Risk-Oriented Approach to Administrative Control in HSE

From Soviet Practices to a Risk-Oriented Approach

In the modern realities of large oil refining companies, stricter requirements for industrial safety and occupational health demand new management approaches. Anatoly Zakharov, Deputy Chief Engineer for HSE at LUKOIL-Permnefteorgsintez, shares his experience in transforming the traditional system of administrative control. The enterprise, which processes 14 million tons of raw materials annually, has adapted the Soviet three-level inspection system to the modern requirements of a risk-oriented approach, shifting the focus from total control to identifying high-risk facilities.

Broken Windows Theory and Heinrich's Pyramid in Assessing Safety Culture

How do you measure employees' attitudes toward safety? The speaker examines this question through the prism of the broken windows theory and Heinrich's pyramid. Minor violations that do not require capital investments and can be eliminated during a shift serve as indicators of the state of safety culture. Turning a blind eye to such "broken windows" provokes more serious incidents. That is why the assessment of safety culture is based on the analysis of superficial violations, which allows for predicting and preventing major accidents.

Four Stages of Implementing Risk-Oriented Control

The presentation details the process of transitioning to a new assessment system. The first stage is the development of a unified checklist with 10 indicators (production culture, safety signs, condition of PPE, etc.), each evaluated on a 5-point scale. The second stage is the practical inspection of facilities using the checklist with parallel microlearning for personnel. The third stage is analyzing the effectiveness of indicators and adjusting them based on seasonality. The fourth stage is visualizing the results and forming a rating of the units.

Competence Assessment and Workplace Microlearning

Special attention is given to the "Personnel Competence Assessment" indicator. The speaker demonstrates by example how inspections turn into a safety dialogue. Instead of formal control, the inspector gathers the shift in the control room and conducts a survey on risks, instructions, and potentially hazardous events. Identified knowledge gaps are addressed on the spot: colleagues help each other, and the inspector provides consultation. This is not only a check of retained knowledge but also effective microlearning that reduces the impact of the human factor.

Facility Rating and Optimization of Supervisory Workload

The result of the assessment is a safety culture rating for the units. Negative indicators (deviations from norms, violations, incidents) are introduced, which can significantly reduce or zero out the rating. Facilities are divided into grades: from 100-75% (required level) to below 44% (significant deviations). The unit with the lowest rating becomes the subject of a comprehensive third-level administrative control inspection and receives additional unscheduled second-level inspections. Facilities with a high rating are inspected only through documentation, which reduces the supervisory workload and stimulates self-control.

What you will learn from this webinar:

• How to adapt three-level administrative control to a risk-oriented approach?
• What 10 indicators to use for assessing safety culture in production?
• How to apply the broken windows theory to prevent serious incidents?
• How to combine knowledge testing with workplace microlearning for personnel?
• How forming a unit rating helps optimize inspections and reduce supervisory workload?