#Safety leadership
Safety leadership in industrial environments: the role of top and middle management in corporate transformation. Case studies of companies applying leadership walk-arounds, open dialogue with workers, and personal examples to reach zero injuries.
Safety Culture: Increasing Awareness and Engagement Through Digitalization
Transitioning from a punitive system to a proactive safety culture by changing KPIs and engaging staff. Implementing the '10 Life Risk' program focusing on critical hazards and using accessible digital platforms (WhatsApp) to communicate with employees without corporate email.
Checklists as a Control Tool for High-Risk Work
Implementation of simple visual checklists to control high-risk work (at height, power systems, lifting, confined spaces, hot work). The cards contain pictograms and 10-12 questions, and can be filled out by any employee on-site to immediately identify and eliminate violations.
Development of New Approaches to Leadership and Safety Culture
Transformation of safety culture approaches in a large corporation focusing on psychological safety, Human Performance, and a learning mindset. Revision of KPIs: moving away from tracking minor injuries in favor of deep analysis of serious and High Potential Incidents (HPI), and implementing Fair Event Handling for Life-Saving Rules violations.
Safety Structure at INK LLC
A multi-level HSE management structure using international incident investigation and risk assessment methodologies. Implementation of the "Risk Control" system using Job Safety Analysis (JSA) and digital tools for prompt hazard identification, along with a management motivation system based on safety performance.
Effective HSE Communication. Ways to Engage Employees in Safety Issues
A comprehensive internal communications system in occupational safety, including corporate media, employee videos, regular safety committees, and feedback tools. The practice aims to engage personnel at all levels, from top management to ordinary workers, in HSE issues and create a unified information space.
HSE Leadership Practices at Different Management Levels
A comprehensive system for engaging managers at all levels in HSE issues. It includes personal safety plans for top management, the "Fresh Look" project with regular site walk-arounds by functional directors, the creation of High-Risk Competence Centers, and the implementation of the "Safety Star" motivation system.
Observation and Intervention Program as a Tool in Developing Safety Culture
Implementing an observation and intervention program to develop workplace safety culture. Practices include establishing intervention obligations in company policy, multi-level staff training to overcome cultural barriers, regular team walkdowns, and digitalizing data collection via SharePoint.
Hazard Identification, Signs and Markings: UC RUSAL Experience
Development and implementation of a unified corporate hazard visualization standard, including group safety signs, signal markings, light and sound alarms, and a fencing system. The program is executed through targeted workplace inspections involving department heads and aims at proactive injury prevention.
Implementing the 12 Life-Saving Rules as an Effective Tool to Improve Safety Culture
Implementation of 12 standardized life-saving rules at a production site to prevent fatal incidents. The practice includes dividing rules into general and risk-oriented, active involvement of line managers, use of visual materials, an internal website with video instructions, and testing with elements of humor.
Fair Treatment of Personnel and the No-Blame Principle in Safety Culture
Implementation of fair treatment principles and a reporting culture to reduce injuries. The practice includes rejecting punitive measures for unintentional errors, analyzing root causes of incidents, and involving personnel in identifying organizational flaws.
Leader's Tools for Enhancing Safety Culture
Integration of safety culture principles into the organization's management system and supply chain. Implementing a non-punitive culture, developing leaders' managerial courage, and applying international IAEA and WANO standards to assess and enhance safety levels.
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.