Learn from the Incident with Deep Reflections, Focus on Implementation with Detailed Measures
On Feb. 15th, the board of directors held the first temporary meeting for reviewing and studying safe production improvement. At the meeting, the directors listened to the review on and analysis to “1.4” DAU flash fire, as well as the safety culture reflection, the safety culture improvement plan and the follow-up on shareholder’s support, analyzed the current safe production situation of the Company and the existing problems, and put forward specific requirements to have deep reflections, learn from the incidents, prevent recurrence of similar incidents, and lay a solid foundation for safe production.
It was pointed out at the meeting that the contractor’s fatality occurred on August 24, 2018 and the DAU flash fire occurred on January 4, 2019 which caused personal injury had left us profound lessons, and revealed that the gaps and vulnerabilities in safety production work of Company, including poor understanding, improper responsibility, inadequate measures and ineffective implementation, which must be highly focused by the whole organization with deep reflection.
It was emphasized at the meeting that safe production was critical for life. The Company must establish the concept of "safety first, life first", adhering to the bottom line that no development should sacrifice life, always giving top priority to life safety. The Company should take decisive measures to be responsible for the society, local government, shareholders, the enterprise, and employees, colleagues and families. The Company must perform safe production work more seriously, responsibly and effectively to prevent and reoccurrence of production safety incidents.
It was required at the meeting that the whole organization should take immediate actions to recognize the severe and complicated safety situation at current stage, learn from the incidents and work out to make comprehensive rectification, turn the pressure into driving force, formulate and implement the safety culture improvement plan, and quickly change the passive situation.
First, deeply understand the root causes of the incident, think out of box and conduct safety reflections continuously and in depth. The Company should identify problems from the external requirements of national safety laws and regulations and incident handling rules, the adaptability of internal system to new situation and requirements, the effectiveness of regulation implementation, and on-site high-risk activities management, etc. All employees should carry out self-inspection and self-reflection about their own management and operation, to understand the gaps in safety awareness, safe act, safety tolerance and safety leadership, improve safety management and jointly reverse the passive situation in safe production.
Second, encourage and reward good safety behaviors, e.g. timely reporting of near-misses and first aid, at the same time, hold the responsible people of the incidents accountable, thus to alert people at all levels to perform their duties. It was required to strictly follow the incident handling principle of “4 do-not-let-goes”, and increase the intensity of accountability, so that the responsible people and all employees could receive profound education, and all staff would be further guided to raise their safety awareness. In particular, enable employees to understand what punishment they could be imposed as the incident responsible people as per government incident handling laws and regulations and the Company safety management regulations; and what impacts to their families if they were the victims of the incident.
Third, the Company should review and sort out safety management system and regulations, to enable the Operational Integrity Management System (OIMS) and the advanced safety tools to take root in the Company and be implemented at the frontlines, ensure effective operation of OIMS, to solve the problem of “looking good but being good”, and improve the effectiveness and penetration of safety management.
Fourth, the Company should take effective measures to improve equipment reliability, ensure flawless operation and minimize RCL to solve the problem of frequent unplanned shutdowns.
Fifth, the Company should take right positioning, change mindset, and actively participate in the learning, communication and training organized by shareholders. The Company shall not remain detached and refuse to make progress, but open the mind and go out to learn from the first-class benchmarks in China and abroad, learn widely from others strengths, identify gaps and problems, and work hard to catch up.
Sixth, the BOD supported the Company management to carry out internal safety culture survey, so as to fully understand the problems in safety management, implement safety culture improvement plan, and create a closed loop in safety management. At the same time, shareholders would send experts to participate in the Company safety assessment.
The meeting was chaired by Chairman Mr. Gu Yuefeng. The directors, supervisors, OOP members, and shareholder representatives including the deputy director of Sinopec Safety and Environment Protection Department Mr. Wang Yutai attended the meeting. (COOP)