Security management “** general weapons”

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I. Establish and improve the safety production responsibility system. The safety production responsibility system is the core of enterprise safety management. It is necessary to clarify that the top executive of the enterprise is fully responsible for work safety, to strictly enforce the work safety responsibility systems in various departments and positions, and to conduct regular supervision and inspections. II. Adhere to the one-vote veto power for work safety: By applying this one-vote veto power during summaries, evaluations, and promotions, it prompts leaders at all levels of the enterprise to pay close attention to work safety, focusing on ensuring safety while also striving to increase output, production volume, and profitability, thereby achieving overall improvement. III. Adhere to the principle of “four no-lets-go” in accident handling: do not let go until the cause of the accident is clarified ； If the responsibility for the accident is not clear or the public has not been educated, it will not be overlooked; if no preventive measures have been taken, it will also not be overlooked ； Those responsible for the accident will not go unpunished. Only by adhering to the principle of “not letting go of any case,” can enterprises learn from their mistakes and grow wiser. IV. Conduct regular comprehensive safety inspections: establish a safety inspection system, carry out regular thorough inspections, and also implement specialized inspections based on the characteristics of different seasons, as well as the specific requirements of various production sites and construction sites. Inspections should be carried out purposefully, systematically, and in an organized manner, to avoid being mere formalities. Through inspection, a number of potential hazards were actually identified, and some specific problems were resolved. V. Adhere to the \"Three Fixes and Four Prohibitions\" principle: When addressing potential accident hazards, it is necessary to follow the \"Three Fixes and Four Prohibitions\" principle, that is, \"fix the measures, set a time frame, and assign responsible personnel.\" Anything that can be resolved at the local level should not be passed on to the workshop, the workshop should not pass it on to the branch factory, the branch factory should not pass it on to the head factory, and the head factory should not pass it on to the parent company. VI. Adhere to weekly team safety meetings: The team should hold a safety meeting once a week, dedicating 1–2 hours to reviewing the safety situation over the past week, identifying any issues, and taking timely action to resolve them. It is a good practice for team members to remind each other about safety. Team safety activities should be diverse in form and rich in content, ensuring the proper arrangement of \"personnel, time, and content\". VII. Adhere to the system of monthly safety speeches by leaders. As the saying goes, the key to ensuring safe production lies with the leaders. Every month, the top leadership gives a speech on safety production to cadres at or above the middle management level (or team leaders and above), summarizes the safety situation of the previous month, assigns safety tasks for the following month, sets clear short-term goals and requirements, and ensures that these are implemented at the grassroots level. VIII. “Three-level safety education” for new employees: Before entering the production area, new employees must receive “three-level safety education” at the factory level, the workshop level, and the team level, so that they can understand the general situation of the factory’s production and acquire basic knowledge of safe production. “After the “three-level training,” a mentor-apprentice contract should also be established to carry out operations under the guidance of the mentor. IX. Implementing safety production standardization. Safety production standardization means putting people first, and by using scientific and standardized behavioral guidelines, it requires that every employee follow established norms and have their operations controlled throughout the entire process, so that everyone performs their tasks in accordance with standards. 10. For new, expanded, and renovated projects, ensure the implementation of the \"three simultaneities\" principle: safety and health facilities should be designed, constructed, and put into use simultaneously with the main project itself, thereby preventing accidents at the source. XI. Incorporate work safety into the overall economic responsibility system of the factory. Work safety cannot exist in isolation; it is an important part of a company’s comprehensive management. In the enterprise economic responsibility system (or contracting system), safety production must be included, with clear specific requirements and assessment methods. Implement strict assessments and clear rewards and penalties to ensure the implementation of safety measures in enterprises. XII. The inclusion of safety costs in the overall cost plan is intended to ensure a source of funding for the smooth implementation of safety-related measures. The safety department formulates separate mitigation plans based on the potential accident hazards present in the company, actively applies for funds for safety purposes, and ensures that these plans are implemented. 13. Establishing a occupational safety and health management system – An occupational safety and health management system is a modern management approach that is being actively adopted by countries around the world today. To go global and meet the requirements of global economic integration, enterprises must actively establish occupational safety and health management systems. 14. Creating a favorable safety production environment: A safe environment includes the social environment, ideological environment, cultural environment, and the on-site working environment. Enterprises must carry out various efforts to create a favorable safety production environment, integrating safety production into multiple aspects of corporate management. 15. Actively promote a corporate safety culture. A corporate safety culture represents the sum of the safety behavior guidelines and values of an enterprise’s employees. The forms of corporate safety culture should be diverse, such as safety idea exchanges, safety presentations, safety competitions, and standardization efforts, in order to create a strong safety culture atmosphere. 16. Educating employees through personal examples – Using personal examples (mainly those related to accidents) to educate employees is an effective method for enterprise safety management. Making it visible and tangible to employees, allowing them to experience it directly, is more effective than other methods. 17. Closely integrate work safety with families and society. Work safety is related to every employee, every family, as well as society. Mobilize family members to care about the safety and health of employees, and urge them to abide by rules and regulations ； The whole society should create public awareness around safe production and promote the importance of safety. Enterprises, families, and society work closely together to create a safe environment. 18. Support for the work of enterprise safety management personnel. The work of enterprise safety management personnel is very demanding. Enterprise leaders should promptly acknowledge their achievements, point out their shortcomings, and encourage them to work hard. Once this is done, safety management will see new improvements.