#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.
A Bright Accent at the Zapolyarny Mine: A Wall That Inspires! How Small Ideas Inspire Great Deeds!
In honor of the 80th anniversary of the Zapolyarny mine, the team of the Industrial Safety and Occupational Health and Safety Directorate created a unique wall mural at the main entrance to the administrative and amenities building. The article tells how this art object combined images of production and technology, turning into a visual reminder of occupational health and safety rules. The material shows how a creative initiative helps strengthen team spirit and form a culture of personal respon...
Client and Contractor: Effective Collaboration in Safety
Implementation of a motivation system and KPIs for project managers (clients) to control the safety of contracting organizations. The practice includes transitioning from reactive to proactive indicators, synchronizing the KPIs of the client and supervisors, and involving contractor managers in regular audits.
Why Do We Do This?
The article explains the psychological and sociological reasons why employees violate industrial safety rules not out of malice, but because of the features of brain function and cognitive biases. The material analyzes six typical mental traps and offers evidence-based steps to reduce risks through understanding human nature, developing trust, and changing the system instead of searching for culprits.
Health School as a Tool for Building a Health Culture Among Employees
Organizing a corporate Health School based on existing enterprise infrastructure to build a health culture and reduce employee morbidity. The project includes regular educational and practical classes, the use of internal expertise, and an ambassador institute.
Improving Safe Working Conditions Through the Development of the Production System
Integration of production system tools (5S, idea submission system, visual management, standard operating procedures) into safety processes in the oilfield. The practice includes department ranking, as well as material and non-material motivation of personnel for initiatives to improve working conditions.
Director's Day as an HSE Specialist: How a Leader Changed Safety Culture in 8 Hours a Week
Weekly personal participation of the top executive as an HSE specialist on the production site. The practice includes direct communication with workers, prompt resolution of household and production issues, implementation of QR codes for hazard reporting, and gamification through the "Safe Shop" competition.
Safety Without Illusions - How to Avoid Cargo Cult When Implementing Practices
Diagnosing and transforming formal safety procedures into truly working mechanisms. Separating the concepts of conscious sabotage (formalism) and blind copying of practices (cargo cult) to apply different management decisions, including the personal example of leaders and teaching the mechanics of the result.
Effective Communications: How to Talk About Safety Engagingly
A comprehensive approach to transforming HSE communications using marketing tools and neural networks. The practice includes auditing the HSE department's image using the Hudson model, developing an editorial policy, creating engaging content based on triggers, and applying AI to visualize instructions and generate videos.
Interview with Safety Leaders: Vladimir Varlamov
Systemic transformation of safety culture at large industrial enterprises through top management engagement, implementation of a cascade of safety committees, and manager work standards. Practices include using the "safety dialogue" tool, reducing the number of contractors to lower injury rates, and adapting approaches under limited funding.
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Roundtable "Proactive Safety Indicators: What Really Works and What Becomes a Fiction?"
Implementation of proactive safety indicators to transition from reactive to preventive management. Decomposition of strategic goals (zero injuries) to the line manager level through metrics such as the number of observations conducted, violations identified, and improvements implemented.
How to Support the System Under Multiple Changes
A comprehensive strategy for restoring and stabilizing the HSE management system amid staff shortages and structural changes. Includes updating risk assessments, implementing Management of Change procedures, crisis committee operations, revising financial motivation and competency matrices, and regular employee pulse surveys.
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Benchmarking Session: "How to Engage in Safety: From Top Management to Workers"
Creating an institution of informal safety culture leaders (representatives and ambassadors) without supervisory functions. Implementing personal projects for top managers and engaging production managers through participatory development of HSE measures.