#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.
Key Elements of HSE Strategy in a VUCA World
The article examines the issues of preserving the life and health of workers in the conditions of a changing VUCA world. The global Vision Zero concept and the development of a safety culture, aimed at the long-term achievement of 'Goal 0', become the answer to modern challenges. The material explains how internal alignment of employee actions and leadership serve as strategic tools for organizations to operate without injuries and accidents.
Leadership in Developing a Safety Culture
Comprehensive transformation of safety culture at PJSC NLMK through the personal involvement of top management, digitalization of HSE processes, and implementation of proactive tools. The practice includes automation of safety contacts, electronic permits-to-work, mobile applications for recording hazardous conditions, as well as motivation programs for employees and contractors.
Effective Enterprise Management Through Occupational Safety Management
The magazine "Occupational Safety Culture" presented an interview with an occupational health and safety expert with 25 years of practical experience and ambassador of the HSE DAYS project, Serik Mazhkenov. The article examines effective approaches to enterprise management in the era of Industry 4.0, the reality of the Zero Injury idea, and the components of successfully achieving the "Zero" goal. In addition to the interview, a webinar is offered on improving safety culture based on a new perso...
The Leader and Their Team - How to Lead the Way
Application of the value-goal leadership model and practical employee engagement tools (HIPPO potential and Hersey-Blanchard situational model) to shape a safety culture. The approach aims to identify and develop leadership qualities in employees by aligning personal values with organizational goals.
Risk Management Project
A large-scale transformation of the risk management system in a metallurgical company, including the implementation of a mobile app for hazard recording by workers, replacing formal briefings with Dynamic Risk Assessment (DRA) before starting work, and creating an institute of internal risk managers. The project aims to transition from formal rule compliance to conscious risk management at all levels, from top management to line personnel, integrating proactive indicators into managers' KPIs.
Key Approaches to Building Safety Leadership
Building safety leadership through the implementation of Human Performance and Learner Mindset concepts, as well as developing five key managerial habits. The practice includes creating a psychologically safe environment for open discussion of mistakes, focusing on high-risk areas, and assessing HSE risks before establishing joint ventures.
Safety Leadership
Implementing a safe production culture through the personal example of top management and production leaders. Using the "manager's speech" tool (5-15 minutes) with personal stories to emotionally engage personnel and contractors in safety issues.
Leadership in Safety Culture
A comprehensive approach to building a safe production culture (SPC) in an oil and gas company, including changing employee attitudes through specialized training sessions, developing four key leadership skills in managers, implementing a workplace mentoring system, and creating informal communities to generate bottom-up initiatives.
Safety Leadership
Implementation of the "Safety Leadership" program for line managers (front-line leaders) based on an adapted international course. The program includes training internal trainers, multi-stage management training, six months of on-the-job support, and final certification.
International ISO 45001 Standard: Challenges and Opportunities
The transition of a large manufacturing company to the international ISO 45001 standard using multi-site certification. Practices include implementing a process approach, assessing business risks, creating HSE working committees, and a non-financial employee motivation system.
Safety Leadership at Shell. Examples of Leadership Development in Joint Ventures
Transitioning from strict injury KPIs to proactive indicators and the concepts of Human Performance and Learning Mindset. Implementing a culture of psychological safety for open discussion of incidents and errors, as well as translating safety standards in joint ventures through boards of directors.
Obstacles on the Path to Goal Zero. Experience in Developing a Safe Production Culture at the Salym Group of Fields
A comprehensive program for transforming the safe production culture in an oil and gas company, aimed at transitioning from directive control to conscious partnership. It includes implementing emotionally engaging introductory sessions, an institute of internal trainers, a promise matrix, intervention days, and a focus on analyzing the behavioral causes of incidents.