#Contractors
Managing safety when working with contractors. Complex interaction systems: from pre-qualification (PQ) to final audit. Cases on introducing safety passports and digital access systems for contractors at industrial sites.
Safety Leadership at Shell. Examples of Leadership Development in Joint Ventures
Transitioning from strict injury KPIs to proactive indicators and the concepts of Human Performance and Learning Mindset. Implementing a culture of psychological safety for open discussion of incidents and errors, as well as translating safety standards in joint ventures through boards of directors.
Case-Based Approach to Risk Assessment and Management
A case-based approach to risk assessment using facilitation sessions, brainstorming, and gamified formats (quests) to engage cross-functional teams and contractors. The method aims to develop employees' skills in independently identifying hazards both in and outside the workplace.
Obstacles on the Path to Goal Zero. Experience in Developing a Safe Production Culture at the Salym Group of Fields
A comprehensive program for transforming the safe production culture in an oil and gas company, aimed at transitioning from directive control to conscious partnership. It includes implementing emotionally engaging introductory sessions, an institute of internal trainers, a promise matrix, intervention days, and a focus on analyzing the behavioral causes of incidents.
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.
Contractor Management
A contractor management system including strict contractual requirements, replacing fines with mandatory training for violators at the contractor's expense, and company rating. Automated terminals for pre-shift testing and a supervising institution for on-site control have been implemented.
Oil and Gas Production Department Operations During COVID-19
Organization of fly-in/fly-out shift work at an oil and gas production enterprise during the COVID-19 pandemic. A multi-level barrier system (testing, observation), visual identification of contractor categories, and the "Lego" principle for localizing infection outbreaks were implemented.
Contractor Management
A four-stage contractor management system including prequalification at the tender stage, modular onboarding, daily control with KPIs, and annual assessment. The practice is based on the principle of equal treatment of own employees and contractor workers, using gamification in training and collective financial responsibility for violations.
10 Steps to a Safe Warehouse
A ten-step model for developing a safe environment in finished goods warehouses under the corporate WISE program. Features 13 basic technical standards, LOTOTO procedure for heavy trucks, contractor rating system, remote audits via AR glasses, and dynamic risk assessment.
Safety Audit Implementation Practice
Implementation of a comprehensive automated occupational safety management system (ASUP) for safety audits. The practice includes transitioning inspections to a mobile app, integrating a risk matrix, managing contractors via automatic pass blocking and mandatory training, and a system of proactive KPIs for line managers.
Lockout / Tagout Industrial Safety System
Implementation of the Lockout/Tagout (LOTO) system for isolating hazardous energy during equipment repair and maintenance. Practices include using individual and group locks, developing visualized LOTO cards and instructions, integrating lockout procedures with the existing permit-to-work system, and controlling contractors.
Two thousand days without occupational accidents. How to achieve such a result?
In an interview for the magazine "Occupational Health and Safety and Fire Safety", the management of Fels shares its experience of achieving 2000 days without industrial accidents. General Director Michal Jankowski and Chief Operating Officer Svetlana Shuvalova explain how the involvement of all workers — from a rank-and-file employee to the top executive of the company — allows building a reliable safety system. The article tells how to adapt the Western approach to the Russian occupational hea...
Safety Approach at Heineken
Transformation of safety culture using John Kotter's 8 steps and implementation of a multi-level risk assessment system (from the global office to the work zone). Practices include engaging rank-and-file employees and the opposition in developing initiatives, holding a "Family Safety Day," and applying the Bow-Tie and Fine-Kinney methods for risk analysis.