#KPI
Key Performance Indicators (KPI) in OHS that actually work. Transitioning from lagging metrics to leading, preemptive safety indicators. Linking bonuses to proactive behavior, not hiding minor injuries.
"Leadership VZOR" Project
Implementation of a unified safety leader role model "VZOR" (Engage, Declare, Provide, Develop) for all management levels. Development of a safety volunteer movement among workers without financial incentives, conducting leadership walkarounds and roundtables, as well as monitoring effectiveness via dashboards and pulse surveys.
Implementing Proactive Indicators for Injury Prevention
Implementation of a composite proactive KPI for managers, including staff engagement and HSE MS performance indicators. The practice covers investigating micro-injuries, conducting behavioral safety audits, and submitting improvement proposals with subsequent digitalization of data collection.
Key Directions of EVRAZ HSE Management System Development
Transformation of the HSE management system in a large metallurgical company focusing on employee behavior change and safety culture development. Implementation of micro-injury recording tools, removal of LTIFR KPIs, and use of a digital risk heat map for proactive safety management in production areas.
Shareholder and Stakeholder Leadership
Involving the Board of Directors in safety management through strategy approval, KPI formation, and specialized committees. Implementing safety requirements and non-financial reporting with suppliers to reduce operational and reputational risks.
Changing the Target Process for HSE Issues: Barriers and Solutions
A phased transformation of the HSE goal-setting system, transitioning from strict directive KPIs to proactive indicators. Implementation of the "Territory Norm," "Work Norm," and "Leader Norm" concepts, along with the use of cross-functional KPIs for adjacent departments (HR, PR, IT) to build a zero-injury culture.
Contractors: A High-Risk Zone
A comprehensive contractor safety management system, including a risk-based approach to contract selection, pre-tender checklist assessments, mandatory training and testing prior to work admission, and audit automation. It features the integration of contractor safety indicators into overall enterprise KPIs and the involvement of their leaders in the corporate safety culture.
Implementation of Proactive HSE Indicators
Development and implementation of a multi-component proactive safety indicator (injury severity prevention) to replace the reactive LTIFR. The indicator includes assessing improvement suggestions, safety culture engagement, recording micro-injuries and unsafe acts, and managing operational risks.
Systematization of Competence Assurance
Systematization and automation of the personnel competence assurance process using the "Golden Employee" concept as a KPI. The practice includes personnel categorization, competence profile creation, and training management digitalization based on SAP.
Managing Lies
Transition from reactive safety indicators to proactive metrics by excluding occupational injuries from managers' KPIs. Implementation of an integral Safety System Development Index that accounts for domestic injuries, audit quality, and near-miss registration, using an in-house IT solution.
HSE Agenda Trends: Success Drivers and Main Challenges
Analysis of trends in HSE goal-setting and performance evaluation based on a study of major industrial companies. Transition from reactive indicators (LTIFR) to proactive metrics (Near Misses, behavioral audits) and integration of safety processes into the overall business model.
Forming a Proactive Approach to Occupational Safety. Modern Realities: Roles and Tasks of an HSE Specialist
Transforming the role of the HSE specialist from an overseer to an advisor and leader. Implementation of proactive tools: KPIs based on identified violations and submitted ideas, manager training through case studies, regular audits using checklists, and creating a competitive effect between departments.
Management by Objectives – an Effective Tool for Developing a Safety Culture
Implementation of the Management by Objectives system in HSE. The practice includes dividing objectives into state objectives (result) and driver objectives (process), cascading indicators to the department level, and linking the achievement of driver objectives to the staff motivation system.