Today, safety is becoming one of the main values of companies alongside care for people and efficiency, so the development of the occupational health and safety brand acquires special relevance. The article examines the occupational health and safety brand as a holistic perception of safety culture by employees and external stakeholders, going beyond the scope of a standard set of rules and instructions. A strong occupational health and safety brand helps build trust, increase employee engagement, and create a safe working environment.
The article examines the psychological aspects of conducting occupational health and safety briefings and explains why they are often perceived as a formality. The author explains how a competent presentation of information and a clear explanation of cause-and-effect relationships between employee actions and risks help make the briefing effective. The article analyzes the impact of content quality and the specialist's personal involvement on shaping safe behavior in both young and experienced employees.
Employees' psychological state, emotional burnout, and misunderstandings within the team directly affect the work atmosphere and increase the likelihood of workplace accidents. The article examines the role of the occupational health and safety department in the timely resolution of disagreements between colleagues before they lead to incidents. The author explains how daily preventive work, forecasting problems, and training employees in competent behavior in conflict situations help mitigate such risks.
The article examines the practical application of the fourth step of the 5S system — "Standardization" — to ensure order and reduce risks in production. The author shares experience in implementing work area layout maps and conducting checklist audits, which help compare the established standard with reality and improve safety culture. As a ready-made basis for developing one's own procedures, an example of a production area layout map and an audit checklist are attached to the material.
The article is dedicated to the fundamental principles of safely implementing changes in a company and working with people involved in transformations. The material examines the issues of creating a unified standard, conducting multi-level communication, step-by-step training, and leadership development. A clear action plan helps convey the importance of transformations, deal with employee sabotage, and maintain motivation to work in a new way.
The article describes the experience of implementing the first part of a risk management tool in the permit-to-work system, dedicated to assessing fatal risks. The methodology relies on the automatic printing of checklists with visualization of safety barriers for four cross-cutting risks and checking their effectiveness directly at the work site. The tool helps focus attention on key protective measures and improve the quality of work admission, although it requires additional time.
The article is devoted to the experience of an enterprise in recording and analyzing off-the-job injuries as an important source of information on the effectiveness of the occupational health and safety system. The author describes the creation of an automated data collection system based on electronic sick leave certificates, carrying out preventive measures, and implementing KPIs for managers. The practical benefit of the approach lies in reducing staff interest in concealing work-related injuries and reducing overall injuries by 20% over 2 years.
The article discusses the Sustainable Development Policy of JSCo "RZD" and the company's practical measures to ensure safety and support employees. The material examines social and bonus packages for workers, corporate and distance learning programs, as well as the development of the mentorship system in the field of occupational health and safety. Special attention is paid to improving the company's ESG rating and conducting professional championships to demonstrate industrial safety skills.
The article presents the experience of the Rosgeology holding in organizing an annual Healthy Vision Day for employees based on the global practice of World Sight Day. The material describes in detail the format for conducting free express diagnostics on company premises without interrupting production, the selection of glasses, and the operation of online booking to prevent queues. The article demonstrates how such preventive measures help raise employee awareness of eye health, reduce workplace fatigue, and build a corporate culture of care for personnel.
The article introduces a practical tool for manufacturing enterprises: pre-job risk assessment (PJRA), which helps account for non-standard and hazardous situations. The author describes the procedure for conducting a PJRA by a supervisor and employees prior to high-risk work or in the absence of standard occupational health and safety instructions. Drawing on the experience of their enterprise, the author explains the advantage of such a detailed format over conventional work permits and suggests adapting it to one's own needs.
The article describes the experience of the company ASIA DRILLING in implementing a digital simulator to address the challenges of insufficient personnel training during rapid growth. The tool includes modules for working at height and with lifting equipment, allowing practical skills to be practiced on virtual models of facilities. The implementation of the system helped the company improve employee qualification levels, reduce accident rates, cut training costs, and minimize production downtime.
The article analyzes the impact of electric vehicles on the environment, including the reduction of carbon dioxide emissions, noise level reduction, and the problem of battery disposal. The author shows that charging from renewable energy sources allows reducing greenhouse emissions by more than 60% compared to gasoline cars. Additionally, using the example of the BYD Qin Plus and LADA Vesta SW Cross models, the material provides a calculation of the payback of an electric vehicle.