Hello everyone, let’s discuss some ideas on enterprise (chemical) safety management
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Hello everyone. I’d like to share some thoughts on corporate (chemical industry) safety management. The chemical company I work for is involved in the production of chlor-alkali products; I’ve been there for many years, and I’ve been working in safety for 5 years now. However, I feel that it’s no longer possible to continue with this role, as it’s extremely difficult to implement safety measures effectively. The main problem is that there is no one at various levels who is responsible for overseeing safety management. Some people say that as long as production goes on smoothly, it’s the responsibility of the safety and environmental department to handle safety issues. I strongly disagree with this view – safety is not the responsibility of just one department or one person; it requires joint management at all levels. Therefore, the DuPont safety management theory is followed. Current problems: Employees don’t carry out their tasks, team leaders and sections fail to take care of things, and workshop branches also neglect their responsibilities; there is no proper implementation at each level. It’s difficult for us who work in safety to deal with this. The supervisors keep calling us in the Safety and Environment department, saying that our level of management is insufficient and that we’re too afraid to enforce rules – it’s really frustrating! The safety production system is ignored, and the current system in the Safety and Environment Department is highly impractical to implement. The execution capability at all levels is insufficient! How is enterprise security managed in your organizations?
1. Improve the organizational structure and personnel for safety management, implement the safety production responsibility system, and establish corresponding assessment systems. 2. The general manager serves as the primary HSE responsible person to lead safety management efforts; an independent HSE department is established, at the same level as the production department, with greater authority in terms of safety management than the subordinate units. 3. Strengthen employee safety education, build a safety culture, reinforce safety concepts, and ensure their implementation among everyone. 4. Develop safety inspection checklists to conduct a comprehensive identification of potential hazards from the perspectives of processes, equipment, and personnel; for the issues identified, take corrective actions by assigning responsible persons, setting deadlines, formulating plans, allocating funds, and preparing contingency plans. 5. Conduct a team safety meeting once a week to discuss safety-related matters. 6. Establish a safety issue disclosure board to expose identified risks and impose corresponding penalties, while also recognizing good safety practices. 7. Safety warning signs (such as relevant safety slogans and quotes) can be installed at the production facility, along with standardized operating procedures. 8. Strengthen on-site safety inspections and supervision, take photos of violations in work practices, and conduct assessments. 9. Grassroots workshops are required to improve their HSE systems; specific management requirements should be established in accordance with those set by the company’s Safety and Environment Department, along with regular or irregular inspections.
A company’s safety culture is the foundation; otherwise, having safety management systems, policies, and procedures is useless. As the head of an enterprise or the person in charge of production, one should give top priority to safety issues; only in this way can full-time safety managers carry out their duties without hesitation, and can safety requirements and procedures be properly implemented in production.
There are too many, many proven methods; the key is to get it right