#Motivation
Motivational programs and employee engagement in safety issues. From financial rewards to gamification and non-material recognition of merits. The section reveals the experience of transitioning from a system of 'fines for violations' to strategies of rewarding identified risks, audit participation, and rationalization proposals.
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.
Building a Culture of Trust in the Organization
Transforming corporate safety culture from a culture of fear to a culture of trust by changing the motivation system and KPIs. Practices include abolishing punishments for accidents, shifting focus to proactive indicators, and engaging employees in risk identification.
Motivation for Safe Work
Implementation of the five-month "Winter Safety Marathon" program to engage personnel in HSE issues through gamification and competitive mechanics. The program includes evaluating teams using proactive indicators (leadership, safety, competence), conducting thematic information sessions, quizzes, and creative contests.
Safety Culture Development Trends in the Post-Crisis Period: Research Results and Action Guide
Analysis of safety culture research results in CIS and European companies by DuPont Sustainable Solutions. Covers the pandemic's impact on industrial safety, the role of digital tools, and integrating a risk-oriented approach into business processes.
Safety Culture Development Strategy
Integration of HSE tools into the enterprise's production system through the development of voluntary leadership among workers and risk visualization. The approach includes a multi-level initiative motivation system, implementation of risk assessment in routing slips and workplace standards (6S), as well as conducting non-standard emergency drills.
The Untapped Potential of HiPPO
The article examines the concept of HiPPO — the priority of the top executive's opinion — and how this currently underutilized resource can be applied to improve the occupational health and safety culture at an enterprise. The author explains how the authority and attention of a leader help to form a baseline model of behavior among newcomers, unlock the potential of key employees, and obtain valuable information about risks. These non-time-consuming steps contribute to increasing the level of t...
Risk-Based Approach to HSE Management with Contractors on Construction Projects
Implementation of a risk-based contractor management system at all stages of the contract life cycle. Practices include pre-qualification, risk assessment before work begins, safety management plans, violation registers, and specialized supervising on construction sites.
The Role of HSE Professionals
Rethinking the role of the HSE professional by elevating their status, reporting directly to the top executive, and developing internal trainers. Practices include implementing proactive KPIs like audits, contractor control, and training line managers to build a safe behavior culture.
Innovations in Preserving Staff Life and Health
Implementation of European safety culture standards through cascade personnel training (17 modules). Transition from financial to non-financial motivation for identifying hazards and using the internal Control Repeat Sector IT system to monitor violation elimination.
HSE vs. Production. Three Levels of Struggle
A three-level safety management model at an industrial enterprise, integrated with lean production principles. It includes using the "Safety Cross" at the foreman level, holding thematic HSE Days at the shop level, and regular performance analysis by top management. Special attention is paid to investigating micro-injuries using the QRC (Quality Response Control) tool and engaging line managers in risk management.
Expressing Gratitude and Shaping Safety Culture
The article is dedicated to forming a Culture of Safe Production through regular praise and gratitude to employees for performing work correctly. The author explains why the human brain tends to notice errors first, and how sincere, specific, and public recognition of success creates a standard of behavior for the entire team. Readers will learn how to develop non-material motivation and the habit of noticing the good in daily work through practical steps.
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.