#Employee engagement
Involving personnel in occupational health and industrial safety issues: leadership walk-arounds, behavioral audits, observation and suggestion systems, developing open dialogue on site. This section features the experience of companies moving from a paradigm of control and punishment to partnership, instilling conscious attitudes towards safety and active risk identification in workers.
One Point Lesson: An Effective Way to Communicate Information
The article is devoted to the “one-topic lesson” (OTL) — a tool in the form of a memo on a single A4 sheet that helps to quickly and simply convey necessary information to employees of any department of the enterprise. The author describes the application of OTL for informing and training personnel on basic knowledge, improvement proposals, and recording changes in working conditions. The material also examines memo formats and the procedure for familiarizing workers with the developed materials...
Sports Environment at Work
The article examines the development of corporate sports communities as a new tool for employee motivation and the development of a healthy lifestyle culture. Based on internal surveys and scientific research, the author shows how physical activity improves endurance, brain functions, and creative thinking. The material also describes practical experience in building a sports environment in a company to retain talented personnel and increase the effectiveness of teamwork.
Digitalization of Industrial Safety: An Accessible Solution for Small Businesses
Creation of a unified digital environment for industrial safety management based on the Bitrix24 corporate portal. The platform includes a knowledge base of regulatory documentation, a distance learning module with automatic protocol generation, and a system for collecting employee suggestions to improve working conditions.
SPAS Card: Saving Lives and Preventing Violations
The article discusses the Emergency Situation Prevention System (SPAS) at the company "ASIA DRILLING", designed for the timely detection of minor violations and the prevention of workplace incidents. With the help of SPAS cards, employees can record hazardous actions, demand a work stoppage if necessary, and thereby protect the health of colleagues and the safety of equipment. The material describes the procedure to follow when a risk is detected, as well as an employee incentive system for cont...
From Inspector to Mentor: Conducting Audits the Right Way
The article examines an approach to safety audits as a tool for managing behavioral risks rather than a means of punishing employees. The author shares practical experience in training managers at OTEKO, including techniques for establishing contact, discussing dangerous actions, and working with complex employee reactions. The material helps managers build an open dialogue with staff, correct dangerous behavior, and develop a safety culture at the enterprise.
Safety Leadership
A safety culture transformation project through the development of management leadership skills. It includes working with deep-seated employee beliefs, implementing a "leader's personal commitment" model, and building effective feedback, which radically changed employees' attitudes toward safety.
Transforming Motivation in HSE
Transformation of the motivation and occupational safety competition system in a large industrial company. Transitioning from a complex 35-page standard to transparent assessment criteria for various employee categories with automated data collection, leading to a multiple increase in staff engagement.
Safety Tagging System: A Unified Information Database for Managing Nonconformities and Incidents
Implementation of a safety tagging system based on Excel macros for recording and managing nonconformities. The system allows any employee to register a defect, automatically assesses risks, and routes the task to responsible persons, ensuring 90% of tags are closed within 30 days.
Cross-Functional Interaction: Why HSE Departments Must Integrate into Production Processes
The article examines the problem of confrontation between production units and the Industrial Safety and Occupational Health and Safety service, as well as ways of transitioning to partnership and cooperation. Using real-life projects as an example, the author-manager shows how abandoning an exclusively supervisory and inspection function allows building a unified approach to compliance with rules and improving communication. The material explains how integrating the Industrial Safety and Occupa...
Professional Excellence Competitions
The article examines the role of professional skills competitions in shaping a safety culture at the enterprise and enhancing employee professionalism. The author shares practical experience in conducting competition trials aimed at the conscious fulfillment of occupational health and safety requirements and worker support. The publication shows how a competitive approach helps to disseminate best practices and identify areas for improving production processes.
Risk Hunting – A Tool for Enhancing Safety Culture
The article discusses the integration of the "Risk Hunting" method into "Line Walk" to shift the focus from finding someone to blame to searching for solutions and identifying root causes of dangerous deviations. The author explains how conducting cross-"Hunts" and employee training help combat the "blurred vision" effect and engage personnel in safety matters. Using the example of Metalloinvest, it is demonstrated how this approach improves communication between workers and managers, contributi...
Effective Cooperation Between HSE Specialists and Department Heads
The article is dedicated to building effective interaction between industrial safety and occupational health and safety specialists and heads of structural units. It describes practices for engaging managers in safety culture — from a single annual theme and workbooks to monthly accountability and joint work in production. The approach discussed shows how to establish a collaborative safety assurance process at all levels of management without significant financial expenditures.