| HSE stands for Health,Safety,and Environment,which is a modern management system for health,safety,and environmental concerns.With the development of the economy,the conflict between health,safety,environment,and economic development has become increasingly prominent.In recent years,frequent accidents have caused serious consequences,from national to industry to family level.The impact of accidents on an industry or family is incalculable.In the process of economic development,people have gradually shifted from pursuing survival to pursuing health,safety,and happiness.As the object of group work,enterprises should shoulder corresponding social responsibilities.Different enterprises face different HSE issues at different stages of development.By studying the current status and existing problems of the HSE management system of Xinjiang KELI New Technology Development Co.,Ltd.,a representative oilfield technical service enterprise in China,targeted improvements can be proposed to enhance its HSE management level.This will strengthen its competitiveness in the oilfield market and provide reference for similar enterprises to improve their HSE management systems.By reviewing the research content related to HSE management systems by domestic and foreign scholars,this article proposes innovative points after sorting,analyzing,and summarizing the information.Secondly,combined with KELI’s main business of on-site technical services in oilfields,this article analyzes the HSE management system requirements of its customer,Petro China Group,for contractors and the elements of the HSE management system of oilfield technical service enterprises.By conducting a document review of the HSE management system-related regulations currently implemented by KELI,evaluating the HSE performance of middle and senior level management and key positions,and summarizing on-site inspection problems,the current weak points of KELI’s HSE management system can be identified by using the PDCA cycle tool,risk management theory,and Maslow’s hierarchy of needs theory.Targeted gap analysis and improvement measures are implemented to gradually synchronize KELI’s HSE management system with that of oilfield companies to achieve a unified health,safety,and environmental management system for downstream operations in the petroleum production field.For prominent typical problems,this article proposes establishing a comprehensive HSE production responsibility system,benchmarking the HSE management system of Petro China Group,developing on-site standardized HSE management norms,identifying and addressing training needs,and establishing a training matrix to implement "my safety,my responsibility," "my position,my responsibility," and "all-staff participation" for HSE management in safety production.This further establishes and improves KELI’s HSE management system,forming a unified standard and specification,and realizing a management system that is system-oriented,process-oriented,operational,and quantifiable.This ensures that on-site employees are clear about what HSE is,what they need to remember and write,and standardizes the on-site operation of HSE management work.The content,time,and effectiveness of HSE training are clarified,and online training modules are established through remote networks to overcome the problem of personnel in remote desert areas being unable to participate in centralized training.This effectively implements the training work.The operational level of the company’s HSE system is improved,and on-site risks are controlled within an acceptable range to ensure the long-term survival of the enterprise.This enhances the competitiveness of the enterprise and meets the customer’s requirements for contractors’ HSE management systems,achieving mutual benefit and win-win results. |
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