Obstacles on the Path to Goal Zero. Experience in Developing a Safe Production Culture at the Salym Group of Fields

Many modern industrial enterprises face a paradox: safety management systems are implemented, procedures are documented, but employees continue to violate rules, perceiving the HSE department as a punitive body. This internal conflict becomes the main obstacle on the path to "Goal Zero" — the complete absence of injuries and incidents. In this webinar, Mikhail Kovalev and Andrey Khokhryakov analyze in detail the experience of Salym Petroleum Development (SPD) in transforming the corporate environment and transitioning from directive control to a conscious safe production culture.

From a "Police Regime" to Partnership

The speakers demonstrate, using their company as an example, how a reality perception audit revealed critical problems: personnel feared fines, did not understand the meaning of many procedures, and contractors felt their rights were infringed upon. Carefully constructed technological barriers were ignored because the executors did not see their value.

To change the situation, a departure from the traditional top-down approach was initiated. Instead of a one-way top-down flow of instructions, the company focused on building trusting relationships. A key step was the implementation of an open-door policy and direct dialogue between top management and line personnel, which legitimized the worker's right to stop unsafe work without fear of punishment.

Mindset Transformation Tools

The presentation details the transition from formal briefings to emotional engagement. The speakers explain the mechanics of introductory sessions built around real stories of victims. This approach forces workers to put themselves in the situation and realize the consequences of an injury not only for their health but also for their family and usual way of life.

Among other practical solutions that have proven their effectiveness:

• Institute of internal trainers and mentors: training is conducted not only by HSE specialists but also by competent business employees, which increases trust in the material.
• Promise matrix: a cross-functional interaction tool that allows open discussion of conflicts of interest between production plans and safety requirements.
• Intervention days: a regular practice that forms the habit of adequately responding to colleagues' remarks and encourages proactive risk identification.

Working with the Human Factor: 4 Behavioral Aspects

Even with record incident-free performance (LTI rate reduction from 0.9 to 0.1), the system can fail due to the human factor. Analyzing the root causes of incidents, the company identified four critical behavioral patterns requiring constant attention:

• Overconfidence and risk normalization when performing routine operations.
• Non-intervention in unsafe actions of colleagues due to psychological barriers.
• Failure to conduct dynamic risk assessment when working conditions change.
• Unintentional creation of hazardous conditions by managers under strict deadline planning.

Shifting the focus of investigations from finding technical failures to analyzing these behavioral aspects allowed for the development of more precise preventive measures.

What you will learn from this webinar:

• How to change the perception of the HSE department from a controlling body to a supporting partner?
• What training formats help reach the personal values of workers and move away from formalism?
• How to build an equal dialogue with contractors and integrate them into a unified safety culture?
• How to overcome the barrier of non-intervention and teach employees to stop the unsafe work of colleagues?
• Why tracking micro-injuries is critical for achieving "Goal Zero"?