This course is developed for improving the EHS management capabilities and awareness of middle and senior supervisors in companies. It covers the promotion of enterprise EHS work, design and operation of EHS organizations, EHS safety practical theory and introduction to EHS management culture of famous multinational companies. Combined with actual case analysis exercises and group exercises, it helps middle and senior managers improve EHS management capabilities, cultivate key EHS skills, inspire middle and senior managers to actively communicate and coordinate enterprise EHS affairs, and create an excellent management culture of environmental protection, health and safety.

• Understand the design of EHS organizations and ways to carry out safety activities
• Understand methods and techniques for identifying environmental factors, hazards, and hidden danger inspection and treatment
• Understand one's own EHS skill level and coordination ability
• Understand core requirements for carrying out EHS management and emergency activities
• Understand EHS management concepts of famous multinational companies such as GE and DUPONT

• Enterprise senior managers, department managers/supervisors, etc.

• Corporate EHS principal responsibility and the role-playing of middle and senior managers
• New environmental protection and new safety laws and legal responsibility requirements for middle and senior managers within organizations
• What is departmental territorial EHS responsibility management
• How middle and senior managers promote EHS work within their departments
• How middle and senior managers transform themselves from supervisors to consultants
• Building an enterprise EHS operation model based on environmental factors and hazards
• Annual EHS target projects and budget cost planning management of the company
• How to build the company's three-level safety education system
• Establishment and assessment management of EHS skill matrix
• Construction and implementation of environmental and occupational health and safety hidden danger inspection teams
• Promoting on-site EHS visualization and the 4R principles of safety culture
• How middle and senior managers coordinate and communicate EHS affairs activities
• Promoting safety problem improvement through reporting, analysis and evaluation of the EHS committee
• Formal organizational authority and "informal" organizational authority of middle and senior managers
• EHS communication methods and techniques for employees born in the 1970s, 1980s, 1990s and 2000s
• Models and methods of departmental and individual EHS performance evaluation
• Three time states, three states and eight types of environmental factor identification
• Control requirements for major environmental aspects
• Heinrich and accident chain and accident trajectory theory
• Common methods for hazard identification and evaluation (intuitive experience method, JSA, SCL and LEC method)
• Risk identification exercise through pictures
• Relationship between accident hidden dangers, near misses and accidents
• Management of three wastes (wastewater, waste gas, VOCs and noise)
• Management of hazardous waste, etc.
• Mechanical and electrical safety management
• Hazardous chemicals management
• Special equipment and special operations management
• Approval and management of hazardous operations
• Ergonomics safety
• In-plant traffic safety management
• Occupational health and occupational disease management
• Employee PPE management and application, etc.
• Introduction to BBS behavior-based safety management
• STOP safety training observation program and checklist exercise
• Behavior-based safety case discussion
• Application of point-and-call method
• Categories and levels of emergency response
• Planning and main content introduction of hazardous chemicals and fire emergency plans
• Planning and implementation requirements of emergency drills
• Desktop simulation and video observation: steps and methods of hazardous chemical leakage emergency response
• Bradley safety culture curve
• DuPont ten safety principles, GE human and organizational EHS performance management (HOP)
• Introduction and analysis of GE (General Electric) EHS management system model and architecture
• Case analysis of Unilever Group carrying out behavior-based safety management from top to bottom