#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.
Medvezhy Ruchey Lights Up Safety Stars: How a Quest Turned HSE into an Exciting Adventure
At Medvezhy Ruchey LLC, an occupational health and safety quest titled "Occupational Health and Safety Innovators" was held, bringing together employees from various departments and safety specialists. During five practical challenges, participants learned to identify hidden risks, act in emergency situations, provide first aid, and conduct behavioral audits. The game format allowed workers to reinforce their knowledge in practice and hone the skills needed to create a safe industrial environmen...
Where to Start Developing a Safety Culture in an Organization, or "What is Our Life? A Game!"
Implementation of corporate intellectual games in a brain-ring format for HSE. The practice includes annual tournaments between branches using a database of 250 non-standard questions that stimulate independent study of regulatory documentation.
Anonymous Surveys as an HSE Tool. How to Find Hidden Risks and Build an Open Dialogue with Employees?
The article explains why routine occupational health and safety walkthroughs do not always reveal hidden workplace risks and habitual rule violations. The author shows how to make an anonymous survey an effective tool for obtaining honest feedback from employees without fear of punishment. The material provides a step-by-step guide to drafting questions, communicating with the team, and working with feedback to eliminate hazards.
Safety Begins with a Conversation
The article tells how a living culture of safety in production is formed not through regulations and coercion, but through open and respectful dialogue. Discussing risks and errors without fear of punishment allows seeing weak signals and preventing incidents before they happen. The material explains how to make conversation an effective risk management tool and transition from formal compliance with rules to conscious safety.
A Bright Accent at the Zapolyarny Mine: A Wall That Inspires! How Small Ideas Inspire Great Deeds!
In honor of the 80th anniversary of the Zapolyarny mine, the team of the Industrial Safety and Occupational Health and Safety Directorate created a unique wall mural at the main entrance to the administrative and amenities building. The article tells how this art object combined images of production and technology, turning into a visual reminder of occupational health and safety rules. The material shows how a creative initiative helps strengthen team spirit and form a culture of personal respon...
How Managers Can Get Information About Accident Risks Before They Happen
Implementing a direct communication model for critical risks from line personnel to top management. The approach involves identifying 5-10% of key employees at critical facilities, creating a direct communication channel without intermediate filters, and ensuring emotional safety to prevent the concealment of pre-accident situations.
"Safety Pill" — Engaging Workers in Risk Analysis Through AI Workplace Visualizations
Engaging workers in occupational risk analysis using personalized workplace images generated by artificial intelligence (Leonardo neural network). The method involves holding short 15-minute meetings in workshops where employees look for intentionally embedded violations in pictures, and then propose their own hazard scenarios via QR forms for generating new images.
Client and Contractor: Effective Collaboration in Safety
Implementation of a motivation system and KPIs for project managers (clients) to control the safety of contracting organizations. The practice includes transitioning from reactive to proactive indicators, synchronizing the KPIs of the client and supervisors, and involving contractor managers in regular audits.
Why Do We Do This?
The article explains the psychological and sociological reasons why employees violate industrial safety rules not out of malice, but because of the features of brain function and cognitive biases. The material analyzes six typical mental traps and offers evidence-based steps to reduce risks through understanding human nature, developing trust, and changing the system instead of searching for culprits.
From System to Initiative: Leadership as a Trigger for Cultural Shift in Safety
A project to develop safety leadership among line managers at a mining enterprise. The "leadership triangle" methodology was implemented, including personal example, team influence, and regular practices (BSA, leadership walkarounds). Training is based on situational leadership and Kurt Lewin's change management theories.
Health School as a Tool for Building a Health Culture Among Employees
Organizing a corporate Health School based on existing enterprise infrastructure to build a health culture and reduce employee morbidity. The project includes regular educational and practical classes, the use of internal expertise, and an ambassador institute.
How HSE Behavior Rules Create Trust and Transform Workplace Culture
The article explains why abstract expectations of industrial safety specialists do not work and how clearly formulated rules of conduct change corporate culture in production. Using the experience of Nornickel as an example, the author shows how specific guidelines help an employee walk the path from a "controller" to a "safety partner." The practical implementation of such rules and their regular evaluation make it possible to create a frame of reference that increases trust and work efficiency...