Developing Line Managers' HSE Competencies

From Formal Supervision to Conscious Leadership

Developing a safety culture at an enterprise is impossible without the active participation of line managers — shift and section supervisors. They interact with personnel daily and directly influence compliance with rules. In his presentation, Evgeny Gorynin shares practical experience in transforming the role of a line manager: from a simple executor of requirements to a leader capable of analyzing risks and making decisions.

The speaker explains how the company transitioned from formal control and punishment for unsafe behavior to the systemic development of competencies. The impetus for change was an analysis of the current situation through the lens of the Bradley Curve, which demonstrated the need for a deep restructuring of processes and the involvement of managers at all levels.

Creating a Line Manager Competency Profile

A key step was forming a shift supervisor competency profile in the field of safety. The speaker emphasizes the importance of using existing HR tools: instead of creating a new system from scratch, the company supplemented the current competency matrix with an HSE block.

The profile included skills such as personal effectiveness, efficient resource management (including SMART goal setting), team interaction, and continuous risk assessment. A critical success factor was involving the managers themselves in the process of forming this profile — they determined which skills they needed to develop for effective work.

Assessment and Development Tools

To understand the current level of managers, a comprehensive assessment was conducted. It included an analysis of key performance indicators, 360-degree feedback collection, and an annual certification combining knowledge testing and core skills assessment. Based on these data, individual development plans were developed jointly with HR specialists.

The presentation details the set of training tools. Relying on Edgar Dale's Cone of Experience, the company focused on the practical application of knowledge. The arsenal included revised briefing formats, rotation, mentoring, and business games, allowing managers to safely practice risk management skills in simulated situations.

Results and Changing Attitudes Toward Safety

Systemic work led to a qualitative change in culture. Line managers began to independently initiate discussions on safety issues, seek consultations when identifying risks, and take responsibility for processes in their departments. The speaker demonstrates by example how shifting the focus from total control to competency development made it possible to achieve zero injuries even at complex production facilities.

What you will learn from this webinar:

• How to objectively assess the current level of safety culture and convince management of the need for change?
• How to integrate HSE requirements into the existing HR competency matrix?
• What skills does a line manager need for effective safety management?
• How to involve shift supervisors in the development process and overcome resistance to change?
• Which practical training tools yield the greatest effect when working with line managers?