Electric power enterprises have an important influence on the development of national economy and people's livelihood. The investigation shows that most of the safety accidents in power enterprises are caused by human factors. In electric power enterprises, whether it is the construction of systems, policies or safety culture, grass-roots teams are needed to implement it. For electric power enterprises, production team belongs to its important module. This paper mainly analyzes the construction of team culture in electric power enterprises and its specific implementation methods.

Keywords: electric power enterprises; Safety team culture; Architecture; implement

In recent years, some safety accidents have occurred in coal mines, electric power and transportation industries in various regions of China, which have a direct impact on team culture. The cause of safety accidents is due to human factors. When formulating systems and policies, we must rely on people, and the construction and implementation of safety culture also need to rely on people and grassroots teams. The production team of electric power enterprises belongs to grass-roots organizations, and electric power enterprises must do a good job in safety production around the construction of safety culture.

First, the significance of building a safety team culture

A team is a production unit divided according to the internal needs of an enterprise. Team is the basic unit of enterprise production with complete tasks, small structure, meticulous work and practical management, and its operation directly affects the economic benefits and management level of enterprises. For electric power enterprises, the completion of production tasks and the implementation of safety management ideas are inseparable from team members. As the grass-roots work of power enterprises, it has an important impact on the sustainable development of power enterprises. In the construction of electric power enterprises, safety is the core and the safety barrier of enterprises. Doing a good job in safety construction with equipment and personnel as the core has become an important problem that electric power enterprises must solve. The significance of building a safety team culture is manifested in several aspects: First, the team is the front line of high incidence of safety accidents. Statistics show that in recent years, most safety accidents are concentrated in teams and groups, and most of them are caused by human factors such as illegal operation and hidden dangers of equipment. Teams and groups concentrate the production resources of enterprises, which will have a very adverse impact on enterprises in the event of accidents. Second, the production team is a major source of safety accidents, and all kinds of safety policies and rules and regulations need to be undertaken and implemented by the team. The discovery of security risks and problems also requires timely discovery and feedback from the team. In addition, shift workers are also victims of safety accidents. Therefore, the construction of safety team culture has also become the top priority of safety construction in power enterprises. Harmonious safety team culture can effectively improve the effectiveness of management and production activities of electric power enterprises, and achieve a win-win situation of social and economic benefits of enterprises. For electric power enterprises, to do a good job in safety management, it is necessary to do a good job in team safety management to ensure the smooth development of enterprise safety production.

Second, the construction and implementation measures of safety team culture in electric power enterprises

1. Help employees to establish safety culture awareness.

To make team members abide by safety rules and regulations, we should not only rely on their self-discipline, but also rely on the safety culture within the enterprise. At present, there are still a series of problems in team safety management of power enterprises. There are loopholes in the rules and regulations, and the players can only passively implement them. After the safety problems happen, employees don't have their own opinions and ideas, they don't know how to stop them when they encounter problems, and they can't come up with scientific solutions. This is also the biggest problem in the construction of security team culture in power enterprises. In order to solve this problem, we must put people-oriented thought throughout the construction of safety culture. In addition, team managers should also strengthen the training of employees' safety awareness and skills, pay attention to their psychological needs, track the status of each employee, constantly improve their safety culture and help them cultivate positive values.

2. Do a good job in building the security team system.

Excellent safety system provides a scientific guarantee for the deepening of team safety management. As a leader, we must pay attention to this problem and create a certain environment for the construction of safety team culture. Some leaders need to provide necessary support for this work. As a security department, it needs to provide guidance and lay a good foundation for the construction of security team culture, and team members need to actively participate in it and play an important role in the construction of security team culture. In this process, we need to pay attention to three issues: first, we should provide institutional guarantee for the construction of safety culture, take reasonable measures to enhance the enthusiasm of employees, and combine humanized management mode with system to ensure the smooth development of safety culture construction. Second, for team leaders, we should care about them in life and politics, do a good job in the education of team leaders, formulate a scientific training and education mechanism, carry out team leaders' appraisal activities, and regularly commend and reward outstanding team leaders. As a leader, we should take the initiative to go deep into the first-line team, hold safety meetings of managers and team leaders in time, and enhance their work enthusiasm. Third, formulate a safety commitment system. Team leaders need to regularly lead employees to analyze the safety production situation on duty, find out the existing problems and solve them in time.

3. Team members should have safe working habits.

In the long-term life and production process, people have developed many bad habits. If these habits prevail in production, it will easily lead to safety accidents. Therefore, with the help of the construction of safety culture, teams and groups need to help employees master the safety concept and make clear what rules, regulations and codes of conduct need to be followed in their daily work. In addition, we should let them master the specific requirements in the Electric Power Safety Work Regulations, help them develop good living habits and behavior norms, make every employee a safe and high-quality employee, and build the team into a modern team.

4. Pay attention to the construction of safety and integrity.

In the construction of enterprise safety culture, the construction of honesty is very important, which directly affects the smooth development of safety culture construction. In addition, it is necessary to organize safety group activities regularly, formulate a systematic safety system, and pay attention to the study of accident cases and safety regulations. If conditions permit, we can also invite safety pacesetters to teach accident treatment methods regularly, explain the specific reasons of accidents, sum up lessons, and adopt a comprehensive way to enhance the risk awareness of the team.

Third, the conclusion

In a word, the construction of safety culture is of great significance to electric power enterprises. This paper analyzes the construction of safety team culture in electric power enterprises, and puts forward relevant countermeasures. Undoubtedly, there are still a series of problems in the construction of safety team culture in China's power enterprises. I believe that with the efforts of relevant personnel, this problem will be solved in a short time.

References:

[1] Dong Zhang, Jiang Yurong. Reflections on the construction of safety team culture in electric power enterprises [J]. Electric Power Safety Technology, 20 12, (10): 68-70.

[2] Meng. Problems and improvement of safety team culture construction in electric power enterprises [J]. Electric Power Safety Technology, 20 10, (1 1): 67-68.

[3] Chen Yongquan and Zhang Qian. Talking about the influence of informatization on the management reform of electric power enterprises [J]. Journal of North China Electric Power University (Social Science Edition), 20 15, (6): 39-43.

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