#Safety culture
Development of a proactive safety culture in production: mindful leadership, motivation programs, contractor engagement, and addressing the human factor. Transitioning from reactive oversight to integrated risk management practices.
Safety Leadership: Myths and Reality
Implementing servant leadership and adapting the Bow-Tie method to assess safety management decisions. The program includes mandatory training for First Line Management and leadership analysis across four areas: communication, interaction, risk-based decision-making, and personal leadership.
Behavior Management Using the ABC Model
Implementation of a Behavioral Based Safety (BBS) system based on the ABC model and PIC/NIC analysis. The practice includes conducting targeted safety dialogues, providing corrective feedback, and analyzing worker motivation to change their attitude toward compliance.
Implementing BBS: How to Effectively Roll Out the Project and Achieve Expected Results
Implementation of the Behavior-Based Safety (BBS) program to shape safe behavior among 100% of the staff. The practice includes conducting behavioral audits and active observations, training auditors and employees in dialogue skills, and integrating BBS tools into the existing HSE management system.
Workplace Safety Observations: The "Look Around" Program at UC RUSAL
Transformation of classic three-stage control into a proactive risk management system through the "Look Around" program. Implementation of a unified IT database to record unsafe actions and conditions, involving a wide range of employees, role distribution, and a non-monetary motivation system.
Safety Culture and Leadership Development in Nuclear Energy
Transition from individual safety to a comprehensive organizational safety culture in the Russian nuclear industry in accordance with IAEA and European regulatory requirements. Implementation of a hybrid approach to safety covering all stages of the facility's life cycle, leadership development, and the use of practical tools to assess and improve safety culture.
Social Dialogue as an Effective Means of Ensuring Safety Culture
A system for building social dialogue with employees to increase engagement in safety issues. It includes the work of the HSE Committee, anonymous feedback channels ("red box", email), dialogue during three-tier control, and non-financial motivation programs (sports events, training, corporate events).
Prospects for the Development of the "Behavioral Safety Dialogue" Program
Implementation of a behavioral safety dialogue (BSD) program in a national company with an extensive network and over 120,000 employees. The practice includes cascade training using emotionally engaging video content, digitalization of the risk recording and escalation process via a mobile app, and a multi-level material motivation system for employees identifying unsafe conditions and actions.
Injury Risk Management Tools
A comprehensive approach to injury risk management in a large generating company. Includes implementing Golden Safety Rules with strict sanctions, regular Behavioral Safety Audits (BSA) by line managers, conscious safety trainings (SafeStart) to prevent critical errors due to loss of concentration, and systematizing work with infrastructure risks.
Management by Objectives in Occupational Safety
The article examines the application of management by objectives technology for developing an occupational health and safety culture in an organization. The material analyzes the division of indicators into state goals and driver goals, allowing progress to be tracked and randomness in achieving results to be eliminated. An analysis of goal-setting and cascading mechanisms shows how to synchronize department operations and increase employee engagement.
Formation and Development of the Institute of Safety Culture Representatives
Creation and development of an institute of safety culture representatives elected from respected employees. The practice includes building a vertical structure led by top management, training, financial and non-financial motivation, and regular experience exchange through rallies.
Three Safety Initiatives at TotalEnergies
Implementation of three practical initiatives to increase personnel awareness: the "Safety Green Light" procedure before starting work, joint safety tours involving management and contractors, and the use of visualized checklists for the five most dangerous types of work.
Comprehensive Competency Development for HSE Professionals
Implementation of a step-by-step competency development program for HSE professionals, transforming them from controllers into internal consultants and change agents. The program includes three stages (specialist, senior specialist, lead specialist) focusing on field practice, mentoring, coaching, and strategic leadership, with the defense of a practical improvement project as a mandatory condition for transitioning to a new grade.