The helplessness of those in charge of safety – What do you all think should be done?
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This post was last edited by Think for half a year on 2016-9-13 at 15:51. Recently, there was an incident: a spot required welding, specifically at the area where a new pipeline elbow needed to be welded together. After preparing the welding permit, I supervised the welding process. The problem at this point is that the location where work needs to be done is in the air, on the 3rd-floor platform; one has to stand on the railing of the platform to reach it, with no place to hold onto around it. The height is about 10 meters, with the platform on the left and the ground below on the right. The welder sits with his legs crossed over the railing, his feet resting on the crossbars of the railing. One hand holds the welding torch, while the other holds the elbow pipe. I had people prepare safety belts earlier, but the welder didn’t use them. When I saw that it was not okay and that it was dangerous, I told the welder to get down first and fasten his safety belt before welding (there’s a tripod on the wall that can be used for suspension); it’s too dangerous. I said it three times, but the welder acted like he didn’t hear it. So I issued a warning that if they didn’t come down, I would cut off the power; they still didn’t listen, so in the end I cut off the power to the welder. Once the welder was able to resume working, I cut the power off again. So, a argument broke out. . . . . . . There were also some conversations in between; the welder was very irritable. But I was persistent – it’s not okay to drive without a seat belt. At first I tried to persuade him politely, and as my anger grew my tone became sharper, but I didn’t scold him. After a pause in the work, another welder put on his safety belt and finished the task. This old welder does his job very well, but he has a stubborn personality; I had to stop him several times for working in violation of safety rules. Of course, I managed to get him to listen by speaking to him politely and also by threatening him with the company’s management. After the argument, I felt very uncomfortable. Fastening the seat belt was done purely for the other person’s safety; I said it three times in a concerned tone. Only when warnings didn’t work did I turn off the power to force a stop to the operation. The welder even declared: \"They never enforced such rules when someone else was supervising; stay away from my work from now on!\" When I first started working as a safety officer, I watched a foreign video. The video depicts a safety officer repeatedly stopping a welder from engaging in illegal activities, which led to conflicts. On the last occasion, the safety officer saw that the welder was again working illegally, but realizing that another conflict would arise and that speaking up would be pointless, he chose to remain silent and walk away. As a result of those illegal actions, an accident occurred, and the welder died on the spot. After that, every time the safety officer saw the welder’s wife, he felt guilty: if only he had persisted a little more instead of turning a blind eye, then the welder would not have died. This video had a huge impact on me; it was essentially a form of brainwashing that made me think more about the safety of others when taking actions. Dear security professionals, is it my way of doing things that’s wrong? Should I just ignore it? Shouldn’t I insist on principled issues? How should I handle such situations in the future? I talked to my manager, who agreed with my stance – principle-based issues must be upheld, though the approaches taken might vary. Through communication, I realized that the source of the dispute might lie in the issue of power outages. If the manager takes action, and persuasion proves ineffective, they should first communicate with the other party’s manager and ask them to handle the situation; this will avoid direct conflict, and the results will be better than if I were to intervene myself. When even the other party’s supervisor cannot resolve the issue, then cut off the power; be firm when it’s necessary, and you can also bring in a higher-level supervisor. Once again, thanks to hec0228: “There should be principles when seeking leadership to address issues.” . . ”Although it’s a minor security role, it still counts as a management position, and there’s still a lot to learn*
This is called a deliberate violation; there are fewer people who do such things
50 for the first offense, 100 for the second; on the third offense, the person will be immediately expelled from the facility and barred from entering forever. If they refuse to stop being defiant, they will be removed immediately. Let him be stubborn if he wants to; just drive him away and let him go on being stubborn~~~~ There have been over a dozen such disobedient people driven away already~~~~ Remember, no one in this world is special – we’re all just working hard. If you respect me, I’ll respect you, and that’s better~~~~ Otherwise, we have the right to hand you over and drive you away; basically, you won’t be able to come back. As adults, we must pay the price for our actions~~~~~
Communicating in a different way might work.
It doesn’t necessarily work either; those who are used to such unconventional methods
Have you picked the wrong person? Find the workshop supervisor in charge of the construction to handle it; arguments also need to be directed at the right person, right? Such disputes are meaningless and offer no educational value; on the contrary, they have many negative effects… It’s better to turn to the relevant person in charge or the regional leader, as their qualities, awareness, and understanding are certainly different… Asking them to improve management will yield different results
It might be better for such people to start by appealing to sympathy. Some are not afraid to use gentle tactics, telling him about their various difficulties and highlighting his strengths, before asking him for his help. Put on your seatbelt for your safety. But this is just an individual case.
If a problem occurs, it is the guardian’s responsibility. So, if it were me, I would go straight to their supervisors, explain the situation, and take photos and videos as evidence
Material conditions determine consciousness, and a weak sense of the rule of law are the two root problems.
This post was last edited by Think for half a year on 2016-9-15 at 19:09. Asking their managers to come over feels like children tattling on their teachers; it only makes the relationship between colleagues more strained, and in the future, whenever we ask our managers to come, they will also find it annoying
This trick is used every time, even by his wife and children; it worked at first, but later they didn’t even bother to pay attention to it anymore