#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.
From Chaos to Calm: How to Organize a Manager's Work in HSE
Implementation of an HSE manager work standard focusing on line walkdowns. The tool aims to transition from reactive control to a systemic search for improvements through employee dialogue and constructive feedback.
How to "Teach" a Manager Proper Line Walkarounds?
Transforming line walkarounds from formal inspections into a proactive risk management and safety culture tool. Implementing safety dialogues, training line managers in communication skills, and automating walkaround analysis.
Safety Volunteer – A Catalyst for Change
Implementing a safety volunteer program among blue-collar workers to enhance the culture of safe behavior. The practice includes voluntary selection without quotas, interaction with line managers for short-term tasks, and non-financial motivation via targeted training and specialized events.
"Leadership VZOR" Project
Implementation of a unified safety leader role model "VZOR" (Engage, Declare, Provide, Develop) for all management levels. Development of a safety volunteer movement among workers without financial incentives, conducting leadership walkarounds and roundtables, as well as monitoring effectiveness via dashboards and pulse surveys.
HSE and Production: Quirks of Perception and Why It All Matters
A comprehensive program for transforming the image of the HSE department to transition from a supervisory role to a business partnership. It includes assessing personnel perception using the Hudson ladder, developing specialists' soft skills, joint project work with production to reduce risks, and implementing modern communication formats, including one-page instructions and short videos.
Helping Employees Develop Safe Behavior Through Working with Their Own Mistakes
Implementation of the SafeStart behavioral safety program at the Takeda pharmaceutical plant. The program aims to reduce injuries by helping workers recognize their own states (rushing, fatigue, frustration, complacency) and prevent critical errors.
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How to Become the Best Manager of the Year? Winners' Experience
Participating in the HSE Top 100 professional rating as a tool to increase a manager's personal authority and the status of the HSE department in the company. The practice includes preparing for public speaking, structuring presentations, and sharing experience with the expert community.
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Opening of HSE DAYS Season V
A comprehensive approach to engaging top management in HSE issues. Includes regular behavioral audits with top executives, their chairmanship in incident investigations, and systematic feedback from HSE specialists.
Metalloinvest: "Safety Above the Plan"
Implementation of the line personnel's right to stop unsafe work in continuous metallurgical production. The practice includes recording refusals via a mobile app or paper forms, analyzing each case at the management level to find root causes, and developing compensating measures without applying sanctions to workers.
T-HSE Management System in EVRAZ Operations
Transformation of the HSE management system (T-HSE MS) focusing on integrating safety into operations. Tools implemented include converting unplanned work to planned, Job Safety Analysis (JSA), specifying manager roles via KPIs, and a digital risk "Heat Map" based on Power BI.
UWP - Unsafe Work Practices - New Approaches to Safety Management
A project to eliminate unsafe work practices (UWP) based on a five-step methodology: categorization of violations, scheduling, development of measures, rapid implementation, and multilevel monitoring. The practice includes identifying root causes of violations, standardizing workplaces, and involving top management to build a safety culture.
Application of Dynamic Risk Assessment in HSE Management
A two-level occupational risk management system at a large industrial enterprise, including primary assessment by expert organizations and daily operational assessment. Visual tools for line personnel (hazardous area passports), contractor interaction algorithms, and a new motivation model for HSE representatives have been implemented.