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海外EPC项目受社会环境、法律法规、文化风俗、气候条件和社会依托等制约,HSE管理体系本土化建设成为制约项目管理的瓶颈。以中亚天然气管道增压站(乌兹别克斯坦)建设工程为例,分析了海外EPC项目本土化HSE管理的特点;重点阐述了从工程合同层面明确责任、义务与考核,从责任书层面量化直线责任与属地管理指标,以基层项目“两书一表”作为体系管理基础,以强化人、机管理作为本土化体系建设的重点突破口,以完善制度、培训、考核系统作为提升手段,以管理工具的科学应用为着力点,以推动当地雇员素质提升作为HSE体系本土化的最终目标等关于海外EPC项目HSE体系本土化建设的实践成果;最后对存在的问题进行了剖析,并对HSE管理体系本土化建设提出了几点思考。
Overseas EPC projects are constrained by social environment, laws and regulations, cultural customs, climatic conditions and social support. The localization of HSE management system has become a bottleneck restricting project management. Taking the construction project of Central Asia Natural Gas Pipeline Booster Station (Uzbekistan) as an example, this paper analyzes the characteristics of localized HSE management of overseas EPC projects. It elaborates on clarifying responsibility, obligation and assessment from the aspect of engineering contract and quantifying the straight-line responsibility And territorial management indicators to grass-roots projects “two books and a table ” as the basis for system management, in order to strengthen people and machine management as a key breakthrough in the localization system to improve the system, training, assessment system as a means of promotion to manage The scientific application of tools as the focal point to promote the quality of local employees as the ultimate goal of localization of HSE system on the overseas localization of the HSE system EPC project achievements; Finally, the existing problems were analyzed and the HSE Management System Localization made a few thoughts.