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The sun is new every day

Release time:

2020-08-14

编者按：2018年是中国改革开放40周年，10月份，由中国建筑材料联合会主办的《中国建材》杂志，在“纪念改革开放40周年”栏目中，用8个页码的篇幅刊登了《太阳每天都是新的——浙江尖峰集团公司董事长蒋晓萌口述尖峰改革40年》一文，文中，蒋晓萌董事长全面回顾了尖峰60年的历程，总结尖峰不断变革、发展的成功经验。本期纪念专刊中特转载此文，并一并刊发部分员工的读后感，以飨读者。

 

 

太阳每天都是新的

——浙江尖峰集团公司董事长蒋晓萌口述尖峰改革40年

《中国建材》杂志通讯员  张履绥  记者 靳惠怡  记录整理

蒋晓萌，男，汉族，1964年11月出生，籍贯江苏泰兴，中共党员，工商管理/工程学硕士，教授级高工，执业药师，享受国务院特殊津贴，浙江省有突出贡献中青年专家。现任浙江省总商会副会长、浙江省企业家协会副会长、浙江省医药行业协会副会长、金华市企业家协会会长、金华市工商联主席、金华市总商会会长等职务。先后荣获全国建材行业劳动模范、浙江省科学技术一等奖、辽宁省科学技术一等奖、浙江省优秀企业家、金华市劳动模范、金华市拔尖人才等荣誉称号。

 

我有幸成为尖峰改革的亲历者

你们要我讲讲尖峰改革开放这40 年历程，这个话题有意义。2018 年，对尖峰来说，确实是个特殊的年份，是个值得纪念的年份。因为我国改革开放40 周年的日子，也是尖峰水泥建厂60周年、尖峰水泥集团组建30周年、尖峰股票上市25周年纪念的日子。

我们纪念这个日子，不是为了沉湎于以往的成功，而是为了从中感悟、受益、启迪。回顾以往是为了规划未来，因为太阳每天都是新的。尖峰以后的路还很长，只要执着地走下去，路边的鲜花会不断地开放。我们的终极目标就是要不间断地做强做大企业，永续经营，直至百年。

我是1981年进的尖峰，当时叫金华县水泥厂，在罗店那个小山岙里，年产5万至10万吨水泥。我拉过石灰石，拉过煤，工作量是一天8吨。在尖峰的30多年时间里，可以说我在企业各个岗位都转遍了，从工人到班长、车间主任、分厂厂长、书记，再到集团部门经理、副总经理、总经理、董事长。感恩尖峰，感谢改革开放的时势，以及顺应时势的企业良性发展，我个人得以与企业共生共荣，成就相系。

尖峰这60 年发生的故事太丰富了，太生动了。我有幸成为其中的亲历者、见证人。感到欣慰的是，浙江尖峰集团股份有限公司建厂60年来，特别在改革开放40年里艰苦创业、锐意改革，合作创新强主业，规范科学求发展，成绩和变化有目共睹。2017年，尖峰集团实现营业收入28.27 亿元，实现归母净利润3.49亿元，取得了尖峰发展历程中最好的经营业绩，树立起企业历史的又一个新标高。

 

尖峰发展史上的四个阶段的特征

回顾走过的路，尖峰发展大致可以分为这么四个阶段。

◆艰苦创业、艰辛起步阶段（1958年至1982年）

1958年建厂那年，尖峰第一代开拓者建设者来到了尖峰山下的原智者寺旧址下，在荒凉的山坡上扎下了营寨。用两三年时间在小山坳里建起了金华有史以来第一座水泥厂——金华水泥厂。

金华水泥厂最初生产的是小水泥，即将生石灰化成石灰浆，掺入黏土和原煤粉，用手搓成球，晒干后堆成1米高的小土窑，外用黏土密封，下接通风管，点燃后用鼓风机助燃，烧至700℃，冷却后取出捣碎，过筛后加入适量石膏粉，拌匀后即成土制水泥。这就是当初生产水泥的整个流程，工艺原始落后，现在说来难以想象。当时，工人们要从8 公里外用双轮车拉来石灰石，矿石进厂后要用重磅榔头敲碎，搓球时手被石灰浆腐蚀出血，水泥包装则靠人工装入麻袋入库，粉尘很大，工作之艰苦非同一般。后来工人们在实践中改进工艺，采用人工摇木桶成球，后又改为牛拉成球，矿石破碎也用了腭式破碎机，劳动生产率有了提高。但是小水泥厂土法上马，生产出来的多数是200 号水泥，不少是不合格产品，甚至是废品。

到1960年4月，金华水泥厂两座普立窑建成投产。1961年，为了“调整、巩固、充实、提高”，国家大力缩短基建战线，金华水泥厂在政策的号召下停办。1964年，金华水泥厂恢复生产。十年“文化大革命”到1982年，有25年历史的金华水泥厂也还只是一个年产能力10万吨的小厂。

◆规模扩张、企业改制阶段（1983年到1992年）

改革开放以后，尖峰发展的外部环境发生了深刻的变化。1978～1984年这一阶段是中国国有企业改革的准备和起步阶段，改革的重心是党政分开，扩权让利，增加国有企业活力，将经济责任、经营效果同经济利益挂钩。1985 年以后，国有企业改革进一步展开，企业改革的基本思路是所有权与经营权适当分开，实行政企职责分开。改革的主要形式是推行承包经营责任制。

尖峰从几十年的制度束缚中解放出来，企业家的创新精神被极大地激发出来。时任尖峰董事长杜自弘从1983 年开始担任尖峰水泥厂厂长。他当时面临发展资金及土地和矿产资源的多重约束。他敏锐地觉察到，可以通过制度创新解决企业要素短缺的问题，通过与不同所有制企业横向联合来解决尖峰集团资源约束问题，便抢先一步，以资本为纽带实现企业规模扩张。1984年开始，采用自愿互利、等价交换的原则，通过补偿贸易和上调水泥补助资金等形式集资办厂，迅速建起了年产水泥各为10万吨的两个水泥分厂。

通过横向联合，尖峰集团增加水泥生产能力30万吨，增加固定资产1000多万元，相当于再造了三个三年前的金华水泥厂。20世纪80年代，尖峰集团的各项经济指标在全省的水泥企业中一直名列前茅，荣获“全省工交系统经济效益先进单位”和“金华市六好企业”等称号。

1987年5月15日，金华水泥厂联合了多家企业和单位组建尖峰水泥集团，共有14家单位自愿联合组成了经济联合组织。但由于成员单位，特别是紧密层成员单位受“三不变”（所有制不变、隶属关系不变、财政纳税渠道不变）的限制，联合体和集团内部的资产和分配关系并没有理顺。因此，自1988 年开始，集团开始股份化的构思和尝试。1988年11月28日，浙江尖峰水泥集团股份有限公司（后更名为“浙江尖峰建材集团股份有限公司”“浙江尖峰集团股份有限公司”）正式成立。

集团股份化改造的重要意义在于，以横向经济联合体为基础的资产组合通过产权纽带进一步紧密地结合在一起，“企业的边界”在产权意义上被重新定义，企业的规模化战略有了组织保障。到1988年10月，尖峰集团已经拥有资产总额3786万元，比组建集团前增长了7倍，年产水泥35万吨。从股份制建立到1993年仅4 年的时间，尖峰的营业收入从1949万元增加到1.8亿元，实现利润从503万元增加到3753万元；上缴税金从135万元增加到1273万元；固定资产从530万元增加到7443万元，总资产从1060万元增加到2.15亿元。

◆多元化发展阶段（1993年到2005年）

1993年，尖峰集团的股票成功发行上市，标志着尖峰集团作为一个国有企业的现代企业制度改造基本完成，公司治理结构和管理体制基础完善。

上世纪90年代中期以来，随着包括建筑材料在内的工业品供应的普遍过剩，水泥及水泥制品行业的利润空间变得越来越小，尖峰开始尝试多元化发展的道路。当时集团选择多元化发展主要考虑是水泥及水泥制品业虽则市场巨大，但就其产品本身的生命周期来说，已进入成熟期，很难再出现重要的技术进步与突破，且产品已严重趋向同质化；其次水泥产品市场属区域性市场，产业扩张空间受限，抢占竞争对手的市场份额成为企业发展的主要方式，尖峰与经营灵活的中小企业抢占市场，代价和风险都较大，企业盈利能力会减弱；再次，宏观经济的周期性波动对建材行业的影响也十分巨大，经济景气不景气导致水泥行业大起大落的不确定性增大。还有，从企业内部来讲，作为全国水泥行业首家上市公司，上市融资使得公司当时的现金流量非常充裕，为保证上市后积累筹集的大量资金得以充分地使用，实现公司的长期稳定发展，公司开始相继进入其他业务领域。

从1993年到2001年的9年间，尖峰集团先后涉足水泥、水泥制品、药业、交通、电子、陶瓷、电缆、贸易、进出口、旅游甚至矿泉水等几十个领域，多元化扩张降低了公司对单一水泥业务的依赖。更重要的是，由于多元化经营既是在业务单元的层次经营产品的过程中，同时也是在公司层次经营资产的过程中，因此，在不断地扩张和收缩过程中，尖峰集团的资本运营能力大大加强，为后来尖峰的主业拓展积累了宝贵的经验。这期间公司开始有重点地向医药业务倾斜。1996 年尖峰跨地区兼并临海制药厂，拥有了第一家制药厂。又收购杭州德康药厂、金华医药公司和金华生化制药厂，并通过一系列资产、资源的重组，在1998年年底注册成立了浙江尖峰药业有限公司。尖峰药业从无到有，从小到大，从弱到强，在中国医药领域中确立了自己的地位，与尖峰水泥一起成为尖峰集团的创利支柱。

尖峰提出的“依托建材、多元经营”的发展方针使尖峰度过了1996年到1998年企业较困难时期，但也由于多元化发展的短期利益导向，战线拉得过长，企业为此付出了成本代价。从2001年开始，尖峰及时调整战略，“抓大放小，突出主业”，最终将“水泥与医药”作为公司发展两大战略业务单元，确立了“做大水泥，做强医药”为成长方向，以“抢占资源、合理布局”做大水泥，以“营销和研发生产”做强医药的思路。

2002年尖峰上下全面贯彻“增强建材、壮大医药”，坚持“有所为有所不为”的原则，通过转让、经营者持股等多种形式对非主营业务进行了重组。通过收缩经营战线，集团的资源更加集中，核心业务更加突出。到2005 年，水泥和药业两大产业的营业收入占公司总营业收入的比重已由2002年的71.98%上升为88.5%。2006年，公司的水泥和药品两大主业进一步突出，年水泥生产能力达到400 万吨，有日产5000吨熟料新型干法水泥生产线1条，日产1200吨熟料新型干法水泥生产线2条和部分立窑水泥生产线；浙江尖峰药业有限公司拥有完整的药品研发、生产、销售系统，并参股持有天士力集团股权。

◆转型升级阶段（2006年至今）

2006年前后，中国水泥产能严重过剩，众多水泥生产企业出现亏损，尖峰也不例外受到冲击，到了一个生存发展的十字路口。

要选择一种新的活法。尖峰果断地做出企业转型升级的战略调整，即转变发展模式，提高发展质量，通过科技进步和创新，在优化结构、提高效益和降低能耗、保护环境基础上，实现速度质量效益相协调的又好又快的发展。

第一，尖峰进行了新的战略布局和调整。一是坚决淘汰落后产能。继2005年关停属下金华、金松两家机立窑生产外，2006年及2007年又先后关停了10条机立窑线，腾出资金妥善安置好员工生活；二是联手央企，进行战略合作。当时有不少同行的水泥企业投靠了国外资本，而尖峰却放弃了外资的“橄榄枝”，于2007年4月与中国建材集团签订合作协议，共同组建区域性专业化水泥公司。尖峰以浙江省内的水泥产业入股，成为南方水泥公司的创始股东。这次战略合作，在浙江省内形成以资产为纽带的水泥战略联盟，尖峰在浙江的水泥业务摆脱无序竞争，走上规范高效和持续健康发展之路，同时获得了对外发展所需的资金，为尖峰水泥产业结构调整注入新的活力。三是科学布局，发展新型回转窑水泥。尖峰早在2002年就在浙江富阳建了新型干法窑水泥生产线，和中国建材战略合作后，尖峰把发展新线重点放在了有资源、有市场空间、竞争相对和缓的华中和西部地区，先后在湖北大冶、云南普洱、广西河池投资建设新型干法回转窑项目，项目分别于2008年、2013年建成投产。由于尖峰多年的管理技术优势，这几家水泥企业发展成为当地的龙头企业，创造了可观经济效益和社会效益。大冶尖峰名列中国建材企业500强，并成为全国水泥主导企业品牌；云南尖峰水泥除覆盖滇西南地区外，还远销越南、老挝、缅甸等地。四是发展医药保健等新业务。在医药健康行业进行了更大投入。在进一步加大加强新药研发、生产力度的同时，凭借在医药生产、天然植物提取方面多年的积累，于2013 年成立尖峰健康科技有限公司，进行健康品、精品中药饮片等的生产销售。

尖峰转型升级这几步战略的新布局和新调整进一步夯实了“合作创新强主业、规范科学求发展”的发展战略，形成水泥、医药双主营业务互补，健康、仓储物流等业务为补充的整体经营架构。

第二，技术创新与管理创新并重，是尖峰发展过程中一直秉承的理念。随着市场竞争形势的变化，尖峰进一步加大了创新投入。2015年先后成为金华市第一批、1996年，投产的浙江省第一条回转窑生产线浙江省第二批“三名”培育试点企业，并在2016年获得浙江省工业大奖银奖。

一是技术创新。尖峰在新建的大冶尖峰、云南尖峰两条线上进行多项技术改造，通过设备升级和小改小革，提升产品质量，降低能源、原料消耗和生产成本，减少污染物排放。大冶尖峰是在湖北省第一个实施脱硝、脱硫技术改造的水泥企业，各项经济技术指标处于国内水泥行业前列；云南尖峰是国内第一个使用当地低热褐煤用于水泥规模化大生产的企业。

尖峰药业进行大量投入，2015年投资5.3亿元引进国内外先进的技术和设备，在金华金西开发区建设新型医药生产基地项目，与国内外知名科研院所、专业高校和专家合作，进行包括抗肿瘤药在内的国家一类、二类新药研发，取得阶段性成果；抓住婴幼儿用药市场的契机，与德国专业研究机构合作，于2016 年7月注册成立金得尔儿婴用药品有限公司，引进德国技术开发婴幼儿用药。尖峰药业进入全国医药百强企业、浙江省医药工业十强企业，拥有1个省级院士专家工作站、3个国家级博士后流动站和省级新药研发中心。近年来，尖峰药业有多个研发项目获得科技立项，其中“一类新药加替沙星及其制剂”获浙江省科技进步一等奖，获得52 项专利授权，内含发明专利43项。尖峰健康科技公司也形成保健食品、中药饮片、植物提取物三大产品线。

二是管理创新。积极推进企业信息化建设。通过建设覆盖全集团公司各企业的OA管理系统、财务管理系统、人力资源管理系统、视频会议系统等，在提高日常工作效率的同时，实现跨地域发展的便捷管理；持续开展精细化管理。持续开展6S现场管理、精细化管理、滚动预算管理，使之制度化、程序化，成为员工的日常管理规程和工作习惯；注意安全、环保管理。从2014 年开始在全集团范围持续开展“安全环保无事故工厂”创新工作，员工安全环保意识和相关技能、企业安全环保工作水平得到明显提升；2015年起在全集团范围内推行以“降成本、降费用、降用工、提高工作效率、提高市场营销能力、提高管理创新能力”为主题的“三降三提高”活动，取得了明显效果；为促进企业组织机构优化和岗位优化，于2016年引进“阿米巴”管理理念，并学习国内外同行先进经验，在水泥企业实施大巡检，进一步促进水泥这一传统产业在管理模式和生产方式上的转型提升。

三是制造方式创新。在建立信息化平台的基础上，尖峰药业金西生产基地通过加大设备信息化，以互联网+ 智能制造为导向，不断加大投入力度，尖峰各生产企业也在制造方式创新方面不断进行探索，努力提高工作效率，降低企业运营成本，实现向智能制造方向转型。

历史变迁及成因刻骨铭心

回首尖峰创业创新之路，盘点改革开放40周年四大阶段的发展特征，我心潮起伏，感慨良多。故事里的那些人那些事像过电影似地闪烁脑海。60年的创业、40年的改革开放，以历史长河作观照仅是一瞬间，然而对于我们，其中的变迁成因却是永恒记忆，刻骨铭心。

◆战略的调整和演进是企业可持续发展的维系，改革便是其中的要义

说实在的，企业成长过程本身就是在环境和资源之间不断地进行匹配和相宜的战略选择过程，变革的环境必然要求企业进行相应的战略选择，从本质上讲，战略就是企业长期目标的确定，以及为实现这一目标所进行的资源配置。尖峰身逢改革年代，变革的外部环境来得快来得急，企业就必须不断调整战略，确定成长方向。从最初创业到改革开放，从“经济体制”到“社会主义市场经济体制”的转变，从“行政管理”到“市场竞争”，不论是“放权让利”“厂长经理责任制”，还是“横向经济联合”“股份制改造”“建立现代企业制度”，以及最近的“供给侧改革”“绿色、低碳、高质量发展”等等，在一系列的国有企业改革实践中，尖峰始终抢先半步，既是改革的先行者，又是改革的亲历者。尖峰的“半步哲学”就是每每领先于时代和实践半步的开拓精神，这半步是超前的，又不是盲目的；是有根有据的，又不是循规蹈矩的。适时、适度、适当的半步表现出与时俱进的发展性，并已经成为尖峰人血液里的东西，成为尖峰文化的核心要义。所以尖峰能够在产业遇到几次大困难大调整时仍能转危为安，逆势而上，就是这个原因。正所谓，大道无形，在于把握时机；大法无常，在于顺势而为；大术无私，在于凝聚人心。

More information

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

07-30

Yunnan Peak Starts Secondary Security Standardization Creation

On June 19, Yunnan Jianfeng cement company held a mobilization meeting to further implement the requirements of the State Council, Yunnan Province, Pu'er City and Simao District Safety Supervision Bureau on carrying out safety production standardization work, and deploy the secondary safety standardization work. At the meeting, Liu Shenghua, deputy general manager of Yunnan Jianfeng, read out the requirements and work arrangements for creating a secondary enterprise for safety production standardization. The representative of Yunnan superstar Safety Technology Service Co., Ltd., the evaluation unit of safety production standardization, explained in detail the relevant knowledge of safety production standardization consultation and evaluation for the participants, and explained the requirements, standards and other elements of safety production standardization work. Zhou Jiping, general manager of Yunnan Jianfeng, mobilized the establishment of secondary safety production standardization at the meeting, requiring all workshops and departments to prepare and report the data before the end of October, and both software and hardware meet the acceptance conditions, so as to complete the bid creation work by the end of the year. Through the mobilization meeting, the responsible persons of Yunnan Jianfeng and superstar companies and relevant personnel had in-depth exchanges, further unified their thinking, and improved Yunnan Jianfeng employees' understanding of safety production standardization. Everyone recognizes that carrying out safety production standardization work is not only to implement the spirit of a series of documents of the party and the country, but also a mandatory requirement of the government for enterprises, and it is also the need for the sustainable and healthy development of enterprises themselves. Through the development of safety production standardization, enterprises can be promoted to establish and improve the safety production responsibility system, improve the safety production management system, standardize the production operation behavior, investigate and control the hidden dangers of accidents, effectively control the sources of danger, make the production equipment and facilities meet the safety standards, and continuously improve

2020

07-31

Yunnan Peak Starts Secondary Security Standardization Creation

On June 19, Yunnan Jianfeng cement company held a mobilization meeting to further implement the requirements of the State Council, Yunnan Province, Pu'er City and Simao District Safety Supervision Bureau on carrying out safety production standardization work, and deploy the secondary safety standardization work. At the meeting, Liu Shenghua, deputy general manager of Yunnan Jianfeng, read out the requirements and work arrangements for creating a secondary enterprise for safety production standardization. The representative of Yunnan superstar Safety Technology Service Co., Ltd., the evaluation unit of safety production standardization, explained in detail the relevant knowledge of safety production standardization consultation and evaluation for the participants, and explained the requirements, standards and other elements of safety production standardization work. Zhou Jiping, general manager of Yunnan Jianfeng, mobilized the establishment of secondary safety production standardization at the meeting, requiring all workshops and departments to prepare and report the data before the end of October, and both software and hardware meet the acceptance conditions, so as to complete the bid creation work by the end of the year. Through the mobilization meeting, the responsible persons of Yunnan Jianfeng and superstar companies and relevant personnel had in-depth exchanges, further unified their thinking, and improved Yunnan Jianfeng employees' understanding of safety production standardization. Everyone recognizes that carrying out safety production standardization work is not only to implement the spirit of a series of documents of the party and the country, but also a mandatory requirement of the government for enterprises, and it is also the need for the sustainable and healthy development of enterprises themselves. Through the development of safety production standardization, enterprises can be promoted to establish and improve the safety production responsibility system, improve the safety production management system, standardize the production operation behavior, investigate and control the hidden dangers of accidents, effectively control the sources of danger, make the production equipment and facilities meet the safety standards, and continuously improve

2020

07-31

Yunnan Peak Starts Secondary Security Standardization Creation

On June 19, Yunnan Jianfeng cement company held a mobilization meeting to further implement the requirements of the State Council, Yunnan Province, Pu'er City and Simao District Safety Supervision Bureau on carrying out safety production standardization work, and deploy the secondary safety standardization work. At the meeting, Liu Shenghua, deputy general manager of Yunnan Jianfeng, read out the requirements and work arrangements for creating a secondary enterprise for safety production standardization. The representative of Yunnan superstar Safety Technology Service Co., Ltd., the evaluation unit of safety production standardization, explained in detail the relevant knowledge of safety production standardization consultation and evaluation for the participants, and explained the requirements, standards and other elements of safety production standardization work. Zhou Jiping, general manager of Yunnan Jianfeng, mobilized the establishment of secondary safety production standardization at the meeting, requiring all workshops and departments to prepare and report the data before the end of October, and both software and hardware meet the acceptance conditions, so as to complete the bid creation work by the end of the year. Through the mobilization meeting, the responsible persons of Yunnan Jianfeng and superstar companies and relevant personnel had in-depth exchanges, further unified their thinking, and improved Yunnan Jianfeng employees' understanding of safety production standardization. Everyone recognizes that carrying out safety production standardization work is not only to implement the spirit of a series of documents of the party and the country, but also a mandatory requirement of the government for enterprises, and it is also the need for the sustainable and healthy development of enterprises themselves. Through the development of safety production standardization, enterprises can be promoted to establish and improve the safety production responsibility system, improve the safety production management system, standardize the production operation behavior, investigate and control the hidden dangers of accidents, effectively control the sources of danger, make the production equipment and facilities meet the safety standards, and continuously improve

2020

07-30

The Company shall organize special operation safety management training

What kind of management process is needed for the special operation permit? How to manage the ticket of the special operation permit? What are the contents of the eight kinds of special operations?... On June 17, the safety committee of the group company organized a special lecture on safety production to conduct systematic and comprehensive training on the safety management knowledge of special operations. The trainer invited for this training is Ge Zhengliang, head of EHS (Environmental Environment, Health Health, Safety) of Zhejiang Prodbang Pharmaceutical Co., Ltd. He has many years of experience in enterprise safety production management and is also a well-known safety management expert in Jinhua region. He has participated in the enterprise safety and environmental protection inspection organized by Jinhua Safety Supervision Bureau for many times and has a certain understanding of the situation of major enterprises in the peak. In this lecture, Ge Zhengliang divided into four parts: division of special operation license scope, special operation license management process, special operation license ticket management, and eight major types of special operation contents. Combined with relevant laws and regulations and his own practical experience in safety production management, Ge Zhengliang explained in simple terms eight special operation situations such as hot work, hoisting, high place, temporary power consumption, open circuit, blind plate plugging, restricted space, etc, standardize the licensed business division, approval department, the places to be paid attention to in the approval management of each type of operation, the responsibilities of the relevant approval department, the matters needing attention in on-site operation, the approval process, ticket management and other knowledge, and make a detailed description of the relevant special operation contents according to the working characteristics of peak subordinate enterprises. In addition, he also shared the experience of special operation safety management of Plo Pharmaceutical.

2020

07-31

Yunnan Jianfeng won the honor of "key leading enterprise in Pu'er City"

Recently, Yunnan Jianfeng Cement Company was awarded the honorary title of "2016 Pu'er Key Leading Enterprise" by the Pu'er Municipal Party Committee and Municipal Government. In recent years, according to the requirements of the group company's "three reductions and three improvements", Yunnan Jianfeng has focused on internal management and external market expansion, tried every means to reduce costs in production, timely controlled market trends in sales, and constantly refreshed various business indicators. While striving to create its own brand value, Yunnan Jianfeng always regards giving back to the society and serving local development as its own responsibility and obligation. Since the establishment of the company, Yunnan Jianfeng has actively responded to the government's call to support the construction of poor border areas and provide free cement to some poor people. Support the education construction in border areas and donate funds for students in need. At the same time, it has paid various taxes and fees on time in accordance with the law and has become a major profit and tax producer in Pu'er City for years. It has gradually grown from a new cement enterprise in Pu'er area to a leading enterprise in the cement industry. The honor of "key leading enterprises in Pu'er City in 2016" is the affirmation and recognition of Yunnan Jianfeng's work over the past few years by the local government and society. During the "Thirteenth Five-Year Plan" period, southwestern Yunnan is about to usher in an explosive stage of development. The construction of international railway projects, the construction of border expressway projects, the construction of airport projects and the construction of people's livelihood projects will all start this year. The acquisition of the honorary title of "Key Leading Enterprise in Pu'er City in 2016" will also provide strong support for Yunnan Jianfeng to strive for the right to supply these projects. (Li Yun)

2020

07-31

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