Safety Leadership

From Formal Metrics to Conscious Safety

For a long time, the number of days without incidents was considered the main indicator of successful work in occupational safety. However, the absence of accidents does not always mean the actual presence of safety. Fixation on "zero injuries" often leads to an illusion of well-being and a formal approach to risk assessment. In his presentation, Artem Yatsenko, Head of the HSE Department at Ursa Eurasia, analyzes the transition from reactive control to proactive management through the Total Safety Leadership corporate program.

The key problem faced by production sites is the insufficient understanding by line managers of their role in creating a safe environment. Engineering and technical personnel often perceive occupational safety as the area of responsibility of a specialized professional, overlooking the fact that their daily behavior and personal example shape the culture on the ground.

Distortion of Risk Perception

Special attention in the presentation is paid to the problem of subjective hazard assessment. Based on limited information, people tend to rank risks incorrectly. The speaker gives a clear example: the fear of a shark attack is not statistically justified compared to the real threat of falling coconuts on the beach. Similarly in production: familiar routine operations often harbor more hidden threats than complex but strictly regulated work.

That is why the leadership program requires managers to be constantly present "in the field". Daily workplace analysis allows identifying critical risks associated with equipment lockout/tagout (LOTO), work at height, and machine safety before they lead to an incident.

Engagement Tools: From Conversations to Open Questions

To change the mindset of managers, the speaker shows, using the example of implementing a training program, how communication can be restructured. One of the basic elements was "safety moments" (safety talks) — short, focused conversations before starting any task. This allows not just issuing a work permit, but also making the team think about ergonomics and hidden threats.

To help technical specialists who find it difficult to start a dialogue about safety, special cards with open-ended questions were developed. They cover 10 key topics and contain phrasing like: "What simple action can be taken today to improve safety at your workplace?". This removes the communication barrier and shifts the focus from supervision to partnership.

Transformation of Behavioral Safety Audits

The implementation of the leadership program directly affected the quality of behavioral safety audits (BBS). While previously forms were often filled out just for the sake of it, recording minor everyday violations, after the training the focus shifted to dialogue with the worker and identifying systemic problems.

The speaker examines the results of this transformation in detail: the average number of high-quality audits has grown several times, and shift supervisors have begun to independently stop unsafe work without waiting for an inspection by the HSE department. Workers have become more active in proposing initiatives to improve ergonomics, understanding that their ideas are actually being implemented.

What you will learn from this webinar:

• Why the "days without accidents" metric can hide real problems in production?
• How to use open-ended question cards to conduct effective safety conversations?
• How does a manager's personal example affect compliance with standards by contractors and workers?
• How to transform behavioral audits from formal reporting into a working tool for identifying risks?
• What to do if line managers avoid responsibility for stopping unsafe work?