#Forum 2023
Reports from HSE DAYS Forum 2023. Explores a human-centric approach, building a proactive trust culture, motivating line managers. Finds a balance between intense production plans and guaranteed team safety.
On the Same Wavelength! How Irkutsk Oil Company Built a Communication System and Engaged Everyone in Safety Issues
A multilevel HSE communication system covering top management, line personnel, and contractors. It includes regular interaction platforms (committees, forums, stop hours, safety days) for open dialogue, incident analysis, and feedback collection, significantly reducing injury rates and improving safety culture.
HSE Supervising: A Key Tool for Organizing Systematic Control
Implementation of a supervising tool for systematic control of contractors on construction and investment projects. The practice includes engaging external auditors for targeted inspections, documentation audits, technical oversight of high-risk work (at heights), and training contractor workers.
Contractor Management in EPC Projects. Approaches to Training, Motivation, and Development of Contractor Employees
Comprehensive contractor safety management system for large EPC projects. Includes entrance testing with native speakers, practical training on specialized grounds, VR simulators for engineering staff, and automated tracking of training and violations.
Interaction with Partners at INC
A five-step contractor management system, including contract classification by risk level, point-based qualification assessment (Traffic Light system), automated facility admission, and regular audits. Communication and engagement tools have been implemented: a counterparty's personal account, a mandatory 14-day onboarding course, safety forums, "Safe Thursday," and a best contractor competition with a prize fund.
How to Manage Risks When Working with Contractors?
A comprehensive risk management system for working with contractors, including perimeter definition, project risk assessment, incoming knowledge control, and audits of standard execution by general contractors. This practice reduced the LTIFR by more than 50% over three years.
The Cycle of Water and Steel. Mission Possible
Implementation of water and waste recycling technologies at a large metallurgical enterprise to transition to a circular economy. Application of wastewater phytoremediation using native plants and biotesting of water bodies to assess real environmental impact.
Metalloinvest Group Environmental Strategy
Integration of environmental goals into the economic model of a large mining and metallurgical enterprise. Transition from qualitative to quantitative and financial assessment of environmental risks, where initiatives are viewed through ROI and production efficiency.
Implementation of Sustainable Development Principles by JSC Russian Railways
Implementation of the environmental strategy of JSC Russian Railways to achieve carbon neutrality by 2050. Introduction of an environmental monitoring system, development of renewable energy sources, installation of reverse vending machines for plastic collection, and industrial waste recycling.
Manual Management or Unified Methodology: Which Option to Choose?
Implementation of a unified environmental risk management methodology for large investment and construction projects (Stage-Gate approach). The practice includes developing standardized regulatory documents, applying the cross-functional HAZID/ENVID approach with alphanumeric risk assessment, and digitalizing the monitoring process in the corporate IT system.
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.