Xintiande Energy breaks the traditional \u201ctop-down\u201d management model and uses a tiered internal trainer system as a lever to solve the \u201cdifficult implementation\u201d problem of full employee participation.<\/p>\n\n\n\n
Build a \u201cfull-time coordination + workshop implementation\u201d network structure. The company designates the head of the safety department as a full-time internal trainer, taking the lead in forming an improvement team headed by the deputy manager and safety director, with 24 frontline employees as members; at the same time, it selects experienced and highly responsible backbone personnel from each workshop, who become workshop-level internal trainers after specialized training, forming a tiered network of \u201cfull-time internal trainers providing overall coordination and workshop internal trainers ensuring precise implementation,\u201d allowing safety improvement work to reach directly into the frontline and down to each position.<\/p>\n\n\n\n
Innovate a structured guidance mechanism. Full-time internal trainers lead the establishment of a \u201cfive dimensions + dual support\u201d discussion system, using the \u201cpeople, machine, material, method, environment\u201d five-dimension analysis method to guide employees in accurately identifying hidden hazards, and combining industry typical cases and safety regulatory provisions as dual support to improve the quality of suggestions; at the same time, a special ledger of \u201cissue-measure-responsible person-time limit\u201d is established to ensure that discussion outcomes are traceable and implementable. Workshop internal trainers, based on actual job conditions, regularly organize small thematic seminars, focusing on specific problems such as frontline operational bottlenecks and minor hidden hazards, guiding employees to speak fully, quickly collecting real demands, and effectively solving the \u201clast mile\u201d problem of policy transmission.<\/p>\n\n\n\n \u25b2Improvement team work meeting<\/p>\n\n\n\n Build a diversified participation platform. Through a combination of \u201cdepartment seminars + cross-workshop exchange meetings + online message areas,\u201d together with workshop internal trainers collecting opinions face-to-face, employees at different positions and levels can fully express their ideas. Full-time internal trainers participate in key discussion segments in a targeted manner, promptly answering questions and guiding direction, forming a good atmosphere in which \u201call employees think about safety and actively participate in improvement.\u201d As of the end of December 2025, the project achieved full employee coverage, collected a total of 1,281 survey questionnaires, and gathered 150 opinions and suggestions, providing a solid public opinion foundation for safety improvement.<\/p>\n\n\n\n Extend the boundaries of care, build a safety-humanities \u201csymbiosis\u201d<\/strong><\/p>\n\n\n\n Xintiande Energy breaks the traditional perception that \u201csafety management is limited only to the production plant area,\u201d extending improvement measures to the entire chain of employees' work, commuting, and life, making safety development more compassionate.<\/p>\n\n\n\n Build solid \u201chard support\u201d for safety. In response to employees' suggestions for optimizing the working environment, the company precisely addresses hardware shortcomings: in terms of safety protection, it adds maintenance platforms, improves ladder safety cages, supplements nighttime lighting, and repairs damaged stairs, fundamentally reducing operational risks; in terms of equipment management, it establishes ledgers for leaks and spills in each unit and improves pipeline and cable tray labeling, making the working environment more standardized; in terms of process assurance, it clarifies certification requirements for special operation personnel and improves the cargo elevator safety management system, enhancing operational compliance and effectively strengthening employees' sense of safety at work.<\/p>\n\n\n\n Deliver the \u201cwarmth\u201d of humanistic care. Focusing on employees' urgent difficulties and pressing concerns, it precisely implements livelihood measures: in response to the difficulties of electric vehicle charging and disorderly parking, it adds charging interfaces and formulates standardized management measures; by optimizing work processes and reasonably allocating manpower, it reduces after-shift overtime and protects employees' rest rights; actively responding to commuting needs, it plans to add city commuter buses covering major residential areas, effectively solving the travel difficulties of commuting to and from work.<\/p>\n\n\n\n Keep channels for appeals \u201cfully responsive.\u201d It builds a no-blind-spot channel combining \u201conline work group messages + offline bulletin board QR codes + face-to-face collection by the improvement team,\u201d collecting employee appeals without setting scope or thresholds. Suggestions involving humanistic care are prioritized for discussion and rapidly implemented, truly achieving \u201csafety guaranteed and appeals handled,\u201d and consolidating a strong joint force of government-enterprise collaboration in safety.<\/p>\n\n\n\n Link incentives in a closed loop, build a \u201cfirewall\u201d for hidden hazard governance\u201d<\/strong><\/p>\n\n\n\n In accordance with the requirements of the internal reporting and reward mechanism for accident hidden hazards, the company innovates a \u201cselection incentive + closed-loop management\u201d linkage model to ensure that hidden hazard rectification is not compromised and that suggestions are implemented without going through the motions.<\/p>\n\n\n\n Clarify the orientation of positive incentives. \u201cParticipation in hidden hazard investigation, quality of rationalization suggestions, and implementation of rectification cooperation\u201d are included as core indicators in the \u201cSafety Model\u201d selection, clearly conveying the value orientation that \u201cparticipating in safety improvement = striving for honor and recognition,\u201d fundamentally stimulating employees' internal motivation to actively participate in hidden hazard governance.<\/p>\n\n\n\n Solidify the full-chain closed-loop process. Strictly implement the full-chain mechanism of \u201csuggestion collection-screening and evaluation-discussion and adoption-rectification advancement-effectiveness acceptance-incentive fulfillment,\u201d directly linking rectification completion with \u201cSafety Model\u201d selection, achieving \u201crectify one item, recognize one item, incentivize one item.\u201d<\/p>\n\n\n\n Strengthen the fulfillment of incentive commitments. Strictly implement the project's special incentive funding commitment. For employees selected as \u201cSafety Models,\u201d the company not only gives honorary commendation and financial rewards, but also gives preference in position promotion and further training. Positive incentives have promoted the 13 rationalization suggestions already adopted, with a rectification completion rate of 77%, and there has been no situation of \u201chalf-finished rectification or suggestions falling into oblivion,\u201d allowing closed-loop management to truly take root.<\/p>\n\n\n\n \u25b2Awarding prizes to Safety Models<\/p>\n\n\n\n Next, Xintiande Energy will continue to deepen the results of the safety development project, further optimize the internal trainer guidance mechanism, full-chain care measures, and incentive closed-loop management model, refine the \u201cSafety Model\u201d selection criteria and rectification ledger management process, promote the transformation of various practical practices into normalized and long-term mechanisms, and continue to consolidate the safety foundation.<\/p>\n\n\n\n This article is reprinted from the WeChat public account @Qinzhou Emergency Management<\/p>","protected":false},"excerpt":{"rendered":" Safety is the lifeline of enterprise development, and full participation is the vital source of safety governance. Since the launch of the Guangxi Enterprise Safety Development Project in August 2025, Guangxi Xintiande Energy Co., Ltd. (hereinafter referred to as \u201cXintiande Energy\u201d) has precisely aligned with the requirements of the Emergency Management Department of the Guangxi Zhuang Autonomous Region and the Qinzhou Emergency Management Bureau, innovatively exploring a distinctive model of \u201cinternal trainer leadership + full-chain care + incentive closed loop,\u201d embedding the principal role of employees throughout the entire project process and achieving a leap from \u201cpassive advancement\u201d to \u201cproactive co-governance.\u201d<\/p>","protected":false},"author":1,"featured_media":877,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-876","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"_links":{"self":[{"href":"https:\/\/xtdny.com\/en\/wp-json\/wp\/v2\/posts\/876","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/xtdny.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/xtdny.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/xtdny.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/xtdny.com\/en\/wp-json\/wp\/v2\/comments?post=876"}],"version-history":[{"count":3,"href":"https:\/\/xtdny.com\/en\/wp-json\/wp\/v2\/posts\/876\/revisions"}],"predecessor-version":[{"id":1192,"href":"https:\/\/xtdny.com\/en\/wp-json\/wp\/v2\/posts\/876\/revisions\/1192"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/xtdny.com\/en\/wp-json\/wp\/v2\/media\/877"}],"wp:attachment":[{"href":"https:\/\/xtdny.com\/en\/wp-json\/wp\/v2\/media?parent=876"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/xtdny.com\/en\/wp-json\/wp\/v2\/categories?post=876"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/xtdny.com\/en\/wp-json\/wp\/v2\/tags?post=876"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}![\"\"](\"https:\/\/xtdny.com\/wp-content\/uploads\/2026\/09\/640-1-5-1024x768.webp\")
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