Construction of enterprise safety culture
1, the concept and significance of enterprise safety culture
Some experts say this: 5 years of enterprises rely on luck; Enterprises with a life span of 10 years depend on leadership; Enterprises with a life span of 15 years depend on management; Enterprises with a life span of more than 20 years rely on culture.
"Safety culture is the sum of all kinds of qualities and attitudes existing in units and individuals, that is, the unity of safety values, attitudes, ethics and codes of conduct enjoyed by employee groups organized by enterprises. In other words, safety culture is the sum total of all kinds of material products and achievements in the field of consciousness created by human beings to protect themselves from accidental injuries in the practical activities of obtaining production and living materials. Safety culture is a branch of culture and an important support and component of harmonious culture.
The premise of enterprise safety culture construction is people-oriented, and it is necessary to meet the safety and health needs of employees as the starting point and the end result, and realize the intrinsic value pursuit of employees, which is recognized both spiritually and materially. This is a process that enables employees to cultivate a sense of warmth, accomplishment and pride in the enterprise, and then activates its internal factors, so that every employee can participate enthusiastically and form a strong sense of responsibility and mission. This is the core content of safety culture. However, in many enterprises, due to the lack of effective incentive mechanism and imperfect incentive measures, employees generally lack the initiative and creativity to participate in the construction of safety culture. The problem is the lack of an implementation culture, an implementation process, an effective training, and a planned organization, evaluation and research in safety management, which is manifested as: some positions in some enterprises are difficult to follow or even have no rules to follow, and some enterprises neither pursue nor study violations. "There are rules to follow, and violations will be investigated" is just a slogan. The premise of investigating violations is to find violations. Who found the violation? Are several security management personnel at the gate? Or self-inspection, mutual inspection by all employees, and inspection by managers at all levels? I have long been accustomed to setting up security officers to patrol and inspect. This is an indispensable method, but it is not the only method, nor is it a radical method. Because the basic standpoint of this method is "I want to be safe" rather than "I want to be safe", it is often the case that inspectors walk with their front feet and have accidents with their rear feet. How to change from "I want to be safe" to "I want to be safe"? The management mode must be reformed, mainly through the inspection of safety management cadres to find violations, but through each employee to find violations and hidden dangers from the perspective of self-protection. To this end, we have established a "post self-inspection system", in which post employees conduct self-inspection according to post safety regulations, improve post safety working environment, improve post intrinsic safety conditions, standardize post safety standardized operations, and achieve "two noes, accidents and regulations" in posts. Through the above work, we will gradually cultivate employees' awareness of "I want to be safe" and improve their ability of "I will be safe". On this basis, we also emphasize that managers at all levels are the first responsible person for production safety and are responsible for the safety within their responsibilities. At the same time, establish a step-by-step inspection system. Through the organic combination of self-inspection, mutual inspection, step-by-step inspection and spot check, the violations and hidden dangers of each post are constantly discovered, and the violations of each post are constantly corrected to eliminate potential safety hazards.
A large number of practices at home and abroad show that safety culture is the decisive factor for the effectiveness of safety production system, employees' feelings and cognition of enterprise safety culture dominate their safety awareness and behavior development, and safety culture determines whether the elements of safety production system operate effectively. In enterprises that have formed an active and effective safety culture, the safety production system can play an effective role, and the safety production situation of enterprises is in a stable and good state; When the negative safety culture or safety culture atmosphere is not formed, the role of safety production system is difficult to play, and the safety production situation of enterprises is in an unstable fluctuation state.
2. The basic viewpoint of enterprise safety culture construction
Although the development experience of many enterprises at home and abroad proves that the construction of safety culture is an effective method and an important way to finally solve the problem of safety production in enterprises. However, the one-sided and superficial understanding of safety culture by many domestic enterprises determines that it is difficult for these enterprises to achieve ideal results in the construction of safety culture. Even some experts have summed up a variety of enterprise safety culture models through several years' investigation on enterprise safety culture construction, such as enterprise safety culture image model, enterprise safety culture spirit model, enterprise safety production model, enterprise or spirit incentive model, enterprise safety benefit culture model, enterprise safety science and technology culture model, enterprise safety culture publicity and education model, enterprise safety culture civilized moral model, enterprise safety behavior model, enterprise safety activity model and enterprise safety management model. All these show that although enterprises have thought about the understanding and practice of safety culture, they are still in the stage of superficial understanding and simple induction, and there are even many misunderstandings.
Active and effective safety culture is the cornerstone for enterprises to realize intrinsic safety. We believe that in order to develop the enterprise safety culture construction smoothly, we must change the traditional enterprise safety concept and look at the safety management problem with a new perspective and way of thinking. Enterprises should regard the construction of safety culture as a successful ladder for enterprises to ensure safe production, safeguard the safety and health of employees and achieve safe and sustainable development, rather than face-saving work that has to be carried out because of the provisions of national laws and regulations and the requirements of government regulatory departments at all levels. For excellent enterprises led by visionary entrepreneurs, safe production and safe development have become the key success factors for enterprises to unite people's hearts and grow stronger. The construction of safety culture not only does not hinder the realization of the enterprise's management benefit goal, but also is an important way for the enterprise to realize the sustainable development goal and an important magic weapon for the enterprise to increase its cohesion, influence and competitiveness.
3. Patterns and characteristics of safety culture construction
Some effective methods are explored in the construction of enterprise safety culture, and a performance-oriented safety culture construction model is created. We believe that the construction of enterprise safety culture must be based on the reality of the enterprise's own development, proceed from the environment in which the enterprise is located and the requirements of its own development, take the establishment of an intrinsically safe enterprise as the goal, take safety value as the core, focus on safety behavior, and take safety performance as the guidance to create an intrinsically safe safety culture. The safety culture we advocate has the following characteristics.
Intrinsic safety culture is a dialectical sublation of traditional safety management, which makes enterprise safety management change from "things" and "things" as the center to "people", highlights the position and role of "people's behavior" in safety management, and truly establishes the basic concept of "people are the driving force of safety, people are the subject of safety, and people are the purpose of safety", thus shaping intrinsically safe people and finally realizing intrinsically safe enterprises.
Every employee of an excellent safety culture enterprise pursues excellent safety production achievements and achievements, and the leaders, managers and production employees of the enterprise are not satisfied with the general safety management level of the industry, and strive to achieve world-class management level and safety objectives;
Every employee of a full-time safety culture enterprise can consciously realize many crises and risks existing in his work, and can actively and continuously identify and eliminate various safety hazards, and gradually form a good atmosphere of "I am responsible for safety production" and "everyone is responsible for safety production";
A fair safety culture enterprise admits that everyone may make mistakes, which is understandable, but it can't stand intentional violations. Operators know which behaviors are acceptable and which behaviors are unacceptable, and reach an agreement with the enterprise. Producers have the right to refuse any unsafe production and business activities;
Report-based safety culture encourages everyone in the enterprise to express their opinions and suggestions on safety production. The management department takes every safety report seriously and analyzes it, and whether it is necessary to take action to feed back the information to the reporter. Even if it is a useful report, it should be publicly praised and rewarded;
4, the pillar of enterprise safety culture construction
Generally speaking, the construction of enterprise safety culture has four pillars: concept and target system, management and control system, development power system and image communication system. Without the concept and goal as the foundation, the construction of safety culture is aimless, and it is difficult to produce results, and it is difficult to unite people's hearts and trigger deep-seated changes in enterprises; Without management and control system and optimized organization, system and process, there will be no carrier of safety concept, it will be difficult to change the behavior of employees and it will be difficult to produce practical results in the construction of safety culture. Without the development motivation system, reasonable talent selection and entry and exit system, post qualification system, performance management system and value distribution system, employees will have no passion and motivation to implement changes; Without image communication system, enterprises can't establish their own public image, and employees can't identify with their own image.
Ideas are the fuel and motivation for change. The construction of enterprise safety culture should first choose the correct benchmark, establish the correct safety concept and persist in the work. Without a good combination of thought and practical work, thought is empty; Without the correct idea to guide the action, it is difficult for the action to achieve the expected effect. DuPont International Group was established in 1802, and its safety record is 30 times better than that of other industrial enterprises. In fact, its leaders proudly said: the safest thing for employees is to go to work. Because DuPont employees are safer at work than at home 10 times. Achieving this ideal result depends entirely on DuPont's top ten safety concepts. From the perspective of DuPont Shanghai's enterprises, the company really regards safety in production as the first major event in enterprise management, and everyone practices it. The first thing leaders do after going to work is not to inquire about material production, but to inquire about the implementation of safety discipline in the production process. People who follow leaders are often not secretaries, but security officers. The first thing for all employees after going to work is to study safely. Strict safety regulations have reached a harsh level, even in office buildings, there are strict regulations for going up and down stairs, and those with handrails and those without handrails are illegal penalties. Anyone entering or leaving the factory must wear a badge.
With these four pillars, there are four core elements in the enterprise safety culture system: attitude, ability, relationship and environment. But these are not enough. The construction of safety culture is not a gust of wind, but a profound corporate culture change and management innovation, which will have a far-reaching impact on the future development of enterprises. Cultural change needs time, strength and responsibility. Therefore, the construction of safety culture is a basic and strategic project of enterprises, which needs to be promoted in a planned, organized, means and long-term and sustained manner. It can't be done overnight, and quick success and instant benefit are not desirable. The promotion and shaping of enterprise safety culture must have a systematic organizational design, be combined with the development strategic objectives of the enterprise, be combined with safety management, be guaranteed by the system, be promoted by the mechanism, and be implemented and executed by a group of enterprise culture management talents with professionalism and professional ability.
PDCA cycle method-that is, from the top of the enterprise, to each unit and management department, to each work fleet, and finally to everyone, the big ring sets the middle ring, and the middle ring sets the small ring. The previous cycle is the basis of the next cycle, and the next cycle is the implementation of the previous cycle, which is interrelated, coordinated, promoted and closely linked, forming a life insurance team, a team that guarantees the first-level units and the units in the workshop.
5. Basic conclusions:
The Book of Changes says: "A gentleman is safe without forgetting danger, keeps without forgetting death, and governs without forgetting chaos". The construction of safety culture is a strategic measure for the long-term stability of enterprises. How to make the enterprise develop safely, realize sustainable development and build a safe and harmonious enterprise through the construction of safety culture is a major issue that enterprise leaders have been thinking about. Similarly, the construction of enterprise safety culture cannot be achieved overnight. Only by keeping pace with the times, constantly innovating and enriching development can we have vitality and vitality. Only when enterprise leaders attach great importance to it, make careful plans, form a strong and effective operation mechanism, and strive to create a distinctive enterprise safety culture construction model, when this model is put into practice and successful, the enterprise safety culture construction will really blossom and bear fruit.
Three basic characteristics of intrinsic safety: first, the reliability of behavior, no matter what environment and conditions, employees can consciously abide by rules and regulations to ensure individual safety; Second, the reliability of the state, whether dynamic or static, equipment and facilities must always be in a safe state; Third, the reliability of the system, establish and improve the safety-related system with man-machine complementarity and man-machine restriction.
The so-called hidden dangers exist not only in a certain aspect of the construction site, but also in people's thinking, style, management, system and operation behavior.
Ideological hidden dangers, including emphasizing production, ignoring safety, carelessness, luck and so on;
The hidden dangers of work style include orders that can't be done, prohibitions, empty talk about preventive measures, and superficial.
Hidden dangers in management include illegal command, illegal operation, violation of labor discipline and lax monitoring.
The hidden dangers of the system include the lack of system, lagging standards and lax law enforcement.
Here, we simply focus on the hidden dangers of people's work behavior. At 193 1, there is a safety scientist named Heinrich. The result of his analysis is that people's unsafe behavior caused 88% safety accidents. The statistical results of the famous DuPont company show that 96% of accidents are caused by unsafe behaviors of people. NSC, the American Security Committee, has concluded that 90% of safety accidents are caused by unsafe behaviors of people. The research results in China show that 85% of accidents are caused by people's unsafe behaviors. These figures show that people's unsafe behavior is very important, and we must try our best to correct and make safe behavior habits our standard daily habits, so that we can enjoy safety in production and life.
For example, the following phenomena:
1, do not follow the safety operation rules, do illegal operations, such as climbing and sitting in an unsafe position, directly use hands instead of tools to operate, and refuel, overhaul and clean up when the machinery is running.
2. Employees whose technical level and physical condition do not meet the job requirements.
3, habitual illegal operations, there are hidden dangers of luck, such as aerial work without wearing a seat belt, welding work without wearing insulated shoes, high-speed rotating work without wearing protective glasses, metal cutting work without wearing gloves, toxic and harmful work without wearing a gas mask, etc.
4, alarm sound, fault indicator light, ignore and misunderstand the safety signal.
5. Lack of basic safety skills, such as basic knowledge of first aid, proper use of fire-fighting equipment, escape and self-help in case of fire, etc.
6. Incorrectly wear personal safety protection articles, or even give up using them.
7. Violating labor discipline, drinking or dozing off before or during work hours.
These are the enemies of safety production, and we must carefully investigate and rectify them.
8. The above hidden dangers are reflected in the following common unsafe behaviors:
(1) When the protective cover (rod) of the transmission part of the equipment is defective or not installed, start operation;
(2) When overhauling live equipment, keep the power on at the distribution switch or don't hang warning signs;
(3) When entering mechanical equipment to repair running parts, there is no designated person to monitor or take repeated measures to disconnect the power supply;
(4) start the non-model equipment at will;
(5) Non-special equipment operators shall operate independently in their posts;
(6) Use the equipment beyond the limit (such as load, speed, pressure, temperature, time limit, etc.). );
(7) There is a safety device on the equipment, which is unnecessary when driving;
(8) Dismantle the safety, lighting, signals, fire and explosion-proof devices, warning signs and display instruments on the equipment at will;
(9) When overhauling high-voltage lines or appliances, do not cut off power, check electricity and ground wire;
(10) Use non-double insulated power tools to operate on wet ground, containers or metal frames;
(1 1) Do not use ventilation equipment when working in containers;
(12) throwing objects to the ground at will during aerial work;
(13) Violation of "Ten Don't Hang";
(14) Start lifting equipment without lifting limiter;
(15) Welding closed containers and pipelines filled with inflammable and explosive substances without thorough cleaning and adequate ventilation;
(16) Smoking or hot work in no-fire area;
(17) switches, brakes and valves that start the power supply or power source under unknown conditions;
(18) Do not wear a seat belt for aerial work and do not wear a safety helmet for mechanized equipment operation;
(19) Do not wear insulated shoes for electrical work;
(20) Live working (maintenance) without insulating gloves;
(2 1) Wear gloves when cutting the rotary machine tool;
(22) Wear chemical fiber clothing in inflammable, explosive, open flame and high temperature workplaces;
(23) Other acts that violate the regulations on the use of protective equipment.
The above unsafe behaviors mainly come from people's lack of safety knowledge, low safety awareness (ability to identify and tolerate hazards) and poor safety habits. Of course, the sources of these three factors are inseparable from the living environment of people and the safety management atmosphere of the organization.