#Change management
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.
A Recipe for a Healthy Corporate Culture: How Not to Spoil the "Old-Timers"?
In the first part of the article, the author examines the recipe for a healthy corporate culture and the features of organic adaptation of new employees into an established team. Using the metaphor of a pickle jar, the material explains the role of three key ingredients: a strong corporate culture, a healthy atmosphere without micromanagement, and well-thought-out adaptation over time. The article shows how the right combination of these elements helps newcomers absorb the company's rules and tr...
Employee Electronic Dossier — Digital Transformation of HSE at Sovcombank
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.
How to Support the System Under Multiple Changes
A comprehensive strategy for restoring and stabilizing the HSE management system amid staff shortages and structural changes. Includes updating risk assessments, implementing Management of Change procedures, crisis committee operations, revising financial motivation and competency matrices, and regular employee pulse surveys.
Question: Are You Developing Your HSE Management System? The Story of an Internal Development Team
The article describes four years of experience in creating and developing an in-house occupational health and safety and industrial safety team at a Siberian enterprise. Formed exclusively of company employees, the department implemented over 20 projects, ranging from a risk management system and digital solutions to the debureaucratization of processes. The publication shows how initial collaboration with consulting helped build in-house expertise for the independent development of the system w...
How to Implement Innovations with Minimal Resistance to Change?
The article is devoted to the company's experience in implementing innovations, automating processes, and digitizing documents without resistance from employees. Using the field of occupational health and safety as an example, the author explains how creating a cross-functional working group of middle managers and opinion leaders helped build unified standards and make the transition to new formats comfortable for the team.
Fundamental Principles of Implementing Changes
The article is dedicated to the fundamental principles of safely implementing changes in a company and working with people involved in transformations. The material examines the issues of creating a unified standard, conducting multi-level communication, step-by-step training, and leadership development. A clear action plan helps convey the importance of transformations, deal with employee sabotage, and maintain motivation to work in a new way.
How to "Teach" a Manager Proper Line Walkarounds?
Transforming line walkarounds from formal inspections into a proactive risk management and safety culture tool. Implementing safety dialogues, training line managers in communication skills, and automating walkaround analysis.
Reducing Accident Risks in Gas Distribution Networks
A project to reduce accident risks in gas distribution networks by eliminating unused equipment instead of mothballing it. Includes relocating gas control points outside production premises and implementing an automatic gas hazard monitoring system with SMS alerts.
Open Master Class: Change Management
Developing leadership qualities and change management skills for HSE specialists in an unpredictable environment (BANI world). The practice includes transitioning from classical critical thinking to lateral thinking, developing emotional intelligence, and building cross-functional communications to overcome personnel resistance.
Implementing International Experience in Process Safety
Implementation of 10 Process Safety Fundamentals based on the analysis of international incidents. The practice includes phased adaptation of rules, creation of cross-functional working groups, visualization of requirements, daily monitoring of violations, and assessment of culture maturity using a radar chart.
Process Safety Management
A process safety management system focused on equipment condition. It includes three key areas: mechanical integrity control of critical equipment (1,360 units), technical change management with risk assessment (over 150 changes per month), and pre-startup safety reviews using individual checklists.
Process Safety
Implementation of a Process Safety Management (PSM) system at a metallurgical enterprise. Practices include assessing the mechanical integrity of critical equipment, pre-startup safety reviews using checklists, and management of change with mandatory risk assessment.