In accordance with ISO 14001 and OHSAS 18001 standards, customer requirements, and applicable laws and regulations, Huawei implements an EHS management system. The system covers leadership, planning, organization and capability support, process operations, performance evaluation, and continuous improvement. Huawei's EHS guidelines are Safety First, Green Environment, and Caring for Employees.
Based on these guidelines, we have established layered EHS management teams and systems, regularly detected EHS risks, established corresponding controls, and made ongoing improvements. We have also passed our EHS requirements on to the executives of our suppliers, with reward and accountability measures in place. This way, we were able to help our suppliers improve their EHS capabilities.
Throughout its operations, Huawei always puts EHS first. We have established a global EHS management system based on the OHSAS 18001 standard. So far, 69 Huawei offices outside of China have been OHSAS 18001 certified, accounting for 80% of the total. Our security practices cover everything from the security management system to manufacturing safety and delivery safety. We do everything we can to ensure the safety of Huawei employees, subcontractors, and other stakeholders.
Huawei's regional office in North Africa continues to improve its EHS management and capabilities by adopting innovative approaches. All country offices in the region have established a Field Service Center (FSC) to monitor onsite EHS management. These centers photograph the installation process every 30 minutes before, during, and after equipment is mounted to the tower. This process also includes self-checks before the equipment is installed on the tower and approvals at every stage. This way, we have safely completed more than 250,000 installations. The regional office also runs a Delivery Operation Center (DOC) to centrally monitor the EHS management of all country offices in the region. The center produces high-quality EHS plans and circulates monitoring reports each week, helping enhance EHS management. All country offices in the region have received OHSAS 18001 certification.
In addition, the regional office encouraged subcontractors to improve EHS management as part of the joint EHS management plan. Now, all major subcontractors conduct the first stage of EHS management, covering 81% of sites. While improving its own EHS management, the regional office has also shared its experience with other regional offices, helping them improve EHS management.
Our regional office in the South Pacific is committed to developing EHS rules and systems to ensure that EHS resources are readily available at regional and country office levels. In addition to regular audits by third parties which ensure robust operations and continuous improvements, the regional office sought to create an EHS culture and enhance the EHS management system by using the digital tool, ISDP-QC. The office also runs numerous EHS leadership programs.
In December 2018, the Papua New Guinea office obtained its OHSAS 18001 certificate, meaning that all Huawei offices in the South Pacific region are OHSAS 18001 certified. The regional office was recognized by stakeholders for its ongoing efforts and achievements in EHS management. Our country offices also won many accolades in recognition of Huawei's EHS management in project delivery. For example, our Indonesia office was awarded the Zero Accident Award by the local government for two consecutive years; the Malaysia office obtained the 2018 EHS Excellence Award for the Malaysian telecoms industry; the Australia EHS management team was awarded the Five-Star (highest-level) certificate; and the Singapore EHS management team was awarded the bizSAFE Star certificate by the government.
We continued to enhance EHS management in project delivery with a series of measures. Specifically, we adopted digital technologies to manage EHS risks. By monitoring key risks in real time, deploying pre-warning functions based on pre-set parameters, and taking measures in advance, we were able to prevent numerous risks. To drive suppliers to improve their EHS capabilities, we ran a supplier EHS capability development program, covering EHS leadership improvements, process management, capability assessments, reward and accountability systems, etc. To improve the EHS awareness and skills of operating staff, we developed an EHS video tutorial covering multiple scenarios. In addition, we used AI technology to identify EHS violations. We continued to nurture our EHS culture in order to improve the awareness of all employees.
In the meantime, we stepped up efforts to pass our EHS requirements for project delivery on to our suppliers. We held EHS Golden Seeds training for regional staff to teach them how to reduce EHS risks, prevent major EHS incidents, and prompt suppliers to improve their EHS capabilities. As a result, we developed best practices in supplier EHS self-management, which improved suppliers' leadership and self-management capabilities in EHS. In 2018, more than 140,000 Safety Passport holders were registered in Huawei's online system.
To develop a long-term approach to managing subcontractor EHS performance and encourage subcontractor management of EHS across the entire value chain, Huawei has created a work team together with 15 partner subcontractors from around the world to develop their EHS capabilities and run a pilot program on EHS capability improvement.
The project team's work focused on four areas, namely subcontractor EHS leadership development and communication, process management optimization, establishment and implementation of data-informed rewarding and disciplinary mechanisms, and subcontractor security management capability assessments. As a result of these efforts, subcontractor EHS performance in on-site EHS violation frequency, security self-management capabilities, and executives' security management awareness improved significantly. The pilot results show that the average number of subcontractor EHS violations dropped by 0.26%, average EHS management costs dropped by 52.04%, and average EHS assessment score increased by 62%. The performance of capital construction and administrative suppliers covered in the pilot program also improved by 8% and 2% respectively, according to an annual third-party audit. EHS violations recorded at capital construction sites decreased by 40% and one of the construction sites was even named one of Jiangsu Province's "Excellent Construction Sites".
To ensure safe manufacturing, we paid great attention to intrinsic safety, safety techniques and competence, safety precision management, digital risk and hazard management, and safety leadership and culture. In addition, we applied safety assurance techniques not only during the manufacturing process, but also throughout the entire lifecycle including during R&D and procurement. In line with our long-standing strategy of putting safety first and taking preventive measures, we continued improving manufacturing safety and took it as a top priority over the past year. We refined manufacturing regulations, further promoted the use of safety processes and techniques, and introduced digital technologies to enhance our safety assurance capabilities. With all these measures in place, our manufacturing activities remained smooth and safe. In 2018, no major incidents were recorded in relation to our manufacturing safety.
1. Building safety leadership and creating a safety culture: Continued to enhance manufacturing safety leadership and create a safety culture through activities such as Safe Manufacturing Month, Felt Leadership activities, regular safety meetings, and sharing industry best practices.
2. Intrinsic safety: Upgraded DFS standards to cover more business scenarios. All manufacturing equipment and tools have been improved and certified. We have a intrinsic safety design of Electronics Manufacturing Services (EMS) providers and held technical exchanges with them to help them improve capabilities in this regard.
3. Safety assurance techniques and capabilities: Pushed for the adoption of safety assurance techniques that suited Huawei's specific manufacturing scenarios and created and implemented four technical specifications, including Technical Specifications for Lithium-Ion Battery Safety of Hand Tools and Technical Specifications for Dust Explosion Protection.
4. Safety precision management: Implemented 14 safety improvement projects with onsite coaching from DuPont consultants. Improved safety, specifically for 12 pieces of high-risk equipment, which included automated precision equipment and optical component manufacturing equipment.
5. Digital hazard and risk management: Refined the digital manufacturing map, identified high-risk manufacturing activities on the digital map, and developed prevention measures for these risks. This helped quickly manage manufacturing risks in a timely and closed-loop manner.
In 2018, our manufacturing department carried out a series of Felt Leadership activities to develop Huawei's leadership in manufacturing safety.
Every six months, the president of our manufacturing department presides over an EHS meeting to review the manufacturing safety management work over the past six months and plan for the next six months. Any safety exceptions are reported every two weeks at manufacturing staff team meetings. All departments have appointed owners for manufacturing safety and managers have signed commitments on manufacturing safety and issued personal action plans. In addition, all departments allocated special funds for EHS management, and organized qualification assessments for EHS management technicians, including training and certification programs, for safety technicians, safety Golden Seeds, and special operating staff. By 2018, we had 570 employees with EHS management qualifications. This ensures that we have enough human resources to engage in EHS management.
In 2018, our R&D departments focused on R&D lab EHS management across the entire lifecycle, from process design and procurement to access assessment and routine operations. By introducing EHS risk management philosophies and implementing various EHS controls, we maintained the record of zero EHS incident in our R&D activities. We also introduced digital technologies to manage EHS and standardize EHS controls and processes, which allowed us to view the EHS risks in all laboratories worldwide on the digital risk map and monitor EHS risks in real time. In addition, we enhanced EHS leadership and created an EHS culture within our R&D departments. For example, more than 50,000 employees (including managers) signed a zero-incident commitment letter. To continuously increase the safety awareness of all R&D staff, we organized online learning activities, sent EHS risk alerts to business managers, and carried out EHS publicity activities.