Safety in Action

Recently, I came across an article titled "The Responsibilities of a Company General Manager Who Doesn’t Value Lives," published on the China Safety Production Network. The piece featured a candid photo revealing the job responsibilities of a general manager from a company in Nanjing, Jiangsu Province. After a quick glance, I noticed it was packed with detailed information—around 600 words in total—covering everything from planning and setting goals to outlining specific requirements. Yet, upon closer reflection, I realized that among these 12 key responsibilities assigned to the general manager as the company’s top leader, not a single one directly relates to safety. This is truly disheartening, as it clearly violates the relevant provisions of the *Safety Production Law*. As a safety management professional, I have no intention here to criticize this company’s overall approach to safety management. Instead, I’d like to share how things stand at the company where I currently work—something that fills me with gratitude. Drawing from my own firsthand experience, let me highlight two or three critical ways our company’s top leader has been fulfilling their safety-related duties.

The Safety Responsibility Agreement has been revised three times, clearly defining responsibilities for safe production.

The company successfully obtained the Level 3 Standardization Certification for Safe Production at the end of December 2013, setting clear safety production goals and drafting a Safety Responsibility Agreement. However, when the document was submitted to the General Manager for approval in early 2014, the GM pointed out that the agreement’s content was too vague and lacked sufficient detail, making it impractical and difficult for employees to implement effectively. As a result, the GM requested that we revise the document thoroughly. Over the course of three rounds of revisions, we meticulously defined the specific safety responsibilities for everyone—from the General Manager down to individual employees—before finally resubmitting it to the Company’s Safety Production Committee for review. The agreement was then signed and approved by General Manager Li, formalizing a hierarchical chain of accountability: starting from the General Manager to the Deputy General Manager, from the Deputy GM to the heads of respective departments, and finally from department heads to individual employees. This structured approach ensures that every employee across the company actively participates in safety management, fostering a culture of shared responsibility and vigilance.

Ensure adequate investment in safe production, and safeguard safety and health.

Since its establishment in 1992, the company has been dedicated to the production and sale of feed flavorings. Over the past 23 years, we have maintained a flawless safety record—no accidents or incidents have ever occurred—thanks to our unwavering commitment to safe production practices and the strong emphasis placed on safety by our company’s general manager. Each year at year-end, the vice president in charge of finance is tasked with preparing the following year’s safety investment plan in strict accordance with legal safety regulations. The finance department is then required to allocate sufficient funds specifically for safety purposes, ensuring that these resources are used exclusively for their intended purpose. In 2014 alone, the company invested approximately 1.6 million yuan in safety initiatives. These efforts included equipping workshop facilities with air conditioning units and explosion-proof fans, installing advanced ventilation systems, refining product manufacturing processes, and enhancing employees’ working environments. Additionally, we provided comprehensive workplace injury insurance for all staff members, offered free occupational health check-ups, and established detailed occupational health surveillance records. To further safeguard employee well-being, we supplied free personal protective equipment and distributed nutritious summer refreshments such as mung bean soup, soy milk, and yogurt. We also introduced generous heat allowances, set up comfortable midday rest areas complete with reclining chairs, and partnered with experts from multinational corporations, educational institutions, and fire departments to deliver specialized safety training sessions. Furthermore, regular drills were conducted to ensure employees are proficient in using firefighting equipment effectively.

Safety education and training implemented effectively, tailored for practical application

The new "Safety Law" has added one key responsibility for the primary person in charge: organizing the development and implementation of safety education and training plans within the organization. In fact, even before this law took effect, the company already required all departments to formulate comprehensive safety training programs. Department leaders were encouraged to actively contribute their expertise by conducting regular training sessions—held once a month—for their teams and employees. These sessions included thorough analysis, summaries, and continuous improvements, while also incorporating lessons learned from accidents at other companies, thereby strengthening the company’s overall safety management and oversight. Importantly, training for production staff was designed to be practical and directly applicable to real-world scenarios. To further enhance the authority and effectiveness of the company’s safety training initiatives, we’ve also brought in external experts, including the former DSM SHE Manager, professors from Xihua University, and certified safety trainers from the local fire department, to deliver specialized instruction to our employees. Notably, the Safety and Environmental Protection Department alone has already conducted training totaling 32 hours—far exceeding the national requirement for annual refresher courses. Meanwhile, the Production Department regularly organizes hands-on skill competitions, conducts daily morning safety briefings, and engages in case-study analyses as part of its ongoing educational efforts. Thanks to these comprehensive safety training programs, employees have not only mastered the proper procedures for operating equipment safely but have also gained a deep understanding of the company’s emergency exits, evacuation routes, and designated assembly points. They’ve learned critical skills such as how to effectively extinguish small-scale fires, how to navigate safe evacuations during emergencies, and even how to perform basic self-rescue techniques. As a result, employees are now far better prepared to respond swiftly and confidently in the event of an accident, significantly boosting their chances of escaping unharmed and saving themselves or others in high-pressure situations.

Safety supervision must identify key priorities, and safety management requires a thoughtful approach.

Remember, General Manager Li emphasized at the safety meeting that safety management must be implemented effectively—identifying the key areas without making excuses, but instead focusing on practical solutions. It was this very statement that cleared away obstacles in our company’s safety management efforts and clearly outlined the direction we should follow. She also highlighted that the primary focus of safety lies in the production site, stressing that safety officers must stay on-site to closely monitor operations, promptly address any issues, and immediately intervene when necessary. Additionally, she urged regular analysis and reporting during morning meetings to keep everyone alert and informed. Safety inspections should particularly emphasize employees’ operational practices, the site environment, safety passages, fire-fighting equipment, safety facilities, machinery, electrical systems, as well as hazardous tasks such as maintenance, temporary power usage, and high-altitude work. Notably, the frequency of on-site supervision by safety managers has been increased from the original 2 hours to 4 hours.