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The company "group" exchange safety risk management and control experience

Release time:

2020-10-09

Company "organized" to exchange safety risk control experience

News from our newspaper 9# May 24 and 25 , the group company's safety risk control work seminar was held at Daye Peak. More than ten persons in charge of production safety from the group company and its subordinate enterprises visited the site, shared their experiences, and jointly discussed the work of safety risk management and control. On the afternoon of

, while visiting Daye Peak Factory, the participants also conducted a comprehensive inspection of the production site to check hidden dangers and find problems. The seminar on

was presided over by Chen Tianci, chairman of the board of supervisors of the group company. Zhang Fengliang, deputy general manager of the group company and general manager of Daye Peak, Li Xiaoyin, safety director of the group company, and leaders and safety directors of various professional companies and directly affiliated enterprises participated in the discussion. Wu Xinqiong, deputy manager of Daye Peak Environmental Security Department, reported on the learning results of his previous trip to Lafarge, Guizhou, and introduced Daye Peak's experience and effectiveness in implementing operational risk assessment and safety performance cards. The heads of Daye Peak Manufacturing Department, Packaging System and Inspection Class respectively introduced the application experience of the "Operation Risk Assessment Form" and the employees' response to the safety performance card evaluation. After nearly half a year of operation, the employees generally responded well.

As the promoter of Lafarge's safety management model in Daye Peak, Zhang Fengliang shared Daye Peak's experience in learning advanced experience: first of all, it is necessary to change concepts, unify ideological understanding, attach importance to safety risk assessment, and establish a reward mechanism; Secondly, we should attach importance to the role of team leaders and improve the risk assessment ability and comprehensive safety quality of employees through the filling in the Operation Risk Assessment Form. To systematically do a good job of safety management, safety standardization "13 elements" as a guide to safety management. He believes that filling in the "Operation Risk Assessment Form" is not only the safety control of the operation, but also the control of the maintenance process and quality, so that safety assurance measures can be integrated with production and operation.

While exchanging experience in safety risk management and control, the safety management personnel of participating brother units also put forward suggestions for improvement on the problems existing in the on-site inspection of Daye Peak. Li Xiaoyin made a comprehensive summary and analysis of the company's safety management and accidents this year. At the

seminar, Chen Tianci affirmed the safety management effectiveness of Daye Peak, and hoped that Daye Peak would continue to work hard to further improve the safety risk assessment management system, humbly accept the opinions and suggestions put forward by brother units, and improve in future work.

In view of the company's subordinate enterprises learning and implementing safety management experience in benchmarking advanced enterprises, Chen Tianci proposed to attach importance to the "ritual sense" of safety management, formulate "Safety Instructions for Entry into the Factory", and do a good job in safety education and training for foreign personnel. Put the "Health and Safety Regulations" on the wall in a prominent position of the company so that every employee can see them frequently and alert them at all the time; it is necessary to check and fill gaps in the safety management work against the "thirteen elements" of safety management. The system is not perfect and the system is required to strengthen inspection and supervision. He asked all units to complete their respective risk assessment implementation plans between October

and 11 while learning the work experience of Daye peak safety risk assessment, and to carry out internal review and publicity, and to implement them within all enterprises before the end of 12 , making continuous efforts to achieve the safety management objectives for the whole year. (Wang Yuhua Wu Xinqiong)

More information

The company requires each business segment to formulate medium-and long-term business plans.

According to our newspaper, "if an enterprise wants to develop in the long run, first of all, managers should have a long-term vision." On July 24, when general manager Yu Jianhong deployed the work for the second half of the year at the semi-annual meeting of the group company, he specifically asked all enterprises to formulate specific medium-and long-term business development plans for the next three to five years according to the industrial development trend and the group development strategy. Before making arrangements for the specific key work in the second half of the year, Yu Jianhong emphatically put forward the requirements for each business sector to formulate a business strategy plan for 2016-2018 according to the industry development trend and the group's development strategy. Yu Jianhong pointed out that the current group company's strategic decision-making and strategic development capabilities and efficiency still need to be improved. The publicity, understanding and implementation of the group's development strategy by various companies are not in place. The lack of medium and long-term business planning in each business sector restricts the business of the company. Development, cultivation of core products and profitability, construction of product brands, improvement of business scale and comprehensive strength. Last year, the group company asked the international trading company to formulate three-year work objectives and sign a three-year economic responsibility system with the company's management team. The actual effect shows that this has made the management team's management ideas clearer and more scientific and rational in terms of target setting, work arrangement and business development. For this reason, the group company put forward the requirements for the formulation of medium and long-term development plans for each business sector at this meeting. According to the industry characteristics of each business segment, market environment and other specific circumstances, the company makes requirements for the key content of the development plan of each business segment. For example, the pharmaceutical sector focuses on sales growth targets for key profitable products, product development and

2020

07-30

Condensing the heart and gathering wisdom to seek common development

Compared with the past, a new content has been added in the half year of this year-on the morning of July 24, according to the different industrial sectors of the company, the participating managers were divided into three groups: pharmaceutical industry, cement industry and other industries for special discussion. The theme of the discussion was clear in the meeting notice a week ago: under the current economic situation and industrial environment, how to maintain the improvement of corporate profitability and how to promote better and faster development of enterprises. Jiang Xiaomeng, chairman of the group, and Yu Jianhong, general manager of the group, made guiding speeches in three groups. After the group discussion, the group leaders made a summary report at the conference. Due to the clear theme of the discussion, the management personnel at the meeting were well prepared, and the sparks of ideas collided from time to time during the discussion. Due to the different industrial characteristics and market environment, the communication content of each group also has different emphasis. For example, the pharmaceutical group is most concerned about adjusting marketing strategies, handling the relationship between price and quantity, strengthening technological innovation to improve production efficiency and product quality, and subdividing professional fields to make characteristic markets, etc.; the cement group is more focused on reducing energy consumption, strengthening internal control and management optimization, improving operation efficiency, and extending to upstream and downstream industries; other industry groups have more urgent requirements for clear corporate positioning, strengthening business integration, innovating marketing models, and controlling business risks. But in the final analysis, no matter which aspect the speech focuses on, it finally falls on one point: business operations are facing huge crises and challenges, and they must undergo transformation and upgrading, seek rapid development, and highlight the siege of market competition. Some participants said that due to the correlation between the company's various industries

2020

07-31

The chairman assigned ten "homework questions" to the managers"

News from our newspaper On the afternoon of July 24, Chairman Jiang Xiaomeng put forward ten "homework questions" such as "clear development strategy and self-positioning" for managers at all levels in his concluding speech at the first half of the business analysis meeting ". Before "assigning homework", Jiang Xiaomeng first put forward three "thinking questions": what kind of company are we? What kind of management and what kind of talent team do we need? What kind of difficulties have our products and industries encountered? He pointed out that the peak is a historical, cross-industry, comprehensive joint-stock industrial company, is the product completely full competition, completely rely on their own business judgment, strategic decision-making to operate the company. Only under the framework of various laws and regulations, can we bring more wealth to employees by creating the largest living space and the best benefits. The characteristics of the enterprise, the characteristics of the industry, the historical evolution of the enterprise, and the competitive pattern of the products all directly affect the management mode of the peak. We need to absorb all kinds of talents and use their wisdom to continuously make the peak go on for a long time and achieve the dream of "100-year peak. At present, among the two main businesses of the company, the cement industry has encountered the first negative growth in 25 years, and the price has fallen to the lowest point in nearly 15 years; the increasingly strict management policies of the pharmaceutical industry have brought more challenges and tests to the enterprise. However, the crisis and opportunity always coexist, enterprises to survive and develop, it must keep pace with the times, constantly change. In view of the various changes in the internal status quo and external environment of the enterprise, Chairman Jiang Xiaomeng put forward ten requirements to the management personnel at all levels of the enterprise: the 1. should clarify the development strategy and the enterprise self

2020

07-31

Jiang Xiaomeng Yunnan Jianfeng Lectures on Party Lessons

In order to implement the requirements of the higher-level party committee secretary to give in-depth party lectures in enterprises, on July 4, Jiang Xiaomeng, secretary of the party committee and chairman of the group company, gave a special lecture on "two studies and one doing" for party members at Yunnan Jianfeng Cement Company. In the lecture, Jiang Xiaomeng started from the background, overall requirements, learning and education content, and main measures of the "two studies and one doing" activities. He hoped that all party members and cadres would understand "awe, gratitude, humility, and decent", and put forward "What should the current enterprise do" and "How should the enterprise go in the future" and other issues. Jiang Xiaomeng analyzed the future development trend of cement and pharmaceutical industries in detail, emphasized the importance of seizing opportunities, and pointed out that with the homogenization of cement industry becoming more and more serious, if we want to take the road of differentiated brand development, the core of competition is to strengthen self management and maximize the cost, so as to improve the competitive advantage. As far as Yunnan Jianfeng is concerned, it is necessary to continuously improve the level of process technology management and increase the hourly output by increasing inspection efforts. Starting from strengthening the control of raw material procurement, the quality and price should be controlled. By strengthening sales management, vigorously develop direct agents, and strive to maximize the profit per ton; By strengthening equipment maintenance, reduce equipment accidents and further reduce the consumption of machine materials; Make good use of people, while constantly tapping talents and cultivating new people, we will gradually control the total number of workers and improve labor productivity. According to the current situation and the company's development strategy, what should the party members of the peak do? Jiang Xiaomeng asked all the party members and cadres of Yunnan peak to play a good vanguard and exemplary role and take the lead in learning new knowledge, new technology and new experience.

2020

07-31

Jiang Xiaomeng Yunnan Jianfeng Lectures on Party Lessons

2020

07-31

Cum Military and Civilian Mayor Visits Jinxi Factory

On July 8, Jinhua Mayor and Military and Civilian, Deputy Mayor Sun Rongyan, Municipal Government Secretary-General Zhou Jianmin and other leaders went to Jinxi Development Zone to investigate and visit Jianfeng Pharmaceutical Jinxi Pharmaceutical Factory. The picture shows the army and the people visiting the production workshop accompanied by Shen Quan, director of the Jinxi factory. (Contributor by Zhang Mingyin)

2020

07-31

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