The document discusses competence assurance systems (CAMS) in high-risk industries like oil and gas. It argues that CAMS should focus on quality processes rather than certification to avoid "ticking boxes". While certification implies a CAMS follows quality standards, overreliance on certification can be detrimental if companies just submit paperwork rather than implement robust practices. The document also advocates designing CAMS to integrate with business strategy and competitive advantages, not just safety compliance, so CAMS becomes a true business investment.
NetZealous LLC: Regulatory and Compliance Trainings –a great opportunity to s...NetZealous LLC
Regulatory compliance is a vital requirement in several industries. Its importance in the life sciences is all the more pronounced, given the importance of human lives, with which the life sciences deal. Regulatory compliance is the act of being in accordance with set standards and specifications of the products or services that come from an industry. Regulatory guidelines and requirements are set out by regulatory bodies in respective industries. These regulations are arrived at after painstaking research.
This is Owner's Oasis' introduction to our services. We offer Payroll, HR, workers compensation, and unemployment tax management.
http:www.ownersoasis.com
Prem Griffith, Bovill will briefly outline the key elements of the Senior Managers Regime and the changes that it is driving, in terms of how affected firms go about recruiting senior staff. Prem will also reflect on how Bovill’s clients have implemented some of the more administrative changes to the recruitment process and finally will look ahead to how the regime will be rolled out to the wider financial services industry in 2018.
The presentation sheds light on the concept of GRC (Governance, Risk and Compliance). Features associated to GRC, such as - its history, its impact on businesses, types etc are covered here.
Here is the list of the topics covered:
1. How was GRC developed?
2. What exactly is GRC?
3. The role of GRC in ISMS
4. Impact of GRC
5. Types of GRC
6. The role IT-GRC in IT-RMC
7. IT-GRC Foundation
8. Why to deploy IT-GRC Management System?
Navigating the Changing Face of Financial Services RecruitmentEmma Mirrington
Sterling Talent Solutions review the key findings of their Background Screening Trends Research. This will focus on why people do it, the types of check, the significant gaps, the challenges and complexity of global screening, and what people need to be aware of going forward.
Carlisle Construction Materials: Value Achieved in Automated Controls in an S...Symmetry™
Leaning on their trusted hosting and managed services partner – Carlisle Construction Materials leveraged Symmetry’s expert consulting services to reconstruct its SAP Systems, scale massive data and upgraded to a SAP HANA solution.
NetZealous LLC: Regulatory and Compliance Trainings –a great opportunity to s...NetZealous LLC
Regulatory compliance is a vital requirement in several industries. Its importance in the life sciences is all the more pronounced, given the importance of human lives, with which the life sciences deal. Regulatory compliance is the act of being in accordance with set standards and specifications of the products or services that come from an industry. Regulatory guidelines and requirements are set out by regulatory bodies in respective industries. These regulations are arrived at after painstaking research.
This is Owner's Oasis' introduction to our services. We offer Payroll, HR, workers compensation, and unemployment tax management.
http:www.ownersoasis.com
Prem Griffith, Bovill will briefly outline the key elements of the Senior Managers Regime and the changes that it is driving, in terms of how affected firms go about recruiting senior staff. Prem will also reflect on how Bovill’s clients have implemented some of the more administrative changes to the recruitment process and finally will look ahead to how the regime will be rolled out to the wider financial services industry in 2018.
The presentation sheds light on the concept of GRC (Governance, Risk and Compliance). Features associated to GRC, such as - its history, its impact on businesses, types etc are covered here.
Here is the list of the topics covered:
1. How was GRC developed?
2. What exactly is GRC?
3. The role of GRC in ISMS
4. Impact of GRC
5. Types of GRC
6. The role IT-GRC in IT-RMC
7. IT-GRC Foundation
8. Why to deploy IT-GRC Management System?
Navigating the Changing Face of Financial Services RecruitmentEmma Mirrington
Sterling Talent Solutions review the key findings of their Background Screening Trends Research. This will focus on why people do it, the types of check, the significant gaps, the challenges and complexity of global screening, and what people need to be aware of going forward.
Carlisle Construction Materials: Value Achieved in Automated Controls in an S...Symmetry™
Leaning on their trusted hosting and managed services partner – Carlisle Construction Materials leveraged Symmetry’s expert consulting services to reconstruct its SAP Systems, scale massive data and upgraded to a SAP HANA solution.
Today it is crucial for organizations to pay even greater attention on quality management as the
importance of this function in achieving ultimate business objectives is increasingly becoming
clearer. Importance of the Quality Management (QM) Function in achieving basic need by
ensuring compliance with Capability Maturity Model Integrated (CMMI) / International
Organization for Standardization (ISO) is a basic demand from business nowadays. However,
QM Function and its processes need to be made much more mature to prevent delivery outages
and to achieve business excellence through their review and auditing capability. Many
organizations now face challenges in determining the maturity of the QM group along with the
service offered by them and the right way to elevate the maturity of the same. The objective of
this whitepaper is to propose a new model –the Audit Maturity Model (AMM) which will
provide organizations with a measure of their maturity in quality management in the perspective
of auditing, along with recommendations for preventing delivery outage, and identifying risk to
achieve business excellence. This will enable organizations to assess QM maturity higher than
basic hygiene and will also help them to identify gaps and to take corrective actions for
achieving higher maturity levels. Hence the objective is to envisage a new auditing model as a
part of organisation quality management function which can be a guide for them to achieve
higher level of maturity and ultimately help to achieve delivery and business excellence.
Today it is crucial for organizations to pay even greater attention on quality management as the
importance of this function in achieving ultimate business objectives is increasingly becoming
clearer. Importance of the Quality Management (QM) Function in achieving basic need by
ensuring compliance with Capability Maturity Model Integrated (CMMI) / International
Organization for Standardization (ISO) is a basic demand from business nowadays. However,
QM Function and its processes need to be made much more mature to prevent delivery outages
and to achieve business excellence through their review and auditing capability. Many
organizations now face challenges in determining the maturity of the QM group along with the
service offered by them and the right way to elevate the maturity of the same. The objective of
this whitepaper is to propose a new model –the Audit Maturity Model (AMM) which will
provide organizations with a measure of their maturity in quality management in the perspective
of auditing, along with recommendations for preventing delivery outage, and identifying risk to
achieve business excellence. This will enable organizations to assess QM maturity higher than
basic hygiene and will also help them to identify gaps and to take corrective actions for
achieving higher maturity levels. Hence the objective is to envisage a new auditing model as a
part of organisation quality management function which can be a guide for them to achieve
higher level of maturity and ultimately help to achieve delivery and business excellence.
Pharmacovigilance Smart Sourcing Strategy: Vendor Selection for Safety & Risk...Covance
Strategic planning, sourcing and implementation of safety and risk management operations are complex activities that involve a multitude of factors. Due to the maturity of the outsourcing industry, compliant, quality and efficient safety operations are basic expectations now for the outsourcing of pharmacovigilance (PV) activities. This trend has enabled sponsors to focus their in-house resources on the strategic elements of safety and risk management while leveraging the service provider's capabilities.
Business-Driven Identity and Access Governance: Why This New Approach MattersEMC
This white paper explains why taking a business-driven approach to identity and access governance (IAG) can enable organizations to easily prove compliance, minimize risk, and enable the business to be productive.
Quant Labs, the research division of Quant Foundry has developed an operational risk model that supports the COO to pin point areas of process weaknesses. The model continuously learns the business operating model and enables the COO to target investment under different strategic scenarios.
In their efforts to decrease costs, improve customer loyalty and extend brand reputation, organizations need a holistic, long-term view of enterprise quality management systems.
With the global financial crises finally settling, everyone – from government sectors, industries, consumers - has noticeably shifted their focus on how to prevent such a crisis from occurring again. As a result, a deluge of well-intentioned regulations that contribute to improving corporate transparency and risk management have been formulated. However, business needs to be reassessed in view of complexity, overlapping controls, and an increased level of scrutiny estimated to arise with this deluge of new regulations being implemented. Frameworks and methodologies for IT’s best practices that comprise of ISO 27001 and ISO 27002 offer a roadmap and strategy that organizations require, however, they need to be implemented and executed appropriately in accordance with the standard regulations.
Furthermore, an Information Risk Management methodology helps in prioritizing security investments. It concentrates on the critical information and key business advantages that highlight security investments based on the risk associated with data and other corresponding activities, in relation to the potential business reward, and also ensure repeatability. At this point, organizations often turn to frameworks like ISO 27002 and the PCI Data Security Standard.
Today it is crucial for organizations to pay even greater attention on quality management as the
importance of this function in achieving ultimate business objectives is increasingly becoming
clearer. Importance of the Quality Management (QM) Function in achieving basic need by
ensuring compliance with Capability Maturity Model Integrated (CMMI) / International
Organization for Standardization (ISO) is a basic demand from business nowadays. However,
QM Function and its processes need to be made much more mature to prevent delivery outages
and to achieve business excellence through their review and auditing capability. Many
organizations now face challenges in determining the maturity of the QM group along with the
service offered by them and the right way to elevate the maturity of the same. The objective of
this whitepaper is to propose a new model –the Audit Maturity Model (AMM) which will
provide organizations with a measure of their maturity in quality management in the perspective
of auditing, along with recommendations for preventing delivery outage, and identifying risk to
achieve business excellence. This will enable organizations to assess QM maturity higher than
basic hygiene and will also help them to identify gaps and to take corrective actions for
achieving higher maturity levels. Hence the objective is to envisage a new auditing model as a
part of organisation quality management function which can be a guide for them to achieve
higher level of maturity and ultimately help to achieve delivery and business excellence.
Today it is crucial for organizations to pay even greater attention on quality management as the
importance of this function in achieving ultimate business objectives is increasingly becoming
clearer. Importance of the Quality Management (QM) Function in achieving basic need by
ensuring compliance with Capability Maturity Model Integrated (CMMI) / International
Organization for Standardization (ISO) is a basic demand from business nowadays. However,
QM Function and its processes need to be made much more mature to prevent delivery outages
and to achieve business excellence through their review and auditing capability. Many
organizations now face challenges in determining the maturity of the QM group along with the
service offered by them and the right way to elevate the maturity of the same. The objective of
this whitepaper is to propose a new model –the Audit Maturity Model (AMM) which will
provide organizations with a measure of their maturity in quality management in the perspective
of auditing, along with recommendations for preventing delivery outage, and identifying risk to
achieve business excellence. This will enable organizations to assess QM maturity higher than
basic hygiene and will also help them to identify gaps and to take corrective actions for
achieving higher maturity levels. Hence the objective is to envisage a new auditing model as a
part of organisation quality management function which can be a guide for them to achieve
higher level of maturity and ultimately help to achieve delivery and business excellence.
Pharmacovigilance Smart Sourcing Strategy: Vendor Selection for Safety & Risk...Covance
Strategic planning, sourcing and implementation of safety and risk management operations are complex activities that involve a multitude of factors. Due to the maturity of the outsourcing industry, compliant, quality and efficient safety operations are basic expectations now for the outsourcing of pharmacovigilance (PV) activities. This trend has enabled sponsors to focus their in-house resources on the strategic elements of safety and risk management while leveraging the service provider's capabilities.
Business-Driven Identity and Access Governance: Why This New Approach MattersEMC
This white paper explains why taking a business-driven approach to identity and access governance (IAG) can enable organizations to easily prove compliance, minimize risk, and enable the business to be productive.
Quant Labs, the research division of Quant Foundry has developed an operational risk model that supports the COO to pin point areas of process weaknesses. The model continuously learns the business operating model and enables the COO to target investment under different strategic scenarios.
In their efforts to decrease costs, improve customer loyalty and extend brand reputation, organizations need a holistic, long-term view of enterprise quality management systems.
With the global financial crises finally settling, everyone – from government sectors, industries, consumers - has noticeably shifted their focus on how to prevent such a crisis from occurring again. As a result, a deluge of well-intentioned regulations that contribute to improving corporate transparency and risk management have been formulated. However, business needs to be reassessed in view of complexity, overlapping controls, and an increased level of scrutiny estimated to arise with this deluge of new regulations being implemented. Frameworks and methodologies for IT’s best practices that comprise of ISO 27001 and ISO 27002 offer a roadmap and strategy that organizations require, however, they need to be implemented and executed appropriately in accordance with the standard regulations.
Furthermore, an Information Risk Management methodology helps in prioritizing security investments. It concentrates on the critical information and key business advantages that highlight security investments based on the risk associated with data and other corresponding activities, in relation to the potential business reward, and also ensure repeatability. At this point, organizations often turn to frameworks like ISO 27002 and the PCI Data Security Standard.
Competence Assurance beyond compliance and certification
1. Competence assurance beyond compliance and certification.
1 | P a g e
Mervyn R. Stewart - Founder: Strategic Competence Assurance Systems Ltd.
For Safety purposed Competence Assurance, the quality of framework, the processes and the
practices in place should be the prime focus. Certification, if pursued should be secondary. When
assessing the performance or success of risk-based proven competence assurance initiatives,
certification of individuals can be a misleading indicator of system performance.
The Piper Alpha incident resulted in significant strengthening of regulations incorporating worker
competence into the structure of Safety Management Systems for major accident hazard (MAH)
environments in the United Kingdom. Evidence of this resides in the legislative updates, the presence
of active regulatory oversight and industry supporting organisations (e.g. Health and Safety Executive
(HSE), Step Change in Safety, SQA, ECITB, E.I. and OPITO etc.) and the substantial presence of
Competence Assurance Management Systems (CAMS) companies and consultants across the British
Oil and Gas Industry. In the U.S.A initiatives of the BSEE and SEMS suggest that the Deepwater Horizon
incident is set to become for Oil and Gas sector Competence Assurance in the United States, what
Piper Alpha was for the U.K.
In most cases, safety system focused workplace CAMS revolve around units of competence structured
in similar fashion to those used in national vocational qualifications (NVQ) tweaked to incorporate
task and site/equipment risk in a case/company specific manner. Consequently key features of such
systems include; written CAM policy and procedures, trained and certified assessors steeped in the
particular discipline, trained and certified internal verifiers (internal quality assurance persons) and
risk influenced units of competence.
However unlike vocational qualifications frameworks, safety focused workplace CAMS are not
purposed with the award of a credential. Their primarily concern is with the management of safety
through personnel capability management. In some jurisdictions, proof of workplace competence
assurance management (CAM) is a matter of compliance with regulations.
While some companies do not include certification as a feature of their CAMS, others do so in various
forms. Some award certificates using customised awards from recognised NVQ bodies such as SQA
and ECITB, to employees upon successful completion of their assessments, some forego individual
certification and instead seek certification of their system from recognised leading bodies (such as
OPITO) and other companies seek neither individual nor system certification and instead rely entirely
on their internal resources and processes for their CAMS. It should be emphasised that the HSE has
published and regularly updates its recommendations outlining good practice for safety focused
workplace CAMS. However it does not currently mandate organisations to adopt its suggested
structure.
When issued by a credible body, certification implies that a workplaces’ CAMS is being operated in-
line with the prescribed quality assurance requirements set out by the certifying body. Certification
also provides an effective way of recording the state and status of a company’s CAMS. However,
overreliance on using certification as an indicator of the efficacy, reliability and appropriateness of
safety focused workplace CAMS can be detrimental.
The necessarily customised and company specific nature of workplace CAMS means that in most cases
the certifying body is totally dependent on the company to provide information under the assumption
that accurate and up-to-date policies and data will be submitted. A key point of concern reported in
an OPITO sponsored research paper “Tick Safety not Boxes: Competency and Compliance in the oil and
gas industry” (Marcella, Pirie and Doig 2011) is the reported ticking-the-box culture that has found its