Severe talent capability gap and insufficient reserve of compound professionals
Complex and diversified business scenarios, leading to extremely high difficulty in unified safety management
Lagging systematic development and inefficient traditional management methods
High cost of coordinating external resources and lack of channels for benchmarking improvement
Top-level strategic planning and design to consolidate the top-level framework of the group's safety management
Development of standardized systems for all business formats to unify the criteria of the group's safety management
Full-cycle and normalized daily supervision to realize the closed-loop management of hidden dangers throughout the whole process
Establishment of a full-level capability empowerment system to fill the gaps in talent capabilities
Support for safety informatization construction to drive the digital upgrade of the group's management
Benchmarking & excellence creation and external resource connection to realize the leaping improvement of management level
Filling the gaps in talent capabilities and solving the management dilemma of "insufficient staff for heavy work"
Unifying the management standards for all business formats to eliminate the safety management risks caused by business format differences
Realizing the full closed-loop management of hidden dangers to firmly hold the bottom line of safe production
Promoting the implementation of digital transformation to comprehensively improve the efficiency of the group's safety governance
Building a safety management benchmark for district-owned state-owned enterprises to boost the high-quality development of the group
