【Haichuan Safety News】DuPont: Safety is a business!

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The Ten Fundamental Theories of DuPont’s Safety Management: Over its two-century history, DuPont has developed ten core principles. 1 All safety accidents can be prevented. From the top management to the frontline staff, everyone should hold this belief and take every possible measure to prevent and control the occurrence of accidents. 2. Management at all levels is directly responsible for safety within their respective areas. Since safety involves every aspect of the company, every corner, and every employee’s actions, only the top management is accountable for the safety of the entire organization, while subordinates are responsible for the safety within their own areas. Workshop supervisors are responsible for the safety of their workshops, production team leaders are responsible for the safety of the areas under their oversight, and team leaders are responsible for the safety of their employees. Only when everyone at every level and in every corner is accountable can true responsibility for the company’s safety be ensured. No matter how strong security departments are, their personnel are limited; it is impossible for them to monitor every corner and location 24/7. Therefore, security must be the responsibility of top management, all levels of management, and each individual employee, with the security department providing strong technical support. Only when every employee takes responsibility for themselves, and since each employee is a component of the organization, with employees making up the company, can safety be ensured – each employee and team leader being accountable for it. Only then can the president say with confidence that he is responsible for the company’s safety; otherwise, the president and senior management would not be aware of any issues related to safety at the lower levels. This is the direct responsibility system, whereby employees are accountable for the safety in their respective areas – it is a very important concept. 3 All potential hazards related to safety operations can be controlled. Throughout the process of safe production, all such hazards must be addressed in a planned manner, with appropriate resources allocated for their management and control. 4. Safety is a condition for employed staff; the contract between employees and DuPont states that they can be dismissed at any time if they violate safety procedures. From the first day they start working, every employee realizes that this company places a high emphasis on safety; legally speaking, anyone who violates the company’s safety regulations can be fired, which represents an integration of safety measures with human resources management. 5. Employees must receive rigorous safety training. To ensure their safety and to require them to operate safely, strict safety training is necessary; every possible effort should be made to provide safety training for all operations. It is required that the security department work together with the production department to determine what safety training this department needs to undergo. 6 Supervisors at all levels must conduct safety inspections. These inspections are positive and encouraging in nature, aimed at collecting data and gathering information, with the focus on identifying and resolving problems. If an employee’s unsafe behavior is observed, instead of criticizing them, one should first identify the positive aspects. Then, through conversation, it is necessary to understand why the employee acted in that way, as well as to assess what responsibilities the supervisor has in this regard. The purpose of doing this is to bridge the gap and encourage employees to share their true thoughts, to understand why such unsafe actions are taken. It’s about identifying the real reason: whether it’s because the employee isn’t following the procedures, lacks a strong safety awareness, or because management is inadequate or does not pay enough attention to this issue. In this way, the distance between management and employees is reduced, and employees are encouraged to convey their safety-related ideas to senior management through various channels. Only by being aware of the unsafe behaviors and factors at the grassroots level can plans and improvements be made for the overall safety management of the company. Without this information, ensuring security is not targeted; it’s unclear what needs to be secured. Of course, the security department also needs to focus on ensuring safety. The key is to check whether subordinates and managers at the same level are paying attention to safety and what the results are; an assessment of the management of these individuals is carried out so that senior managers can understand how much emphasis this person places on safety in their role, thereby providing information for management purposes. These are inspections at two different levels. 7 Safety hazards must be corrected promptly. Many hazards are identified during safety inspections; it is necessary to analyze the causes of these hazards, determine which ones can be resolved on the spot, which ones require intervention from managers at different levels, and which ones need significant effort to address. It is important to organize and classify the identified risks, to understand what the main safety hazards are in each department, how much time it will take to address them, what risks might arise if they are not resolved, which ones need to be dealt with immediately, and which ones require investment. When safety management is truly put into practice, goals are established. This is the true meaning of safety hazards that have been identified and must be corrected. 8 Safety outside of work is just as important as safety at work. 9 Good safety practices are a good business strategy; it’s a strategic approach. How should we view investments in safety? If such investments are given the same importance as those in business development, then they are no longer seen as costs, but rather as part of the business itself. This is a concept in theory, and it is also very important in practice. Ensuring safety helps businesses grow by providing a favorable environment and conditions for achieving their development goals. Otherwise, the company operates under high risk at all times. The direct involvement of employees is crucial. Without their participation, safety remains just an illusion, as safety is a responsibility of every employee; without the involvement of all employees, the company’s safety cannot be ensured.

DuPont’s core values, goals, and performance 1 DuPont’s core values: The first one is to treat employees well, a principle that was derived from past experiences； The second is to require employees to adhere to professional ethics ； Third is to regard safety and the environment as core values. This is why DuPont has been able to survive for 200 years; he believes that its core values have ensured the company’s growth, enabling DuPont to become one of the top 300 companies in the world. There are not many companies with a history of over 200 years, and DuPont is one of the powerful industrial enterprises in the world. DuPont regards safety as one of the core values that guide corporate success. 2 DuPont’s safety goals: The company’s overall goal is \"We firmly believe that all work-related injuries and occupational diseases, as well as safety and environmental incidents, can be prevented. We aim for zero incidents in these areas, and we strive to ensure the safety of our employees outside of work as well.\" We need to achieve zero accidents in terms of safety and zero incidents of occupational diseases. By \"accidents\" here, we do not mean zero deaths; rather, it refers to situations where employees get injured and doctors deem it necessary for them to take a day or more off work, requiring them to take sick leave. The goal is zero such accidents, and this is a standard commonly used in the United States. This is its safety culture and philosophy. 3 DuPont’s safety performance and results: Looking at DuPont’s safety record over more than 100 years, it can be seen that before the concept that \"all safety accidents can be prevented\" was introduced, DuPont’s management levels did not place much emphasis on safety, and accidents still occurred. By 1940, after this concept was proposed, it became a creed; many company directors and managers had it displayed in their offices, and when formulating development plans, they would check to ensure that these ten principles were not violated. This had a significant positive impact on overall safety. One can look at DuPont’s safety performance; its results per two million man-hours are 30 to 40 times better than the U.S. average. One can look at DuPont’s safety records at its factories around the world; many of these companies have not experienced any accidents for over 20 years, or even 30 years. An accident is defined as a sick leave period of more than one day, and this includes both mainland China and Taiwan. DuPont has 27 companies in China, and some of them have even higher safety standards than those in the United States. The company in Shenzhen is DuPont’s first facility in China, and it has not experienced any safety incidents over the past 15 years. This example is given to illustrate that many people in China believe the different performance of China and the United States in terms of security is due to differing cultural backgrounds – that Westerners have higher cultural standards while Easterners have lower ones. However, based on the performance of DuPont’s companies around the world, this theory is incorrect. As long as we pay attention to it and take effective actions, real actions, zero accidents and a very low incidence of safety incidents can be achieved regardless of the cultural background. The key is what methods we adopt, what system we use, and what incentive mechanisms we implement to encourage employees to participate. Cultural background is something that needs to be taken into account, but it is not crucial, as culture can change and can blend together. In 2001, 80% of DuPont’s 267 factories and sites around the world had no incidents of lost workdays due to illness (one day or more of absence from work). 50% of the factories had no record of injuries, and 20% of them had been injury-free for over a decade. With 79,000 employees working at more than 70 locations on 6 continents, the company generated $25 billion in revenue. Its safety record was excellent, and it was recognized by the United States as one of the safest companies, earning this title for many years in a row.

DuPont’s safety management structure and responsibilities: DuPont has production management teams, ranging from the president to vice presidents, plant managers, as well as those in production and service departments; they are directly responsible for safety. DuPont also has a vice president for safety who is in charge of safety matters, but he is not ultimately responsible for it. His role is to oversee the development of the company’s safety professionals and to be responsible for the safety of the departments under his direct supervision. Because, in a way, the security department is also a production department of the company; it is responsible for its own area and provides strong security safeguards, which represents direct leadership responsibility – they offer support for security. 1. Safety Management Resources Center: Regarding its functions, DuPont has a vice president in charge of the Health and Environment Center; our company also has an environment protection center. DuPont’s center employs fifty to sixty experts in various fields who are able to address various safety and technical issues within the company. If that is not sufficient, professors from universities can be hired, and the center maintains strong network relationships with safety organizations in society, so that technical support can be obtained in case the company faces any safety-related problems. Responsibilities of the Safety, Health, and Environmental Optimization Management Center: First, it provides the company with safety strategy planning to meet the requirements of its business development and to enhance the company’s public image. It supports the company’s long-term vision, meets the requirements for its business development, and enhances its international image; it falls within the scope of services provided to the company. Secondly, it provides end-to-end system and network services and support for sharing SHE resources among different business departments, regions, and locales, thereby playing a regulatory and leverage role. It is a coordination center that connects the security personnel from all of DuPont’s security departments and factories around the world, forming a network to provide technical support to factories globally. If a problem arises somewhere, help can be sought over the internet; the internet transmits such requests across the world, and there is always someone who can provide a solution. The number of experts is limited, as is their knowledge. If a problem cannot be resolved, the network forwards it to universities and research institutions for support, until it is finally solved; this is the role of coordination. Third is technical security management, which involves understanding the laws and regulations in various regions and areas around the world, establishing internal security standards and requirements, and providing support for collaboration among regional business units. Since companies are located around the world with different laws and regulations, it can help resolve issues when local security personnel are unable to handle them. Fourth, it provides guidance to help improve a company’s SHE performance and enhance awareness of the value of safety. Research and develop various safety training programs to provide guidance for effective safety training for senior management, local management, and technical staff. Fifth is the development and maintenance of the SHE monitoring system and indicators, which includes leading and organizing second-party security audits, as well as monitoring and evaluating the security performance of various regional and local business units. To assess the safety performance of a president, vice presidents, and business leaders, it relies not only on the reports and documents submitted by those under them but also on audits conducted by the security department. All factories around the world are evaluated using standardized safety metrics, and the results are presented to senior management. Based on these reports, the safety performance of subordinates is assessed in order to determine eligibility for promotions. Safety is an indicator that helps to keep the overall evaluation at a certain level; it serves as a standard that provides support. 2 The responsibilities of safety personnel in various regions and factories are part of the concept of safety consultants. From a higher perspective, these safety personnel assist factory managers in understanding local safety laws and regulations as well as higher-level safety requirements; they then develop safety plans based on the specific conditions of each factory, providing plans, ideas, and support in this regard. At the same time, they are also safety consultants who provide assistance with the factory’s safety technologies; these professionals are not safety experts and need guidance from personnel in the safety department. Still the coordinator, responsible for coordinating various HSE matters. Still an interpreter, explaining various laws and regulations. This security personnel may be an individual, but their responsibilities include fulfilling the four functions mentioned above; they provide strong support to the company and ensure that the company’s business operations meet the requirements related to security technology. This is the responsibility of the security department, and it represents a summary of these duties. Reason.

3 Responsibilities of various production departments: Production management at all levels is responsible for safety and must be directly involved in safety management, treating it as an integral part of daily operations. When considering production development, corporate growth, product manufacturing, and quality requirements, safety is an essential element; quality, cost, and safety should all be taken into account, with safety being a part of everyday management. Some projects say quality is of primary importance, while others claim safety is the top priority; it’s not clear which one really comes first. If there are multiple firsts, then there is no first. It is necessary to integrate safety work with planning and product quality as well as efficiency; safety is part of the work, and achieving this means treating safety as a business concern. Foreign companies rarely emphasize safety first, but they consider safety to be on an equal footing with other tasks. So to achieve this, one must be directly involved in management. Second, every manager is responsible for their employees. If the workshop supervisor is responsible for the employees, this responsibility extends not only to the employees under his/her supervision but also to the entire area under his/her control. He/she is responsible for those who come to work in this area, for customers who visit, and for higher-level departments that come for inspections; he/she must ensure their safety. As long as it falls within my scope of responsibility, safety is my duty – it is also a way of being accountable to my superior authorities. Only the workshop supervisor is responsible for the workshop; only then can the factory manager be responsible for the entire factory. If the workshop supervisor isn’t responsible, how can the factory manager be? Only when employees are accountable to their team leaders, team leaders are accountable to the workshop supervisors, workshop supervisors are accountable to the factory manager, the factory manager is accountable to the regional manager, and the regional manager is accountable to the company’s president, can we truly say that there is someone responsible for safety. Safety is at the most fundamental level; it truly requires attention from leadership and participation from everyone. To achieve this, each manager must establish long-term safety goals, understand what safety issues and hazards exist in their department, and determine when specific problems need to be resolved. If one does not know these issues, it is impossible to pay attention to safety or to focus on ensuring it. Once the problem is identified and a goal is set, specific plans will be developed in the process of achieving that goal. There also needs to be a development and implementation plan; once the standards are established, it is necessary to monitor progress against those goals, rather than waiting until the end of the year to realize that the goals have not been achieved and then giving up. One must conduct self-checks and self-supervision to see how much of the plan has been implemented after three months, what the gap is after six months, and why nothing was carried out after half a year. To achieve this, many specific measures need to be taken.

Technically, DuPont’s safety management system consists of several components: the first is behavioral safety, which refers to the safe behaviors and performance of employees, and these need to be managed. The second is process safety, namely how to manage equipment. The purpose is to protect the environment and the health of employees. In essence, it involves taking responsibility for customers, employees, and shareholders, as well as serving the overall business development of the company; it provides the necessary support for that business development, and responsibility is viewed from this perspective. 1. Management of employee behavior safety: It is necessary to identify and eliminate unsafe behaviors, understand such behaviors, conduct safety inspections, and inform employees of the dangers associated with those behaviors. To achieve this, several elements are necessary: first, a clear commitment from management. If the leaders do not commit themselves to it, then no one will oversee such behaviors, and they will continue to occur. Secondly, there are practical policies, guaranteed by DuPont’s ten fundamental theories. Third, there needs to be a comprehensive safety organization, with participation from employees to management at all levels. Fourth, there must be challenging security goals. Fifth is the linear management responsibility; each level of management is accountable for its own safety. Sixth, there must be strict standards as well as incentive and encouragement programs; in many cases, employees need to be encouraged. Seventh, effective two-way communication is necessary. Eighth, continuous training is required. Ninth is to have effective inspections. Ten is the presence of qualified professional safety personnel who can quickly provide solutions, thereby helping to resolve issues. Eleven is accident investigation; companies don’t want accidents to occur, but once one happens, an investigation must be conducted in order to prevent it from happening again. In the event of an accident, responsibility must be assumed; but if there are problems with the system, it needs to be improved. If the true cause is not identified, the cause of the next accident could be the failure to find a cause for the previous accident. When someone learns a lesson, they will pay great attention to it consciously and draw lessons from it. Twelve is to establish new standards. These are the twelve main elements that should be included in safety behavior management. 2 Analysis of the causes of safety accidents: In DuPont’s practices, over 96% of accidents are caused by human factors, while in our country, 80% of accidents are due to human factors as well. If emphasis is placed solely on investment to eliminate all process-related risks without addressing employee behavior, only 20% of the accident risks can be resolved. Without factors that prevent accidents, achieving zero accidents is impossible. Investment is important and serves as a guarantee, but behavioral safety management also needs to be given attention. Behavioral safety focuses on people and employees’ awareness; various unsafe behaviors such as the failure to use personal protective equipment, responses to accidents, working in dangerous locations, using inappropriate tools, and a messy work environment are all causes of accidents. These causes are related to human behavior, not technology. 90% of the accidents at DuPont are caused by human factors, as the company invests heavily and its processes and equipment are of high quality. 80% of accidents in the country are caused by human behavior; without addressing human behavior, accidents can never be eliminated. There is an iceberg theory in safety accident analysis. What appears on the surface of the sea are the safety incidents that have occurred: deaths, work-related injuries, medical incidents, and property damage – these are things that can be seen. Beneath the sea surface lie the unseen, deeper-rooted causes behind these accidents; what’s under the surface are unsafe behaviors and an unsafe environment, and these underlying factors are not easy to detect. If an accident occurs and we identify the cause and resolve it, then the problem is solved. However, the underlying behavioral factors are not addressed, and new accidents will continue to occur until there are enough accidents to lead to gradual improvements. Because what is addressed after an accident are the visible aspects, while the underwater, deeper issues constitute the majority. Conversely, if the problem of unsafe behaviors is resolved, the ‘iceberg’ will naturally subside; these are situations that have not yet led to accidents or losses. Therefore, safety management involves identifying these unsafe behaviors until they are eliminated completely; only then can safety incidents be reduced to zero. This is the theory of behavioral safety management. According to statistics, one death results from every 300,000 unsafe acts. If an emergency has already occurred, one can only investigate the causes; the facts cannot be changed. Our focus is on identifying unsafe behaviors, providing education on those behaviors, and implementing systematic management of them. This is \"preventing problems before they arise.\"

3 Process Safety Management: There may be issues with equipment that are not related to human factors but rather to design problems; improper design can lead to accidents as soon as operations begin. How to conduct process safety management? Leadership commitment is the most important; leaders must commit to process safety management. Then there are three aspects: one is technical aspects, one is equipment aspects, and one is human factors. First, technical considerations. The equipment has been purchased, and it comes with a lot of technical information. Some people pay attention to it, but many people read the operating procedures and the technical details; they skip over the safety information and end up not understanding the safety aspects related to this process or this equipment at all. In fact, safety information isn’t written without reason; to understand process safety information, it is necessary to conduct analyses of process hazards. It is important to identify where such processes and risks lie, which parts pose the greatest risk, and what would happen if those risks materialize – all of this requires thorough analysis. On this basis, control the standard operating procedures so that employees understand why they are doing things in that way. Furthermore, when implementing technological changes, control is necessary. It is important to understand why such changes are needed, and what security hazards and risks may arise as a result of them; technical experts should be involved in this process. This is the control aspect in terms of process safety technology. This requires a strong security team to guide all technical staff in carrying out security tasks and to take security considerations into account. Second, considerations regarding the equipment. All equipment purchases come with a quality guarantee. The same device can have different prices – which one will you buy? Quality considerations are important; one must analyze things from a quality perspective in order to decide which one to buy. Once the equipment is updated, quality analysis must be conducted. A pre-commissioning safety review is necessary, as many safety accidents occur when equipment is first put into operation. We often follow the usual procedures, but natural conditions and operating conditions may change; therefore, a thorough step-by-step analysis must be carried out before starting up the equipment, in order to develop a detailed set of procedures that ensure its safe operation. In this way, it becomes clear who can hold this position and who cannot; unnecessary people should be kept away from this area. All of this has to be done through pre-driving. It is also necessary to ensure the mechanical integrity of the equipment. For example, a device costs 1 million, but I only have 800,000 – which expenses should be cut? Many people cut corners on safety and environmental protection, but what are the risks of doing so? The staff must present the risk report to the decision-makers at the same time, so that they can consider what the risk of saving 200,000 represents; someone needs to inform them about this. This is equipment risk management. There is also equipment change management: when imported equipment is no longer available and is replaced with domestic alternatives, it is necessary for someone to assess what risks might arise as a result of this substitution. These are all solid technical tasks related to process management, and they require the involvement of safety personnel, engineers, as well as process specialists. Third, human factors. First, training must be conducted, and its effectiveness needs to be assessed to ensure that employees know how to do it. It is under the contractor’s management; many of the equipment is the responsibility of the contractor. I am responsible for the contractor’s safety, and I must consider any safety incidents involving the contractor as my own, as they occur within my area of oversight. Not only is my goal to have zero safety incidents, but I also need to prevent accidents from occurring – his safety is part of my responsibility as well. There must also be personnel change management. If this position requires five people and two are currently missing, what should be done? In addition to the regular staff, there must be substitutes who are trained and educated so that they can step in when needed; otherwise, it is these people who might be at risk in the event of an accident. Experienced workers, having worked for many years, are less likely to have accidents, while temporary workers may experience accidents. Therefore, we need to consider a certain proportion of replacement personnel for each position, so that they can step in in case of a shortage of staff. There must be emergency accident plans and response procedures. A safety analysis must be conducted for each task, to determine how to control and manage the situation in the event of an accident. Small accidents, small causes – responding to them properly will prevent larger accidents from occurring; inappropriate responses can lead to major accidents. In many cases, it is a matter of proper safety responses. Therefore, analysis is required for every position; this emergency plan concerns not only the company but also each individual position. Recently, there was a pipeline accident caused by a small hole that allowed natural gas to leak, and the entire surrounding city was put on high alert. If there is a good emergency plan, one wall will suffice. There must also be audits, which are effective security checks. There must also be an accident investigation. These are the process safety management systems.

The costs and benefits of DuPont’s safety management 1 Economic analysis of safety incidents. When it comes to safety, what comes to mind? Money? Or profits? Accidents result in losses. And costs also exhibit an iceberg effect. The annual security losses in the United States, as we can see, are around 70 billion. However, safety accidents involve various aspects, and the invisible indirect losses are even greater; these indirect losses are 3 to 5 times those of the direct losses. By controlling safety accidents, we control these costs. The second impact is significant; once an accident occurs, it affects employees and users, as well as the stock price and the company’s public image. It can lead to business disruptions; non-compliance with the law results in penalties, potential compensation obligations, and lawsuits. Factories may need to be rebuilt, which affects the company’s reputation and market capitalization; the company could even go bankrupt, and leaders may also be held accountable. These are all the effects of the accident. 2 The value of safety management: It prevents accidents and, above all, saves lives. In the United States, 16 people die each day from work-related injuries, including occupational diseases and workplace accidents. In China, last year’s statistics showed over 460 cases per day; the value of safety management lies in protecting lives. Secondly, from an economic perspective, the United States incurs $28,000 in losses per accident, with indirect losses being 3 to 5 times higher. DuPont’s safety management performance is shown by an accident and injury rate of 1.5 per million hours, while the average for engineering industries is 9.5, and the overall average for all industries in the United States is 14. DuPont experiences more than 28 work-disrupting accidents per year, resulting in direct losses of around $7.8 million. Compared to the average level of the U.S. chemical industry, this results in savings of $35 million per year; compared to the average across all industries in the United States, it amounts to savings of $10 billion per year. DuPont’s property is not insured; it believes that I can insure my own property, so it places a strong emphasis on safety. It uses the money saved in this way as an investment in safety. We can do some calculations to determine the amount of loss caused by safety accidents in our oil companies over the past five years; if we maintain the status quo, it means we will have to incur similar expenses in the next five years as well. If this money is invested in safety measures, in the long run the cost does not increase; it’s just that the purpose changes. However, the benefits are significant – lives are saved, and the company gains a good reputation in the market. Especially these days, as Chinese companies expand globally, safety and environmental considerations play a crucial role. Therefore, when calculating the costs associated with investment in safety, one should not focus solely on the amount of money invested; rather, it is necessary to consider the losses resulting from past safety accidents. If that money is invested in safety, the benefits obtained are honor, reputation, and lives saved.

Establishing a safety culture 1 The role of a safety culture What is safety? Safety is a form of respect for human life through your actions. What we are focusing on now is respect for human beings themselves. It is people-oriented management, focusing on human beings. Without a “self,” no matter how great the economic benefits are, they hold no meaning to that “self.” The role of a safety culture is quite significant: culture shapes behavior, behavior influences attitudes, and attitudes determine the outcomes. Establishing a corporate safety culture means creating an environment in which employees can work safely, in order to change their attitudes and behaviors; changes in behavior lead to safety, and thus the company can operate in a safe environment. What should be done regarding the safety culture? To change employee behavior, the safety culture must be changed first. Therefore, it is necessary to understand what in the corporate culture drives employee behavior that is not desired. It is important to know what factors need to be included in order for employees to succeed. In other words, it’s about understanding which factors are necessary and which ones are not. It is also necessary to identify which factors are lacking and need to be added to the company. This thus completes the elements of corporate culture building, which must be consolidated and further developed. How can safety culture change? Corporate culture influences employees by affecting their attitudes, behaviors, outcomes, and performance; employee behavior is influenced by the company’s safety culture. If a company lacks a safety culture, employees will exhibit unsafe behaviors at work, resulting in unsafe conditions. Culture also has an indirect impact; employees’ attitudes are influenced by the facts of an accident. When an safety incident occurs, employees realize that what they did was wrong, which in turn leads to changes in their behavior. This also shows that employees' behavior is influenced by the safety culture. The difference is that one guides from a positive perspective, while the other allows accidents to have an impact. Therefore, we need to establish a safety culture that drives employees to adopt safe behaviors; the corporate safety culture should provide employees with continuous, long-term safety training. Changing employees’ behavior is not something that can be achieved in a day or two; it requires a long-term plan, a process of continuous self-discovery and repeated education. Employees need to become aware of the impact of their unsafe behaviors and attitudes on the company, and through self-discovery, they can change their attitudes and values, thereby altering their behavior in the end. 2 The process of establishing a safety culture The process of establishing a safety culture consists of four stages: the instinctive stage, the strict supervision stage, the autonomous management stage, and the team management stage. This is a model summary of the safety culture theory. In the first phase—the stage of natural instinct—companies and employees’ emphasis on safety is merely a reaction to the need for natural instinctual protection ； Without the involvement of senior management, security commitments remain merely verbal, with responsibilities being delegated to the security manager ； Relying on human instincts ； With compliance as the goal, there are fines for not following safety procedures, so one has to obey them. Under such circumstances, the accident rate is very high, and it is impossible to reduce accidents, as there is no management system nor any effort to foster a safety culture among employees. In the second phase – the strict supervision phase – the enterprise has established the necessary safety management systems and regulations, and management at all levels understands that safety is their responsibility and is committed to it. But when employees' mindset does not change, they remain passive. This is mandatory supervision and management; no attention is paid to fostering employees’ safety awareness, leaving them in a subordinate and passive position. At this stage, management has made commitments; with supervision, control, and goals in place, employees have been trained, and safety has become a condition of employment. However, if employees follow the rules and regulations out of fear of discipline or punishment, they lack initiative. At this stage, strict supervision is required to **improve** safety performance, but employee awareness is still lacking to achieve a zero-accident goal. In the third phase – the stage of independent management – the enterprise already has sound safety management systems and protocols; management at all levels takes responsibility for safety, and employees possess a strong awareness of safety issues, being well aware of potential hazards in every aspect of their work. They have the necessary safety knowledge, and they are committed to following safety regulations and standards in their operations. Safety awareness is deeply ingrained in them, with safety regarded as an integral part of who they are. In fact, talking about safety is not for the benefit of businesses, but to protect oneself, one’s loved ones, and one’s own future. Some people believe that this mindset has an overstrong sense of self and a lack of dedication. Of course, **we still have a sense of nationality when it’s necessary. But when it comes to safety, one should think in this way: if every employee thinks and acts in this manner, then everyone will be safe. How can the company then not be safe? Safety education should emphasize individual value, rather than emphasizing that safety is only for the benefit of the company. In the fourth phase – the team mutual assistance management phase, employees not only need to pay attention to their own safety but also help others comply with safety rules, keep an eye on one another, and pass on their knowledge to new colleagues in order to share experiences. Everyone can assess what stage the process of establishing a safety culture within their own organization is at, what stage it aims to reach, how much time is still needed to achieve that goal, and what approaches and methods can be used to reach it. 3 Key Elements to Changing the Safety Culture: How to Establish a First-Class Safety Culture? The important thing is to do it. To ensure that employees pay attention to safety, senior management must take the lead in doing so, committing to and establishing a zero-accident safety culture. In their work, they need to give due consideration to human resources, physical resources, and financial resources, and there must be a shift in strategic thinking with a genuine emphasis on safety. To demonstrate empathetic leadership, strong personal involvement is necessary, as well as advanced indicators for safety management; failing to meet these indicators suggests that accidents will occur. One should not use indicators based on what happens after an accident as a benchmark. Strong professional safety personnel and safety technologies are necessary, as well as the direct involvement of employees. Employees need to be trained so that everyone contributes to safety management; only in this way can zero accidents be achieved. It is necessary to change the approach, shifting from a result-oriented to a process-oriented one, emphasizing accident investigations rather than waiting until an accident occurs before paying attention; otherwise, accidents happen again after a few years, and then attention is given once more, resulting in repeated cycles of this pattern. The approach should shift from being driven by management to being driven by employees, from individual actions to teamwork, from ad-hoc methods to systematic approaches, from fault detection to real-time monitoring, from reactive measures taken after an accident to proactive actions taken in advance, and from quick fixes to continuous improvement. It is necessary to assess one’s own situation so that management can take appropriate action; to evaluate the current state in order to identify areas for improvement, and to pursue continuous improvement – this is the process of developing a safety culture. Finally, it should be said that \"the level of safety you will achieve depends on the actions you take to demonstrate your desire.\"

Wherever the heart goes, safety follows.