
‫ﭼﺮا ﺑﺎﻳﺪ ﻣﻤﻴﺰى ﮐﺮد؟‬ ‫•‬
‫ﺑﻬﺘﺮﻳﻦ روش ﺑﺮاى اﻳﺠﺎد ﻳﮏ ﺑﺮﻧﺎﻣﻪ ﻣﻤﻴﺰى ﭼﻴﺴﺖ؟‬ ‫•‬
‫ﭼﻪ ﺗﮑﻨﻴﮑﻬﺎﻳﻰ ﺑﺮاى ﺗﺸﻮﻳﻖ و ﺗﺮﻏﻴﺐ ﺑﻪ اراﺋﻪ اﻳﺪه هﺎى ﻧﻮ وﺟﻮد دارد؟‬ ‫•‬
‫ﭼﻄﻮر ﻣﻰ ﺗﻮاﻧﻢ اﻳﺪه هﺎى ﻧﻮ اﺟﺎ ﺷﺪه را ارزش ﮔﺬارى ﮐﺮد؟‬ ‫•‬
‫اﮔﺮ اﻳﺪه هﺎى ﻧﻮ ﻣﻄﺮح ﺷﺪه داراى ﭘﻴﭽﻴﺪه ﺗﺮ از اﺑﻌﺎد ﺷﺮﮐﺖ ﺑﺎﺷﻨﺪ‪ ،‬ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ آﻧﻬﺎ را ﻣﺪﻳﺮﻳﺖ ﮐﺮد؟‬ ‫•‬
‫ﭼﺮا ﺑﺎﻳﺪ در روﻳﮑﺮد خﻮد ﺑﻪ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﻧﻮآورى داﺷﺖ؟‬

‫ﻼ دﻳﺪﻳﻢ ﻣﺤﻴﻄﻰ ﮐﻪ ﺷﺮﮐﺖ در آن ﻓﻌﺎﻟﻴﺖ ﻣﻰ ﮐﻨﺪ اﻳﺴﺘﺎ ﻧﻴﺴﺖ‪ .‬اﻧﺘﻈﺎرات در واﮐﻨﺶ ﺑﻪ هﺮ روﻳﺪادى ﮐﻪ ﭘﻴﺎﻣﺪهﺎى‬ ‫ﻗﺒ ً‬
‫‪ HSE‬داﺷﺘﻪ ﺑﺎﺷﺪ ﺳﺮﻳﻌًﺎ ﺗﻐﻴﻴﺮ ﻣﻰ ﮐﻨﺪ‪ .‬در صﻮرت ﻧﻴﺎز ﺑﻪ ﮐﻨﺘﺮل ﻣﺪﻳﺮﻳﺘﻰ ﺟﺪﻳﺪ ﻳﺎ وﺳﻴﻊ ﺗﺮ ﻣﻤﮑﻦ اﺳﺖ ﺑﻪ‬
‫ﻣﻘﺮرات ﺗﺎزه اى احﺘﻴﺎج ﺑﺎﺷﺪ‪.‬‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ اﻳﻦ ﻣﺤﻴﻂ ﭘﻮﻳﺎ‪ ،‬ﺳﺎزﻣﺎن ﻧﻴﺎز دارد ﺗﺎ ﻋﻤﻠﮑﺮد ‪ HSE‬ﺧﻮد را داﺋﻤًﺎ ﺑﻬﺒﻮد ﺑﺨﺸﺪ‪ .‬در ﻧﺘﻴﺠﻪ‪ ،‬ﺑﺎﻳﺪ ﺑﻪ دﻧﺒﺎل‬
‫ﻳﺎﻓﺘﻦ و اﺟﺮاى روﺷﻬﺎى ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﺟﺪﻳﺪى ﺑﻮد‪ .‬ﻧﻮآورى در ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﻣﺰﻳﺘﻬﺎى ﻣﺘﻌﺪدى را ﺑﻪ هﻤﺮاه‬
‫ﺧﻮاهﺪ داﺷﺖ‪ ،‬ا زﺟﻤﻠﻪ‬
‫واﮐﻨﺶ در ﻣﻘﺎﺑﻞ رﻗﺒﺎ‬ ‫•‬

‫ﺗﻮﻓﻴﻖ در ﮐﺎهﺶ هﺰﻳﻨﻪ هﺎ‬ ‫•‬
‫واﮐﻨﺶ ﺑﻪ ﻣﺤﻴﻂ ﻣﺘﻐﻴﺮ‬ ‫•‬
‫ﺧﻼق ﺑﻮدن‬ ‫•‬

Why Audit?
The role of auditing is to provide an independent, systematic check of HSE
management system performance. By checking compliance with policy and
procedure, regulations and best practice (Figure 5.2) audits identify areas
where improvements can be made and thereby provide a valuable service to
line managers and assurance to the board.
Figure 5.2: The role of EHS auditing
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.
What is the Best Way to Set up an Auditing Programme?

To establish an effective audit programme you need to carefully consider its
design. Design is dictated by six factors.

‫ﭼﺮا ﺑﺎﻳﺪ ﻣﻤﻴﺰى ﮐﺮد؟‬
‫ﻧﻘﺶ ﻣﻤﻴﺰى‪ ،‬ﻓﺮاهﻢ آوردن ﻳﮏ ﺑﺮرﺳﻰ ﻧﻈﺎم ﻣﻨﺪ و ﻣﺴﺘﻘﻞ از ﻋﻤﻠﮑﺮد ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬اﺳﺖ‪ .‬ﺑﺎ ﺑﺮرﺳﻰ‬
‫ﺗﻄﺎﺑﻖ ﺑﺎ ﺧﻂ ﻣﺸﻰ و روﺷﻬﺎ‪ ،‬ﻣﻘﺮرات و ﺑﻬﺘﺮﻳﻦ ﻋﻤﻠﮑﺮدهﺎ )ﺷﮑﻞ ‪ ،(٥-٢‬اﻧﺠﺎم ﻣﻤﻴﺰى حﻮزه هﺎﻳﻰ را ﮐﻪ در آن‬
‫ﻣﻰ ﺗﻮان ﭘﻴﺸﺮﻓﺘﻬﺎﻳﻰ اﻳﺠﺎد ﮐﺮد را ﺷﻨﺎﺳﺎﻳﻰ ﮐﺮده و در ﻧﺘﻴﺠﻪ ﺧﺪﻣﺖ ارزﺷﻤﻨﺪى ﺑﻪ ﻣﺪﻳﺮان ﻧﻤﻮده و ﻣﺮاﺗﺐ ﺟﻠﺐ‬
‫اﻃﻤﻴﻨﺎن هﻴﺄت ﻣﺪﻳﺮه را ﻓﺮاهﻢ ﻣﻰ آورد‪.‬‬
‫ﺷﮑﻞ ‪ :۵-٢‬ﻧﻘﺶ ﻣﻤﻴﺰى ‪HSE‬‬
‫ﺑﺮرﺳﻰ اﻧﻄﺒﻠﻖ ﺑﺎ ﻣﻘﺮرات‬
‫ﺑﺮرﺳﻰ اﻧﻄﺒﺎق ﺑﺎ خﻂ ﻣﺸﻰ‬ ‫ﺷﻨﺎﺳﺎﻳ ﻰ حﻮزه هﺎﻳ ﻰ ﮐﻪ ﻧﻴﺎز ﺑﻪ‬

‫ﺷﺮﮐﺖ‬ ‫ﺑﻬﺒﻮد دارﻧﺪ‬
‫ﺑﺮرﺳﻰ ﻣﻄﺎﺑﻘﺖ ﺑﺎ ﻣﺪﻳﺮﻳﺖ‬

‫خﻮب‬
‫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.‬‬
‫ﺑﻬﺘﺮﻳﻦ روش ﺑﺮاى اﺟﺮاى ﺑﺮﻧﺎﻣﻪ ﻣﻤﻴﺰى ﭼﻴﺴﺖ؟‬

‫ﺑﺮاى اﻳﺠﺎد ﻳﮏ ﺑﺮﻧﺎﻣﻪ ﻣﺆﺛﺮ ﻣﻤﻴﺰى‪ ،‬ﺑﺎﻳﺪ ﺑﻄﻮر دﻗﻴﻖ ﺑﻪ ﻃﺮاحﻰ آن ﺗﻮﺟﻪ ﮐﺮد‪ .‬ﺷﺶ ﻋﺎﻣﻞ در ﻃﺮاحﻰ ﻧﻘﺶ‬
‫دارﻧﺪ‪.‬‬

Figure 5.3: Six components of an effective audit programme
Objectives
Approach Organisation
Coverage Resources
Scope
What Techniques are Available to Encourage Innovative

Ideas?
One way to unlock creativity and to stimulate the generation of creative
ideas, innovation and the opportunity for further improvement is to employ
creative problem solving techniques:
For example, brainstorming and lateral thinking are two well-known

techniques which can be applied to HSE management. (Figure 5.4)
Figure 5.4: Techniques to promote innovative approach to HSE management
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

‫ﺷﮑﻞ ‪ :۵-٣‬ﺷﺶ ﺟﺰء ﻳﮏ ﺑﺮﻧﺎﻣﻪ ﻣﺆثﺮ ﻣﻤﻴﺰى‬
‫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
‫ﺷﮑﻞ ‪ :۵-۴‬ﺗﮑﻨﻴﮑﻬﺎى ﻣﺸﻮق روﻳﮑﺮد ﺑﺪﻳﻊ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ‪HSE‬‬
‫‪Innovative‬‬
‫روﻳﮑﺮدى ﺑﺪﻳﻊ ﺑﻪ‬
‫‪Approach to‬‬
‫‪HSE‬‬
‫‪HSE‬‬
‫ﺑﺎرش اﻓﮑﺎر‬ ‫ﺗﻔﮑﺮ ﺟﺎﻧﺒـﻰ‬
‫ﻣﺸﺎرﮐﺖ ﻏﻴﺮﺳﺎﺧﺘﺎرى‬ ‫•‬ ‫• روﻳﮑﺮد ﻣﺘﻀﺎد درﻣﻘﺎﺑﻞ ﺗﻔﮑﺮﻋﻤﻘﻰ‬

‫ﻣﺸﺎرﮐﺖ در ﮔﺮوه‬ ‫•‬ ‫• آﻣﻮزش اﻟﻘﺎﻳﻰ‬
‫ﻋﺪم اﻧﺘﻘﺎد‬ ‫•‬ ‫• رو ﻳﮑﺮد و اﮔﺮا ﻳﻰ ﺑﻪ ﻣﺸﮑﻼت‬
‫ﺗﻌﻠﻴﻖ ﻗﻀﺎوت ﺑﺮاى آﻳﻨﺪه‬ ‫•‬
‫‪Judgement‬‬
‫‪Judgement suspended‬‬
‫‪suspended for‬‬
‫‪for later‬‬
‫‪later‬‬

How do I Evaluate Innovative Ideas?
Critical decisions on whether to proceed with an idea or not have to be
made. In order to help minimise the uncertainty in this decision, general
evaluation criteria must be established. Evaluation will need to consider;
financial, legal, procedural and compatibility factors (Figure 5.5).
Figure 5.5: Evaluating Innovative Ideas
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?
Implications for Company Standards/Procedures

• Does the idea impact on group standards?
• How should this be managed?

‫اﻳﺪه هﺎى ﻧﻮ و ﺑﺪﻳﻊ را ﭼﮕﻮﻧﻪ ﻣﻰ ﺗﻮان ارزﻳﺎﺑﻰ ﮐﺮد؟‬
‫درراﺑﻄﻪ ﺑﺎ ﺑﮑﺎرﮔﻴﺮى اﻳﺪه هﺎى ﻣﺨﺘﻠﻒ ﺗﺼﻤﻴﻤﺎت ﻣﻬﻤﻰ ﺑﺎﻳﺴﺘﻰ ﮔﺮﻓﺘﻪ ﺷﻮد‪ ..‬ﺑﺮاى ﺑﻪ حﺪاﻗﻞ رﺳﺎﻧﺪن ﺗﺮدﻳﺪ در‬
‫اﻳﻦ ﺗﺼﻤﻴﻤﺎت‪ ،‬ﺑﺎﻳﺪ ﻣﻌﻴﺎرهﺎﻳﻰ ﮐﻠﻰ ﺑﺮاى ارزش ﮔﺬارى ﺗﺒﻴﻴﻦ ﻧﻤﻮد‪ .‬ارزش ﮔﺬارى ﺑﺎﻳﺪ ﻋﻮاﻣﻞ ﻣﺎﻟﻰ‪ ،‬ﻗﺎﻧﻮﻧﻰ‪ ،‬آﻳﻴﻦ‬
‫ﻧﺎﻣﻪ اى و ﺳﺎزﮔﺎرى را ﻣﺪ ﻧﻈﺮ ﻗﺮار دهﺪ‪) .‬ﺷﮑﻞ ‪(٦-٥‬‬
‫ﺷﮑﻞ ‪ :٦-٥‬ارزش ﮔﺬارى اﻳﺪه هﺎى ﺑﺪﻳﻊ‬
‫اﻳﺪه هﺎى ﺑﺪﻳﻊ‬ ‫ﻣﻌﻴﺎرهﺎى ارزﺷﻴﺎﺑﻰ‬ ‫ﻣﻌﻴﺎرهﺎى ارزﺷﻴﺎﺑﻰ‬
‫ﻋﻮام ــل‬ ‫ﭘﻴﺎﻣﺪهـﺎى‬ ‫ﭘﻴﺎﻣﺪهـﺎى اﻳﺪه‬

‫ﻋﻮاﻣﻞ‬
‫ﻣﺎلـﻰ‬ ‫ﻗﺎﻧﻮﻧــﻰ‬ ‫(اﺳﺘﺎﻧﺪاردهﺎ ‪/‬‬
‫ﺳﺎزﮔﺎرى‬
‫آﻳﻴﻦ ﻧﺎﻣﻪ هﺎ)‬
‫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؟‬
‫ﭘﻴﺎﻣﺪهﺎى اﻳﺪه ﺑﺮاى اﺳﺘﺎﻧﺪاردهﺎ و آﻳﻴﻦ ﻧﺎﻣﻪ هﺎى ﺷﺮﮐﺖ‬

‫آﻳﺎ اﻳﺪه ﻣﻮرد ﻧﻈﺮ ﺑﺮ اﺳﺘﺎﻧﺪاردهﺎى ﮔﺮوهﻰ ﺗﺄﺛﻴﺮى ﺧﻮاهﺪ داﺷﺖ؟‬
‫در اﻳﻦ صﻮرت ﭼﻄﻮر ﺑﺎﻳﺪ آﻧﺮا ﻣﺪﻳﺮﻳﺖ ﻧﻤﻮد؟‬

Innovative approaches to HSE management can lead to a number of
benefits, such as getting ahead of competitors and achieving cost reductions.
In addition, creative approaches will lead to continuous improvements
within a business. The task of auditing can be viewed as a continuous
improvement function and an innovative check on HSE management
systems. The overall goal of an independent and systematic audit
programme is to identify areas that need improvement. The most successful
auditing programmes follow a defined methodology that includes six factors
in its design; objectives, organisation, resources, scope, coverage and
approach.

‫خﻼصﻪ ﻓﺼﻞ ‪٥‬‬
‫روﻳﮑﺮدهﺎى ﻧﻮ و ﺑﺪﻳﻊ در راﺑﻄﻪ ﺑﺎ ﻣﺪﻳﺮﻳﺖ‪ HSE‬ﻣﺰﻳﺖ هﺎى ﻣﺘﻌﺪدى ﺑﻪ هﻤﺮاه دارد ﮐﻪ از ﺟﻤﻠﻪ آﻧﻬﺎ ﭘﻴﺸﻰ ﮔﺮﻓﺘﻦ‬
‫از رﻗﺒﺎ و ﮐﺎهﺶ هﺰﻳﻨﻪ هﺎﺳﺖ‪ .‬ﺑﻌﻼوه‪ ،‬روﻳﮑﺮدهﺎى ﺧﻼﻗﺎﻧﻪ ﻣﻨﺠﺮ ﺑﻪ ﭘﻴﺸﺮﻓﺖ ﻣﺪاوم در ﻳﮏ ﺷﺮﮐﺖ ﺧﻮاهﺪ ﺷﺪ‪.‬‬
‫اﻧﺠﺎم ﻣﻤﻴﺰى را ﻣﻰ ﺗﻮان ﺑﻪ ﻋﻨﻮان ﻳﮑﻰ از ﻣﻮارد ﮐﺎرﺑﺮدى ﭘﻴﺸﺮﻓﺖ ﻣﺪاوم و ﺑﺮرﺳﻰ هﺎى ﺑﺪﻳﻊ و ﻧﻮ از ﺳﻴﺴﺘﻢ‬
‫هﺎى ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﻣﺤﺴﻮب ﻧﻤﻮد ‪ .‬هﺪف ﮐﻠﻰ ﻳﮏ ﺑﺮﻧﺎﻣﻪ ﻣﺴﺘﻘﻞ و ﻧﻈﺎم ﻣﻨﺪ ﻣﻤﻴﺰى‪ ،‬ﺷﻨﺎﺳﺎﻳﻰ حﻮزه هﺎﻳﻰ اﺳﺖ‬
‫ﮐﻪ ﻧﻴﺎز ﺑﻪ ﺑﻬﺒﻮد دارﻧﺪ‪ .‬ﻣﻮﻓﻖ ﺗﺮﻳﻦ ﺑﺮﻧﺎﻣﻪ هﺎى ﻣﻤﻴﺰى‪ ،‬از ﻳﮏ ﻣﺘﺪوﻟﻮژى ﻣﺸﺨﺺ ﮐﻪ ﺷﺶ ﻋﺎﻣﻞ اهﺪاف‪،‬‬
‫ﺳﺎزﻣﺎﻧﺪهﻰ‪ ،‬ﻣﻨﺎﺑﻊ‪ ،‬ﮔﺴﺘﺮه‪ ،‬ﺷﻤﻮل و روﻳﮑﺮد را در ﻃﺮاحﻰ ﺧﻮد ﻟﺤﺎظ ﻧﻤﻮده اﺳﺖ ﺑﻬﺮه ﻣﻰ ﮔﻴﺮﻧﺪ‪.‬‬

Chapter 6: How do I Understand and
Promote a Positive HSE Culture?
In this Chapter we examine the issue of promoting a positive HSE culture.

HSE culture never seems far from the headlines in today’s environment. As
public scrutiny of corporate accountability become ever more intense,
expectations for the HSE performance of companies continue to increase.
And when, despite the efforts that have been made, major safety or
environmental incidents do occur, it is often “culture” that is invoked as
being one of the root-causes. Achieving a sustainable HSE culture is now
seen by many as the key to making further progress.
We will explore the following questions:

• What is HSE Culture?
• Why is HSE Culture important?
• How is HSE Culture established and maintained?
• What makes a good HSE Culture?
• What does best practice in HSE culture look like?
• How can I assess the HSE Culture in my organisation?
• How can I Plan and Implement improvements in HSE Culture?
What is ‘HSE Culture’?

‘HSE Culture’ is often cited as being a major factor in determining the
safety and environmental performance of an organisation. For example the
accident report from Chernobyl Nuclear plant cited safety culture as a
significant underlying cause of the major accident. (Figure 6.1)

‫ﻓﺼﻞ ‪ :٦‬ﭼﮕﻮﻧﻪ ﻣﻰ ﺗﻮان ﻓﺮهﻨﮓ ﻣﺜﺒﺖ ‪ HSE‬را درک ﻧﻤﻮده و آن را‬
‫ﺗﺮوﻳﺞ ﮐﺮد؟‬
‫در اﻳﻦ ﻓﺼﻞ‪ ،‬ﺑﻪ ﺑﺮرﺳﻰ ﻧﺤﻮه اﺷﺎﻋﻪ ﻓﺮهﻨﮓ ﻣﺜﺒﺖ ‪ HSE‬ﻣﻰ ﭘﺮدازﻳﻢ‪ .‬ﻓﺮهﻨﮓ ‪ HSE‬ﺟﺰﺋﻰ ﺟﺪاﻧﺸﺪﻧﻰ از ﻣﺴﺎﺋﻞ‬
‫ﻣﻬﻢ زﻳﺴﺖ ﻣﺤﻴﻄﻰ اﻣﺮوز را ﺗﺸﮑﻴﻞ ﻣﻰ دهﺪ‪ .‬ﺑﺎ اﻓﺰاﻳﺶ دﻗﺖ و ﺗﻮﺟﻪ ﻋﻤﻮﻣﻰ ﺑﻪ ﭘﺎﺳﺨﮕﻮﻳﻰ و ﻣﺴﺌﻮﻟﻴﺖ ﭘﺬﻳﺮى‬
‫ﺷﺮﮐﺘﻬﺎ‪ ،‬اﻧﺘﻈﺎرات از ﻋﻤﻠﮑﺮد ‪ HSE‬ﺷﺮﮐﺘﻬﺎ رو ﺑﻪ ﻓﺰوﻧﻰ اﺳﺖ‪ .‬در زﻣﺎﻧﻰ ﮐﻪ ﻋﻠﻴﺮﻏﻢ ﺗﻤﺎم ﺗﻼﺷﻬﺎى ﺑﻌﻤﻞ آﻣﺪه‪،‬‬
‫حﻮادث زﻳﺴﺖ ﻣﺤﻴﻄﻰ و ﻣﺨﺎﻃﺮه آﻣﻴﺰ اﻳﻤﻨﻰ ﺑﻪ وﻗﻮع ﻣﻰ ﭘﻴﻮﻧﺪﻧﺪ‪ ،‬اﻏﻠﺐ هﻤﻪ ﻓﺮهﻨﮓ را ﻋﺎﻣﻞ ﻋﻤﺪه و رﻳﺸﻪ اى‬
‫ﺑﺸﻤﺎر ﻣﻰ آورﻧﺪ‪ .‬دﺳﺘﻴﺎﺑﻰ ﺑﻪ ﻳﮏ ﻓﺮهﻨﮓ ‪ HSE‬ﭘﺎﻳﺪار‪ ،‬در حﺎل حﺎﺿﺮ از ﻧﮕﺎه ﺑﺴﻴﺎرى ﺑﻪ ﻋﻨﻮان ﮐﻠﻴﺪ ﭘﻴﺸﺮﻓﺖ‬
‫ﺷﻨﺎﺧﺘﻪ ﻣﻰ ﺷﻮد‪.‬‬
‫در اﻳﻦ ﻓﺼﻞ ﺑﻪ ﭘﺎﺳﺦ ﺑﻪ ﺳﺆاﻻت زﻳﺮ ﺧﻮاهﻴﻢ ﭘﺮداﺧﺖ‪:‬‬
‫"ﻓﺮهﻨﮓ ‪ "HSE‬ﭼﻴﺴﺖ؟‬ ‫•‬

‫ﻓﺮهﻨﮓ ‪ HSE‬از ﭼﻪ ﻧﻈﺮ حﺎﺋﺰ اهﻤﻴﺖ اﺳﺖ؟‬ ‫•‬
‫ﻓﺮهﻨﮓ ‪ HSE‬ﭼﮕﻮﻧﻪ ﺗﺒﻴﻴﻦ و حﻔﻆ ﻣﻰ ﺷﻮد؟‬ ‫•‬
‫ﻓﺮهﻨﮓ ﻣﻄﻠﻮب ‪ HSE‬از ﭼﻪ ﻋﻮاﻣﻠﻰ ﺗﺸﮑﻴﻞ ﺷﺪه اﺳﺖ؟‬ ‫•‬
‫ﺑﻬﺘﺮﻳﻦ ﻓﺮهﻨﮓ ‪ HSE‬ﭘﻴﺎده ﺷﺪه ﭼﻪ ﺷﮑﻠﻰ دارد؟‬ ‫•‬
‫ﭼﮕﻮﻧﻪ ﻣﻰ ﺗﻮان ﻓﺮهﻨﮓ ‪ HSE‬حﺎﮐﻢ ﺑﺮ ﺷﺮﮐﺖ ﺧﻮد را ارزﻳﺎﺑﻰ ﮐﺮد؟‬ ‫•‬
‫ﭼﻄﻮر ﻣﻰ ﺗﻮان ﻋﻮاﻣﻞ ﺑﻬﺒﻮد و ارﺗﻘﺎى ﻓﺮهﻨﮓ ‪ HSE‬را ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﮐﺮده و ﭘﻴﺎده ﻧﻤﻮد؟‬ ‫•‬
‫"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

How do I Understand and Promote a Positive HSE Culture?
Figure 6.1: Extract from the Chernobyl Nuclear Accident Report
Accident Report
“The accident can be said to have flowed from deficient

safety culture not only at the Chernobyl plant but
throughout the Soviet design, operating and regulatory
organisations for nuclear power that existed at the time”.
IAEA’s International Nuclear Safety Group (INSAG)

The Chernobyl Accident: Updating of INSAG-1
(INSAG-7 1992, p24).
There are a number of different interpretations of the term ‘safety culture’,

some of which are provided in Figure 6.2 below. For the purpose of this
Chapter we will; consider HSE Culture and Safety Culture to have a
common meaning.
Figure 6.2: Definitions of Safety Culture
Definitions of Safety Culture:
Those aspects of culture which affect safety.
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).

‫?‪How do I Understand and Promote a Positive HSE Culture‬‬
‫ﺷﮑﻞ ‪ : ۶-١‬خﻼصﻪ ﮔﺰارش حﺎدثﻪ هﺴﺘﻪ اى ﭼﺮﻧﻮﺑﻴﻞ‬
‫ﮔﺰارش حﺎدثﻪ‬
‫"ﻣﻰ ﺗﻮان ﮔﻔﺖ ﮐﻪ اﻳﻦ حﺎدﺛﻪ ﻧﺎﺷﻰ از ﻧﻘﺺ ﻓﺮهﻨﮓ‬

‫اﻳﻤﻨﻰ حﺎﮐﻢ ﺑﺮ ﻧﻪ ﺗﻨﻬﺎ ﻧﻴﺮوﮔﺎه ﭼﺮﻧﻮﺑﻴﻞ‪ ،‬ﺑﻠﮑﻪ درﻃﺮاحﻰ‬
‫روﺳﻰ و ﻧﻈﺎم و ﺳﺎزﻣﺎﻧﺪهـﻰ‪ ،‬ﻗﺎﻧﻮﻧﮕﺰارى و ﻋﻤﻠﻴﺎﺗﻰ در‬
‫راﺑﻄﻪ ﺑﺎ ﻧﻴﺮوﮔﺎه هﺎى هﺴﺘﻪ اى ﻣﻮﺟﻮد در آن زﻣﺎن ﻣﻰ‬
‫ﺑﺎﺷﺪ "‪.‬‬
‫ﮔﺮوه اﻳﻤﻨﻰ هﺴﺘﻪ اى ﺑﻴﻦ اﻟﻤﻠﻠﻰ )‪ (INSAG‬واﺑﺴﺘﻪ ﺑﻪ ‪IAEA‬‬

‫صﻼحﻰ ‪(INSAG-7 1992, p24) INSAG-1‬‬ ‫حﺎدﺛﻪ ﭼﺮﻧﻮﺑﻴﻞ ‪ :‬ﻧﺴﺨﻪ ا‬
‫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.‬‬
‫ﺷﮑﻞ ‪ :۶-٢‬ﺗﻌﺎرﻳﻒ ﻓﺮهﻨﮓ اﻳﻤﻨﻰ‬
‫ﺗﻌﺎریﻒ ﻓﺮهﻨﮓ ایﻤﻨﯽ‬
‫ﺟﻨﺒﻪ هﺎیی از ﻓﺮهﻨﮓ ﮐﻪ ﺑﺮ ایﻤﻨی ﺗﺄﺛیﺮ ﻣی ﮔﺬارﻧﺪ‪.‬‬
‫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(‬

We will use the UK Health and Safety Commission’s definition of safety

culture:
“The Safety Culture of an organisation is the product of the individual
and group values, attitudes, perceptions and competencies and patterns of
behavior that determine the commitment to, and style and proficiency of,
an organization’s health and safety management” (Health Safety
Commission).
It is useful to understand what is meant by values, attitudes, perceptions and

competence. (Figure 6.3)
Figure 6.3: What is meant by terms in the HSE’s definition of Safety Culture?
Term Definition Example

Values The key aspects of an Integrity
individual or group belief
system that are acknowledged Professionalism
as being important No blame
Attitudes Positions adopted by Pride in work

individuals in relation to
external events Carelessness
Readiness to bend
the rules
Perceptions An individual’s interpretation of “Management are only interested in
reality
profits”
“We have an excellent safety
management system”
Competence Ability to perform a task, Competence to drive a train

requiring a combination of
knowledge, experience and Competence to manage safety
skill / capability
Behaviour What people do and the way in Ignoring a warning sign
which they do it
Following a procedure
Telling off a subordinate
Reporting a near miss
Values, attitudes, perceptions and competence drive group and individual
behaviour, hence it is important to understand what these are when
addressing safety culture issues.
Why is HSE Culture important?

Since Chernobyl, a number of accident enquiries have cited poor ‘safety
culture’ as a cause of the catastrophe.

‫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
‫اصﻄﻼح‬ ‫ﺗﻌﺮﻳﻒ‬ ‫ﻣﺜﺎل‬
‫ﮐﻤﺎل‬ ‫ﺟﻨﺒﻪ هﺎى اصﻠﻰ ﺳﻴﺴﺘﻢ ﺑﺎور ﻓﺮدى‬

‫حﺮﻓﻪ اى ﺑﻮدن‬ ‫ﻳﺎ ﮔﺮوهﻰ ﮐﻪ از ﻧﻈﺮ ﺳﻴﺴﺘﻢ ﻣﻬﻢ‬ ‫ارزش هﺎ‬
‫ﻋﺪم ﺳﺮزﻧﺶ‬ ‫ﺷﻨﺎﺧﺘﻪ ﺷﺪه اﺳﺖ‪.‬‬
‫ﻏﺮور ﮐﺎرى‬ ‫ﺟﺎﻳﮕﺎهﻰ ﮐﻪ هﺮ ﻓﺮد در راﺑﻄﻪ ﺑﺎ‬

‫ﺑﻰ دﻗﺘﻰ‬ ‫روﻳﺪادهﺎى ﺧﺎرﺟﻰ ﺑﺮاى ﺧﻮد در‬ ‫ﻧﮕﺮش هﺎ‬
‫آﻣﺎدﮔﻰ ﺑﺮاى ﻗﺎﻧﻮن ﺷﮑﻨﻰ‬ ‫ﻧﻈﺮ ﻣﻴﮕﻴﺮد‬
‫"ﻣﺪﻳﺮﻳﺖ ﻓﻘﻂ ﺑﻪ ﻓﮑﺮ ﮐﺴﺐ ﺳﻮد اﺳﺖ"‬

‫"ﻣﺎ ﻳﮏ ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺖ اﻳﻤﻨﻰ ﺑﺴﻴﺎر‬ ‫ﺗﻔﺴﻴﺮ ﻓﺮدى از واﻗﻌﻴﺖ‬ ‫ﺑﺮداﺷﺖ هﺎ‬
‫ﻗﻮى دارﻳﻢ‪".‬‬
‫ﺗﻮاﻧﺎﻳﻰ اﻧﺠﺎم ﻳﮏ ﮐﺎر‪ ،‬ﮐﻪ ﻧﻴﺎزﻣﻨﺪ‬

‫صﻼحﻴﺖ راﻧﺪن ﻳﮏ ﻗﻄﺎر‬
‫ﺗﺮﮐﻴﺒﻰ از آﮔﺎهﻰ ‪ ،‬ﺗﺠﺮﺑﻪ و‬ ‫صﻼحﻴﺖ‬
‫صﻼحﻴﺖ ﺑﺮاى ﻣﺪﻳﺮﻳﺖ اﻳﻤﻨﻰ‬
‫ﻣﻬﺎرت‪/‬ﻗﺎﺑﻠﻴﺖ اﺳﺖ‪.‬‬
‫ﺑﻰ ﺗﻮﺟﻬﻰ ﺑﻪ ﻋﻼﺋﻢ هﺸﺪار دهﻨﺪه‬
‫ﺗﺒﻌﻴﺖ از دﺳﺘﻮراﻟﻌﻤﻞ‬ ‫آﻧﭽﻪ اﻓﺮاد اﻧﺠﺎم ﻣﻰ دهﻨﺪ و‬
‫رﻓﺘﺎر‬
‫ﻣﺆاﺧﺬه زﻳﺮ دﺳﺖ‬ ‫ﭼﮕﻮﻧﮕﻰ اﻧﺠﺎم آن‬
‫ﮔﺰارش ﻳﮏ اﺷﺘﺒﺎه ) ﻧﺰدﻳﮏ‪ -‬ﺧﻄﺎ(‬
‫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.‬‬
‫ﭼﺮا ﻓﺮهﻨﮓ ‪ HSE‬ﻣﻬﻢ اﺳﺖ؟‬

‫از زﻣﺎن حﺎدﺛﻪ ﭼﺮﻧﻮﺑﻴﻞ‪ ،‬در ﭼﻨﺪ ﮔﺰارش حﺎدﺛﻪ دﻳﮕﺮ ﻧﻴﺰ ﺑﻪ ﺿﻌﻴﻒ ﺑﻮدن "ﻓﺮهﻨﮓ اﻳﻤﻨﻰ" ﺑﻪ ﻋﻨﻮان ﻋﺎﻣﻞ ﻓﺎﺟﻌﻪ‬
‫اﺷﺎره ﺷﺪه اﺳﺖ‪.‬‬

Figure 6.4: Extracts from accident investigations that cite safety culture as a cause
Clapham Junction
But it was not merely the errors and H erald of

omissions of those who were engaged Free E nterpris
in the work on the day in question “All concerne e
members d in the m
which caused the accident. The errors of the Boa anagement from the
go much wider and higher in the to the junior rd of Direct
or
organisation than merely to remain at fault in that superintendents wer s down
e
the hands of those who were working the respon all must be regarded guilty of
si
that day. From the to bility for the failure ofas sharing
corporate p to the bottom the bo management.
w
Ref: Hidden Report on Piper Alpha sloppiness” as infected with the dy
Clapham Junction Accident 1989
disease of
It is essential to create a corporate culture
in which safety is understood to be and
accepted as the number one priority
(Lord Cullan - Piper Alpha Disaster)
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.
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
‫دﻟﻴﻞ حﺎدﺛﻪ‪ ،‬ﺗﻨﻬﺎ ﺑﺨﺎﻃﺮ اﺷﺘﺒﺎهﺎت و ﺳﻬﻞ اﻧﮕﺎرى اﻓﺮاد‬

‫دﺳﺖ اﻧﺪرﮐﺎر در روز حﺎدﺛﻪ ﻧﺒﻮد ‪.‬اﺷﺘﺒﺎهﺎت‪ ،‬ﺳﻄﻮح‬
‫ﮔﺴ ﺘﺮده ﺗﺮ و ﺑﺎﻻﺗﺮ ﺳﺎزﻣﺎن را ﻧﻰز ﺷﺎﻣﻞ ﮔﺸﺘﻪ و ﻧﻤﻰ‬ ‫‪Herald of Free Enterprise‬‬
‫ﺗﻮان وﻗﻮع حﺎدﺛﻪ را ﻣﺘﻮﺟﻪ ﮐﺴﺎﻧﻰ ﮐﻪ آن روز ﻣﺸﻐﻮل‬
‫ﺑﻪ ﮐﺎر ﺑﻮده ﻧﺪ ﮐﺮد‪.‬‬ ‫"ﺗﻤﺎم اﻓﺮاد و ﮔﺮوه هﺎى ﮐﻪ ﺑﻨﺤﻮى ﺑﺎ ﻣﻮﺿﻮع ﻣﺮﺗﺒﻂ ﺑﻮده اﻧﺪ‬
‫از اﻋﻀﺎى هﻴﺎءت ﻣﺪﻳﺮه ﮔﺮﻓﺘﻪ ﺗﺎ ﻣﺪﻳﺮان رده ﭘﺎﻳﻴﻦ ﻣﺮﺗﮑﺐ‬
‫ﻣﻨﺒﻊ ‪:‬ﮔﺰارش ﻣﺤﺮﻣﺎﻧﻪ در ﻣﻮرد حﺎدﺛﻪ‬ ‫اﺷﺘﺒﺎه ﺷﺪه و ﻣﻘﺼﺮﻧﺪ و هﻤﮕﻰ ﺑﺎﻳﺪ در راﺑﻄﻪ ﺑﺎ ﺧﻄﺎى‬
‫‪1989 ، Clapham Junction‬‬ ‫ﻣﺪﻳﺮﻳﺖ ﻣﺴﺌﻮل ﺷﻨﺎﺧﺘﻪ ﺷﻮﻧﺪ"‬
‫‪Piper Alpha‬‬
‫"ﻻزم اﺳﺖ ﻓﺮهﻨﮓى ﻣﺸﺎرﮐﺘﻰ در ﺳﻄﺢ‬
‫ﺳﺎزﻣﺎن اﻳﺠﺎد ﺷﻮد ﮐﻪ در آن اﻳﻤﻨﻰ ﺑﻪ ﻋﻨﻮان‬
‫اوﻟﻮﻳﺖ درﺟﻪ اول ﺷﻨﺎﺧﺘﻪ و ﭘﺬﻳﺮﻓﺘﻪ ﺷﺪه‬
‫ﺑﺎﺷﺪ‪".‬‬
‫( ﻟﺮد ﮐﻮﻻن ‪-‬ﻓﺎﺟﻌﻪ ‪)Piper Alpha‬‬
‫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.‬‬

Figure 6.5: The Heinrich Loss Control Triangle
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
In aiming to move forward with safety management, many companies now

see safety culture as key. Often, the systems are all already in place in
today’s companies, so there may be little benefit in adding still more
management controls. In many cases, the problem is one of too much
bureaucracy, complexity and inflexibility. Too much emphasis on
compliance and formal systems can sometimes alienate employees and
actually damage attitudes towards safety. (Figure 6.6)
Figure 6.6: Reasons to consider HSE culture as a solution
The ‘We’ve got all the systems in place,

Performance so why isn’t our safety performance
Plateau improving?
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
Doing More ‘Why do I need a staff of 30 to tell

with Less my line managers how to manage
HSE issues?’

‫ﺷﮑﻞ ‪ ۶ :-۵‬ﻣﺜﻠﺚ ﮐﻨﺘﺮل خﺴﺎرت هﻨﺮﻳﺶ‬
‫ﺟﺮاحﺖ ﻋﻤﺪه‬
‫‪١‬‬
‫ﺟﺮاحﺖ ﺟﺰﺋﯽ‬
‫‪٣٠‬‬
‫خﺴﺎرات‬
‫ﺳﻮاﻧﺢ ﺑﺪون‬
‫خﺴﺎرت‪/‬ﺟﺮاحﺖ‬ ‫‪٣٠٠‬‬
‫اﻋﻤﺎل ﻧﺎ ایﻤﻦ‬
‫)خﻄﺎ‪/‬ﺗﺨﻠﻒ( ﺷﺮاﻳﻂ‬ ‫‪٣٠٠٠‬‬
‫ﻧﺎ ایﻤﻦ‬
‫ﺗﺄثﻴﺮ ﻓﺮهﻨﮓ اﻳﻤﻨﻰ‬
‫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
‫ﺷﮑﻞ ‪ :٦-٦‬دﻻﻳﻞ ﺗﻮﺟﻪ ﺑﻪ ﻓﺮهﻨﮓ ‪ HSE‬ﺑﻪ ﻋﻨﻮان ﻳﮏ راهﮑﺎر‬
‫‪130‬‬ ‫ﺗﻤﺎم ﺳﻴﺴﺘﻤﻬﺎ ﺳﺮﺟﺎى ﺧﻮد هﺴﺘﻨﺪ‪ ،‬ﭘﺲ ﭼﺮا‬

‫وﺿﻊ ﻋﻤﻠﮑﺮد‬
‫ثﺎﺑﺖ‬ ‫ﻋﻤﻠﮑﺮد اﻳﻤﻨﻰ ﻣﺎ ﺑﻬﺒﻮد ﻧﻤﻰ ﻳﺎﺑﺪ‬
‫!‪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
‫اﻧﺠﺎم ﮐﺎر ﺑﻴﺸﺘﺮ‬ ‫ﭼﻪ ﻧﻴﺎزى اﺳﺖ ﮐﻪ ﮐﺎرﮐﻨﺎن ﺑﻪ ﻣﺪﻳﺮان اﺟﺮاﻳﻰ‬

‫ﺑﺎ هﺰﻳﻨﻪ ﮐﻤﺘﺮ‬ ‫ﺑﮕﻮﻳﻨﺪ ﮐﻪ ﭼﻄﻮر ‪ HSE‬را ﻣﺪﻳﺮﻳﺖ ﮐﻨﻨﺪ؟‬

How is HSE culture established and maintained?

“The Safety culture in an organisation is created and recreated as its
members repeatedly behave in ways which seem to them to be natural,
obvious, and unquestionable. And as such will serve to construct a
particular version of risk, danger and safety.” (Turner and Pigeon).
By its very nature culture is difficult to characterise especially if you

yourself are immersed in that culture. It is often easier to understand a
culture by its effects such as:
• How the workspace is arranged.
• How power is allocated and exercised.
• How information is shared or hoarded.
• How workers interface with one another.
• What priorities are reflected in decision making.
• What stories are told and retold.
Each organisation has a unique organisational culture which is continuously

evolving. Within this culture there is also an element which can be labelled
‘HSE culture’ - the attitudes, values, perceptions and beliefs that relate to
management of HSE issues. Each group and, within each group, each
individual, has their own particular version of the culture.
Figure 6.7: How behaviour reinforces perception of cultural norms
Reinforcing
What everyone Safe/Ideal

does Practice
Cultural Norms
HSE culture is ultimately expressed through behavioural norms, therefore

what everybody else does may be accepted as a good, possibly even ideal
way of behaving. This creates is a mutually reinforcing loop (Figure 6.7).

‫ﻓﺮهﻨﮓ ‪ HSE‬را ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ اﻳﺠﺎد و حﻔﻆ ﻧﻤﻮد؟‬

‫"ﻓﺮهﻨﮓ اﻳﻤﻨﻰ در ﻳﮏ ﺳﺎزﻣﺎن ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ رﻓﺘﺎر روزﻣﺮه و ﻣﮑﺮر اﻋﻀﺎى آن ﺑﻪ روﺷﻰ ﮐﻪ ﺑﺮاﻳﺸﺎن ﻃﺒﻴﻌﻰ ‪،‬‬
‫ﺑﺪﻳﻬﻰ و ﻣﺸﻬﻮد ﺟﻠﻮه ﻣﻰ ﮐﻨﺪ‪ ،‬ﺧﻠﻖ ﻣﻰ ﺷﻮد‪ .‬ﺑﺪﻳﻦ ﺗﺮﺗﻴﺐ‪ ،‬اﻳﻦ ﻓﺮهﻨﮓ در ﺧﺪﻣﺖ اﻳﺠﺎد حﺎﻟﺖ ﺧﺎصﻰ ازرﻳﺴﮏ‪،‬‬
‫ﺧﻄﺮ و اﻳﻤﻨﻰ ﻗﺮار ﻣﻰ ﮔﻴﺮد‪) " .‬ﺗﺮﻧﺮ و ﭘﻴﺠﻦ(‬
‫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.‬‬
‫ﺷﮑﻞ ‪ :۶-٧‬ﭼﮕﻮﻧﻪ رﻓﺘﺎر‪ ،‬ﺑﺮداﺷﺖ هﺎى ﻣﺨﺘﻠﻒ از ﻓﺮهﻨﮓ را ﺗﺤﮑﻴﻢ ﻣﻰ ﮐﻨﺪ؟‬
‫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.
What makes a good HSE culture?

In considering HSE culture it is useful to recognise that safety management
evolves through stages. The UK Health and Safety Executive’s safety
culture maturity model defines 5 levels (Figure 6.8).
Figure 6.8: HSE Culture Maturity Model
Safety culture maturity model Continually

Continually
improving
improving
Level
Level55
Develop
consistency
Cooperating and fight
re Cooperating complacency
tu Level
Level44
c ul
ty
fe
sa Encourage all staff to
ing develop cooperation
r ov Involving and commitment to
p Involving
Im Level
Level33
improving safety
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
 The Keil Centre, 1999
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؟‬ ‫•‬
‫ﻓﺮهﻨﮓ ﻣﻄﻠﻮب ‪ HSE‬از ﭼﻪ ﻣﺆلﻔﻪ هﺎﻳﻰ ﺗﺸﮑﻴﻞ ﻣﻰ ﺷﻮد؟‬

‫در راﺑﻄﻪ ﺑﺎ ﻓﺮهﻨﮓ ‪ HSE‬ﺑﻪ اﻳﻦ ﻣﻄﻠﺐ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﮐﺮد و ﺑﺨﺎﻃﺮ ﺳﭙﺮد ﮐﻪ ﻣﺪﻳﺮﻳﺖ اﻳﻤﻨﻰ در ﮔﺬر از ﻣﺮاحﻞ‬
‫ﻣﺨﺘﻠﻒ ﺗﮑﺎﻣﻞ ﻣﻰ ﻳﺎﺑﺪ‪.‬ﺧﻮب اﺳﺖ در ﻣﻮرد ﻓﺮهﻨﮓ ‪ HSE‬ﺑﻪ اﻳﻦ ﻧﮑﺘﻪ ﺗﻮﺟﻪ ﮐﻨﻴﻢ ﮐﻪ ﻣﺪﻳﺮﻳﺖ اﻳﻤﻨﻰ ﺑﺼﻮرت ﮔﺎم‬
‫ﺑﻪ ﮔﺎم ﺗﮑﺎﻣﻞ ﻣﻰ ﻳﺎﺑﺪ‪ .‬ﻣﺪل "ﻓﺮهﻨﮓ ﺟﺎ اﻓﻨﺎده اﻳﻤﻨﻰ" ﻣﺘﻌﻠﻖ ﺑﻪ "ﺳﺎزﻣﺎن اﺟﺮاﻳﻰ ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ اﻧﮕﻠﺴﺘﺎن" ﭘﻨﺞ‬
‫ﺳﻄﺢ را ﺗﻌﺮﻳﻒ ﻣﻰ ﮐﻨﺪ )ﺷﮑﻞ ‪.(۶-٨‬‬
‫ﺷﮑﻞ‪ : ۶-٨‬ﻣﺪل ﻓﺮهﻨﮓ ﺟﺎ اﻓﺘﺎده ‪HSE‬‬
‫ﻣﺪل ﻓﺮهﻨﮓ ﺟﺎ اﻓﺘﺎده ایﻤﻨﯽ‬

‫ﭘﻴﺸﺮﻓﺖ ﻣــــﺪاوم‬
‫ﻣﺮحﻠﻪ ‪۵‬‬
‫ایﺠﺎد هﻤﺎهﻨﮕﻰ و‬
‫هﻤـــــﮑﺎرى‬ ‫ﭘﺮهﻴﺰ از ﻏﺮور ﺑﻴﺠﺎ‬
‫ﺑﻬﺒﻮد ﻓﺮهﻨﮓ اﻳﻤﻨﻰ‬ ‫ﻣﺮحﻠﻪ ‪٤‬‬
‫ﺗﺸﻮﻳﻖ ﺗﻤﺎم ﮐﺎرﮐﻨﺎن‬

‫ﺑﻪ هﻤﮑﺎری و احﺴﺎس‬
‫دخﺎلــــــﺖ‬ ‫ﺗﻌﻬﺪ در ﺟﻬﺖ ارﺗﻘﺎئ‬
‫ﻣﺮحﻠﻪ ‪٣‬‬ ‫و ﺑﻬﺒﻮد ایﻤﻨی‬
‫ﺗﺸﺨﻴﺺ اهﻤﺒﺖ ﮐﺎرﮐﻨﺎن‬

‫درﮔﻴﺮ ﻓﺮدى و ﺗﻌییﻦ‬
‫ﻣﺪﻳﺮﻳـــــــﺖ‬
‫ﻣﺴﺌﻮﻟیﺖ هﺎی ﻓﺮدی‬
‫ﻣﺮحﻠﻪ ‪٢‬‬ ‫اﻓﺰایﺶ ﺗﻄﺎﺑﻖ و‬
‫ﺎ ﻨﮕ‬
‫ﺗﻌییﻦ ﺗﻌﻬﺪات‬
‫ﺷــــــﺮوع‬ ‫ﻣﺪیﺮیﺖ‬
‫ﻣﺮحﻠﻪ ‪١‬‬
‫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.
Level 5: Continuous improvement

The prevention of all injuries or harm to employees and damage to the
environment (both at work and home) is a core company value. The
organisation has had a sustained period (years) without a recordable
accident or high potential incident, but there is no feeling of complacency.
They live with the paranoia that their next accident/incident is just around
the corner. The organisation is constantly striving to be better and find
better ways of improving hazard control mechanisms. All employees share
the belief that health, safety and environmental management are critical
aspects of their job and accept that the prevention of non-work injuries is
important.

‫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.‬‬
‫ﻣﺮحﻠﻪ ‪ :٥‬ﺑﻬﺒﻮد ﻣﺴﺘﻤﺮ‬

‫ﺟﻠﻮﮔﻴﺮى از هﺮ ﮔﻮﻧﻪ آﺳﻴﺐ ﻳﺎ ﺟﺮاحﺖ ﺑﻪ ﮐﺎرﮐﻨﺎن و صﺪﻣﻪ ﺑﻪ ﻣﺤﻴﻂ زﻳﺴﺖ )ﭼﻪ در ﻣﺤﻞ ﮐﺎر ﻳﺎ در ﺧﺎﻧﻪ( از‬
‫ﻣﻌﻴﺎرهﺎى ارزﺷﻰ اصﻠﻰ ﺷﺮﮐﺖ ﻣﺤﺴﻮب ﻣﻰ ﺷﻮد‪ .‬ﺳﺎزﻣﺎن ﻳﮏ دوره ﻣﺘﻤﺎدى )در ﻣﻘﻴﺎس ﺳﺎل( را ﺑﺪون ﺛﺒﺖ هﻴﭻ‬
‫حﺎدﺛﻪ ﻳﺎ ﺳﺎﻧﺤﻪ ﺑﺎﻟﻘﻮه اى ﭘﺸﺖ ﺳﺮ ﮔﺬاﺷﺘﻪ اﺳﺖ ﺑﻮن اﻳﻨﮑﻪ از دﺳﺘﺎوردهﺎى ﺧﻮد احﺴﺎس ﻏﺮور ﮐﻨﺪ‪ .‬آﻧﻬﺎ در اﻳﻦ‬
‫حﺎﻟﺖ ﺷﮏ و اﻧﺘﻈﺎر ﺑﻪ ﺳﺮ ﻣﻰ ﺑﺮﻧﺪ ﮐﻪ حﺎدﺛﻪ‪/‬ﺳﺎﻧﺤﻪ ﺑﻌﺪى ﺑﻪ زودى اﺗﻔﺎق ﺧﻮاهﺪ اﻓﺘﺎد‪ .‬ﺳﺎزﻣﺎن داﺋﻤًﺎ در حﺎل‬
‫ﺗﻼش ﺑﺮاى ﺑﻬﺘﺮ ﺷﺪن و ﻳﺎﻓﺘﻦ راهﻬﺎى ﺑﻬﺘﺮ ﺑﺮاى ﺑﻬﺒﻮد ﺳﺎز و ﮐﺎرهﺎى ﮐﻨﺘﺮل ﺧﻄﺮات احﺘﻤﺎﻟﻰ اﺳﺖ‪ .‬ﺗﻤﺎم‬
‫ﮐﺎرﮐﻨﺎن ﺑﺮ اﻳﻦ ﺑﺎور هﻢ ﻋﻘﻴﺪه اﻧﺪ ﮐﻪ ﻣﺪﻳﺮﻳﺖ ﺑﻬﺪاﺷﺖ‪ ،‬اﻳﻤﻨﻰ و ﻣﺤﻴﻂ زﻳﺴﺖ‪ ،‬ﺟﻨﺒﻪ حﻴﺎﺗﻰ ﺷﻐﻞ آﻧﻬﺎﺳﺖ و ﻣﻰ‬
‫ﭘﺬﻳﺮﻧﺪ ﮐﻪ ﺟﻠﻮﮔﻴﺮى از آﺳﻴﺐ هﺎى ﻏﻴﺮ ﮐﺎرى از اهﻤﻴﺖ وﻳﮋه اى ﺑﺮﺧﻮردار اﺳﺖ‪.‬‬

What does best practice in HSE culture look like?

The Onion Skin Model
A popular model for describing the way in which individuals are influenced
by safety culture is known as the ‘Onion Skin Model’ (Figure 6.9) which
demonstrates the layers of influence which impact on individual behaviours.
Figure 6.9: The Onion Skin Model – Components that contribute to HSE culture
The Onion Skin Model
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.
However, this immediate environment will be partly constrained by and

continually influenced by the wider organisational context. The
organisation will have its own implicit values which determine how people
are rewarded or punished and the way to behave to ‘get on’ within the
organisational structure. The organisation’s HSE management system will
influence the way in which HSE issues are prioritised and addressed.
The organisation and each individual within it will also be influenced by the
external culture of the society in which it operates.

‫ﺑﻬﺘﺮﻳﻦ ﮐﺎرﺑﺮد ﻋﻤﻠﻰ ﻓﺮهﻨﮓ ‪ HSE‬ﭼﻪ ﺷﮑﻠﻰ دارد؟‬
‫ﻣﺪل ﭘﻮﺳﺖ ﭘﻴﺎز‬

‫ﻳﮑﻰ از ﻣﺪﻟﻬﺎى راﻳﺞ ﺑﺮاى ﺗﺸﺮﻳﺢ روﺷﻰ ﮐﻪ اﻓﺮاد از ﻓﺮهﻨﮓ اﻳﻤﻨﻰ ﺗﺄﺛﻴﺮ ﻣﻰ ﭘﺬﻳﺮﻧﺪ‪" .‬ﻣﺪل ﭘﻮﺳﺖ ﭘﻴﺎز" ﻧﺎم دارد‬
‫)ﺷﮑﻞ ‪ .(۶-٩‬اﻳﻦ ﻣﺪل ﻻﻳﻪ هﺎى ﻣﺘﻌﺪدى را ﮐﻪ ﺑﺮ رﻓﺘﺎر ﻓﺮدى ﺗﺄﺛﻴﺮ ﻣﻰ ﮔﺬارﻧﺪ ﻧﻤﺎﻳﺶ ﻣﻰ دهﺪ‪.‬‬
‫ﺷﮑﻞ‪ : ۶-٩‬ﻣﺪ ل ﭘﻮﺳﺖ ﭘﻴﺎزى– اﺟﺰاﻳﻰ ﮐﻪ در ﻓﺮهﻨﮓ ‪ HSE‬ﻣﻬﻢ هﺴﺘﻨﺪ‬
‫ﺟﺎﻣﻌﻪ ‪/‬ﻣﺤﻴﻂ ﮐﺎرى‬
‫ﺳﻠﺰﻣﺎن‬
‫ﻣﺤﻴﻂ ﮐﺎرى‬
‫ﻓــﺮد‬
‫ﻣــﺪل ﭘﻮﺳــﺖ ﭘﻴــﺎز‬
‫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.
Figure 6.10: Best Practice at the Individual Level
Top performing companies have

individuals with*:
• Awareness of risks and safety critical
tasks
• Willingness to work within rules and
procedures
• Attitude of responsibility for ones own safety
and safety of others
• Pride in ones work
• Low tolerance of risk
• Belief that accidents are preventable
• Low motivation for committing unsafe
acts or ‘violations’
* Research on the safety performance of organisations found the following correlating characteristics
The surrounding workspace, the team environment, direct interactions with

line management, the organisational structure and the external environment
will all influence the individual’s behaviour. Best practice is shown in
Figure 6.11.
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.‬‬
‫ﺷﮑﻞ ‪ :۶-١٠‬ﺑﻬﺘﺮﻳﻦ ﺷﻴﻮه ﻋﻤﻠﻰ در ﺳﻄﺢ ﻓﺮدى‬
‫ﻻﻳﻪ ﻓﺮدى‬
‫اﻓﺮاد در ﺷﺮﮐﺘﻬﺎى داراى ﻋﻤﻠﮑﺮد ﻣﻄﻠﻮب‪ ،‬واﺟﺪ اﻳﻦ ﺷﺮاﻳﻂ هﺴﺘﻨﺪ‪:‬‬
‫آﮔﺎهﻰ ﺑﻪ وﻇﺎﻳﻔﻰ ﮐﻪ ﺑﺎ رﻳﺴﮏ هﻤﺮاه ﺑﻮده و از لﺤﺎظ اﻳﻤﻨﻰ ﺑﺴﻴﺎر‬ ‫•‬

‫ﻣﻬﻢ اﻧﺪ‬
‫ﻋﻼﻗﻤﻨﺪ ﺑﻪ اﺟﺮاى ﻗﻮاﻧﻴﻦ و آﻳﻴﻦ ﻧﺎﻣﻪ هﺎ‬ ‫•‬
‫داراى ﻧﮕﺮش ﻣﺲ ﺋﻮﻻﻧﻪ ﻧﺴﺒﺖ ﺑﻪ رﻋﺎﻳﺖ ﻧﮑﺎت اﻳﻤﻨﻰ خﻮد و‬ ‫•‬
‫دﻳﮕﺮان‬
‫اﻓﺘﺨﺎر ﺑﻪ اﻧﺠﺎم ﮐﺎر‬ ‫•‬
‫اﻧﻌﻄﺎف ﻧﺎﭘﺬﻳﺮ ﺑﻮدن در ﺑﺮاﺑﺮ رﻳﺴﮏ‬ ‫•‬
‫ﻣﻌﺘﻘﺪ ﺑﻪ اﻳﻨﮑﻪ حﻮادث ﻗﺎﺑﻞ ﭘﻴﺸﮕﻴﺮى هﺴﺘﻨﺪ‬ ‫•‬
‫ﮐﻢ اﻧﮕﻴﺰه ﻧﺴﺒﺖ ﺑﻪ اﻧﺠﺎم اﻗﺪاﻣﺎت خﻄﺮآﻓﺮﻳﻦ و ﻳﺎ ﺗﺨﻠﻒ‬ ‫•‬
‫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
Top performing organisations have*:

• The feeling of being part of a team
• Attitude of looking out for one another
• Low tolerance for risk taking/bravery within
social work group
• Good examples set by line management
• Well maintained, safe working environment
(good housekeeping)
• Unhindered access to PPE and safety
equipment
• Safety performance incorporated into team
goals
• Accessible systems in place for reporting
hazards/unsafe conditions
• Practical appropriate rules and procedures
Top performing companies have*:

Clear corporate objectives
• Effective safety management systems
• Pride in organisational membership
• High organisational morale
• Perceived openness of communications
• Trust in management
• Perceived management commitment to safety
• Absence of blame culture
• Supportive organisational structural arrangements
• Perceived absence of safety vs procedures conflict
• Appropriate training
• Effective processes for dealing with safety concerns
• Proactive engagement of external

stakeholders e.g.:
– Media
– Regulator
– Customers
– etc

‫ﺷﮑﻞ ‪ :١١-٦‬ﺑﻬﺘﺮﻳﻦ ﺷﻴﻮه ﻋﻤﻠﻰ در ﺳﻄﻮح ﻣﺤﻞ ﮐﺎر‪ ،‬ﺳﺎزﻣﺎن و خﺎرج از آﻧﭻ‬
‫ﻻﻳﻪ "ﻣﺤﻞ ﮐﺎر "‬

‫ﺷﺮﮐﺘﻬﺎى داراى ﻋﻤﻠﮑﺮد ﻣﻄﻠﻮب‪ ،‬واﺟﺪ وﻳﺰﮔﻰ هﺎى زﻳﺮ هﺴﺘﻨﺪ ‪:‬‬
‫احﺴﺎس اﻳﻨﮑﻪ ﺑﺨﺸﻰ از ﻳﮏ ﮔﺮوه هﺴﺘﻨﺪ‬ ‫•‬
‫روحﻴﻪ ﻣﻮاﻇﺐ ﻳﮑﺪﻳﮕﺮ ﺑﻮدن‬ ‫•‬
‫ﺗﺤﻤﻞ اﻧﺪک رﻳﺴﮏ ﭘﺬﻳﺮى ‪/‬ﺑﻴﺒﺎﮐـﻰ در ﮔﺮوه ﮐﺎرى اﺟﺘﻤﺎﻋﻰ‬ ‫•‬
‫ﻣﺸﺨﺺ ﺑﻮدن اﻟﮕﻮهﺎى ﻣﻄﻠﻮب ﺗﻮﺳﻂ ﻣﺪﻳﺮﻳﺖ اﺟﺮاﻳﻰ‬ ‫•‬
‫ب ﺧﻮﺑﻰ ﻧﮕﻬﺪارى و ﻣﻬﻴﺎ ﺷﺪه‬‫ﻣﺤﻴﻂ ﮐﺎرى اﻳﻤﻦ و ه‬ ‫•‬
‫دﺳﺘﺮﺳﻰ ﺳﺮﻳﻊ و ﺑﺪون ﻣﺎﻧﻊ ﺑﻪ ‪ PPE‬و ﺗﺠﻬﻴﺰات اﻳﻤﻨﻰ‬ ‫•‬
‫آﻣﻴﺨﺘﮕﻰ ﻋﻤﻠﮑﺮد اﻳﻤﻨﻰ ﺑﺎ اهﺪاف ﮔﺮوهﻰ‬ ‫•‬
‫ﺳﻴﺴﺘﻢ هﺎى ﻗﺎﺑﻞ ﻣﻮﺟﻮد و دﺳﺘﺮسى ﺑﻤﻨﻈﻮر اراﺋﻪ ﮔﺰارش از‬ ‫•‬
‫ﺷﺮاﻳﻂ ﺧﻄﺮﻧﺎک ‪/‬ﻧﺎاﻣﻦ‬
‫وﺟﻮد ﻗﻮاﻧﻴﻦ و آﻳﻴﻦ ﻧﺎﻣﻪ هﺎى ﻣﻨﺎﺳﺐ و ﻋﻤﻠﻰ ‪-‬‬ ‫•‬
‫ﻻﻳﻪ "ﺳﺎزﻣـﺎن"‬
‫ﺷﺮﮐﺘﻬﺎى داراى ﻋﻤﻠﮑﺮد ﻣﻄﻠﻮب‪ ،‬واﺟﺪ وﻳﮋﮔﻴﻬﺎى زﻳﺮ هﺴﺘﻨﺪ ‪:‬‬
‫شرﮐﺖى ﺷﻔﺎف‬ ‫اهﺪاف م ا‬ ‫•‬

‫ﺳﻴﺴﺘﻢ هﺎى ﻣﺆﺛﺮ ﻣﺪﻳﺮﻳﺖ اﻳﻤﻨﻰ‬ ‫•‬
‫اﻓﺘﺨﺎر ﺑﻪ ﻋﻀﻮﻳﺖ در ﺳﺎزﻣﺎن‬ ‫•‬
‫روحﻴﻪ ﺧﻮب ﺳﺎزﻣﺎﻧﻰ‬ ‫•‬
‫ارﺗﺒﺎط آزاد ﺑﺎ ﺳﺎﻳﺮﻳﻦ‬ ‫•‬
‫اﻋﺘﻤﺎد ﺑﻪ ﻣﺪﻳﺮﻳﺖ‬ ‫•‬
‫ﺗﻮﺟﻪ و ﺗﻌﻬﺪ ﻣﺪﻳﺮﻳﺖ ﺑﻪ اﻳﻤﻨﻰ‬ ‫•‬
‫ﻓﻘﺪان ﻓﺮهﻨﮓ ﺳﺮزﻧﺶ‬ ‫•‬
‫ﭼﻴﺪﻣﺎن حﻤﺎﻳﺘﻰ در ﺳﺎﺧﺘﺎر ﺳﺎزﻣﺎﻧﻰ‬ ‫•‬
‫ﻣﻼحﻈﻪ ﻓﻘﺪان اﻳﻤﻨﻰ در ﻣﻘﺎﺑﻞ ﺗﻀﺎد آﻳﻴﻦ ﻧﺎﻣﻪ هﺎ‬ ‫•‬
‫آﻣﻮزش ﻣﻨﺎﺳﺐ‬ ‫•‬
‫دﺳﺘﻮراﻟﻌﻤﻞ هﺎى ﻣﺆﺛﺮ در ﺑﺮﺧﻮرد ﺑﺎ ﻣﻮارد اﻳﻤﻨﻰ‬ ‫•‬
‫ﻻﻳﻪ "خﺎرﺟﻰ‪/‬ﺟﺎﻣﻌــﻪ "‬

‫دﺧﺎﻟﺖ از ﭘﻴﺶ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺷﺪه ﻋﻮاﻣﻞ ﺗﺄﺛﻴﺮﮔﺬار ﺧﺎرﺟﻰ‬
‫ﻣﺎﻧﻨﺪ ‪:‬‬
‫رﺳﺎﻧﻪ هﺎ‬ ‫•‬
‫ﻧﻬﺎد ﻧﻈـــﺎرﺗﻰ‬ ‫•‬
‫ارﺑﺎب رﺟـــﻮع‬ ‫•‬
‫ﻏﻴـــــﺮه‬ ‫•‬

How can I assess the HSE Culture in my organisation?

This section describes a combination of approaches that can be used to
understand HSE Culture in an organisation by examining the cultural
system and uncovering the underlying drives for behaviour.
It is necessary to first diagnoses problems with the cultural system by

observing behaviours and artefacts (e.g. accident logs etc), then to reveal the
values, attitudes and perceptions, which perpetuate that system.
The methods used may include questionnaires or audit against a best

practice system model followed by focus groups and interviews (Figure
6.12). An example of an assessment questionnaire based on the Onion Skin
Model is included in Appendix 6.
Figure 6.12: Key steps in the process of assessing HSE Culture
Interviews Analysis
Management What?
Survey Focus Group

Unwritten
Rules
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.

‫ﭼﻄﻮر ﻣﻰ ﺗﻮان ﻓﺮهﻨﮓ ‪ HSE‬ﺳﺎزﻣﺎن را ارزﻳﺎﺑﻰ ﮐﺮد؟‬

‫در اﻳﻦ ﺑﺨﺶ‪ ،‬ﺗﺮﮐﻴﺒﻰ از روﻳﮑﺮدهﺎﻳﻰ را ﮐﻪ ﺑﺮاى درک ﻓﺮهﻨﮓ ‪ HSE‬در ﻳﮏ ﺳﺎزﻣﺎﻧﺸﺮﮐﺖ ﻣﻮرد اﺳﺘﻔﺎده ﻗﺮار‬
‫ﻣﻰ ﮔﻴﺮد‪ ،‬از ﻃﺮﻳﻖ ﺑﺮرﺳﻰ ﺳﻴﺴﺘﻢ ﻓﺮهﻨﮕﻰ و ﻣﻌﺮﻓﻰ ﻣﺤﺮک هﺎى رﻓﺘﺎرى‪ ،‬ﺗﺸﺮﻳﺢ ﺷﺪه اﻧﺪ‪.‬‬
‫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.‬‬
‫ﺷﮑﻞ ‪ : ۶-١٢‬ﮔﺎﻣﻬﺎى اصﻠﻰ در ﻓﺮآﻳﻨﺪ ارزﻳﺎﺑﻰ ﻓﺮهﻨﮓ ‪HSE‬‬
‫ﻣﺼﺎحﺒﻪ‬ ‫ﺗﺤﻠﻴﻞ‬
‫زﻣﻴﻨﻪ ﻳﺎﺑﻰ و‬ ‫ﮔﺮوه ﺑﺮﮔﺰﻳﺪه و‬ ‫ﭼﻪ؟‬

‫ﺑﺎزدﻳﺪ‬ ‫ﻧﻤﻮﻧﻪ‬ ‫ﻣﺪﻳﺮﻳﺖ‬
‫ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ‬
‫ﭘﺮﺳﺸﻨﺎﻣﻪ‬ ‫ﭼﻪ ﮐﺴﻰ؟‬ ‫ﭼﮕﻮﻧﻪ؟‬ ‫ﻣﺪﻳﺮﻳﺖ‬

‫‪Management‬‬
‫ﺷﻨﺎﺳﺎﻳﻰ‬
‫‪Identify‬‬
‫راهﮑﺎر‬
‫‪Solutions‬‬
‫ﮐﺎر‬ ‫ﻣﺤﻞ‬
‫‪Workplace‬‬
‫ﻣﺸﻮق هﺎ‬
‫ﻣﺤﻞ ﮐﺎر‬ ‫ﻣﻌﺮف 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.‬‬

Figure 6.13: Examples of Unwritten Rules
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”
“Safe behaviour will be rewarded” “Unsafe behaviour will be punished”
“Suggestions for safety improvement are “Don’t stick your neck out or else you will attract
encouraged” attention”
“We value teamwork” “Don’t grass up your mates”
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.
Understanding Unwritten Rules at Management Levels

It is important to realise that different approaches are needed at management
and workplace levels. Figure 6.14 demonstrates some of the question that
could be used to reveal unwritten rules at management level.
Figure 6.14: Questioning approach to reveal unwritten rules at management level
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?”

‫ﺷﮑﻞ ‪ :۶-١٣‬ﻧﻤﻮﻧﻪ هﺎﻳﻰ از ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ‬
‫ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ‬ ‫ﻗﻮاﻧﻴﻦ ﻣﮑﺘﻮب‬
‫"اﻋﺘﺒﺎر ﺧﻮد را ﺑﺎ ﮔﺰارش حﻮادث و ﺳﻮاﻧﺢ ﺟﺰﺋﻰ و‬

‫"ﺗﻤﺎم روﻳﺪادهﺎ و حﻮادث ﺟﺰﺋﻰ ﮔﺰارش ﺷﻮﻧﺪ‪".‬‬
‫ﮐﻢ اهﻤﻴﺘﻰ ﮐﻪ ﺷﻤﺎ در آن دﺧﻴﻞ ﻧﻴﺴﺘﻴﺪ ﺑﺎﻻ ﺑﺒﺮﻳﺪ‪".‬‬
‫"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".‬‬
‫"زﻳﺮآب هﻤﮑﺎراﻧﺖ را ﻧﺰن‪".‬‬ ‫"ﻣﺎ ﺑﺮاى ﮐﺎر ﮔﺮوهﻰ ارزش ﻗﺎﺋﻠﻴﻢ‪".‬‬
‫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.‬‬
‫ﺷﻨﺎخﺖ ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ در ﺳﻄﻮح ﻣﺪﻳﺮﻳﺖ‬

‫ﺗﺸﺨﻴﺺ و ﺷﻨﺎﺧﺖ روﻳﮑﺮدهﺎى ﻣﺨﺘﻠﻔﻰ ﮐﻪ در ﺳﻄﻮح ﻣﺪﻳﺮﻳﺖ و ﻣﺤﻞ ﮐﺎر ﻣﻮرد ﻧﻴﺎز هﺴﺘﻨﺪ ﺑﺴﻴﺎر ﻣﻬﻢ اﺳﺖ‪.‬‬
‫ﺷﮑﻞ ‪ ۶-١۴‬ﺑﺮﺧﻰ از ﺳﺆاﻻﺗﻰ را ﮐﻪ ﻣﻰ ﺗﻮان ﺑﺮاى ﺷﻨﺎﺧﺖ ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ در ﺳﻄﺢ ﻣﺪﻳﺮﻳﺖ ﻣﻮرد اﺳﺘﻔﺎده ﻗﺮار‬
‫ﮔﻴﺮد‪ ،‬ﻧﺸﺎن ﻣﻰ دهﺪ‪.‬‬
‫ﺷﮑﻞ ‪ :۶-١۴‬روﻳﮑﺮد ﭘﺮﺳﺸﻰ ﺟﻬﺖ ﺷﻨﺎخﺖ ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ در ﺳﻄﺢ ﻣﺪﻳﺮﻳﺖ‬
‫اﻧﻮاع ﻣﺨﺘﻠﻒ سؤ اﻻت‬
‫"ﭼﻪ ﭼﻴﺰ ﺑﺮاى ﺷﻤﺎ اهﻤﻴﺖ دارد؟ "‬

‫" ﭼﺮا در ﻣﻮرد ‪ X‬اﻳﻨﻄﻮر ﻓﮑﺮ ﻣﻴﮑﻨﻴﺪ؟ "‬
‫"ﭼﺮا اﻳﻤﻨﻰ ﺑﺮاى ﺷﻤﺎ ﻣﻬﻢ اﺳﺖ ؟‬ ‫"ﺑﺮداﺷﺖ هﺎى ﻣﻮﺟﻮد‬ ‫"اﻳﻦ اﻣﺮ ﭼﻪ اﺛﺮى ﺑﺮ‬
‫ااز ‪ X‬را ﭼﮕﻮﻧــــﻪ‬ ‫ااﻳﻤﻨﻰ ﺧﻮاهﺪ داﺷﺖ؟ "‬
‫ﺟﻤﻊ ﺑﻨﺪى ﻣﻴﮑﻨﻴﺪ؟ "‬
‫ﭼﻪ ﭼﻴﺰ؟‬
‫ﻗﻮاﻧﻴﻦ ﻧﺎﻧﻮﺷﺘﻪ‬ ‫اثﺮات ﺟﺎﻧﺒﻰ‬
‫ﭼﻪ ﮐﺴﻰ؟‬ ‫ﭼﮕﻮﻧﻪ؟‬
‫" 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؟"‬

In unwritten rules interviewing, the interviewer is supposed to listen for

90% of the time. However it is important to ‘zero in’ on an unwritten rule
once you think you have uncovered it.
Unintentional Actions - Human Errors

There are three commonly accepted human error types; slips, lapses and
mistakes.
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 ﻏﻴﺮ ﻋﻤﺪ‪ -‬اﺷﺘﺒﺎهﺎت اﻧﺴﺎﻧﻰ‬

‫ﺳﻪ ﻧﻮع ﺧﻄﺎى اﻧﺴﺎﻧﻰ راﻳﺞ و ﭘﺬﻳﺮﻓﺘﻪ ﺷﺪه وﺟﻮد دارد ﮐﻪ ﻋﺒﺎرﺗﻨﺪ از ﻟﻐﺰش‪ ،‬ﺳﻬﻞ اﻧﮕﺎرى و اﺷﺘﺒﺎه‪.‬‬
‫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:‬‬
‫ﺷﮑﻞ ‪ :۶-١٨‬اﻧﻮاع ﻣﺤﺮک هﺎ‬
‫ﻣﺤﺮک هـــﺎ‬
‫روال ﻋﺮﻓﻰ‬ ‫اﻧﺪ ‪Rule considered‬‬

‫‪unnecessary/violation‬‬ ‫‪has‬‬
‫روش ﻋﺎدى ﮐﺎر ﺗﺒﺪﻳﻞ ﺷﺪه‬ ‫‪become‬ﺑﻪ‬
‫‪normal‬ﺗﺨﻠﻔﺎﺗﻰ ﮐﻪ‬
‫‪working‬ﻏ ﻴﺮﻻزم و‬
‫ﻗﻮاﻧﻴﻦ‬
‫‪Routine‬‬
‫ﻣﻮﻗﻌﻴﺘﻰ‬ ‫ﻣﻴﺮﺳﺪ‬ ‫ﻣﺸﮑﻞ و ﻳﺎ ﻏﻴﺮ ﻣﻤﮑﻦ ﺑﻨﻈﺮ‬ ‫‪ in‬ﻗﻮاﻧﻴﻦ‬

‫ﺗﺒﻌﻴﺖ‪ a‬از‬
‫‪Situational‬‬ ‫‪Rules‬‬ ‫‪are difficult/impossible‬‬ ‫‪to follow‬‬ ‫‪situation‬ﮐﻪ‪work‬‬
‫درﻣﻮﻗﻌﻴﺖ ﮐﺎرى خﺎصﻰ‬
‫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.
These violations are likely to be as frequent as the inducing conditions, and

may even become routine. Although often punished if a near miss or
accident occurs, they may be positively encouraged in other situations as a
form of creative improvisation to get the job done. Punishment is unlikely
to have any effect on these violations in any case because the violation was
considered unavoidable in the first place.
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.
In some emergency situations violations occur because they are considered

inescapable, even though the consequences and the system state are well
understood. Jumping into a vessel containing flammable gas to save a
work-mate may be considered extremely dangerous, but inescapable in the
exceptional circumstances.

‫روال ﻋﺮﻓﻰ ) روﺗﻴﻦ(‬

‫ﻻ ﺑﻪ صﻮرت ﻋﺎدت در آﻣﺪه اﺳﺖ‪ .‬اﻳﻦ ﮐﺎر ﺑﻪ ﻋﻨﻮان ﺑﺨﺸﻰ از روش ﻋﺎدى اﻧﺠﺎم ﮐﺎر در ﻳﮏ‬ ‫اﻳﻦ ﻧﻮع ﺗﺨﻠﻒ ﻣﻌﻤﻮ ً‬
‫ﮔﺮوه ﮐﺎرى صﻮرت ﻣﻰ ﮔﻴﺮد‪ .‬دﻟﻴﻞ اﻳﻦ اﻣﺮ ﺷﺎﻳﺪ اﻳﻦ ﺗﺼﻮر ﺑﺎﺷﺪ ﮐﻪ ﺗﺎرﻳﺦ ﻣﺼﺮف ﻗﺎﻧﻮن ﮔﺬﺷﺘﻪ ﻳﺎ ﺑﺮاى ﺷﺮاﻳﻂ‬
‫ﺧﺎصﻰ ﻧﺎﻣﻨﺎﺳﺐ اﺳﺖ‪ .‬هﺮﮔﺎه اﻧﺠﺎم ﮐﺎر ﻣﻮرد ﻧﻈﺮ صﻮرت ﭘﺬﻳﺮد اﻳﻦ ﺗﺨﻠﻔﺎت هﻢ ﻣﻰ ﺗﻮاﻧﻨﺪ صﻮرت ﭘﺬﻳﺮﻧﺪ و‬
‫اﻏﻠﺐ ﭘﻴﺎﻣﺪهﺎى ﺑﻰ ﺧﻄﺮى هﻢ دارﻧﺪ‪ .‬ﺑﺎ اﻳﻨﺤﺎل‪ ،‬اﻳﻦ ﻧﻮع ﺗﺨﻠﻒ در صﻮرت وﺟﻮد ﺷﺮاﻳﻂ ﻏﻴﺮ اﻳﻤﻦ ﻣﻰ ﺗﻮاﻧﺪ‬
‫ﺧﻄﺮﻧﺎک ﺑﺎﺷﺪ‪ .‬از آﻧﺠﺎﻳﻴﮑﻪ اﻳﻦ ﺗﺨﻠﻔﺎت ﻣﮑﺮرًا و ﺗﻮﺳﻂ اﻓﺮاد زﻳﺎدى صﻮرت ﻣﻴﮕﻴﺮﻧﺪ ﻣﻰ ﺗﻮاﻧﻨﺪ ﺳﻄﺢ ﻋﻴﻨﻰ‬
‫رﻳﺴﮏ را اﻓﺰاﻳﺶ داده و ﺑﺎﻻ ﺑﺮد‪.‬‬
‫ﻏﺮﻳﺰه اﻧﺴﺎن اﻳﺠﺎب ﻣﻰ ﮐﻨﺪ ﮐﻪ زﻣﺎن و ﺗﻼش را ﺑﺎ اﺳﺘﻔﺎده از ﮐﻮﺗﺎه ﺗﺮﻳﻦ راه ﻣﻤﮑﻦ‪ ،‬ﺑﻪ حﺪاﻗﻞ ﺑﺮﺳﺎﻧﺪ‪ .‬ﻣﺮدم‬
‫ﻣﻌﻨﻰ ﻋﻼﻣﺖ "روى ﭼﻤﻦ راه ﻧﺮوﻳﺪ" را ﻣﻰ داﻧﻨﺪ اﻣﺎ ﺑﻬﺎ اﻳﻦ حﺎل از روى ﭼﻤﻦ رد ﻣﻰ ﺷﻮﻧﺪ ﭼﺮا ﮐﻪ اﻳﻦ ﮐﺎر را‬
‫ﺧﻄﺮﻧﺎک و ﻣﻀﺮ ﺗﺸﺨﻴﺺ ﻧﻤﻰ دهﻨﺪ‪ .‬در ﺑﺮﺧﻰ ﻣﻮارد‪ ،‬ﺷﺨﺺ ﻣﻤﮑﻦ اﺳﺖ آﻧﻘﺪر ﺑﻪ اﻧﺠﺎم ﺗﺨﻠﻒ ﻋﺎدت ﮐﺮده ﺑﺎﺷﺪ‬
‫ﮐﻪ اﻳﻦ ﮐﺎر ﺑﺮاﻳﺶ ﺑﺼﻮرت ﺧﻮد ﮐﺎر درآﻣﺪه و ﺑﺪون ﻗﺼﺪ و ﻣﻨﻈﻮر آن را اﻧﺠﺎم دهﺪ‪.‬‬
‫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.‬‬

The underlying motive for exceptional violations may be avoidance of loss

or harm, coupled with the belief that the ends justify the means. Such
violations occur very infrequently but when they do they may have very
serious consequences. For example, at Three Mile Island, the operators’
knowledge of the system was incomplete and the violation (closing a valve)
was considered justified to prevent what was already a dangerous situation
from worsening. Unfortunately, because the system’s state was
misdiagnosed, the action had the opposite effect.
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).
Sabotage violations will usually occur as a consequence of conflict (real or

perceived) between the individual or group and an organisation. The motive
is to prevent the organisation from achieving an objective which conflicts
with that of the saboteurs. The severity can vary between low risk
vandalism to high risk acts of terrorism. Fortunately, acts of terrorism by
third parties are extremely rare. More frequently, acts of sabotage involve
petty obstructions such as damaging PPE so that it does not have to be worn,
or flooding a Potential Hazard Reporting System with petty reports so that

‫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
By considering these Motivators and Modifiers, it is possible to gain a much

deeper understanding of the root causes (the unwritten rules) which are
causing a particular violation to occur. Generally, this is accomplished by a
series of one-to-one interviews with the members of the workforce
concerned. The interview approaches highlighted above are equally
applicable to workforce interviews, but special care has to be taken to
establish trust and ensure confidentiality.
How can I Plan and Implement improvements in HSE

Culture?
As well as understanding the current culture it is important to have a vision
for an ideal culture. Business leaders need to develop a strategic vision for
safety culture:
• Focus on what the vision means in everyday terms
• Ensure the right level of people are involved
• Recognise that multiple visions exist - work towards a shared vision
• Become a visionary leader - design an ideal culture which will support
the strategic vision
• Lead by example - solve day to day problems with the vision in mind

‫‪ .‬در ﺑﺮﺧﻰ ﻣﻮارد‪ ،‬رﻓﺘﺎرهﺎى ﻧﺎﻋﺎدﻻﻧﻪ ﻣﻤﮑﻦ اﺳﺖ ﺑﺎﻋﺚ اﻳﺠﺎد ﺧﺮاﺑﮑﺎرى ﺑﻪ ﻋﻨﻮان اﺑﺰارى ﺟﻬﺖ ﺗﻼﻓﻰ ﮔﺮدد‪.‬‬
‫ﻣﻌﺮف هﺎ ) ﺗﻐﻴﻴﺮ دهﻨﺪه هﺎ(‬

‫وﻗﺘﻰ ارﺗﺒﺎط ﺗﺨﻠﻒ ﺑﺎ ﻣﺤﺮک هﺎى احﺘﻤﺎﻟﻰ ﻣﺸﺨﺺ ﺷﺪ‪ ،‬ﻣﺼﺎحﺒﻪ ﮐﻨﻨﺪه ﻣﻰ ﺗﻮاﻧﺪ ﺑﺮرﺳﻰ ﮐﻨﺪ ﮐﻪ ﭼﻪ ﻋﻮاﻣﻠﻰ‬
‫ﺑﺎﻋﺚ ﺗﺸﻮﻳﻖ ﺑﻪ صﺮف ﻧﻈﺮ ﮐﺮدن ﺗﺼﻤﻴﻢ ﺑﻪ ﺗﺨﻠﻒ ﻣﻰ ﺷﻮد‪ .‬ﺗﺤﻘﻴﻘﺎت ﻧﺸﺎن ﻣﻰ دهﺪ ﮐﻪ هﺸﺖ ﻧﻮع ﻣﺮﺳﻮم از‬
‫ﻣﻌﺮف هﺎ وﺟﻮد دارد )ﺷﮑﻞ ‪.(۶-١٩‬‬
‫ﺷﮑﻞ ‪ :۶-١٩‬اﻧﻮاع ﻣﻌﺮف هﺎﻳﻰ ﮐﻪ احﺘﻤﺎل ﺗﺨﻠﻒ را ﺗﻌﻴﻴﻦ ﻣﻰ ﮐﻨﻨﺪ‬
‫ﻣﻌﺮف هﺎ‬
‫‪1.‬‬ ‫‪ -1‬ﺗﺼﻮر ﻏﻠﻂ از رﻳﺴﮏ‬
‫‪2.‬‬ ‫‪ -2‬احﺘﻤﺎل اﻧﺪک ردﻳﺎﺑﻰ و ﮐﺸﻒ‬
‫‪3.‬‬ ‫‪ - 3‬دﺳﺘﻮرالﻌﻤﻞ هﺎى اﻧﻀﺒﺎﻃﻰ ﺑﻰ اثﺮ‬
‫‪4.‬‬ ‫‪ - 4‬ﻓﻘﺪان ﺗﺸﻮﻳﻖ ﺑﺮاى ﻋﻤﻠﮑﺮد اﻳﻤﻦ‬
‫‪5.‬‬ ‫‪ - 5‬ﭘﺎﺳﺨﮕﻮﻳﻰ ﺿﻌﻴﻒ‬
‫‪6.‬‬ ‫‪ - 6‬روش ﻧﻈﺎرت ﺿﻌﻴﻒ‬
‫‪7.‬‬ ‫‪ - 7‬حﺲ ﻏﺮور ﺑﺨﺎﻃﺮ اﻳﺠﺎد ﻣﺤﻴﻂ خﺎلﻰ از حﺎدثﻪ‬
‫‪8.‬‬ ‫‪ - 8‬ﻧﮕﺮش ﻣﺪﻳﺮﻳﺘﻰ ناﮐﺎﻓــﻰ‬
‫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.‬‬
‫ﭼﮕﻮﻧﻪ ﻣﻰ ﺗﻮان ارﺗﻘﺎى ﻓﺮهﻨﮓ ‪ HSE‬را ﺑﺮﻧﺎﻣﻪ رﻳﺰى و اﺟﺮا ﻧﻤﻮد؟‬

‫ﻋﻼوه ﺑﺮ درک و ﺷﻨﺎﺧﺖ ﻓﺮهﻨﮓ ﺟﺎرى‪ ،‬ﻻزم اﺳﺖ ﺗﺼﻮرى ﻧﻴﺰ از ﻓﺮهﻨﮓ اﻳﺪه آل داﺷﺘﻪ ﺑﺎﺷﻴﻢ‪ .‬ﭘﻴﺸﮕﺎﻣﺎن‬
‫حﺮَف رؤﺳﺎى ﺷﺮﮐﺖ ﺑﺎﻳﺪ روﻳﮑﺮدى راهﻨﻤﺎﻳﻰ ﮐﻨﻨﺪه در ﻣﻮرد ﻓﺮهﻨﮓ اﻳﻤﻨﻰ اﻳﺠﺎد ﮐﻨﻨﺪ‪:‬‬‫ِ‬
‫• ﺑﻪ ﻣﻌﻨﺎى "دﻳﮕﺎهﺪ" در اصﻄﻼح ﻣﺘﺪاول ﺗﻮﺟﻪ ﮐﻨﻴﺪ‬
‫• اﻃﻤﻴﻨﺎن حﺎصﻞ ﮐﻨﻴﺪ اﻓﺮاد ﻣﻨﺎﺳﺐ در ﮐﺎرهﺎ ﻣﺸﺎرﮐﺖ دارﻧﺪﮐﻪ ﺳﻄﺢ درک اﻓﺮاد درﮔﻴﺮ‪ ،‬ﻣﻨﺎﺳﺐ اﺳﺖ‬
‫• ﺗﻮﺟﻪ داﺷﺘﻪ ﺑﺎﺷﻴﺪ ﮐﻪ دﻳﺪﮔﺎهﻬﺎى ﻣﺨﺘﻠﻔﻰ وﺟﻮد دارد – در ﺟﻬﺖ دﻳﺪﮔﺎه ﻣﺸﺘﺮک ﻓﻌﺎﻟﻴﺖ ﮐﻨﻴﺪ‬
‫• ﻳﮏ رﺋﻴﺲ ﺑﺎﺑﺼﻴﺮت ﺑﺎﺷﻴﺪ – ﻓﺮهﻨﮓ اﻳﺪه آﻟﻰ ﮐﻪ دﻳﺪﮔﺎهﻰ راهﺒﺮدى را حﻤﺎﻳﺖ ﻣﻰ ﮐﻨﺪ ﻃﺮاحﻰ ﮐﻨﻴﺪ‬
‫• ﮐﺎرهﺎ را ﺑﮑﻤﮏ ﻣﺼﺎدﻳﻖ آﻧﻬﺎ هﺪاﻳﺖ ﮐﻨﻴﺪ – ﺑﺎ ﺑﺼﻴﺮت ﺧﻮد ﻣﺸﮑﻼت روزﻣﺮه را حﻞ ﮐﻨﻴﺪ‬

It may help to determine those unwritten rules that should be present in an

“ideal” culture, and characterise these in terms of desirable and undesirable
behaviours. By establishing how people would behave in the new
organisation in terms of actual examples – as well as examples of current
behaviours that would have to change – it is possible to give your vision
much more meaning to people in the organisation.
We know that behaviours are driven by values, attitudes and perceptions

therefore it is important to define what values, attitudes and perceptions you
are looking for in your ideal culture.
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.

‫ﺷﮑﻞ ‪ :۶-٢٠‬ﺳﻄﻮح ﻣﺪﻳﺮﻳﺘﻰ ﺑﻤﻨﻈﻮر ﺗﻐﻴﻴﺮ ﻓﺮهﻨﮓ ‪) HSE‬روﻳﮑﺮد ﭼﻬﺎر ‪(P‬‬
‫ﻣﺤﻴﻂ خﺎرﺟﻰ ‪/‬اﺟﺘﻤﺎع‬

‫ﺑﺎور‬ ‫•‬
‫ارزش هﺎ‬ ‫•‬
‫دﻳﺪﮔﺎه هﺎ‬ ‫•‬
‫ﺳﺎزﻣﺎن‬ ‫اهﺪاف‬ ‫•‬
‫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
‫ﻓـﺮد‬ ‫وﻇﺎﻳﻒ‬ ‫•‬

‫روش هﺎى ﮐﺎرﺑﺮدى‬ ‫اﻗﺪاﻣﺎت‬ ‫•‬
‫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.
What can I do to plan for overcoming resistance to change?

Tips for managing resistance to change:
• Build awareness of where power and status may be affected.
• Engage all stakeholders in dialogue about the changes.
• Pay particular attention to the middle management as they are at the
interface between strategy and implementation. Their enrolment is
crucial to the process of change. Their status and influence cannot be
underestimated.
• Place higher value on people’s ability to co-ordinate work groups, effect
successful recruitment programmes, manage personal development of
themselves and others and to develop good communications rather than
their ability to manage a crisis.
• Ensure those responsible for safety have and are seen to have direct
access to the top management team and that their influence counts.
• Be prepared to confront and discuss issues as they arise.
In considering these areas, it is vital to start from a clear realisation that

‘pull’ is likely to be much more effective than ‘push’ (Figure 6.21). What
this is really saying is that effective change programmes are those that
create the conditions under which individuals and groups change their own
behaviour, rather than programmes which simply declare that attitudes will
change.
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.‬‬
‫ﺑﺮاى ﻏﻠﺒﻪ ﺑﺮ ﻣﻘﺎوﻣﺖ در ﻣﻘﺎﺑﻞ ﺗﻐﻴﻴﺮات ﭼﻪ ﺑﺮﻧﺎﻣﻪ اى ﺑﺎﻳﺪ اﺟﺮا ﮐﺮد؟‬

‫ﻣﻮارد زﻳﺮ ﺑﺮاى اداره و ﮐﻨﺘﺮل ﻣﻘﺎوﻣﺖ در ﻣﻘﺎﺑﻞ ﺗﻐﻴﻴﺮ ﭘﻴﺸﻨﻬﺎد ﻣﻰ ﺷﻮد‪:‬‬
‫ﺑﺪاﻧﻴﺪ در ﮐﺠﺎ ﻗﺪرت و ﻣﻮﻗﻌﻴﺖ ﺗﺤﺖ ﺗﺄﺛﻴﺮ ﻗﺮار ﻣﻰ ﮔﻴﺮﻧﺪ‪.‬‬ ‫•‬

‫ﺗﻤﺎم اﻓﺮاد ذى ﻧﻔﻊ را در ﺑﺤﺚ ﻣﺮﺑﻮط ﺑﻪ ﺗﻐﻴﻴﺮات ﺷﺮﮐﺖ دهﻴﺪ‪.‬‬ ‫•‬
‫ﺗﻮﺟﻪ وﻳﮋه اى ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﻣﻴﺎﻧﻰ داﺷﺘﻪ ﺑﺎﺷﻴﺪ ﭼﺮا ﮐﻪ آﻧﻬﺎ ﺑﻪ ﻋﻨﻮان واﺳﻂ ﺑﻴﻦ ﺳﻴﺎﺳﺖ راهﺒﺮدى و ﻧﺤﻮه‬ ‫•‬
‫اﺟﺮا ﻋﻤﻞ ﻣﻰ ﮐﻨﻨﺪ‪ .‬ﻧﻘﺶ آﻧﻬﺎ در ﻓﺮآﻳﻨﺪ ﺗﻐﻴﻴﺮ ﺑﺴﻴﺎر حﻴﺎﺗﻰ اﺳﺖ‪ .‬ﻣﻮﻗﻌﻴﺖ و ﺗﺄﺛﻴﺮ آﻧﻬﺎ را ﻧﻤﻰ ﺗﻮان دﺳﺖ‬
‫ﮐﻢ ﮔﺮﻓﺖ‪.‬‬
‫ﺑﻪ ﺟﺎى ﻗﺎﺑﻠﻴﺖ اﻓﺮاد در ﻣﺪﻳﺮﻳﺖ ﺑﺤﺮان ﺑﺮ ﻗﺎﺑﻠﻴﺖ آﻧﺎن در اداره ﮔﺮوه هﺎى ﮐﺎرى‪ ،‬ﺗﺄﺛﻴﺮﺷﺎن ﺑﺮ ﺑﺮﻧﺎﻣﻪ‬ ‫•‬
‫هﺎى ﻣﻮﻓﻖ اﺳﺘﺨﺪاﻣﻰ‪ ،‬ﺳﺮ و ﺳﺎﻣﺎن دادن ﺑﻪ ﭘﻴﺸﺮﻓﺖ هﺎى ﺷﺨﺼﻰ ﺧﻮد و دﻳﮕﺮان و اﻓﺰاﻳﺶ ارﺗﺒﺎﻃﺎت‬
‫ﻣﻄﻠﻮب ﺑﺎ دﻳﮕﺮان ارزش ﺑﻴﺸﺘﺮى ﻗﺎﺋﻞ ﺷﻮﻳﺪ‪.‬‬
‫از دﺳﺘﺮﺳﻰ ﻣﺴﺘﻘﻴﻢ اﻓﺮادى ﮐﻪ ﻣﺴﺌﻮل اﻳﻤﻨﻰ هﺴﺘﻨﺪ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ارﺷﺪ اﻃﻤﻴﻨﺎن حﺎصﻞ ﮐﺮده و ﻣﻄﻤﺌﻦ‬ ‫•‬
‫ﺷﻮﻳﺪ ﺑﺮاى ﻧﻔﻮذ آﻧﻬﺎ ارزش ﻗﺎﺋﻞ ﺷﺪه اﻳﺪ‪.‬‬
‫آﻣﺎده ﺑﺎﺷﻴﺪ ﺗﺎ ﺑﻪ ﻣﺤﺾ اﻳﺠﺎد ﻣﺴﺎﺋﻞ ﺑﺎ آﻧﻬﺎ ﻣﻮاﺟﻪ ﺷﺪه‪ ،‬اﻧﻬﺎ را ﻣﻄﺮح ﻧﻤﻮده و ﺑﻪ ﺑﺤﺚ و ﮔﻔﺘﮕﻮ‬ ‫•‬
‫ﺑﭙﺮدازﻳﺪ‪.‬‬
‫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
‫ﺑﺮﻧﺎﻣﻪ هﺎی دﻓﻊ ﮐﻨﻨﺪه‬
‫ﻧﮕﺮش هﺎ و‬ ‫رﻓﺘــﺎر‬
‫ﺑﺎورهﺎی ﺟﺪیﺪ‬ ‫ﺟﺪیــــﺪ‬
‫ﺑﺮﻧﺎﻣﻪ هﺎی ﺟﺬب ﮐﻨﻨﺪه‬

‫اﻗﺪاﻣــــــــﺎت‬ ‫ﻧﺘــﺎیـــــﺞ‬
‫ﻻزم‬ ‫ﻻزم‬

Some estimates suggest that to achieve a sustaining cultural change takes

between 5 and 7 years. Others suggest that there is nothing mystical about
it, and that it can be acquired throughout the day-to-day application of
practical, down to earth measures. At Arthur D. Little, we normally
consider that any substantive safety culture change would typically need at
least 1-2 years to show lasting effects.
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.
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.
HSE culture is something an organisation is (the beliefs, attitudes and values

of its members regarding the pursuit of safety) and something that an
organisation has (the structures, practices, controls and policies designed to
enhance safety). The latter is easier to manipulate than the former. It is
hard to change the attitudes and beliefs of adults by direct methods of
persuasion, but acting and doing, shaped by organisation controls, can lead
to thinking and believing.

‫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.‬‬
‫خﻼصﻪ ﻓﺼﻞ ‪٦‬‬

‫در ﻋﻤﻠﮑﺮد ﺷﺮﮐﺘﻬﺎى اﻣﺮوزى‪ ،‬ﺑﻪ ﺳﺨﺘﻰ ﻣﻰ ﺗﻮان وﺿﻌﻴﺘﻰ را ﻳﺎﻓﺖ ﮐﻪ در آن ﺳﻴﺴﺘﻢ هﺎ و دﺳﺘﻮراﻟﻌﻤﻞ هﺎى‬
‫ﮐﺎﻓﻰ ﺑﺮاى ﻣﺪﻳﺮﻳﺖ صﺤﻴﺢ ‪ HSE‬وﺟﻮد ﻧﺪاﺷﺘﻪ ﺑﺎﺷﺪ در صﻮرﺗﻴﮑﻪ ﺑﺴﻴﺎرى ﺷﺮﮐﺖ هﺎ ادﻋﺎ ﻣﻰ ﮐﻨﻨﺪ ﮐﻪ ﺗﻌﺪاد اﻳﻦ‬
‫وﺿﻌﻴﺖ هﺎ ﮐﻢ هﻢ ﻧﻴﺴﺘﻨﺪ‪ .‬ﻣﺸﮑﻞ ﭘﻴﺶ روى ﺷﺮﮐﺘﻬﺎ ﭼﮕﻮﻧﮕﻰ دﺳﺘﺮﺳﻰ ﺑﻪ ﮐﺎرﮐﻨﺎن اﻧﺘﻬﺎﻳﻰ ﺷﺮﮐﺖ اﺳﺖ و ﺗﻐﻴﻴﺮ‬
‫رﻓﺘﺎر ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ اﻳﻨﮑﻪ ﻳﮏ ﺑﻮروﮐﺮاﺳﻰ ﭘﻴﭽﻴﺪه ﻧﺎﺷﻰ از ﻧﻴﺎز ﺑﻪ "ﺗﺄﻣﻴﻦ ﻧﻈﺮ" اﻓﺮاد ذﻳﻨﻔﻊ در ﻣﻮرد رﻋﺎﻳﺖ ‪HSE‬‬
‫وﺟﻮد دارد‪ .‬ﺑﻨﺎﺑﺮاﻳﻦ‪ ،‬ارﺗﻘﺎى ﻓﺮهﻨﮓ ﻣﻄﻠﻮب ‪ HSE‬در صﺪر دﺳﺘﻮر ﮐﺎر ﺑﻴﺸﺘﺮ صﻨﺎﻳﻊ ﻣﺨﺎﻃﺮه آﻣﻴﺰ ﻗﺮار دارد‪.‬‬
‫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.‬‬

Appendix 1: Useful References and
Documents
Iranian Environmental Regulations and Legislations
Year Regulation Description

1967 Game and Fish Law According to this act, the Department of Environment (DOE) is
responsible for protecting and preserving the wildlife. The
purchase, sale, breeding, raising the non-native wild animals
requires the licensing and approval. However, in some
circumstances department issue a free approval for fish hunting.
1974 Environmental In accordance to the above Act, the Department of Environment
Protection and shall be responsible for the protection and enhancement of the
Enhancement Act environment, the prevention and control of any form of pollution,
degradation and the conducting matters related to wildlife.
1976 The Law of Sea and According to the Article 2 of this Law, polluting the rivers or seas in
Border Rivers the Iranian territory with oil by vessels, drilling platforms pipelines
Protection against the offshore and onshore is prohibited. The law will be in effect
Oil Pollution covering the waters of Persian Gulf and Oman Sea. Additionally,
according to the Article 13 of this act, if the industry damages the
Iranian ports, coasts or marine environment the court will fine the
offender as a compensation for damage.
1976 Executive By-Law on According to this Act, national parks, wildlife refuge, national nature
the Environmental monuments and protected areas should be protected from any
Protection and activity, which will affect these areas. Any activities such as
Enhancement Act hunting, fishing and exploration and exploitation require a special
permit from the DOE.
1979 Article 50 of The It shall be considered a public duty in the Islamic Republic to
Constitution Of Iran protect the natural environment in which the present as well as
(Preservation of the future generations shall have a developing social life
Environment)
1982 Fair Water Distribution The well owners are responsible for pollution prevention and
Law should comply with health regulations. According to this law,
polluting water is prohibited. The responsible part for setting rules
and definitions for water pollution prevention is the DOE.
1987 The Petroleum Act According to this act, the Oil Ministry is responsible for monitoring
the oil field operation to preserve the Oil resources and
surrounding environment and also the petroleum resources of the
country should be safe guarded and protected as the part of public
domain.

‫ﺿﻤﻴﻤﻪ ‪ :١‬ﻣﺮاﺟﻊ و اﺳﻨﺎد ﻣﻔﻴﺪ‬
‫ﻗﻮاﻧﻴﻦ و ﻣﻘﺮرات ﻣﺤﻴﻂ زﻳﺴﺖ در اﻳﺮان‬
‫ﺷﺮح‬ ‫ﻗﺎﻧﻮن‬ ‫ﺳﺎل‬

‫ﻃﺒﻖ اﻳﻦ ﻗﺎﻧﻮن‪ ،‬ﺳﺎزﻣﺎن ﻣﺤﻴﻂ زﻳﺴﺖ ﻣﺴﺌﻮل حﻔﺎﻇﺖ و حﻤﺎﻳﺖ از حﻴﺎت وحﺶ‬ ‫ﻗﺎﻧﻮن ﻣﺎهﻴﺎن و ﺟﺎﻧﻮران‬ ‫‪١٩٦٧‬‬
‫ﻣﻰﺑﺎﺷﺪ‪ .‬ﺧﺮﻳﺪ‪ ،‬ﻓﺮوش‪ ،‬ﻏﺬا دادن و ﺗﻮﻟﻴﺪ و ﭘﺮورش حﻴﻮاﻧﺎت وحﺸﻰ ﻏﻴﺮ ﺑﻮﻣﻰ ﻧﻴﺎز‬ ‫وحﺸﻰ‬
‫ﺑﻪ ﺗﺄﻳﻴﺪﻳﻪ و اﺧﺬ ﭘﺮواﻧﻪ دارد‪ .‬ﺑﻬﺮحﺎل در ﺷﺮاﻳﻂ ﻣﻌﻴﻨﻰ‪ ،‬اﻳﻦ ﺳﺎزﻣﺎن ﭘﺮواﻧﻪ راﻳﮕﺎن‬
‫ﺑﺮاى ﻣﺎهﻴﮕﻴﺮى صﺎدر ﻣﻰﮐﻨﺪ‪.‬‬
‫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.‬‬

1993 The Law of Iranian According to the article 6 of this act, if the foreign vessels produce
Marine Areas in the any marine pollution to the Persian Gulf they will be liable to
Persian Gulf or Oman criminal and civil laws. Therefore, the Islamic Republic of Iran
Sea Government should be responsible and should investigate the
harms to the region of which foreign vessels and submarines can
cause it.
1994 Executive By-Law on Initiation of any act that causes water pollution shall be prohibited.
Prevention of Water The DOE through calibration with the Ministry of Energy,
Pollution Agriculture, Jihad-e Sazandegi, Health and Medical Education shall
act , according to case involved, in inspecting and identification of
the quality of waters in Iran regarding pollution.
1995 Air Pollution Any action leading to air pollution is prohibited. Sources of air
Abatement Act pollution covered by this Act are: motor vehicles, factories,
workshops, power plants, commercial and residential sources. In
addition, this act requires the above sources to comply with
relevant standards and regulations. In the case of non-compliance
with air standards, the Department of Environment (DOE) is
responsible for enforcing a penalty.
1997 High Council According to the Approval No.138 and Approval No. 156 all the
Environment development projects such as Petrochemical plants, Refineries,
Protection are obliged to prepare EIA report before development.
Organisation (EPO)
Regulation of EIA
Iranian Health and Safety Regulations

1990 Labour Law/code This is the first labour code in Iran. It has 203 sections which cover
contracts, conditions of employment, occupational health and safety,
training, employment welfare services and mediated dispute settlement.
1993 Regulation to Regulation promulgated by the High Council for Occupational Safety
implement Articles 85 and approved by the Minister of Labour and Social Affairs providing
and 96 of the Labour technical and security measures to prevent accidents and ensure the
Code use of protective equipment by workers in the construction industry.
1996 Labour Code: Regulates the requirements and conditions of employment for private
Regulation of the advisors who are responsible for ensuring the application of health and
Islamic Republic of security standards in workplaces. Covers employment requirements
Iran Labour Code such as education, skills, morality, and regulates wages, duration of
concerning permits, and disciplinary matters
occupational safety
and health
1996 Regulation to apply Provides for the creation of occupational safety and health committees
section 93 of the to supervise the implementation of safety and health standards at the
Labour Code workplace and to promote worker participation in such committees

‫ﺷﺮح‬ ‫ﻗﺎﻧﻮن‬ ‫ﺳﺎل‬
‫اﻗﺪام ﺑﻪ اﻧﺠﺎم هﺮ ﻋﻤﻠﻰ ﮐﻪ ﺑﺎﻋﺚ آﻟﻮدﮔﻰ آب ﺷﻮد ﻣﻤﻨﻮع و ﻏﻴﺮ ﻗﺎﻧﻮﻧﻰ ﻣﻰﺑﺎﺷﺪ‪.‬‬ ‫ﻗﺎﻧﻮن ﻻزماﻻﺟﺮاء ﺟﻠﻮﮔﻴﺮى‬ ‫‪١٩٩٤‬‬
‫ﺳﺎزﻣﺎن ﻣﺤﻴﻂ زﻳﺴﺖ از ﻃﺮﻳﻖ هﻤﺎهﻨﮕﻰ ﺑﺎ وزارت ﻧﻴﺮو‪ ،‬ﮐﺸﺎورزى‪ ،‬ﺟﻬﺎد ﺳﺎزﻧﺪﮔﻰ‪،‬‬ ‫از آلﻮدﮔﻰ آﺑﻬﺎ‬
‫ﺑﻬﺪاﺷﺖ و آﻣﻮزش ﭘﺰﺷﮑﻰ ﺑﺮاﺳﺎس ﻋﻠﺖ آﻟﻮدﮔﻰ ﺑﺎﻳﺪ ﻧﺴﺒﺖ ﺑﻪ ﺑﺮرﺳﻰ و ﺗﺸﺨﻴﺺ‬
‫ﮐﻴﻔﻴﺖ آﻟﻮدﮔﻰ آﺑﻬﺎ را اﻗﺪام ﻧﻤﺎﻳﺪ‪.‬‬
‫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.‬‬
‫ﻣﻘﺮرات ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ دراﻳﺮان‬
‫ﺷﺮح‬ ‫ﻣﻘﺮرات‬ ‫ﺳﺎل‬

‫اﻳﻦ‪ ،‬ﻧﺨﺴﺘﻴﻦ ﻗﺎﻧﻮن ﮐﺎر در اﻳﺮان ﺑﻮده اﺳﺖ و داراى ‪ ٢٠٣‬ﺑﺨﺶ ﻣﻰﺑﺎﺷﺪ ﮐﻪ‬ ‫ﻗﺎﻧﻮن ﮐﺎر‬ ‫‪١٩٩٠‬‬
‫ﺷﺎﻣﻞ اﻣﻮر ﻗﺮاردادهﺎ‪ ،‬ﺷﺮاﻳﻂ اﺳﺘﺨﺪاﻣﻰ‪ ،‬ﺑﻬﺪاﺷﺖ و اﻳﻤﻨﻰ ﺷﻐﻠﻰ‪،‬آﻣﻮزش‪،‬‬
‫ﺧﺪﻣﺎت رﻓﺎهﻰ اﺳﺘﺨﺪاﻣﻰ‪ ،‬و رﻓﻊ اﺧﺘﻼف ﺑﻪ ﺷﻴﻮة ﻣﻴﺎﻧﺠﻴﮕﺮى ﻣﻰﺑﺎﺷﺪ‪.‬‬
‫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.‬‬

Regional Regulations (ROPME Protocols)

1978 Kuwait Convention- The convention is the basic legal instrument binding the eight
Regional Convention for states (Iran, Qatar, Bahrain, Emirates, Kuwait, Saudi Arabia,
Cooperation on the Oman, Iraq ) of the region to coordinate their activities towards
protection of marine protection of Persian Gulf.
environment from
pollution
1978 Kuwait Protocol-Protocol The objective of the protocol is to provide cooperative and effective
Concerning Regional Co- response measures to deal with marine emergencies caused by oil
operation in Combating and other harmful substances.
Pollution by oil and other
harmful substances in
cases of emergency
1989 Kuwait Protocol-Protocol The objective of the protocol is to coordinate regional activities
Concerning Marine towards protection of the marine environment against pollution
Pollution resulting from from exploration and exploitation of oil and gas in continental shelf.
Exploration and
Exploitation of the
continental shelf
1990 Kuwait Protocol- Protocol It stipulates that the contracting states shall take all appropriate
for the protection of the measures to prevent, and control pollution by discharges from land
marine environment reaching the Sea Area. In addition, this protocol addresses the
against pollution from required permits for discharging wastes into the sea.
land-based sources
1998 Kuwait Protocol- Protocol The objectives of the protocol are to protect the marine
on the control of marine environment of the protocol area from detrimental effects of
transboundary hazardous wastes, and to assist contracting states in
movements and disposal environmentally waste management.
of hazardous wastes and
other wastes
2003 Tehran Convention – According to this convention, all Caspian countries are committed
Convention on Protection to take all necessary measures, individually or collectively, to
of Caspian marine reduce and control pollution of the sea.
environment
Useful Documents
• Website of Department of Environment:

www.irandoe.org
• Website for Iranian Environmental Law:
www.parstimes.com
• Website for Regional Laws and Regulations:
www.ropme.com
• Website for Iran Marine Environment:
www.marine.irandoe.org
• Website for Iranian Health and Safety Regulations:
http://www.parstimes.com/law/Iran_law.html

‫ﻗﻮاﻧﻴﻦ و ﻣﻘﺮرات ﻣﻨﻄﻘﻪاى )ﭘﺮوﺗﮑﻞهﺎى ‪(ROPME‬‬
‫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

Appendix 2: Risk Assessment
What is Risk Assessment?

Risk assessment represents an important component of a company’s overall
approach to HSE Management planning.
The planning process for addressing HSE issues requires a three stage
approach.
Figure A2.1: Planning
What? When? How?
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.
The process of risk assessment comprises two main steps: hazard

identification and risk evaluation. Hazard identification seeks to identify
what can lead to a HSE loss, risk evaluation then determines the chance and
severity of such a loss.

‫ﺿﻤﻴﻤﻪ ‪ :٢‬ارزﻳﺎﺑﻰ رﻳﺴــﮏ‬
‫ارزﻳﺎﺑﻰ رﻳﺴﮏ ﭼﻴﺴﺖ؟‬
‫ارزﻳﺎﺑﻰ رﻳﺴﮏ ﻧﻤﺎﻳﺎﻧﮕﺮ ﺑﺨﺶ ﻣﻬﻤﻰ از روﻳﮑﺮد ﮐﻠﻰ ﺷﺮﮐﺖ ﺟﻬﺖ ﺑﺮﻧﺎﻣﻪرﻳﺰى ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﻣﻰ ﺑﺎﺷﺪ‪.‬‬
‫ﻣﻰدهﺪ‪.‬‬
‫ﻓﺮآﻳﻨﺪ ﺑﺮﻧﺎﻣﻪ رﻳﺰى ﺑﺮاى حﻞ ﻣﺴﺎﺋﻞ ‪ HSE‬روﻳﮑﺮدى ﺳﻪ ﻣﺮحﻠﻪاى ﻧﻴﺎز دارد‪.‬‬
‫ﺷﮑﻞ ‪٢-١‬الﻒ‪ :‬ﺑﺮﻧﺎﻣﻪ رﻳﺰى‬
‫ﭼــﻪ؟‬ ‫ﭼﻪ وﻗﺖ؟‬ ‫ﭼﮕﻮﻧــﻪ؟‬
‫ﻣﺸﺨﺺ ﮐﺮدن آﻧﭽﻪ‬

‫ﻣﺮﺣﻠﻪ‬ ‫ﺑﺎیﺪ اﻧﺠﺎم ﺷﻮد‬
‫ﺗﻌییﻦ اوﻟﻮیﺖ‬ ‫ﺗﻬیﻪ ﺑﺮﻧﺎﻣﻪ‬
‫هــﺎ‬ ‫ﮐـــﺎری‬
‫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.‬‬

There are a wide range of techniques which can be used to identify hazards.
Use Technique Basis

Typical for work HSE Inspections Observation and recording of hazards by inspecting a
places (used by workplace, work process or piece of completed work.
Supervisors, Checklist of important points may be used as a guide.
Engineers or
Hazard Survey Observation and recording of hazards by conducting
Managers)
a topic specific inspection
Less thorough more
straightforward to HSE Sampling Observation of how a sample or people are working
apply
Job HSE Analysis Three step approach for identifying hazards in work
process
Typical for detailed Hazard and Very thorough technique for identifying hazards in
risk analysis (usually Operability Studies systems – usually used for detailed risk analysis of a
by Engineers or (HAZOP) system design or process
Managers)
Failure Modes and Very thorough technique for identifying hazards in
More thorough Effects Analysis sub-systems or components – usually used for
Complex to apply (FMEA) detailed risk analysis of component design or process
What If? Identifying hazards which might occur if certain things
go wrong – based on experience

‫ﺑﺮاى ﺷﻨﺎﺳﺎﻳﻰ ﻣﺨﺎﻃﺮات روشهﺎى ﻓﺮاواﻧﻰ وﺟﻮد دارﻧﺪ ﮐﻪ ﻣﻰﺗﻮان از آﻧﻬﺎ اﺳﺘﻔﺎده ﮐﺮد‬
‫اﺳﺎس‬ ‫روش‬ ‫ﮐﺎرﺑﺮد‬

‫ﻣﺸﺎهﺪه و ﺛﺒﺖ احﺘﻤﺎﻻت ﻣﺨﺎﻃﺮات از ﻃﺮﻳﻖ ﺑﺎزرﺳﻰ ﻳﮏ ﻣﺤﻞ ﮐﺎر‪ ،‬ﻓﺮآﻳﻨﺪ‬
‫ﻧﻤﻮﻧﻪ اى واﻗﻌﻰ ﺑﺮاى‬
‫ﮐﺎر ﻳﺎ ﺑﺨﺸﻰ از ﮐﺎر اﻧﺠﺎم ﺷﺪه‪ .‬از ﻳﮏ ﻓﻬﺮﺳﺖ ﮐﻨﺘﺮﻟﻰ ﻧﻘﺎط ﻣﻬﻢ ﻣﻰﺗﻮان‬ ‫ﺑﺎزرﺳﻰهﺎى ‪HSE‬‬
‫اﺳﺘﻔﺎده در ﻣﺤﻞ هﺎى‬
‫ﺑﻌﻨﻮان راهﻨﻤﺎ اﺳﺘﻔﺎده ﮐﺮد‪.‬‬
‫ﮐﺎر )ﻣﻮرد اﺳﺘﻔﺎده‬
‫ﻣﺸﺎهﺪه و ﺛﺒﺖ ﻣﺨﺎﻃﺮات از ﻃﺮﻳﻖ اﻧﺠﺎم ﻳﮏ ﺑﺎزرﺳﻰ وﻳﮋه ﻣﻮﺿﻮﻋﻰ‬ ‫ﺗﺤﻘﻴﻖ و ﺗﻔﺤﺺ‬
‫ﺗﻮﺳﻂ ﻣﺸﺎورﻳﻦ‪،‬‬
‫)ﻣﻮردى(‬ ‫ﭘﻴﺮاﻣﻮن ﻣﺨﺎﻃﺮات‬
‫ﻣﻬﻨﺪﺳﻴﻦ ﻳﺎ ﻣﺪﻳﺮان(‬
‫ﻣﺸﺎهﺪه ﻧﺤﻮه ﮐﺎر ﻳﮏ ﻧﻤﻮﻧﻪ ﻳﺎ ﻳﮏ ﻓﺮد‬
‫ﮐﻪ ﮐﻢ و ﺑﻴﺶ ﺳﺎده‬
‫ﻧﻤﻮﻧﻪﺑﺮدارى ‪HSE‬‬
‫ﺑﮑﺎر رﻓﺘﻪ و ﮐﺎرﺑﺮدى‬
‫اﺟﻤﺎﻟﻰ اﻣﺎ ﺑﺴﻴﺎر‬
‫ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ ﮐﺎر‬ ‫رﺋﻮﺷﻦ دارد‪.‬‬
‫روﻳﮑﺮدى ﺳﻪ ﻣﺮحﻠﻪاى ﺑﺮاى ﺷﻨﺎﺳﺎﻳﻰ ﻣﺨﺎﻃﺮات در ﺟﺮﻳﺎن ﮐﺎر‬
‫‪HSE‬‬
‫ﻻ‬
‫روش ﺑﺴﻴﺎر ﮐﺎﻣﻠﻰ ﺑﺮاى ﺷﻨﺎﺳﺎﻳﻰ ﻣﺨﺎﻃﺮات در ﺳﻴﺴﺘﻢهﺎ ﻣﻰﺑﺎﺷﺪ ﮐﻪ ﻣﻌﻤﻮ ً‬
‫ﻣﻄﺎﻟﻌﺎت ﻣﺮﺑﻮط ﺑﻪ‬
‫ﺑﺮاى ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ دﻗﻴﻖ رﻳﺴﮏ ﻣﺮﺑﻮط ﺑﻪ ﻃﺮاحﻰ ﻳﺎ ﻓﺮآﻳﻨﺪ ﺳﻴﺴﺘﻢ ﻣﻮرد‬
‫ﻣﺨﺎﻃﺮات و ﻗﺎﺑﻠﻴﺖ‬
‫اﺳﺘﻔﺎده ﻗﺮار ﻣﻰﮔﻴﺮد‬
‫ﺑﻬﺮه ﺑﺮدارى‬
‫ﻧﻤﻮﻧﻪ واﻗﻌﻰ ﺑﺮاى‬
‫)‪(HAZOP‬‬
‫‪.‬‬ ‫ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ دﻗﻴﻖ‬
‫روش ﺑﺴﻴﺎر ﮐﺎﻣﻠﻰ ﺑﺮاى ﺷﻨﺎﺳﺎﻳﻰ ﻣﺨﺎﻃﺮات در ﺳﻴﺴﺘﻢهﺎى ﻓﺮﻋﻰ ﻳﺎ اﺟﺰاء‬ ‫ﻻ ﺗﻮﺳﻂ‬ ‫ﺧﻄﺮ )ﻣﻌﻤﻮ ً‬
‫حﺎﻟﺖهﺎى ﻧﺎﮐﺎرآﻣﺪى و‬
‫ﻻ ﺑﺮاى ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ دﻗﻴﻖ رﻳﺴﮏ ﻣﺮﺑﻮط ﺑﻪ ﻃﺮاحﻰ‪،‬‬ ‫ﻣﻰﺑﺎﺷﺪ ﮐﻪ ﻣﻌﻤﻮ ً‬ ‫ﻣﻬﻨﺪﺳﺎن ﻳﺎ ﻣﺪﻳﺮﻳﺎن(‬
‫ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ ﺗﺄﺛﻴﺮات‬
‫ﺗﺠﻬﻴﺰ و ﻳﺎ ﻓﺮآﻳﻨﺪ ﻣﻮرد اﺳﺘﻔﺎده ﻗﺮار ﻣﻰﮔﻴﺮد‪.‬‬ ‫ﮐﻪ ﮐﺎرﺑﺮد آﻧﻬﺎ ﻧﺴﺒﺘًﺎ‬
‫آن )‪(FMEA‬‬
‫ﭘﻴﭽﻴﺪه اﺳﺖ‪.‬‬
‫ﺷﻨﺎﺳﺎﻳﻰ ﻣﺨﺎﻃﺮاﺗﻰ ﮐﻪ ﻣﻤﮑﻦ اﺳﺖ در صﻮرت ﻋﺪم ﮐﺎرﮐﺮد صﺤﻴﺢ‬
‫روش "ﭼﻪ ﺧﻮاهﺪ ﺷﺪ‬
‫ﺗﺠﻬﻴﺰات و ﺳﻴﺴﺘﻢ هﺎ رخ دهﻨﺪ )ﺑﺮاﺳﺎس ﺗﺠﺮﺑﻪ(‬
‫اﮔﺮ ‪"...‬‬

Appendix 3: ALARP
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).
Figure A3.1: How Management Systems Reduce Risk
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.
Interpretation of the ALARP principle (Figure A3.3) provides a framework for

determining whether existing systems are “safe” – and also for “valuing” and controlling
investments in HSE

‫ﺿﻤﻴﻤﻪ ‪ALARP : ٣‬‬
‫ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﮐﻨﺘﺮلهﺎﻳﻰ را ﺑﻤﻨﻈﻮر ﮐﺎهﺶ رﻳﺴﮏ هﺎى ﺑﺎﻟﻘﻮه ﻣﺮﺑﻮط ﺑﻪ ﻣﺨﺎﻃﺮات را ﻓﺮاهﻢ ﻣﻰﮐﻨﺪ‪.‬‬
‫اﻳﻦ ﮐﻨﺘﺮلهﺎ ”رﻳﺴﮏ هﺎى ﺑﺎﻟﻘﻮه“ را ﺑﻪ ”رﻳﺴﮏ هﺎى ﺑﺎﻗﻴﻤﺎﻧﺪه“ ﮐﺎهﺶ ﻣﻰدهﻨﺪ‪.‬‬
‫ﺷﮑﻞ ‪٣-١‬الﻒ‪ :‬ﭼﮕﻮﻧﻪ ﺳﻴﺴﺘﻢ هﺎى ﻣﺪﻳﺮﻳﺘﻰ رﻳﺴﮏ را ﮐﺎهﺶ ﻣﻰ دهﻨﺪ؟‬
‫حﻮادث ﻣﻬـﻢ‬
‫ریﺴﮏ هﺎی ﺑﺎﻗیﻤﺎﻧﺪه‬
‫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.‬‬

Figure A3.2: Tolerability of Risk (TOR)
Risk cannot be justified No persons should

Intolerable Level on any grounds be exposed to
intolerable risks
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
Broadly Acceptable Negligible Risk
Figure A3.3: Interpretation of the TOR diagramme
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?
Risk cannot be justified No persons should

Intolerable Level on any grounds be exposed to
intolerable risks
As Low as Reasonably Tolerable No significant risks

Practicable Only if risk reduction is impracticable should be above a
(ALARP) Region or if its cost is grossly disproportionate level which can be
to the improvement gained reduced in any
Risk is undertaken only if practical and
a benefit is desired reasonable way
Broadly Acceptable Negligible Risk
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).

‫ﺷﮑﻞ ‪٣-٢‬الﻒ‪ :‬ﻣﻘﺒﻮلﻴﺖ )ﺗﺤﻤﻞ ﭘﺬﻳﺮى( خﻄﺮ )‪(TOR‬‬
‫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
‫ریﺴﮏ ﻗﺎﺑﻞ اﻏﻤﺎض‬

‫ﻼ ﻗﺎﺑﻞ ﻗﺒﻮل‬
‫ﮐﺎﻣ ً‬
‫ﺷﮑﻞ ‪٣-٣‬الﻒ‪ :‬ﺗﻔﺴﻴﺮ ﻧﻤﻮدار ‪TOR‬‬
‫ﭼﮕﻮﻧﻪ ﺑﺎیﺴﺘی ﺳﺮﻣﺎیﻪ‬ ‫آیﺎ ﺳیﺴﺘﻢ ایﻤﻦ اﺳﺖ؟‬ ‫‪How much‬‬

‫ﮔﺬاری در اﻣﻮر ایﻤﻨی را‬ ‫ارﺗﻘﺎء‬ ‫‪we‬ﺑﺮای‬
‫‪should‬‬ ‫ﺑﺎیﺪ‬ ‫ﭼﻘﺪر‬
‫‪invest‬‬
‫ارزﺷﺶ ﮔﺬاری ﮐﺮد؟‬ ‫‪in safety‬‬
‫هﺰیﻨﻪ ﮐﺮد؟‬ ‫ایﻤﻨی‬
‫?‪improvements‬‬
‫هیﭻ ﻓﺮدی ﻧﺒﺎیﺪ در ﻣﻌﺮض‬

‫ریﺴﮏ ﻏیﺮ ﻗﺎﺑﻞ ﺗﺤﻤﻞ‬ ‫ریﺴﮏ را ﻣیﺘﻮان ﺗﻮﺟیﻪ‬ ‫ریﺴﮏ هﺎی ﻏیﺮ ﻗﺎﺑﻞ ﺗﺤﻤﻞ‬
‫ﻗﺮار ﮔیﺮد‪.‬‬
‫ﻣﺤﺪوده ﮐﻤﺘﺮیﻦ ریﺴﮑﯽ ﮐﻪ ﺑﻄﻮر‬ ‫ﻗﺎﺑــﻞ ﺗﺤﻤــﻞ‬
‫ﻣﻌﻘﻮل ﻗﺎﺑﻞ دﺳﺘﺮﺳﯽ اﺳﺖ‬ ‫هیﭻ ریﺴﮏ ﻗﺎﺑﻞ ﺗﻮﺟﻬی‬
‫ﺗﻨﻬﺎ اﮔﺮ ﮐﺎهﺶ ریﺴﮏ ﻏیﺮ ﻋﻤﻠﯽ‬ ‫ﻧﺒﺎیﺪ ﺑیﺸﺘﺮ از حﺪی ﺑﺎﺷﺪ ﮐﻪ‬
‫ریﺴﮏ ﻗﺎﺑﻞ ﻗﺒﻮل اﺳﺖ ﺗﻨﻬﺎ اﮔﺮ ﻣﻨﻔﻌﺘﯽ‬ ‫اﺳﺖ و یﺎ اﮔﺮ هﺰیﻨﻪ هﺎی ﮐﺎهﺶ‬ ‫ﻧﺘﻮان آﻧﺮا ﺑﻪ هﺮ ﺷﮑﻞ ﻋﻤﻠی و‬
‫ﺑﻬﻤﺮاه داﺷﺘﻪ ﺑﺎﺷﺪ‬ ‫ریﺴﮏ ﺑﺎ ﭘیﺸﺮﻓﺖ ﺑﺪﺳﺖ آﻣﺪه ﺗﻨﺎﺳﺐ‬ ‫ﻣﻨﻄﻘی ﮐﺎهﺶ داد‪.‬‬
‫و ﺳﻨﺨیﺘﯽ ﻧﺪاﺷﺘﻪ ﺑﺎﺷﺪ‬
‫ﮐﺎﻣ ً‬ ‫ریﺴﮏ هﺎی ﻗﺎﺑﻞ اﻏﻤﺎض‬
‫ﭼﮕﻮﻧﻪ ﻣی ﺗﻮان ﭘﺮوژه هﺎی ایﻤﻨی‬ ‫‪meeting‬رﻋﺎیﺖ‬

‫‪Are we‬‬
‫اﻟﺰاﻣﺎت ﻗﺎﻧﻮﻧی‬
‫آیﺎ ‪legal‬‬
‫و ﻏیﺮ ﻣﺮﺗﺒﻂ ﺑﺎ ایﻤﻨی را‬ ‫ﺷﺪه اﻧﺪ؟‬
‫?‪requirements‬‬
‫اوﻟﻮیﺖ ﺑﻨﺪی ﮐﺮد؟‬
‫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(‪.‬‬

Figure A3.4: Example of acceptable risk levels (from the UK Rail
industry)
Individual Employee Individual Passenger Individual Public
(All trackside staff) (Regular Commuter)
or public on railway
premises
Intolerable Level
1 in 1,000/yr 1 in 10,000/yr 1 in 10,000/yr

As Low as
Reasonably
Practicable
(ALARP) Region
1 in 1,000,000/yr 1 in 1,000,000/yr 1 in 1,000,000/yr
Broadly Acceptable
These levels of safety performance are expressed as individual risk of

fatality – the likelihood of one person is an exposed group (1 in ‘n’) being
fatality injured per year as a result of exposure to railway operations.
Between the Intolerable and Broadly Acceptable Levels, risks must be

reduced As Low As Reasonably Practicable (ALARP). Risks in this
ALARP region are only acceptable if further risk reduction is impracticable
or the costs of further risk reduction measures are grossly disproportionate
to the safety benefits. In the ALARP region, all potential risk reduction
options need to be assessed using costs / benefit analysis and managers need
to assess whether the costs are grossly disproportionate to the benefits.
(Figure A3.5).
Figure A3.5: Cost benefit analysis in the ALARP region
Safety benefit Cost of project

of project
‘ Risk’

‫ﺷﮑﻞ الﻒ‪ : ٣-۴‬ﻣﺜﺎلﻰ از ﺳﻄﻮح رﻳﺴﮏ ﻗﺎﺑﻞ ﻗﺒﻮل )از صﻨﻌﺖ راه آهﻦ ﺑﺮﻳﺘﺎﻧﻴﺎ(‬
‫هﺮ ﻓﺮد ﮐﺎرﻣﻨــﺪ‬ ‫هﺮ ﻓﺮد ﻣﺴﺎﻓﺮ )ﻣﺴﺎﻓﺮ ﻋﺎدی‬

‫هﺮ ﻓﺮد از ﻋﺎﻣﻪ‬
‫)ﺗﻤﺎم ﮐﺎرﻣﻨﺪان در‬ ‫یﺎ ﻣﺮدﻣﯽ ﮐﻪ در ﻣﺤﺪوده‬
‫ﻣﺴیﺮ راه آهﻦ(‬ ‫ﻣﺮدم‬
‫راه آهﻦ ﻗﺮار دارﻧﺪ(‬
‫ﺳﻄﺢ ﻏﺮ ﻗﺎﺑﻞ ﺗﺤﻤﻞ‬
‫‪ ١‬ﻧﻔﺮ در هﺮ هﺰار‬ ‫‪ ١‬ﻧﻔﺮ در هﺮ ده هﺰار‬ ‫‪ ١‬ﻧﻔﺮ در هﺮ ده هﺰار‬
‫ﻧﻔﺮ در یﮑﺴﺎل‬ ‫ﻧﻔﺮ در یﮑﺴﺎل‬ ‫ﻧﻔﺮ در یﮑﺴﺎل‬
‫ﻣﺤﺪوده ‪ALARP‬‬
‫‪ ١‬ﻧﻔﺮ در هﺮ ﻣﻠیﻮن‬ ‫‪ ١‬ﻧﻔﺮ در هﺮ ﻣﻠیﻮن‬ ‫‪ ١‬ﻧﻔﺮ در هﺮ ﻣﻠیﻮن‬

‫ﻧﻔﺮ در یﮑﺴﺎل‬ ‫ﻧﻔﺮ در یﮑﺴﺎل‬ ‫ﻧﻔﺮ در یﮑﺴﺎل‬
‫ﮐﺎﻣ ً‬
‫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(‪.‬‬
‫ﺷﮑﻞ ‪٣-۵‬الﻒ‪ :‬آﻧﺎلﻴﺰ هﺰﻳﻨﻪ در ﻣﻘﺎﺑﻞ ﻣﻨﺎﻓﻊ در ﻣﺤﺪوده ‪ALARP‬‬
‫ﻣﺰاﻳﺎى اﻳﻤﻨﻰ‬ ‫هﺰﻳﻨﻪ ﭘﺮوژه‬

‫ﭘﺮوژه‬

To assess the benefits of investments in the ALARP region, the existing
operations, and the operations following modifications, should be risk
assessed using qualitative of quantitative assessment techniques (Figure
A3.6).
Figure A3.6: Risk Assessment to determine the safety benefits of investment
EXISTING How likely?
(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)
In order to decide whether to proceed with investments that reduce those

that are in the ALARP region, organisations and regulators within a country
or a global industry have to agree on the levels of investment that are
reasonable to prevent a fatality. This concept of Value to Prevent a Fatality
(VPF) is used to establish whether the costs of a proposed investment are
grossly disproportionate to the safety benefits. In the UK the VPF varies in
different industries (Figure A3.7).
Figure A3.7: Value of Preventing a Fatality
£ Million
10+ Nuclear Industry
1–3 Railway Group
1 Department of Transport - Roads

‫ﺑﺮاى ارزﻳﺎﺑﻰ ﻣﺰاﻳﺎى ﺳﺮﻣﺎﻳﻪﮔﺬارى در ﻣﻨﻄﻘﻪ ‪ ،ALARP‬ﻣﻴﺰان رﻳﺴﮏ ﻣﺘﻨﺎﻇﺮ ﺑﺎ ﻋﻤﻠﻴﺎتهﺎى ﻓﻌﻠﻰ و‬
‫ﻋﻤﻠﻴﺎتهﺎﻳﻰ ﮐﻪ ﺑﺪﻧﺒﺎل اﻧﺠﺎم اصﻼحﺎت صﻮرت ﺧﻮاهﻨﺪ ﮔﺮﻓﺖ ﺑﺎﻳﺪ ﺑﺎ اﺳﺘﻔﺎده از روشهﺎى ارزﻳﺎﺑﻰ ﮐﻴﻔﻰ ﻳﺎ‬
‫ﮐﻤﻴﻤﻮرد ارزﻳﺎﺑﻰ ﻗﺮار ﮔﻴﺮﻧﺪ )ﺷﮑﻞ ‪٣-۶‬اﻟﻒ(‪.‬‬
‫ﺷﮑﻞ ‪٣-۶‬الﻒ‪ :‬ارزﻳﺎﺑﻰ رﻳﺴﮏ ﺑﺮاى ﺗﻌﻴﻴﻦ ﻣﺰاﻳﺎى اﻳﻤﻨﻰ ﺳﺮﻣﺎﻳﻪﮔﺬارى‬
‫ﻣﻮجﻮد‬ ‫احﺘﻤﺎل وﻗﻮع آن ﭼﻘﺪدر‬

‫اﺳﺖ؟‬
‫)آهﻨﮓ رخ داد(‬
‫ﭼﻪ اﺷﺘﺒﺎه یﺎ ﺧﻄﺎیی‬
‫ریﺴﮏ ﻣﻮﺟﻮد‬
‫ﻣی ﺗﻮاﻧﺪ رخ دهﺪ؟‬
‫)ﻣﺨﺎﻃﺮات(‬
‫ﻋﻮاﻗﺐ ﭼﻘﺪر ﺑﺪ اﺳﺖ؟‬
‫)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(‪.‬‬
‫ﺷﮑﻞ ‪٣-٧‬الﻒ‪ :‬ارزش ﺟﻠﻮﮔﻴﺮى از خﺴﺎرات ﺟﺎﻧﻰ )‪(VPF‬‬
‫ﺑﺮ ﺣﺴﺐ ﻣیﻠیﻮن‬

‫ﭘﻮﻧﺪ‬
‫صﻨﺎیﻊ هﺴﺘﻪ‬
‫‪١٠+‬‬ ‫ای‬
‫‪١/٣۶‬‬ ‫صﻨﻌﺖ راه آهــﻦ‬
‫‪١‬‬ ‫ﺑﺨﺶ راه و ﻧﺮاﺑﺮی‬

Appendix 4: Benchmarking
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.
The primary value of benchmarking is in learning lessons about how others

may have achieved superior performance.
Benchmarking can be applied to all facets of a business for example:

• Quality of products and services and their market acceptance
• Processes to design, manufacture, and/or delivery products and services
• Internal-support functions, such as purchasing, logistics and information
systems
• Elements external to the business, yet vital to its success, such as
customer preferences and contractor relations.
In this case we apply it to HSE management systems, where benchmarking

has become an invaluable tool to provide comparative information for
example:
• Understand best-in-class industry practices
• Assess position relative to world-class performance in selected activity
areas
• Understand and meet HSE policy requirements more effectively
• Obtain clear and objective quality comparisons
• Set realistic goals for improvement
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
To be meaningful, benchmarking must compare like with like, this is a key

challenge when comparing data across industries.

‫ﺿﻤﻴﻤﻪ ‪ :٤‬ﺳﻨﺠﺶ‬
‫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.‬‬

What is involved in Successful Benchmarking?
For successful benchmarking a structured approach to gather and use data
for performance analysis should be used.
Figure A4.1: Benchmarking Process
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
1. Determine Benchmarking Targets and Measures

• Develop a hypothesis
• Define clearly what you want to benchmark
• Identify the managerial processes that need to be assessed
• What measures would prove to be the most useful for your company
• Define the topic scope – task, broader activity, major function
• Define the industry scope – similar company vs. best in class vs. best in
other industries
• Define the geographic scope – local, national, world-wide
• Set up a team that is highly cross functional, consisting of executives,
managers, and process specialists (6 to 12 people)
2. Identify World Class Companies

• Compare practices with those of world-class companies
• Use tools to measure performance against these companies
• Develop information needed to plot a course for improvement

‫ﭼﻪ ﻋﻮاﻣﻠﻰ در ﻓﺮآﻳﻨﺪ ﺳﻨﺠﺶ ﻣﺆثﺮﻧﺪ؟‬
‫ﺑﺮاى اﻧﺠﺎم ﺳﻨﺠﺶ ﻣﻮﻓﻖ ﺑﺎﻳﺪ از روﻳﮑﺮدى ﺳﺎﺧﺘﺎرى ﺑﺮاى ﺟﻤﻊآورى و اﺳﺘﻔﺎده از دادههﺎ ﺟﻬﺖ ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ‬
‫ﻋﻤﻠﮑﺮد اﺳﺘﻔﺎده ﻧﻤﻮد‪.‬‬
‫ﺷﮑﻞ ‪۴-١‬الﻒ‪ :‬ﻓﺮآﻳﻨﺪ ﺳﻨﺠﺶ‬
‫‪۴‬‬
‫‪4‬‬
‫ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ‬
‫ﺷﺮﮐﺖهﺎى ﺗﺮاز‬
‫اول ﺟﻬﺎﻧﯽ‪.‬‬
‫‪١1‬‬ ‫‪٢‬‬
‫‪2‬‬ ‫‪٣3‬‬ ‫‪۵5‬‬ ‫‪۶‬‬
‫‪6‬‬
‫ﺗﻌییﻦ اهﺪاف‬ ‫ﺷﻨﺎﺳﺎیﯽ‬ ‫ﺟﻤﻊآورى‬ ‫ﺗﻌییﻦ ﻣﻮارد‬ ‫ﺗﻬﻴﻪ و اﺟﺮای‬

‫و ﻣﻌﻴﺎرهﺎى‬ ‫ﺷﺮﮐﺖهﺎى ﺗﺮاز‬ ‫دادههﺎى‬ ‫ﻧیﺎزﻣﻨﺪ ﺑﻪ ﺑﻬﺒﻮد‬ ‫ﺑﺮﻧﺎﻣﻪ ﮐﺎرى‬
‫ﺳﻨﺠﺶ‬ ‫اول ﺟﻬﺎﻧﯽ‬ ‫ﻣﺮﺑﻮﻃﻪ‬ ‫یﺎﻓﺘﻦ‬
‫‪۴4‬‬
‫ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ‬
‫ﻋﻤﻠﮑﺮد داخﻠﯽ‬
‫ﺷ ﮐ‬
‫‪ -١‬ﺗﻌﻴﻴﻦ اهﺪاف و ﻣﻌﻴﺎرهﺎى ﺳﻨﺠﺶ‬

‫• ﻳﮏ ﻓﺮﺿﻴﻪ ﻣﻄﺮح ﮐﻨﻴﺪ‪.‬‬
‫• دﻗﻴﻘًﺎ ﻣﺸﺨﺺ ﮐﻨﻴﺪ ﮐﻪ ﭼﻪ ﭼﻴﺰى را ﻣﻰﺧﻮاهﻴﺪ ﻣﺤﮏ ﺑﺰﻧﻴﺪ‪.‬‬
‫• ﻓﺮآﻳﻨﺪهﺎى ﻣﻴﺪرﻳﺘﻰ ﮐﻪ ﻧﻴﺎز ﺑﻪ ارزﻳﺎﺑﻰ دارﻧﺪ را ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪.‬‬
‫• ﭼﻪ ﻣﻌﻴﺎرهﺎﻳﻰ ﺑﺮاى ﺷﺮﮐﺖ ﺷﻤﺎ ﻣﻔﻴﺪﺗﺮ ﺧﻮاهﻨﺪ ﺑﻮد‪.‬‬
‫• حﻮزة ﻣﻮﺿﻮع ﻣﻮرد ﻧﻈﺮ را ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪ -‬وﻇﻴﻔﻪ‪ ،‬ﻓﻌﺎﻟﻴﺖ ﮔﺴﺘﺮده وﻇﻴﻔﻪ اصﻠﻰ‪.‬‬
‫• حﻮزه آن صﻨﻌﺖ را ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪ -‬ﺷﺮﮐﺖ ﻣﺸﺎﺑﻪ در ﺑﺮاﺑﺮ ﺑﻬﺘﺮﻳﻦ ﺷﺮﮐﺖ در هﻤﺎن ﮔﺮوه در ﺑﺮاﺑﺮ‬
‫ﺑﻬﺘﺮﻳﻦ در ﺳﺎﻳﺮ صﻨﺎﻳﻊ‪.‬‬
‫• حﻮره ﺟﻐﺮاﻓﻴﺎﻳﻰ را ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪ -‬ﻣﺤﻠﻰ‪ ،‬ﻣﻠﻰ‪ ،‬ﺟﻬﺎﻧﻰ‬
‫• ﺗﻴﻤﻰ ﻣﺘﺸﮑﻞ از ﻣﺠﺮﻳﺎن‪ ،‬ﻣﺪﻳﺮان و ﻣﺘﺨﺼﺼﺎن ﻣﺮﺑﻮﻃﻪ ﺗﺸﮑﻴﻞ دهﻴﺪ ﮐﻪ هﻤﮑﺎرى ﻧﺰدﻳﮑﻰ ﺑﺎ هﻢ داﺷﺘﻪ‬
‫ﻻ ‪ ٦‬ﺗﺎ ‪ ١٢‬ﻧﻔﺮ ﻣﻰﺑﺎﺷﺪ(‪.‬‬‫ﺑﺎﺷﻨﺪ )اﻳﻦ ﺗﻴﻢ ﻣﻌﻤﻮ ً‬
‫‪ -٢‬ﺷﻨﺎﺳﺎﻳﻰ ﺷﺮﮐﺖهﺎى ﺗﺮاز اول ﺟﻬﺎﻧﻰ‬

‫• ﻣﻮارد ﻋﻤﻠﻰ و ﭘﻴﺎده ﺷﺪه را ﺑﺎ ﺷﺮﮐﺖهﺎى ﺗﺮاز اول ﺟﻬﺎن ﻣﻘﺎﻳﺴﻪ ﮐﻨﻴﺪ‪.‬‬
‫• از اﺑﺰارهﺎى ﻣﻨﺎﺳﺐ ﺑﺮاى ﺳﻨﺠﺶ و ﻣﻘﺎﻳﺴﻪ ﻋﻤﻠﮑﺮد آن ﺑﺎ اﻳﻦ ﺷﺮﮐﺖهﺎ اﺳﺘﻔﺎده ﮐﻨﻴﺪ‪.‬‬
‫• اﻃﻼﻋﺎت ﻣﻮرد ﻧﻴﺎز ﺑﺮاى ﻃﺮاحﻰ ﻣﺴﻴﺮ ﭘﻴﺸﺮﻓﺖ را ﻓﺮاهﻢ آورﻳﺪ‪.‬‬

3. Gather Intelligence Data
Benchmarking data can be collected from a range of sources:
• Customer/supplier/competitor interviews
• Surveys
• Site visits
• Focus groups
• Market studies
• Published sources
• Government information
4. Comparing World Class Performance with your own Company

Performance
Having collected data from the World Class Companies and from your own
organisation you can analyse and compare these.
• What parameters can be considered a fair comparison?
• What is the difference in performance on key measures?
5. Determine Areas Requiring Development

Having compared performance, specific areas of differing performance
should be identified. The primary value from benchmarking is from the
lessons learned about how others may have achieved superior performance.
6. Develop and Implement an Action Programme

Benchmarking studies will reveal areas that require improvement and a plan
of action should be developed.
• Communicate benchmark findings
• Develop consensus on the need to change
• Set realistic goals for improvement
• Establish measure to track progress
• Obtain management commitment and support
• Complete an improvement oriented action programme

‫‪ -٣‬ﺟﻤﻊآورى دادههﺎى ﻣﺮﺑﻮﻃﻪ‪.‬‬
‫دادههﺎى ﺳﻨﺠﺶ را ﻣﻰﺗﻮان از ﻣﻨﺎﺑﻊ ﻣﺨﺘﻠﻔﻰ ﺟﻤﻊآورى ﮐﺮد‪ .‬ﺑﺮاى ﻣﺜﺎل‪:‬‬
‫• ﻣﺼﺎحﺒﻪ ﺑﺎ ﻣﺸﺘﺮى‪ -‬ﻋﺮﺿﻪ ﮐﻨﻨﺪه و رﻗﻴﺐ ﺗﺠﺎرى‬
‫• ﺗﻔﺤﺺ و ﺑﺮرﺳﻰ‬
‫• ﺑﺎزدﻳﺪ از ﻣﺤﻞ‬
‫• ﮔﺮوههﺎى ﻣﺘﻤﺮﮐﺰ و ﻧﻤﻮﻧﻪ ارزﻳﺎﺑﻰ‬
‫• ﻣﻄﺎﻟﻌﺎت ﺑﺎزار‬
‫• ﻣﻨﺎﺑﻊ اﻧﺘﺸﺎر ﻳﺎﻓﺘﻪ‬
‫• اﻃﻼﻋﺎت دوﻟﺘﻰ‬
‫‪ -٤‬ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﻋﻤﻠﮑﺮد ﺷﺮﮐﺖهﺎى ﺗﺮاز اول ﺟﻬﺎﻧﻰ‬

‫ﺑﺎ ﺟﻤﻊ آورى دادههﺎى ﺷﺮﮐﺖهﺎى ﺗﺮاز اول ﺟﻬﺎن و ﺷﺮﮐﺖ ﺧﻮد ﻣﻰﺗﻮان اﻳﻦ دو را ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ و ﺑﺎ هﻢ‬
‫ﻣﻘﺎﻳﺴﻪ ﻧﻤﻮد‪.‬‬
‫• در ﻳﮏ ﻣﻘﺎﻳﺴﻪ درﺳﺖ ﭼﻪ ﭘﺎراﻣﺘﺮهﺎﻳﻰ را ﺑﺎﻳﺪ ﻟﺤﺎظ ﮐﺮد؟‬
‫• در ﺧﺼﻮص ﻣﻌﻴﺎرهﺎى ﮐﻠﻴﺪى اﺧﺘﻼف در ﻋﻤﻠﮑﺮد ﭼﻴﺴﺖ؟‬
‫‪ -٥‬ﺗﻌﻴﻴﻦ ﻣﻮارد ﻧﻴﺎزﻣﻨﺪ ﺑﻪ ﺑﻬﺒﻮد ﻳﺎﻓﺘﻦ‬

‫ﺑﺎ ﻣﻘﺎﻳﺴﻪ ﻋﻤﻠﮑﺮدهﺎ حﻮزههﺎى وﻳﮋه اﺧﺘﻼف ﻋﻤﻠﮑﺮد ﺑﺎﻳﺪ ﻣﺸﺨﺺ ﺷﻮﻧﺪ‪ .‬ارزش اصﻠﻰ ﻓﺮآﻳﻨﺪ ﺳﻨﺠﺶ در‬
‫دﺋﺮﺳﻬﺎﻳﻰ اﺳﺖ ﮐﻪ از ﻧﺤﻮه دﺳﺘﻴﺎﺑﻰ دﻳﮕﺮان ﺑﻪ هﻤﻠﮑﺮدهﺎى ﺑﺮﺗﺮ ﻣﻰ ﺗﻮان آﻣﻮﺧﺖ‪.‬‬
‫‪ -٦‬ﺗﻬﻴﻪ و اﺟﺮاى ﺑﺮﻧﺎﻣﻪ ﮐﺎرى‬

‫ﺑﺎ ﻣﻄﺎﻟﻌﺎت ﺳﻨﺠﺶ حﻮزههﺎﻳﻰ ﮐﻪ ﺑﻪ ﭘﻴﺸﺮﻓﺖ ﻧﻴﺎز دارﻧﺪ ﻣﺸﺨﺺ ﺧﻮاهﻨﺪ ﺷﺪ و ﺑﺪﻧﺒﺎل آن ﻣﻴﺒﺎﻳﺴﺖ ﺑﺮﻧﺎﻣﻪ ﮐﺎرى‬
‫ﺗﻬﻴﻪ ﻧﻤﻮد‪.‬‬
‫• ﻳﺎﻓﺘﻪهﺎ و ﻧﺘﺎﻳﺞ ﺳﻨﺠﺶ را اﻋﻼم ﮐﻨﻴﺪ‪.‬‬
‫• در ﺧﺼﻮص ﺗﻐﻴﻴﺮات ﻣﻮرد ﻧﻴﺎز‪ ،‬اﺟﻤﺎع ﮐﻨﻴﺪ‪.‬‬
‫• اهﺪاف اﺳﺘﺮاﺗﮋک ﺑﺮاى ﭘﻴﺸﺮﻓﺖ را ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪.‬‬
‫• ﻣﻌﻴﺎرى را ﺑﺮاى ﭘﻴﮕﻴﺮى ﻣﺴﻴﺮ ﭘﻴﺸﺮﻓﺖ ﺗﻌﻴﻴﻦ ﮐﻨﻴﺪ‪.‬‬
‫• ﺗﻌﻬﺪ و حﻤﺎﻳﺖ ﻣﺪﻳﺮﻳﺖ را ﺟﻠﺐ ﮐﻨﻴﺪ‪.‬‬
‫• ﺑﺮﻧﺎﻣﻪ ﮐﺎرى ﺟﻬﺖ دﺳﺘﻴﺎﺑﻰ ﺑﻪ ﭘﻴﺸﺮﻓﺖ ﻻزم ﭘﻴﺎده ﮐﻨﻴﺪ‪.‬‬

Appendix 5: Stakeholder Needs Analysis
What are Stakeholders?

Within any business there are a number of stakeholders whose expectations
set a benchmark against which effectiveness of HSE management systems
are measured.
Figure A5.1: Stakeholders
Emergency
Managers
Services
Pressure
Employees
Groups
Boardroom
Insurers Directors
Customers Regulators
Suppliers Shareholders
It is important to note that there are many benefits of meeting stakeholder

expectations (Figure A5.2), indeed the value of a company can be increased
if stakeholder expectations are exceeded.

‫ﺿﻤﻴﻤﻪ ‪ :٥‬ﺗﺤﻠﻴﻞ ﻧﻴﺎزهﺎى ﮔﺮوهﻬﺎ و اﻓﺮاد ذﻳﻨﻔﻊ‬
‫ﮔﺮوهﺎى ذى ﻧﻔﻊ ﭼﻪ ﮐﺴﺎﻧﻰ هﺴﺘﻨﺪ؟‬

‫در هﺮ ﺳﺎزﻣﺎن اﻓﺮاد ﻳﺎ ﮔﺮوههﺎﻳﻰ وﺟﻮد دارﻧﺪ ﮐﻪ اﻧﺘﻈﺎرات آﻧﻬﺎ ﻣﻌﻴﺎر ﺳﻨﺠﺸﻰ اﺳﺖ ﺑﺮاى ﺗﻌﻴﻴﻦ اﻳﻨﮑﻪ ﮐﺪام‬
‫ﮐﺎرآﻳﻰ ﺳﻴﺴﺘﻢهﺎى ﻣﺪﻳﺮﻳﺖ ‪ HSE‬ﺑﺎﻳﺪ ارزﻳﺎﺑﻰ ﺷﻮد‪.‬‬
‫ﺷﮑﻞ ‪۵-١‬الﻒ‪ :‬ﮔﺮوهﻬﺎى ذﻳﻨﻔﻊ‬
‫خﺪﻣﺎت‬ ‫ﻣﺪﻳﺮان اﺟﺮاﺋﻰ‬

‫اﺿﻄﺮارى‬
‫ﮔﺮوههﺎى ﻓﺸﺎر‬ ‫ﺳﺮﭘﺮﺳﺘﺎن‬
‫اﺗﺎق هﻴﺌﺖ ﻣﺪﻳﺮه‬

‫ﺑﻴﻤﻪﮐﻨﻨﺪﮔﺎن‬ ‫ﻣﺪﻳﺮان‬
‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﻧﺎﻇﺮان‬
‫ﺗﺎﻣیﻦ ﮐﻨﻨﺪﮔﺎن‬ ‫ﺳﻬﺎﻣﺪاران‬
‫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.‬‬

Appendix 5
Figure A5.2: Benefits of exceeding stakeholder expectations
Benefits of Exceeding Stakeholder Expectations

Exceeding stakeholder expectations in safety management normally has a range of benefits
relevant to improvement of a company’s business performance. These benefits are both
tangible and intangible:
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
Satisfying the important stakeholders is the driving force behind process

improvement and resource/organisational alignment. Choices about which
stakeholders to satisfy and how to satisfy them embody the key elements of
a business strategy.
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.
This process helps us to understand what stakeholders want. It is important

to recognise that a business often can’t meet all the expectations of all it’s
stakeholders. Organisations have to give priority to meeting the
expectations of stakeholder groups that are most important to the success of
their business.

‫‪Appendix 5‬‬
‫ﺷﮑﻞ ‪۵-٢‬الﻒ ‪ :‬ﻣﺰاﻳﺎى ﭘﻴﺸﻰ ﮔﺮﻓﺘﻦ از ﺳﻄﺢ اﻧﺘﻈﺎرات ﮔﺮوهﻬﺎى ذﻳﻨﻔﻊ‬
‫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.‬‬
‫ﻣﺰاﻳﺎى ﻗﺎﺑﻞ لﻤﺲ‪:‬‬

‫• ﺟﻠﻮﮔﻴﺮى از ﺧﺴﺎرات ﺟﺎﻧﻰ و ﺟﺮاحﺎت‬
‫• ﺑﻪ حﺪاﻗﻞ رﺳﺎﻧﺪن زﻣﺎن ﻧﺎﮐﺎرآﻣﺪی‬
‫• ﺑﻪ حﺪاﮐﺜﺮ رﺳﺎﻧﺪن اﺳﺘﻔﺎده ﻣﺆﺛﺮ از ﺳﺮﻣﺎیﻪ در ﺟﻬﺖ ﮐﻨﺘﺮل ریﺴﮏ هﺎی ایﻤﻨی‬
‫• ﮐﺎهﺶ حﻖ ﺑﻴﻤﻪ‬
‫• ﮐﺎهﺶ دﻳﻮﻧﺎت ﻣﺪﻧی و ﺟﻨﺎیی‬
‫• اﻓﺰاﻳﺶ ارزش و اﻋﺘﺒﺎر ﺷﺮﮐﺖ‬
‫• ﺗﺄﻣﻴﻦ وﺟﻮه ﻃﺮحهﺎ ﺑﻪ ﻧﺤﻮ ﻣﻄﻠﻮب‬
‫ﻣﺰاﻳﺎى ﻏیﺮ ﻗﺎﺑﻞ لﻤﺲ‪:‬‬

‫• اﻓﺰاﻳﺶ ﺳﻄﺢ رﺿﺎﻳﺘﻤﻨﺪى ﻣﺮدم‬
‫• ﭘﻴﺶ ﺑﻴﻨﻰ و ﺗﺄﺛﻴﺮﮔﺬاری ﺑﺮ ﻗﻮاﻧﻴﻦ آﺗﻰ‬
‫• اﻓﺰاﻳﺶ اﻧﮕﻴﺰه ﮐﺎرﻣﻨﺪان‬
‫صﻨﻌﺖاﻧﺴﺠﺎم ﺳﺎزﻣﺎﻧﻰ ﻳﺎ ﺑﺴﻴﺞ ﻣﻨﺎﺑﻊ ﻣﻰ‬
‫ﭘﻴﺸﺮﻓﺖ و‬
‫ﻧﻴﺮوىﺷﺪن ﺑﻌﻨﻮان ﻳﮏ ﭘﻴﺸﺮو در‬
‫ﻓﺮآﻳﻨﺪ‬ ‫ﺑﺮاى‬ ‫ﻣﺤﺮک‬ ‫ﻣﻬﻢﺷﻨﺎﺧﺘﻪ‬ ‫ﮔﺮوهﻬﺎىﺑﻪذﻳﻨﻔﻊ‬
‫رﺳﻤﻴﺖ‬ ‫•‬ ‫رﺿﺎﻳﺘﻤﻨﺪى‬
‫ﮐﻠﻴﺪى ﻳﮏ‬ ‫ﻋﻮاﻣﻞ‬ ‫از‬ ‫د‬‫ﺷﻮ‬ ‫ﻣﻰ‬ ‫اﻧﺠﺎم‬ ‫ﮐﺎر‬ ‫اﻳﻦ‬ ‫ﮕﻮﻧﻪ‬ ‫ﭼ‬ ‫و‬ ‫ه‬‫ﺷﺪ‬ ‫حﺎصﻞ‬ ‫ﺑﺎﻳﺪ‬
‫• ﺗﺮویﺞ رویﮑﺮدهﺎی ﻣﺒﺘﻨی ﺑﺮ ریﺴﮏ در ﻣیﺎن دیﺴیﭙﻠیﻦ هﺎی ﻣﺨﺘﻠﻒ‬ ‫ﻧﻔﻊ‬ ‫ذى‬ ‫ﻓﺮد‬ ‫ﮐﺪام‬ ‫رﺿﺎﻳﺘﻤﻨﺪى‬ ‫ﺑﺎﺷﺪ‪ .‬اﻳﻨﮑﻪ‬
‫ﺷﻤﺎر ﻨﻣﻰرود‪.‬‬
‫ای‬ ‫ﺑﻪ‬ ‫ﺗﺠﺎرى‬ ‫اﺳﺘﺮاﺗﮋى‬
‫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.‬‬

Appendix 5
Figure A5.3: Stakeholder Evaluation

Stakeholders and their Satisfaction
Identify
Identify and
and Define
Define Identify
Identify Satisfaction
Satisfaction Determine
Determine Satisfaction
Satisfaction
Stakeholders
Stakeholders Attributes
Attributes Attribute
Attribute Importance
Importance
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
Target and Gaps

Conduct
ConductBenchmark
Benchmark Set
Set Future
Future Target
Target Determine
Determine Contribution
Contribution
(optional)
(optional) Levels
Levels to
toCorporate
CorporateStrategy
Strategy
77 99 88
Summarise
SummariseCritical
Critical
Performance
Performance Gaps
Gaps
(strategic
(strategic need
needforfor
improvement)
improvement)
10
10
The Ten Step Process

1. Identify and Define Stakeholders
There are several definitions of what exactly a stakeholder is:
• A stakeholder is an individual or group that can heavily influence the
performance of your business.
• A stakeholder is an individual or group that has an interest in the success
of your business.
• A stakeholder is an individual or group that is affected in a material way
by your business.
These alternative definitions will determine the scope of the stakeholders to

be included.
Stakeholders will almost always include the “big three”: Customers,

Employees, and Shareholders in some form or other.
One hint in determining stakeholders: Do not segment subcategories of

stakeholders prematurely. Thus, do not initially separate part time
employees from full time employees, or large industrial customers from
small business customers, until Step 2 shows that these subgroups have
quite distinct satisfaction attributes. If the needs of the subgroups are
basically the same, or if the differences are not important, then there is not
much benefit in creating them.

‫ﺷﮑﻞ ‪۵-٣‬الﻒ‪ :‬ارزﻳﺎﺑﻰ اﻓﺮاد ذى ﻧﻔﻊ‬
‫اﻓﺮاد ذى ﻧﻔﻊ و رﺿﺎﻳﺘﻤﻨﺪى آﻧﻬﺎ‬
‫اﻓﺮاد ذیﻨﻔﻊ را ﻣﺸﺨﺨﺺ‬ ‫ﺷﺎخﺺهﺎى رﺿﺎﻳﺘﻤﻨﺪى‬ ‫اهﻤﻴﺖ ﺷﺎخﺺ رﺿﺎﻳﺘﻤﻨﺪى‬

‫و ﺗﻌﺮیﻒ ﮐﻨیﺪ‬ ‫را ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪.‬‬ ‫را ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪.‬‬
‫‪١‬‬ ‫‪٢‬‬ ‫‪٣‬‬
‫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
‫ﺳﻨﺠﺶ را اﻧﺠﺎم دهﻴﺪ‬

‫ﺳﻬﻢ هﺮ ﻳﮏ را در اﺳﺘﺮاﺗﮋى‬
‫)اخﺘﻴﺎرى(‪.‬‬ ‫ﺳﻄﻮح هﺪف آﺗﻰ را ﻣﻌﻴﻦ ﮐﻨﻴﺪ‬ ‫ﮔﺮوهﻰ ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪.‬‬
‫‪٧‬‬ ‫‪٩‬‬ ‫‪٨‬‬
‫ﺑﻄﻮر خﻼصﻪ ﻓﺎصﻠﻪهﺎى ﻣﻬﻢ‬

‫ﻋﻤﻠﮑﺮد را ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪ .‬ﻧﻴﺎز‬
‫اﺳﺘﺮاﺗﮋﻳﮏ ﺑﺮاى ﭘﻴﺸﺮﻓﺖ و از ﺑﻴﻦ‬
‫ﺑﺮدن ﻓﺎصﻠﻪهﺎ را ﻧﻴﺰ ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪.‬‬
‫‪١٠‬‬
‫ﻓﺮآﻳﻨﺪ ده ﻣﺮحﻠﻪاى‬
‫‪ -١‬اﻓﺮاد و ﮔﺮوهﻬﺎى ذى ﻧﻔﻊ را ﻣﺸﺨﺺ و ﺗﻌﺮﻳﻒ ﮐﻨﻴﺪ‪.‬‬

‫ﺗﻌﺎرﻳﻒ ﻣﺘﻌﺪدى ﺑﺮاى ﺗﺸﺨﻴﺺ دﻗﻴﻖ ذى ﻧﻔﻊ وﺟﻮد دارد از ﺟﻤﻠﻪ‪:‬‬
‫• ذى ﻧﻔﻊ‪ ،‬ﻓﺮد ﻳﺎ ﮔﺮوهﻰ اﺳﺖ ﮐﻪ ﻣﻰﺗﻮاﻧﺪ ﺗﺄﺛﻴﺮ زﻳﺎدى ﺑﺮ ﻋﻤﻠﮑﺮد ﺗﺠﺎرت و ﮐﺴﺐ و ﮐﺎر ﺷﻤﺎ داﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬
‫• ذى ﻧﻔﻊ‪ ،‬ﻓﺮد ﻳﺎ ﮔﺮوهﻰ اﺳﺖ ﮐﻪ ﺑﺎ ﻣﻮﻓﻘﻴﺖ ﺗﺠﺎرت ﺷﻤﺎ ﻣﻨﺎﻓﻌﻰ ﻋﺎﻳﺪش ﻣﻴﮕﺮدد‪.‬‬
‫• ذى ﻧﻔﻊ‪ ،‬ﻓﺮد ﻳﺎ ﮔﺮوهﻰ اﺳﺖ ﮐﻪ از ﻧﻈﺮ ﻣﺎدى ﺗﺤﺖ ﺗﺄﺛﻴﺮ ﺗﺠﺎرت ﺷﻤﺎ ﻗﺮار ﻣﻰﮔﻴﺮد‪.‬‬
‫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.‬‬

Appendix 5
2. Identify Satisfaction Attributes

This is a critical step in which you identify what each stakeholder needs
(wants) from the enterprise. The most important aspect of this analysis is
that it must be objective and not based on preconceived ideas. The needs
and wants (satisfaction attributes) of customers, employees, and owners
need to be verified by survey, focus groups, or other methods. The biggest
mistake would be to assume these are known and understood when in fact
they are not. Each satisfaction attribute should be clearly named and
defined.
3. Determine Satisfaction Attribute Importance

Not all satisfaction attributes are of equal importance to the stakeholder.
Some are critical and contribute to the basis of competition, others are less
significant, and others are nice to have, but not as important.
Importance of stakeholder satisfaction attributes can be assigned on a scale

of 1 to 10, although in many cases it is sufficient to assign each attribute to
one of three categories:
• H = Highly important (to the stakeholder)
• M = Medium importance
• L = Lower importance
These categories as well as the satisfaction attributes themselves can be

initially determined by multi-voting in a committee of client personnel that
has broad cross organisational participation. However, both the attributes
and their relative importance should be verified through direct contact with
the stakeholders themselves (see step 5 below).
Depending on the situation, it may be desirable to proceed with only the

highly important attributes being considered. Collection of data about each
attribute can be quite time consuming and attributes of lower importance
will have little impact on subsequent analysis; better to focus on three to
four important attributes for each of three-six stakeholders than to lose focus
with 50 or 75 attributes.
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.

‫‪ -٢‬ﺷﺎخﺺهﺎى رﺿﺎﻳﺘﻤﻨﺪى را ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪.‬‬

‫اﻳﻦ ﻣﺮحﻠﻪ ﻣﺮحﻠﻪ ﺑﺴﻴﺎر ﻣﻬﻤﻰ اﺳﺖ ﭼﺮا ﮐﻪ ﻧﻴﺎزهﺎى هﺮﮐﺪام از اﻓﺮاد ذﻳﻨﻔﻊ و ﺧﻮاﺳﺘﻪ هﺎى آﻧﻬﺎ از واحﺪ‬
‫اﻗﺘﺼﺎدى در اﻳﻦ ﻣﺮحﻠﻪ ﻣﺸﺨﺺ ﻣﻰ ﺷﻮد‪ .‬ﻣﻬﻤﺘﺮﻳﻦ ﺟﻨﺒﻪ اﻳﻦ ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞ اﻳﻦ اﺳﺖ ﮐﻪ ﺑﺎﻳﺪ ﺑﺮاﺳﺎس واﻗﻌﻴﺖ‬
‫و ﻣﻮارد ﻋﻴﻨﻰ ﺑﺎﺷﺪ ﻧﻪ ﺗﺼﻮرات و ذهﻨﻴﺎت ﻗﺒﻠﻰ‪ .‬ﻧﻴﺎزهﺎ و ﺧﻮاﺳﺘﻪهﺎى )از ﺷﺎﺧﺺ هﺎى رﺿﺎﻳﺘﻤﻨﺪى( ﻣﺸﺘﺮﻳﺎن‪،‬‬
‫ﮐﺎرﮐﻨﺎن‪ ،‬و اﻧﻮاع ﻣﺎﻟﮑﺎن )ﺳﻬﺎﻣﺪاران( ﻣﻴﺒﺎﻳﺴﺖ ﺗﻮﺳﻂ ﺑﺮرﺳﻰ هﺎ‪ ،‬ﮔﺮوه هﺎى ﺑﺎزرﺳﻰ و ﺳﺎﻳﺮ روش هﺎ ﺗﺄﻳﻴﺪ‬
‫ﺷﻮد‪ .‬ﺑﺰرﮔﺘﺮﻳﻦ اﺷﺘﺒﺎه وﻗﺘﻰ صﻮرﺗﻰ ﻣﻰﮔﻴﺮد ﮐﻪ ﮔﻤﺎن ﮐﻨﻴﻢ آﻧﻬﺎ را ﺑﺪرﺳﺘﻰ ﺷﻨﺎﺧﺘﻪاﻳﻢ در حﺎﻟﻴﮑﻪ در اصﻞ ﭼﻨﻴﻦ‬
‫ﻧﺒﺎﺷﺪ‪ .‬هﺮ ﺷﺎﺧﺺ رﺿﺎﻳﺘﻤﻨﺪى ﻣﻰ ﺑﺎﻳﺴﺖ ﺑﻮﺿﻮح ﻧﺎﻣﮕﺬارى و ﺗﻌﺮﻳﻒ ﺷﻮد‪.‬‬
‫‪ -٣‬اهﻤﻴﺖ ﺷﺎخﺺ رﺿﺎﻳﺘﻤﻨﺪى را ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪.‬‬

‫ﺗﻤﺎﻣﻰ ﺷﺎﺧﺺهﺎى رﺿﺎﻳﺘﻤﻨﺪى از اهﻤﻴﺖ ﻳﮑﺴﺎﻧﻰ ﺑﺮاى اﻓﺮاد ذى ﻧﻔﻊ ﺑﺮﺧﻮردار ﻧﻴﺴﺘﻨﺪ‪ .‬ﺑﺮﺧﻰ از آﻧﻬﺎ از‬
‫اهﻤﻴﺖ حﻴﺎﺗﻰ ﺑﺮﺧﻮردار ﺑﻮده و ﭘﺎﻳﻪ و اﺳﺎس رﻗﺎﺑﺖ را ﺗﺸﮑﻴﻞ ﻣﻰدهﻨﺪ‪ ،‬ﺑﺮﺧﻰ از اهﻤﻴﺖ ﮐﻤﺘﺮى ﺑﺮﺧﻮردار‬
‫ﺑﻮده و ﮔﺮوهﻰ دﻳﮕﺮ ﺑﻮدﻧﺸﺎن ﺧﻮب ﺑﻮده اﻣﺎ ﭼﻨﺪان ﻣﻬﻢ ﻧﻴﺴﺘﻨﺪ‬
‫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
‫‪ -٤‬ﻣﻌﻴﺎر ﻋﻤﻠﮑﺮد ﺷﺎخﺺ رﺿﺎﻳﺘﻤﻨﺪى را ﻣﺸﺨﺺ ﮐﻨﻴﺪ‬

‫ﺑﺮاى اﻧﺪازهﮔﻴﺮى ﻋﻤﻠﮑﺮد واﻗﻌﻰ ﻧﺴﺒﺖ ﺑﻪ ﺷﺎﺧﺺهﺎى رﺿﺎﻳﺖ ﻣﻨﺪى و ﺗﻌﻴﻴﻦ اهﺪاف ﺟﻬﺖ‬
‫ﭘﻴﺸﺮﻓﺖ و ﺗﺮﻗﻰ ﺑﺎﻳﺪ دﻗﺖ ﺑﺴﻴﺎرى ﺑﻌﻤﻞ آورد‪ .‬ﺑﺮاى اﻳﻦ ﻣﻨﻈﻮر ﻣﻌﻴﺎر ﻋﻤﻠﮑﺮد ﺑﺎﻳﺪ در ﻣﻘﻴﺎسهﺎى‬
‫وﻳﮋه ﻳﺎ ﺳﻴﺴﺘﻢ اﻧﺪازه ﮔﻴﺮى ﻣﺸﺨﺺ ﺷﻮد‪ .‬اﻳﻦ ﺳﻴﺴﺘﻢ اﻧﺪازه ﮔﻴﺮى ﺑﺎﻳﺪ ﺑﺎ ﻋﺒﺎرات ﮐﻤﻰ ﻣﺸﺨﺺ‬
‫ﺑﻴﺎن ﺷﻮﻧﺪ‪ ،‬حﺘﻰ اﮔﺮ ﺧﻮد ﻣﻌﻴﺎر ﻣﻮرد ﺳﻨﺠﺶ ذهﻨﻰ و اﻧﺘﺰاﻋﻰ ﺑﺎﺷﺪ‪.‬‬

Appendix 5
For example, customers may want fast order delivery. An appropriate

metric would be percent of orders delivered within one day (perhaps an
additional one might be percent of orders delivered in more than 10 days).
Employees may want good career advancement opportunities – a more
subjective attribute. To turn it into a measurable one, we might define a
metric of percent of employees who say they have good career advancement
opportunities on an employee survey.
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.
5. Determine Actual Performance Levels

The next step is to determine how well the business is satisfying their
stakeholders by actually measuring the current levels of performance against
the metrics established in step 4. Several methods area available to
determine current levels of performance, depending on the type of metric:
• Empirical observation: e.g. counting how many orders are delivered in
less than one day
• Sampling: similar to empirical observation but for a sample of the entire
population
• Questionnaire: asking the stakeholders in a survey
• Focus group: a smaller sample than a survey, but perhaps yielding more
insight (good to do the first time around)
Again, the important things are to have quantifiable measures and to have an
objective source for the data.
When direct contact is made with stakeholders, there is the opportunity to

verify that the satisfaction attributes are the correct ones (i.e. are the one that
the stakeholders in fact consider important). Generally, it is a good practice
to ask some open ended questions that solicit stakeholder views in addition
to specific questions about a given list of attributes (remember, stakeholder
needs can shift over time).
Should the actual measurement process uncover new stakeholder attributes,
or indicate that the assigned levels of importance are incorrect, then this
information must be recycled through the process to adjust the attributes and
measures.

‫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.‬‬
‫‪ -٥‬ﺳﻄﻮح واﻗﻌﻰ ﻋﻤﻠﮑﺮد را ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪.‬‬

‫ﻣﺮحﻠﻪ ﺑﻌﺪى ﺗﻌﻴﻴﻦ ﻣﻴﺰان رﺿﺎﻳﺘﻤﻨﺪى اﻓﺮاد ذى ﻧﻔﻊ ﺑﻮده و اﻳﻦ ﮐﺎر ﺑﺎ اﻧﺪازهﮔﻴﺮى ﺳﻄﻮح واﻗﻌﻰ ﻋﻤﻠﮑﺮد‬
‫ﺑﮑﻤﮏ ﺳﻴﺴﺘﻢ ﻣﺘﺮى ﮐﻪ در ﺑﺨﺶ ﻗﺒﻞ ﻣﻮرد ﺑﺤﺚ ﻗﺮار ﮔﺮﻓﺖ اﻧﺠﺎم ﻣﻰﺷﻮد‪ .‬ﺑﺴﺘﻪ ﺑﻪ ﻧﻮع ﺳﻴﺴﺘﻢ ﻣﺘﺮى‪ ،‬ﭼﻨﺪﻳﻦ‬
‫روش ﻣﺨﺘﻠﻒ ﺑﺮاى ﺗﻌﻴﻴﻦ ﺳﻄﻮح ﻓﻌﻠﻰ ﻋﻤﻠﮑﺮد ﻣﻮﺟﻮد ﻣﻰﺑﺎﺷﻨﺪ‪:‬‬
‫• ﻣﺸﺎهﺪه ﺗﺠﺮﺑﻰ‪ :‬ﺑﺮاى ﻣﺜﺎل ﺷﻤﺮدن ﺗﻌﺪاد ﺳﻔﺎرﺷﺎﺗﻰ ﮐﻪ در ﮐﻤﺘﺮ از ﻳﮏ روز ﺗﺤﻮﻳﻞ داده ﺷﺪهاﻧﺪ‪.‬‬
‫• ﻧﻤﻮﻧﻪﮔﻴﺮى‪ :‬هﻤﺎﻧﻨﺪ ﻣﺸﺎهﺪه ﺗﺠﺮﺑﻰ اﺳﺖ اﻣﺎ در اﻳﻦ حﺎﻟﺖ ﻧﻤﻮﻧﻪ آﻣﺎرى ﮐﻞ ﺟﻤﻌﻴﺖ ﻣﻰ ﺑﺎﺷﺪ‪.‬‬
‫• ﭘﺮﺳﺸﻨﺎﻣﻪ‪ :‬از اﻓﺮاد ذى ﻧﻔﻊ از ﻃﺮﻳﻖ ﻃﺮح ﻧﻈﺮﺧﻮاهﻰ ﮐﺴﺐ اﻃﻼع ﻣﻰ ﺷﻮد‪.‬‬
‫• ﮔﺮوه ﺑﺮﮔﺰﻳﺪه و ﻧﻤﻮﻧﻪ‪ :‬ﻧﻤﻮﻧﻪ ﮐﻮﭼﮑﺘﺮى در ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﻧﻤﻮﻧﻪ آﻣﺎرى ﻃﺮح ﻧﻈﺮﺧﻮاهﻰ ﺗﺤﻘﻴﻖ ﮐﻠﻰ‪ ،‬اﻣﺎ‬
‫ﺷﺎﻳﺪ ﻣﻨﺠﺮ ﺑﻪ ﻧﮕﺮﺷﻰ ﮔﺴﺘﺮده ﺗﺮ ﮔﺮدد‪) .‬ﺧﻮب اﺳﺖ ﮐﻪ در ﮐﻞ ﻳﮏ ﺑﺎر اﻧﺠﺎم ﺷﻮد(‬
‫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.‬‬

Appendix 5
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.).
Targets and Gaps

7. Conduct Benchmark
Benchmarking of the performance levels of other organisations (within or
outside the client industry as appropriate) may be helpful in setting targets
for the client relative to selected attribute performance levels.
8. Determine Contribution to Corporate HSE Strategy

Setting a target for satisfaction attributes should reflect choices based on the
overall corporate HSE strategy. If there is a corporate HSE strategy, then
examination of each attribute in terms of that strategy will lead to insight in
setting future performance targets. Alternatively, active consideration of
tradeoffs among the stakeholders and their attributes in terms of emphasis
over the next several years will form the basis of a strategy.
9. Set Future Target Levels

In this step, the client team sets the target levels for each stakeholder
satisfaction attribute, taking into account current levels of performance, and
optional external benchmarks and contributions to corporate strategy. If
appropriate, targets can be set for several years in the future and then
tracked, year by year (a yearly “report card” is probably most appropriate
from an overall standpoint, although quarterly or even monthly
measurements can be tracked for some attributes, e.g. percent of
complaints).
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.
10. Summarise Critical Performance Gaps

Based on the current level of performance and the target set for the various
metrics of a satisfaction attribute, an overall “gap” is assigned. The gap is a
reflection of how far the current level of performance is from the desired or
targeted level.
Finally, multiplying the gap by the importance factor yields an overall

“strategic need for improvement” measure for each attribute. This measure
can then be used in subsequent analysis, such as identifying the most critical
business processes to improve.

‫‪ -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
‫‪ -٧‬ﺳﻨﺠﺶ را اﻧﺠﺎم دهﻴﺪ‪.‬‬

‫ﺳﻨﺠﺶ ﺳﻄﻮح ﻋﻤﻠﮑﺮد دﻳﮕﺮ ﺳﺎزﻣﺎنهﺎ و ﺷﺮﮐﺖهﺎ )در داﺧﻞ ﻳﺎ ﺧﺎرج از صﻨﻌﺖ ﻣﺸﺘﺮى‪ ،‬هﺮ ﮔﻮﻧﻪ ﮐﻪ ﻣﻨﺎﺳﺐ‬
‫ﺑﺎﺷﺪ( در ﺗﻌﻴﻴﻦ اهﺪاف ﻣﺸﺘﺮى ﻧﺴﺒﺖ ﺑﻪ ﺳﻄﻮح ﻋﻤﻠﮑﺮد اﻧﺘﺨﺎﺑﻰ )ﻣﻮرد ﻧﻈﺮ( ﻣﻰﺗﻮاﻧﺪ ﻣﻔﻴﺪ ﺑﺎﺷﺪ‪.‬‬
‫‪ -٨‬ﺳﻬﻢ هﺮ ﻳﮏ را در اﺳﺘﺮاﺗﮋى ﺷﺮاﮐﺘﻰ ‪ HSE‬ﻣﺸﺨﺺ ﮐﻨﻴﺪ‪.‬‬

‫ﺗﻌﻴﻴﻦ هﺪﻓﻰ ﻣﺸﺨﺺ ﺑﺮاى ﺷﺎﺧﺺ هﺎى رﺿﺎﻳﺘﻤﻨﺪى ﻣﻴﺒﺎﻳﺴﺖ ﻣﻨﻌﮑﺲ ﮐﻨﻨﺪه ﮔﺰﻳﻨﻪ هﺎى ﻣﺨﺘﻠﻒ ﻣﺒﺘﻨﻰ ﺑﺮ‬
‫اﺳﺘﺮاﺗﮋى ﮐﻠﻰ ﺷﺮاﮐﺘﻰ ‪ HSE‬ﻣﻰ ﺑﺎﺷﺪ‪ .‬در صﻮرت وﺟﻮد اﺳﺘﺮاﺗﮋى ﺷﺮاﮐﺘﻰ ‪ ،HSE‬آزﻣﻮدن هﺮ ﮐﺪام از‬
‫ﺷﺎﺧﺺ هﺎ ﺑﺎ در ﻧﻈﺮ ﮔﺮﻓﺘﻦ آن اﺳﺘﺮاﺗﮋى ﺑﻪ اﻳﺠﺎد ﻧﮕﺮش هﺎى ﻣﻔﻴﺪى ﺟﻬﺖ ﺗﻌﻴﻴﻦ اهﺪاف ﻋﻤﻠﮑﺮدى آﻳﻨﺪه‬
‫ﺷﺮﮐﺖ ﻣﻨﺠﺮ ﻣﻰ ﺷﻮد‪ .‬ﺑﻌﻨﻮان اﻧﺘﺨﺎب دﻳﮕﺮ‪ ،‬در ﻧﻈﺮ ﮔﺮﻓﺘﻦ ﻓﻌﺎل و ﺟﺪى رﻋﺎﻳﺖ ﺗﻮازن ﻣﻴﺎن اﻓﺮاد ذﻳﻨﻔﻊ و‬
‫ﺷﺎﺧﺺ هﺎى آﻧﺎن در ارﺗﺒﺎط ﺑﺎ ﻣﻴﺰان ﺗﺄﮐﻴﺪ ﺑﺮ ﭼﻨﺪ ﺳﺎل آﻳﻨﺪه‪ ،‬ﭘﺎﻳﻪ و اﺳﺎس ﻳﮏ اﺳﺘﺮاﺗﮋى را ﺗﺸﮑﻴﻞ ﻣﻰ دهﺪ‪.‬‬
‫‪ -٩‬ﺳﻄﻮح هﺪف آﺗﻰ را ﺗﻌﻴﻴﻦ ﮐﻨﻴﺪ‪.‬‬

‫در اﻳﻦ ﻣﺮحﻠﻪ ﺗﻴﻤﻰ ﻣﺘﺸﮑﻞ از ﻣﺸﺘﺮﻳﺎن ﺳﻄﻮح هﺪف را ﺑﺮاى هﺮ ﺷﺎﺧﺺ رﺿﺎﻳﺘﻤﻨﺪى اﻓﺮاد ذى ﻧﻔﻊ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ‬
‫ﺳﻄﻮح ﻓﻌﻠﻰ ﻋﻤﻠﮑﺮد و ﺳﻨﺠﺶهﺎى ﺑﻴﺮوﻧﻰ اﺧﺘﻴﺎرى و ﻣﺸﺎرﮐﺖ آﻧﻬﺎ در اﺳﺘﺮاﺗﮋى ﺷﺮاﮐﺘﻰ ﻣﺸﺨﺺ ﻣﻰﺳﺎزد‪.‬‬
‫در صﻮرت ﻣﻨﺎﺳﺐ ﺑﻮدن‪ ،‬اهﺪاﻓﻰ را ﻣﻰﺗﻮان ﺑﺮاى ﭼﻨﺪ ﺳﺎل آﺗﻰ ﻣﺸﺨﺺ ﮐﺮده و ﺳﭙﺲ ﺳﺎل ﺑﻪ ﺳﺎل آن را دﻧﺒﺎل‬
‫ﻻ در ﻧﮕﺎه ﮐﻠﻰ‪ ،‬داﺷﺘﻦ ﮐﺎرت ﮔﺰارش ﺳﺎﻻﻧﻪ ﻣﻨﺎﺳﺐﺗﺮﻳﻦ ﺷﮑﻞ ﺧﻮاهﺪ ﺑﻮد‪ .‬اﮔﺮﭼﻪ اﻧﺪازه ﮔﻴﺮى هﺎى‬ ‫ﻧﻤﻮد )احﺘﻤﺎ ً‬
‫ﻓﺼﻠﻰ ﻳﺎ ﻣﺎهﻴﺎﻧﻪ را ﻧﻴﺰ ﺑﺮاى ﺑﺮﺧﻰ ﺷﺎﺧﺺهﺎ ﻣﺜﻞ درصﺪ ﺷﮑﺎﻳﺖهﺎ ﻣﻰﺗﻮان دﻧﺒﺎل ﮐﺮد(‪.‬‬
‫ﺗﻌﻴﻴﻦ اهﺪاف را ﻣﻰ ﺗﻮان ﺗﻮﺳﻂ رأى ﮔﻴﺮى و ﭘﺲ از اﻧﺠﺎم ﺑﺤﺚ ﭘﻴﺮاﻣﻮن اﻣﮑﺎن ﭘﺬﻳﺮ ﺑﻮدن‪ ،‬هﺰﻳﻨﻪ هﺎ و ﻣﺰاﻳﺎى‬
‫ﺗﻌﻴﻴﻦ ﺳﻄﻮح ﻣﺸﺨﺺ از اهﺪاف اﻧﺠﺎم داد‪.‬‬
‫‪ -١٠‬ﮐﻤﺒﻮدهﺎى ﻣﻬﻢ ﻋﻤﻠﮑﺮدى را ﺟﻤﻊ ﺑﻨﺪى ﮐﻨﻴﺪ‪.‬‬

‫ﺑﺮاﺳﺎس ﺳﻄﺢ ﻓﻌﻠﻰ ﻋﻤﻠﮑﺮد و هﺪف ﺗﻌﻴﻴﻦ ﺷﺪه ﺑﺮاﺳﺎس ﻣﻘﺎدﻳﺮ ﻣﺨﺘﻠﻒ ﻳﮏ ﺷﺎﺧﺺ رﺿﺎﻳﺘﻤﻨﺪى‪ ،‬ﮐﻤﺒﻮد ﻳﺎ‬
‫اﺧﺘﻼف ﮐﻠﻰ ﻣﺸﺨﺺ ﻣﻰﺷﻮد‪ .‬ﮐﻤﺒﻮد ﻳﺎ اﺧﺘﻼف‪ ،‬ﺑﻴﺎﻧﮕﺮ ﻣﻘﺪار اﺧﺘﻼف ﺳﻄﺢ ﻓﻌﻠﻰ ﻋﻤﻠﮑﺮد از ﺳﻄﺢ ﻋﻤﻠﮑﺮد‬
‫ﻣﻄﻠﻮب ﻳﺎ اهﺪاف ﺑﻠﻨﺪ ﻣﺪت ﻣﻰﺑﺎﺷﺪ‪.‬‬
‫ﺑﺎﻻﺧﺮه ﺑﺎ ﺿﺮب ﮐﺮدن اﻳﻦ اﺧﺘﻼف در ﺿﺮﻳﺐ اهﻤﻴﺖ‪ ،‬ﻣﻌﻴﺎر ﮐﻠﻰ "ﻧﻴﺎز راهﺒﺮدى ﺑﻪ ﺑﻬﺒﻮد و ﭘﻴﺸﺮﻓﺖ" ﺑﺮاى‬
‫هﺮ ﺷﺎﺧﺺ حﺎصﻞ ﻣﻰ ﺷﻮد‪ .‬ﺳﭙﺲ از اﻳﻦ ﻣﻘﺪار ﻋﺪدى در ﺗﺠﺰﻳﻪ و ﺗﺤﻠﻴﻞهﺎى ﺑﻌﺪى ﻣﺜﻞ ﻣﺸﺨﺺ ﮐﺮدن‬
‫ﻣﻬﻤﺘﺮﻳﻦ ﻓﺮآﻳﻨﺪهﺎى ﺗﺠﺎرى ﮐﻪ ﻧﻴﺎز ﺑﻪ ارﺗﻘﺎء دارﻧﺪ ﻣﻰﺗﻮان اﺳﺘﻔﺎده ﮐﺮد‪.‬‬

The Strategic HSE Management Programme Handbook PDF

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Stakeholders

The Strategic HSE Management

NPC / 20365 / Mod1_021_Handbook.doc i

‫‪HSE‬‬ ‫راﻫﻨﻤﺎی ﺑﺮﻧﺎﻣﻪ ﻣﺪﯾﺮﯾﺖ اﺳﺘﺮاﺗﮋﯾﮏ‬

‫‪NPC / 20365 / Mod1_021_Handbook.doc‬‬ ‫‪ii‬‬

Structure of the SHSEMP Handbook .................................................................................................11

Why does a company need an HSE Management Strategy?.............................................................13

Compatibility with International Management Standards ...............................................................15

CHAPTER 2: HOW DO I ASSESS AND PLAN WHAT I NEED TO DO TO

The Number of Accidents or Incidents Relating to HSE...................................................................19

The Cost of HSE....................................................................................................................................19

How Does my Performance Compare with Others? ..........................................................................27

What Level of HSE Management Should I Apply to my Business? .................................................27

HSE Management Systems can deliver an HSE Strategy .................................................................35

Developing Options on What to do......................................................................................................41

How do I Select the Best Option? ........................................................................................................41

How do I Implement Change Successfully?........................................................................................43

NPC / 20365 / Mod1_021_Handbook.doc iii

‫‪١٠‬‬ ‫ﻓﺼﻞ ‪ :١‬ﻣﻘﺪﻣﻪ‬

‫‪NPC / 20365 / Mod1_021_Handbook.doc‬‬ ‫‪iv‬‬

CHAPTER 3: HOW DO I ORGANISE TO MANAGE HSE

Who Should Have Responsibility for HSE?........................................................................................53

How Can HSE Responsibility be Allocated? ......................................................................................55

How Can I Get Employees to “Buy In” to HSE? ...............................................................................65

CHAPTER 4: HOW DO I MONITOR THE IMPLEMENTATION OF MY HSE

What Items Should I Monitor?............................................................................................................77

How do I set and prioritise performance criteria?.............................................................................81

Which Method of Control is Best for my Organisation?...................................................................85

CHAPTER 5: HOW DO I IMPROVE THE WAY I MANAGE HSE

What is the Best Way to Set up an Auditing Programme? ...............................................................93

What Techniques are Available to Encourage Innovative Ideas? ....................................................95

How do I Evaluate Innovative Ideas?..................................................................................................97

CHAPTER 6: HOW DO I UNDERSTAND AND PROMOTE A POSITIVE

Why is HSE Culture important? .......................................................................................................105

How is HSE culture established and maintained? ...........................................................................111

What makes a good HSE culture? .....................................................................................................113

NPC / 20365 / Mod1_021_Handbook.doc v

‫‪NPC / 20365 / Mod1_021_Handbook.doc‬‬ ‫‪vi‬‬

What does best practice in HSE culture look like? ..........................................................................117

How can I assess the HSE Culture in my organisation?..................................................................123

Understanding Unwritten Rules at Management Levels.................................................................125

Unintentional Actions - Human Errors.............................................................................................127

How can I Plan and Implement improvements in HSE Culture?...................................................133

Summary of Chapter 6 .......................................................................................................................141

APPENDIX 1: USEFUL REFERENCES AND DOCUMENTS........................ 143

Regional Regulations (ROPME Protocols) .......................................................................................147

APPENDIX 2: RISK ASSESSMENT .............................................................. 149

APPENDIX 3: ALARP .................................................................................... 153

APPENDIX 4: BENCHMARKING .................................................................. 161

APPENDIX 5: STAKEHOLDER NEEDS ANALYSIS..................................... 167

NPC / 20365 / Mod1_021_Handbook.doc vii

١۴۴ ‫ ﻣﺮاﺟﻊ و ﻣﺪارک ﻣﻔﻴﺪ‬:١ ‫ﭘﻴﻮﺳﺖ‬

The Strategic Health, Safety and Environmental

EHS management is a key part of any business’s commitment to sustainable

NPC / 20365 / Mod1_021_Handbook.doc viii

responsible EHS management enhances your international reputation

NPC / 20365 / Mod1_021_Handbook.doc 9

‫ﺑﺮﻧﺎﻣﻪ ﻣﺪﯾﺮﯾﺖ اﺳﺘﺮاﺗﮋﯾﮏ ﺑﻬﺪاﺷﺖ‪ ،‬اﯾﻤﻨﯽ و ﻣﺤﯿﻂ زﯾﺴﺖ )‪(SHSEMP‬‬

‫‪NPC / 20365 / Mod1_021_Handbook.doc‬‬ ‫‪10‬‬

Attract Resources (Capital and Talent)

Reduce Costs Avoid Risks Create Options Establish Preference

Structure of the SHSEMP Handbook

NPC / 20365 / Mod1_021_Handbook.doc 11