The meeting summarized the main work of safety and environmental protection in the nylon sector in July, reported the recent safety and environmental protection situation of various units, and arranged and deployed the next key tasks of safety production. Participants jointly studied General Secretary Xi Jinping's important expositions and instructions on safety production, and watched the warning education video of the "9.12 flash explosion accident of the 2.2 million tons/year continuous reforming combined device PSA unit at Dalian Petrochemical Co., Ltd.". Each unit reported on the risk assessment and control plan of production devices, the implementation of safety production standardization work, and specific countermeasures for summer "three defenses".

Li Benbin pointed out that in the warning education video, the instrument and equipment selection of the accident unit was unreasonable, there were manufacturing defects, and the problem was not properly solved after the abnormality occurred, which ultimately led to the accident. All units should take this as a warning and must strictly follow the design specifications and procurement procedures in project construction, carefully select equipment suppliers, strengthen construction management, strictly control all aspects of project construction with a rigorous and meticulous working attitude, eliminate potential defects and omissions, and achieve intrinsic safety from the source.

Li Benbin emphasized that it is currently the critical period for flood prevention in "July and August". All units should effectively do a good job in the management of "summer three defenses". Leading cadres should fully consider the impact of extreme weather on production equipment, make preparations in advance for contingency plans and countermeasures, prepare sufficient emergency supplies, strengthen coordination and linkage between various posts and processes, and ensure that they can respond quickly, cooperate efficiently, and deal with emergencies scientifically in the event of emergencies.

Li Benbin emphasized that grassroots party organizations and trade union departments should closely pay attention to the ideological dynamics of employees, do a good job in caring for and protecting employees, and effectively enhance employees' sense of belonging and happiness. We must attach great importance to ideological and political work, make good use of characteristic carriers such as the "six must-visit seven must-talk" and "two-body" work methods, and be the "caring people" for employees. Regular political work meetings should be held to actively listen to the voices of employees, understand the problems that employees are "anxious, difficult, worried, and expecting" in a timely manner, and help employees solve practical difficulties with care and dedication.

Li Benbin emphasized, We must clearly recognize the severe situation of current safety production work, maintain a high degree of vigilance, unify our thoughts and actions, and do our best to do a good job in all aspects of safety production. First, we must firmly establish the concept of safe development, earnestly carry out the thematic study of the "three everything, three can" safety concept, so that safety production awareness is rooted in the hearts of employees and transformed into conscious actions of standardized operations. Second, establish employee training files, and ensure that safety training and education work is fully covered. Through systematic, targeted, and continuous training, continuously improve employees' safety operation skills and emergency response capabilities. Third, give full play to the exemplary and leading role of leading cadres as the "key minority", through regular assessments, publication of rankings, and adjustments at the bottom, encourage leading cadres to take the initiative to take responsibility, and continuously improve leadership, execution, and judgment. Fourth, continuously strengthen the role of the rigid assessment "command stick", resolutely enforce accountability, and ensure that assessments and penalties are accurate to individuals, preventing the phenomenon of "one person making a mistake, and many people being punished". Fifth, further improve the safety production standardization management system, adjust safety management systems and operating procedures in a timely manner according to the latest safety standards and regulations, and ensure that the entire production process complies with safety standards. Sixth, vigorously implement the "science and technology for safety" strategy, accelerate the automation transformation of high-risk processes, promote and popularize new equipment and technologies such as intelligent inspection robots and AI identification, and comprehensively achieve a transformation of safety production from passive response to proactive prevention.

Wang Bing put forward three requirements for doing a good job in the next stage of safety work. First, consolidate the governance achievements and grasp the constant and detailed work with a sense of responsibility that "always feels uneasy". Managers at all levels of production units should play the role of "whistleblowers" at all levels and open up the "last mile" of responsibility transmission. At the company level, we must implement the system to the end and take "strong measures" for recurring problems; factories should conduct detailed on-site inspections and have "zero tolerance" for hidden dangers in every corner; grassroots teams should make safety reminders at pre-shift meetings solid and not just go through the motions. Second, promote safety into the minds and hearts, and lead action consciousness with ideological consciousness. Safety personnel at all levels should be good "ideological guides", focusing on new employees to grasp the "first lesson in the factory", engraving the safety bottom line in their hearts; for veteran employees, we should break away from "empiricism" and avoid the paralyzing idea that problems and hidden dangers become habitual; for managers, we should take the lead in changing our thinking, personally participate in safety training, personally explain safety requirements, and influence and motivate employees with our own actions. Third, do a good job in summer flood prevention work. Leading cadres of all units should immediately enter a "state of combat readiness" and carry out work strictly in accordance with the "Emergency Plan for Extreme Weather". We should take the lead in paying attention to weather forecasts and ensure that early warning information is "received, conveyed, and deployed in the first instance". We should strictly implement the three-level emergency duty system, and the 24-hour duty system should be implemented. Following the principle of "it is better to be prepared and unused than to be unprepared when needed", we should comprehensively inventory flood prevention materials, regularly check and maintain them, and ensure that they are "available and usable" at critical moments. We should conduct emergency drills for summer "three defenses", continuously discover shortcomings and weaknesses in emergency rescue plans, continuously improve and improve them, and further enhance emergency capabilities.

Shenma Co., Ltd. leaders Lv Jianfu, Guo Xuanzheng, and Jiang Yong attended the meeting. Relevant departments of Shenma Co., Ltd. and heads of various units in the nylon sector participated in the meeting.