Jiangsu Dynamic Chemical Co., Ltd. is a leading enterprise in the domestic market for binary alcohol ethers and their ester solvents. After years of development, the company has a strong market position and competitiveness in comprehensive production capacity, product quality, production technology, and has been widely recognized in the industry.

As a production-oriented enterprise, Dynamic Chemical is involved in multiple key regulated chemical processes, chemicals, and major hazard sources (referred to as "two key and one major") in the production process. Improving safety management level and achieving intrinsic safety have become mandatory courses for enterprises. To this end, Dynamic Chemical took the initiative to self pressure and invested 15 million yuan to jointly diagnose and analyze with an authoritative safety consulting company. From the aspects of safety management system, professional management ability, comprehensive quality of personnel, and technical essential safety, a three-year plan for safety improvement was formulated. In collaboration with industrial upgrading, Dena Corporation aims to create an excellent enterprise that is environmentally friendly and has both economic and social benefits that reassure the government, satisfy the public, and satisfy customers.

 

(Dynamic Chemical Factory)

Concept change, security management becomes normalized

 

In recent years, frequent safety accidents have questioned the safety production level of chemical enterprises, while also leading to an escalation of public opinion that "talks about chemistry and turns pale" in society, further compressing the industry's survival space. A group of forward thinking entrepreneurs saw the crisis caused by safety issues in the industry and quickly explored the path to break through. Chairman Qin Xudong is one of the outstanding ones.

Years of experience in running a business have given Qin Xudong a deep sense of crisis. After careful consideration, he firmly believed that improving the level of safety management is the ultimate solution for the enterprise to embark on a smooth path, and elevated the awareness of employee safety to the guiding ideology of the enterprise. The concept of safety must be deeply integrated into the souls of all employees in order for the enterprise to truly achieve permanent safety, "said Qin Xudong from the bottom of his heart.

Qin Xudong stated that the conscious implementation of safety improvement projects has overturned outdated safety management norms. Compared to the previous sports style, slogan style, and gust style focus on safety, we are committed to building a normalized mechanism for safety management and persistently promoting it to establish a long-term mechanism for safety control and build a strong fortress for safety protection.

Safe production is just empty talk without investment, "Qin Xudong's simple words reflect a hard truth. In order to systematically and comprehensively improve the level of security management and benchmark international advanced security management systems and practices, we spare no expense in introducing authoritative consulting companies in the field of security to join and cooperate.

The criteria for selecting partners are strict, and Shanghai Tuoma Enterprise Management Service Company, which has a strong team of experts, was ultimately selected. It is understood that the consulting experts of Shanghai Tuoma are all from Fortune 500 companies, such as well-known multinational corporations DuPont, Bayer, BASF, etc. Expert members have a forward-looking safety perspective, practical knowledge and skills, and rich practical experience. After signing the contract in October 2018, based on the actual situation of the company and through diagnostic consultation, both parties formulated stage goals and plans for safety improvement, in order to improve the safety management level of the enterprise as soon as possible.

 

(Central Control Room)

Institutional innovation stimulates internal motivation among all employees

 

As is well known, the improvement of enterprise security management must keep pace with the times. Under the guidance of advanced concepts, by continuously improving systems and innovating implementation methods, we aim to stimulate the internal motivation of all employees to participate and consciously improve their safety management level.

Firstly, a localized management safety management system has been established, which fully consolidates the main responsibility under the principle of "whoever is in charge is responsible, and business management must manage safety". In February of this year, the company revised and released the safety responsibility system, clarifying that the chairman and general manager of the company are the first responsible persons for safety production and are fully responsible for the safety production work of the enterprise; Clarify the safety responsibilities from the main person in charge to frontline employees and sign a safety production responsibility agreement for all staff. At the same time, the internal areas of the company are divided into regions, with clear responsibilities assigned to departments at the first level and teams and individuals at the second level. It is not only necessary to "sweep the snow in front of the door", but also to assist in managing "frost on others' roofs", fully implementing the requirements of safety grid management.

To achieve effective safety management, there must also be a strong management organization that can run through the entire company from top to bottom and effectively mobilize all employees to participate. To this end, the company has innovatively reformed its safety management organizational framework, established a safety improvement promotion group, and set up six sub committees including a process safety management sub committee, equipment management sub committee, behavior safety and accident management sub committee, performance and training management sub committee, safety procedures and standardization sub committee, and contractor management sub committee. The establishment and effective operation of each sub committee provide strong guarantees for safety management work.

In addition, comprehensive screening and investigation, as well as the establishment of safety red lines and high-risk behaviors, are also distinctive institutional innovations of the company. It is reported that based on extensive research of industry statistics, the company focused on soliciting opinions from internal employees, especially frontline staff, and ultimately formed a unique safety red line and high-risk behavior for the company, providing reference for employees' daily standardized operations.

Because it is not imposed by management, employees have a high level of participation and execution awareness, which avoids the resistance that is prone to occur in management and transforms constraints into self-awareness and habits, "said the company's safety related person in charge.

The improvement of safety management level cannot be separated from the guarantee of systems. We have developed 107 safety management systems. For example, in conjunction with the construction of safety information technology, we have revised the "Safety Production Information Management System". Based on the principle of implementing local management in the company's safety responsibility system, we have revised eight major operation systems such as the "Hot Work Management System". The company's systems cover all stages of operation and have established clear guidelines for compliance, and violations will be prosecuted, "Qin Xudong said.

 

（德纳股份生产现场安全监控）

超前预防 筑牢事故防范屏障

　　安全工作，重在预防。基于此，德纳股份通过扎实分析事故原因，采取全方位排查风险及隐患、抓实应急救援管理等措施超前预防事故的发生。

　　据介绍，在事故原因分析方面，德纳股份将重点落到寻找诱因上，运用事故树分析法，通过图解揭示事故发生的根本原因。具体做法是以事故案例为教材，通过对事故发生过程“抽丝剥茧”，对直接原因、间接原因、前位原因、中间原因、后位原因等进行归纳，最终厘清事故发生的因果关系。在分析原因过程中，引导员工掌握关联因素的识别与预防，熟稔事故分析技能，达到举一反三的目的。

　　“为进一步夯实公司安全管理水平，我们还开展了全方位风险隐患排查和推行安全行为观察活动，公司主要负责人承包重大安全风险，其他分管领导按照风险值高低和分管业务对其余风险进行承包，并形成各级风险清单和公司级重大安全风险清单。同时充分利用微信APP等平台，推行隐患排查奖励制度，鼓励内部员工发现隐患及时上报。”该公司安全相关负责人表示。

　　与此同时，德纳股份还积极引进外部力量进行隐患排查整治，邀请相关专家来企业会商诊断，及时发现并消除隐患。据介绍，德纳股份2019年完成全部装置第二轮HAZOP评估，保障装置安全平稳运行;全部完成装置SIL评估，实现安全仪表系统风险科学管理，促进系统可靠性持续提升。

　　此外，德纳股份还抓实应急救援管理，以期最大限度减少人员伤亡和财产损失。一方面，加强基层应急队能力培训，强化与专职应急队伍的联合演练，提升异常情况的初期处置能力;另一方面，规范现场应急处置方案和应急处置卡，做到“一人一卡”，厘清初期应急职责、明确响应步骤、落实执行人员，提高应急处置方案的适用性和可操作性。

 

（德纳股份环氧丙烷球罐）

信息化赋能 安全管理注入高科技元素

　　德纳股份总经理孙家兴表示，工业化与信息化融合，实质上也为安全管理提升注入了高科技元素，有利于提高本质安全水平。为此，在公司安全提升项目中，特别注重安全提升与“两化”的融合。

　　据介绍，德纳股份多个危化品及工艺涉及“两重点一重大”，其中环氧丙烷、甲醇、环氧乙烷、天然气、乙烯、苯等均属重点监管的危险化学品，氧化工艺属重点监管的危险工艺，按照新版《危险化学品重大危险源辨识》识别，共有12个重大危险源。

　　“这些重点监管的危化品和危险工艺让我们时时如履薄冰，但管理好这些重大危险源不能仅靠人的力量，还需要依靠科技的力量。为此，我们按规定配备监测监控系统，实现所有重大危险源的自动化控制，除固定设备升级外，我们增加了新型移动现场操作巡检设备，进行智能化、数字化的日常检查维护。”孙家兴谈道。

　　不断加大安全项目投入，积极更新升级硬件设备是德纳股份取得安全针对性的重要抓手。自2018年以来，德纳股份陆续新增了13组安全检测设备，其中包括视频监控、可燃气体报警、消防报警等，覆盖了所有生产装置和罐区。此外，该公司还更新了DCS和SIS，所选型号均是国内科技含量最高、操作功能最全、最大化程度最高的系统，并实现了中控、车间、岗位DCS联动。

　　为了提升现场数字化手段运用程度，德纳股份新增了VOC检测仪、红外温度检测仪、震动率度仪等移动设备。此外，在生产重点岗位增添了100台防爆手机，除了可以及时发现生产异常或隐患，还能通过视频展现，有效实现联防联控外，并建立设施设备动态数据库，可以随时进行数据存储、积累、分析，为数字化安全管理提供有力的数据支撑。

　　“今年，德纳股份在提升安全管控升级方面还将投入9000万元，实施三大安全技改项目。”孙家兴介绍说，一是为进一步提升液体物料作业的安全系数，投资2500万元对灌装系统进行数字化升级改造;投资2500万元，对环氧乙烷运输方式进行优化提升;投资4000万元，对危险有害气体进行回收处理。

 

(Inspection site for ethylene oxide spherical tank)

Six step method "management provides contractors with a" golden bell cover "

 

For security control, most companies consider it an internal behavior, which inevitably overlooks risk prevention from external sources. When contractors intervene in construction, maintenance, and other projects, it often becomes a high-risk area for accidents. In order to ensure overall safety, the company extends accident prevention to outsourced units and strictly controls contractor safety management.

In terms of institutional construction, firstly, the safety management of contractors will be included in the company's major risk control, and the "top leader" of the enterprise will be responsible for contracting; Secondly, based on the experience of standardized management of daily direct operations, we will clarify regulatory requirements and implement responsibilities from aspects such as pre operation safety preparation, grid management, and personnel training, and comprehensively promote standardized maintenance operations; Thirdly, strict operation procedures and strong management of contractors should be implemented to urge them to establish and improve their own occupational health and safety management system. In accordance with the principle of "one punishment, two suspensions, and three clearances", typical violations and early signs of accidents should be strictly monitored; The fourth is to strictly implement the contractor team's suspension of work for rectification, retraining, and project leader interviews, and improve the management of the weak link in contractor management.

To do a good job in contractor management, we will adopt the interlocking 'six step method' management, including improving the contractor management system and assessment rules; implementing HSE contracts to refine safety management clauses; strengthening the training of contractors entering the factory; strictly controlling the equipment used by contractors entering the factory; strictly inspecting the construction plans and safety measures for high-risk operations; and strictly reviewing the content of on-site safety briefings, including potential hazards such as leaks, fires, explosions, and poisoning during the operation process. "Sun Jiaxing said that due to the extremely strict control implemented by the outsourcing units, a set of safety 'golden shields' have been configured for them, effectively maintaining the safety performance and goals of both parties in cooperation.

(Hold safety themed training activities)

The three-year goal of safety improvement is visible

The 3-year safety improvement and enhancement project carried out by the company is a gradual implementation plan, with steady and resolute steps, without any traces of flashy show. At the same time, the effect of improving enterprise security is also tangible.

The annual goal of the company's 3-year safety plan is to achieve consensus among all employees on advanced safety concepts and solidify good safety practices into company policies and personal habits. Since the company launched the safety management improvement project, there has been a significant change in employees' safety awareness. Their understanding of safety work, which used to rely mainly on safety supervision, has now shifted to recognizing systematic and process based safety management, and employees' safety awareness has greatly improved, "said Sun Jiaxing.

For the safety operation issues of contractors that have always been a headache for management in the past, now with local management as the starting point, through on-site standardization, internal process management, system audits and other methods, the management mode of contractors has begun to undergo a systematic transformation. Violations and other behaviors have gradually decreased, and related risks have been basically controlled. The accident rate has also been significantly reduced.

For the management of accidents and incidents, our previous approach was mainly based on post incident fines. One of the drawbacks of this management method is that the analysis of the causes of accidents is not systematic and detailed enough. After more than 2 years of adjustment and transformation, we have now achieved full coverage and full process control before, during, and after the accident, effectively reducing the accident rate, "Sun Jiaxing said.

Qin Xudong is full of confidence in achieving the 3-year safety goal and has full confidence in the future of the enterprise. The fact that chemical engineering and the environment can achieve harmonious coexistence has been proven by numerous examples. He emphasized that BASF has been growing and developing by the Rhine River since its inception; DuPont was born on the banks of the river, and the Brandy River witnessed its over 200 years of gradual green development; Dow Chemical originated in the Great Lakes region of North America, and its historical time and space have created a long-lasting harmony with Lake Michigan.

Currently, there are still many chemical companies abroad that coexist and prosper in close proximity to communities. Similarly, we believe that through three years of improving safety management, we will also make our companies safer, achieve higher quality development, build more harmonious community relationships, and make society and the people more secure, "said Qin Xudong.