An unhealthy corporate structure is a hidden major hazard for production safety!

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An unhealthy corporate structure is a hidden major hazard for production safety! The Interim Provisions on the Investigation and Rectification of Potential Hazards in Work Safety state that potential hazards refer to dangerous physical conditions, unsafe human behaviors, and management deficiencies in production and business operations that may lead to accidents, resulting from violations by production and business entities of laws, regulations, rules, standards, procedures, and work safety management systems, or due to other factors. Hazardous conditions can be divided into general hazardous conditions and major hazardous conditions. Among them: (1) “Minor accident hazards” refer to those that pose relatively low risks and are not difficult to rectify; they can be addressed immediately once identified ； (2) “Serious accident hazards” refer to those that pose a significant threat and are difficult to rectify; such hazards require the suspension of all or part of production and operations, and require a certain period of time for remediation before they can be eliminated. They also include those that cannot be resolved by the production and operation entity itself due to external factors. “The risk of an \"unhealthy corporate structure\" falls under the category of \"management deficiencies\" as referred to by \"potential accident hazards,\" as well as those situations that are \"highly hazardous and difficult to rectify\" as indicated by \"serious accident hazards.\" Unhealthy corporate organizations typically exhibit three types of \"defects\": first, the organizational management procedures lack standardization and normalization; second, the organizational structure is not scientifically sound; third, there are issues with the key managers – these managers are promoted despite having deficiencies, which leads to dysfunctional management practices and even more serious problems, posing significant risks to the safety of production in such companies. The “defects” in the first two areas do not pose significant hazards; they can be gradually resolved by thorough organization*, training, comparison with ** standards, or by adhering to industry standards ； If the \"defects\" in the third aspect come into existence, and after years of development through the efforts of personnel within the organization, coupled with abnormal and intricate relationships among senior managers, over time this can lead to a severe collapse of the entire management structure. As a result, it becomes impossible for accountability to be upheld and integrity to prevail within the company ； Failing to correct mistakes leads to a host of problems. ” A situation where the good does not overcome the evil will cause fundamental damage to a company’s production safety management, and it will be extremely difficult to rectify such issues later on; in some cases, it may even be impossible to reverse the situation. As the saying goes, \"When one virtuous person is employed, all virtuous people will gather; when people strive to emulate the virtuous, it becomes a common practice.\" On the contrary, if managers are promoted despite having flaws, and if a company sets a negative example, it will cause serious harm to the proper approach to selecting and employing personnel, as well as to the interests of the company and even of the Party and the country. This is not an exaggeration; by looking at the companies that have experienced major, significant, and extremely serious safety accidents and the conclusions in their \"Accident Investigation Reports,\" a thorough analysis will reveal the truth. The behavior of incompetent senior managers usually exhibits the following characteristics: first, they believe that there is no need to be too strict regarding laws, regulations, and standards, as being too strict hinders work. Second, economic interests are always more important than production safety; if we keep focusing only on safety, how can we make a living if we don’t earn any money? ； If something really does happen, it’s fate. Third, as for the \"system of dual responsibilities for one position\" and the \"veto system\", it’s sufficient for superiors to handle them; aren’t such things exhausting? Fourth, suggestions and opinions regarding production safety are always seen as attempts to find faults or even a challenge to his/her \"authority\". V. Internal issues and accident handling: There’s more talk than action; personal relationships take precedence over rules and regulations. Systems for holding people accountable and the principle of \"not letting accidents go unaddressed\" are merely formalities. 6. Internally, the executive management is artificially established and indirectly protected; middle-level managers operate on their own, following their own ways – just as snakes have their ways, tortoises have theirs, and mice know how to dig holes. It seems that everything is peaceful and in order, but the new Work Safety Law is something that **should** be dealt with by **relevant authorities**. 7. Internal production safety meetings are also held, some even quite frequently, but there is a lack of effective implementation in practice ； If one feels weak, then so be it; the “accountability” shouldn’t be too strict. Everyone needs some dignity – it’s enough to simply point it out; otherwise, no one will be willing to do anything. 8. The internal security agencies and personnel should simply obey orders; don’t overestimate yourself, don’t overvalue your security department, and don’t attach too much importance to the \"veto power\" – treat it seriously indeed. 9. Worship of absolute power – \"Obey me and you will thrive; defy me and you will ‘perish’.\" I don’t like you, so it’s useless for you to keep trying; in fact, I’ll even be arrogant enough to say, \"This is how I am, this is how I treat you – what can you do to me!\" ”. During the tenure of such key managers, it is inevitable that an abnormal cultural environment and an unhealthy corporate organizational environment will arise within the company. Due to the inertia of this unhealthy organizational structure, \"pathological\" corporate management systems and organizations will inevitably emerge, and such organizations and structures bring the occurrence of severe accidents very close. This is a chain reaction that conforms to the ‘Heinrich’s Law’ domino theory. The fundamental \"problem\" at the top levels of corporate management is mainly manifested in behaviors such as power overriding rules and an attitude of arrogance, poor selection of employees, making big mistakes over small issues, suppression, pressure, a paternalistic approach, and tolerating misconduct. In particular, personal relationships take precedence over standards and norms; in some cases, there is even a disregard for the importance of respecting the law, discipline, organizational structures, and moral principles. It is worth noting that those who undermine the internal systems of a company often come from such groups with special status relationships; they are not willing to take the initiative to set an example by adhering to the company’s Production Safety Management System. In such companies, an atmosphere of shifting blame, constant lying, and double-dealing is bound to emerge, with forming cliques considered nothing to be ashamed of. The poor atmosphere of \"corporate culture and environment\" leads to the unnecessary loss or inability to recruit the honest and capable individuals who are essential for a company’s development. As a result, those with mediocre skills, moral flaws, or a lack of integrity, as well as those who are insincere or opportunistic, often get promoted or given important roles, while responsible employees who are dedicated to their work have few opportunities for advancement. The positive aspects of corporate culture are almost completely eroded. It is important to be vigilant: such \"abnormal\" and \"unhealthy\" types of enterprises and their key managers are often adept at overcoming obstacles at higher levels, building networks of connections, and deceiving others; they act in a domineering manner toward those under them. On the surface, their work may appear impressive, sometimes even having a dazzling aura, but in reality they pose a serious hidden threat to the safe and sustainable development of the enterprise. 【Conclusion】 It is crucial to properly select, utilize, supervise, and manage a company’s key managers; equally important is the establishment of a healthy corporate structure. The key to addressing fundamental issues lies in the rule of law and the development of sound institutional frameworks! No matter what the reality is, we still hold hope that safety management work will be able to emerge from this uncertainty as soon as possible, even though the process may be difficult and challenging. As the main manager of a company, if such a person is dishonest or even unethical, and goes on to build an corporate organization filled with corrupt elements, isn’t that bound to become a hidden threat to production safety, a potential cause of serious accidents?