Launched in 2014, the IMA-Europe Safety Award rewards member companies showing the best improvement performances in safety and health and as such, promoting a safer workplace. The IMA-Europe Safety Award actively supports the IMA-Europe Target Zero Injury initiative, focusing this year on “Injury Prevention and Health Protection”.
More information on http://www.ima-europe.eu/award/safety-award
Hailed as the conference for safety experts to explore topics ranging from zero harm methods and best practices, cultural change, leadership and employee buy in, contractor management, report and investigation methods – this is a conference not to be missed. Conference presentations include case studies led by industry experts, and discussion panels by industry leaders, professionals.
www.trueventusnews.com
Created in partnership with the sector skills council for the UK Health Sector, Skills for Health, our COVID-19 courses are continuously updated using official guidance from the Department of Business Energy and Industrial Strategy (BEIS).
All published guidance is issued in consultation with Public Health England (PHE) and the Health and Safety Executive
(HSE), and with the co-operation and input from the devolved administrations of Scotland, Wales and Northern Ireland.
The threat of Covid-19 has meant that employers need to take new, unprecedented steps to protect their workforce or risk breaching the Health & Safety in Criminal Law Act (1974). We offer organisations a way of evidencing their commitment to workforce safety and slowing the spread of Covid-19.
Get in touch today by emailing training@protecta.services
Reduction of Un-safe Work Practices by Enhancing Shop floor Safety– A case studyIJERA Editor
Industrial safety is of utmost important in the present industrial scenario in order to protect employees, plant and
environment. The present study is carried out in a machine tool manufacturing company. The initial study
revealed several problems with respect to industrial safety and productivity. Keeping these problems in view,
the aim of the present study was to analyse the existing layout and designing the new layout to improve the
productivity by ensuring safety in the shop floor according to the standards.The existing problems were
analysed systematically and solved by adopting andimplementing DuPont Safety Model. The implementation
resulted in increasing the safety and productivity in the organization.
MFC )UPNEWS & INFORMATIONFind more productsupplier info.docxARIV4
MFC )UP
NEWS & INFORMATION
Find more product/supplier information at ••on
Ffenton
Manufacturing &
Supply Chain Group
www.pentonmsc.com
Courtesy of:
EHS Today
www.EHSToday.com
CULTIVATING A
CULTURE OF SAFETY
Establishing a culture of safety is not as simple as creating new workplace
rules. It involves a new way of thinking about fatality and injury prevention.
By Grover Hardin
T
o build a thriving safety culture, companies need to focus
on both the procedures and processes that guide their
operations, as well as the attitudes and behaviors of every
employee.
It's not as simple as creating new workplace rules. It involves
a new way of thinking about fatality and injury prevention.
Because many EHS professionals now are expected to man-
age a multitude of responsibilities - often without the necessary
bandwidth or support staff- safety needs to become everyone's
responsibility. Safe behaviors should be modeled at every level of
employment - from the C Suite to the shop floor - across all func-
tions, from manufacturing to sales to the back office.
By promoting accountability in every aspect of a business,
companies can foster mutual respect, commitment, collaboration
and open dialogue among employees of all levels. These are the
hallmarks of a safety culture.
It's not enough to simply describe safety as a priority - be-
cause priorities often change. Companies need to make safety a
core value, knowing that a safe and healthy workforce translates
to a healthy bottom line.
No One-Size-Fits-All Approach
The foundation of a robust safety culture is a cohesive envi-
ronmental, health and safety management system.
An effective EHS-management system outlines the neces-
sary regulatory requirements and standards for safe workplace
operations, while allowing room for customization. At Kim-
berly-Clark Professional (KCP), we recognize that each of our
mills has a distinctive workplace culture, which is why our approach
to safety is not one-size-fits-all.
For example, our mill in Corinth, Miss., which manufactures
WypAU-brand utility wipers, employs 135 people along with another
30 to 50 contracted employees who provide services for our mill.
Every employee is bound by our mill's safety policy and "Eatal 10"
safety rules, which are unique to our mill but consistent with similar
tools used at other KCP facilities.
The "Fatal 10" defines the actions that all employees should
not take, as violating them could result in an injury or a loss of life.
While adhering to the requirements and standards of our company's
overall EHS-management system, these actions are reflective of the
distinct risk areas identified as most critical for our mill.
The mill in Corinth has achieved excellent safety outcomes, in-
cluding eight Crystal Eagle awards. The award recognizes mills that
have achieved a full year without a reportable injury.
However, this success did not come easily. It was the result of a
continuing focus on refining and improving our appro ...
Brand Academy provides details brand analysis, research, article and insights for free.
Contact us :
brandsmentor@gmail.com
https://www.facebook.com/1stbrandsacademy
CORPORATE SOCIAL RESPONSIBILITY
Our Vision
To remain market leader and technology pace setter in the engineering and electronics industry by utilizing the high-tech engineering expertise of the Siemens Group worldwide. To maintain our strong and prominent local presence.
Our Mission
Providing quality to our customers at competitive prices, to their complete satisfaction.
Generating earnings sufficient to ensure a secure future for the company and to protect and increase our shareholders/stakeholders' investment.
To enhance creativity and job satisfaction of our employees by providing opportunities for personal development, limited only by their own ability and drive.
To contribute to the national economy, whilst realizing a strong sense of responsibility to society and the environment.
To enhance the investment of our customers through Human Excellence, our Technology, our Processes, our High Standards of Quality and Financial Strength.
To support and strive for technology transfer to Pakistan through our global resources and local Presence.
INTERVIEW
Q1) How corporate social responsibility impacts businesses?
Q2) Who Benefits From Corporate Social Responsibility?
Q3) Why should businesses care about their social and environmental responsibilities?
Q4)Do you publish any quarterly or yearly sustainability report?
Q5) Is there a correlation between CSR and a business’s financial performance?
Q6) What does CSR mean to the average citizen /consumer?
Q7)What is Corporate Philanthropy? Do you believe in that?
Q8) How do you relate CSR with marketing strategies?
Q9) What is your allocated budget for CSR on annual basis?
Q10) Do you think there is a place for such programs at a time of economic deceleration?
Siemens A Global Perspective
Sustainability is the guiding principle for our daily business practices
Sustainability are closely linked to our company values – excellent, innovative, and responsible
Sustainability is our contribution to a more equitable world economy and the provision of energy-efficient, durable products and solutions for our customers.
Sustainability Goals
Help customers reduce their CO2 emissions by 300 million tons
Grow Environmental Portfolio revenue to €40 billion
Improve CO2 efficiency by 20 percent
Increase water efficiency by 20 percent
Environment, Health and Safety
Siemens has introduced a Corporate Environmental Protection Program (Environmental Program)
The key components of the Environmental Program are:
The company-wide introduction of an environmental management system.
The improvement of resource and energy efficiency in production.
An expansion of our environmental portfolio.
Hailed as the conference for safety experts to explore topics ranging from zero harm methods and best practices, cultural change, leadership and employee buy in, contractor management, report and investigation methods – this is a conference not to be missed. Conference presentations include case studies led by industry experts, and discussion panels by industry leaders, professionals.
www.trueventusnews.com
Created in partnership with the sector skills council for the UK Health Sector, Skills for Health, our COVID-19 courses are continuously updated using official guidance from the Department of Business Energy and Industrial Strategy (BEIS).
All published guidance is issued in consultation with Public Health England (PHE) and the Health and Safety Executive
(HSE), and with the co-operation and input from the devolved administrations of Scotland, Wales and Northern Ireland.
The threat of Covid-19 has meant that employers need to take new, unprecedented steps to protect their workforce or risk breaching the Health & Safety in Criminal Law Act (1974). We offer organisations a way of evidencing their commitment to workforce safety and slowing the spread of Covid-19.
Get in touch today by emailing training@protecta.services
Reduction of Un-safe Work Practices by Enhancing Shop floor Safety– A case studyIJERA Editor
Industrial safety is of utmost important in the present industrial scenario in order to protect employees, plant and
environment. The present study is carried out in a machine tool manufacturing company. The initial study
revealed several problems with respect to industrial safety and productivity. Keeping these problems in view,
the aim of the present study was to analyse the existing layout and designing the new layout to improve the
productivity by ensuring safety in the shop floor according to the standards.The existing problems were
analysed systematically and solved by adopting andimplementing DuPont Safety Model. The implementation
resulted in increasing the safety and productivity in the organization.
MFC )UPNEWS & INFORMATIONFind more productsupplier info.docxARIV4
MFC )UP
NEWS & INFORMATION
Find more product/supplier information at ••on
Ffenton
Manufacturing &
Supply Chain Group
www.pentonmsc.com
Courtesy of:
EHS Today
www.EHSToday.com
CULTIVATING A
CULTURE OF SAFETY
Establishing a culture of safety is not as simple as creating new workplace
rules. It involves a new way of thinking about fatality and injury prevention.
By Grover Hardin
T
o build a thriving safety culture, companies need to focus
on both the procedures and processes that guide their
operations, as well as the attitudes and behaviors of every
employee.
It's not as simple as creating new workplace rules. It involves
a new way of thinking about fatality and injury prevention.
Because many EHS professionals now are expected to man-
age a multitude of responsibilities - often without the necessary
bandwidth or support staff- safety needs to become everyone's
responsibility. Safe behaviors should be modeled at every level of
employment - from the C Suite to the shop floor - across all func-
tions, from manufacturing to sales to the back office.
By promoting accountability in every aspect of a business,
companies can foster mutual respect, commitment, collaboration
and open dialogue among employees of all levels. These are the
hallmarks of a safety culture.
It's not enough to simply describe safety as a priority - be-
cause priorities often change. Companies need to make safety a
core value, knowing that a safe and healthy workforce translates
to a healthy bottom line.
No One-Size-Fits-All Approach
The foundation of a robust safety culture is a cohesive envi-
ronmental, health and safety management system.
An effective EHS-management system outlines the neces-
sary regulatory requirements and standards for safe workplace
operations, while allowing room for customization. At Kim-
berly-Clark Professional (KCP), we recognize that each of our
mills has a distinctive workplace culture, which is why our approach
to safety is not one-size-fits-all.
For example, our mill in Corinth, Miss., which manufactures
WypAU-brand utility wipers, employs 135 people along with another
30 to 50 contracted employees who provide services for our mill.
Every employee is bound by our mill's safety policy and "Eatal 10"
safety rules, which are unique to our mill but consistent with similar
tools used at other KCP facilities.
The "Fatal 10" defines the actions that all employees should
not take, as violating them could result in an injury or a loss of life.
While adhering to the requirements and standards of our company's
overall EHS-management system, these actions are reflective of the
distinct risk areas identified as most critical for our mill.
The mill in Corinth has achieved excellent safety outcomes, in-
cluding eight Crystal Eagle awards. The award recognizes mills that
have achieved a full year without a reportable injury.
However, this success did not come easily. It was the result of a
continuing focus on refining and improving our appro ...
Brand Academy provides details brand analysis, research, article and insights for free.
Contact us :
brandsmentor@gmail.com
https://www.facebook.com/1stbrandsacademy
CORPORATE SOCIAL RESPONSIBILITY
Our Vision
To remain market leader and technology pace setter in the engineering and electronics industry by utilizing the high-tech engineering expertise of the Siemens Group worldwide. To maintain our strong and prominent local presence.
Our Mission
Providing quality to our customers at competitive prices, to their complete satisfaction.
Generating earnings sufficient to ensure a secure future for the company and to protect and increase our shareholders/stakeholders' investment.
To enhance creativity and job satisfaction of our employees by providing opportunities for personal development, limited only by their own ability and drive.
To contribute to the national economy, whilst realizing a strong sense of responsibility to society and the environment.
To enhance the investment of our customers through Human Excellence, our Technology, our Processes, our High Standards of Quality and Financial Strength.
To support and strive for technology transfer to Pakistan through our global resources and local Presence.
INTERVIEW
Q1) How corporate social responsibility impacts businesses?
Q2) Who Benefits From Corporate Social Responsibility?
Q3) Why should businesses care about their social and environmental responsibilities?
Q4)Do you publish any quarterly or yearly sustainability report?
Q5) Is there a correlation between CSR and a business’s financial performance?
Q6) What does CSR mean to the average citizen /consumer?
Q7)What is Corporate Philanthropy? Do you believe in that?
Q8) How do you relate CSR with marketing strategies?
Q9) What is your allocated budget for CSR on annual basis?
Q10) Do you think there is a place for such programs at a time of economic deceleration?
Siemens A Global Perspective
Sustainability is the guiding principle for our daily business practices
Sustainability are closely linked to our company values – excellent, innovative, and responsible
Sustainability is our contribution to a more equitable world economy and the provision of energy-efficient, durable products and solutions for our customers.
Sustainability Goals
Help customers reduce their CO2 emissions by 300 million tons
Grow Environmental Portfolio revenue to €40 billion
Improve CO2 efficiency by 20 percent
Increase water efficiency by 20 percent
Environment, Health and Safety
Siemens has introduced a Corporate Environmental Protection Program (Environmental Program)
The key components of the Environmental Program are:
The company-wide introduction of an environmental management system.
The improvement of resource and energy efficiency in production.
An expansion of our environmental portfolio.
More than 17 years of professional experience in the implementation & monitoring of Health, Safety and Environment management system and procedures as per OHSAS18001 and ISO 14001requirements. J3.Project Reliance Refinery Jamnagar (Gujarat) Pipe rack, LIN & LOX Tank. S.S Spool , U.G Pipe line. DIL 2X300 MW Power Project Chandrapur (Chimeney 275 m height , cooling tower, T.G, Boiler etc). AL Munnera, AL Raha project Abudhabi , UAE (Construction of Multistoried buildings, Circular Residential Towers, Town houses & Villas). DUBAL, DX. Technology Development Project (Bus bar, Pot line) Dubai (UAE). Emirates Aluminum smelter complex Project, (Cast House) Abudhabi. DUBAI FESTIVAL CITY (High rise Building, Shopping Mall, tunnel, Culvert etc.). BPCL Refinery India CRUDE DISTILLATION & VACUUM DISTILLATION UNIT HEAT EXCHANGER, SRU, LPG & FIRE WATER VALVE SYST.Lafarge cement Plant. Fabrication, Erection & Maintenance of all TATA STEEL PLANTS, i.e. G.C.P, Gas holder, Hot strip mill, Cold rolling Mill wire and Rod mill & Power Plant. Power plant Maintenance work.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
3. CANDIDATE 1
Contact: Quentin Ménard
Quentin.menard@imerys.com
www.imerys.com
Imerys Carbonates
Europe Middle East and Africa
Senior Managers Involvement in an
Industrial Safety System
4. Senior Managers Involvement in an Industrial Safety System
Category:
Safety
Candidate 1
Imerys Carbonates
EMEA Challenge: Creating a safer working environment, improve attitudes and habits
through influencing behaviors; coach, motivate and inspire people to equip them
to perform better; improve overall safety culture through leadership,
commitment and ownership.
Imerys Carbonates EMEA implemented in 2013 an internal audit management
system: “Senior Manager Audit“ (SMA) in all 15 sites in 9 European countries.
These safety audits were initially performed by key Senior Managers to both
help increase leadership visibility while preventing injuries through hazards and
risks identification processes. In 2016, Imerys Carbonates is orientating its
focus on Visible Felt Leadership, increasing the involvement of all our Senior
Managers on engaging with our workers on site.
Outcomes: Over 3 years, increase in safety culture in terms of no. of Senior
Managers involved in SMA; no of audits performed by both senior managers
and other visitors; no. and quality of observations from audits; the % of action
plan completion from our operations to solve those findings.
5. CANDIDATE 2
Sibelco Europe
« No Dust » teams
Innovation in airborne dust measurements
Contact: Ingeborg Pensis & An Buttiens
Ingeborg.pensis@sibelco.com
An.buttiens@sibelco.com
www.sibelco.com
6. « No Dust » teams – Innovation in airborne dust measurements
Category:
Safety
Candidate 2
Sibelco Europe
Challenge: Committed to reducing exposure of its staff to airborne dust, incl.
respirable crystalline silica, Sibelco sought a new way of identifying individual
sources of airborne dust generation to be able to prioritise improvements.
Sibelco’s multidisciplinary team of experts – Health, Safety and Engineering
specialists – developed for the quarry and mineral processing environment a
concept in which real-time dust level measurements are combined with
video recording of the activity or process being carried out. The new
technology makes dust exposure visible. The equipment - a hand-held
monitor and miniature head camera - has been very popular with the
workforce, positively influencing worker’s behavior and their personal
involvement in Sibelco’s dust improvement efforts.
Outcome: This innovative, and now affordable technology is now being used
throughout Sibelco to assist site-based “No Dust” teams in their local dust
improvement projects.
7. CANDIDATE 3
Sibelco Europe
Effective Safety Campaigns for
Sibelco’s « lifesaving rules » to fuel
continuous improvement
Contact: Andy Price & An Buttiens
Andy.price@sibelco.com
An.buttiens@sibelco.com
www.sibelco.com
8. Effective Safety Campaigns for Sibelco’s « lifesaving
rules » to fuel continuous improvement
Category:
Safety
Candidate 3
Sibelco Europe
Challenge: Fuel continuous improvement and support the company’s health
and safety performance objectives through effective safety campaigns.
In 2013, Sibelco Europe launched its “Lifesaving Rules” with the aim of
protecting workers from the most significant safety risks. The rules are
supported by existing Performance Standards. Recognising that the rules
alone do not provide the necessary “fuel” in terms of understanding,
planning, resources and engagement to bring about continuous
improvement, a holistic campaign was designed. It clearly explains what
standards are expected, provides tools and guidance, raises awareness via
tailored campaign materials, provides a framework for measurement of
compliance, etc. and this in the 17 European languages.
Outcome: Three successive safety campaigns (mobile equipment / traffic
safety; lock-out, tag-out and machinery guarding) carried out by
multidisciplinary project teams – operational, engineering & communication -
contributed to enhancing greatly the awareness of safety risks.
9. CANDIDATE 4
British Lime Association
Road to Zero Harm
by Sharing Good Practice
Contact: Andy Howe
Andrew.howe@tarmac.com
www.tarmac.com
10. Road to Zero Harm by Sharing Good Practice
Category:
Safety
Candidate 4
British Lime
Association
Challenge: Improve the health and safety performance within the
lime industry with the aim to achieving zero harm in the workplaces
by sharing good practices.
The British Lime Association ’s Health & Safety Committee –
consisting of H&S experts from Tarmac Lime & Powders, Lhoist
and Singleton Birch, look at leadership initiatives that can be
shared, organise workshops for the exchange of best practices,
share health and safety equipment as well as organise peer
reviews on site. The latter involve management, the safety team,
plant operatives and the maintenance team of all three companies.
Outcome: A competency matrix has been shared within the group
to achieve a standard of training and competency for specific tasks
and roles in the industry, with an initial focus on the kiln burner. All
who contribute are recognized with CPD certification.
11. CANDIDATE 5
Tarmac Lime & Powders
Conveyor Safety Training Rig
Contact: Andy Howe
Andrew.howe@tarmac.com
www.tarmac.com
12. Conveyor Safety Training Rig
Category:
Safety
Candidate 5
Tarmac Lime &
Powders
Challenge: Reduce incidents with conveyor belts to improve safety
performance and achieve zero harm.
Two apprentices based in Tunstead Workshops were given a
project to construct a working rig which simulates a worker coming
into contact with conveyor moving parts and nip points. Abigail
Finney and James Gratton completed a mechanical and electrical
construction of the rig. It allows the employees to experience the
hazards of the conveyor and serves as an effective safety training
and awareness raising tool.
Outcome: The transportable Safety Training Conveyor Rig is used
for safety training on site as well as offered to other lime producers
in view of best practice sharing. Abigail and James have been
awarded by the mpa.
13. on
Winners to be announced after 28 September on:
http://www.ima-europe.eu/award/safety-award