#Forum 2025
Insights from HSE DAYS Forum 2025. Moving from rigid control to a human-centric collaboration model. Strategic reports on regulatory transformation and finding balance between operational efficiency and safety.
The Power of Partnership: When a Contractor Becomes a Co-Author of Improvements
Organizing corporate healthcare at remote industrial sites through partnership with a medical organization. Implementation of telemedicine, automated pre-trip inspections, and on-site medical screenings to improve the quality of employee health monitoring.
Safety Culture in the Nuclear Industry: Practical Experience
A stress management and safety culture development system in the nuclear industry. Includes training managers in self-regulation, applying the "1 to 3" rule (one negative emotion to three positive ones), and assessing employee stress levels to improve professional reliability.
Achievements in the Proactive Development of Safety Culture. How to Maintain the Standard?
A systemic transition from a reactive to a proactive safety culture through modified risk identification tools, IT integration, and personnel involvement. Practices include a mobile app for threat recording, KPI-linked manager evaluations, and methods for justifying safety investments to top management.
Safety Culture: How to Ensure Gen Z Engagement in Safe Leadership and Management?
Integrating safety culture markers into management system documentation and using unconventional youth formats (rap compositions) to engage Gen Z in eco-safety and HSE issues. Using AI bots to automate routine tasks for HSE specialists, such as writing plans and initial assessment of non-conformities.
Stop Inflicting Safety Culture and Start with Ourselves
Transforming the HSE function's image through specialist soft skills development, production internships, and the Safety Leadership project. Assessing worker perception using Patrick Hudson's ladder and targeted work with beliefs to increase trust levels.
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Strategic Health Protection Session: Q&A
A comprehensive approach to employee health management, including the use of anonymized VHI data to form risk groups, organizing "Health Schools," and nutrition control at remote sites. The practice demonstrates the importance of management engagement and adapting programs to the real needs of the staff, including the provision of medications on foreign projects.
"Nestro Wellness" – Employee Wellbeing Program at JSC Zarubezhneft
A comprehensive corporate employee wellbeing program covering physical, emotional, and family health. It includes creating health schools, a sports center, integrating families into corporate culture, and providing an anonymous psychological assistance service.
From Awareness to Action: The Secret of the Health School's Effectiveness
Implementation of a corporate Health School at remote sites to prevent occupational diseases and reduce cardiovascular risks. The project includes theoretical and practical training for employees on healthy lifestyles, proper nutrition, and physical exercises during their shift.
Unified Concept of Cardiovascular Disease Prevention for Employees of Zarubezhneft JSC and Contractors
A unified concept of cardiovascular disease prevention for employees and contractors based on a risk-based approach. It includes self-diagnosis, distribution into risk groups with differentiated control, suspension at high risks, as well as informal engagement methods such as the "Health School" and gamification.
Prevention of Cardiovascular Diseases
A workplace cardiovascular disease prevention system including occupational risk stratification, a five-level investigation of sudden deaths, and control of medical check-ups via a corporate network linked to VHI. Workers with critical illnesses are moved to light duty with a chance to return after successful treatment.
How to Maintain the System Amid Multiple Changes
A strategy for recovering and stabilizing the safety system amid organizational changes and staff turnover. It includes simplifying change management procedures, revising motivation systems, empowering frontline employees, and developing leadership competencies.
Synergy of Safety Culture and Production
Integration of safety and production cultures through the adaptation of behavioral safety audits (BSA) and expanding the functionality of existing digital systems. Implementation of targeted BSAs combining risk and production process assessments, as well as using data from positioning, aerogas control, and electronic medical examination systems to improve efficiency without significant additional costs.