Workplace Safety Observations: The "Look Around" Program at UC RUSAL

The Underwater Part of the Iceberg: From Incidents to Prerequisites

The traditional approach to HSE often focuses on investigating incidents that have already occurred — the tip of the "incident iceberg." However, to systematically reduce injury rates, it is necessary to work with its underwater part: unsafe actions of personnel and hazardous conditions in the workplace. These very factors are the fundamental prerequisites for any accidents. During the webinar, Ivan Bobrov analyzes in detail the process of transforming classic three-stage control into a proactive risk management system, using the example of the "Look Around" program implemented in the Downstream division of UC RUSAL.

Program Architecture and Role Distribution

The effectiveness of the observation system is built on a clear division of roles, not just job descriptions. The speaker demonstrates by example how this hierarchy is structured:

• Observers: the widest possible range of people, including workers, office employees, contractors, and even visitors. Their task is to record hazards based on the "do not pass by" principle.
• Managers (facility supervisors): the key link in the system. They bear personal responsibility for safety in their entrusted area, make decisions on eliminating identified risks, and plan corrective actions.
• Controllers: HSE specialists and top management who analyze data, correct systemic errors, and evaluate overall performance.

IT Infrastructure and Data Analytics

Abandoning paper logs in favor of a unified information database solved the problem of information loss and complicated analysis. The presentation details the functionality of the corporate IT system developed by the company's internal resources. The system allows entering observations via desktop computers, mobile devices (with authorization through AirWatch), or by digitizing paper observation cards for employees who do not have direct access to a PC.

The accumulated data array makes it possible to calculate integral indicators, such as the Hazel (Hazard Elimination) index, track the dynamics of hazard elimination, and form personnel activity ratings. This makes the safety management process transparent and measurable at all levels.

Overcoming Resistance and Culture Evolution

The implementation of tools that increase transparency inevitably faces resistance. Managers fear for their authority and are afraid of "drowning" in the flow of identified problems, while line personnel expect punishments for chronic violations of operational discipline. The speaker analyzes the algorithm for overcoming this barrier through a "quick wins" stage and shifting the focus from punitive measures to progressive motivation. The use of non-monetary rewards (branded merchandise) and public recognition of the program leaders' achievements help transition the enterprise from a dependent level of safety culture (according to the Bradley curve) to an independent one, where safety becomes a conscious value for every employee.

What you will learn from this webinar:

• How to transform formal three-stage control into a working system for identifying incident prerequisites?
• How to distribute responsibility among the observer, line manager, and HSE specialist?
• What metrics and integral indices to use for evaluating the effectiveness of working with hazardous conditions?
• How to overcome managers' fear of data transparency and reluctance to "wash dirty linen in public"?
• How to build a progressive motivation system to involve ordinary personnel in the daily search for hazards?