#Systematization
Systematizing HSE management processes. Moving from spot fire-fighting to a structured OHS system. Contains cases on auditing processes, regulating roles, unifying rules, and preparing for certification.
Risk-Free Startup: How to Integrate HSE into Project Management at the Earliest Stages
Integrating HSE requirements into project management processes at the design and commissioning stages. The practice includes standardizing technical specifications, mandatory expert review of high-risk procurement, and implementing multi-stage safety checks during equipment installation and comprehensive testing using digital checklists.
Implementation of a Safety Priority Process Management System Using Specialized Software
Implementation of a safety priority process management system using specialized software (Business Studio). The practice includes three-level process detailing, automatic generation of regulations and job descriptions, and synchronization of strategic goals with operational activities.
Optimizing the PPE Provision System for Employees: From Planning to Application
Optimization of the PPE provision system at an enterprise with over 4,000 employees. Implementation of a corporate workwear brand book, creation of a unified nomenclature in 1C, transition to unit-rate procurement with size ranges, and organization of incoming quality control.
Approving Deviations from Internal Requirements or How Production Can Increase Efficiency Without Compromising Safety: A Road Safety Example
Implementation of a managed deviation approval system for road safety requirements for in-house and contractor vehicles. The system includes classifying violations into critical and permissible, developing compensatory measures for the temporary operation of defective equipment, and redirecting contractor fines into investments in their own safety.
Improving Safe Working Conditions Through the Development of the Production System
Integration of production system tools (5S, idea submission system, visual management, standard operating procedures) into safety processes in the oilfield. The practice includes department ranking, as well as material and non-material motivation of personnel for initiatives to improve working conditions.
Mutual Integration of the Performance Management System (including Kaizen, TOC, 5S, Lean Production) and the HSE Management System
Integration of the performance management system (Kaizen, lean production) and the HSE management system through the creation of joint project offices. Implementation of improvement projects that simultaneously increase production efficiency and safety levels (e.g., video monitoring, ventilation modernization, ACS implementation).
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.
Improving the Efficiency of Safety Processes, Identifying and Developing Internal System Reserves
Centralization of the HSE function and transition to process management with designated process leaders. Unification of local regulations, risk-based planning, and digitalization of routine operations (medical exams, SAWC, work permits, briefings).
Production System Elements as a Tool for Efficient and Safe Work
Integrating safety requirements into the company's production system elements. Implementing standardized operation cards, 5S, the "I Have an Idea" continuous improvement program, and team ratings based on HSE performance.
Impact of the Process Management Approach on Safety Culture at JSCo "RZD"
Automating the Process of Providing Employees with Personal Protective Equipment
Automation of the process of providing employees with PPE and technological clothing based on 1C products (HRM, Occupational Safety, ERP). Includes nomenclature systematization, development of uniform provision matrices considering USN requirements and GMP standards, and transition to electronic issuance accounting (generating MB-7 statements) with the elimination of paper personal cards.
HSE Management System: A Course on Worker Safety
Implementation of an original 12-element human-centric and risk-oriented HSE model. The model divides incident causes into unsafe acts (direct and indirect) and unsafe conditions (eliminable and manageable), forming protective barriers for each, including commitment development, telemedicine, root cause analysis, and personnel involvement.