#Vision Zero
The Vision Zero concept as the global foundation for a safe business. This section is dedicated to the practical application of the seven 'golden rules' of the concept: from demonstrating absolute leadership by executives to involving every employee in occupational risk management. It presents examples of how companies succeed in transforming the core principles of Vision Zero from formal declarations into working mechanisms integrated into daily production processes and long-term business strategy.
What is More Valuable: Tons of Production or Preserving Human Life and Health?
Seven Golden Rules of Vision Zero: How to Implement Zero Injuries in Practice
The International Vision Zero Concept and Russian Legislation: Evolution of the Safety Approach
Contractor Management Strategy
A multi-stage contractor management system at a hazardous production facility, including prequalification at the tender stage, two-stage site admission, and continuous control. The practice integrates motivation tools (replacing fines with PPE purchases), regular contractor ranking, and cascading international Vision Zero and 5Z concepts.
Strategy and Tactics
Integrating HSE and environmental goals into the overall business strategy of a food industry company with regular reporting to the management board. Implementing a management system based on ISO 45001 and ISO 14001 standards, using Yandex Forms to collect near-misses and safety tags, and linking employee career growth to HSE knowledge.
Incident Investigation in Industrial Safety
Game Mechanics in Training for Safe Work Methods
Contractor Engagement Strategy at ZARUBEZHNEFT-Dobycha Kharyaga
A multi-level contractor management system including risk-based contract ranking, pre-qualification audits, strict contract requirements, rating, and motivation. Integration of Vision Zero and 5Z concepts to achieve zero injuries.
Implementing the Vision Zero Concept: Zero Harm
Changing the Target Process for HSE Issues: Barriers and Solutions
A phased transformation of the HSE goal-setting system, transitioning from strict directive KPIs to proactive indicators. Implementation of the "Territory Norm," "Work Norm," and "Leader Norm" concepts, along with the use of cross-functional KPIs for adjacent departments (HR, PR, IT) to build a zero-injury culture.
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Leaders on What Matters Most
Building a safety culture through the personal leadership of the CEO. Practices include implementing Process Safety Management (PSM), an uncompromising attitude towards violations and incident concealment, and the top executive's personal involvement in incident investigations and new initiatives.
Building a Safety Culture and Sustainable Development at Russian Railways (JSC RZD)
Integration of sustainable development (ESG) principles into the strategy of a major transport company. Implementation of environmental initiatives, including climate projects, green supply chains, and the circular economy, as well as employee engagement in HSE issues using the example of developing women's workwear.