Evolution of Indicators and the Safe Behavior Development System

From Control to Awareness: Evolution of the Safety System

The development of a safety culture in large corporations inevitably goes through a transition from strict control to the formation of conscious employee behavior. During the webinar, Ivan Polishchuk, Director of the Culture and Safety Development Center at Rosatom, analyzes the practical experience of transforming the HSE management system in a company with 250,000 employees. Using a large-scale structure as an example, the speaker demonstrates how the implementation of the Vision Zero concept changes approaches to goal-setting and performance evaluation.

Three-Year Transformation Cycle of Pilot Enterprises

Systematic work to change the safety culture requires long-term engagement and a clear methodology. The presentation details the algorithm for working with pilot enterprises, which includes several key stages:

• Interview with the top executive: understanding the CEO's motivation and vision determines the success of the entire project. Without a conscious mandate from the top, changes will not take root.
• Diagnostics and assessment: comparing top management's self-assessment with the results of independent diagnostics and anonymous employee surveys. This helps identify gaps in the perception of the situation and assess the level of openness within the team.
• Creating infrastructure: forming safe behavior culture councils and working groups to develop roadmaps. Tools are selected individually to suit the specifics of each enterprise.

Transition from Reactive to Proactive Indicators (KPIs)

Traditional indicators, such as LTIFR (Lost Time Injury Frequency Rate) and the reduction of injury severity, work well at the stage of building a basic control system. However, they are insufficient for further progress toward zero injuries. The speaker explains why the company decided to revise its KPI system:

• The "waist" problem in Heinrich's pyramid: strictly tying motivation to reactive indicators often leads to the concealment of minor and micro-injuries, distorting the real picture.
• Implementing proactive metrics: the focus shifts to indicators that stimulate incident prevention. These include the number of submitted improvement proposals, managing micro-injuries and unsafe acts, as well as occupational risk management.
• Separating motivation: reactive indicators remain as reduction coefficients, while proactive ones become motivating, rewarding employees for active participation in safety matters.

What you will learn from this webinar:

• How to build a three-year safety culture transformation cycle at an enterprise?
• Why traditional injury indicators (LTIFR) can hinder the development of the HSE system?
• Which proactive KPIs help engage employees in risk management?
• How to identify and eliminate the "waist" in Heinrich's pyramid to see real incident statistics?
• How to properly organize the diagnosis of the safety culture level and work with its results?