Effective Motivation and Goal-Setting System for Industrial Safety. How to Align Company and Employee Goals

From Reactivity to Proactivity: Evolution of the Safety Management System

The development of a safety culture in production requires a transition from formal control to the conscious involvement of managers and employees. The presentation details the experience of the OTEKO company in transforming its motivation and goal-setting system. Using an example, the speaker shows how moving from reactive indicators (such as LTIFR) to a comprehensive assessment allows not only to reduce injury rates but also to change the attitude towards safety at all levels of management.

Diagnostics and Identifying Areas for Growth

At the start of the project in 2022, the company faced typical problems: responsibility for safety lay entirely with the HSE department, managers were involved only in major incidents, and only cases with significant damage were investigated. The LTIFR indicator was used as the main KPI. To change the situation, a roadmap was developed, including the implementation of safety audits, increasing the transparency of the incident registration system, and accounting for off-the-job injuries.

• Safety audits: implementation of behavioral audits as the main tool for prevention and demonstrating management leadership.
• Incident investigation: creating an atmosphere of trust where employees are not afraid to report micro-injuries and potentially hazardous situations. Introduction of the principle "we do not punish for an incident, we fire for concealment".
• Off-the-job injuries: accounting for off-the-job injuries as an indicator of the real safety culture and a source of hidden losses for the company.

Digitalization and Development of a Comprehensive KPI

Effective change management required a unified digital platform. The implementation of an automated safety management system (ASMS) made it possible to standardize processes and collect reliable statistics. Based on these data, 11 key indicators were developed, divided into reactive ("more is worse" dependency) and proactive ("more is better" dependency).

The speaker analyzes the process of creating an integrated indicator — the "Safety Culture Pulse". A ten-point scale with threshold values was developed for each of the 11 parameters. This made it possible to balance the weight of reactive and proactive indicators (50/50), giving managers the opportunity to compensate for minor dips in the reactive zone through high activity in the proactive zone (for example, high-quality audits or timely elimination of hazardous conditions).

Implementation and Results: From Resistance to Engagement

The process of implementing the new KPI required significant efforts to explain the methodology and engage managers. The key success factor was the support of top management and the transparency of calculations. The transition from the perception of "these are their goals" to "these are my goals" took about six months.

The results over 8 months of working with the new indicator are impressive: more than 80% of managers are involved in conducting audits, the number of identified hazardous conditions has grown significantly, and the timeliness of their elimination has reached 98%. Incident registration increased by 20%, which indicates growing trust in the system. A decrease in waste generation and emissions was also recorded.

What you will learn from this webinar:

• How to develop and implement a comprehensive safety culture assessment indicator?
• Why is it important to account for off-the-job injuries and how does it relate to industrial safety?
• How to balance reactive and proactive indicators in the management motivation system?
• How to overcome staff resistance when implementing new KPIs?
• How does process automation help in safety management and calculating indicators?