The State of Safety Culture in Mining Webinar - Slides.pdf

Heidi Borner Director, Orange Umbrella® P.O. Box 13-549 Johnsonville, Wellington, 6440 Heidi@orangeumbrella.co.nz (P12, Wednesday 26, Ilott Theatre, 1.30)

This document discusses leadership's role in optimizing safety and productivity in the oil and gas industry. It argues that leadership choices have a major impact on these outcomes and that clear values focusing on safety can improve systems and processes. The document recommends that leaders challenge themselves to view safety and productivity as compatible goals that enhance each other. It also promotes utilizing leadership to engage employees and tighten the connection between daily performance discussions and safe actions.

Paul O'Neill, the new CEO of Alcoa, focused his first speech to investors on improving workplace safety instead of discussing typical business topics like profits and growth. Investors were confused by this unusual focus and one advised clients to sell their stock, predicting it would hurt the company's performance. However, within a year profits hit a record high under O'Neill's leadership. By prioritizing safety, O'Neill improved Alcoa's culture and operational performance, leading to significantly higher profits and market value over his tenure. This story shows how focusing on safety can improve business outcomes.

The document discusses strategies for communicating security program effectiveness to upper management using security metrics. It features essays from 22 security experts in Asia-Pacific who provide their perspectives on meaningful security metrics. Some of the key strategies and metrics discussed include compliance metrics but also risk-based metrics like vulnerability rates over time and a security maturity score. Tracking externally reported security incidents over time and the results of penetration testing are also presented as useful metrics to share with leadership. The experts emphasize selecting metrics that show risk reduction and how security enhances business success.

The COVID-19 pandemic challenged organizations' security operations in significant ways by shifting workforces largely to remote environments. This changed the typical infrastructure topology protections and required a new focus on individual endpoints. Experts recommend organizations identify gaps by evaluating how the changes have impacted connectivity, communications, and collaboration capabilities. They also advise reassessing threat models, attack surfaces, security tools, and operations to ensure no new blind spots were introduced by the shift to remote work. Being able to proactively identify gaps is critical for organizations to build resilience against evolving threats.

PwC's talented senior cybersecurity and infosec manager Ross Foley recently gave a great talk on the growing importance of security culture within infosec. Here are the slides to help raise awareness of this issue.

CIO Look has shortlisted - Stelios Valavanis, a Technovert with Incomparable Leadership as Influential Leaders in Security.

• Holds Masters’ degrees in Philosophy, Sociology, Defense Studies & Political Science beside B.Sc. and LLB. He is also holding master’s degree in Business Administration and post graduate diplomas in Business Administration, Personnel Management & Industrial Relations and Safety & Security Management. • Twenty eight years experience (including Army) in the field. Presently working in GAIL (India) Limited as Chief of Security at its Corporate Office. • Have been regular faculty in Management Institutes. Various articles are published in related magazines and internet sites. • Writer of best selling book on Industrial Security - “Industrial Security: Management & Strategies”. • Made presentations in more then 18 international seminars on the subjects of homeland security and industrial security. • The Honorable Lt. Governor of Delhi bestowed the most coveted ‘Best Security Manger’ award to Capt S B Tyagi on 30th August 2007 instituted by Security Today, a leading niche magazine for the protection industry. The award is testimony of untiring efforts, constant application of noble approaches in security management, innovation and leadership in the profession which have been distinctly displayed by Capt S B Tyagi. He has been recognized in past too for the similar qualities when he was awarded ‘Best Security Manager’ in 2002 and ‘Best Security Operation Manager’ in 2004 by IISSM (International Institute of Security and Safety Management). • Given ‘Certification of Recognition’ and awarded as ‘Best Security Practitioner’ in GAIL in year 2009. • Recipient of “Award of Fellowship (FISM)” and is “Certified Security & Safety Consultant (CSC)” by the “International Institute of Security & Safety Management”. • Co-founder of “International Council of Industrial Security and Safety”. • My mail id: sbtyagi1958@gmail.com ; sbtyagi@gail.co.in • Blog: http://captsbtyagi.blogspot.com • My web-site: http://www.wix.com/sbtyagi/iciss

This document discusses the need for Chief Security Officers (CSOs) to become "measured" by relying on metrics and data to make decisions and continuously improve security programs. It outlines two key systems a measured CSO must manage - one focused on developing metrics and models to detect and prevent threats, and one focused on metrics to plan, build and manage security operations. The document advocates using frameworks like VERIS to classify security information and incidents to identify patterns and risk factors. It also stresses the importance of data warehousing and analytics to enrich security data from various sources. Overall, the document argues that relying on measurable facts rather than subjective standards is critical for CSOs to advance the security field in a scientific manner.

This document discusses making safety happen through strengthening safety culture. It outlines three goals: 1) strengthening the safety culture by reinforcing safety as a cultural value, 2) speaking out about safety hazards and near misses, and 3) motivating individual safety ownership. It also presents a three dimensional safety culture model and the DuPont Bradley Curve to illustrate the relationship between safety actions and motivation. The document provides examples of project activities and an ongoing safety day initiative to inspire the safety culture.

1. The document discusses process safety and how it is an industry leadership issue. It notes that process safety is difficult to understand, measure, and manage due to a lack of consensus on what it constitutes. 2. Several major accidents in the marine and offshore drilling industries are reviewed that were caused by process safety failures and were preventable. The document argues companies focus too much on personnel safety over process safety. 3. It provides lessons learned that companies are measuring the wrong things, using the wrong tools focused on lagging indicators, and looking in the wrong direction not focused on prevention. Process safety requires a disciplined framework applying good design, engineering, operations, and maintenance practices.

Learn what is critical to creating a culture of safety in your organization. These 7 keys based on the science of behavior analysis and positive reinforcement will provide the foundation for a sustainable, effective safety system.

The document discusses strategies and metrics for communicating security program effectiveness to business executives and boards. It includes perspectives from several CISOs and security leaders in Europe and the Middle East on how they would answer a CEO's question about how secure the organization is. One expert notes they would avoid hard metrics and focus on a risk-based conversation. Another emphasizes maturity statistics relative to industry peers to show security expenditures provide the right level of protection. A third recommends presenting metrics as percentages of progress rather than raw numbers to provide understandable context for executives.

"One of the main Cyber risks is to think they don't exist. The other is to try to treat all risks". Key cybersecurity quotes, key methodologies, and advanced risk management approches. Seeking for simplicity and efficiency in the complex realm... Do read.

(1) Traditional ROI arguments for security spending often don't convince executives who are unaware of security issues and risks. (2) Executives may not envision security failures occurring on their watch and would rather save money now. (3) Estimating attack probabilities and costs is difficult, and long-term damage is underestimated in ROI analyses. (4) The author proposes an 8-step hybrid approach using best practices, legal perspectives, competitor comparisons, vivid failure scenarios, and scare tactics to convince executives to invest in security.

Hospitality industry is a major economic mover for many countries. People travel at great length and it is important to ensure all the guest staying in our hotels / resorts are safe. All the facilities provided for guest use needs to be constantly maintained to ensure a seamless experience for the guest. Technicians in the hotel industry are kept on their toes to ensure and provide a safe place of stay for the guest. In the process, the engineering team are often exposed to various hazards and it associated risk. It is important for them to accept the hazards and it associated risk, plan the risk mitigation process and execute on time. This will save the industry in terms of cost and reputation as well as having a motivated work force. Happy work force provides excellent service. The training material covers basic safety for the engineering department team by taking into consideration the hazards prevalent in their daily task and its associated risk. Process of risk mitigation is discussed to ensure the risk is managed to an acceptable level.

Don't allow compliance-driven security awareness training stop you from educating your workforce and producing meaningful results with education, training, and awareness.

The integrity and success of most critical risk management systems are often determined by the quality of safety leadership within the business. Not only do leaders need to ensure that the frontline workforce is adequately enabled to implement the appropriate critical controls at the task level, but they also need to support their workers through regular in-field reviews and verifications to ensure controls are present and effective. These infield interactions require leaders to have a mix of technical and interpersonal skills, to be able to coach the workforce to build critical control knowledge, as well as inviting open and collaborative discussions when gaps are identified, or improvement ideas are raised. Explore: - The role of the safety leadership within a critical risk management system - Interpersonal communication strategies for an effective infield critical control verification process - Understanding and responding to absent or ineffective controls - Encouraging ongoing continuous improvement within the work planning and safety management system

Opportunities for change in our approach to reducing injury risk in our ageing workforce, particularly with the emerging focus on psychosocial factors contributing to musculoskeletal injury workers compensation claims. Learn about the latest technologies and research for identifying, managing and reviewing our approach for a sustainable workforce of the future.

Presented by Adam Clampett, Associate Director, FEFO Consulting and Luke Bonner, General Manager Health, Safety, Environment & Heritage What’s covered? Often organizations, teams, and individuals feel so busy, they forget to stop, reflect, and learn from others. Both internal and external benchmarking is a great to compare performance and find new innovative ways to learn and improve. Join us to learning more about benchmarking: What are key attributes of effective benchmarking? What is the difference between ‘opinion-based’ and ‘evidence-based’ benchmarking? Learn how to apply benchmarking through practical case studies

Presented by Greg Stark, Founder and Director of Better Being What’s covered? According to Maslow, there are four fundamental foundations that we must achieve before realising our potential: physiological needs, safety needs, love and belonging, and esteem. Often organisations skip straight to ‘safety’ to address employee wellbeing, however physiological needs form the basis of our health. Sleep, mindset, nutrition, and movement must be considered. In this webinar, the Director of Better Being, Greg Stark, will explore these foundations and help you identify best practice for your business. Understanding how Maslow’s hierarchy of needs fits into the employee experience Steps to determine what wellbeing programs to implement Strategies to support the physiological wellbeing of employees