Imagine: you arrive at a plant where several thousand people work. Someone operates complex equipment, someone is responsible for logistics, and someone ensures that everything happens safely. This "someone" is an HSE specialist. But who are they really? An inspector? A psychologist? An analyst? An assistant? In reality, they are all of these at once. And this is exactly where the main difficulty of their job lies.
We often think we know what such employees should be like: principled yet friendly; strict but fair; experts in laws and technologies, yet accessible and responsive. They are expected to "see everything," "know everything," and "solve everything." But a person is not a superhero. They are a product of their upbringing, culture, experience, and environment. And everyone has their own worldview.
Why do some rules work while others don't?
Sociology and psychology have long established that our behavior is shaped by two powerful forces.
The first is behaviorism: we react to external stimuli.
The second is social institutionalism: family, school, company, culture — all of this forms our "self."
But here is the paradox: we tend to think that others see the world the same way we do. In reality, everyone has their own reality. And when a company sets abstract, vague expectations for an HSE specialist ("be effective," "care for people," "know everything"), they do not understand exactly what they are supposed to be.
That is exactly why clear, simple, and understandable rules of behavior are not just a formality, but the key to true efficiency.
Rules that work: not top-down, but bottom-up
Human history knows many examples of successful codes of conduct — from the teachings of Confucius to the samurai code. Why did they work? Because they met three basic human needs:
Simplicity — the brain loves clear structures.
Belonging — a person wants to be part of something bigger.
Meaning — actions must be understandable to others.
The same applies to industrial safety. Instead of imposing abstract ideals on employees, it is necessary to work with them to formulate real, specific rules of behavior that:
take into account their experience and internal mindsets;
meet the expectations of colleagues and management;
provide a clear coordinate system: "This is how I should act in a given situation."
Three roles of an HSE specialist
At Nornickel, such rules are already being implemented. Their essence boils down to three key roles that every HSE specialist must fulfill:
1. Effective Communicator
— speaks politely, with reasoned arguments, and without pressure;
— discusses problems openly, at any level;
— prefers face-to-face communication whenever possible.
2. Effective Executor
— plans the day, sets priorities;
— simplifies processes rather than creating bureaucracy;
— responds promptly to requests and calls.
3. Safety Ambassador
— reacts immediately to violations;
— follows all rules themselves — sets an example;
— helps colleagues solve problems instead of just "catching them making mistakes."
Sounds simple? Yes. But, as Socrates said, "the simplest things are the hardest." Because accepting these rules means changing not only behavior but also the internal mindset: to stop being a "controller" and become a "safety partner."
No demand means no growth
Creating rules is only 5% of the work. The main thing is to bring them to life. This requires:
If you don't ask, the rules will turn into "dead paper." But if you ask, discuss, and support, they will become a living part of the corporate culture, where the HSE specialist has clear guidelines.
That is exactly why rules of behavior are not a restriction of freedom, but a tool for growth, respect, and, ultimately, saving lives.
Don't change people — change the system. And the system starts with simple but honest rules.