Management of Change (MoC) concerning internal HSE equilibrium. Safely embedding exotic technology, redefining job roles, or revamping components without igniting cascading accidents. Overcoming worker distrust.
On 17 August 2009, 75 people died at the Sayano-Shushenskaya hydropower plant. We break the accident down element by element against Process Safety Management — and show why the disaster was predictable.
Comprehensive safety culture transformation in a mining company with over 15,000 employees. A proactive KPI system was implemented, behavioral audits were digitized via a mobile app, and a unified critical risk management methodology was established. Leadership commitments were cascaded from top management to line supervisors through standardized safety practices.
A strategy for recovering and stabilizing the safety system amid organizational changes and staff turnover. It includes simplifying change management procedures, revising motivation systems, empowering frontline employees, and developing leadership competencies.
Implementation of a unified digital ecosystem for HSE document management in a distributed bank structure. The project includes integrating 1C, EDM systems, and corporate messengers to automate routine processes, collect simple electronic signatures, and form an employee electronic dossier.