On 26 February 2019, the DARWIN Community of Practitioners (DCoP) hosted a webinar with Anders Ellerstrand, Watch Supervisor at the Malmö ATC Centre in Sweden, entitled 'Don't Forget the Sharp End When Improving Resilience'.
This document discusses risk analysis and risk management. It begins by defining different types of risk assessments, such as statistical, projected, and perceived risk. It then provides examples of how different groups assess the risk of air travel differently. The document outlines assumptions and approaches to effective risk communication. Finally, it discusses commonly used risk management techniques like risk avoidance, elimination of contract risk, and compliance risk monitoring. The overall purpose is to explain how risk analysis and risk communication can inform risk management strategies.
The document discusses risk-benefit analysis and its importance. It notes that risk-benefit analysis is used unconsciously in everyday decision making to weigh risks against benefits. For products, informative risk-benefit analysis is essential for commercial success by demonstrating the level of risk patients are willing to accept to achieve benefits. However, risk-benefit analysis depends on the individual assessor and perceived risks may differ from statistical risks. The document recommends using risk-benefit analysis in project management to ensure quality and build client trust, but notes perception of risk can vary.
The concept of managing the development or deployment of an Information Technology (IT) system using deterministic, linear, and causal analysis contains several pitfalls. As IT systems grow in complexity, the interaction between their components becomes non–linear and indeterminate, creating many opportunities for failure.
Risk management is important for construction projects. It involves identifying potential risks, assessing their likelihood and consequences, and developing responses to manage risks. The risk management process includes four steps: identifying hazards, assessing risks, controlling risks, and monitoring control measures. It aims to reduce the probability or impact of negative events. Key risks in construction relate to costs, time, and quality going over budget or being delayed. Risk management benefits projects by improving decision making and providing clear understanding of risks.
Why Traditional Risk Management fails in the Oil+Gas Sectorjanknopfler
The document discusses risk management in oil and gas projects. It finds that traditional risk management often fails for such projects due to their unique challenges, including large scale, technology requirements, and sensitivity to market conditions. The highest rated risks for projects are found to be technological and scheduling, while for plant turnarounds the top risks relate to obtaining adequate resources. The document recommends establishing a common risk breakdown structure, holding cross-functional risk workshops, quantifying risks, using specialized risk management software, and clearly communicating high impact risks without mitigation plans.
This talk is about incident response in ICS / OT environments. It uses some of the ideas of this talk (https://www.slideshare.net/FrodeHommedal/taking-the-attacker-eviction-red-pill-v15) and then applies that to incident response in an ICS / OT environment.
This document discusses risk analysis and risk management. It begins by defining different types of risk assessments, such as statistical, projected, and perceived risk. It then provides examples of how different groups assess the risk of air travel differently. The document outlines assumptions and approaches to effective risk communication. Finally, it discusses commonly used risk management techniques like risk avoidance, elimination of contract risk, and compliance risk monitoring. The overall purpose is to explain how risk analysis and risk communication can inform risk management strategies.
The document discusses risk-benefit analysis and its importance. It notes that risk-benefit analysis is used unconsciously in everyday decision making to weigh risks against benefits. For products, informative risk-benefit analysis is essential for commercial success by demonstrating the level of risk patients are willing to accept to achieve benefits. However, risk-benefit analysis depends on the individual assessor and perceived risks may differ from statistical risks. The document recommends using risk-benefit analysis in project management to ensure quality and build client trust, but notes perception of risk can vary.
The concept of managing the development or deployment of an Information Technology (IT) system using deterministic, linear, and causal analysis contains several pitfalls. As IT systems grow in complexity, the interaction between their components becomes non–linear and indeterminate, creating many opportunities for failure.
Risk management is important for construction projects. It involves identifying potential risks, assessing their likelihood and consequences, and developing responses to manage risks. The risk management process includes four steps: identifying hazards, assessing risks, controlling risks, and monitoring control measures. It aims to reduce the probability or impact of negative events. Key risks in construction relate to costs, time, and quality going over budget or being delayed. Risk management benefits projects by improving decision making and providing clear understanding of risks.
Why Traditional Risk Management fails in the Oil+Gas Sectorjanknopfler
The document discusses risk management in oil and gas projects. It finds that traditional risk management often fails for such projects due to their unique challenges, including large scale, technology requirements, and sensitivity to market conditions. The highest rated risks for projects are found to be technological and scheduling, while for plant turnarounds the top risks relate to obtaining adequate resources. The document recommends establishing a common risk breakdown structure, holding cross-functional risk workshops, quantifying risks, using specialized risk management software, and clearly communicating high impact risks without mitigation plans.
This talk is about incident response in ICS / OT environments. It uses some of the ideas of this talk (https://www.slideshare.net/FrodeHommedal/taking-the-attacker-eviction-red-pill-v15) and then applies that to incident response in an ICS / OT environment.
Ethics is the discipline concerned with moral principles of good and bad, right and wrong. Risk is the potential for unwanted, harmful consequences and includes dangers from events like accidents, economic losses, or environmental harm. The acceptability of risk depends on factors like voluntary vs involuntary nature, short and long term effects, probability, and reversibility. While some risks like traffic accidents are commonly accepted, reducing risks through measures like security systems, fire prevention, and medical care can decrease losses. Risk analysis involves identifying hazards, evaluating failure risks and scenarios, and assessing consequences, while risk reduction techniques actively work to prevent or lessen the chance of losses occurring.
Construction Accidents – Managing the Risks
The construction industry has had a disproportionately high rate of accidents for its size. According to Department of Labor (DOL) 2006 statistics, construction accounted for 7% of the U.S. workforce, but claimed 21% of all occupational fatalities and 10% of all disabling occupational injuries.
NIOSH, the National Institute for Safety and Health released statistics showing that one of every five workplace fatalities in the U.S. is a construction worker. Since construction workers handle dangerous equipment and situations on a daily basis, these accident statistics may not come as a surprise.
In 2006, the Pennsylvania Bureau of Workers’ Compensation received reports on 10,055 construction-related injuries. Despite extensive federal and state regulations designed to maintain safe worksites, 21 construction workers suffered fatal injuries in 2006 in Pennsylvania, an increase from 14 fatalities of the previous year.
This presentation will review root causes of construction accidents, OSHA’s role of “the work place safety gatekeeper” and the various duties of care for contractors and sub contractors. Identification of hazard factors affecting managing safety in assembly, erection, excavation and demolition operations in order to analyze their effect to the risk of accident occurrence.
Additionally the design professional’s opportunity and obligation to design for safety will be reviewed.
This presentation will demonstrate by review of case histories how risks can be managed and if not what liabilities can be incurred.
Implementing Ways to Limit Risk (Risk Mitigation)JOSEPH Maas
This document discusses various methods for mitigating risks on projects. It describes:
1) The importance of ongoing risk management planning and incorporating mitigation strategies and action plans into project execution plans.
2) Characteristics risk mitigation plans should have such as identifying root causes of risks and evaluating alternative mitigation strategies.
3) Various risk response and mitigation tools including risk transfer, buffering, avoidance, control, and organizational flexibility.
4) Managing risks requires addressing preventable internal risks, strategically accepting some risks, and acknowledging external risks outside a company's control.
Its all about risk, risk analysis, method, pros and cons, important factors and stake holders.
Ignoring risk does not make the risk go way. So organizations and stake holders has to accept some certain degree of risk which we called it risk tolerance.
Media Object File Flt Ops Hum Per Seq02syed viquar
This document discusses how CRM (Crew Resource Management) aspects are involved in many aviation incidents and accidents. It provides an overview of key CRM topics like leadership, teamwork, decision making, and error management. Statistical data shows that CRM issues were identified as factors in over 70% of approach and landing incidents. The document emphasizes that CRM training should focus on mitigating risks, effective communication and coordination between crew members, and creating a culture where nothing is taken for granted.
This document discusses principles of hazard tree risk management for wildland firefighters. It notes that falling trees remain a persistent threat and one of the leading causes of firefighter fatalities. The risk is determined by both the likelihood of a hazard occurring and the severity of potential consequences. Strategies are outlined for conducting strategic and tactical risk assessments to rate risk levels and implement appropriate mitigation measures to reduce risk to moderate or low levels where possible. Emergency response plans should also be in place to effectively respond if injuries do occur from hazard trees.
1. There are different types of probability including a priori, statistical, and estimated probabilities which involve judgment under uncertainty.
2. Risk involves known outcomes and probabilities, while uncertainty involves unknown or imprecisely estimated outcomes and probabilities. Most real-life decisions involve uncertainty.
3. The precautionary principle is meant to ensure absence of scientific certainty is not used to postpone actions to protect people and environment from credible threats of serious harm.
This document discusses risk analysis and management for projects. It defines risk as a potential problem that may or may not occur, and outlines why identifying and planning for risks is important for project success. The document then covers various aspects of risk analysis and management, including risk strategies, categories, identification, assessment, refinement, and developing plans to mitigate, monitor, and manage risks. The overall aim is to help project teams understand risks and put processes in place to avoid or minimize risks that could negatively impact a project.
This document provides definitions and information related to risk analysis. It defines key terms like hazard, risk, risk analysis, risk assessment, and reliability. It discusses various quantitative and qualitative methods for risk analysis including fault tree analysis, failure mode and effects analysis, and hazard and operability studies. Failure rate data for some process components is also presented. The document provides an overview of important concepts in quantitative risk analysis including reliability, mean time between failures, and interaction between equipment for series and parallel systems. Overall it serves as a reference on the topic of risk analysis, defining key terms and outlining various approaches.
The risk management for projects attempts to recognize and manage potential and unforeseen trouble spots which may occur when the project is implemented. It identifies as many risk events as possible. Further classification of risk factors help in resolving it either by mitigation, avoiding, transferring or retaining .Methods of handling risk.
Meerkats watch for predators and other threats to warn their group. In the workplace, risks like problems must be evaluated and mitigated. An IT risk management methodology should be adopted to assess which problems need prioritized solutions. The Toyota logo represents customers, products, and technological progress, relevant areas in any risk landscape. A matrix model analyzes the intersections of people, processes, and technologies where strengths, weaknesses, threats, and opportunities reside.
This document provides a summary of key aspects that should be considered when developing a disaster preparedness plan for mission-critical facilities. It discusses the types of disasters that can occur and how to prevent failures through comprehensive design, maintenance programs, and addressing human errors. The disaster planning process involves preparation, detection and response, and recovery. Critical information and resources need to be backed up and stored at multiple locations. Assessments of hazards, vulnerabilities, risks, recovery capabilities, and safety are recommended to identify weaknesses and improve the disaster preparedness plan.
Mock Drills in Hospitals- How to conduct mock drills?Lallu Joseph
Internal disaster management in hospitals is very critical. Hospitals need to prepared to handle emergencies and conduct regular mock drills to check the protocols, awareness of staff and also the equipment.
This document discusses operations risk in three parts. The first part outlines the four steps of operations risk management: assess the situation, balance resources, communicate risks and intentions, and debrief. The second part describes key features an operations risk management software should have like risk tracking and reporting. The third part discusses characteristics of operations risk for banks, including how risks arise from human error and technology changes. It emphasizes the importance of internal controls and risk education for mitigating operations risk.
Irs intro unit 3 basic features usfs ip (2)neeraj verma
The document describes the basic features of an Incident Response System (IRS), including its use of standardization, common terminology, modular organization, management by objectives, and accountability principles. The IRS aims to coordinate response through unified command, effective planning, comprehensive resource management, and integrated communications. Maintaining a manageable span of control and following dispatch/deployment processes are important to ensure responder safety and effective resource utilization.
The document discusses contingency and emergency plans from the perspective of the International Federation of Air Traffic Controllers' Associations (IFATCA). It covers several key points:
1. IFATCA is the worldwide federation of air traffic controllers with members from over 13 countries, and its goals include promoting aviation safety.
2. The document discusses the importance of common contingency and emergency plans as well as coordination at the industry level. It also discusses guidelines for air traffic controller training in handling unusual and emergency situations.
3. Human factors like situational awareness, stress management, and decision making are important considerations for emergency planning. Maintaining situational awareness is a key human factors issue for the human-technology interface.
The document provides an overview of risk management principles and processes for human error. It discusses qualitative and quantitative risk assessment approaches. The key stages of risk management are identified as hazard identification, risk assessment, and risk control. Methods for hazard identification, risk estimation, and developing risk control plans are outlined. Finally, the TRIPOD framework for accident investigation and analysis is introduced, which uses a causal model to identify hazards, events, targets, barriers, failures, preconditions, and latent failures.
ORM is the process of dealing with the risks associated with military operations, which includes: risk assessment, risk decision making and implementation of effective risk controls
This document outlines safe operating procedures for ship recycling, including hazard identification, risk assessment, job safety analysis, tool box talks, post-incident reviews, and reporting requirements. It describes 12 methods for hazard identification, such as brainstorming, surveys, interviews, and reviewing documented knowledge or historical information. Risk assessment involves evaluating the probability and potential impact of risks, categorizing risks, and using expert judgement. Job safety analysis breaks jobs into steps, identifies potential hazards for each step, and recommends preventive measures. Tool box talks provide short safety messages to raise awareness. Post-incident reviews evaluate responses to incidents to improve safety. Incidents must be properly reported and investigated.
Depending on the nature of the task, the level of safety management training required will vary from general safety familiarization to expert level for safety specialists, for example:
a) Corporate safety training for all staff,
b) Training aimed at management’s safety responsibilities,
c) Training for operational personnel (such as pilots, maintenance engineers, dispatchers / FOO’s and personnel with apron or ramp duties), and
d) Training for aviation safety specialists (such as the Safety Management System and Flight Data Analysts).
The scope of SMS training must be appropriate to each individual’s roles and responsibilities within the operation. Training should follow a building-block approach. As part of the ICAO requirements, an operator must provide training to its operational personnel (including cabin crew), managers and supervisors, senior managers, and the accountable executive for the SMS.
Training should address the specific role that cabin crew members play in the operation. This includes, but is not limited to training with regards to:
a) Unit 1 SMS fundamentals and overview of the operator’s SMS;
b) Unit 2 Safety policy;
c) Unit 3 Hazard identification and reporting; and
d) Unit 4 Safety Communication.
e) Unit 5 Review of Company Safety Management
f) Unit 6 Review of Safety Reporting
The base content comes from many sources but all aligned to the ICAO syllabus requirements, and created for an international operational airline.
If you are a startup airline, or looking to align courses with your specific operational standards, please take a look and check out
pghclearningsolutions@gmail.com leave a message and I will contact you where we can discuss your requirements, send you examples and if required, download my editable masters which you can customize to meet your own specific operational training requirements.
Depending on the nature of the task, the level of safety management training required will vary from general safety familiarization to expert level for safety specialists, for example:
a) Corporate safety training for all staff,
b) Training aimed at management’s safety responsibilities,
c) Training for operational personnel (such as pilots, maintenance engineers, dispatchers / FOO’s and personnel with apron or ramp duties), and
d) Training for aviation safety specialists (such as the Safety Management System and Flight Data Analysts).
The scope of SMS training must be appropriate to each individual’s roles and responsibilities within the operation. Training should follow a building-block approach. As part of the ICAO requirements, an operator must provide training to its operational personnel (including cabin crew), managers and supervisors, senior managers, and the accountable executive for the SMS.
Training should address the specific role that cabin crew members play in the operation. This includes, but is not limited to training with regards to:
a) Unit 1 SMS fundamentals and overview of the operator’s SMS;
b) Unit 2 Safety policy;
c) Unit 3 Hazard identification and reporting; and
d) Unit 4 Safety Communication.
e) Unit 5 Review of Company Safety Management
f) Unit 6 Review of Safety Reporting
The base content comes from many sources but all aligned to the ICAO syllabus requirements, and created for an international operational airline.
If you are a startup airline, or looking to align courses with your specific operational standards, please take a look and check out
pghclearningsolutions@gmail.com leave a message and I will contact you where we can discuss your requirements, send you examples and if required, download my editable masters which you can customize to meet your own specific operational training requirements.
The document discusses the reasons for investigating accidents and incidents in the workplace. Key reasons include: to prevent future accidents by identifying their root causes; to fulfill legal requirements; to address liability issues if problems are not corrected; and most importantly, to improve workplace safety and protect employee health. A thorough investigation process is an important part of any safety program.
Ethics is the discipline concerned with moral principles of good and bad, right and wrong. Risk is the potential for unwanted, harmful consequences and includes dangers from events like accidents, economic losses, or environmental harm. The acceptability of risk depends on factors like voluntary vs involuntary nature, short and long term effects, probability, and reversibility. While some risks like traffic accidents are commonly accepted, reducing risks through measures like security systems, fire prevention, and medical care can decrease losses. Risk analysis involves identifying hazards, evaluating failure risks and scenarios, and assessing consequences, while risk reduction techniques actively work to prevent or lessen the chance of losses occurring.
Construction Accidents – Managing the Risks
The construction industry has had a disproportionately high rate of accidents for its size. According to Department of Labor (DOL) 2006 statistics, construction accounted for 7% of the U.S. workforce, but claimed 21% of all occupational fatalities and 10% of all disabling occupational injuries.
NIOSH, the National Institute for Safety and Health released statistics showing that one of every five workplace fatalities in the U.S. is a construction worker. Since construction workers handle dangerous equipment and situations on a daily basis, these accident statistics may not come as a surprise.
In 2006, the Pennsylvania Bureau of Workers’ Compensation received reports on 10,055 construction-related injuries. Despite extensive federal and state regulations designed to maintain safe worksites, 21 construction workers suffered fatal injuries in 2006 in Pennsylvania, an increase from 14 fatalities of the previous year.
This presentation will review root causes of construction accidents, OSHA’s role of “the work place safety gatekeeper” and the various duties of care for contractors and sub contractors. Identification of hazard factors affecting managing safety in assembly, erection, excavation and demolition operations in order to analyze their effect to the risk of accident occurrence.
Additionally the design professional’s opportunity and obligation to design for safety will be reviewed.
This presentation will demonstrate by review of case histories how risks can be managed and if not what liabilities can be incurred.
Implementing Ways to Limit Risk (Risk Mitigation)JOSEPH Maas
This document discusses various methods for mitigating risks on projects. It describes:
1) The importance of ongoing risk management planning and incorporating mitigation strategies and action plans into project execution plans.
2) Characteristics risk mitigation plans should have such as identifying root causes of risks and evaluating alternative mitigation strategies.
3) Various risk response and mitigation tools including risk transfer, buffering, avoidance, control, and organizational flexibility.
4) Managing risks requires addressing preventable internal risks, strategically accepting some risks, and acknowledging external risks outside a company's control.
Its all about risk, risk analysis, method, pros and cons, important factors and stake holders.
Ignoring risk does not make the risk go way. So organizations and stake holders has to accept some certain degree of risk which we called it risk tolerance.
Media Object File Flt Ops Hum Per Seq02syed viquar
This document discusses how CRM (Crew Resource Management) aspects are involved in many aviation incidents and accidents. It provides an overview of key CRM topics like leadership, teamwork, decision making, and error management. Statistical data shows that CRM issues were identified as factors in over 70% of approach and landing incidents. The document emphasizes that CRM training should focus on mitigating risks, effective communication and coordination between crew members, and creating a culture where nothing is taken for granted.
This document discusses principles of hazard tree risk management for wildland firefighters. It notes that falling trees remain a persistent threat and one of the leading causes of firefighter fatalities. The risk is determined by both the likelihood of a hazard occurring and the severity of potential consequences. Strategies are outlined for conducting strategic and tactical risk assessments to rate risk levels and implement appropriate mitigation measures to reduce risk to moderate or low levels where possible. Emergency response plans should also be in place to effectively respond if injuries do occur from hazard trees.
1. There are different types of probability including a priori, statistical, and estimated probabilities which involve judgment under uncertainty.
2. Risk involves known outcomes and probabilities, while uncertainty involves unknown or imprecisely estimated outcomes and probabilities. Most real-life decisions involve uncertainty.
3. The precautionary principle is meant to ensure absence of scientific certainty is not used to postpone actions to protect people and environment from credible threats of serious harm.
This document discusses risk analysis and management for projects. It defines risk as a potential problem that may or may not occur, and outlines why identifying and planning for risks is important for project success. The document then covers various aspects of risk analysis and management, including risk strategies, categories, identification, assessment, refinement, and developing plans to mitigate, monitor, and manage risks. The overall aim is to help project teams understand risks and put processes in place to avoid or minimize risks that could negatively impact a project.
This document provides definitions and information related to risk analysis. It defines key terms like hazard, risk, risk analysis, risk assessment, and reliability. It discusses various quantitative and qualitative methods for risk analysis including fault tree analysis, failure mode and effects analysis, and hazard and operability studies. Failure rate data for some process components is also presented. The document provides an overview of important concepts in quantitative risk analysis including reliability, mean time between failures, and interaction between equipment for series and parallel systems. Overall it serves as a reference on the topic of risk analysis, defining key terms and outlining various approaches.
The risk management for projects attempts to recognize and manage potential and unforeseen trouble spots which may occur when the project is implemented. It identifies as many risk events as possible. Further classification of risk factors help in resolving it either by mitigation, avoiding, transferring or retaining .Methods of handling risk.
Meerkats watch for predators and other threats to warn their group. In the workplace, risks like problems must be evaluated and mitigated. An IT risk management methodology should be adopted to assess which problems need prioritized solutions. The Toyota logo represents customers, products, and technological progress, relevant areas in any risk landscape. A matrix model analyzes the intersections of people, processes, and technologies where strengths, weaknesses, threats, and opportunities reside.
This document provides a summary of key aspects that should be considered when developing a disaster preparedness plan for mission-critical facilities. It discusses the types of disasters that can occur and how to prevent failures through comprehensive design, maintenance programs, and addressing human errors. The disaster planning process involves preparation, detection and response, and recovery. Critical information and resources need to be backed up and stored at multiple locations. Assessments of hazards, vulnerabilities, risks, recovery capabilities, and safety are recommended to identify weaknesses and improve the disaster preparedness plan.
Mock Drills in Hospitals- How to conduct mock drills?Lallu Joseph
Internal disaster management in hospitals is very critical. Hospitals need to prepared to handle emergencies and conduct regular mock drills to check the protocols, awareness of staff and also the equipment.
This document discusses operations risk in three parts. The first part outlines the four steps of operations risk management: assess the situation, balance resources, communicate risks and intentions, and debrief. The second part describes key features an operations risk management software should have like risk tracking and reporting. The third part discusses characteristics of operations risk for banks, including how risks arise from human error and technology changes. It emphasizes the importance of internal controls and risk education for mitigating operations risk.
Irs intro unit 3 basic features usfs ip (2)neeraj verma
The document describes the basic features of an Incident Response System (IRS), including its use of standardization, common terminology, modular organization, management by objectives, and accountability principles. The IRS aims to coordinate response through unified command, effective planning, comprehensive resource management, and integrated communications. Maintaining a manageable span of control and following dispatch/deployment processes are important to ensure responder safety and effective resource utilization.
The document discusses contingency and emergency plans from the perspective of the International Federation of Air Traffic Controllers' Associations (IFATCA). It covers several key points:
1. IFATCA is the worldwide federation of air traffic controllers with members from over 13 countries, and its goals include promoting aviation safety.
2. The document discusses the importance of common contingency and emergency plans as well as coordination at the industry level. It also discusses guidelines for air traffic controller training in handling unusual and emergency situations.
3. Human factors like situational awareness, stress management, and decision making are important considerations for emergency planning. Maintaining situational awareness is a key human factors issue for the human-technology interface.
The document provides an overview of risk management principles and processes for human error. It discusses qualitative and quantitative risk assessment approaches. The key stages of risk management are identified as hazard identification, risk assessment, and risk control. Methods for hazard identification, risk estimation, and developing risk control plans are outlined. Finally, the TRIPOD framework for accident investigation and analysis is introduced, which uses a causal model to identify hazards, events, targets, barriers, failures, preconditions, and latent failures.
ORM is the process of dealing with the risks associated with military operations, which includes: risk assessment, risk decision making and implementation of effective risk controls
This document outlines safe operating procedures for ship recycling, including hazard identification, risk assessment, job safety analysis, tool box talks, post-incident reviews, and reporting requirements. It describes 12 methods for hazard identification, such as brainstorming, surveys, interviews, and reviewing documented knowledge or historical information. Risk assessment involves evaluating the probability and potential impact of risks, categorizing risks, and using expert judgement. Job safety analysis breaks jobs into steps, identifies potential hazards for each step, and recommends preventive measures. Tool box talks provide short safety messages to raise awareness. Post-incident reviews evaluate responses to incidents to improve safety. Incidents must be properly reported and investigated.
Depending on the nature of the task, the level of safety management training required will vary from general safety familiarization to expert level for safety specialists, for example:
a) Corporate safety training for all staff,
b) Training aimed at management’s safety responsibilities,
c) Training for operational personnel (such as pilots, maintenance engineers, dispatchers / FOO’s and personnel with apron or ramp duties), and
d) Training for aviation safety specialists (such as the Safety Management System and Flight Data Analysts).
The scope of SMS training must be appropriate to each individual’s roles and responsibilities within the operation. Training should follow a building-block approach. As part of the ICAO requirements, an operator must provide training to its operational personnel (including cabin crew), managers and supervisors, senior managers, and the accountable executive for the SMS.
Training should address the specific role that cabin crew members play in the operation. This includes, but is not limited to training with regards to:
a) Unit 1 SMS fundamentals and overview of the operator’s SMS;
b) Unit 2 Safety policy;
c) Unit 3 Hazard identification and reporting; and
d) Unit 4 Safety Communication.
e) Unit 5 Review of Company Safety Management
f) Unit 6 Review of Safety Reporting
The base content comes from many sources but all aligned to the ICAO syllabus requirements, and created for an international operational airline.
If you are a startup airline, or looking to align courses with your specific operational standards, please take a look and check out
pghclearningsolutions@gmail.com leave a message and I will contact you where we can discuss your requirements, send you examples and if required, download my editable masters which you can customize to meet your own specific operational training requirements.
Depending on the nature of the task, the level of safety management training required will vary from general safety familiarization to expert level for safety specialists, for example:
a) Corporate safety training for all staff,
b) Training aimed at management’s safety responsibilities,
c) Training for operational personnel (such as pilots, maintenance engineers, dispatchers / FOO’s and personnel with apron or ramp duties), and
d) Training for aviation safety specialists (such as the Safety Management System and Flight Data Analysts).
The scope of SMS training must be appropriate to each individual’s roles and responsibilities within the operation. Training should follow a building-block approach. As part of the ICAO requirements, an operator must provide training to its operational personnel (including cabin crew), managers and supervisors, senior managers, and the accountable executive for the SMS.
Training should address the specific role that cabin crew members play in the operation. This includes, but is not limited to training with regards to:
a) Unit 1 SMS fundamentals and overview of the operator’s SMS;
b) Unit 2 Safety policy;
c) Unit 3 Hazard identification and reporting; and
d) Unit 4 Safety Communication.
e) Unit 5 Review of Company Safety Management
f) Unit 6 Review of Safety Reporting
The base content comes from many sources but all aligned to the ICAO syllabus requirements, and created for an international operational airline.
If you are a startup airline, or looking to align courses with your specific operational standards, please take a look and check out
pghclearningsolutions@gmail.com leave a message and I will contact you where we can discuss your requirements, send you examples and if required, download my editable masters which you can customize to meet your own specific operational training requirements.
The document discusses the reasons for investigating accidents and incidents in the workplace. Key reasons include: to prevent future accidents by identifying their root causes; to fulfill legal requirements; to address liability issues if problems are not corrected; and most importantly, to improve workplace safety and protect employee health. A thorough investigation process is an important part of any safety program.
This document discusses disaster drills, which are simulations of emergency situations conducted to educate personnel and test emergency response plans. It defines disaster drills and describes three common types: tabletop drills, functional drills, and full-scale drills. Key aspects of designing effective disaster drills are outlined, including defining objectives, crafting scenarios, and planning activities. Guidelines are provided for roles in drills, such as incident commanders and evaluators. The document emphasizes that regular drills are important to identify weaknesses in plans and increase staff confidence and coordination in responding to emergencies.
The document discusses emergency response plans (ERPs) for process industries. It covers key elements of an ERP including objectives to prevent injuries and minimize damage, organization of response teams and responsibilities, procedures for different emergency situations, and importance of testing and revising the plan. The document provides guidance on developing an ERP with sections on vulnerability assessment, contact information, evacuation plans, and communication methods.
The document discusses definitions of cyber resilience from academic and industry sources. It finds that while definitions generally refer to withstanding and recovering from cyber threats, they differ in how they define the threats, who or what is resilient, and the core components of resilience. The document also analyzes the origins and practice of cyber resilience, finding it aims to manage inherent insecurity but responsibilities are unclear. It concludes that more research is needed on organizing for resilience across organizations and boundaries.
‘Risk management is the Army’s principal risk-reduction process to protect the force. Our goal is to make risk management a routine part of planning and executing operational missions.’
The document discusses several psychosocial factors that can impact air traffic controllers' work. It notes that social support is important for stress management, including availability of services to meet needs and recognition of the importance of their work. It also discusses how controllers feel a need to see their profession as honorable and indispensable due to a lack of external recognition from the public. The excerpt provided discusses research finding that Swiss controllers emphasized descriptions of their work as specialized, honorable, and irreplaceable to make up for a lack of public understanding or perception that their work causes delays.
Severe Weather Preparedness and ResiliencyMissionMode
Storms, hurricanes, tornadoes, flooding and other severe weather events are an unavoidable fact of life. In 2012, severe weather caused more than $100 billion in damages within the United States alone.
This white paper is a guide to planning and implementing your response to weather threats, and it's much more than a simple checklist. Resiliency is the ability to withstand and 'bounce back' from an emergency event. The white paper helps you to think through the processes that will result in a successful response to a weather threat. Your business and people will then be truly prepared and resilient.
This document discusses environmental risk assessment (ERA). It defines ERA as a generic term for tools and techniques used to gather available information about environmental risks and make judgments about them. The document outlines key steps in ERA, including hazard identification, exposure assessment, and risk estimation. It also discusses challenges like uncertainty, different levels of ERA, and the importance of risk communication. Overall, the document provides an introduction and overview of ERA, its relationship to environmental impact assessment, and considerations for effectively implementing ERA.
The document discusses engineering responsibilities and concepts around safety. It covers how safety is a subjective concept defined by acceptable risk levels. Absolute safety cannot be achieved and risk is inherent in many activities. Engineers must balance safety, responsibilities to clients and the public, and consider how risks and benefits are perceived. Methods to assess risk include scenario analysis, failure mode analysis, and cost-benefit analysis with the goal of continually improving safety.
Similar to DARWIN Webinar 'The sharp end' by Anders Ellerstrand (20)
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
How To Cultivate Community Affinity Throughout The Generosity JourneyAggregage
This session will dive into how to create rich generosity experiences that foster long-lasting relationships. You’ll walk away with actionable insights to redefine how you engage with your supporters — emphasizing trust, engagement, and community!
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
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United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
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3. The Resilience Abilities:
A - The ability to anticipate
L - The ability to learn and evolve
M - The ability to monitor
R - The ability to respond and adapt
4. DRMG:
• “The DRMGs are intended for
/directly addressed to policy
makers, decision makers and
managers at different levels in
an organization. They can only
indirectly affect the activities of
front line operators or first
responders in crisis
management.”
5. DRMG:
• “The DRMGs are not directly
addressed to front line
operators or first responders in
crisis management (although
their activities will be indirectly
impacted by the DRMGs, if
their practices and procedures
have been revised or designed
based on the DRMGs).”
6. You can divide an
operational system -
into a sharp end and a
blunt end…
9. M - The ability to monitor
• “Knowing what to look for or being able to monitor
that which is or could seriously affect the system’s
performance in the near term – positively or
negatively. The monitoring must cover the system’s
own performance as well as what happens in the
environment.”
• “One type of indicators are called ‘leading’
indicators, because they can be used as valid
precursors for changes and events that are about to
happen. ‘Leading’ indicators are generally seen as
very attractive (Hopkins, 2009). The main difficulty
with ‘leading’ indicators is that the interpretation
requires an articulated description, or model, of
how the system functions.”
Reference: Hollnagel, E. (2015) Introduction to the Resilience Analysis Grid (RAG)
14. L - The ability to learn and evolve
• “Knowing what has happened, or being able to
learn from experience, in particular to learn the
right lessons from the right experience.”
• “Counting how often something happens is not
learning. Knowing how many accidents have
occurred, for instance, says nothing about why they
have occurred, nor anything about the many
situations when accidents did not occur. And
without knowing why something happens, as well
as knowing why it does not happen, it is impossible
to propose effective ways to improve safety.”
Reference: Hollnagel, E. (2015) Introduction to the Resilience Analysis Grid (RAG)
15. Reference: Hollnagel, E., Wears, R.L. and Braithwaite, J. (2015) From Safety-I to Safety-II: A White Paper. The Resilient Health Care Net:
Published simultaneously by the University of Southern Denmark, University of Florida, USA, and Macquarie University, Australia.
16. Drifting…
On April 14, 1994, two U.S. Air Force F-15 fighters
accidentally shot down two U.S. Army Black
Hawk Helicopters over Northern Iraq, killing all
twenty-six peacekeepers onboard. In response to
this disaster the complete array of military and
civilian investigative and judicial procedures ran
their course.
After almost two years of investigation with
virtually unlimited resources, no culprit emerged,
no bad guy showed himself, no smoking gun was
found. This book attempts to make sense of this
tragedy--a tragedy that on its surface makes no
sense at all.
17.
18. General conditions:
• ”…the tendency to overdesign, and a
bias to overcontrol…”
• ”A long enough period to loosely
coupled time sufficient to generate
substantial gaps between globally
synchronized rules and local subgroup
practice…”
• ”A reasonable chance that isolated
subgroups would become tightly
coupled at some point in the future.”
Reference: Snook, S. A. (2000) Friendly Fire. Princeton University Press
20. A - The ability to anticipate
• “Knowing what to expect or being able to
anticipate developments further into the future,
such as potential disruptions, novel demands or
constraints, new opportunities, or changing
operating conditions.”
• “Many present day systems where industrial safety
is a concern are … underspecified. For such systems
the principles of functioning are only partly known,
descriptions contain (too) many details and take a
long time to make, and the systems keep changing
so that descriptions must be frequently updated.”
Reference: Hollnagel, E. (2015) Introduction to the Resilience Analysis Grid (RAG)
21. Competence – Lagging or Leading?
• Erik Hollnagel; Eurocontrol Hindsight magazine No 27:
• “Indeed, an almost universal response to failures and
accidents is to analyse them in order to identify the
competence that would have prevented them.”
• “Although some part of competence must be lagging, it
would clearly be interesting and useful if competence also
could be leading.”
• “A complementary and more constructive approach is to
consider what is needed for a system to function as
required in expected and unexpected conditions alike – or
in other words to perform in a resilient manner.”
• “The requisite competence could, for instance, be derived
from the set of cognitive and interpersonal skills that are
the focus of CRM – such as communication, decision
making, and leadership.”
22. CRM / Non-technical skills
1. Cooperation: Cooperation is the ability to work effectively in a crew.
2. Leadership and managerial skills: Effective leadership and managerial
skills help to achieve joint task completion within a motivated, fully
functioning team through coordination and persuasiveness.
3. Situation awareness: Situation awareness relates to one’s ability to
accurately perceive what is in the flight crew compartment and outside
the aircraft. It is also one’s ability to comprehend the meaning of
different elements in the environment and the projection of their status
in the near future.
4. Decision-making: Decision-making is the process of reaching a
judgement or choosing an option.
Reference: European Aviation Safety Agency; Acceptable Means of Compliance (AMC) and Guidance Material (GM) to Annex III – Part-ORO
23. Threat and Error Management
There are basically three categories of individual and team
countermeasures:
• Planning countermeasures: essential for managing anticipated and
unexpected threats;
• Execution countermeasures: essential for error detection and error
response;
• Review countermeasures: essential for managing the changing
conditions of a flight.
Reference: Maurino, D. (2005) Threat and error management (TEM). Vancouver: Canadian Aviation Safety Seminar (CASS)
24. Threat and Error Management
There are basically three categories of individual and team
countermeasures:
• Planning countermeasures: essential for managing
anticipated and unexpected threats;
• Briefings, plans, workload assignment, contingency
• Execution countermeasures: essential for error detection and error
response;
• Review countermeasures: essential for managing the changing
conditions of a flight.
Reference: Maurino, D. (2005) Threat and error management (TEM). Vancouver: Canadian Aviation Safety Seminar (CASS)
26. R - The ability to respond and adapt
• “Knowing what to do or being able to respond to
regular and irregular changes, disturbances, and
opportunities by activating prepared actions or by
adjusting current mode of functioning.”
• “In order to respond, the system must therefore
first detect that something has happened, then
recognise what it is and determine whether a
response is necessary, and finally know how to
respond, when to begin, and when to stop.”
Reference: Hollnagel, E. (2015) Introduction to the Resilience Analysis Grid (RAG)
27. DRMG 3.2. Establishing conditions for adapting plans and procedures
during crises and other events that challenge normal plans and procedures.
28. DRMG 3.2. ”Often, crises challenge the plans and procedures in place. As a result, organisations need to
support and maintain a clear and legitimate space of manoeuvre relative to normative plans and procedures.”
29. DRMG 3.2. ”Such space is important for actors engaged in crisis
response in order to adapt to unusual (unanticipated) circumstances.”
31. The Darwin Resilience
Management Guidelines
(DRMG) are not directly
addressed to front line operators
or first responders in crisis
management…
…but let’s not forget the sharp end…