The transition to a risk-oriented approach requires clear evaluation criteria. In his presentation, Nikita Wildt analyzes the AKKERMANN CEMENT case study on implementing a risk management system at a new asset with a different socio-cultural environment. The speaker demonstrates that engagement is not an abstract concept, but a measurable indicator. For a successful start, every employee must know the company's safety goals, master the action algorithm when a hazard is detected, and be able to formulate a risk so that it is understandable to colleagues.
A fundamental shift in workers' mindset occurs when separating the concepts of the past (incidents and defects that have already happened) and the probable future (risks that can be managed by creating barriers). The practice of regular "risk hunts" integrating theory and site visits has allowed for a multiple increase in the number of recorded threats. However, identification is only the first step. The key performance metric became the share of eliminated risks. The set target of 75% reflects a realistic balance between prompt corrective measures and long-term projects requiring significant capital expenditures.
Adapting corporate standards at foreign assets often faces a lack of a familiar legislative framework and a different mentality. In this case, the institution of the family became the driver of change. Involving employees' relatives and children in training events helped form a strong commitment to safe behavior. Broadcasting basic rules through care for loved ones helped overcome resistance and made the use of PPE a conscious choice for workers.