Injury Risk Management Tools. Experience of Implementing a Safety Culture at Mosenergo PJSC

The transformation of production culture is a natural stage in the development of large industrial enterprises. In the energy sector, where falls from height and arc flashes remain critical risks, formal compliance with legislation is not enough. Valery Nikolsky, Head of the Industrial Safety, Occupational Health and Environment Department at Mosenergo PJSC, analyzes the process of transitioning from the paradigm of "HSE specialists are responsible for safety" to a conscious culture of safe behavior at all levels of the production chain.

The Nature of Incidents: From Infrastructure to Psychology

The approach is based on dividing the causes of injuries into three categories: infrastructure flaws, unintentional errors, and deliberate violations. The speaker emphasizes that employee behavior is merely a consequence of the values rooted in the company. If the informal priority remains fulfilling the plan at any cost, basic safety rules will be ignored. Changing this mindset requires systemic work, starting with management leadership and the implementation of transparent rules of the game.

Tools for Working with Behavior and Errors

To combat deliberate violations, the company has introduced the "10 Golden Rules of Safety." These are strict red lines, the crossing of which leads to the termination of the employment contract. However, strict measures are complemented by a powerful system of positive reinforcement and personnel development.

Special attention in the presentation is given to dealing with unintentional errors. Using the "Energy of Safety" training as an example, the speaker shows how states of rushing, fatigue, frustration, or overconfidence lead to a loss of concentration and injuries. The training helps employees recognize these triggers and prevent critical errors before entering the danger zone.

Workplace Risk Management and Behavioral Audits

Work with infrastructure risks is built through the involvement of the personnel themselves. Formed teams conduct field research, record hazards, and draw up roadmaps for their elimination. The visible result — the visualization of risks on maps and their actual elimination — increases the team's trust in the system.

In parallel, managers regularly conduct behavioral safety audits (BSA). The goal of the audit is not to punish, but to lead the employee to an awareness of risks through dialogue and obtain a commitment to work safely. To control the quality of these processes, a mobile HSE team was created, which conducts comprehensive quarterly inspections of branches, evaluating the actual application of tools on site.

Assessing the Real Picture: Anonymous Surveys

Official statistics and audit results often show only the tip of the iceberg. To understand the true attitude of the team towards safety issues, annual anonymous surveys are used. This allows determining the company's real position on the Bradley curve and identifying hidden problems in communication between management and workers.

What you will learn from this webinar:

• How to overcome the ingrained mindset that "only the HSE specialist is responsible for safety"?
• How to build a system of behavioral safety audits and control the quality of their implementation by managers?
• What psychological and physical states most often lead to injuries, and how to teach employees to control them?
• How to organize the work of mobile teams for independent assessment of branches?
• Why are anonymous personnel surveys needed, and how do they help measure the real level of safety culture?