The document describes the evolution of safety programs and leadership behaviors using the Bradley Safety Curve model. It discusses five levels of safety maturity and the corresponding management behaviors, with Level 1 being reactive/compliance focused and Level 5 being proactive/integrated into business. It emphasizes the importance of leadership commitment, accountability, developing character among employees, and understanding the difference between management and leadership.
ISO 45001 Essentials for the Safety ProfessionalAbby Ferri
This document provides an overview of ISO 45001 and strategies for implementing an occupational health and safety management system based on the standard. It begins with an introduction to ISO 45001 and its goals of establishing guidelines for OH&S management. Key elements of the standard like leadership commitment and risk-based approaches are explained. Implementation strategies are then discussed, including conducting a gap analysis, communicating changes, defining roles, and emphasizing continuous improvement. The presentation aims to help attendees understand ISO 45001 and develop a plan for assessing current systems and implementing the standard.
Behavior-based safety (BBS) is an approach that aims to reduce unsafe acts in the workplace by modifying employee behaviors and attitudes toward safety. Unsafe acts, such as not following safety procedures or improperly using equipment, are the leading cause of workplace accidents. BBS involves observing employees' behaviors, identifying at-risk behaviors, and providing feedback and incentives to encourage safe behaviors. The goal of BBS is to build a strong safety culture in the organization through positive reinforcement of safe practices.
Sop working at height-Pre -employment Medical examination criterialaddha1962
This document outlines medical examination procedures for workers required to work at heights. It describes conducting detailed physical, clinical, and neurological exams to assess stamina, mobility, strength, and check for medical conditions like diabetes, heart and lung diseases. Investigations like ECG, audiometry and blood tests are also done. Conditions resulting in disqualification include uncontrolled diabetes, vertigo, epilepsy and impaired vision or hearing. A step test is conducted to measure aerobic capacity and ensure it is at least 80% of maximum. Workers must self-certify that they have no medical issues or height phobias that would make working at heights dangerous. The goal is to place medically fit people in jobs and achieve zero accidents.
This document provides information on safety layer of protection analysis (LOPA):
- It describes the steps of LOPA including expressing risk targets quantitatively, determining risk for a system, and reducing risk to meet targets.
- It gives examples of applying LOPA to process designs including a flash drum and fired heater. Initiating events are identified and protection layers are analyzed to determine overall risk. Enhancements may be needed to meet risk targets.
- Key aspects of LOPA are discussed such as determining probabilities of initiating events and protection layer failures, setting risk targets, and approaches to risk reduction including safety interlock systems.
Safety in your company is a top priority, have you completed a process hazard analysis recently? When you complete a thorough PHA it improves safety, benefits your employees, streamlines the process and boosts your bottom line. In this slideshow, you can learn more about what a Process Hazard Analysis is, how it is completed properly and what to do with that information.
The document discusses health, safety, and environment (HSE) management systems and safety culture. It defines safety culture as "the way we do our work in order to prevent injuries from occurring" and notes that elements of a strong safety culture include behavior-based safety, safety-in-design, standard operating practices, safety best practices, and safety management systems. It provides examples of safety practices in offices, with computers, chairs, and desks and also discusses slips, trips, and falls as well as fire/emergency response, conveniences, and vehicle/road safety. It emphasizes that individuals are responsible for their own safety.
About 30 million workers are exposed to hazardous noise on the job. One in 4 of these workers (or 7.5 million Americans) will develop permanent hearing loss.Noise-induced hearing loss is the most common occupational hazard for American workers.Hearing loss from noise is slow and painless; you can have a disability before you notice it.If you must raise your voice to speak with someone only 3 feet away, you are in high (hazardous) noise. It is 100% preventable
The document provides information on risk assessment, job safety analysis (JSA), and how to conduct them properly. It discusses that the majority of construction accidents are due to lack of knowledge about job hazards and controls. JSA covers this gap by training workers on each job task and how to perform it safely. It outlines the steps to conduct a JSA, including selecting a job, breaking it into steps, identifying hazards for each step, developing controls, and monitoring. The benefits of JSA include improved safety understanding and ensuring written work methods for all jobs.
ISO 45001 Essentials for the Safety ProfessionalAbby Ferri
This document provides an overview of ISO 45001 and strategies for implementing an occupational health and safety management system based on the standard. It begins with an introduction to ISO 45001 and its goals of establishing guidelines for OH&S management. Key elements of the standard like leadership commitment and risk-based approaches are explained. Implementation strategies are then discussed, including conducting a gap analysis, communicating changes, defining roles, and emphasizing continuous improvement. The presentation aims to help attendees understand ISO 45001 and develop a plan for assessing current systems and implementing the standard.
Behavior-based safety (BBS) is an approach that aims to reduce unsafe acts in the workplace by modifying employee behaviors and attitudes toward safety. Unsafe acts, such as not following safety procedures or improperly using equipment, are the leading cause of workplace accidents. BBS involves observing employees' behaviors, identifying at-risk behaviors, and providing feedback and incentives to encourage safe behaviors. The goal of BBS is to build a strong safety culture in the organization through positive reinforcement of safe practices.
Sop working at height-Pre -employment Medical examination criterialaddha1962
This document outlines medical examination procedures for workers required to work at heights. It describes conducting detailed physical, clinical, and neurological exams to assess stamina, mobility, strength, and check for medical conditions like diabetes, heart and lung diseases. Investigations like ECG, audiometry and blood tests are also done. Conditions resulting in disqualification include uncontrolled diabetes, vertigo, epilepsy and impaired vision or hearing. A step test is conducted to measure aerobic capacity and ensure it is at least 80% of maximum. Workers must self-certify that they have no medical issues or height phobias that would make working at heights dangerous. The goal is to place medically fit people in jobs and achieve zero accidents.
This document provides information on safety layer of protection analysis (LOPA):
- It describes the steps of LOPA including expressing risk targets quantitatively, determining risk for a system, and reducing risk to meet targets.
- It gives examples of applying LOPA to process designs including a flash drum and fired heater. Initiating events are identified and protection layers are analyzed to determine overall risk. Enhancements may be needed to meet risk targets.
- Key aspects of LOPA are discussed such as determining probabilities of initiating events and protection layer failures, setting risk targets, and approaches to risk reduction including safety interlock systems.
Safety in your company is a top priority, have you completed a process hazard analysis recently? When you complete a thorough PHA it improves safety, benefits your employees, streamlines the process and boosts your bottom line. In this slideshow, you can learn more about what a Process Hazard Analysis is, how it is completed properly and what to do with that information.
The document discusses health, safety, and environment (HSE) management systems and safety culture. It defines safety culture as "the way we do our work in order to prevent injuries from occurring" and notes that elements of a strong safety culture include behavior-based safety, safety-in-design, standard operating practices, safety best practices, and safety management systems. It provides examples of safety practices in offices, with computers, chairs, and desks and also discusses slips, trips, and falls as well as fire/emergency response, conveniences, and vehicle/road safety. It emphasizes that individuals are responsible for their own safety.
About 30 million workers are exposed to hazardous noise on the job. One in 4 of these workers (or 7.5 million Americans) will develop permanent hearing loss.Noise-induced hearing loss is the most common occupational hazard for American workers.Hearing loss from noise is slow and painless; you can have a disability before you notice it.If you must raise your voice to speak with someone only 3 feet away, you are in high (hazardous) noise. It is 100% preventable
The document provides information on risk assessment, job safety analysis (JSA), and how to conduct them properly. It discusses that the majority of construction accidents are due to lack of knowledge about job hazards and controls. JSA covers this gap by training workers on each job task and how to perform it safely. It outlines the steps to conduct a JSA, including selecting a job, breaking it into steps, identifying hazards for each step, developing controls, and monitoring. The benefits of JSA include improved safety understanding and ensuring written work methods for all jobs.
This document provides information on Hazard Identification, Risk Assessment and Control (HIRAC). It defines risk, hazard, and ill health. It explains why HIRAC is important from both legal and financial perspectives. Key aspects of risk assessment are discussed, including factors to consider, evaluating likelihood and severity, and developing a risk matrix. The hierarchy of controls for reducing risk is outlined. Examples of potential hazards, consequences, and control measures are given. Guidance is provided on reviewing risk assessments, including triggers for when a review is needed. Related HIRAC procedures and documentation are listed.
This document introduces the bow-tie risk analysis methodology. It describes how a bow-tie diagram visually maps the relationship between an undesirable event, its potential causes, consequences, and the barriers that prevent or mitigate these. The document provides examples of how to construct a bow-tie diagram by defining the hazard, threats, barriers, escalation factors, recovery measures, and critical safety tasks. It emphasizes that bow-tie analysis can help demonstrate control effectiveness and is a versatile structured approach to risk analysis.
This document introduces MOL Group's Health, Safety and Environmental (HSE) Management System (HSE MS) which translates HSE principles into practical activities and outlines 15 elements to manage HSE across all levels of MOL Group. The HSE MS provides direction to embed HSE into business operations and achieve world-class HSE performance. Managers are responsible for implementing the HSE MS guidelines within their areas through leadership and by establishing roles and responsibilities.
This document discusses behavior-based safety (BBS) approaches. It begins by outlining the objectives of understanding the benefits of BBS, basic principles for motivating safe behavior, assessing organizational readiness, and comparing different BBS systems. It then discusses why traditional safety programs often do not work and explores common "fallacies" regarding safety. Core elements of successful safety programs are outlined, including safety culture and accountability. The rest of the document delves into BBS concepts like antecedents, behaviors, consequences and reinforcement. It examines models for understanding accident causation and human motivation. Benefits of BBS like significant injury reductions are presented. Key aspects of implementing BBS like roles, features, and assessing organizational readiness are covered
The document discusses leadership concepts that can be applied to safety. It discusses that leadership is not power, status, authority or management alone, but is a process of persuasion or example to induce followership. It also discusses five levels of leadership that a safety leader can progress through, from having subordinates to followers who emulate the leader. Finally, it emphasizes that developing a supportive safety culture through caring, trustworthy leadership is key to improving safety outcomes.
This document discusses leadership and safety culture. It begins by outlining the objectives of exploring concepts of leadership and how they can be applied to workplace health and safety. It then discusses what leadership is not, such as power, status, authority, or management. True leadership shapes culture and influences performance outcomes. As a safety leader, visible commitment and leadership in the field are keys to achieving safety success. The document provides tools for safety leaders, including understanding behavior using the ABC model, influencing others positively through RAS questions, and leading effective toolbox talks. It emphasizes that safety leaders must lead by example, recognize workers, and inspire others to behave safely.
7 STEPS TO LEADERSHIP EXCELLENCE IN WORK SAFETY & HEALTH. Abdul Shukor
Knowledge sharing session with Mr. CHRISTOPH MUELLER, CEO of Malaysia Airlines on 11th AUGUST 2015. In efforts to further enhance the performance of the airlines' workforce viz-a-viz Occupational health, safety and ergonomics, steps are proposed and considered. Excellent session throughout. Thanks to the CEO and the management of Malaysia Airlines for this invitation.
This document discusses hazard identification, risk assessment, and risk control. It defines key terms like hazard, danger, and risk. It outlines the risk management process of classifying activities, identifying hazards, assessing risks, implementing risk controls, and reviewing controls. Different types of risks are described like mechanical, electrical, chemical, and ergonomic risks. Methods of risk assessment include qualitative, semi-quantitative, and quantitative assessments using risk matrices to evaluate likelihood and severity of risks. Risk control actions are recommended to eliminate, substitute, isolate, use engineering or administrative controls, or personal protective equipment.
The webinar covers:
• Ways to Identify Hazard
• Risk Assessment
• Hierarchy of Control
Presenter:
This webinar was presented by Mr. David Mutuna, PECB Trainer, who is also the Founder SHEQ and Food Safety Management Systems.
Link of the recorded session published on YouTube: https://youtu.be/9twKT0wc1xc
This document provides guidance on conducting risk assessments through a 5-step process: 1) identify hazards, 2) identify those affected, 3) evaluate risks and controls, 4) record findings, and 5) review regularly. It outlines how to recognize hazards, consider who may be harmed and how, determine existing and needed controls, and document the process. Key steps include walking work areas to find hazards, asking employees for input, and comparing controls to good practices. The goal of risk assessment is to prevent harm through reasonable precautions.
This document discusses noise and vibration. It defines noise as unwanted sound and outlines its classification and measurement. Common sources of noise are listed as stationary sources like factories and mobile sources like traffic. Noise is measured in decibels using devices like dosimeters and sound level meters. The effects of occupational noise on hearing, health, and psychology are described. Vibration is defined as mechanical oscillations and types include free and forced vibration. Causes of vibration include imbalanced parts and meshing gears. The document outlines effects of hand-arm and whole-body vibration and methods to control noise and vibration like anti-vibration tools and safe work practices.
Implementation and application of a Process Safety Management System. This presentation will focus on the history, purpose and scope of a Process Safety Management (PSM) system. Topics covered include:
-Distinctions between personnel and process safety
-Framework and elements of PSM
-Importance of Safety Culture in the implementation and application of a PSM system
-Relevance and importance of regular audits and assessments of PSM systems
The document discusses hazard identification and control, outlining the importance of identifying hazards through inspections, observations, job hazard analyses, and developing effective control programs. It notes that while workplace deaths have decreased significantly since the early 1900s, more work still needs to be done to identify and control hazards. The purpose of the training is to provide knowledge and skills to identify, analyze, and apply control strategies to eliminate or reduce hazardous conditions and unsafe practices.
A safety culture is characterized by shared beliefs, values and attitudes regarding safety. It is a subset of overall organizational culture. Key aspects of a positive safety culture include employees understanding the importance of safety and exhibiting safe behaviors like wearing PPE. Developing a strong safety culture should be a top priority as it has the greatest impact on reducing accidents. Objectives of a safety culture include connecting all employees around reducing incidents through following not just procedures but also being accountable for safety. Management must be committed to enforcing standards while employees follow and ensure compliance. Developing a culture of safety is an ongoing process that requires continuous efforts like training, feedback, and recognizing safe behaviors.
The document discusses implementing an effective health, safety, and environment (HSE) management system. It notes that over 96% of incidents are caused by unsafe actions and conditions. The key steps outlined include conducting a risk gap analysis, identifying hazards through job safety analyses, implementing controls, and demonstrating leadership and workforce engagement. The HSE management system should follow Deming's PDCA (plan-do-check-act) cycle and involve planning, implementation, monitoring, corrective action, and management review to continuously improve HSE performance and corporate responsibility.
The document discusses ISO 45001, which replaces OHSAS 18001 as the international standard for occupational health and safety management systems. It outlines key changes in ISO 45001, including a new risk-based approach, greater emphasis on leadership and worker participation, and alignment with other ISO standards. Risk identification must consider routine and non-routine activities as well as social factors. Opportunities for health and safety improvements must also be identified. Incident reporting and corrective actions require worker participation.
Joint Occupational Health and Safety Committee EffectivenessHeatherawarens
This presentation includes a checklist that can be used to see if you safety committee is meeting the legislative requirement in Nova Scotia. It also cover such thing as roles, responsibilities and well as common mistakes.
This online training course covers the process of conducting risk assessments in the workplace. It explains that risk assessments are required by law and outline the five steps to conducting one: 1) identify hazards, 2) identify those at risk, 3) evaluate risks, 4) record findings, and 5) review assessments. The training provides examples of how to evaluate likelihood and severity of risks to determine level of risk. It emphasizes controlling risks by eliminating or reducing hazards through measures like safe work procedures and PPE. The goal is to understand risk assessments and how to incorporate them to safely manage risks.
The document provides an overview of a workshop on effective safety leadership. It discusses John Gardner's view that understanding is the first step of leadership. The workshop aims to help participants gain awareness of leadership concepts and techniques that can be applied in the workplace to promote safety. It includes sections on the nature of leadership, leadership styles, developing a supportive safety culture, and how leaders can communicate, recognize good work, and develop trust.
This document discusses effective leadership skills for team leaders. It emphasizes building trust with employees through clear communication, recognizing accomplishments, setting expectations, and providing constructive coaching. The document outlines different leadership styles and strategies for motivating employees, resolving conflicts, and implementing disciplinary actions in a constructive manner.
This document provides information on Hazard Identification, Risk Assessment and Control (HIRAC). It defines risk, hazard, and ill health. It explains why HIRAC is important from both legal and financial perspectives. Key aspects of risk assessment are discussed, including factors to consider, evaluating likelihood and severity, and developing a risk matrix. The hierarchy of controls for reducing risk is outlined. Examples of potential hazards, consequences, and control measures are given. Guidance is provided on reviewing risk assessments, including triggers for when a review is needed. Related HIRAC procedures and documentation are listed.
This document introduces the bow-tie risk analysis methodology. It describes how a bow-tie diagram visually maps the relationship between an undesirable event, its potential causes, consequences, and the barriers that prevent or mitigate these. The document provides examples of how to construct a bow-tie diagram by defining the hazard, threats, barriers, escalation factors, recovery measures, and critical safety tasks. It emphasizes that bow-tie analysis can help demonstrate control effectiveness and is a versatile structured approach to risk analysis.
This document introduces MOL Group's Health, Safety and Environmental (HSE) Management System (HSE MS) which translates HSE principles into practical activities and outlines 15 elements to manage HSE across all levels of MOL Group. The HSE MS provides direction to embed HSE into business operations and achieve world-class HSE performance. Managers are responsible for implementing the HSE MS guidelines within their areas through leadership and by establishing roles and responsibilities.
This document discusses behavior-based safety (BBS) approaches. It begins by outlining the objectives of understanding the benefits of BBS, basic principles for motivating safe behavior, assessing organizational readiness, and comparing different BBS systems. It then discusses why traditional safety programs often do not work and explores common "fallacies" regarding safety. Core elements of successful safety programs are outlined, including safety culture and accountability. The rest of the document delves into BBS concepts like antecedents, behaviors, consequences and reinforcement. It examines models for understanding accident causation and human motivation. Benefits of BBS like significant injury reductions are presented. Key aspects of implementing BBS like roles, features, and assessing organizational readiness are covered
The document discusses leadership concepts that can be applied to safety. It discusses that leadership is not power, status, authority or management alone, but is a process of persuasion or example to induce followership. It also discusses five levels of leadership that a safety leader can progress through, from having subordinates to followers who emulate the leader. Finally, it emphasizes that developing a supportive safety culture through caring, trustworthy leadership is key to improving safety outcomes.
This document discusses leadership and safety culture. It begins by outlining the objectives of exploring concepts of leadership and how they can be applied to workplace health and safety. It then discusses what leadership is not, such as power, status, authority, or management. True leadership shapes culture and influences performance outcomes. As a safety leader, visible commitment and leadership in the field are keys to achieving safety success. The document provides tools for safety leaders, including understanding behavior using the ABC model, influencing others positively through RAS questions, and leading effective toolbox talks. It emphasizes that safety leaders must lead by example, recognize workers, and inspire others to behave safely.
7 STEPS TO LEADERSHIP EXCELLENCE IN WORK SAFETY & HEALTH. Abdul Shukor
Knowledge sharing session with Mr. CHRISTOPH MUELLER, CEO of Malaysia Airlines on 11th AUGUST 2015. In efforts to further enhance the performance of the airlines' workforce viz-a-viz Occupational health, safety and ergonomics, steps are proposed and considered. Excellent session throughout. Thanks to the CEO and the management of Malaysia Airlines for this invitation.
This document discusses hazard identification, risk assessment, and risk control. It defines key terms like hazard, danger, and risk. It outlines the risk management process of classifying activities, identifying hazards, assessing risks, implementing risk controls, and reviewing controls. Different types of risks are described like mechanical, electrical, chemical, and ergonomic risks. Methods of risk assessment include qualitative, semi-quantitative, and quantitative assessments using risk matrices to evaluate likelihood and severity of risks. Risk control actions are recommended to eliminate, substitute, isolate, use engineering or administrative controls, or personal protective equipment.
The webinar covers:
• Ways to Identify Hazard
• Risk Assessment
• Hierarchy of Control
Presenter:
This webinar was presented by Mr. David Mutuna, PECB Trainer, who is also the Founder SHEQ and Food Safety Management Systems.
Link of the recorded session published on YouTube: https://youtu.be/9twKT0wc1xc
This document provides guidance on conducting risk assessments through a 5-step process: 1) identify hazards, 2) identify those affected, 3) evaluate risks and controls, 4) record findings, and 5) review regularly. It outlines how to recognize hazards, consider who may be harmed and how, determine existing and needed controls, and document the process. Key steps include walking work areas to find hazards, asking employees for input, and comparing controls to good practices. The goal of risk assessment is to prevent harm through reasonable precautions.
This document discusses noise and vibration. It defines noise as unwanted sound and outlines its classification and measurement. Common sources of noise are listed as stationary sources like factories and mobile sources like traffic. Noise is measured in decibels using devices like dosimeters and sound level meters. The effects of occupational noise on hearing, health, and psychology are described. Vibration is defined as mechanical oscillations and types include free and forced vibration. Causes of vibration include imbalanced parts and meshing gears. The document outlines effects of hand-arm and whole-body vibration and methods to control noise and vibration like anti-vibration tools and safe work practices.
Implementation and application of a Process Safety Management System. This presentation will focus on the history, purpose and scope of a Process Safety Management (PSM) system. Topics covered include:
-Distinctions between personnel and process safety
-Framework and elements of PSM
-Importance of Safety Culture in the implementation and application of a PSM system
-Relevance and importance of regular audits and assessments of PSM systems
The document discusses hazard identification and control, outlining the importance of identifying hazards through inspections, observations, job hazard analyses, and developing effective control programs. It notes that while workplace deaths have decreased significantly since the early 1900s, more work still needs to be done to identify and control hazards. The purpose of the training is to provide knowledge and skills to identify, analyze, and apply control strategies to eliminate or reduce hazardous conditions and unsafe practices.
A safety culture is characterized by shared beliefs, values and attitudes regarding safety. It is a subset of overall organizational culture. Key aspects of a positive safety culture include employees understanding the importance of safety and exhibiting safe behaviors like wearing PPE. Developing a strong safety culture should be a top priority as it has the greatest impact on reducing accidents. Objectives of a safety culture include connecting all employees around reducing incidents through following not just procedures but also being accountable for safety. Management must be committed to enforcing standards while employees follow and ensure compliance. Developing a culture of safety is an ongoing process that requires continuous efforts like training, feedback, and recognizing safe behaviors.
The document discusses implementing an effective health, safety, and environment (HSE) management system. It notes that over 96% of incidents are caused by unsafe actions and conditions. The key steps outlined include conducting a risk gap analysis, identifying hazards through job safety analyses, implementing controls, and demonstrating leadership and workforce engagement. The HSE management system should follow Deming's PDCA (plan-do-check-act) cycle and involve planning, implementation, monitoring, corrective action, and management review to continuously improve HSE performance and corporate responsibility.
The document discusses ISO 45001, which replaces OHSAS 18001 as the international standard for occupational health and safety management systems. It outlines key changes in ISO 45001, including a new risk-based approach, greater emphasis on leadership and worker participation, and alignment with other ISO standards. Risk identification must consider routine and non-routine activities as well as social factors. Opportunities for health and safety improvements must also be identified. Incident reporting and corrective actions require worker participation.
Joint Occupational Health and Safety Committee EffectivenessHeatherawarens
This presentation includes a checklist that can be used to see if you safety committee is meeting the legislative requirement in Nova Scotia. It also cover such thing as roles, responsibilities and well as common mistakes.
This online training course covers the process of conducting risk assessments in the workplace. It explains that risk assessments are required by law and outline the five steps to conducting one: 1) identify hazards, 2) identify those at risk, 3) evaluate risks, 4) record findings, and 5) review assessments. The training provides examples of how to evaluate likelihood and severity of risks to determine level of risk. It emphasizes controlling risks by eliminating or reducing hazards through measures like safe work procedures and PPE. The goal is to understand risk assessments and how to incorporate them to safely manage risks.
The document provides an overview of a workshop on effective safety leadership. It discusses John Gardner's view that understanding is the first step of leadership. The workshop aims to help participants gain awareness of leadership concepts and techniques that can be applied in the workplace to promote safety. It includes sections on the nature of leadership, leadership styles, developing a supportive safety culture, and how leaders can communicate, recognize good work, and develop trust.
This document discusses effective leadership skills for team leaders. It emphasizes building trust with employees through clear communication, recognizing accomplishments, setting expectations, and providing constructive coaching. The document outlines different leadership styles and strategies for motivating employees, resolving conflicts, and implementing disciplinary actions in a constructive manner.
The Challenge of Safety Leadership - Steve Skarke, Kaneka Texas Corporationmarcus evans Network
Steve Skarke, Kaneka Texas Corporation - Speaker at the marcus evans Manufacturing COO Summit 2012, held in Las Vegas, NV, April 16-17, 2012, delivered his presentation entitled The Challenge of Safety Leadership
Leadership is key to health and safety success. Effective safety leadership requires communication to understand different perspectives, leading by positive example, and empowering employees. A review of the 2012 Olympic Games construction found that high safety standards were achieved through multi-directional communication, clear vision and strategy from leadership, and worker involvement including recognition programs. Developing trust between all levels and a culture where safety is a shared value, not just a priority, also contributes to continuous safety improvement.
Role of the Advanced Practice Nurse as Consultantbodo-con
The document discusses the role of advanced practice nurses as consultants. It defines consultation as involving two or more healthcare workers assessing a patient together. Consultants provide advisory expertise to consultees, who are responsible for implementing any recommendations. Effective consultation involves establishing relationships, problem identification, goal-setting, action, feedback, and termination. Advanced practice nurses can become competent consultants with experience, knowledge of systems change and consultation skills.
Safety leadership what does that look like 2011Keith Williams
Safety leadership is important at every level of a project from corporate management to frontline supervisors. Good safety leaders lead by example, coach employees to work safely, and motivate workers to want to be safe. Everyone has a role to play in safety and can demonstrate leadership by being aware of hazards, communicating well, and taking responsibility for themselves and their coworkers.
Forever Autumn Community of Practice - Dublin Castle Presentationanne spencer
This document describes the Forever Autumn Community of Practice, a collaborative group focused on falls prevention for older adults. It was formed in 2014 and currently has 75 interdisciplinary members. The group shares resources to prevent falls and has developed educational programs like Happy Bones for those with intellectual disabilities. Their inaugural conference in 2015 had 135 attendees. The group has created an online portal and resources that receive thousands of views internationally. Their goal is to enhance quality care through continued education on falls prevention and management.
Advanced practice nurses should act as collaborators rather than subordinates. As collaborators, they take responsibility for overall goals and resolving conflicts, using skills like leadership, decision making, and quality improvement. They must work with various groups like other nurses, doctors, facilities, insurers, and patients as collaborators across disciplines to provide comprehensive care.
Leadership and Safety Management for MHE OperationsChris Chaparro
This document discusses various topics related to safety leadership and management, including OSHA requirements for material handling equipment operator training, causes of workplace mishaps, styles of safety leadership, building a safety culture, and tips for managing material handling equipment operators. It emphasizes the importance of management commitment to safety through actions and behaviors like setting goals, leading by example, and providing resources to protect workers.
This document discusses effective leadership practices for safety. It emphasizes that leaders must take responsibility for establishing a values-based safety culture with clear vision, effective safety systems, and frequent attention to safety. Leaders should ensure accountability, address process issues, create alignment of values and practices, communicate the value of safety, build support for safety, monitor the safety process, shape and reinforce safe behaviors, and show that they care about safety. The document provides examples of specific behaviors leaders can demonstrate in these areas.
Este documento presenta información sobre dos tipos de tanques utilizados en la industria petrolera: los tanques de almacenamiento de fluidos (frac tanks) y los tanques de asentamiento por gravedad (gun barrels). Los frac tanks se fabrican de acero resistente y cumplen normas API para almacenar de manera segura combustibles, agua, ácidos y otros fluidos. Los gun barrels son tanques que utilizan la gravedad para separar el petróleo del agua mediante un proceso de deshidratación.
Poster
Davidson R, Denyer D, Pilbeam C (2014) Safety Leadership.
Exhibited at the Mindfulness At Work 2014 Conference #MAWC14
View a related video at http://somresearchinsights.com/2013/09/12/safety-leadership-in-service-organisations
7 Proven Strategies To Turn Your Employees Into Safety Championsguest93d043
This document outlines 7 strategies for turning employees into safety champions: 1) Train employees in safe work practices; 2) Require prompt reporting of all accidents and near misses; 3) Get employees involved in safety audits; 4) Set a good example by following safety rules; 5) Practice good housekeeping; 6) Forbid horseplay and practical joking; 7) Reward safe behavior. The strategies encourage employee ownership of safety through committees, problem-solving teams, incident investigations, training involvement, audits, housekeeping, and rewards for safe conduct.
8 CRITICAL Lessons We Can Learn From Fire Drill @WORK.Abdul Shukor
Fire @Workplace! Nobody likes this. Fire destroys our workplace and may destroy our CAREER too. When fire is small, we control it. When it spreads very quickly, we are outnumbered! So, conducting a fire drill at our workplace is an important event and everybody should participate. Here, I share with you EIGHT critical lessons that may be very useful in the unfortunate event of fire at your workplace.
The document discusses goals and objectives for language curriculum design. It defines goals as general statements about what students should be able to do after completing a program, while objectives are more specific statements about the knowledge, behaviors, and skills students will have by the end of a course or program. The document provides examples of goals and objectives using different frameworks, emphasizes that objectives should directly support achieving goals, and recommends integrating Bloom's Taxonomy when formulating goals and objectives to ensure they address different learning domains.
This document provides a list of free Safety Leadership Training PowerPoint presentations that can be used as examples or resources. There are 10 PowerPoint files listed from various websites that cover topics like safety leadership, creating line management safety leadership, safety leadership seminars, safety leadership classes, measuring the impact of culture change, supervisor safety training, and best safety practices for supervisory leadership. The document recommends reviewing these free resources and notes that each link will directly download the PowerPoint file.
12 Tips for Children's Ministry TeachersLysa Becker
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Is your warehouse safe? Would OSHA agree? In this slide deck, we cover some of the most common hazards and causes of injury in today's warehouses, how they can be prevented, and tips for complying with OSHA regulations in your area.
Global Enterprise Risk Management failed as many organizations did not address the fundamental issue of developing an effective Enterprise Risk Management culture. The Risk Culture Maturity Monitor is an online tool that can accurately measure the level of maturity of an organization's Enterprise Risk Management culture across six operational areas at five different levels. Using outcomes-based reporting, the tool helps organizations identify key areas to focus on to achieve the top level of maturity in developing a mature Enterprise Risk Management culture.
This document provides information and guidance about performance management for managers. It discusses the objectives of manager training on performance management and defines performance management as the process of managing people to do the right things and continuously improve. It explains that a formal performance management system helps align employee and company goals, drives engagement, and addresses legal obligations. The document outlines key steps in performance management like setting goals, coaching, and reviewing performance. It also discusses factors that can influence job attitudes and legal considerations around performance management.
The document discusses 5 keys to successful project management: 1) Obtain good requirements, 2) Perform detailed project planning, 3) Do risk management, 4) Lead the project team, and 5) Create an organizational culture that supports project management. It provides details on each of the 5 keys, emphasizing the importance of requirements gathering, planning, risk management, leadership, and developing an organizational culture and maturity for supporting projects.
This document discusses leadership skills and effective leadership. It outlines key leadership traits like communication skills, being a team player and builder, having integrity, and a positive attitude. It also discusses Stephen Covey's time management quadrant model and levels of leadership hierarchy from Jim Collins' book "Good to Great". The document ends with the author's career roadmap highlighting experiences developing communication skills and working to build teams.
This document discusses creating a culture of operational discipline. It defines operational discipline as doing the right thing, the right way, every time. The core values that define this culture are: level of knowledge, formality, questioning attitude, forceful watch team backup, and integrity. It uses the Deepwater Horizon oil spill as a case study to show how robust processes alone are not enough - a culture embracing these values is also needed. While the BP leaders on the rig followed expected processes like safety tours, they did not demonstrate the core values. For example, they did not have an adequate level of knowledge, ask questions when they noticed issues, or hold others accountable. This highlights the importance of these cultural values for operational excellence.
The document discusses organizational effectiveness and managerial effectiveness. It covers topics like the criteria for measuring organizational effectiveness including goal approach, behavioral approach, and strategic constituencies approach. It also discusses factors that influence organizational effectiveness like strategy, technology, people, and structure. When discussing managerial effectiveness, it examines individual characteristics, managerial job dimensions, and organizational results. It analyzes approaches like the managerial grid and roles of the person, the process, and the product in managerial effectiveness. Current practices for developing and measuring managerial effectiveness in industries and governments are also outlined.
RAMS 2013 Calculating roi when implementing a dfr program by mike silvermanAccendo Reliability
Presentation given at RAMS 2013
Three-phase inverters are physically large, complex and expensive elements of major solar power generation systems. The inverter converts DC power created by the photovoltaic (PV) panels to AC power suitable for adding to the power grid.
The inverters’ reliability testing is a complex task and relies on reliability block diagrams (RBD), vendor and field data, plus selecting accelerated life tests (ALT) based on critical elements of the product.
This paper illustrates a case study that developed an RBD, used field and vendor data, and includes the design and use of two ALTs. The result is a working framework or model that provides a reasonable estimate of the expected lifetime performance of the inverter. While any project similar to this, is always a work in progress, the examination of the decisions and inputs for the model proves valuable for the continued improvement of the model and resulting life predictions. This project provides an excellent real life example of reliability estimation having a multitude of constraints including: sample size, test duration, and field data, thus having to rely on all sources of available data starting from field and vendor data to theoretical component reliability calculations, ALT plan execution, failure analysis, and finally summarizing the results using RBD to estimate product expected lifetime. At the time of writing this paper, based on completion of system level ALT, an availability of 99.97% is valid over a 10 year period according to southern Ontario weather as the main installation base. This will be revisited once subsystem ALT is completed.
This document discusses assessing the security maturity of an organization. It introduces a new assessment tool called the Security Maturity Assessment (SMA) which is based on the Capability Maturity Model (CMM) approach. The SMA evaluates an organization's security practices across ten areas outlined in the ISO 17799 standard and assigns maturity levels between 1 to 5 to indicate how well practices are defined, managed, and optimized. Conducting an SMA involves interviewing staff, collecting documentation, tabulating results, and presenting findings to help organizations measure security readiness over time, ensure compliance, and prioritize improvements.
The document introduces Julia Foutch as an administrative professional with strong skills in Microsoft Office applications and various operating systems. It highlights her strengths such as following instructions, excellent customer service, and ability to find solutions. The document also outlines Julia's experience coordinating events, using spreadsheets, and raising participation in her previous role at United Way.
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What HR Can Learn From American Idol to Improve Individual, Team, and Organi...rcsatterwhite
The popularity of American Idol rests on its ability to integrate and simplify six basic elements of a successful performance appraisal process: standards, auditions, critiques, developmental suggestions, advisors, and advertisements – which, in HR terms, are criteria, performance, ratings, feedback, mentors, and communication (respectively). This virtual session will focus on how to leverage the performance appraisal elements embodied by this smash hit to drive performance at individual, team, and organizational levels, including: 1) various criteria used to evaluate performance; 2) the importance of opportunities to display and observe performance; 3) how ratings can be used to propel performance; 4) linking evaluations to feedback and action planning; 5) the relationship between mentoring and performance; and 6) the significance of communication to program success.
The document discusses different leadership perspectives including authentic leadership, adaptive leadership, and the characteristics of "Level 5" leaders as described by Jim Collins - namely, that Level 5 leaders channel their ego and ambition into the organization rather than themselves and demonstrate a compelling modesty and humility alongside an unwavering resolve to do what it takes to achieve great long-term results for the company.
The document discusses the need for organizations to mature their approach to cybersecurity and vulnerability management. It outlines a 5-step model for maturity: from basic scanning to prioritizing vulnerabilities based on risk, to taking an attacker-focused approach, and ultimately aligning security goals with business goals. The document argues that current reactive approaches are overwhelmed by data and do not effectively protect critical assets, and that organizations need to continuously monitor vulnerabilities, understand attack paths, and unify security and business processes to reduce risk exposure.
CONF. 404- Effective risk management and avoiding project disasters. A pragma...PMI-Montréal
The subcontractor's subject matter experts may not be available when needed or their work may not meet expectations.
Mitigation Actions:
- Define clear roles and responsibilities for subcontractor in SOW
- Include penalty clauses for non-performance
- Require resumes of key personnel and approve in advance
- Establish regular check-ins with subcontractor to review progress
- Maintain list of backup subcontractor resources
Risk Category: Schedule
• Aggressive timeline increases risk of delays
Mitigation Actions:
- Add schedule contingency/float
- Break work into phases with checkpoints
- Overstaff critical activities
- Identify and prioritize critical path activities
- Establish escalation process
The document discusses risk management for large agile projects. It begins by explaining why explicit risk management is needed for large projects operating in high uncertainty. It then outlines a three part approach: [1] Identify risk drivers by defining objectives and determining factors that could impact success or failure, [2] Conduct agile risk assessments by evaluating threats and opportunities against the risk drivers, and tracking this in a risk profile, [3] Integrate risk management by planning responses, using a risk board, and including risks in acceptance criteria. The document provides examples of how to identify common risk drivers in areas like business, technical, feedback, organizational, and dependencies.
The document discusses risk management for large agile projects. It defines risk management and describes how agile implicitly manages risk through feedback cycles, co-located teams, and continuous delivery. However, it notes limitations of agile and traditional risk management approaches for complex projects. The document proposes identifying risk drivers, conducting agile risk assessments against those drivers, and integrating risk management into the project workflow to better handle uncertainty and interdependencies at scale.
This document discusses improving reliability and maintenance through organizational culture change. It introduces Ian Knight from the Reliability Institute in the Netherlands who has 35 years of experience in condition monitoring, lubrication, and equipment reliability. Knight discusses examples of implementing change programs focused on maintenance, reliability, and production. He emphasizes that changing organizational culture is key to successful and sustainable change efforts, and outlines a framework for assessing culture and driving change through initiatives, activities, and ongoing evaluation.
Raymond Ochs, Vice-President of Training Systems, All-Terrain Vehicle Safety Institute, presented this at CPSC's ATV Safety Summit Oct. 12, 2012. The ATV Safety Institute (ASI) believes in the value of high-quality safety education and training that puts contemporary learning theory into effective practice. Safety countermeasures need to address several audiences, from novice riders to enthusiasts, and to leverage several delivery mechanisms, from electronic and web-based formats to classroom and hands-on training. For nearly 25 years, the core ASI program has been the ATV RiderCourse. In an effort to make the ATV RiderCourse more accessible, ASI recently developed an alternative delivery and participation option through a two-part E-Course and S-Course. In complementing and reinforcing each other, the E-Course provides cognitive learning through three age-appropriate modules while the S-Course provides the skills training and safe riding practices. These courses along with supplementary public information and education programs such as the youth-oriented Treadsylvania, a fun, and engaging web-based game, provide a multi-pronged approach. Because the heart of the ATV RiderCourse and other interactive programs is the dynamic relationship of rider and Instructor, ASI provides initial Instructor training processes coupled with formal development opportunities to foster effective teacher-learner transactions. The result is a student centered instructional strategy that helps riders not only value safety, but internalize safe riding practices in their day-to-day ATV use.
This document introduces the return on investment (ROI) methodology for measuring the value of project management. It discusses why measuring value is important, as most projects are over budget and behind schedule. The ROI methodology provides a 10-step process for conducting an evaluation, including planning objectives, collecting data during and after implementation, analyzing data, calculating costs and benefits, and reporting results. Implementing ROI can help justify budgets, improve processes, and show how project management contributes to business goals.
The document summarizes key changes to the Committee of Sponsoring Organizations of the Treadway Commission's (COSO) internal control framework, including:
1) It adds three new components - internal environment, objective setting, and event identification - expanding the original five components.
2) It adds a strategic objective to the original three objectives of operations, reporting, and compliance.
3) It provides overviews of the eight components and four objectives, outlining factors and processes within each.
The framework is intended to help organizations effectively manage enterprise risks and achieve objectives.
Similar to Safety Leadership - Clark Peterson, SKANSKA USA Civil West (20)
The document discusses public-private partnerships (P3s) and best practices for their use. It describes the American Infrastructure Alliance Initiative (AIAI) which advocates for P3s to help address America's infrastructure deficit. The AIAI recommends that P3 legislation provide flexibility, use industry standard definitions, outline clear procurement processes, allow stipends for unsuccessful bidders, exclude submission fees, and provide flexibility in requiring appropriate security. Examples of successful P3 transportation projects in the US and Canada are also presented.
This document discusses fleet management and leasing vehicles. It provides an agenda that includes an introduction to Enterprise Fleet Management, the advantages of leasing over purchasing vehicles, the proper vehicle life cycle, what fleet management entails, and ends with a Q&A section. Enterprise Fleet Management works with small to medium sized fleets, and specializes in reducing costs and improving efficiency through strategies like optimizing the vehicle life cycle and controlling operating expenses.
This document discusses various financing and leasing options for equipment, including:
- Installment sale contracts (ISC) provide ownership with tax benefits and lowest total acquisition cost but require a down payment.
- Finance leases provide 100% financing and tax benefits are retained by the lessee. Options include a low balloon payment or residual value purchase.
- Flex leases provide low monthly payments and tax benefits while allowing early returns.
- Tax leases qualify as off-balance sheet financing, provide low payments, and free working capital while the lessor retains tax benefits. Options include customer value options (CVO) and long-term rentals with a fair market value purchase option.
This document summarizes California's transportation funding history and current challenges. It notes that California's transportation funding will collapse in 2013 due to declining gas tax revenues and diversions. The state has $295 billion in unmet transportation infrastructure needs through 2021. Without new funding, 58% of roads will require rehabilitation and 20% of bridges will need major work. The document calls for developing local and state funding solutions to address the crisis and invest in maintaining California's deteriorating transportation system.
An explosion at a construction site injured and killed several employees. The site manager must now deal with the aftermath, including responding to demands from emergency responders, an OSHA inspector, and an attorney representing an employee's family. The manager is advised to take a deep breath, know they will be second-guessed, and remember that the time to learn crisis management is not during a crisis. They are told to limit who is involved in responding and investigating, and to consider using attorneys and specialists to help navigate legal risks and privileges.
This document summarizes the Cal/OSHA appeals process. It describes the key entities involved, including the Standards Board, Appeals Board, and Division. It outlines the appeals process, from citations being issued through informal conferences, appeals, and issues considered. It also discusses employee participation, defenses, hearings, decisions, and resources for further information.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The Do's and Don'ts of Workplace Accident InvestigationsAGC of California
This document provides an overview and guidelines for conducting workplace accident investigations. It notes that the political climate in California favors more aggressive enforcement by Cal-OSHA against employers. The document outlines potential consequences of accident investigations, including citations, increased workers' compensation costs, criminal charges, lawsuits, and more. It provides numerous "rules" for employers, such as not conducting interviews without witnesses and appealing all citations. The goal is to minimize liability and legal risks during such investigations.
This document provides information about skin cancer prevention from the California Skin Cancer Prevention Program. It notes that skin cancer is the most common form of cancer in California, with an estimated 7,050 new cases and 925 deaths from melanoma in 2012. The three main types of skin cancer are discussed. Risk factors like family history, fair skin and numerous moles are outlined. Prevention tips include wearing sunscreen, protective clothing and sunglasses, limiting sun exposure, and avoiding tanning beds. The ABCDE method for checking moles is explained. Treatment options like surgery, radiation therapy and cryosurgery are listed, with prevention emphasized as the best approach. Frequently asked questions about sunscreen use, application and types are answered.
This document summarizes the Blitz Build project in Joplin, Missouri in 2012 carried out by California State University, Chico students. It discusses the goals of providing students with hands-on construction experience while helping communities, introduces those involved in planning and executing the project safely, and outlines the challenges, structures, training, and successes of the project which saw students build 4 homes in 7 days while upholding their zero-incident safety policy.
Working at the Speed of Night - Vicky Hoyt, Flatiron West, Inc.AGC of California
This document discusses work zone safety and dangers. It outlines objectives to define work zones and hazards, discuss current safety measures, and identify actions to improve conditions. The presentation notes that work zones endanger both workers and drivers, and identifies hazards like impaired visibility and traffic accidents at night. It recommends best practices for contractors like proper lighting, visibility, and traffic control devices. The document advocates for community involvement through awareness campaigns and petitions to lower speed limits at night, when most work occurs due to traffic demands, in order to enhance safety for all stakeholders.
This document provides an overview of construction industry trends in California and the United States from 2000-2012. It shows that total construction activity follows a cyclical pattern, with downturns occurring roughly every 10 years. The most recent downturn was from 2008-2010 due to the housing crash and economic recession. Key factors currently inhibiting growth are the intractable housing market, large budget deficits, high unemployment, and economic issues in Europe. While some sectors like multifamily and healthcare are improving, public funding for projects is decreasing which is pushing down on overall construction activity. The document analyzes construction trends by sector and state, finding a mixed recovery with some areas like Dallas and Seattle multifamily growing significantly while other regions like New York remain
This document discusses business development through business intelligence. It outlines key steps in the business development process including determining market size and identifying opportunities, building company visibility, and targeting key relationships. It also discusses the importance of strategic analysis, marketing, and sales to business development. Proficiency in understanding assets, industry trends, competition, and perception is needed to identify and capitalize on growth opportunities. The document concludes by asking what current business development challenges companies face.
The document is a list of capital projects from the Los Angeles County Department of Public Works. It includes 20 projects ranging from $360,000 to $110,000,000 with estimated costs and advertising dates from January 2012 to October 2012. The projects cover a wide range of infrastructure including libraries, communication towers, parks, animal shelters, and drainage. The total estimated cost of all the projects is $272,711,900.
The document provides an overview of capital projects managed by the Los Angeles County Department of Public Works. It details that the department currently manages over 175 capital projects with an estimated value of $2 billion across various county agencies. It also outlines workforce development initiatives to promote local hiring and small businesses, including community outreach programs and contracting opportunities.
The Port of Long Beach is investing $4 billion over the next decade to improve terminals and infrastructure. This includes replacing the aging Gerald Desmond Bridge with a $950 million cable-stayed bridge to improve traffic flow and safety. The port is also spending $1.1 billion on rail projects and $200 million on shore power to reduce emissions from ships. Two major terminal redevelopment projects - the $1.2 billion Middle Harbor project and $650 million Pier S project - will modernize operations and facilitate growth. These infrastructure upgrades will support tens of thousands of jobs and keep the port competitive in the global shipping industry.
This document provides an overview of Caltrans District 7 construction projects for 2012. It includes statistics on the number and value of ongoing construction contracts across California districts. District 7 has 101 ongoing contracts worth $1.6 billion, accounting for 16.5% of statewide contracts. Several major projects in District 7 are highlighted, including improvements to the I-5, SR-110, and the Gerald Desmond Bridge replacement. Contact information is provided for finding additional details on specific contracts.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
20 Comprehensive Checklist of Designing and Developing a WebsitePixlogix Infotech
Dive into the world of Website Designing and Developing with Pixlogix! Looking to create a stunning online presence? Look no further! Our comprehensive checklist covers everything you need to know to craft a website that stands out. From user-friendly design to seamless functionality, we've got you covered. Don't miss out on this invaluable resource! Check out our checklist now at Pixlogix and start your journey towards a captivating online presence today.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Introducing Milvus Lite: Easy-to-Install, Easy-to-Use vector database for you...Zilliz
Join us to introduce Milvus Lite, a vector database that can run on notebooks and laptops, share the same API with Milvus, and integrate with every popular GenAI framework. This webinar is perfect for developers seeking easy-to-use, well-integrated vector databases for their GenAI apps.
4. 4
Bradley Curve / Safety Maturity
5 Traditional Safety Programs
4
Injury Compliance Oriented
Rate
3
Systems Oriented
2
Hazard ID & Elimination
1
Behavioral
10 to 15 Years
5. 5
Management Behaviours - Level 1
• Know the lost time
accident rate 5
• Include safety on the
agenda following a 4 Level 1
specific incident / event Injury
Rate Level 2
• Listen to safety 3
presentations on request
Level 3
• Received some safety 2
training – legal Level 4
• Safety dept. leads on
1
safety Level 5
10 to 15 Years
6. 6
Management Behaviours - Level 2
• Know some details of the
more serious incidents 5
• Want to know about how
they compare to other Level 1
companies 4
Injury
• Will expect immediate Rate Level 2
cause actions for LTI 3
• Organization will start to Level 3
have safety as a regular 2
item on the agenda Level 4
1
Level 5
10 to 15 Years
7. 7
Management Behaviours - Level 3
• Received safety training
on management systems 5
• Personally check on
accident investigations Level 1
4
• Focus on poor site Injury
performance Rate Level 2
3
• Safety performance of
subcontractors is Level 3
included in the 2
measurements Level 4
1
Level 5
10 to 15 Years
8. 8
Management Behaviours- Level 4
• Personal safety
objectives
5
• Actively seek to learn
from other companies
Level 1
• Give support to poorly 4
Injury
performing sites Rate Level 2
• In-depth analysis of 3
accident causation Level 3
• Subcontractor 2
performance is given
Level 4
equal status
1
• Safety leadership is part Level 5
of career development
10 to 15 Years
9. 9
Management Behaviours - Level 5
• What can I do to
5
prevent this accident?
• Focus on leading Level 1
indicators 4
Injury
• Safety is considered all Rate Level 2
organizational changes 3
• Safety is an integral Level 3
part of business 2
activities Level 4
1
Level 5
10 to 15 Years
13. 13
Leadership Commitment
• Create and maintain a culture of behavior that demands
zero incident performance.
• Create a climate of accountability and responsibility
for safe performance at all levels of the company.
• Provide opportunity for training at all levels.
14. 14
Leadership Commitment cont.
• Create a climate of teamwork within your company
• Communicate expectations in an effective and efficient manner
• Create a climate of exceeding customer expectations
• Last but not least, Morally and ethically – It is the right thing to do
15. 15
Evolution of Safety
The safety programs of the past have been
reactive in nature and “incident driven”. Efforts
now will encompass preventive strategies that
will be behavior driven, requiring employee
participation and accountability at all levels.
Roles and responsibilities will be better defined
in order to ensure that safety is not simply a
priority, but is a recognized value.
16. 16
Accountability
Accountability is:
• Personal ownership
• Voluntarily aligning with goals
• Doing one’s part to achieve goals and meet
expectations
• Accepting the consequences for the results
17. 17
Character
• Beliefs – assumptions or convictions that a
person holds to be true regarding people,
concepts, or things.
• Values – ideas about the worth or importance
of people, concepts, or things. They come from
a person’s beliefs
18. 18
Character
What we see, hear, read, reflect upon,
experience, etc. causes us to develop an
opinion (belief) about something. This belief
gives us an understanding or misunderstanding
which, in turn, allows us to appraise the worth
of it (value). The value we place is not always
correct due to lies, misunderstanding, lack of
experience, miscommunication, inappropriate
role models, etc.
20. 20
Supervisors ranked it as:
• High Wages • Personal Loyalty of
• Job Security Supervisor
• Promotion in the • Tactful Discipline
Company • Full Appreciation of Work
• Good Working Conditions Being Done
• Interesting Work • Help on Personal
Problems
• Feeling of Being In On
Things
21. 21
Employees ranked it as:
• Full Appreciation of Work • Interesting Work
Being Done • Promotion in the
• Feeling of Being In On Company
Things • Personal Loyalty of
• Help on Personal Supervisor
Problems • Good Working Conditions
• Job Security • Tactful Discipline
• High Wages
22. 22
We do not produce excellence when we feel
uninvolved, insignificant, and threatened.”
Kouzes and Posner The Leadership Challenge
24. 24
Understanding Leadership and
Management.
“ Managers are people who do things right, while
leaders are people who do the right thing”
Warren Bennis, PHD “On Becoming a Leader”
(1989)
25. 25
Understanding Leadership and
Management.
• Management skills are necessary for the
execution of work, but not for providing
“leadership”
• In fact good leaders are made not born.
26. 26
Concepts of Leadership
• Trait Theory – Personality traits may lead
people naturally into leadership roles.
• Great Events Theory – A crisis or important
event may cause a person to rise to the
occasion.
• Transformational Leadership Theory –
People can learn leadership skills.
27. 27
Understanding Leadership and
Management.
As opposed to leadership task such as;
• Modeling behaviors (leading by example)
• Advocating for the “right thing”
• Creating an environment for open discussion
• Not being afraid to try new ways of doing things
• Encouraging and celebrating success
28. 28
Concepts of Leadership
Leadership – Leadership is a process by which a
person influences others to accomplish an
objective and directs the organization in a way
that makes it more cohesive and coherent.
Leaders carry out this process by applying their
attributes, such as beliefs, values, ethics,
character, knowledge, and skills.
29. 29
Concepts of Leadership
Your position as a manager or supervisor gives
you the authority to accomplish certain tasks.
This power does not make you a leader. It
simply makes you the boss.
Leadership differs in that it makes the followers
want to achieve high goals, rather than simply
bossing people around.
30. 30
Concepts of Leadership
Leadership is not power – power is the capacity
to bring about desired outcomes and prevent
those not desired.
While leaders always have power, the powerful
are not always leaders.
31. 31
Concepts of Leadership
Leadership is not status – status or position
may enhance the opportunity for leadership
and (accountability)
Leadership is not authority - a person may
have subordinates, but not followers.
32. 32
Concepts of Leadership
When employees are deciding if they respect
you as a leader, they do not think about your
attributes, rather, they observe what you do so
that they know who you really are.
33. 33
Concepts of Leadership
Respected leaders concentrate on what they
are [be] (such as beliefs and character), and
what they know (such as jobs, tasks, and
human nature), and what they do (such as
implementing, motivating, and provide
direction).
34. 34
Leadership Communication Principles
• Setting Expectations: Expectations begin behavior / Accountability
maintains behavior
Understand safe production expectations
Establish what good behavior looks like
Does your behavior match your expectations?
• Praising: Put on your hardhat and go out specifically to catch people
doing something right!
When you catch someone doing something right, tell them “Thank You” (Praise people
immediately)
Tell people what they did right – be specific about the behavior
Tell people how it benefits the organization
Make it personal and sincere.
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Principles of Leadership
To help you be, know, and do, follow these 11
principles of leadership.
1. Know yourself and seek self-improvement. Seeking
self improvement means continually strengthening
your attributes.
“Leonardo da Vinci didn’t sign up for a webinar to
learn the possibilities of flight. Rather he wandered and
studied birds”
2. Be technically proficient- As a leader, you must
know your job and have a solid familiarity with your
employees tasks.
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Principles of Leadership
3. Seek responsibility and take responsibility for your
actions – Search for ways to guide your organization to
new heights. And when things go wrong, do not blame
others. Analyze the situation, take corrective action and
follow-up.
4. Make sound and timely decisions – Use good problem
solving, decision making, and planning tools.
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Principles of Leadership
5. Set the example – Be a good role model for your
employees. They must not only hear what they are
expected to do, but also see.
6. Know your people and look out for their well being –
Know human nature and the importance of sincerely
caring for your workers.
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Principles of Leadership
7. Keep your workers informed – Know how to
communicate with not only them, but also senior
management and other key people.
8. Develop a sense of responsibility in your workers –
Help to develop good character traits that will help them
carry out their professional responsibilities.
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Principles of Leadership
9. Ensure that tasks are understood, supervised and
accomplished – Communications is the key to this
responsibility.
10. Train as a Team – Although many so called leaders call
their organization a team; they are not really teams…
they are just a group of people doing their jobs.
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Principles of Leadership
11. Use the full capabilities of your
organization – By developing a team spirit,
you will be able to employ your organizations to
its fullest capabilities.
Shop
Office
Field
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“It is absurd to believe that soldiers who cannot be
made to wear the proper uniform can be induced to
move forward in battle. Officers who fail to perform
their duty by correcting small violations and in
enforcing proper conduct are incapable of leading.”
- General George S. Patton Jr., April 1943
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Factors of Leadership
There are four major factors in leadership.
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Factors of Leadership
Follower
New hires and workers who lack motivation are
examples of employees who require more
supervision. You must know your people!
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Factors of Leadership
Leader
You must understand who you are, know, and
can do
Followers make leaders successful.
To be successful you must convince your
followers, not yourself or your superiors, that
you are worthy of being followed.
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Factors of Leadership
Communication
You lead through two-way communication.
Set the example.
How you communicate either builds or harms
your relationship between you and your
employees.
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Factors of Leadership
Situation
All employees are different.
You must use your judgment to decide the best
course of action for each situation.
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"If everyone is thinking alike, someone isn't
thinking."
- General George Patton Jr
49. 49
10 Best Things for Safety Excellence
1) Developing a vision for safety and aligning
leadership around it. “ Be Specific”
a. Create the vision ourselves
b. Recognize variation from the vision and
respond.
c. Stimulate
d. Participate
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10 Best Things for Safety Excellence
2) Measure climate, culture, & leadership
capability.
This enables strategy for improvement.
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10 Best Things for Safety Excellence
3) Stop doing the things that create poor organizational
culture and safety climate
What managers do to undermine Safety Culture and
Climate.
a. Focus on injuries while ignoring exposure.
b. Talk about zero injuries while ignoring safety issues.
c. Make bonus compensation based on recordables.
d. Ask for input on Safety and don’t respond.
e. Block upward communication of safety issues.
f. Blame lower level leader for systems they can’t control.
g. Miss-classify injuries to make numbers look good.
h. Make Safety number one and then trivialize it.
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10 Best Things for Safety Excellence
4) Engage each level of employee in significant
safety interventions.
Front Line: Get them involved, avoid meddling.
Middle: Know the critical behaviors / Problem
Solve
Senior: Require a high personal safety ethic.
Provide coaching as needed.
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10 Best Things for Safety Excellence
5) Move the focus of the organization from injuries to
exposure.
What leaders do to make it real.
a. Learn where the exposure for injury is.
b. Emphasize near miss reporting & investigation.
c. Do root cause analysis broadly and properly.
d. Respond to near miss data.
e. Understand that exposure reduction is injury reduction.
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10 Best Things for Safety Excellence
6) Understand the role of behavior.
- Understand the sensitivity to the word “ behavior”
- Understand that safe behavior refers to all levels of
employees, especially senior leaders.
- Understand that behavior always interacts with systems,
leadership. And culture.
- Enable safe behavior.
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10 Best Things for Safety Excellence
7) Develop valid leading indicators.
a. Set standards for what qualifies as a leading
indicator.
b. Test potential leading indicators.
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10 Best Things for Safety Excellence
8) Focus on serious injuries and fatalities as a
category.
a. Measure serious injuries and fatalities
together.
b. Understand the Root Causes of this category
of Incident.
c. Design intervention centrally and implement
locally.
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10 Best Things for Safety Excellence
9) Address Sub-contractor safety with the same
rigor as employee safety.
a. Define safety objectives.
b. Leadership behaviors.
c. How non-compliance will be handled.
d. Perform measurement and reporting.
e. Climate and culture is essential.
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10 Best Things for Safety Excellence
10) Instill Personal Safety Ethics in each of our
leaders.
Self-awareness
Empathy
Contact
Responsibility
Impact
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10 Best Things for Safety Excellence
Understand Personal Safety Ethics Pivotal
importance.
Become a model to others.
Learn how to create it in leaders.
Take on the objectives of assuring Personal
Safety Ethics in all leaders.
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Seven Habits of Failed Leadership
Habit One: Taking Charge as
“Commanding General”
Failing to sell ideas (rather than simply
giving orders).
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Seven Habits of Failed Leadership
Habit Two: Being Vague on Values
Failing to establish clear ethical guidelines.
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Seven Habits of Failed Leadership
Habit Three: “Do as I say, Not as I do”
Failing to walk your talk
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Seven Habits of Failed Leadership
Habit Four: Overlooking “Right Things”
Failing to support the right action
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Seven Habits of Failed Leadership
Habit Five: Managing by “The idea
of the Month”
Failing to see your own ideas to completion
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Seven Habits of Failed Leadership
Habit Six: Courting Disaster
Failing to celebrate small victories in the
presence of larger defeats
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Seven Habits of Failed Leadership
Habit Seven: Resting on our Laurels
Forgetting to listen – and learn
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SAFETY LEADERS
Safety Leaders follow these rules.
1. Stop unsafe work immediately
2. Actions speak louder than words. Lead By Example.
3. Provide positive recognition and praise to encourage safe
behavior
4. Never condone unsafe actions by just walking away.
5. All employees must be involved in the safety process.
6. Don’t be afraid, Discipline + Accountability.
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99.9% Good Enough?
• 2 Unsafe Landings at O’Hare Airport Each Day
• 16,000 Lost Pieces of Mail Per Hour
• 20,000 Incorrect Drug Prescriptions Per Year
• 50 Newborn Babies Dropped at Birth Each Day
• 900,000 Credit Cards Will Have Incorrect
Information
69. 69
“Even if you're on the right track, you’ll
get run over if you just sit there”
Will Rogers
70. 70
In a Nutshell
• The basic cause of low productivity, sub quality, and accidents are the
same.
• Chance determines whether these common causes result in loss to people,
property, or productivity.
• The vast majority of lost productivity and substandard results are from lack
of leadership.
• Losses to people, property, and productivity don’t “just happen”, they are
caused.