#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.
Building a Safety Culture and Sustainable Development at Russian Railways (JSC RZD)
Integration of sustainable development (ESG) principles into the strategy of a major transport company. Implementation of environmental initiatives, including climate projects, green supply chains, and the circular economy, as well as employee engagement in HSE issues using the example of developing women's workwear.
Transforming Human Capital Investments as a Guarantee of Employee and Business Well-being in Changing Conditions
Integrating HSE and employee well-being into the overall ESG strategy of an investment holding. Implementing digital tools (AI, IoT, video analytics) for safety monitoring and developing a corporate culture focused on psychological safety and personnel meta-skills.
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Panel Discussion: Leadership and Safety Culture
A comprehensive approach to reducing staff turnover and developing a safety culture through conscious hiring, emotionally charged toolbox talks, and developing leadership qualities in line managers. The practice includes a multi-stage hiring filter, a system of internal roles to retain specialists, and daily motivational meetings to foster a conscious attitude toward safety.
Transition to Work as a Skill of Work Supervisors in a Safe Production Culture
Transformation of safety culture through debureaucratization of the regulatory framework, involvement of top management in interactive work formats, and development of the institution of safety culture representatives. Implementation of modern training tools, including VR simulators and mobile apps, as well as the integration of contractors and employees' families into a unified safety ecosystem.
Safety Culture. Who is Responsible?
Comprehensive transformation of safety culture in the nuclear industry through debureaucratization of the regulatory framework, changing the format of top management involvement, and creating an institute of safety culture representatives. The practice includes introducing interactive training formats, integrating safety requirements for contractors at the specification stage, and involving employees' families in shaping a value environment.
Engaging Managers and Developing HSE Leadership at NLMK Group
A comprehensive approach to HSE leadership development by engaging top management in sponsoring specific risks and creating enterprise committees. Implementation of practical tools for line managers and employees: behavioral safety dialogues, safety contacts with a topic calendar, hazard registration via smartphones linked to KPIs, and hosting a Safety Week.
The Role of Top Management in Developing a Safety Culture: Practical Experience
A set of practical tools for top management to develop a safety culture, including personal statements of responsibility, direct reporting of the HSE department to the CEO, personal meetings with newcomers, horizontal rotation of supervisors, regular workplace visits, non-financial motivation, and exit interviews. The approach aims to form conscious internal motivation and transform safety into a basic mindset.
HSE Months: A Tool for Building Safe Work Habits
Implementation of an annual program of thematic HSE months to form a sustainable habit of safe behavior. Each month is dedicated to a specific topic (transport safety, PPE, work at height, etc.) with targeted inspections, practical workplace training, and contests with positive motivation.
HSE System Maturity Analysis. Next Steps for System Development
Comprehensive launch of an industrial safety system from scratch at an enterprise with a long history. Includes maturity assessment, organizational structure revision, budget defense, audit implementation, incident investigation, PPE accounting automation, and personnel involvement in risk assessment.
Development of a Training System for Drilling and Well Intervention Specialists
A multi-level training system for supervisors on regulatory and methodological documents (RMD), combining face-to-face and online formats. The practice includes cascading knowledge, dividing responsibility for RMDs between departments, and automating testing to increase awareness of safety rules compliance.
Innovative Developments and Digital Transformation of the HSE System
A comprehensive system for engaging employees in creating innovative HSE solutions and digital transformation of the HSE management system based on existing IT resources. The practice includes developing technical protection means (electric field sensors, machine vision systems) and digitizing work permits, PPE control, and vehicle monitoring.
Mobile app for risk search and identification. Where to start with no budget
Development and implementation of a mobile app for risk search and identification by employees on a limited budget. The practice includes gamification of the hazard identification process, organizing scheduled "risk hunts," and using messengers as an alternative data collection tool.