In the future, construction companies widely face the "five difficulties" in safety management: difficulty in maintaining responsibility, difficulty in adhering to work standards, difficulty in monitoring work quality, difficulty in implementing higher-level documents, and difficulty in enforcing rules and regulations. Generally, the human factors in construction enterprise safety management have become so intensified, decentralized, out of control, and disordered that they have reached an almost uncontrollable state. These facts sufficiently indicate that there is a need for a thorough review and analysis of the current state of safety management, as well as efforts to strengthen and improve construction safety management.
I believe that construction safety management must make efforts in both sustainability and enhancing scientific management levels. Safety management should avoid the practice of being strict for a while and then becoming lax. It is necessary to consistently carry out regular activities such as identifying potential hazards, reviewing accident cases, and analyzing them, always keeping the string of safe production taut. This helps overcome wrong thoughts such as blind optimism, numbness, complacency, and侥幸psychology (taking chances).
Safety management is part of productivity; therefore, we must continue to work hard on strengthening the style of management officials (managers) and reinforcing safety management. A long-term mechanism for evaluating and examining the conduct of officials (managers) should be established, improving the construction safety responsibility system with a focus on hierarchical accountability, leadership responsibility, and post responsibility. This ensures that at all levels of the construction company, managers clearly understand the merits and demerits of their safety work, are clear about their job responsibilities, and know exactly when rewards or punishments are due. This will naturally stimulate the enthusiasm of officials to take on management responsibilities, realizing the "seamless handover" of construction safety management work.
An old saying goes: "If people have far-reaching concerns, they will not have immediate worries." Safety management must be forward-looking, fully anticipating and studying the direction, difficulties, hotspots, and details of safety management. Serious safety construction meetings should be held regularly to carefully analyze and deeply study representative and directional "big and small" problems that appear in safety management and the quality of safety facilities and equipment. Problems should be identified, targeted preventive measures taken, and improvements made earnestly. By focusing on small issues to prevent larger ones, we can nip problems in the bud, thoroughly resolve issues, and eliminate potential hazards.
We must fully utilize talent resources and technical and equipment advantages to continuously innovate methods and means of safety management. This will further enhance the ability of leaders (managers) to manage and make correct decisions regarding safety management, continuously improve the business guidance and management capabilities of construction professionals (managers), and comprehensively strengthen the long-term control power of safety management. At any time and under any circumstances, there should be no wavering due to changes in external factors, ensuring that all safety management measures are implemented effectively to achieve long-term peace and stability in construction safety production. - Liang Nai Zhuang (Editor: Zhi Yan)
(Note: The translation has been done to maintain the original meaning and structure while ensuring clarity and coherence in English.)