We assess risks, implement modern practices, and constantly seek new solutions to minimize and prevent incidents. However, they still occur, and no one can completely eliminate them in the future.
Next, we investigate them, look for root causes and systemic errors, and work on measures to minimize their recurrence.
As a result, we analyze what was successful and whether everything works with the new approaches.
But how often do we think about what happens in the immediate aftermath of an incident?
This phase is of colossal importance not only in terms of gathering facts and evidence on-site or interviewing witnesses, but also in managing the emotions and actions of the victim, their supervisor, and ourselves. After all, we don't always receive news of an incident while at work.
Risk assessment and knowledge of workplace hazards play a significant role in shaping the mindset of employees, managers, and the HSE department. It helps anticipate potential troubles and their consequences, thereby mentally preparing us for such situations. However, there should be no room for complacency: unexpected events still happen. Fortunately or unfortunately, this is also how safety evolves. Does this affect emotion management at the moment of an incident? Yes, but not 100%.
Let's start with the injured employee as the main figure and, possibly, the one at fault.
Every one of us has experienced what a person in severe pain feels. It is irritating, makes you nervous, and drives you to do reckless things.
What does a person feel when finished products are massively burning on the equipment assigned to them? It is fear, discomfort, anxiety, and a desire to fix everything immediately — to "put out the fire".
Are immediate questions like "Why did you do that?" or "What were you thinking?" appropriate here? Of course not.
Can the employee manage their own emotions in such a state? My experience shows that in most cases, they cannot.
At the same time, much depends on character, temperament, physiology, experience, and the circumstances of the event (will they be laughed at, fined, fired, or left disabled?). The victim is usually in shock. They might start administering first aid to themselves incorrectly, might not trust just any colleague to help, or might even be ready to continue working with a deep, albeit treated, wound. After all, they have a production target to meet, and a family waiting at home to be fed.
This is where the supervisor's reaction is crucial. They need to make a decision right then and there: what to do and how to provide first aid. Who will actually do it?
First and foremost, the senior staff (foremen, team leaders, managers) — those who need to undergo an in-depth practical course from professional practitioners (resuscitators, rescuers), such as the Red Cross. These are people who are familiar with real-life situations and who can calmly explain everything as it is — weighing the pros and cons, letting people practice, and breaking down the details, without replacing internal training.
However, not every company has its own medical center due to its small scale. You cannot force every employee to provide first aid — you can educate and train them, but you cannot compel them; you can only require them to call an ambulance.
A supervisor might be newly appointed and lack the necessary experience and composure. The role of the HSE department includes discussing these actions and possible scenarios during onboarding, as well as providing memos. But until the supervisor personally feels the responsibility and their role towards the victim, they will not fully grasp all the nuances and consequences.
Furthermore, it must be decided when, by whom, and whether it is even possible to continue working in that area. This creates immense pressure and stress, on top of understanding what repercussions they will face for the incident.
But where can we be taught how to behave? What course should we take? How much experience is needed to understand how to conduct a dialogue at the moment of an incident?
No matter who is in front of us, we should "lend a shoulder," be a friend or a parent — calm them down, keep them warm, give them water, change the environment, and talk about something distracting.
The most important role of the HSE department is to be there: on-site or on the phone, showing maximum composure in words and actions, no matter how terrifying the scene of the incident may look.
We also experience stress and pressure when making decisions, but we must be prepared for this — that is what professionalism is all about. Here, our character, resilience, confidence, and temperament are crucial. And we can only be helped by our department colleagues, family members, or friends. After all, as the ultimate authority, we put everything in order, involving the now-recovered managers (including top management) during the investigation stage.
I believe that all this experience can be passed on and emphasized, but it seems unlikely to me that a new specialist will immediately grasp everything and find their own approach in each of these roles.