Safety Audit Implementation Practice

From Manual Management to a Digital System: The Evolution of Safety Audits

Implementing an effective safety audit system is not just a transition from paper logs to electronic forms, but a deep transformation of the management culture at the enterprise. Alexander Pivikov, Production Safety Director at JSC VMZ, shares his unique experience in creating and developing an automated occupational safety management system (ASUP) at an enterprise with over 12,000 employees and thousands of contractors.

The speaker breaks down the journey from formal "no remarks" entries in first-level control logs to the implementation of a comprehensive IT platform that integrates all levels of audits, risk assessment, and contractor management. The presentation details the process of engaging line managers and top executives in the daily work of identifying unsafe acts and conditions.

Top Management Commitment as the Foundation of the System

Any changes in the HSE field begin with demonstrating leadership. The speaker emphasizes that without the personal involvement of top management, the implementation of audits is doomed to fail. The practice of daily morning walkarounds of production sites by the managing director creates an element of surprise and motivates line managers to maintain order in their areas.

The example of implementing chin straps clearly shows how the personal example of a top executive can break long-standing stereotypes and change PPE usage rules for a multi-thousand workforce in just a month.

Automation: From Photo Monitoring to a Unified Platform

Abandoning inefficient paper logs and cumbersome systems (such as SAP EHSM) led to the creation of an in-house, flexible automated system. Key advantages of the developed solution:

• Mobility and efficiency: the ability to record violations directly on site via a smartphone, attaching photos and videos.
• Unified category directory: automatic linking of violations to regulatory documents, which saves the auditor's time.
• Risk assessment integration: classifying each observation according to a risk matrix to develop risk-oriented thinking skills among managers.
• Transparent routing: automatic notification of responsible persons and control over the deadlines for eliminating violations.

Contractor Management: Uniform Rules of the Game

Contracting organizations often become a weak link in the enterprise's safety system. The speaker shows by example how integrating contractors into the unified ASUP information field changes the situation. Implementing an instant pass blocking feature for violations and replacing fines with mandatory paid training at the customer's training center proved to be much more effective than traditional financial sanctions.

An important step was providing contractors with the opportunity to independently register audits in the system, which promotes the development of two-way information exchange and enhances the overall safety culture.

Proactive Indicators and Motivation

The transition from reactive response to accidents to proactive management requires the right metrics. The presentation details the evolution of KPIs for line managers:

• Number of audits: forming a basic habit of regularly visiting workplaces.
• Quality coefficient: the requirement to record at least three real violations per audit to combat a formal approach.
• Number of observations: transitioning to behavioral audits, including conversations with workers and encouraging safe behavior.

To focus attention on critical risks, the practice of thematic months was introduced, and the public evaluation of managers (highlighting "red" and "green" zones) at monthly safety days serves as a powerful motivator.

What you will learn from this webinar:

• How to get line managers to conduct real, rather than formal, safety audits?
• Why fines for contractors do not work and what to effectively replace them with?
• How to build a system of proactive indicators and link them to a real reduction in injury rates?
• What IT solutions allow managing safety at an enterprise with thousands of employees?
• How to focus auditors' attention on the risks that actually lead to incidents?