1) The document discusses the legal duty of care for safety professionals to provide accurate advice and recommendations, as others may reasonably act on such advice.
2) It presents a DIMRC framework for managing information, documentation, implementation, maintenance, review, and communication to create an auditable trail and maintain control of safety processes.
3) A five-step PIREM process is outlined for benchmarking and reviewing an organization's existing safety system, including reviewing behaviors, organization, establishing guidelines, implementing plans, and maintaining safety practices.
The document discusses empowerment, accountability, and responsiveness in occupational safety and health (OSH). It defines empowerment as giving employees freedom and authority, accountability as being responsible and answerable, and responsiveness as reacting quickly. It emphasizes clear lines of accountability in safety management and evaluating OSH committee effectiveness. An accountable safety system requires authorized behaviors, objective evaluation, and appropriate consequences.
The document summarizes a presentation on safety improvement with a focus on leadership. It discusses how safety leaders can engage employees, influence culture, and drive positive change. Key points include the need for safety leaders to be visible, develop realistic improvement plans through engagement, and celebrate successes. Safety culture is influenced over time through communication, enforcing expectations, and ensuring systems are validated and followed, especially during crises. Turning risks into opportunities requires experience to balance mitigation and productivity.
Putting safety to work the business case for psychology based safety training...OHS Leaders Summit
This document discusses the business case for psychology-based safety training programs in the workplace. It notes that while safety costs employers and economies billions annually in direct and indirect costs, psychology-based safety training programs have been shown to produce returns on investment of between 46% and 1277%. It highlights three particularly effective interventions: safety citizenship training to encourage employees to take on safety tasks outside their job requirements, safety leadership training to equip leaders with motivational skills, and safety coaching to support ownership of safety across an organization.
1) Now is the time for companies to evaluate their safety culture and tune up their safety strategies, as safety may have taken a back seat during difficult economic times.
2) Companies should revisit their strategic safety planning and define critical objectives and behaviors to achieve an injury-free workplace, rather than just focusing on daily operations.
3) To tune up a strategic safety plan, companies should assess their current safety culture and vision, identify any gaps, and set objectives to address the gaps and establish clear roles and responsibilities.
This document discusses how organizational culture shapes workplace safety. It argues that compliance with regulations alone does not lead to outstanding safety and that leadership is key. Safety should be viewed as part of high performance and linked to productivity, not just imposed as a limitation. Leaders need to ensure safety messages are consistent across all levels of management and do not conflict with other priorities like productivity. Thinking broadly about potential safety issues can help address hidden risks.
This document discusses disaster recovery and business continuity planning. It introduces common types of disasters and provides examples. The importance of having a disaster recovery plan and team is emphasized. Key aspects of a disaster recovery plan include identifying critical business functions, assessing risks, developing avoidance, mitigation and recovery strategies, and testing plans. The document also covers challenges in implementing recovery plans effectively.
1) Current risk management approaches are problematic because they are either too notional and abstract or too focused on tangible metrics.
2) A new evidence-based approach is proposed that uses incident data frameworks to extract metrics that can be used to build models of threats, impacts, and management capabilities.
3) By analyzing patterns in incident data, more accurate assessments of risk can be made based on an organization's unique loss landscape, threat landscape, controls landscape, and how these change over time. This moves risk management from superstition to a measurable science.
The document discusses empowerment, accountability, and responsiveness in occupational safety and health (OSH). It defines empowerment as giving employees freedom and authority, accountability as being responsible and answerable, and responsiveness as reacting quickly. It emphasizes clear lines of accountability in safety management and evaluating OSH committee effectiveness. An accountable safety system requires authorized behaviors, objective evaluation, and appropriate consequences.
The document summarizes a presentation on safety improvement with a focus on leadership. It discusses how safety leaders can engage employees, influence culture, and drive positive change. Key points include the need for safety leaders to be visible, develop realistic improvement plans through engagement, and celebrate successes. Safety culture is influenced over time through communication, enforcing expectations, and ensuring systems are validated and followed, especially during crises. Turning risks into opportunities requires experience to balance mitigation and productivity.
Putting safety to work the business case for psychology based safety training...OHS Leaders Summit
This document discusses the business case for psychology-based safety training programs in the workplace. It notes that while safety costs employers and economies billions annually in direct and indirect costs, psychology-based safety training programs have been shown to produce returns on investment of between 46% and 1277%. It highlights three particularly effective interventions: safety citizenship training to encourage employees to take on safety tasks outside their job requirements, safety leadership training to equip leaders with motivational skills, and safety coaching to support ownership of safety across an organization.
1) Now is the time for companies to evaluate their safety culture and tune up their safety strategies, as safety may have taken a back seat during difficult economic times.
2) Companies should revisit their strategic safety planning and define critical objectives and behaviors to achieve an injury-free workplace, rather than just focusing on daily operations.
3) To tune up a strategic safety plan, companies should assess their current safety culture and vision, identify any gaps, and set objectives to address the gaps and establish clear roles and responsibilities.
This document discusses how organizational culture shapes workplace safety. It argues that compliance with regulations alone does not lead to outstanding safety and that leadership is key. Safety should be viewed as part of high performance and linked to productivity, not just imposed as a limitation. Leaders need to ensure safety messages are consistent across all levels of management and do not conflict with other priorities like productivity. Thinking broadly about potential safety issues can help address hidden risks.
This document discusses disaster recovery and business continuity planning. It introduces common types of disasters and provides examples. The importance of having a disaster recovery plan and team is emphasized. Key aspects of a disaster recovery plan include identifying critical business functions, assessing risks, developing avoidance, mitigation and recovery strategies, and testing plans. The document also covers challenges in implementing recovery plans effectively.
1) Current risk management approaches are problematic because they are either too notional and abstract or too focused on tangible metrics.
2) A new evidence-based approach is proposed that uses incident data frameworks to extract metrics that can be used to build models of threats, impacts, and management capabilities.
3) By analyzing patterns in incident data, more accurate assessments of risk can be made based on an organization's unique loss landscape, threat landscape, controls landscape, and how these change over time. This moves risk management from superstition to a measurable science.
This document provides an overview of critical thinking, situation awareness, and decision making. It discusses threat and error management and how critical thinking, situation awareness, and decision making are essential processes in TEM. The document covers topics like gathering data, understanding information, planning ahead, assessing risks, and making choices to control thinking and improve safety. It emphasizes controlling biases, seeking multiple perspectives, and continuously learning to enhance expertise.
Risk engineering refers to managing risks associated with a company's assets, liabilities, and operating income. It involves establishing a balance between risk and return to maximize shareholder wealth. While the future is uncertain, risk engineering tools like regression analysis, simulation, and critical path analysis allow companies to reasonably estimate and mitigate risks. These tools provide statistical analysis and decision-making models to project future parameters and monitor project performance according to budgets and timelines. Managing risks through techniques like forward contracts, currency swaps, and internal rate of return analysis helps companies make sound financial decisions and minimize losses from uncertainties.
The key points of the document are:
1) Addressing human performance and the perception gap between management and workers is essential for effective safety culture and incident prevention.
2) Sites with lower incident rates empower workers to follow safety procedures but also use discretion to challenge unsafe conditions, known as "high compliance, high discretion."
3) The "Tenets of Operation" provide a code of conduct to identify and address high-risk behaviors to prevent incidents. Effective implementation requires addressing human factors.
The document provides a checklist for companies to follow before, during, and after implementing a reduction in force (RIF). It recommends that companies 1) adequately prepare by clarifying goals, criteria, and processes for selection; 2) efficiently conduct the RIF by balancing respect and security while clearly defining the start and end; and 3) deal with the aftermath humanely by implementing communication plans, being sensitive to emotions, and paying attention to key players. It also lists six common mistakes to avoid when conducting a RIF.
When crisis hits! the importance of being preparedText100
This document discusses the importance of crisis communications preparedness. It notes that reputations can be destroyed quickly but take centuries to build. It highlights the importance of having a crisis communications plan and team in place to respond to potential risks and crises in order to preserve business value. The document provides examples of crises at companies like BP and Sony to demonstrate how a bad situation can be made worse by an unprepared or ineffective response. It emphasizes the need to identify risks, have guidelines, train spokespeople, and conduct simulation exercises to improve an organization's crisis preparedness.
Steve Arendt runcorn uk presentation 8 21-12 finalMatthew Lowe
This document discusses the concept of "perfect process safety" and how organizations can work towards it. It argues that compliance with regulations alone is not enough, and that learning from incidents internally and externally is critical. The document outlines characteristics of effective learning organizations and barriers to learning in "learning-disabled" companies. It also discusses lessons learned from major incidents like the Deepwater Horizon and Baker Panel reports. The document advocates for a safety culture with ongoing improvement and a focus on truly understanding and reducing risks.
Exploring the link between Organsiational Resilience and Crisis ManagementAlex Serrano
This document discusses the importance of organizational resilience and its link to effective crisis management. It argues that resilience is developed through targeted investments in key areas like people and culture, infrastructure design, command and control procedures, threat assessment, technology, and stakeholder interaction. Having high resilience maturity raises an organization's crisis threshold. The author advocates for regular staff training exercises to test plans and develop a "crisis ready" mindset among employees.
This document outlines a framework for achieving safety goals through active monitoring, inspections, and reactive monitoring to investigate issues. It discusses controlling risk through allocating responsibilities, securing commitment to plans, and providing instruction and supervision. Finally, it emphasizes cooperation between individuals and groups, as well as coordination by integrating tasks, activities, and events to comply with relevant legislation, regulations, and procedures.
This document summarizes the contents of a UK security handbook. It outlines health and safety policies including accident prevention measures, fire safety procedures, traffic management, contingency planning for emergencies, site duties and roles/responsibilities. It also discusses risk management, standards of behavior, dealing with suspects, assignment details, and guidelines for taking over a new assignment. The purpose is to provide security officers with important information to perform their duties safely and effectively.
My management control system 2 clive burgess 2007Clive Burgess
This document discusses implementing a management control system to ensure health and safety in accordance with UK law. It outlines a strategy called PRIME to organize communications through key words to influence safe working practices. The process involves regulating, observing, impacting, and maintaining safety through documentation, training, and risk assessment. The goal is zero harm for all employees through a shared commitment to safety values, behaviors, and expectations.
This document provides instructions for setting up a folder system and process for integrating management practices with risk and quality control at a security company. It describes a two-section folder structure, with Section One focusing on management control. This section includes sub-folders on processes, finance, information, people, operations, and risks. The document provides details on the contents to include in each sub-folder, such as policies, procedures, manuals, and audit documents, to demonstrate standards and practices to a regulatory body.
Risk assessing the tiger and the shoe laceClive Burgess
Ermintrude had an undone shoelace while playing in the playground. An undone shoelace poses a hazard as her shoe could come off, causing her to trip and get hurt. The risk of her getting hurt from an undone shoelace was assessed to be medium in both potential and likelihood of harm. While there was no immediate tiger hazard, an undone shoelace in active play still posed risks.
The document introduces the Zone Control System for safety compliance. It provides an overview of the system, including its origins from the author's experience in health and safety management. It was originally created for the author's personal use but has now been developed further and applied to UK Security. The system is designed to help businesses, especially small businesses, achieve safety compliance through involvement and easy-to-use methods. The document disclaims any liability for misuse of the guidebook, which is intended as an introduction rather than a comprehensive safety manual.
The Zone Control System aims to standardize health and safety documentation across sites using a color-coded, nine zone layout. It is based on HSE guidance and legislation. The system covers policies, organizing, planning, implementation, performance measurement, reviewing, auditing, training, risk assessments, fire safety, equipment safety, electrical safety, contractors, and purchasing. Audits are conducted to ensure compliance and corrective actions are taken when needed. Training and instructions are provided to staff on relevant safety topics.
This document is a checklist for auditing health and safety procedures at a site location. It contains sections to evaluate administration requirements, communication of safety policies, training records, risk assessments, fire safety, welfare facilities, and compliance with regulations regarding chemicals, manual handling, and display screen equipment. The auditor is to check documentation, observe conditions, and note any actions needed to ensure the location maintains appropriate health and safety standards.
Pbog dialectics of activity system 2011Clive Burgess
This document provides an overview of activity theory and its use in understanding organizational life. It discusses key concepts such as subjects, objects, tools/artifacts, rules, community, and outcomes. These concepts are presented in activity theory models developed by Engestrom and others. The document also introduces the concept of PBOG (Plan-Behavior-Outcome-Group) as a way to analyze social relationships and interactions within organizations using an activity theory framework.
Health and Safety Made Simple based on INDG 449 produced by the Health and safety executive UK and additional information provided by Clive Burgess 'clive Live' October 2011
This slide show should be usede with PBOG the sociology of organisational life... for more information email clive154@live.co.uk... thank you
The document introduces the acronyms PRIME and IMPACT which are used in business learning and practice. PRIME stands for Process, Regulate, Impact, and Maintain and describes how each letter controls different aspects of a system. IMPACT stands for Involve, Maintain, Process, Advice, Control, and Train and describes community involvement and maintaining goals, boundaries, and training. The presentation was given by Clive Burgess to introduce PRIME and IMPACT.
This document introduces the PBOG model for understanding organizational life. PBOG stands for Plan, Patterns of Behaviour, Rational Organization, and Legal or other Guidelines. It explores the relationships between these elements and how they influence each other through feedback loops and dialectical and trialectical flows. Additionally, it presents the PRIME model which aims to operationalize PBOG and manage organizational best practices.
This document discusses producing a safety culture in three parts. It recommends preparing by gathering information, using standards like ISO, and setting aims, objectives, and milestones. It also recommends focusing on direction, training, and participation. Finally, it discusses general management practices like risk management and people management, and ensuring environmental health and safety through life skills. The overall document provides guidance on establishing a strong safety culture through preparation, standards, goal-setting, management practices, and participation.
The document describes an activity system model for understanding management practices and processes at micro levels. It explains the key components of an activity system including subjects, objects, outcomes, tools, rules, community and division of labor. It then maps out how specific management processes like planning, implementation, feedback and evaluation fit within this framework and are mediated by social and organizational factors. The goal of the activity system is the reproduction or transformation of patterns of behavior through the interactions between these elements.
This document discusses producing a safety culture in organizations. It provides an overview of key concepts like the evolution of organizational health and safety, the seven S's of a safety culture, an eight part strategy for implementing safety programs, and summaries of several Health and Safety Guidance publications including HSG 65 on safety management systems, HSG 48 on human factors, and HSG 263 on consultation. The document is copyrighted by Clive Burgess and contains diagrams and explanations of these safety frameworks and guidelines.
This document provides an overview of critical thinking, situation awareness, and decision making. It discusses threat and error management and how critical thinking, situation awareness, and decision making are essential processes in TEM. The document covers topics like gathering data, understanding information, planning ahead, assessing risks, and making choices to control thinking and improve safety. It emphasizes controlling biases, seeking multiple perspectives, and continuously learning to enhance expertise.
Risk engineering refers to managing risks associated with a company's assets, liabilities, and operating income. It involves establishing a balance between risk and return to maximize shareholder wealth. While the future is uncertain, risk engineering tools like regression analysis, simulation, and critical path analysis allow companies to reasonably estimate and mitigate risks. These tools provide statistical analysis and decision-making models to project future parameters and monitor project performance according to budgets and timelines. Managing risks through techniques like forward contracts, currency swaps, and internal rate of return analysis helps companies make sound financial decisions and minimize losses from uncertainties.
The key points of the document are:
1) Addressing human performance and the perception gap between management and workers is essential for effective safety culture and incident prevention.
2) Sites with lower incident rates empower workers to follow safety procedures but also use discretion to challenge unsafe conditions, known as "high compliance, high discretion."
3) The "Tenets of Operation" provide a code of conduct to identify and address high-risk behaviors to prevent incidents. Effective implementation requires addressing human factors.
The document provides a checklist for companies to follow before, during, and after implementing a reduction in force (RIF). It recommends that companies 1) adequately prepare by clarifying goals, criteria, and processes for selection; 2) efficiently conduct the RIF by balancing respect and security while clearly defining the start and end; and 3) deal with the aftermath humanely by implementing communication plans, being sensitive to emotions, and paying attention to key players. It also lists six common mistakes to avoid when conducting a RIF.
When crisis hits! the importance of being preparedText100
This document discusses the importance of crisis communications preparedness. It notes that reputations can be destroyed quickly but take centuries to build. It highlights the importance of having a crisis communications plan and team in place to respond to potential risks and crises in order to preserve business value. The document provides examples of crises at companies like BP and Sony to demonstrate how a bad situation can be made worse by an unprepared or ineffective response. It emphasizes the need to identify risks, have guidelines, train spokespeople, and conduct simulation exercises to improve an organization's crisis preparedness.
Steve Arendt runcorn uk presentation 8 21-12 finalMatthew Lowe
This document discusses the concept of "perfect process safety" and how organizations can work towards it. It argues that compliance with regulations alone is not enough, and that learning from incidents internally and externally is critical. The document outlines characteristics of effective learning organizations and barriers to learning in "learning-disabled" companies. It also discusses lessons learned from major incidents like the Deepwater Horizon and Baker Panel reports. The document advocates for a safety culture with ongoing improvement and a focus on truly understanding and reducing risks.
Exploring the link between Organsiational Resilience and Crisis ManagementAlex Serrano
This document discusses the importance of organizational resilience and its link to effective crisis management. It argues that resilience is developed through targeted investments in key areas like people and culture, infrastructure design, command and control procedures, threat assessment, technology, and stakeholder interaction. Having high resilience maturity raises an organization's crisis threshold. The author advocates for regular staff training exercises to test plans and develop a "crisis ready" mindset among employees.
This document outlines a framework for achieving safety goals through active monitoring, inspections, and reactive monitoring to investigate issues. It discusses controlling risk through allocating responsibilities, securing commitment to plans, and providing instruction and supervision. Finally, it emphasizes cooperation between individuals and groups, as well as coordination by integrating tasks, activities, and events to comply with relevant legislation, regulations, and procedures.
This document summarizes the contents of a UK security handbook. It outlines health and safety policies including accident prevention measures, fire safety procedures, traffic management, contingency planning for emergencies, site duties and roles/responsibilities. It also discusses risk management, standards of behavior, dealing with suspects, assignment details, and guidelines for taking over a new assignment. The purpose is to provide security officers with important information to perform their duties safely and effectively.
My management control system 2 clive burgess 2007Clive Burgess
This document discusses implementing a management control system to ensure health and safety in accordance with UK law. It outlines a strategy called PRIME to organize communications through key words to influence safe working practices. The process involves regulating, observing, impacting, and maintaining safety through documentation, training, and risk assessment. The goal is zero harm for all employees through a shared commitment to safety values, behaviors, and expectations.
This document provides instructions for setting up a folder system and process for integrating management practices with risk and quality control at a security company. It describes a two-section folder structure, with Section One focusing on management control. This section includes sub-folders on processes, finance, information, people, operations, and risks. The document provides details on the contents to include in each sub-folder, such as policies, procedures, manuals, and audit documents, to demonstrate standards and practices to a regulatory body.
Risk assessing the tiger and the shoe laceClive Burgess
Ermintrude had an undone shoelace while playing in the playground. An undone shoelace poses a hazard as her shoe could come off, causing her to trip and get hurt. The risk of her getting hurt from an undone shoelace was assessed to be medium in both potential and likelihood of harm. While there was no immediate tiger hazard, an undone shoelace in active play still posed risks.
The document introduces the Zone Control System for safety compliance. It provides an overview of the system, including its origins from the author's experience in health and safety management. It was originally created for the author's personal use but has now been developed further and applied to UK Security. The system is designed to help businesses, especially small businesses, achieve safety compliance through involvement and easy-to-use methods. The document disclaims any liability for misuse of the guidebook, which is intended as an introduction rather than a comprehensive safety manual.
The Zone Control System aims to standardize health and safety documentation across sites using a color-coded, nine zone layout. It is based on HSE guidance and legislation. The system covers policies, organizing, planning, implementation, performance measurement, reviewing, auditing, training, risk assessments, fire safety, equipment safety, electrical safety, contractors, and purchasing. Audits are conducted to ensure compliance and corrective actions are taken when needed. Training and instructions are provided to staff on relevant safety topics.
This document is a checklist for auditing health and safety procedures at a site location. It contains sections to evaluate administration requirements, communication of safety policies, training records, risk assessments, fire safety, welfare facilities, and compliance with regulations regarding chemicals, manual handling, and display screen equipment. The auditor is to check documentation, observe conditions, and note any actions needed to ensure the location maintains appropriate health and safety standards.
Pbog dialectics of activity system 2011Clive Burgess
This document provides an overview of activity theory and its use in understanding organizational life. It discusses key concepts such as subjects, objects, tools/artifacts, rules, community, and outcomes. These concepts are presented in activity theory models developed by Engestrom and others. The document also introduces the concept of PBOG (Plan-Behavior-Outcome-Group) as a way to analyze social relationships and interactions within organizations using an activity theory framework.
Health and Safety Made Simple based on INDG 449 produced by the Health and safety executive UK and additional information provided by Clive Burgess 'clive Live' October 2011
This slide show should be usede with PBOG the sociology of organisational life... for more information email clive154@live.co.uk... thank you
The document introduces the acronyms PRIME and IMPACT which are used in business learning and practice. PRIME stands for Process, Regulate, Impact, and Maintain and describes how each letter controls different aspects of a system. IMPACT stands for Involve, Maintain, Process, Advice, Control, and Train and describes community involvement and maintaining goals, boundaries, and training. The presentation was given by Clive Burgess to introduce PRIME and IMPACT.
This document introduces the PBOG model for understanding organizational life. PBOG stands for Plan, Patterns of Behaviour, Rational Organization, and Legal or other Guidelines. It explores the relationships between these elements and how they influence each other through feedback loops and dialectical and trialectical flows. Additionally, it presents the PRIME model which aims to operationalize PBOG and manage organizational best practices.
This document discusses producing a safety culture in three parts. It recommends preparing by gathering information, using standards like ISO, and setting aims, objectives, and milestones. It also recommends focusing on direction, training, and participation. Finally, it discusses general management practices like risk management and people management, and ensuring environmental health and safety through life skills. The overall document provides guidance on establishing a strong safety culture through preparation, standards, goal-setting, management practices, and participation.
The document describes an activity system model for understanding management practices and processes at micro levels. It explains the key components of an activity system including subjects, objects, outcomes, tools, rules, community and division of labor. It then maps out how specific management processes like planning, implementation, feedback and evaluation fit within this framework and are mediated by social and organizational factors. The goal of the activity system is the reproduction or transformation of patterns of behavior through the interactions between these elements.
This document discusses producing a safety culture in organizations. It provides an overview of key concepts like the evolution of organizational health and safety, the seven S's of a safety culture, an eight part strategy for implementing safety programs, and summaries of several Health and Safety Guidance publications including HSG 65 on safety management systems, HSG 48 on human factors, and HSG 263 on consultation. The document is copyrighted by Clive Burgess and contains diagrams and explanations of these safety frameworks and guidelines.
The documents discuss introducing a Zone Control System (ZCS) and waste management strategies to organizations to promote sustainable development. A ZCS divides an area into numbered zones to better organize waste recycling and allow for continuous improvement. The Rio Summit 2012 calls for collaboration on issues like sustainable development, energy/food/water security, and waste management. Introducing these systems can help manage processes more efficiently while encouraging participation and maintaining patterns of sustainable behavior over time.
This document discusses sociological concepts like activity theory and the sociology of organizational life. It presents diagrams showing how an individual's plan and behavior are shaped by guidelines, organizations, risk management, and other controls. The brain interprets these factors and directs the individual's actions within a rational organization. Quotes are included that discuss resistance to control and the need for socialism over barbarism.
Este documento trata sobre la teoría del conocimiento o epistemología. Brevemente describe que la epistemología estudia los problemas filosóficos relacionados con la teoría del conocimiento, incluyendo la definición del saber, las fuentes y tipos de conocimiento, y la relación entre el sujeto que conoce y el objeto conocido. Además, introduce los debates históricos sobre el origen del conocimiento entre las posiciones del racionalismo, el empirismo y el apriorismo.
O documento descreve a técnica de programação em par, onde dois programadores trabalham juntos em um mesmo computador para resolver um problema. A técnica fornece revisão contínua do código, troca de experiências, e aumento da produtividade ao resolver problemas mais rapidamente.
InvestigAction: a cognitive and organisational tool for learning from acciden...ALIAS Network
If you are interested in the topic please register to the ALIAS network:
http://network.aliasnetwork.eu/
to download other materials and get information about the ALIAS project (www.aliasnetwork.eu).
The document discusses risk assessment and management for non-profit organizations. It defines risk as anything that threatens an organization's ability to accomplish its mission and preserve its reputation. The document outlines the board's role in overseeing risk management and delegating detailed risk assessment and mitigation tasks to staff. It also lists some major risks non-profits may encounter, such as loss of funding, fraud, natural disasters, and personal injury. Finally, it categorizes risks into financial, operational, and legal/regulatory types.
Людський чинник в культурі безпеки (Радован Мраз, ВАО-АЕС на АЕС «Богуніце»)НАЕК «Енергоатом»
Human performance tools are methods and instruments for preventing human errors that are mentioned in IAEA documents as components of a strong safety culture (SC). Common human performance tools include clear communication, peer checking, procedure use, and questioning attitudes. These tools help link human performance to SC by promoting personal accountability, questioning attitudes, safety communication, and continuous learning. For human performance tools to be successfully implemented at a nuclear power plant, they must have the involvement and engagement of senior management.
Targeted Solutions provides behavior modification solutions to organizations to help improve safety performance. They use a behavior-based process that focuses on identifying and eliminating at-risk behaviors. This process is implemented from the lowest to highest levels of an organization using group dynamics and feedback to encourage safe behaviors. Targeted Solutions has over 40 years of experience applying this methodology across various industries globally.
An effective ethics and compliance program defines legal and compliance risks through a comprehensive assessment process. It prevents risks from becoming liabilities through actions like tone at the top leadership, codes of conduct, and employee education. It detects issues early using tools like helplines, certification programs, and open-door policies to enable employee reporting of misconduct without fear of retaliation. This comprehensive approach builds an ethical culture and reduces risks and costs while strengthening relationships and reputation.
A Culture and Leadership Upholding Health and Safety at Workjovy88
This document discusses the importance of leadership in establishing a strong safety culture at work. It outlines four core actions for leaders: 1) plan the direction for health and safety by establishing a policy and priorities, 2) deliver health and safety by ensuring adequate resources, risk assessments, and employee involvement, 3) monitor health and safety through reporting, audits and responding to changes or failures, and 4) regularly review health and safety policies, risk management, and decisions to address any weaknesses. The document emphasizes that poor safety leadership can result in liability for directors and significant costs to organizations from accidents, lost time, and legal issues.
"I am Certified, but am I Safe?" - Information Security Summit, Kuala Lumpur,...Anup Narayanan
A talk that highlights how organizations can pursue ISO 27001 certification with the right kind of expectations, on what it guarantees and what it does not.
The document discusses financial controllership and internal controls. It defines financial controllership as a management function that supervises accounting, financial reporting, and implementation of internal controls. It then discusses risks, the process of identifying and prioritizing risks, and considerations for evaluating risks. Finally, it defines internal controls as processes designed to provide reasonable assurance of achieving objectives related to operations, financial reporting, and compliance.
The document discusses risk assessment and mitigation strategies for a bank. It outlines the process of assessing risk, which includes identifying prevalent risks, assessing their impact and frequency, developing controls, and reassessing exposures. It also evaluates options for mitigating risk, such as periodic assessments, maintaining a risk register, and reviewing contingency plans. Key considerations for selecting mitigation actions include ensuring effectiveness, cost efficiency, alignment with business operations, and consistency with regulatory requirements.
Operational Leadership and Critical Risk Managementmyosh team
Presented by Mark Cooper, Principal Consultant, Sentis
Whats covered?
High hazard activities rely on rules, procedures and standards to specify ‘safe operation’. While these standards are usually written by experts, they may not universally apply to every situation or operational context. A recent review of over 160 serious incidents across multiple industry sectors, identified that 49% of control failures involved intentional ‘workarounds’. This is not to suggest that workers are defiantly flouting rules or expectations. In fact, often workaround behaviours can be linked back to operational leadership and organisational factors.
Operational leaders set the tone and help shape the environment within which critical controls are managed. They act as role models, define what’s expected and influence behaviours and attitudes through their actions and words. In this webinar we’ll target the role of leadership in critical control management processes.
In this webinar, Sentis Principal Consultant Mark Cooper will explore:
• The psychology of risk, risk taking and risk management
• Strategies for leaders to promote, influence and reinforce the importance of critical control management
• The benefits of examining the ways your work is affected by latent operational and corporate influences.
Parallel Session 2.3.1 What's Your Problem? Lessons on How to Solve National ...NHSScotlandEvent
Diane Murray and Angela Cunningham are the assistant director of clinical improvement and head of midwifery and children's services, respectively. The document discusses creating a culture of safety in healthcare organizations. It emphasizes that leadership must live the values of safety that are espoused, and both management and staff must be committed to rules and completing tasks safely. A culture of safety is built on just learning from mistakes rather than blame, and on proactive and systematic safety practices rather than reactive approaches after accidents.
Implementing a Security Framework based on ISO/IEC 27002pgpmikey
The document discusses implementing an information security framework based on ISO/IEC 27002. It outlines the sections of the ISO 27002 standard, describes how to assess the scope and maturity of an organization's security practices, and discusses developing a policy framework, benchmarking, and tracking progress. The presentation covers next steps such as addressing other audits, risk assessment, and developing an information security program.
The document provides 5 steps for conducting better risk assessments, including adopting a root-cause approach to risk identification, standardizing a 1-10 assessment scale and criteria, linking risks to controls and strategic goals, and embedding risk management into everyday activities. It explains how prioritizing risks based on their root causes and using a consistent 1-10 scale allows organizations to better understand their top risks and prioritize mitigation activities. Following these best practices can help risk assessments add more value to businesses by providing transparent and actionable risk information.
This document discusses enterprise risk management (ERM). It provides definitions of ERM and outlines some of its key principles, including identifying and managing risks to stay within an organization's risk appetite. The document also notes some common reasons for ERM implementation, including increasing shareholder value and meeting regulatory expectations. Practical tips are provided for implementing an effective ERM process, such as setting expectations, identifying initial steps, building an "ERM engine" to create the risk assessment and monitoring process, and focusing on success factors.
Due Diligence, you have likely heard this term before but do you really know what this means and how it applies to you and your business? It is commonplace for business leaders and Senior Managers to ignore how a Health & Safety System plays a significant role in demonstrating due diligence.
OH&S Risk Management: Due Diligence in the Workplace, is part 7 of our OH&S webinar series and will be one of the most critical presentations Kathleen has given on risk management and reduction as it relates to OH&S in the workplace.
This webinar will cover the critical components of demonstrating due diligence in the workplace and provide attendees an in-depth look as to how you can reduce your organizational risk with a Health & Safety Program. Kathleen will provide valuable insights on how you can reduce your legal costs associated with a Workplace Injury/Incident or Accident.
In this session you will learn:
-What is due diligence
-How due diligence evolves from legislation
-Defense documentation
-Tips for reducing legal fees
-How a Health and Safety Management System demonstrates due diligence in your business
Understanding and Implementing Governance for SharePoint 2010 by Bill English...SPTechCon
Governance involves a set of relationships and control mechanisms that balance competing interests between stakeholders to attain organizational goals. It connects risk, which stems from self-interested behavior, to compliance with standards and regulations. Most governance implementations that fail do so due to a lack of identified risks and compliance demands. SharePoint implementations can surface gaps in an organization's business model or culture if governance is not properly established.
This leaflet aims to help you assess health and safety risks in the workplace
Source : http://www.hse.gov.uk - Blog : http://rismandukhan.wordpress.com
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This document discusses contemporary business life in China and outlines a conceptual model for analyzing it. It introduces key elements of personalization, financialization, privatization, and marketization that form dialectic processes. These elements are connected through circuits of consumption involving banks, trade, accounts, shops, producers, and economic growth. The model aims to understand how China implements its long term plan through "market socialism with Chinese characteristics" to achieve sustainable development and an ecological civilization while living the Chinese Dream.
Pbog in defence of safety at work 2014 pp22Clive Burgess
The document discusses PBOG, a framework for analyzing organizational life using Plan, Patterns of Behaviour, Rational Organization, and Legal or Other Guidelines. It provides examples of how risk assessments are used in organizations to control hazards in the workplace but can also be used to control workers. Empirical research is discussed involving observation of how risk assessments are used with mobile security guards. Diagrams illustrate how the components of PBOG interact in organizational life and decision making. Quotes discuss industrial relations as antagonistic cooperation and management's attempts to control labor.
Pbog in defence of Safety at Work 2014 - Wake Up Britain!!!Clive Burgess
The document summarizes Clive Burgess' PBOG framework for analyzing organizational life. PBOG stands for Plan, Patterns of Behaviour, Rational Organization, and Legal or Other Guidelines. The document provides examples of how risk assessments can be used in organizations to control hazards but also control workers. It describes an empirical field test observing how risk assessments are used with mobile security guards. Diagrams then illustrate how the different components of PBOG interact in organizational life, such as internalizing plans based on legal guidelines.
Pbog the sociology of organisational life - The problems with labour in relat...Clive Burgess
Aim: to demonstrate the use of PBOG in the sociology of organisational life. In organisations, risk assessments may be seen as both controls over hazards in the workplace, and as controls over workers. This study therefore examines the use of risk assessments for both the intentional and unintentional consequences in organisational life.
The problems of labour and the renewal of socialism by colin burgessClive Burgess
This document outlines Marxist sociology's three levels of interaction within social reality: individual, organizational, and societal. At the individual level, a person's intellectual development bears the imprint of society and their activities express social practice. Organizations interact through processes like planning, behavior patterns, and guidelines. At the societal level, interactions involve themes like the market versus the state, human well-being, and language/culture. The levels show how individuals, organizations, and societies mutually influence one another over time.
This document discusses several topics related to organizational planning and behavior, including Richard Johnson's work on state capitalism, Graham Wallas' model of the creative process, and the PBOG model of social reality and organizational control mechanisms. It also includes links to pages on factors of production and the enterprise and regulatory reform bill.
This document outlines Clive Burgess's research on informal organizations and sociological concepts. It discusses developing a conceptual model to study informal networks through interpretive interaction, social-political activities, teamwork, and an ergonomic perspective. It proposes using action science methodology involving participant observation, induction, and empirical generalism to study everyday living. The document provides examples of areas of research including the sociocultural impacts of disability from war injuries and technological advances. It frames the research within concepts of relationships, case studies, and coping mechanisms within systems like education, employment, health, housing, communities, and energy.
Pbog 50 days to save the planet behavioural economics 2012Clive Burgess
The document discusses using behavioral economics to address climate change over 50 days. It explores linking behavioral economics to concepts like organizational sociology, social psychology, and political science. The goal is to understand human behavior and decision-making to develop strategies to increase environmental awareness and drive action through approaches beyond just information provision. Behavioral economics looks at how guidelines, norms, and social relationships within organizations can shape behaviors and outcomes.
Pbog 50 days to save the planet oct 2012Clive Burgess
This document discusses sustainable development and the need to save the planet within 50 days. It addresses a divided world with issues around war, water, waste, and inequality. It examines whether capitalism or socialism could better address these problems and take control of sustainable development. It also discusses social relationships and interactions between people and organizations, and how these impact social and political structures.
Pbog getting it together oct 2012 clive burgess, clive live, good stuffClive Burgess
This document presents an overview of the PBOG model for understanding organizational life. The PBOG model examines how organizations function through the interaction of four key elements: plans, behaviors, organization, and guidelines. Each element influences and is influenced by the others. Plans involve governance, policies and procedures. Behaviors relate to employee aptitude, attitude and performance. Organization looks at structure, ownership and coordination. Guidelines establish legal and other rules that regulate plans and behaviors. Together, these four elements demonstrate the complex sociological processes at work within organizations.
This document uses PBOG (the sociology of organizational life) to analyze a paper by Leslie Sklair on the transnational capitalist class. It breaks the paper into sections and places them within the PBOG framework to understand the key concepts. The summary is:
1. PBOG is used to analyze sections of a paper on the transnational capitalist class and globalization discourses.
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2. CONSULTATION A Practical Solution to
Introducing and Maintaining
Manage Information Consultation, communication and reporting Safety at Work
Keeping control of the situation: Use this acronym to manage (OHS) Risk/Cost Control System
your paperwork flows and to create an auditable trail Your footprint in Five steps Making your imprint
Making your imprint last
DIMRC - These should be Documented, Implemented, Maintained, Reviewed Benchmarking and Best Practice
and Communicated Reviewing your companies existing safety system. (PIREM)
Documented – Diaries, Audits, Research Files, Activities Files, Database,
Leaflets etc 1: Process 2: Impact 3: Regulate 4: Execute 5: Maintain
Implemented – Pro-active involvement, Influencing the situation, Involving Reviewed – To observe action points had been triggered and were
others noticeable
Maintained – Challenging the status quo, Employee surveys, Facing reality 1: Process (OHS) Risk/Cost Control System – Step One
Reviewed – To observe action points had been triggered and were BEHAVIOUR Co-operation and Review
noticeable Review Behaviour patterns and trends, gain co-operation by involving the
Communicated – Through direct ‘face to face’ contact - leaflets workforce from the start of your safety project.
GAP Auditing
Glossary: Charter > Vision > Goal > Policy >Expectation > Intent > Review your existing health and safety policy and procedures to find out
Value > Behaviour > Commitment what already exist and what is missing.
Charter 2: Impact (OHS) Risk/Cost Control System – Step Two
the fundamental principles of an organization; constitution
ORGANISATION Coordination and Competition
‘The Charter of the United Nations’
Review your Organisation to find out how your workforce operates in
Vision
relation to your existing health and safety policy and procedures. How are
the ability or an instance of great perception, esp. of future
these processes coordinated by the workforce and the management team?
developments ‘A man’s vision’
Does this give you a competitive edge? Is it safe? Lean productive units
Goal
Conduct a general risk assessment
the aim or object towards which an endeavour is directed
Specific Topics
Policy
3: Regulate (OHS) Risk/Cost Control System – Step Three
a plan of action adopted or pursued by an individual, government,
party, business, etc. GUIDELINES Conditions and Competence
Expectation Documented – Diaries, Audits, Research Files, Activities Files,
an attitude of expectancy or hope; anticipation Database, Leaflets etc
‘to regard something with expectation’ 4: Execute (OHS) Risk/Cost Control System – Step Four
Intent PLAN Implementation and Control
something that is intended; aim; purpose; design Implemented – Pro-active involvement, influencing the situation,
Value involving others
the moral principles and beliefs or accepted standards of a person 5: Maintain (OHS) Risk/Cost Control System – Step Five
or social group ‘a person with old-fashioned values’ Maintained – Challenging the status quo, Employee surveys, facing
Behaviour reality
manner of behaving or conducting oneself
Commitment If you are creating your (OHS) Risk/Cost Control System from scratch
an obligation, promise, etc. that restricts one's freedom of action work backwards from step five to step one.
3. TEAMWORK Manage People
BEHAVIOUR: Making your imprint
CO-OPERATION and REVIEW > Process
1: Process: BEHAVIOUR CO-OPERATION and REVIEW 1: Process (OHS) Risk/Cost Control System – Step One
2: Impact: ORGANISATION COORDINATION and COMPETITION Co-operation and Review
3: Regulate: GUIDELINES CONDITIONS and COMPETENCE Review Behaviour patterns and trends, gain co-operation by involving the
4: Execute: PLAN IMPLEMENTATION and CONTROL workforce from the start of your safety project.
5: Maintain: OBSERVE MONITOR and MEASURE GAP Auditing
Review your existing health and safety policy and procedures to find out
what already exist and what is missing.
PLAN IMPLEMENTATION and CONTROL > Execute
We want you to come to work and go home without harm How we do things around here
The Charter:
The Commitment:
Vision, Values & Behaviours. Commitment
Providing Safety and Preventing Harm to All
The Policy:
The Expectations:
OHS&E Safety Everywhere, Everyday
Living up to ‘Safety Its My Responsibility’
The Goal:
The Culture:
Zero Harm Safety Everywhere, Everyday
Behaving Safe, without Harm, Identifying Hazards
BEHAVIOUR CO-OPERATION and REVIEW > Process
How we do things around here Identify responsibility and accountability
The Commitment:
Providing Safety and Preventing Harm to All Hazard identification, risk assessment, and control of risks
The Expectations:
Living up to ‘Safety Its My Responsibility’ Communicated – Through direct ‘face to face’ contact - leaflets
The Culture:
Behaving Safe, without Harm, Identifying Hazards Keeping control of the situation
GUIDELINES CONDITIONS and COMPETENCE > Regulate Reduce risk by assessing the situation
Remove, reduce or contain hazards
We want you to follow these rules Documentation (paper flow) Auditable trail
The Systems:
Documentation and Data for Safe Operations Practice, Controlling Risks Perception, knowledge and practices of employees in relation to health and
ORGANISATION COORDINATION and COMPETITION > Impact safety
We want you to do this using these to produce that Observe the systematic interaction of people, machines in relation to the
The Organisation: work environment. Consider the organisational and cultural factors, which
Support through Consultation, Communication and Reporting effect the actions or activities performed to complete the task.
The Leadership:
Offering Guidance, Direction and Support, Honest and Trustworthy
OBSERVE MONITOR and MEASURE > Control
Making your imprint last
There are many
Keeping control of the situation
different behavioural
Reduce risk by assessing the situation
safety systems on the
Remove, reduce or contain hazards
internet
Documentation (paper flow) Auditable trail
4. MANAGEMENT
ORGANISATION: Making your imprint
COORDINATION and COMPETITION > Impact
Manage Operations Keeping Control of the Situation 2: Impact (OHS) Risk/Cost Control System – Step Two
Elements required for a health and safety plan – Dr Niki Ellis 2001 Coordination and Competition
Review your Organisation to find out how your workforce operates in
Vision: What the organisation aspires to in health and safety and why. relation to your existing health and safety policy and procedures. How are
these processes coordinated by the workforce and the management team?
Values: Important principles in doing health and safety, and probably more Does this give you a competitive edge? Is it safe?
about why. Lean productive units
Conduct a general risk assessment
Goal: What the organisation wants to achieve overall for health and safety We want you to do this using these to produce that
within the timeframe of the plan.
The Organisation:
Indicators/targets for the goals: The measures that will be used to assess Support through Consultation, Communication and Reporting
progress towards the goals and the change expected between now and the The Leadership:
defined time in the future using these measures. Offering Guidance, Direction and Support, Honest and Trustworthy
Risk Assessments
Key priority areas (KPA): Priorities for action in the period of the plan. Risks (elimination, substitution, engineering controls, administration
controls, personal protective equipment, and purchasing goods and
Objectives: What the organisation wants to achieve in the timeframe for each services)
KPA Contingency preparedness and response
Communicated – Through direct ‘face to face’ contact - leaflets
Strategies: How the organisation intends to achieve its objectives. Keeping control of the situation
Subheadings are needed within strategies to describe task, timelines and Reduce risk by assessing the situation
accountabilities (who is accountable for getting this done) Remove, reduce or contain hazards
Documentation (paper flow) Auditable trail
Documentation (paper flow) Auditable trail Performance indicators for various elements of workplace Organisational
Health and Safety (OHS)
Indicators
Keeping control of the situation Leadership Five Steps to Risk Assessing
Elements of Implementation for a Risk Management System Consultative
Information Identify the Hazards
1. Identify responsibility and accountability Planning
2. Training and competency Training Identify the Risk
3. Consultation, communication and reporting Risk Management And the people at Risk
4. Documentation and data control Hazard identification
5. Hazard identification, risk assessment, and control of risks Risk assessment Evaluate, remove or reduce, and protect
6. Risks (elimination, substitution, engineering controls, administration controls, Risk control from risk
personal protective equipment, and purchasing goods and services) Injury Management
7. Contingency preparedness and response First aid Record, plan, inform, instruct, and train
Rehabilitation
Workers compensation Review
5. GUIDELINES: Making your imprint
COMPLIANCE Manage Finance CONDITIONS and COMPETENCE > Regulate
1: Process Identify responsibility and accountability 3: Regulate (OHS) Risk/Cost Control System – Step Three
2: Impact Contingency preparedness and response
3: Regulate Documentation and data control Documented – Diaries, Audits, Research Files, Activities Files,
4: Execute Hazard identification, risk assessment, and control of risks Database, Leaflets, Training Files
5: Maintain Training and competency We want you to follow these rules
Compliance with HS (G) 65 The Systems:
IMPACT – How we judge our achievements Documentation and Data for Safe Operations Practice, Controlling Risks
Compliance with external standards, eg Documentation and data control
Policy legislation, codes of practice etc Training and competency
Organising Compliance with internal standards
Inform, Instruct, Train: Hazard/incident report rates Communicated – Through direct ‘face to face’ contact - leaflets
Rates of improvements made Keeping control of the situation: Regulations Accident Prevention
Monitoring
Cost of damaged equipment Reduce risk by assessing the situation
Inspecting Risk ratings Remove, reduce or contain hazards
Investigating Satisfaction of line manager with OHS services Documentation (paper flow) Auditable trail
Measuring Performance Perception, knowledge and practices of ‘Six Pack’
Reviewing Performance employees in relation to health and safety Management of Health & Safety 1999
Manual Handling
Auditing Documentation (paper flow) Auditable trail
Welfare at work (Workplace) Creating a Library
Advice, Checks and Reports Display Screen Equipment
Keeping control of the situation: Use this acronym to achieve your goals Personal Protective Equipment
PUWER Work Equipment
• DAOTM –
LOLER Lifting Equipment
Direction, Aims and Objectives, Targets and Milestones
COSHH 2002
Keeping control of the situation: Use this acronym when setting objectives and Signs and signals
targets Noise at work
Electricity at work
Lighting
• SMARTER- These should be Specific to the desired outcome, Measurable
Vibration at work
with noticeable and observable change, Achievable but challenging enough
RIDDOR
not to be tedious , Reasonable in the expectations of the participant and with
First Aid
given Time restraints, Evaluated and Redefined – Working towards a Safety
Accident Book
Culture – ‘Safety it’s my responsibility’
Fire Order
1. Specific
Consultation with Employees
2. Measurable
Working from Heights
3. Achievable
Asbestos
4. Reasonable
Lead
5. Time
Insurance – Liability- Indemnity Policy
6. Evaluation
Working Time Directive
7. Redefine
CDM 2007
6. Inform, Instruct, Train PLAN: Making your imprint
IMPLEMENTATION and CONTROL > Execute
A Practical Solution to Introducing and Maintaining 4: Execute (OHS) Risk/Cost Control System – Step Four
Safety at Work
Involvement and Responsibility Implemented – Pro-active involvement, influencing the situation,
Manage safely: MAINTAIN involving others
Your footprint in Five stages Making Your Imprint Last
We want you to come to work and go home without harm
Stage one Manage Risks: CONTROL The Charter:
Maintaining the (OHS) RISK/COST CONTROL SYSTEM. Observation Vision, Values & Behaviours. Commitment
Administration. Using this guidebook The Policy:
to maintain safe and healthy working conditions; and OHS&E Safety Everywhere, Everyday
to review and revise this policy as necessary at regular intervals. The Goal:
Zero Harm Safety Everywhere, Everyday
Stage two Manage Finance: COMPLIANCE
to provide adequate control of the health and safety risks arising from our Communicated – Through direct ‘face to face’ contact - leaflets
work activities;
Contribute to the implementation of change in services products and Keeping control of the situation
systems by ensuring your company is compliant with health and safety Reduce risk by assessing the situation
regulations. Remove, reduce or contain hazards
Plan, allocate and evaluate work carried out by teams, individuals and self. Documentation (paper flow) Auditable trail
Recommend, monitor and control the use of resources.
• DIMRC - These should be Documented, Implemented, Maintained,
Stage three Manage Operations: MANAGEMENT Reviewed and Communicated
to provide information, instruction and supervision 1. Documented – Diaries, Audits, Research Files, Activities Files,
to ensure all employees are competent to do their tasks, and to give them Database, Leaflets etc
adequate training;
2. Implemented – Pro-active involvement, Influencing the situation,
prevent accidents and cases of work-related ill health; Involving others
Maintain and improve service and product operations
3. Maintained – Challenging the status quo, Employee surveys,
Plan activities and determine work methods to achieve objectives
Facing reality
Stage four Manage People: TEAMWORK 4. Reviewed – To observe action points had been triggered and
to ensure safe handling and use of substances were noticeable
to provide and maintain safe plant and equipment 5. Communicated – Through direct ‘face to face’ contact - leaflets
Create, maintain and enhance effective working relationships
Stage five Manage Information: CONSULTATION
to consult with our employees on matters affecting their health and safety;
Seek, evaluate and organise information for action
Exchange information to solve problems and make decisions
Develop teams, individuals and self to enhance performance