#Training
HSE personnel training and development: modern remote formats, interactive training grounds for hazardous work, gamification, and on-the-job microlearning. Transitioning from formal planned briefings to continuous educational programs converting theory into sustainable skills.
Operational Production Risk Management – The Evolution of Safety Mentoring
Implementation of a mentoring program for Operational Production Risk Management (OPRM) in the workplace. Mentors without punitive functions spend 4 to 6 days with crews, helping work supervisors and contractors apply safety tools in practice and developing their leadership competencies.
Psychological Safety of Employees
A comprehensive employee psychological well-being program, including a stress audit, corporate marathons for developing stress resistance, training in pre-psychological first aid skills, and modular post-COVID recovery programs. The program aims to reduce anxiety levels, prevent emotional burnout, and, consequently, decrease occupational injuries.
The Role of the Educational and Methodological Component in Safety Training
Creating a corporate technical HSE training center focusing on the educational methodology and practical skill development. Implementing unified teaching standards ("karaoke programs") by engaging internal experts (foremen, mechanics) as paid trainers.
Systematization of Competence Assurance
Systematization and automation of the personnel competence assurance process using the "Golden Employee" concept as a KPI. The practice includes personnel categorization, competence profile creation, and training management digitalization based on SAP.
Anticipate by Inspecting. Digitalization of Energy Supervision
Creation of a comprehensive automated system of departmental energy supervision (AS SVEN) to transition from paper reports to a unified digital ecosystem. Implementation of failure tracking modules, control of corrective actions with a strict 10-shift regulation, development of a desk audit mechanism, and transition to predictive analytics based on accumulated data.
Process Transformation in Occupational Safety
Transformation of the HSE function in a large mining and metallurgical company by separating it into an independent vertical and shifting from a reactive model to a risk-oriented approach. Implementation of phased injury reduction KPIs, cross-functional collaboration, and targeted technological safety programs using digital tools.
HSE Function Leadership in Developing a Safety Culture
Transformation of the HSE function from an inspection approach to a business partner role through competency assessment, team training, and transferring project sponsorship to top management. Implementation of digital tools for mass employee engagement in recording unsafe acts and conditions.
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.
Creation and Management of Technical HSE Training at PJSC SIBUR Holding
Creation of a corporate practical HSE training center with the separation of mandatory and skills-based training. Designing training grounds considering real production specifics and introducing an institute of internal "playing" trainers from among the production personnel.
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.
Hazardous Area Marking. From Project to Practical Implementation
A systematic approach to hazardous area marking in production, including standard development, facility audits, graphic layout creation, and practical marking application. The project is implemented in-house, engaging employees through surveys, focus groups, and gamification elements to raise awareness of safety signs.
Practice of Creating Risk Management Systems Under the Safety II Concept
Implementing the Safety II concept focusing on the analysis of successful work operations and positive deviations. Empowering line managers (shift and department supervisors) as HSE representatives to collect information about errors and hidden risks directly at the workplaces.