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Dilemma of Innovation - Risk & Inevitability: A Road Map for Systemic Innovation in Oil & Gas Industry, beyond regulatory compliance, monetizing hse performance management

机译：创新的困境-风险与必然性：石油和天然气行业系统创新的路线图，超越法规合规性，通过hse绩效管理获利

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Health, Safety, and Environment (HSE) has been an area of high concern and interest especially in high risk industries such as oil and gas, maritime, construction, healthcare and transportation. Emphasis on organizational ethics, sustainability and social impact strategies and practices such as Corporate Social Responsibility (CSR) (Freeman and Hasnaoui, 2011; Schwab, 2008), Triple Bottom Line (TBL) (Hubbard, 2009; Dhiman, 2008, Schwab, 2008), and adherence to standards such as Tl, GRI, ISO, NEBOSH, IOSH, RIDDOR, OHSAS, DowJonesSustainability Index (DJSI), Carbon Disclosure Project (CDP), FTSE4Good index, and so on, have further emphasized the need for HSE performance management in most organizations. HSE performance is often regulated bythegovernmentand pressure groups including NGOsand other regulatory & standards bodies. As a result HSE awareness and performance is becoming one of the top agenda items for C-level executives and board members. Globalization of businesses has contributed towards greater risk awareness (Catwright and Cooper, 1995; Huff and Huff, 2001) yet most companies lack a holistic knowledge of their HSE risks (Carroll, 2003). Stakeholders are demanding more governance, compliance, accountability and transparency while globalization is causing operators to demonstrate simultaneous adherence to multiple health, safety and environment standards through reporting of both leading and lagging indicators in almost real time manner (Knott, 1998 ). In spite of the senior leadership team's emphasis on HSE management most organizations are struggling to meet their key HSE objectives and often report several lagging indicators, which is associated with lack of clarity around processes, communication and responsibilities (Wang et al, 2012; Keeley, Turner and Harper, 2011; Azadeh, Farmand and Sharahi, 2012; Hu and Qiu, 2011). Furthermore, major accidents continue to occur. Moreover, HSE performance oriented activities are often treated as box-ticking exercises for meeting the mandatory regulatory requirements and avoiding major incidents that could potentially jeopardize the organization's image. Although rated high in the business agenda and often backed by a desire to become a part of the organizational culture, it is not uncommon to see HSE performance management being frowned upon as a cost-centre that eats into the organizations' profits. This presentation challenges such negative sentiments around HSE performance management and offers a roadmap for systemic innovation for dealing with dilemmas around HSE performance management. This paper attempts to presents ideas and offer reflections upon how HSE professionals can justify HSE performance management initiatives as a profitable activity amidst tough times in addition to ensuring safeguarding life, property and the environment.
机译：健康，安全和环境（HSE）一直是引起高度关注和关注的领域，尤其是在高风险行业中，例如石油和天然气，海事，建筑，医疗保健和运输。强调组织道德，可持续性和社会影响战略与实践，例如企业社会责任（CSR）（Freeman和Hasnaoui，2011;施瓦布，2008），三重底线（TBL）（Hubbard，2009; Dhiman，2008，Schwab，2008） ），并遵守Tl，GRI，ISO，NEBOSH，IOSH，RIDDOR，OHSAS，DowJones可持续发展指数（DJSI），碳披露项目（CDP），FTSE4Good指数等标准，进一步强调了对HSE性能的需求大多数组织中的管理。 HSE绩效通常受政府和压力组织（包括NGO和其他监管与标准机构）的监管。因此，HSE意识和绩效已成为C级高管和董事会成员的首要议程项目之一。企业的全球化促进了人们对风险意识的增强（Catwright和Cooper，1995; Huff和Huff，2001），但是大多数公司对HSE风险缺乏全面的了解（Carroll，2003）。利益相关者要求更多的治理，合规性，问责制和透明度，而全球化则通过几乎实时地报告领先指标和落后指标，使运营商证明其同时遵守多种健康，安全和环境标准（Knott，1998）。尽管高级领导团队强调HSE管理，但大多数组织仍在努力实现其关键的HSE目标，并经常报告一些滞后的指标，这与流程，沟通和责任缺乏清晰性有关（Wang等，2012; Keeley， Turner和Harper，2011; Azadeh，Farmand和Sharahi，2012; Hu和Qiu，2011）。此外，重大事故继续发生。此外，以HSE绩效为导向的活动通常被视为挑剔的练习，以满足强制性的监管要求，并避免了可能危害组织形象的重大事件。尽管HSE绩效管理在业务议程中被认为是很高的，并且常常希望成为组织文化的一部分，但人们普遍不认为HSE绩效管理被认为是消耗组织利润的成本中心。本演讲挑战了围绕HSE绩效管理的负面情绪，并为应对围绕HSE绩效管理的困境的系统创新提供了路线图。本文试图提出一些想法，并对HSE专业人士如何证明HSE绩效管理计划在艰难时期中是一项有利可图的活动，以及确保生命，财产和环境的安全性进行反思。

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