#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.
Risk Assessment of New Production Equipment
A practical approach to risk assessment and modification of new production equipment at the procurement and commissioning stage. Includes establishing basic requirements for manufacturers, modernizing protective guards, starting and lockout systems, and visualizing risks for line personnel.
How to Use the Potential of Top Executives in Developing a Safety Culture
Implementation of seven tools to unlock the leadership potential of managers in HSE. The practice includes a personal statement of responsibility, safety priority in investments, "programming" new employees, horizontal communications, regular workplace visits, timely motivation for progress, and exit interviews. A leadership matrix with key performance indicators (KPIs) is used to evaluate effectiveness.
Leadership and Commitment at the Individual Level
Systematic development of individual safety leadership and commitment through engagement tools. Practices include safety contacts, risk assessments using the "Five Steps to Safety" method, behavioral safety audits (BSA), intervention practices, and compliance with key safety rules.
Safety Culture. Conflict Management and Natural Human Reactions
Application of neurobiology and physiology to manage workplace conflicts. Using self-regulation and emotional intelligence to reduce stress, preserve cognitive abilities, and build safe reflexes.
How to Build High Prestige for the HSE Department?
A comprehensive approach to increasing the prestige of the HSE department through management engagement, obtaining state funding (FSS discounts and cost reimbursement), and implementing interactive training formats. Includes specialist participation in professional competitions for competence development and experience exchange.
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How to Host an HSE Day: Expert Cases
Transforming a one-off HSE Day into a large-scale Safety Month using gamification, digital platforms, and family engagement. Implementing messenger marathons, educational events for children, contractor motivation systems, and public signing of leadership principles by top management.
Maintaining Management Engagement in HSE Issues Amid External Challenges and Uncertainty at NLMK Group
A comprehensive approach to developing HSE leadership at all management levels in NLMK Group. Implementation of proactive KPIs for top management, sponsorship of fatal risk reduction projects, and Wellbeing programs to support managers under stress.
HSE Function Employees Transformation: "From Inspector to Partner"
Transforming the role of HSE specialists from controlling inspectors into business partners. Implementing behavioral dialogues, the "Win-Win" strategy in communication with production, and the Oz Principle to escape the victim position and take responsibility.
Production Staff Training: Evolution from Video Briefings to a Practical Skills Development Center
Transformation of the production staff training system from formal briefings to creating an internal Practical Skills Development Center. Implementation of a unified interactive video briefing format and a 16-module "Safety School for Workers" program, focusing on practical emergency response, first aid, and PPE usage.
Safety Culture: The Impact of National Context on the Culture of Change
Adapting safety management approaches considering the national context in international projects. Practices include forming joint working groups, cross-cultural training, and developing emotional intelligence to overcome interaction barriers.
Occupational Risk Management. How to Improve Efficiency
Implementation of a full occupational risk management cycle, including hazard assessment when working with contractors and dynamic workplace monitoring. The practice covers dividing work into risk levels, integrating safety requirements into the contract life cycle, and regularly informing employees through microlearning.
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Leaders on What Matters Most
Building a safety culture through the personal leadership of the CEO. Practices include implementing Process Safety Management (PSM), an uncompromising attitude towards violations and incident concealment, and the top executive's personal involvement in incident investigations and new initiatives.