People's Daily makes a strong statement: safety is competitiveness, and safety is efficiency

People's Daily pointed out: Safety is competitiveness, and it is benefit! 
    We should not view safety merely as a cost. Safety is actually competitiveness and efficiency. Only by ensuring safety compliance can enterprises develop towards higher quality and larger scale. Conversely, for those enterprises that prioritize short-term interests and adopt a "make do with what you have" approach, any accident they encounter often leads to irreversible consequences. 
    In safety production, there is no room for laziness or trickery. Only by being down-to-earth and ensuring that the concept of safe development is implemented can sustainable development be achieved. 
    Recently, some places have experienced a surge in production safety accidents, with accident risks on the rise, making the situation of production safety complex and severe. To investigate risks and hidden dangers and effectively safeguard the lives and property safety of the people, the State Council Work Safety Committee dispatched 16 supervision and inspection teams to various regions, entering mines, factories, and ships to conduct supervision and inspection in 15 key industries and fields. A number of major safety hazards were investigated and dealt with, and a batch of typical illegal cases were exposed, achieving a good deterrent and warning effect. 
    In fact, this is not the first "safety assessment" this year. Since April, the Work Safety Commission Office of the State Council has organized 34 working groups to conduct both overt and covert investigations on more than 180 enterprises and units across various regions. Currently, unannounced on-site inspections have become the norm. This not only tightens the safety production string for a good start to the "14th Five-Year Plan" with practical actions, but also fully reflects that China places safety issues in a very prominent position and attaches greater importance to the concept of safe development as it enters a new stage of development. 
    Philosophy is the precursor to action. Whether the development philosophy is correct fundamentally determines the effectiveness and even the success or failure of development. The same applies to work safety. Not long ago, the author followed the supervision and inspection team of the State Council Work Safety Committee to visit small and medium-sized mines in a certain province, and found that issues such as overstaffing and over-extraction, equipment being crude and simplistic, and personnel being careless and negligent are not uncommon in some enterprises. The root cause lies in the failure to firmly establish a philosophy of safe development. 
    Ring the alarm bell, don't think that "it's relieved if there's no accident in production safety". Facing supervision and inspection, some enterprises boast that they have "not had any safety accidents for many years" and "clap their chests" to the supervision team, but many major safety hazards are found during the actual inspection, indicating that the enterprises are careless and negligent. It must be noted that production safety follows a pattern. Most production equipment, factory buildings, and tunnel facilities will wear out and age due to use, and the longer they are used, the more likely they are to accumulate risks. Therefore, one should not be complacent just because there has been no accident so far. Safety accidents can also occur by chance. Sudden weather changes, market fluctuations, emotional disturbances, etc. can make people lax, tired, and anxious, planting hidden dangers for production safety. Therefore, we must always remain vigilant about production safety and never relax for a moment. 
    When it comes to big picture considerations, don't assume that "reducing safety investment equals increasing efficiency." This mindset is particularly prominent among some small and medium-sized enterprises. For instance, some small mines, in an effort to save costs, reduce two escape exits to one, fail to fully equip underground drainage systems, and skimp on hiring professional exploration teams, planting a "ticking time bomb" for safe production. Driven by profit motives, overstaffing, overexploitation, rushing to meet deadlines, and chasing production output directly exacerbate the risk of accidents. 
    When it comes to implementation, don't assume that "new management methods will necessarily lead to good safety results." New technologies and methods such as big data, artificial intelligence, and image recognition can enhance enterprise management efficiency and, to some extent, enable faster detection of potential dangers. However, safety production work in various industries is highly specialized, and it is crucial to avoid "copying mechanically." For example, some enterprises have comprehensive monitoring equipment, but safety blind spots remain unmonitored. In other places, there is an excessive focus on big data and account checking, turning necessary on-site inspection procedures into online supervision, making inspections superficial and mere formality. Technology can empower, but safety still requires practical work. Only by combining new technologies with professional capabilities can we truly serve safety production. 
    Safety is the prerequisite for development, and development serves as the guarantee for safety. For enterprises, safety should not be viewed merely as a cost; rather, it is actually a form of competitiveness and benefit. Only by ensuring safety compliance can enterprises achieve higher quality and larger-scale development. Conversely, enterprises that prioritize short-term interests and adopt a "make do with what you have" approach often face catastrophic consequences in the event of an accident. Therefore, there is no room for sloth or trickery in safe production. Only by being down-to-earth and ensuring the practical implementation of the concept of safe development can sustainable development be achieved.