Group 1 - The core viewpoint emphasizes the importance of team management in energy companies, highlighting the innovative practices and standardization efforts by Inner Mongolia Energy Group to enhance safety and operational efficiency [1][2] - The operational team at Xilin Hot Power Company has achieved 820 days of continuous safe production, with a 100% rate in major operation correctness and hazard rectification [2] - The company has implemented a "three-dimensional empowerment" mechanism focusing on technology, management, and culture to improve team performance and safety awareness [1][2] Group 2 - The training programs include regular safety regulations and accident case studies, as well as practical simulations to enhance emergency response capabilities among operational staff [2][3] - The construction projects under the Electric Power Construction Group utilize standardized management and continuous education to ensure safety at the team level [3] - The project teams have developed a "three-layer morning meeting system" to address risks and ensure task clarity, conducting over 150 team meetings to reinforce safety protocols [3] Group 3 - The Inner Mongolia Energy Group has established a "lean maintenance management platform" to standardize and streamline maintenance processes, thereby reducing safety risks from the source [2] - The management practices include a strict defect handling process, achieving a 100% defect elimination rate [2] - Safety measures at construction sites include designated work areas, real-time communication between safety personnel and operators, and comprehensive monitoring to mitigate risks [3]
内蒙古能源集团：激活班组“细胞”筑牢能源保供安全防线