Naajia Ahmed completed internships with J.M. Huber Corporation over two summers where she gained experience in environmental health and safety and applied knowledge to her field of study. During her internships, she analyzed Huber's metrics programs, created entries for investigation reports and permit exceedances in Enablon, assessed sustainability aspects of sites, and worked on compliance plans, record keeping of injuries and fines, and mine tours. She collaborated with various employees and applied her experience to courses in environmental economics, ethics, and law.
The following presentation describes the best practices present along with the principles and approaches to implementing and maintaining a safety and health program for a construction firm.
OSHA recognizes that a wide variety of small and large construction job sites exist. Some are short-duration, while others may take years to complete; some sites are
characterized by frequently changing conditions, while other sites’ conditions may change less often. An effective program emphasizes top-level ownership, participation by employees, and a “find and fix” approach to workplace hazards.
The “find and fix” approach to workplace hazards refers to the “Hazard Identification” and “Hazard Prevention and Control” core elements. Because of the wide variety of site conditions, these two core elements should be implemented on a site specific basis in order to effectively detect and correct hazards.
The concept of continuous improvement is central to these recommended practices. As with any journey, the first step is often the most challenging. The idea is to begin with a basic program and grow from there. By initially focusing on achieving modest goals, monitoring performance, and evaluating outcomes, you can help your company progress over time along the path to higher levels of safety and health.
The following presentation describes the best practices present along with the principles and approaches to implementing and maintaining a safety and health program for a construction firm.
OSHA recognizes that a wide variety of small and large construction job sites exist. Some are short-duration, while others may take years to complete; some sites are
characterized by frequently changing conditions, while other sites’ conditions may change less often. An effective program emphasizes top-level ownership, participation by employees, and a “find and fix” approach to workplace hazards.
The “find and fix” approach to workplace hazards refers to the “Hazard Identification” and “Hazard Prevention and Control” core elements. Because of the wide variety of site conditions, these two core elements should be implemented on a site specific basis in order to effectively detect and correct hazards.
The concept of continuous improvement is central to these recommended practices. As with any journey, the first step is often the most challenging. The idea is to begin with a basic program and grow from there. By initially focusing on achieving modest goals, monitoring performance, and evaluating outcomes, you can help your company progress over time along the path to higher levels of safety and health.
Jesse Robbins (Cofounder of Opscode) explains how to be a force for Awesome. He will explain how to evangelize & overcome cultural resistance to change (& share his own painfully funny lessons on how not to do it ;-).
Disadvantages of corona, radio interference, inductive interference between p...vishalgohel12195
Disadvantages of corona, radio interference, inductive interference between power and communication lines
Introduction
Disadvantages of corona.
Radio interference.
Inductive interference between power and communication lines
How to Create a Conversion Optimization Strategy that Gets ResultsChris Goward
Attempting to do Conversion Rate Optimization without a strategy is like a powerboat with no rudder. You'll go in the wrong direction fast!
In this session, you'll learn from leading CRO strategist, Chris Goward, how to build a strategy that drives business results. Use his 5-Step Strategy as a planning framework to dramatically improve your conversion rates and revenue. Includes an introduction to the PIE Framework(TM) for prioritizing optimization opportunities.
With practical examples, you'll find out where to focus, what to test and how to avoid common mistakes.
In 2021, Carbon Tracker published its first report about the degree to which companies had disclosed taking climate risks into account within financial statements, and auditors in their audits thereof.
The report included whether the assumptions and estimates that companies used were transparent and consistent with other aspects of reports. See “Flying Blind: The glaring absence of climate risks in financial reporting” (FB 1.0).
Since then, there has been a growth in net zero pledges and other climate-related commitments and increased reporting on climate risks ‘outside’ the financial statements.[1] Yet, most companies still do not appear to be including the financial impacts of such commitments, or indeed climate change risks, in their financial statements.
The companies surveyed included those from the fossil fuel, mining, manufacturing, and automotive sectors that are focus companies for the investor led Climate Action 100+ engagement.
[1] Given the importance of this there have also been several new proposals internationally for enhanced reporting outside of the financials (so-called ‘narrative reporting’).
KEY FINDINGS
Our reviews of 134 highly carbon-exposed companies provided little evidence that they had considered the impacts of material climate-related matters in preparing their financial statements.
In general, companies failed to disclose the relevant quantitative climate-related assumptions and estimates used to prepare the financial statements, even when they indicated that climate risks may impact these assumptions.
Companies did not present consistent climate narratives. Their financial statements failed to fully reflect climate considerations included in the companies’ other reporting.
There was little evidence that auditors considered the impact of material climate-related matters.
No company used assumptions and estimates that were aligned with achieving net zero by 2050 or sooner. This was despite that a significant majority of companies had targets or ambitions to achieve this drive.
Customized, Systemic, Strategic – the way to succeed with energy efficiency i...Leonardo ENERGY
Energy efficiency is the “1st fuel”, the easiest and cheapest solution to decrease energy consumption and greenhouse gas emissions. But profitable energy-efficiency investments often remain undecided, which results in a huge energy-efficiency gap and in growing GHG emissions.
The presentation will provide knowledge and practical examples of a business management approach enabling to overcome the barriers to energy efficiency and to more successfully sell energy performance projects to large energy consumers. This unique triple approach is: 1. Customized: understanding energy users’ business models and value creation processes; 2. Systemic: developing energy management to make energy visible at all organizational levels; 3. Strategic: making energy-efficiency investment strategic to enable them to come out on top in the internal competition for human and financial resources
Jesse Robbins (Cofounder of Opscode) explains how to be a force for Awesome. He will explain how to evangelize & overcome cultural resistance to change (& share his own painfully funny lessons on how not to do it ;-).
Disadvantages of corona, radio interference, inductive interference between p...vishalgohel12195
Disadvantages of corona, radio interference, inductive interference between power and communication lines
Introduction
Disadvantages of corona.
Radio interference.
Inductive interference between power and communication lines
How to Create a Conversion Optimization Strategy that Gets ResultsChris Goward
Attempting to do Conversion Rate Optimization without a strategy is like a powerboat with no rudder. You'll go in the wrong direction fast!
In this session, you'll learn from leading CRO strategist, Chris Goward, how to build a strategy that drives business results. Use his 5-Step Strategy as a planning framework to dramatically improve your conversion rates and revenue. Includes an introduction to the PIE Framework(TM) for prioritizing optimization opportunities.
With practical examples, you'll find out where to focus, what to test and how to avoid common mistakes.
In 2021, Carbon Tracker published its first report about the degree to which companies had disclosed taking climate risks into account within financial statements, and auditors in their audits thereof.
The report included whether the assumptions and estimates that companies used were transparent and consistent with other aspects of reports. See “Flying Blind: The glaring absence of climate risks in financial reporting” (FB 1.0).
Since then, there has been a growth in net zero pledges and other climate-related commitments and increased reporting on climate risks ‘outside’ the financial statements.[1] Yet, most companies still do not appear to be including the financial impacts of such commitments, or indeed climate change risks, in their financial statements.
The companies surveyed included those from the fossil fuel, mining, manufacturing, and automotive sectors that are focus companies for the investor led Climate Action 100+ engagement.
[1] Given the importance of this there have also been several new proposals internationally for enhanced reporting outside of the financials (so-called ‘narrative reporting’).
KEY FINDINGS
Our reviews of 134 highly carbon-exposed companies provided little evidence that they had considered the impacts of material climate-related matters in preparing their financial statements.
In general, companies failed to disclose the relevant quantitative climate-related assumptions and estimates used to prepare the financial statements, even when they indicated that climate risks may impact these assumptions.
Companies did not present consistent climate narratives. Their financial statements failed to fully reflect climate considerations included in the companies’ other reporting.
There was little evidence that auditors considered the impact of material climate-related matters.
No company used assumptions and estimates that were aligned with achieving net zero by 2050 or sooner. This was despite that a significant majority of companies had targets or ambitions to achieve this drive.
Customized, Systemic, Strategic – the way to succeed with energy efficiency i...Leonardo ENERGY
Energy efficiency is the “1st fuel”, the easiest and cheapest solution to decrease energy consumption and greenhouse gas emissions. But profitable energy-efficiency investments often remain undecided, which results in a huge energy-efficiency gap and in growing GHG emissions.
The presentation will provide knowledge and practical examples of a business management approach enabling to overcome the barriers to energy efficiency and to more successfully sell energy performance projects to large energy consumers. This unique triple approach is: 1. Customized: understanding energy users’ business models and value creation processes; 2. Systemic: developing energy management to make energy visible at all organizational levels; 3. Strategic: making energy-efficiency investment strategic to enable them to come out on top in the internal competition for human and financial resources
Emergency Preparedness and Response Plan - why one size will not fit allPECB
The webinar covers:
• Why emergency preparedness and response is an important component of Environmental Management
• “How by using section 6.1 you can avoid the “One size fits all” trap.
• The things organisations should do to fully comply with clause 8.2
The presentation includes some case studies based on real and potential scenarios in Perth, Western Australia.
Presenter:
This webinar was presented by PECB Certified Trainer and CEO of Pirii Australia, Mr. Mike Gray.
Link of the recorded webinar published on YouTube: https://youtu.be/Gmqt7bs4olg
A Safety, Health & Environmental Professional with 14+ years passionate expertise in ensuring safety in the manufacturing workplace by taking direct responsibility for development, implementation and management of safety, industrial hygiene and environmental affairs. jjaderholm@gmail.com
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J.M. HUBER CORPORATION
Overall Huber Experience
1. Gained valuable experience in the EHS&S Field
2. Interacted with employees in all levels within Huber
3. Applied knowledge to my Field of Study
4. Analyzed and applied Huber programs:
1. Huber Metrics
» Contractor Pre-Qualifications
» Incidents
» Near hits
» Spills
» Workers Compensation
2. Enablon**
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J.M. HUBER CORPORATION
Summer 2015-Metrics
Verified classification of events as “near hits” or
“incidents”
Assigned “energy levels” to incident reports based on
danger of impact
Contacted Environmental Health and Safety Managers
from each site to inquire about missing historical data of
lost/restricted days due to worker/contractor incidents
Created and updated Contractor Pre-qualification
information from each considered at each J.M. Huber site
worldwide
Worked with compliance procedures to identify and extract
pertinent information
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J.M. HUBER CORPORATION
Summer 2015-Enablon
Created entries for:
– Past investigation reports to include a timeline of the reported
events, team members, management system causal factors (primary
and root causes) in the investigation
– Permit Exceedances
– Environmental violations (NOVs) using Huber’s historical metrics
system from each site
Worked with supporters of “Enablon” to discard and add
sections of the Incident Reporting Module
Updated and translated Enablon training PowerPoint
presentations to train employees around the world on how
to use the system
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J.M. HUBER CORPORATION
Report Template Arrangement
• Report templates are arranged by category tabs
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J.M. HUBER CORPORATION
Summer 2015- Sustainability
Analyzed different aspects of each individual site
including: Waste, Emissions, Water Input/Output,
Production, Energy Usage
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J.M. HUBER CORPORATION
Summer 2015- OCDI
Correlated Huber OCDI data with the Leading and
Lagging metrics
Edited and revised presentations for OCDI results
in Taavetti, including making graphs of “A.I.R.E”
(Anticipation, Inquiry, Resilience, Execution)
dimensions
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J.M. HUBER CORPORATION
Question/Statement
Average Score
(1-5 Scale)
If I have a concern about safety, I will bring it up. 4.5
I personally know that someone in my workgroup had an injury within the last
year that he or she did not report.*
4.6
In the last year I was involved in a near-miss that I did not report.* 4.6
In the last year I had an injury that I did not report that probably would have
been classified as a reportable injury (that is, a serious injury).*
4.6
In the last year I had a minor injury (first aid) that I did not report.* 4.8
My supervisor waits for others to voice their views and opinions before sharing
his/her own.
3.1
My supervisor would use whatever power he/she has to help me out at his/her
expense.
3.2
I believe managers apply the same rules for all workers. 3.5
My supervisor recognizes my potential. 3.6
Employees are allowed to challenge or appeal job decisions made by the
supervisor.
3.6
*these questions were worded such that strongly disagreeing was favorable
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J.M. HUBER CORPORATION
Summer 2016- Record Keeping
Worked with and frequently updated Workers
Compensation for recordable injuries in 2007-2016
Updated records of Huber MSHA fines for violations by
using the Department of Labor website
– Proposed or Contested Citations
– Closed Citations
– S&S- Significant and Substantial Violations
– VPID- Violations Per Inspection Day
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J.M. HUBER CORPORATION
Summer 2016- Surveys
Worked with 2015 Ecovadis and CDP Survey
Completed the 2016 Supply Chain CDP Survey
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J.M. HUBER CORPORATION
Summer 2016-Compliance
Created Compliance Plan for Bauxite from Air
Permit
Worked with EHS Manager in Fairmount to create
and format the Activity Screening for upcoming
audit
Updated Compliance Plans In Fairmount for the
Title V, Diesel Generator, and Storm Water
Permits
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J.M. HUBER CORPORATION
People I’ve had the pleasure
of working with
Katie Harmon
– Enablon-Incident Reporting
Eric Reynolds
– OCDI Results- A.I.R.E. dimensions
EHS/Plant Managers
– Inquiries of historical incidents
Brian Cooley-Don Young
– CDP Surveys
Martha Hughes
– Training session notes
Selina Garcia
– Compliance plans, Activity Screening
Emily Thomas
– Translating Enablon Training Slides for Employees Worldwide
Sharon Noble (Executive Sponsor)
– Updated HR Training
Brian Williams
– Pivot Tables
Chris Fenwick
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J.M. HUBER CORPORATION
Application To My Studies
Major
– Environmental Economics and Management
Courses I’ve taken since Huber:
– Resource Economics
– Environmental Ethics
– Environmental Public Health Law**
– Intro to GIS
– Resource Management and Entrepreneurship
– Intermediate Economic Principles (Micro)**
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J.M. HUBER CORPORATION
Application To My Studies
Future Courses:
– Intro to Environmental Health
– Environmental Economics
– Chemistry
– Intro to Public Speaking