Sinochem Dongda has been honored with the Operational Excellence Award (HSE Management) for its solid achievements in FORUS system implementation, consistently sound HSE performance and a safety culture built through full staff participation.
Upholding the core principles of Visible Leadership and Line Responsibility, the company regards leadership demonstration as a vital driver for FORUS implementation. Led by the Party Secretary and General Manager, special arrangements for star rating development are regularly made at meetings of the Party Committee and the HSE Committee. Resources including manpower, equipment and capital are allocated in a coordinated manner, with on site leadership to tackle bottlenecks in system roll out. A blameless safety culture is vigorously promoted alongside regular hazard disclosure and instant on site incentives. A Hazard Spotting Star is selected every month, building a company wide consensus on recognizing safe behaviors and proactively disclosing existing problems.
Members of the leadership team strictly follow the rule of three responsibilities for three spheres of management. Each leader in charge heads a sub committee to advance specialized safety management: the Process Safety Sub committee refines process safety KPIs and delivers closed loop management covering standardized operations, changes and interlock alarms; the Equipment Safety Sub committee deeply integrates equipment integrity management and carries out equipment FMEA risk assessments; the Risk Management Sub committee establishes a dynamic risk analysis mechanism for real time risk control. Sub committees for competency, compliance and safety culture also make concerted efforts to shore up management weaknesses from multiple dimensions such as employee capability building, compliance supervision and safety culture promotion, forming a comprehensive safety management network.
The company has optimized its management structure by upgrading the original “5+7” working mechanism into a collaborative system of eight HSE sub committees. Clear responsibilities and detailed action plans have been defined for process, equipment, risk, competency, compliance and other functional lines, boosting system operation efficiency and managerial performance, and facilitating in depth integration between the FORUS system and day to day business.
A binding incentive framework has been improved to motivate sub committees and all employees to engage in HSE initiatives. Special HSE performance appraisal rules have been issued, under which sub committee bonuses rise progressively in line with system assessment scores. A company wide HSE point system has also been introduced, achieving a 98 % participation rate in HSE related activities. A robust atmosphere of everyone takes charge of safety and strives for excellence has taken shape across management and front line teams.
Special rectification plans have been formulated to address four key pain points: non routine work, on site traffic, frequent alarms and dynamic risk identification. Benchmarking best practices from Luxi Group and Yangnong Co., Ltd., the company has launched a campaign to eliminate repetitive operations, collecting 48 optimization proposals in total to mitigate safety risks at the operational source. Leveraging the dual prevention mechanism of hierarchical risk control and hazard identification, Sinochem Dongda combines smart HSE tools, on site inspections and regular risk recognition activities to dynamically update risk control measures, reduce accident probabilities and strengthen intrinsic safety through systematic, professional management.
The company keeps improving reward mechanisms for hazard identification to mobilize all employees and drive a mindset shift from I am required to find hazards to I want to find hazards. The incentive policy has yielded tangible outcomes: self reported hazards by employees account for 86.02 % of the total, and the total number of hazard reports in 2025 rose by 77.58 % year on year compared with 2024, making post based self inspection the primary channel for hazard governance. In 2026, full staff hazard identification has been further deepened to consolidate collective prevention results. By the end of the first half of the year, each employee had identified an average of 12 hazards and received an average hazard detection reward of 198 yuan, surpassing pre set targets ahead of schedule. Practical incentives have greatly encouraged employees to discover and report risks voluntarily, reinforcing a safety network featuring full staff involvement and source based prevention.
This award represents full recognition from Sinochem Holdings of the company’s HSE management achievements and marks a brand new starting point. Sinochem Dongda will continue to apply the FORUS management tools of one form and one checklist, enhance coordination among the eight sub committees, foster internal momentum for a company wide safety culture, and strengthen grid based management and line responsibilities. By promoting deeper FORUS integration with higher standards and more solid measures, the company will strive for a higher star rating and contribute to Sinochem Holdings’ vision of becoming a global HSE leader.
