“Safety is a journey, not a show. We must consider safety in everything we do. We must integrate security practices into our daily routine. The 'danger' moment is hidden in the corner if it is not ready, He will opportunistically hurt you.” This is what Mr. Wu Yanlong, DuPont’s China Security Management Consultant, said about DuPont’s safety management experience.

While DuPont achieved continuous profit growth and new technological innovations, DuPont has always maintained its best safety performance in the world. DuPont's safety performance is based on more than 200 years of safety practice in 140 factories around the world. If you have the opportunity to freely visit DuPont's two different factories in different countries, people will find that there is little difference between them. These factories are all implementing the same safety rules and regulations, and they are all developed under the globally unified safety standards. Employees even use the same helmets, safety glasses and safety shoes. When DuPont executives visited the factory, they always began discussions on the topic of security. From these details, people can perceive that security is everywhere as one of DuPont's core values.

Because of this, all DuPont factories have made “Zero accidents and zero injuries” as one of their safety goals. In this “journey”, the safety management system consisting of behavioral safety management systems and process safety management systems guides And regulate every step.

In comparison with DuPont, Mr. Wu Xiaolong cited safety problems in domestic petrochemical-related plant installations: lack of an integrated and effective safety management system; ambiguity in safety responsibilities; insufficient attention to safety; failure to effectively implement “quality assurance”; and no effective “danger” "Identification and control system"; too much to rely on operators; large-scale use of contractors is also a major hidden danger; false security awareness. These problems have emerged alone or in combination. Short-term or long-term effects have caused various types of security incidents, affecting the fundamental benefits and long-term development of enterprises, and affecting the general public.

To learn from DuPont and hang up the “Sword of Damocles” safely, it is necessary to make efforts to establish a safety management system to prevent accidents to the maximum extent possible. Although this is a cliché, it is always a lesson. To prevent accidents, we must improve the safety management system, and even require considerable external intervention to achieve significant and sustained progress. The most sensible measure is to take "preventive measures" instead of "passive solutions." For example, it is very correct to conduct a “health checkup” before any incident occurs. Such a comprehensive investigation can discover some weaknesses in the current safety management system and can propose corresponding improvement action plans, which will not only help strengthen safety management, but also It will help improve the entire safety management system. Only when "hazard identification and assessment" and "compliance with regulations and normative operations" become a normal "action discipline" for all employees of the company can a safe journey be guaranteed.

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