How to Develop Environmental, Occupational Health and Safety Management Measures
Release time:
2020-07-15
Measures for cement enterprises to comprehensively strengthen on-site environment, occupational health and safety management:
1. full participation in safety production management
company leaders attach great importance to it, enterprise employees full participation in safety production management to promote and implement safety management, full participation is the foundation, and leadership attention is the key, in order to change the safety work from the passivity of "I want to be safe" to the initiative of "I want to be safe", we should not only make the whole staff understand and understand the importance of safety implementation standard management, but also enhance the safety awareness by self-regulation and concept change. What's more, it needs the decisive decision-making and careful planning of the main leaders of the enterprise. All employees should have the understanding that life safety is higher than everything else in their ideological understanding.
2. change safety concept
Innovative safety management is an important basic work of safety production and an intangible capital, which directly affects the corporate image and economic benefits, and then affects the market competitiveness of the company. Therefore, We must change our thinking and concepts, increase the importance of safety work, actively explore effective management methods from the strategic height of the long-term development of the company, and strive to achieve scientific management, to meet the requirements of market development. The first is to consolidate the basic work and improve the management software, including all kinds of original records, standards, norms, safety responsibility system, safety production and civilized construction objectives. The second is the implementation of full safety management. The situation of limestone mines and production and construction sites is relatively complicated. It is far from enough to rely on a few safety professionals to manage the site. We must rely on the enthusiasm, initiative and creativity of the majority of employees to mobilize the majority of employees to participate in the site safety management, improve the sense of ownership, and The professional function management at the grassroots level is closely integrated with the mass "self-management" to realize mutual supervision and coordination among post personnel, and conscious action of the majority of employees, to ensure the realization of safety management objectives.
3. act in accordance with the law and establish a long-term management system
The main person in charge of the enterprise is fully responsible for the safety production work of the unit in accordance with the law. It is necessary to establish and improve the safety production responsibility system and safety production education and training system, and formulate safety production rules and regulations And operating procedures to ensure the capital investment required for the safety production conditions of the unit, and conduct regular and special inspections on the construction projects undertaken. The person in charge of the enterprise shall be the person who has obtained the corresponding professional qualification, responsible for the safety production of the project, implement the safety production responsibility system, safety production rules and regulations and operating procedures, ensure the effective use of safety production expenses, and organize and formulate safety inspection measures according to the production characteristics, eliminate potential safety hazards, and report production safety accidents in a timely and truthful manner. If a production and business operation unit concludes a safety agreement with its employees, and the employees do not obey the management and violate the safety production rules and regulations or operating procedures, the production and business operation unit shall give criticism and education, and impose sanctions in accordance with the relevant rules and regulations; if a major accident is caused and a crime is constituted, in accordance with The relevant provisions of the Criminal Law shall be investigated for criminal responsibility.
Establishment of 4. Site Safety Production Assurance System
The standard of production site safety production assurance system adheres to "people-oriented" and formulates complete and systematic management and control mode requirements from five different aspects of man, machine, material, law and ring. The production site safety production guarantee system introduces a new safety management model for enterprises, transforming the passive behavior of safety management simply forced by the government into the active behavior of voluntary participation of enterprises, and fundamentally realizing the safety management model, from "post-event investigation" to The transformation of "prevention in advance" has changed from "external to enterprise safety" to the concept of "enterprise itself needs safety and enterprise will be safe.
5. to strengthen the whole process of civilized production and refine the management link
safe production is a work from beginning to end, a kind of whole process management and multi-factor management, which must be carried out unremittingly. At the same time, the activities of creating civilized health enterprises must also run through the whole process of the whole production project, and the construction of civilized enterprises should be done well to ensure safety and compliance. In the construction of civilized construction site in the whole process, it is necessary to establish and improve relevant systems, responsibility systems and implement corresponding organizations. Before the start of the project, establish civilized construction and safe and civilized management objectives, formulate implementation plans for creating safe and civilized construction site, establish leadership organization network, technical guarantee measures, etc., the enterprise shall set up full-time safety officers according to the actual situation, and the company shall set up supervision and inspection teams to inspect and supervise the site regularly, and the establishment of on-site safety and civilization standards into comprehensive management, the implementation of regular comprehensive inspection, public evaluation, reward the good and punish the bad.
6. the combination of strengthening enterprise safety management and self-discipline of employees
Perfect safety protection measures and strict safety management can certainly curb the occurrence of safety accidents, but it will also make the management have a dependent psychology and a weak sense of self-protection. Therefore, while strengthening safety management, the obligation of workers to protect themselves and others should be emphasized. The "Safety Production Law" stipulates that employees have various obligations while enjoying safety production guarantees, such as complying with safety production rules and regulations and operating procedures; correctly wearing and using labor protection equipment, receiving safety education and training; discovering hidden accidents or unsafe factors Timely report, etc. It is not enough to rely on a few safety officers to manage safety at the production and construction site. It is necessary to fully mobilize the enthusiasm, initiative and creativity of the majority of employees, mobilize the majority of employees to participate in site management; improve the sense of ownership of all employees, and integrate professional functional management with employees' "Self-management" closely. In order to control their own unsafe behavior, reduce human errors; to achieve mutual supervision and coordination between personnel in various positions; the majority of employees consciously abide by discipline, and jointly ensure the realization of safety management goals.
1. Implement the "people-oriented" strategy to improve the overall safety quality of the enterprise. Human-centered is the focus and guiding ideology of production site safety management. To strengthen the management of safe and civilized construction, it is necessary to highlight the leading role of people, especially the safety education and training of employees, and do a good job in the three-level education, training and learning of the company, department and team. One is to formulate a detailed safety training plan, implement it regularly and step by step according to the plan, and conduct timely assessment, make the results public, and conduct on-the-job training for those who fail. The second is irregular training, making full use of rainy days and other leisure time to strengthen the safety education for employees. The third is to hold a good pre-shift safety plenary meeting, emphasizing safety operation procedures, so that safety awareness can enter the hearts and minds of employees, so that I want to be safe; fourth, through the development of various safety activities such as Ankang Cup knowledge contest, 100-day safety competition and other activities, the safety management of enterprises and the safety quality of employees can be improved.
2, combined with permanent cure. The focus of production safety inspection is mainly on the implementation of laws and regulations and technical standards. Safety management inspection is only a means to do a good job in safety work, not a permanent cure. In the event of a safety accident, it is necessary to strictly follow the relevant laws and regulations of the state and the Ministry of Construction to investigate the responsible units and persons responsible for the accident, and truly deal with it in accordance with the principles of "laws must be followed, violations must be investigated" and "four do not let go", and never engage in formalism. Through the seriousness of law enforcement, enterprises should consciously establish and improve safety management institutions, be equipped with full-time safety technical personnel, ensure the investment in safety production, and gradually form a closed system of safety management, so as to fundamentally eliminate the occurrence of accidents, and finally achieve the goal of curing both the symptoms and the root causes. (Liu Fengbin)
More information
Recently, it was learned from the competent department that the "ERP/MES full-process informatization" project of Jianfeng Pharmaceutical Company has been included in the list of key projects of "integration of industrialization and industrialization" in Jinhua City, and has now entered the publicity period. In order to speed up the in-depth integration of informatization and industrialization, according to the evaluation criteria in Jinhua City's "Several Opinions on Accelerating Informatization Construction" and "Jinhua City Informatization and Industrialization Integration Key Project Management Measures", 148 projects were included in 2017 Jinhua City's "Integration of Industrialization and Industrialization" key projects. The "ERP/MES Full Process Informatization" project of Jianfeng Pharmaceutical Co., Ltd. was finally included in the list after being recommended, material reviewed and expert reviewed by Jinhua Economic and Information Committee. The ERP-level subsystems of ERP/MES full-process informatization project include sales system, procurement system, MRP system, GMPQbD system, connecting UFIDA financial software and HR system. MES-level subsystems include industrial data acquisition and monitoring system, GAMP/MES system, eBPR (electronic batch production record system), cGMP quality assurance system, QC/eBTR(QC process and electronic batch inspection record system), LIMS system, etc. After the construction is completed, the visualization of drug production process and the collection and integration of industrial data will be realized. Realize the electronization of drug production process parameters, electronic batch production and inspection records; the realization of big data integration of industrial data and information will also be in line with the regulatory concept of GMP data integrity and quality traceability to the greatest extent. The establishment of a unified enterprise information platform will eliminate information islands and realize data one.
2020
07-31
The company's first-half profit record high
According to the 15th meeting of the ninth board of directors of the company on August 25, in the first half of 2017, the company achieved a net profit of 240.5357 million yuan, the highest level in half a year's history. In the first half of 2017, the company focused on the general work policy of "grasping trends, precise development, strengthening management, and improving efficiency", grasping the opportunities brought by economic structure optimization and industrial upgrading, strengthening lean production and management improvement internally, and actively exploring externally Develop new opportunities and continue to promote the "three reductions and three improvements" work. Through the joint efforts of all employees of the company, the best semi-annual performance in history has been achieved. As of the end of June 2017, the company's total assets were 4.226 billion yuan and net assets were 2.511 billion yuan; the company achieved total operating income of 1,305.9327 million yuan, an increase of 18.42 percent over the same period last year, and net profit attributable to owners of the parent company was 240.5357 million yuan, an increase of 132.11 percent over the same period last year. Earnings per share are 0.7 yuan. In the second half of the year, the company will continue to focus on the annual business plan, carry out in-depth work of "three reductions and three improvements", further do a good job in internal control, prevent business risks, and further do a good job in safety and environmental protection. we will further develop and improve the complementary relatively diversified main business structure and constantly enhance the company's core competitiveness. The 15th meeting of the 9th board of directors held on August 25 was presided over by Jiang Xiaomeng, chairman of the group company. Four proposals and reports including the 2017 semi annual report and the proposal on the change of the company's accounting policy were deliberated and passed. on the same day, the 12th meeting of the eighth board of supervisors was held,
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-30
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
Spike Pharmaceuticals set out to explore a new sales model
Agency and Terminal Link Production and Chain Cooperation Spike Pharmaceuticals to Explore New Sales Models From August 16 to 21, the 2017 China Pharmaceutical Retail Industry Information Conference (hereinafter referred to as "Xipu Conference") with the theme of "Building a Blueprint-Market Awakening Focusing on Demand" was held in Boao, Hainan. Huang Jinlong, deputy general manager of the group company and general manager of the pharmaceutical company, and relevant leaders of Spike Health, pharmaceutical sales company and Spike Pharma pharmacy were invited to attend the event, to create a new sales model "road". This year coincides with the 10th anniversary of the Western Conference. More than 1200 mainstream chain pharmacies, more than 800 brand pharmaceutical industries, more than 100 cross-border affiliated institutions, more than 130 top domestic and foreign capital institutions, more than 60 representatives of authoritative media, and authoritative experts in the industry, with nearly 4000 people gathered in Boao. The meeting combed the context of the pharmaceutical retail industry in the past ten years, discussed the development of the industry in the new decade, and built a new blueprint for the industry. During the meeting, Huang Jinlong led the peak participants to have in-depth exchanges with the organizers of the conference and industry experts on issues such as the impact of national policies such as the brand strategy of enterprises, the role of brand enterprises in the industry, medical reform, prescription outflow, etc. on the original sales mode of pharmaceutical enterprises. He also had extensive contact with pharmaceutical counterparts and terminal chains, listened to front-line sales experience, collected relevant information on terminal chains, and collected market trends of the top 100 chains. In the past ten years, the scale of drug retail sales in China has increased from 143 billion yuan to 337.7 billion yuan, and the chain rate has increased from 35.3 percent to 49.4 percent.
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
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