#Leadership
HSE leadership as the bedrock of a proactive safety culture. This section transforms the mindset of executives and line managers. Showcases how a personal example in using PPE, transparent communication, and zero tolerance create an atmosphere of trust.
How to become a safe leader-manager?
A manager and a leader are not the same: an order ensures execution, a personal example ensures commitment. The Chief Safety Culture Officer of SNIIP JSC examines five characteristics of an effective leader-manager according to WANO recommendations: from the concept of "high standards" to building leadership potential, with behavioural indicators for each and a roadmap of first steps for those starting from scratch.
🛡️ Safety: Why a "Paper" Shield and Trendy Innovations Fail to Protect Businesses
Paper logbooks and trendy AI video analytics won't save production if operational discipline is lacking. Find out why digitalization without changing the safety culture is a waste of budget, and how to transform occupational health and safety from a bureaucratic burden into a real cost-reduction tool.
HSE as the Spark of Digital Transformation: How We Launched AI in the Company
Phased implementation of AI tools in the HSE processes of a large industrial company. The initiative began with creating simple chatbots for risk assessment and PPE without programmers, which engaged management and led to deploying an in-house local LLM within a closed security perimeter.
Culture of Change. The Role of Neurobiology and Physiological Characteristics of Personnel in Ensuring Safe Thinking and Behavior
Applying knowledge of neurobiology and biochemistry to manage the psychophysiological state of personnel and reduce workplace stress. The practice includes creating a favorable environment to produce pleasure hormones and using physiological techniques (breath-holding, physical activity) to stop acute stress reactions.
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Strategic Health Protection Session: Q&A
Transition from formal medical check-ups to proactive employee well-being programs. Implementation of educational 3D video content, targeted on-site cancer screenings for risk groups, and initiatives for smoking cessation and stress management.
Time to Breathe: Smoking Prevention
Implementing a smoking prevention program as part of corporate wellbeing. The initiative includes calculating economic losses, monitoring the target audience via surveys, using interactive methods (QR codes, addiction tests), and publicly rewarding those who quit without prior financial promises.
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.
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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.
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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.
Non-Financial Motivation: How Recognition Strengthens Safety Culture
The article discusses a system of non-monetary motivation and employee recognition as an effective tool for developing an industrial safety culture. Encouraging initiatives and personal contributions helps transition from top-down control to conscious responsibility, open discussion of risks, and the involvement of everyone. The material examines individual and collective recognition tools, as well as the rules for their implementation to form a sustainable environment in production.
Understanding the Human Factor as the Primary Source of Accidents and Injuries in Mining Enterprises
The article considers the human factor as the main source of accidents and injuries at mining enterprises, pointing out that a repressive policy toward workers does not increase production safety. The author shows that most violations of safety rules are caused by deficiencies in process organization on the part of management, rather than by worker discipline. Using examples of real management practices, it is demonstrated how responsible risk control and systematic production preparation make i...