#Forum 2022
Key findings from HSE DAYS Forum 2022. Contains industry titans' strategies for maintaining production safety amid corporate restructuring, PPE import-substitution, and sticking to 'Target Zero'.
The Role of the HSE Function in Implementing the ESG Agenda
Integration of the HSE function into the corporate ESG agenda using a risk-oriented approach. Centralized risk management at the top management level, implementation of a contractor pre-qualification system, and automation of routine HSE processes through multifunctional centers.
Greenhouse Gas Emissions Management
A comprehensive greenhouse gas emissions management system, including KPI setting, digitalization of accounting (dashboards, CEMIS system), regular equipment inspections for methane leaks, and assessment of promising forest climate and energy projects. The practice covers both operational improvements (reducing pump energy consumption) and strategic planning (WPP assessment, CO2 capture).
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.
Implementation of the ESG Agenda in Moscow: Opportunities for Business
Implementation of an ESG certification system for businesses in Moscow to stimulate sustainable development. Companies confirming compliance with environmental, social, and governance standards gain access to concessional lending, subsidies, and tax preferences.
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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.