Leadership in Risk Management

Context: Transforming Safety Culture at New Assets

The integration of new production sites is always accompanied by the need to synchronize corporate culture. This issue becomes particularly acute when entering international markets, where industrial safety standards clash with local mentality and a different level of technological development. The webinar details a case study of implementing the "Leadership in Risk Management" project at a cement plant in the Republic of Uzbekistan. The speaker, Nikita Vildt, reveals the process of transitioning from a reactive model of identifying violations to a proactive risk-oriented approach amidst language and cultural barriers.

Adapting Tools to Local Mentality

When launching the project, the team found that traditional motivation methods based on financial rewards or career growth were ineffective. The core values for local workers are family and respect for elders. Understanding this specific trait allowed for restructuring communication: the Vision Zero concept was broadcast through the lens of family values and the well-being of loved ones. This explains why it is important to adapt not only the language of regulatory documentation but also the meanings themselves.

To overcome the language barrier and varying levels of basic training, education was conducted in small groups of 15 people with the mandatory participation of translators. Theoretical blocks alternated with practical visits to the production site ("risk hunting"), where skills in hazard identification were practiced in micro-groups of 2-3 people. This format leaves no room for staying silent and helps identify informal leaders directly on the shop floor.

Digitalization and Employee Engagement

The speaker demonstrates by example how the process of digitalizing hazard reporting took place. Initially, a Telegram bot familiar to the workers was used to record risks, which ensured a low barrier to entry and rapid engagement. As the project developed, a phased transition to a corporate mobile app began.

Every risk report is not just recorded but evaluated using a criticality matrix and accompanied by the development of corrective actions. Gamification became an important element of the system: for identified and eliminated risks, employees receive internal currency ("tops"), which can be exchanged for real goods and services. This transformed the perception of the process — reporting a risk was no longer considered "snitching" on a colleague and began to be seen as a contribution to overall safety.

Institute of Internal Trainers and Leadership Principles

To ensure the sustainability of the project, the focus was placed on developing in-house trainers from among the line personnel and plant specialists. Training local mentors who are bilingual and know the specifics of production from the inside helps reduce dependence on external contractors and increases the team's trust.

Instead of formally signing instructions, employees were invited to voluntarily adopt the "Life Principles of a Safety Leader." The transition from imposed rules to personal principles creates a stronger internal barrier against violations, as it relies on a sense of self-worth and publicly assumed commitments.

What you will learn from this webinar:

• How to build training for a risk-oriented approach amidst a language barrier and varying levels of employee education?
• Why classic methods of financial motivation might not work and what to replace them with, considering the national mentality?
• How to organize practical "risk hunting" in production and transition identified hazards into completed actions?
• How Telegram bots help at the initial stage of implementing a risk reporting culture?
• How to transform the team's attitude towards reporting violations and get rid of the "snitching" stigma?