#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.
Automated HSE Platform
Creation and implementation of an automated HSE management platform for a company with over 32,000 employees. The platform includes a mobile app for recording risks and non-conformities, integration with corporate ERP systems, a gamification system for staff engagement, and interactive instructions for user training.
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.
Safety Volunteer – A Catalyst for Change
Implementing a safety volunteer program among blue-collar workers to enhance the culture of safe behavior. The practice includes voluntary selection without quotas, interaction with line managers for short-term tasks, and non-financial motivation via targeted training and specialized events.
The "Carrot and Stick" Approach to Managing Drivers
An effective road safety system at an enterprise requires comprehensive work with drivers of contractor organizations who often start work without knowledge of local rules. The article examines how, instead of relying exclusively on penalties, adaptation courses, defensive driving training, and regular meetings for dialogue with drivers can be used. Such an approach helps drivers realize their key role in ensuring safety and allows reducing the number of violations at the facility.
Development of the HSE Representatives Institution
Rebooting the HSE representatives institution at a large chemical plant. A multi-level motivation system, standardized checklists for walkarounds, a mandatory e-learning course based on real cases, and an operational communication channel via a general chat were implemented.
"Leadership VZOR" Project
Implementation of a unified safety leader role model "VZOR" (Engage, Declare, Provide, Develop) for all management levels. Development of a safety volunteer movement among workers without financial incentives, conducting leadership walkarounds and roundtables, as well as monitoring effectiveness via dashboards and pulse surveys.
HSE and Production: Quirks of Perception and Why It All Matters
A comprehensive program for transforming the image of the HSE department to transition from a supervisory role to a business partnership. It includes assessing personnel perception using the Hudson ladder, developing specialists' soft skills, joint project work with production to reduce risks, and implementing modern communication formats, including one-page instructions and short videos.
Helping Employees Develop Safe Behavior Through Working with Their Own Mistakes
Implementation of the SafeStart behavioral safety program at the Takeda pharmaceutical plant. The program aims to reduce injuries by helping workers recognize their own states (rushing, fatigue, frustration, complacency) and prevent critical errors.
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Opening of HSE DAYS Season V
A comprehensive approach to engaging top management in HSE issues. Includes regular behavioral audits with top executives, their chairmanship in incident investigations, and systematic feedback from HSE specialists.
Metalloinvest: "Safety Above the Plan"
Implementation of the line personnel's right to stop unsafe work in continuous metallurgical production. The practice includes recording refusals via a mobile app or paper forms, analyzing each case at the management level to find root causes, and developing compensating measures without applying sanctions to workers.
HSE Integration into Production System Practices. NLMK Experience
Integration of HSE and operational efficiency processes through cross-functional teams and the Idea Bank system. Implementation of lean production tools (5S, A3, mapping, Five Whys) into daily HSE practices, including shift meetings and standard operating procedures.
T-HSE Management System in EVRAZ Operations
Transformation of the HSE management system (T-HSE MS) focusing on integrating safety into operations. Tools implemented include converting unplanned work to planned, Job Safety Analysis (JSA), specifying manager roles via KPIs, and a digital risk "Heat Map" based on Power BI.