#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.
Three-Stage HSE Control System
Implementation of a three-stage HSE control system with a clear distribution of roles. The practice includes daily inspections by line managers, biweekly joint walkarounds with an HSE specialist, and quarterly cross-functional audits involving top management. Violations are recorded and tracked using a unified table and basic messengers without complex IT solutions.
Leadership in Safety Culture
A comprehensive approach to building a safe production culture (SPC) in an oil and gas company, including changing employee attitudes through specialized training sessions, developing four key leadership skills in managers, implementing a workplace mentoring system, and creating informal communities to generate bottom-up initiatives.
Safety Culture: Transitioning from Reactive to Interdependent
Step-by-step transformation of safety culture using the Bradley Curve model and High-Performance Organization (HPO) methodology. Assessment and development of processes across six key elements: structure, reward and punishment system, performance management, data collection, competencies, and tasks.
Behavioral Aspects in Ensuring Safety
Implementation of the SafeStart methodology and behavioral safety audits to manage the internal state of workers (rushing, frustration, fatigue, complacency). Integration of SafeStart elements into internal standards and instructions, as well as conducting regular discussions between line managers and staff to prevent injuries.
Implementing International Experience in Process Safety
Implementation of 10 Process Safety Fundamentals based on the analysis of international incidents. The practice includes phased adaptation of rules, creation of cross-functional working groups, visualization of requirements, daily monitoring of violations, and assessment of culture maturity using a radar chart.
Safety Leadership
Implementation of the "Safety Leadership" program for line managers (front-line leaders) based on an adapted international course. The program includes training internal trainers, multi-stage management training, six months of on-the-job support, and final certification.
International ISO 45001 Standard: Challenges and Opportunities
The transition of a large manufacturing company to the international ISO 45001 standard using multi-site certification. Practices include implementing a process approach, assessing business risks, creating HSE working committees, and a non-financial employee motivation system.
Safety Leadership at Shell. Examples of Leadership Development in Joint Ventures
Transitioning from strict injury KPIs to proactive indicators and the concepts of Human Performance and Learning Mindset. Implementing a culture of psychological safety for open discussion of incidents and errors, as well as translating safety standards in joint ventures through boards of directors.
Obstacles on the Path to Goal Zero. Experience in Developing a Safe Production Culture at the Salym Group of Fields
A comprehensive program for transforming the safe production culture in an oil and gas company, aimed at transitioning from directive control to conscious partnership. It includes implementing emotionally engaging introductory sessions, an institute of internal trainers, a promise matrix, intervention days, and a focus on analyzing the behavioral causes of incidents.
Contractor Management
A contractor management system including strict contractual requirements, replacing fines with mandatory training for violators at the contractor's expense, and company rating. Automated terminals for pre-shift testing and a supervising institution for on-site control have been implemented.
Leadership Starts With You! Webinar with Metallurgy Top Managers
Implementation of a risk-oriented approach and tools for personnel involvement in safety management at metallurgy enterprises. Practices include using mobile apps for hazard recording, conducting safety dialogues at all management levels, and applying motivation systems (bonuses and penalties) to form a conscious attitude toward HSE.
Leadership Safety Audit
Implementing a system of leadership (behavioral) safety audits based on open dialogue and the Vision Zero concept. The practice includes using anonymous stop-cards, evaluating effectiveness via the international 5Z system, and training managers in psychological interaction skills with employees without formalism.