Top 10 pain points in enterprise security management? Do you feel the same?

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Pain point 1: Safety managers are overwhelmed. On the one hand, many enterprises have numerous production sites, high safety risks, insufficient safety personnel, and unclear responsibilities for safety management, which leaves their safety managers overwhelmed ； On the other hand, safety inspections at all levels within companies are frequent, leaving corporate safety managers overwhelmed by dealing with them ； Thirdly, with the proliferation of various systems and an endless stream of security materials, security managers spend most of their time acting in a clerical role. This is a fatal \"blow\" for those security professionals who truly do their job seriously. Over time, those who used to do their work diligently also became overwhelmed by excessive tasks, which led to an abundance of things that are \"fake,\" \"grandiose,\" and \"empty.\" Pain point 2: Security managers lack real authority. Previously, corporate security personnel were considered to be idle workers; it was customary to assign people who were old, weak, sick, or disabled to security-related positions, and this is the fundamental reason why there was an impression that security staff were idle ； These people lack the authority to take action, and their words carry no weight; they have to act according to what their leaders tell them. It’s difficult for them to step forward and ensure safety at critical moments. Therefore, it’s essential that the top leader of an organization personally oversee safety matters. The first thing in ensuring safety is to have words that carry weight – otherwise, no one will carry out the tasks you assign, and others won’t follow your instructions even if they are correct. Pain point 3: Security management is merely an empty slogan. Some people are extremely \"experienced\" in safety management; what takes others ten minutes of effort, they can accomplish in just a few minutes. Such people tend to avoid doing actual work. Relying on their eloquent speech, they can present themselves as perfect in front of leaders or at meetings, claiming to have done everything well and leaving no room for criticism from their superiors. Such people often pose the greatest threat to safety management; they not only serve to cover up the truth but also deal a psychological blow to those who are working diligently, making tasks that are already difficult even harder to accomplish. If the supervisors who review reports merely go through the motions without paying proper attention, it becomes dangerous. The facts on the ground are the most convincing evidence, so it is essential for leaders to go to the sites in person to conduct thorough inspections. Pain point 4: The low quality of safety management personnel themselves. Some safety managers don’t even know how to handle problems when they arise; it’s pointless to ask them for any guidance for the workers involved in construction and production. As the saying goes, one must be strong oneself before they can lead others – only by having real skills can one earn the respect of others, ensure that instructions are followed, and achieve effective management. Pain point 5: There is no effective solution for enterprise security management. Safety management is both an art and a science; it cannot be done merely through fleeting enthusiasm. To excel in it, certain external environmental conditions as well as internal factors are necessary. There are always specific methods for handling things, and safety management is no exception – the key lies in knowing how to strike the right balance. Safety management is a comprehensive field; one must have knowledge of various aspects of it, as well as own specialized skills in a particular area (one’s own field of expertise). One must be an expert in a certain field so that what is said makes sense and actions taken are effective and reliable ； Effective measures stem from practice ； Since it is management, it is certainly related to people; and since it is related to people, one has to interact with them. There are certain methods and approaches required for such interactions. A large part of safety management involves managing people, and different methods must be used when dealing with different people – this is what is meant by treating each person appropriately. Pain point 6: Low safety awareness among enterprise workers. Most of the members of our construction workforce come from rural areas; those who were busy working in the fields yesterday might end up working in factories today. There is a transition period involved in going from being farmers to workers. The demands of work do not allow them to receive more education or training, and many of them are unaware of the rules and regulations in factories, as well as having little knowledge of the law. As a result, they don’t know how to handle various situations, feeling helpless and frustrated, which is why there are so many incidents of people jumping from buildings ； To improve their quality, an education and training process is necessary, which requires time and people to carry it out. The only way to improve the overall quality of all workers is to provide them with education and training. However, due to high staff turnover, many organizations fail to take this matter of education and training seriously, which results in a slow improvement in individual skills. This is also an issue related to universal education. Pain point 7: Some employees act with impunity. Such people are a very small minority, but their impact is significant. \"I’m a thug; who am I afraid of?\" When encountering such individuals, one needs to have certain strategies – neither should one confront them head-on nor yield to them. One must be brave enough to take control, willing to do so, and skilled at doing so. It’s absolutely forbidden to ignore the problem by walking away ； It is somewhat difficult to make them realize the importance of safety in terms of mindset, as well as to get them to abide by various rules and regulations. Factories have their own rules, and countries have their laws; one must obey the regulations. Pain point 8: There is a poor attitude towards security management. Some people who work in safety don’t even know their own surname; they don’t understand what should and shouldn’t be done, or they simply do nothing at all. Safety management cannot be used for personal gain – if one puts their own interests first, they won’t be able to carry out safety management tasks properly ； Furthermore, there should be no retaliation; one should not take the opportunity to punish others just because they have violated rules. This is also a negative mindset ； Management that fails to earn people’s genuine respect is merely superficial. Pain point 9: Lack of awareness regarding linear departments and safety management. Linear departments such as the production department and equipment department in enterprises fail to fully understand the concept that they are responsible for safety management; they believe that tasks such as safety inspections, safety training, rectification of potential hazards, and correction of violations should be the responsibility of the safety department and safety personnel. As a result, they turn a blind eye to or avoid taking action regarding safety matters within their own areas of responsibility. Pain point 10: Company leadership pays lip service to safety. The company’s leadership claims to prioritize safety, but it is secretive about the investments made in safe production; it handles safety-related arrangements superficially, makes safety meetings more of a formality than anything substantive, only skims through safety documents, fails to fully fulfill its safety commitments, is lenient when it comes to punishing safety violations, and shows no genuine remorse for safety incidents.