#Goals
Goal-setting and OHS strategies (Vision Zero target). Focusing on ambitious corporate goals that exceed minimal state laws. Examples of merging HSE indicators into long-term business cascades.
+3
Plenary Session "Leaders on the Frontline: How CEOs Ensure Enterprise Safety Through Active Dialogue with Owners and Operational Staff"
Building a transparent system for escalating information about critical technical and production risks from line personnel to business owners. The practice includes using objective metrics from automated control systems and the phased work of specialized committees up to the Board of Directors. Transitioning from emotional problem discussions to the language of numbers to justify long-term safety investments.
HSE Management System Audit
Implementation of an internal HSE audit system based on 12 key elements and the Bradley Curve model. Integration of audit results into the line managers' motivation system to increase safety culture maturity and reduce injuries.
Mutual Integration of the Performance Management System (including Kaizen, TOC, 5S, Lean Production) and the HSE Management System
Integration of the performance management system (Kaizen, lean production) and the HSE management system through the creation of joint project offices. Implementation of improvement projects that simultaneously increase production efficiency and safety levels (e.g., video monitoring, ventilation modernization, ACS implementation).
Interview with Safety Leaders: Vladimir Varlamov
Systemic transformation of safety culture at large industrial enterprises through top management engagement, implementation of a cascade of safety committees, and manager work standards. Practices include using the "safety dialogue" tool, reducing the number of contractors to lower injury rates, and adapting approaches under limited funding.
+1
Roundtable "Proactive Safety Indicators: What Really Works and What Becomes a Fiction?"
Implementation of proactive safety indicators to transition from reactive to preventive management. Decomposition of strategic goals (zero injuries) to the line manager level through metrics such as the number of observations conducted, violations identified, and improvements implemented.
Strategy and Tactics
Integrating HSE and environmental goals into the overall business strategy of a food industry company with regular reporting to the management board. Implementing a management system based on ISO 45001 and ISO 14001 standards, using Yandex Forms to collect near-misses and safety tags, and linking employee career growth to HSE knowledge.
From Strategy to Result
Development and implementation of an HSE management strategy aimed at eliminating critical business risks. The strategy is cascaded to the enterprise level through maintenance, development, and verification blocks, with mandatory links to budgeting and proactive performance indicators.
Effective Motivation and Goal-Setting System for Industrial Safety. How to Align Company and Employee Goals
Development and implementation of a comprehensive integrated indicator "Safety Culture Pulse", combining 11 reactive and proactive metrics on a ten-point scale. The practice includes automating data collection, engaging managers through behavioral audits, and accounting for off-the-job injuries to build a proactive safety culture.
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.
Operational Efficiency and Safety: Is There a Compromise?
Analysis of interaction models between production and HSE, transitioning from avoidance and rivalry to cooperation. Implementation of multi-level audits to engage production personnel in safety control in their areas.
Sustaining Safety Culture Improvement Results
Transformation of corporate safety culture from a reactive to a proactive level by creating specialized culture development departments and building a cascade of HSE committees. The practice includes integrating the risk management system with management standards and transferring project teams into permanent organizational structures to sustain results.
Effective Communication of HSE Performance Indicators to Top Management
Implementation of a one-page modular dashboard to communicate HSE performance indicators to top management. The tool translates specific HSE terminology into the language of numbers, allowing executives to quickly assess the situation, identify lagging departments, and make managerial decisions.