This document outlines the operational, HR, health and safety, and fiscal responsibilities of a facility manager. The operational responsibilities include managing contractors, complying with regulations, collaborating across facilities, and maintaining production systems. HR responsibilities involve staffing the facility, developing employee skills, training, and maintaining a positive work environment. Health and safety responsibilities are ensuring personnel safety, compliance with regulations, and hazard elimination. Fiscal responsibilities encompass reviewing financial reports, analyzing data to reduce costs and drive profits, and managing projects on time and within budget.
Combining risk assessment and value chain frameworksILRI
Presentation by Theo Knight-Jones at a stakeholder workshop on risk analysis in the Borena-Nazareth-Djibouti livestock value chain, Addis Ababa, Ethiopia, 11-14 August 2015.
Lightning Talk #9: How UX and Data Storytelling Can Shape Policy by Mika Aldabaux singapore
How can we take UX and Data Storytelling out of the tech context and use them to change the way government behaves?
Showcasing the truth is the highest goal of data storytelling. Because the design of a chart can affect the interpretation of data in a major way, one must wield visual tools with care and deliberation. Using quantitative facts to evoke an emotional response is best achieved with the combination of UX and data storytelling.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
Mechanical Engineer (A.M.I.E), Statistics, NDT, P.G.Diploma in Materials Management with 22.5 years experience seeks change with organization of repute