The company's safety supervision and management department held a 2023 annual work report meeting for safety directors at grassroots units.

2 On August 26, the company's safety supervision and management department held a 2023 annual safety director's performance, integrity, and responsibility meeting for grassroots units. A total of 21 people attended the meeting, including the company's vice president of production safety, deputy chief engineer, safety director, safety directors from various grassroots units, and all members of the safety supervision and management department.

At the meeting, 12 safety directors who participated in the on-site performance review delivered their reports in turn. They reviewed the achievements of various safety management work in 2023, comprehensively summarized the completion of key tasks, job performance, new achievements in management work, implementation of the clean government construction responsibility system, existing shortcomings, and improvement measures, and further clarified the direction of efforts for 2024. The attending leaders commented one by one, and the participants conducted democratic assessments.

Rui Tieming, the company's vice president of production safety, delivered a summary speech, pointing out that this performance review meeting was both a summary meeting and an exchange meeting. He fully affirmed the role and hard work of the safety management personnel in promoting the company's safety development, and put forward new expectations and requirements for all safety management personnel for the 2024 safety management work.

Rui Tieming emphasized that as the "backbone" of safety management, everyone bears a heavy responsibility. First, we must raise our political standing, enhance our sense of responsibility, deeply learn from the lessons of accidents, and ensure that safety management work is done practically and meticulously.

Second, we must firmly establish the awareness of safe development. Safety management is rigid management. We must continuously find common problems in practice, identify "pain points and difficulties," find existing problems and gaps, and propose feasible solutions, leveraging strengths and improving weaknesses.

Third, we must further improve the safety management system to ensure its effective operation. Safety management is both "independent" work and system work. We must establish unified standards, give comprehensive consideration, coordinate and link, actively promote cooperation among various departments, consolidate work efforts, and ensure the smooth progress of safety production work.

Fourth, we must innovate methods and approaches, enhance systematic thinking and strategic thinking, and adhere to the "one chessboard" approach. We must strengthen the awareness of highlights, explore replicable and generalizable experiences and practices, actively create model construction sites, benchmark learning, and drive the overall improvement of safety work in various departments.

Fifth, we must strengthen the learning of professional knowledge. As the backbone of safety management, we must lead by example and be proactive. We must adhere to steady progress, not only learning safety knowledge but also combining it with construction experience to strengthen our own capacity building to adapt to the continuous development and changes in our work. [Safety Supervision and Management Department/Ding Chunqiong]