Mitsui Chemicals

Safety and Prevention

Fundamental Safety Initiatives

Mitsui Chemicals takes extremely seriously the resorcinol production facility explosion and fire at its Iwakuni-Ohtake Works, which occurred on April 22, 2012. Five years have now elapsed since we started to implement a series of fundamental safety initiatives to thoroughly review and improve the problem areas relevant to ensuring safety and prevention on a companywide safety basis. Various measures that have been developed through many deliberations are incorporated into daily activities and form daily tasks in ongoing activities that entail PDCA cycles. While continuing to prioritize the fundamental safety initiatives to further raise levels of safety, we will continue to advance initiatives in the years ahead.
In November and December 2016, we submitted final reports on the Safety Reconstruction Project that we had been conducting at the Iwakuni-Ohtake Works to representatives from the related supervisory government agencies and the members of the Accident Investigation Committee. Having confirmed the results of activities from the project, from fiscal 2017 we have been engaged in new levels of safety activities, in which we have incorporated efforts that had been continued under the fundamental safety initiatives.

Overview of Efforts Aimed at Advancing Fundamental Safety Initiatives

From the beginning of 2013, we built up the fundamental safety initiatives shown in overview in the chart below and conducted them on a Group-wide basis. At the steering committee *1 in fiscal 2017, we discussed the recognition of and response to issues arising from the fire at the Mobara Branch Factory that occurred in July 2017 as well as confirmed the future development of safety culture diagnostics that we are addressing on an ongoing basis.

Points from the Fundamental Safety Initiatives Overview

  • Reporting directly to the president, the steering committee deliberates Group-wide issues and sets the direction for activities
  • Increasing opportunities for visits to Works by Head Office departments spearheaded by management participation in safety through active dialog
  • Guidance from third parties, including external experts, reflected in the operations of Works
  • Safety discussions by Works general managers and cross-sectional safety activity inspections by safety advisors *2
  • Enhanced communication through forums such as foreman meetings spearheaded by section managers
Steering committee:
In order to make prompt progress with the fundamental safety initiatives, the members shown in the diagram meet to discuss Group-wide issues and set the direction of activities.
Safety advisors:
Veteran employees who are involved in improving the overall level of Works safety by entering daily activities and exchanging views.

Overview of Efforts Aimed at Advancing Fundamental Safety Initiatives

Overview of Efforts Aimed at Advancing Fundamental Safety Initiatives

Progress with Fundamental Safety Initiatives

Addressing three important challenges and involving the deployment of 11 measures, the fundamental safety initiatives are used to advance concrete efforts throughout the company. Many of the initiatives have been pushed forward to the point where they are now positioned as everyday tasks. In fiscal 2017, we concentrated on activities designed to thoroughly advance the basic matters and activities (the parts enclosed in the red-bordered box below) to overcome weaknesses in the workplace, as seen from the safety culture diagnosis results. In fiscal 2018, while continuing and persistently addressing those activities, we will put plans into effect to strengthen safety management based on the system reviewed following the July 2017 fire at the Mobara Branch Factory.

Fundamental Safety Initiatives Progress Report

Three important challenges, 11 measures Implementation schedule (fiscal year)
13 (2H) 14 15 16 17 18
(1) Allow line managers to focus on and properly manage worksites
Reduce the workload of line managers On an ongoing basis        
Train line managers On an ongoing basis      
(2)Improve technical skills and ensure skills are passed down (clarify rights & responsibilities)
Train engineering staff with situational awareness On an ongoing basis      
Build safety technology systems On an ongoing basis   Strengthen
Review technical assessment systems and structures On an ongoing basis     Strengthen
(3) Ensure safety is the top priority, cultivate professionalism, and give workers a sense of accomplishment
Reorganize/boost functions of Safety & Environment Division On an ongoing basis      
Reinforce safety as a top priority(strict adherence to basics, diagnosis)
Cultivate and bolster professionalism (Completely update manuals and draft supplementary materials) On an ongoing basis
Improve teamwork and communications within organizations On an ongoing basis    
Establish attractive senior positions (Human Resources Committee, etc.) On an ongoing basis        
Measures to give workers a sense of accomplishment in safety performance and operations On an ongoing basis