Living in this world, each of us will inevitably face various unknown risks and dangers. Safety can never be 100 percent, all we can do is try to reduce the danger to a manageable and acceptable range.
However, in recent years, I have found that there are more and more voices emphasizing safety in society, and some people and units have become too attached to safety, and even have an extreme idea of "safety first, safety first".
For one, the world itself is not entirely secure. No matter how much we strengthen our security measures, we cannot eliminate all risks and risk factors. Threats to life and health come from a complex and diverse range of sources, ranging from natural factors such as disasters to man-made factors such as traffic accidents.
There is no place or state that is truly safe. The pursuit of perfection and safety is nothing more than a pipe dream. We should take safety seriously, but we shouldn't make it the highest priority like a "security phobia".
Second, an overemphasis on safety inhibits innovation in production. It is not difficult to see from life that some units and regulatory departments now focus on coping with inspections and audits, and focus too much on formulating various rules and regulations and safety processes, which makes enterprises have little time and energy to focus on product development and process improvement. Security should not be an excuse to hinder innovation and development.
Nor can we completely halt an important piece of work because of one or two "potential" risks. A certain amount of risk needs to be allowed, which is essential for technological advancement.
Third, the management method of "form over substance" cannot truly improve safety quality. At this stage, many units only focus on raising problems through various inspections, but ignore the substantive solution of problems. The number of security documents is large and the content is repetitive, and the inspection is more focused on meeting requirements than digging for hidden dangers.
As a result, security work often becomes an air structure, with grassroots units having to deal with the formalities and ignore the substance. What really matters is how to help companies identify and correct major hidden dangers through effective guidance, rather than blaming the unit through simple inspections.
Fourth, safety standards for small and micro enterprises should not be one-size-fits-all. Many of the existing regulations and requirements do not distinguish between the differences between different sizes of enterprises. Some small and micro enterprises with only a few people are required to implement the same detailed safety management processes and standards as large enterprises, which is too much of a burden for them.
The management department should give targeted guidance, identify the needs of different enterprises, and implement relatively flexible security regulations.
Fifth, security should not become a tool for individuals to shirk their responsibilities and to give and accept bribes. Grassroots employees are randomly blamed in safety accidents, which does not help to solve the problem in a real way. Linking the results of safety inspections to the "hospitality" of the unit also seriously affects the fairness and impartiality of the inspections. This is contrary to the purpose and principles of safe work.
In short, we should pay attention to safety, but we should not replace rational thinking with the paranoid thinking of "safety first". Safety work needs to be based on promoting production and saving people, and cannot simply rely on assessment and inspection.
Management departments and units at all levels should also provide more assistance to the grassroots level and jointly create a good security environment that balances the interests of all parties. Only in this way can safety work really play its due role.