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Wang Yongguang Leads Team to Conduct Safety Production Supervision and Inspection During ‘Two Sessions’ and Before Commencement and Returning to Work in Tianjin Region
CopyFrom:MCC Date:02 March 2017
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  From February 28th to March 1st, according to the requirements of the notice about the major inspection of China Minmetals’ security and environmental protection in the first quarter, and combined with MCC’s safety production job deployments, MCC Vice President Wang Yongguang led the Group’s safety production experts to conduct safety production supervision and inspection of CTMCC’s Tianjin Austrian-style Block South District (No. 70 Ping’an Street) Project, MCCCE’s Dongli Lake Health Industry Park Phase I Project, MCC5’s Tianjin Beichen Resettlement Housing Project and Shanghai Baoye’s Tianjin XinYu Color Plate Co., Ltd.Phase III High-End Plate Project during ‘two sessions’ and before commencement and returning to work.

  After the inspection team listened to the safety job report of CTMCC’s Project Department and conducted an onsite inspection, Wang Yongguang put forward six concrete safety requirements for the project’s safety production and management:

  First, it is necessary to implement the safety responsibilities of the project strictly according to the requirements of ‘Same responsibility of Party and government administration, one post with two responsibilities, joint management and investigation, and enforcing responsibility for breach of duty’. The key point is to grasp the job in two aspects: first, before the grounding of projects, safety production responsibilities shall be resolved, systems cannot only be written on paper and various systems and measures shall be thoroughly put into practice; and second, following the grounding of projects, there shall be complete and systematic contingency plans and technical proposals, and it is necessary to strictly implement the safety responsibilities of concrete departments and safety personnel according to the plans, and put the safety responsibilities of project departments into practice for safety supervision and potential sources of danger from program planning and program implementation to process monitoring during the construction process in the future.

  Second, it is necessary to guarantee the effective operation of the technology supporting system, construction implementation system, safety supervision system and personnel and property security system. For the technology supporting system, the chief engineer shall strictly ensure the hazard source identification and technical proposals in the schemes, maintain a strict standard for proposals, be scientific and rigorous, and guarantee the effective operation of the technology supporting system; for the construction implementation system, the construction managers must organize the construction in strict accordance with the construction schemes and sequence without omission, put an end to such phenomena as breaking rules and regulations to command, operate against the rules or violate labor discipline, and avoid rashly sacrificing the scientific precision of the schemes by seizing proper time in which to complete the construction; for the safety supervision system, the onsite safety managers must shoulder their sacred mission to protect the safety of the lives of operating personnel, and ensure that no blind corners in onsite safety supervision are neglected by running around and making speeches; finally, for the security system, it is necessary to guarantee the authenticity of safety investments, and the expenses of the safety precautions shall ensure a real construction safety guarantee.

  Third, it is necessary to reinforce onsite safety supervision and enhance the effectiveness of supervision. For safety supervision, it is necessary to emphasize effective monitoring for dynamic sources of danger and the effective governance of hidden dangers. While planning schemes, it is necessary to aim at dynamic sources of danger with different processes and different nodes, and plan how to monitor, control and manage the situation effectively after major sources of danger are found. It is necessary to establish files for major sources of danger, and for the safety department to cooperate with technology supporting systems and make clean technical proposals. For potential safety hazards occurring in the onsite dynamic process, the safety supervisors shall promote the capability of supervising hidden dangers; if problems are found in onsite inspections, it is necessary to immediately issue a notice of rectification after examining the hidden dangers and finding problems, accept units to sign in and submit the rectifications for acceptance after their completion. Each position shall be checked and accepted, and the contrast before and after the rectification shall be illustrated. It is necessary to sign after the acceptance check and rectification, and the governing data of hidden dangers must form a closed loop.

  Fourth, it is necessary to perfect the contingency plans. The main points of the comprehensive plans must be concentrated and the plans must be guiding. The plans for special projects must be targeted, and the onsite disposal plans must be operable. Comprehensive plans must be submitted to the related departments of the government for reference, inspection and acceptance check. Plans for special projects must be changed into disposal plans on the project site which must be operable. If an accident occurs, the contingency plans can be effectively launched. According to the contingency plans, training shall be organized and it must be clarified among the personnel involved who one should be responsible for and who should be responsible for them. During training, it is necessary to know which goods and materials are required, and to have vital storage space ready while facing emergencies. After training, it is necessary to organize drills, identify problems through those drills and perfect and revise the plans. The project department must give notice of emergency linkage mechanisms, establish relationships with local emergency rescue organizations at the earliest opportunities, ensure the effective launch of emergency response mechanisms when emergencies occur, and minimize the losses and influences caused by emergencies.

  Fifth, it is necessary to reinforce the management of subcontractors. First, it is necessary to reinforce the safety management of subcontractors and include the subcontracting safety personnel and safety management into the safety management system of project management. Thus, CTMCC’s requirements for safety systems can be turned into the conscious action of onsite operating personnel. It is necessary to put an end to the phenomena of ‘three violations’ and ensure supervision by the full-time safety supervisors of the project department and full-time and part-time safety supervisors of the subcontracting team. Second, for guarding a pass for the training, age and health conditions of personnel of subcontractors, it is necessary to put labor service training into practice and utilize a toolbox to check and examine the training effect. Training and assessment cannot become formalistic; the three-level safety education of the company, project department and teams or groups must be real.

  Sixth, it is necessary to strengthen foundation management. The project’s subcontracting, technical disclosure, safety disclosure, safety check records and other process data must be complete, authentic and reliable, the materials of each link must be guaranteed to be illustrated, and the data must be accurate and authentic through such means as informationization.

  The inspection was attended by CTMCC Vice General Manager Sun Qingdong, MCCCE Vice General Manager Feng Wen, Shanghai Baoye Vice General Manager Yue Wenyan, MCC5 Vice General Manager Wang Zhongxu, MCC’s safety experts and related personnel of project departments.


MCC

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