#Risk management
Comprehensive industrial risk management: building a risk-oriented model, integrating ISO 45001 safety standards, and developing multi-level internal control. Real examples of making systematic hazard minimization an integral part of daily business processes.
Integrating Risk Management Systems into Business Infrastructure
Integration of critical risk barrier control into daily production processes using IT solutions and mobile applications. The practice includes the collaborative development of checklists with production personnel, assessment of the actual functionality of barriers, and linking risk management results to the motivation system (KPIs) at all levels. For continuous improvement, the PDCA cycle is applied with regular audits of system adoption in the field.
Enhancing the HSE Function
Transformation of the HSE function from a supervisory role to that of an internal business partner with deep integration into the work of the technical council. Implementation of the "Safety in Design" principle at the design and equipment procurement stage. Shifting the safety performance evaluation system from lagging metrics (LTIFR) to leading indicators (Near Misses, behavioral audits).
Freight Car Building: Manufacturer Efficiency VS Customer Safety
Integration of safety elements (brake shoes and structural anchors for fall protection systems) directly into the freight rolling stock design at the production stage. The initiative aims to reduce injury risks for consumer companies and change industry standards in railcar building.
Contractor Risk Management: From Blind Spots to a Barrier System
Implementation of an end-to-end contractor risk management system focusing on maintenance work. Using digital tools (Power BI dashboards, electronic permits-to-work, heat maps) for online monitoring and management decision-making.
Transformation of Production Control (Barrier Risk Management Model)
Transformation of the production control system through the implementation of a barrier model for critical risk management (based on the ICMM methodology and Bowtie model). The practice includes identifying critical risks, developing risk maps, building barriers, creating checklists, and fully digitalizing the inspection process with integration into the enterprise's work order system via a mobile app.
Cardinal Safety Rules: Placebo or Effective Medicine
Implementation and optimization of Cardinal Safety Rules (CSR) in a large industrial company. Reducing the list to six key rules, strict enforcement (up to dismissal), and analyzing the impact on fatal injury statistics.
Contractor-Client: Interaction in Safety Matters
A systematic approach to managing the safety of contracting organizations at all stages of interaction. The practice includes differentiating contractors by risk level, auditing at the tender stage, joint training and admission, and applying positive motivation tools instead of fines.
Prevention of Cardiovascular Diseases
A workplace cardiovascular disease prevention system including occupational risk stratification, a five-level investigation of sudden deaths, and control of medical check-ups via a corporate network linked to VHI. Workers with critical illnesses are moved to light duty with a chance to return after successful treatment.
HSE Strategy: How Not to Put Safety on Pause When the Storm Hits
Adapting the HSE strategy during an economic crisis by transitioning to short sprints (Agile), focusing on the top 5 critical risks, and cross-functional financing of safety projects using adjacent department budgets. Digitizing routine processes to free up managers' time for developing behavioral safety.
Occupational Safety in the 21st Century: Challenges and Solutions
Transition to a risk-oriented HSE management model, where occupational risk assessment becomes the foundation of all processes. Implementation of a human-centric approach, including quality staff selection considering risk propensity, onboarding, mentoring, and effective communication to build a conscious safety culture.
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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.
