#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.
Contractor Engagement Strategy at ZARUBEZHNEFT-Dobycha Kharyaga
A multi-level contractor management system including risk-based contract ranking, pre-qualification audits, strict contract requirements, rating, and motivation. Integration of Vision Zero and 5Z concepts to achieve zero injuries.
HSE Training at Metalloinvest: How Do We Do It?
Transformation of corporate HSE training, shifting from formal lectures to practical skills development and a risk-oriented approach. Training is conducted by internal trainers from production personnel directly in the workplace using a three-level model: working with beliefs, identifying hidden threats, and mastering new safety tools.
Leadership in Risk Management
Implementation of the "Leadership in Risk Management" project at a cement plant in Uzbekistan, considering local mentality and language barriers. Transitioning from a reactive model to a proactive risk-oriented approach through small group training, practical "risk hunting," digitalization of reporting (Telegram bot and mobile app), and gamification (internal currency "tops").
Preparing Personnel for Inspections. A Course for Improvement
A systematic approach to preparing personnel for external and internal inspections, including the use of checklists for self-audits, training in behavioral standards when interacting with inspectors, and analyzing the root causes of identified non-conformities. The practice is aimed at reducing employee stress and turning inspections into a tool for process improvement.
Development and implementation of digital technical control systems to correct dangerous personnel behavior
Implementation of a multi-level digital control system for dangerous personnel behavior at a large industrial enterprise. Use of UAVs, wearable DVRs, and surround view systems to monitor critical risks and create educational video content based on real violations.
Managing Occupational Injury Risks at Various Stages, from Design to Implementation
Implementation of a four-level risk assessment system at all stages of the project lifecycle, from design to execution of work tasks. Application of hazard identification tools (Job Safety Analysis, SIMOPS, Socratic method, STA) with the involvement of line managers and production personnel.
The Procedure for Interacting with Contractors in Harmony – or How Internal Production Culture is Reflected in Our Partners
Implementation of a cross-functional management model for engaging contractors at the service need formation stage. Using a requirements constructor and separating technical specifications from safety requirements to minimize risks and improve service quality.
Occupational Risk Management. How to Improve Efficiency
Implementation of a full occupational risk management cycle, including hazard assessment when working with contractors and dynamic workplace monitoring. The practice covers dividing work into risk levels, integrating safety requirements into the contract life cycle, and regularly informing employees through microlearning.
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Leaders on What Matters Most
Building a safety culture through the personal leadership of the CEO. Practices include implementing Process Safety Management (PSM), an uncompromising attitude towards violations and incident concealment, and the top executive's personal involvement in incident investigations and new initiatives.
The Role of the HSE Function in Implementing the ESG Agenda
Integration of the HSE function into the corporate ESG agenda using a risk-oriented approach. Centralized risk management at the top management level, implementation of a contractor pre-qualification system, and automation of routine HSE processes through multifunctional centers.
Engaging Managers and Developing HSE Leadership at NLMK Group
A comprehensive approach to HSE leadership development by engaging top management in sponsoring specific risks and creating enterprise committees. Implementation of practical tools for line managers and employees: behavioral safety dialogues, safety contacts with a topic calendar, hazard registration via smartphones linked to KPIs, and hosting a Safety Week.
Managing Industrial Safety Risks with Digital Solutions
Transitioning from managing risk areas to managing specific incident scenarios using the Bow-Tie method. Developing and implementing an in-house IT ecosystem for risk analysis, ranking safety barriers, and monitoring their performance via mobile apps and dashboards.