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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.

（德納股份生產(chǎn)現(xiàn)場(chǎng)安全監(jiān)控）

超前預(yù)防 筑牢事故防范屏障

　　安全工作，重在預(yù)防?；诖?，德納股份通過扎實(shí)分析事故原因，采取全方位排查風(fēng)險(xiǎn)及隱患、抓實(shí)應(yīng)急救援管理等措施超前預(yù)防事故的發(fā)生。

　　據(jù)介紹，在事故原因分析方面，德納股份將重點(diǎn)落到尋找誘因上，運(yùn)用事故樹分析法，通過圖解揭示事故發(fā)生的根本原因。具體做法是以事故案例為教材，通過對(duì)事故發(fā)生過程“抽絲剝繭”，對(duì)直接原因、間接原因、前位原因、中間原因、后位原因等進(jìn)行歸納，最終厘清事故發(fā)生的因果關(guān)系。在分析原因過程中，引導(dǎo)員工掌握關(guān)聯(lián)因素的識(shí)別與預(yù)防，熟稔事故分析技能，達(dá)到舉一反三的目的。

　　“為進(jìn)一步夯實(shí)公司安全管理水平，我們還開展了全方位風(fēng)險(xiǎn)隱患排查和推行安全行為觀察活動(dòng)，公司主要負(fù)責(zé)人承包重大安全風(fēng)險(xiǎn)，其他分管領(lǐng)導(dǎo)按照風(fēng)險(xiǎn)值高低和分管業(yè)務(wù)對(duì)其余風(fēng)險(xiǎn)進(jìn)行承包，并形成各級(jí)風(fēng)險(xiǎn)清單和公司級(jí)重大安全風(fēng)險(xiǎn)清單。同時(shí)充分利用微信APP等平臺(tái)，推行隱患排查獎(jiǎng)勵(lì)制度，鼓勵(lì)內(nèi)部員工發(fā)現(xiàn)隱患及時(shí)上報(bào)。”該公司安全相關(guān)負(fù)責(zé)人表示。

　　與此同時(shí)，德納股份還積極引進(jìn)外部力量進(jìn)行隱患排查整治，邀請(qǐng)相關(guān)專家來企業(yè)會(huì)商診斷，及時(shí)發(fā)現(xiàn)并消除隱患。據(jù)介紹，德納股份2019年完成全部裝置第二輪HAZOP評(píng)估，保障裝置安全平穩(wěn)運(yùn)行;全部完成裝置SIL評(píng)估，實(shí)現(xiàn)安全儀表系統(tǒng)風(fēng)險(xiǎn)科學(xué)管理，促進(jìn)系統(tǒng)可靠性持續(xù)提升。

　　此外，德納股份還抓實(shí)應(yīng)急救援管理，以期最大限度減少人員傷亡和財(cái)產(chǎn)損失。一方面，加強(qiáng)基層應(yīng)急隊(duì)能力培訓(xùn)，強(qiáng)化與專職應(yīng)急隊(duì)伍的聯(lián)合演練，提升異常情況的初期處置能力;另一方面，規(guī)范現(xiàn)場(chǎng)應(yīng)急處置方案和應(yīng)急處置卡，做到“一人一卡”，厘清初期應(yīng)急職責(zé)、明確響應(yīng)步驟、落實(shí)執(zhí)行人員，提高應(yīng)急處置方案的適用性和可操作性。

（德納股份環(huán)氧丙烷球罐）

信息化賦能 安全管理注入高科技元素

　　德納股份總經(jīng)理孫家興表示，工業(yè)化與信息化融合，實(shí)質(zhì)上也為安全管理提升注入了高科技元素，有利于提高本質(zhì)安全水平。為此，在公司安全提升項(xiàng)目中，特別注重安全提升與“兩化”的融合。

　　據(jù)介紹，德納股份多個(gè)?；芳肮に嚿婕?ldquo;兩重點(diǎn)一重大”，其中環(huán)氧丙烷、甲醇、環(huán)氧乙烷、天然氣、乙烯、苯等均屬重點(diǎn)監(jiān)管的危險(xiǎn)化學(xué)品，氧化工藝屬重點(diǎn)監(jiān)管的危險(xiǎn)工藝，按照新版《危險(xiǎn)化學(xué)品重大危險(xiǎn)源辨識(shí)》識(shí)別，共有12個(gè)重大危險(xiǎn)源。

　　“這些重點(diǎn)監(jiān)管的?；泛臀ｋU(xiǎn)工藝讓我們時(shí)時(shí)如履薄冰，但管理好這些重大危險(xiǎn)源不能僅靠人的力量，還需要依靠科技的力量。為此，我們按規(guī)定配備監(jiān)測(cè)監(jiān)控系統(tǒng)，實(shí)現(xiàn)所有重大危險(xiǎn)源的自動(dòng)化控制，除固定設(shè)備升級(jí)外，我們?cè)黾恿诵滦鸵苿?dòng)現(xiàn)場(chǎng)操作巡檢設(shè)備，進(jìn)行智能化、數(shù)字化的日常檢查維護(hù)。”孫家興談道。

　　不斷加大安全項(xiàng)目投入，積極更新升級(jí)硬件設(shè)備是德納股份取得安全針對(duì)性的重要抓手。自2018年以來，德納股份陸續(xù)新增了13組安全檢測(cè)設(shè)備，其中包括視頻監(jiān)控、可燃?xì)怏w報(bào)警、消防報(bào)警等，覆蓋了所有生產(chǎn)裝置和罐區(qū)。此外，該公司還更新了DCS和SIS，所選型號(hào)均是國(guó)內(nèi)科技含量最高、操作功能最全、最大化程度最高的系統(tǒng)，并實(shí)現(xiàn)了中控、車間、崗位DCS聯(lián)動(dòng)。

　　為了提升現(xiàn)場(chǎng)數(shù)字化手段運(yùn)用程度，德納股份新增了VOC檢測(cè)儀、紅外溫度檢測(cè)儀、震動(dòng)率度儀等移動(dòng)設(shè)備。此外，在生產(chǎn)重點(diǎn)崗位增添了100臺(tái)防爆手機(jī)，除了可以及時(shí)發(fā)現(xiàn)生產(chǎn)異常或隱患，還能通過視頻展現(xiàn)，有效實(shí)現(xiàn)聯(lián)防聯(lián)控外，并建立設(shè)施設(shè)備動(dòng)態(tài)數(shù)據(jù)庫，可以隨時(shí)進(jìn)行數(shù)據(jù)存儲(chǔ)、積累、分析，為數(shù)字化安全管理提供有力的數(shù)據(jù)支撐。

　　“今年，德納股份在提升安全管控升級(jí)方面還將投入9000萬元，實(shí)施三大安全技改項(xiàng)目。”孫家興介紹說，一是為進(jìn)一步提升液體物料作業(yè)的安全系數(shù)，投資2500萬元對(duì)灌裝系統(tǒng)進(jìn)行數(shù)字化升級(jí)改造;投資2500萬元，對(duì)環(huán)氧乙烷運(yùn)輸方式進(jìn)行優(yōu)化提升;投資4000萬元，對(duì)危險(xiǎn)有害氣體進(jìn)行回收處理。

(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.