#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.
Incident Communication Practices from All Production Sites
A multilevel system for communication and employee engagement in HSE. It includes global knowledge sharing, regular local events (Safety Days, HSE hours), new format visual propaganda (floor visualization), and a Behavior-Based Safety (BBS) program involving workers and contractors.
Motivation for Change at Different Levels
Transitioning from external motivation to conscious safe behavior through the analysis of 16 causes of violations. Integrating safety culture metrics into quarterly contractor KPIs to engage their management.
Health, Working Conditions Improvement, and Employee Well-being Practices
A systematic approach to managing employee health and well-being at production and logistics sites. It includes assessing the well-being index, modernizing workplaces (microclimate, ergonomics), motivation programs, psychological support, and healthy nutrition.
Evolution of Indicators and the Safe Behavior Development System
Transformation of the HSE management system in a 250,000-employee corporation through the Vision Zero concept. Transition from reactive metrics (LTIFR) to proactive KPIs that stimulate conscious safe behavior and employee engagement.
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.
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 Culture: Transitioning from Reactive to Interdependent
Step-by-step transformation of safety culture using the Bradley Curve model and High-Performance Organization (HPO) methodology. Assessment and development of processes across six key elements: structure, reward and punishment system, performance management, data collection, competencies, and tasks.
Unsafe Behavior. Conscious Violation or Human Error?
Implementation of the Safety-2 concept and WCM methodology to manage routine risks and unsafe behavior. Application of engineering barriers (Error-proof and Full-proof), 5T principles for workspace visualization, and personnel involvement in risk identification through audits and rewards.
Employee Engagement in the Observation System
Implementation of the Certainty digital platform for collecting safety observations, separated into unsafe conditions and unsafe behavior. The system operates on complete anonymity for violators, featuring daily engagement analytics and data integration into regular management meetings.
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.
Contractor Management
A contractor management system including strict contractual requirements, replacing fines with mandatory training for violators at the contractor's expense, and company rating. Automated terminals for pre-shift testing and a supervising institution for on-site control have been implemented.