#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.
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Roundtable "Proactive Safety Indicators: What Really Works and What Becomes a Fiction?"
Implementation of proactive safety indicators to transition from reactive to preventive management. Decomposition of strategic goals (zero injuries) to the line manager level through metrics such as the number of observations conducted, violations identified, and improvements implemented.
How to Support the System Under Multiple Changes
A comprehensive strategy for restoring and stabilizing the HSE management system amid staff shortages and structural changes. Includes updating risk assessments, implementing Management of Change procedures, crisis committee operations, revising financial motivation and competency matrices, and regular employee pulse surveys.
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Benchmarking Session: "How to Engage in Safety: From Top Management to Workers"
Creating an institution of informal safety culture leaders (representatives and ambassadors) without supervisory functions. Implementing personal projects for top managers and engaging production managers through participatory development of HSE measures.
Open Dialogue with Ekaterina Rogova: How to Reduce Severe Injuries by 70% in 2 Years
Systemic transformation of HSE approaches, including practice-oriented training for line managers, risk management systems, and department ratings. Rejecting the 'human factor' concept to find root causes and create convenient conditions for safe work.
Direct Line with HSE Leaders: Alexander Pivikov
A comprehensive approach to transforming corporate safety culture by engaging top management in regular audits (gemba), digitizing key HSE processes (audits, investigations, electronic permits-to-work), and replacing fines with positive motivation tools and pass blocking. Allocating specialized departments for safety culture development separates compliance tasks from cultural initiatives.
Development from an Ordinary Specialist to a Professional: How to Find Your Path and Become an In-Demand Expert
A methodology for conscious professional growth and burnout prevention for HSE specialists. Includes self-analysis tools ("Lifeline", "Wheel of Well-being") and a technique for decomposing long-term goals ("Plan from a Dream") to develop soft skills and transition from an inspector to a partner role.
Living Safety Culture: From Instructions to Communications
Implementation of internal functional coaching and communication practices to develop a safety culture. The approach includes training line managers in live incident reporting (storytelling, dialogue, rituals) and improving the effectiveness of safety tools (DRA, BSA) through open dialogue with employees.
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Opening of HSE DAYS Season VI
Experience sharing and benchmarking between companies to develop safety culture and reduce injuries. Implementing risk management tools like "risk hunting" and "heat maps", as well as creating a volunteer expert squad to help enterprises at early development stages.
Awareness on the Road
A comprehensive system for increasing the awareness of corporate fleet drivers, including the analysis of traffic violations in the format of a trusting conversation, assessment of the driver risk index, and regular communications. The practice is aimed at forming a safe driving culture through the involvement of managers and the analysis of potential incidents.
Enhancing Safety Culture in Vehicle Management
Transforming safety culture in internal transport management through leadership development and engineering barriers. Practices include hardware speed limits up to 30 km/h, seatbelt interlocks, and regular safety culture assessments across 7 areas.
Communication and Employee Engagement in Developing a Safety Culture
A comprehensive approach to engaging employees in developing a safety culture by integrating training with real production practices and large-scale communication campaigns. Internal HSE trainers, field internships for trainers, targeted audits (safety months), an idea submission program, and competitive mechanics (relays, professional skills contests) have been implemented.
HSE Specialist Role Model: Where and How to Add Proactivity?
Implementing Safety Culture Committees as a tool for two-way communication and proactive risk management. Committees are led by line managers, include line walkthroughs of production sites, direct dialogue with workers, and evaluation of event effectiveness using checklists.