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⚖ Regulatory Policy Requires A Balance Between Protecting Safety And

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⚖ Regulatory Policy Requires A Balance Between Protecting Safety And

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Policy on Regulatory Transparency and Accountability -

Policy on Regulatory Transparency and Accountability – – This policy applies to all regulations to which the Cabinet Directive on Regulation applies. safety and security. the quality of the environment. Departments are required to present the information in their Forward Regulatory Plans online in a consistent manner and in accordance with supporting…The need to strike a balance between protection and not stifling innovation. It's important that both sides, businesses and regulators, understand where each other is coming from and cooperate to shape a standard regulatory framework. If the cost of regulation and compliance is too high, we risk…Although the protection of regulatory data has its origins in laws regulating confidential information (including trade secrets), and indeed is addressed in the same article of TRIPS that mandates the protection of confidential information, it is a separate right that requires separate analysis.

Striking a balance between innovation and regulation | Medium – The Regulatory Reform (Fire Safety) Order 2005 – employer must It is worth noting that although the HSE is the regulator for the health and safety of workers in England, from Aiii An explanation of how health and safety policies and procedures protect people who work in social care settings.Regulatory policy requires a balance between protecting safety and. protecting constitutional rights. Which most likely explains why the costs and benefits shown by the EPA are higher than the other regulatory agencies? A factory requires employees to work in unsafe conditions….data protection regulations, building efficient and compliant integrations between technology the data architectures is necessary to balance a lack of regulatory harmonization, policy coordination This requires, for instance, learning to find strengths and weaknesses. To do this, they will need a…

Striking a balance between innovation and regulation | Medium

Regulatory Data Protection in Pharmaceuticals and Other Sectors – While regulators are keen to preserve the hard won reforms of recent years, rising political uncertainty in developed economies (as demonstrated by the UK's The risk of fragmentation of global regulatory approaches is rising. From a supervisory perspective, compliance with these new requirements is the…Even though tensions between Russia and the U.S. remain elevated, we believe that the U.S. political debate has shifted to other policy issues. Since the fiscal framework requires windfall oil revenue to be saved, the government expects to borrow (in net terms) despite headline fiscal surpluses.European Commission – This website provides information on the EU's enterprise policy, entrepreneurship, business support, innovation, standardisation and e-business.

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Regulatory Policy Flashcards - Questions and Answers | Quizlet
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Cayman Eco - Beyond Cayman Blackouts In Texas And ...
Cayman Eco - Beyond Cayman Blackouts In Texas And ...
Daulat Farms | Daulat Farms Group of Companies | Daulat ...
Current Affairs March 2017 INDIAN AFFAIRS 1. Narendra ...
Cayman Eco - Beyond Cayman Blackouts In Texas And ...
Current Affairs March 2017 INDIAN AFFAIRS 1. Narendra ...

Operational Risk Management In A COVID-19 Environment – Managing risk is inherent
in everything we do — both in our Navy Mission
Environment and in our personal lives.
Each of
us learns from observing our environment,
identifying the impacts that environment has
on our activities, making decisions about
how we want to respond and then observing the results
of our actions. We instinctively use our best
judgement to assess the costs and benefits of
each situation to make a decision. As we develop
experience across more and more situations, we learn
to manage the risks and consequences associated
with them and eventually become adept at changing
our decisions based on new variables. Operational
Risk Management, or O-R-M, provides a
systematic approach to risk-benefit analysis
that helps manage complex situations, allowing
decision makers to carefully think and
evaluate a situation before taking action.ORM
is a simple six-step process, which identifies
operational hazards and takes reasonable
measures to reduce risk to personnel,
equipment and the mission. This type of formal
approach is especially important when faced
with new situations. The COVID-19 pandemic
is a challenging new situation that is likely
to continue affecting our personal and professional
lives for the foreseeable future. We are
forced to live, work and make decisions
in a stressful environment with little recent
precedence and incomplete and changing
information. Case numbers may rise and
fall in the area we live, work or travel.
Travel restrictions, changes to face-to-face
conference or training plans and rules about
social distancing are all examples of the changing
risk environment COVID presents.
Despite new challenges, we must continue to
prioritize the health and safety of our workforce
while still executing critical mission
requirements for the fleet. O-R-M will help
us identify the unique risks associated with
the COVID pandemic, manage them through
planned mitigations, and then make risk
acceptance decisions based on the expected benefit.
The DOD and the Navy have recognized that
applying O-R-M provides an effective framework for
reducing mishaps. OPNAV Instruction
3500.39D, Operational Risk Management, provides
guidance for applying ORM. O-R-M is founded on four
principles. Accept No Unnecessary Risk:
Unnecessary risks contributes no benefits to
the accomplishment of the task of mission. In other words, if you
don't need to do it, don't do it. Everything involves risk. The most logical choices
for accomplishing an operation are those that
meet all requirements with the minimum
acceptable risk. Accept Risk When Benefits
Outweigh the Costs: All identified benefits should
be compared against all identified costs. Even high risk endeavors
may be undertaken when there is clear knowledge
that the sum of the benefits exceeds
the sum of the costs. Balancing costs and
benefits is a subjective process, and ultimately
the balance may have to be arbitrarily determined
by the appropriate decision-maker. Integrate ORM into
Planning at all Levels: Incorporating risk
management principles early in the planning
and execution stages saves time and costs and gives
decision makers with the greatest opportunity to
apply ORM principles. Make Risk Decisions at the
Appropriate Level: Anyone can make a risk decision. However, the appropriate
decision-maker is the person who can allocate
the resources to reduce or eliminate the risk
and implement controls. The decision-maker must
know how much risk is acceptable and when to
elevate the decisions to a higher level. At times, it may seem
easiest to accept NO RISK, but accepting no
risk has its own risks. For example, we could
effectively mitigate the risk of COVID infection
at the work by closing the office entirely
and staying home. But completely abandoning
the mission puts the organization, the Navy
and potentially the entire country at risk. So,
there is a risk benefit balance that must be
achieved that keeps us healthy and employed while
allowing the organization to accomplish the mission. Now let's look briefly
at the six steps of O-R-M.
Identify the hazards, assess the risks,
make risk decisions, implement controls,
supervise and review. Step 1: Identify the
Hazard A hazard is any condition with the
potential to cause mission degradation;
personal injury or death, or damage to or loss of
equipment or property. Experience, common sense,
and specific analytical tools can all help
identify hazards. Decision makers bring
different perspectives and may weigh risks
differently For this reason, a group discussion
is critical to step 1 and helps facilitate
buy-in throughout the ORM process. Step 2: Assess the Risk
Risk is defined as the probability and severity
of accident or loss from exposure to the hazards
identified in step 1. Step 2 is an attempt to
predict the probability and severity of negative
events caused by the hazards, combining the two
factors to assign a final Risk Assessment Code, or
RAC. A key concept of risk assessment is
Probability. When assessing the
probability of a risk, we are trying to
predict the likelihood that a hazard will
occur. These are given a code from A to D, with
A being most likely to occur. For example, the NAVAIR
enterprise uses guidance from the Navy's
Bureau of Medicine, the local county
health officials, the CDC and OSHA to help
us assess the probability of COVID infections.
The probability of COVID infections is high when
personnel are directly exposed to the respiratory
secretions of an infected individual. The
probability of infections changes in proportion
to the rate of community spread, the number of
potentially infected people in a group, the
length of time personnel are exposed, and the
distance between people. When assessing the
severity of a risk, we are trying to determine
the impact of the outcomes, categorizing
them from high to low severity using
numbers 1-4. In the
COVID-19 environment, many of the potential
hazards and consequences might be hidden from you
do you know which of your employees or
co-workers might be at high risk because of
an underlying medical condition? Do you have a
child or parent that might be at high
risk? As a parent, friend, child or
significant other, you have to take these
possible consequences into your personal
calculations. As an organization, we must take
these issues into account as part of our severity
assessment when balancing the health of the
workforce and the mission. Step 3: Analyze Risk
Control Measures Next, the team would investigate
specific strategies and tools that may mitigate
or eliminate the risks identified in Step 2. All risks have three
components: probability of occurrence,
severity of the hazard, and the number and level
of exposure of people and equipment to the risk. Effective control measures
reduce or eliminate at least one of these. The level of exposure
can affect both the probability and severity
of a risk and may be a good starting point to
apply mitigations. Exposing fewer people to a
hazard often reduces its likelihood of having
severe consequences. Risk control
considerations must take into account the overall
costs and benefits and, if necessary, provide
provide alternative solutions. Step 4: Make Control
Decisions Identify the appropriate
decision-maker. This is the individual,
at the appropriate level, who can balance the
risk against the potential benefit and value to
determine if the risk is necessary. The decision maker will
consider the importance of the mission, the potential
impacts of the risks, the effectiveness and
costs of the chosen controls, and ultimately
whether or not the benefits outweigh
the potential costs. Step 5: Implement Risk
Controls Once the risk decision is made, a plan
must be put into place for applying the controls
that have been selected, and providing
resources, the time, materials and personnel,
required to put these measures in place. Step 6: Supervise and
Review The final step of the ORM process is to
monitor the situation and watch for change. Workers and managers
should periodically reevaluate controls,
monitor for new risks and take action to correct
ineffective risk controls. This step is
critical to success. Without continual analysis
of the effectiveness of controls, the next person
in line may pay the price. With COVID-19, step 1 is
identifying the hazards to the NAVAIR enterprise and
to the personal health of civilian
employees, contractors, military personnel and
their families. Step 2 is assessing the risks,
the probability and severity of exposure
to the COVID virus. Probability should first
be assessed in an assumed pre-COVID
environment; that is, with none of
the known risk mitigation precautions in place.
Those precautions will be part of a later step.
Severity of the impacts to personal health may range
drastically from no symptoms to severe
respiratory damage to death. The consequences to
mission may include closing a work
center, product line, or other facility which
in turn may impact the delivery of a product
to the fleet or other customer. Now at
step 3, we consider the mitigations we set aside
in step 2. The risk of COVID-19 infection
increases with exposure. The best way to protect
ourselves and others, and reduce the
spread of the virus, is to limit interactions
with other people as much as possible. We should consider
mitigations such as social distancing, wearing a face
mask in public and washing our hands.
steps 4 and 5, we would determine and
implement these controls, then continually
assess their effectiveness Contact tracing is one way
to assess effectiveness of mitigation measures, by
investigating the actions of newly infected
personnel and attempting to find the weak
link in their controls. With much of the
country opening up, personal and work
travel is on the rise. There is no way to ensure
you have zero risk of infection while traveling,
so it is important to use O-R-M to
identify the hazards, assess the risks, and
try to implement as many controls as possible. Employees who plan
to travel beyond their command's local
commuting area for official travel or
personal leave should review their plans with
their supervisors before departing. Together, the employee and
supervisor should assess the travel plans, weigh
the risks and the benefits to determine an
acceptable level of risk. When returning to
work, the employee should contact the supervisor to
provide details of stops and social distancing
practices employed during travel. Each situation is unique,
but it is up to the supervisor to determine if
and when the employee can safety return to
the work center. The travel location, mode
of travel and potential social interactions
will determine the hazard probability. The
member's age and pre-existing medical
conditions may impact the severity. Their status
as teleworking or coming to the office upon return
also impact the risk scenario for the
organization as a whole. Their value to the work
center vs the criticality of their physical presence
on this specific trip should also weigh strongly
into the cost-benefit considerations. Let's go to the impact
that the supervisor and team member might need to
assess: In our scenario, the employee must provide
a classified briefing a few days after returning
from the trip. Assuming the employee remained
asymptomatic on their return, the supervisor
must still assess the hazards of a
potentially infected, asymptomatic employee. What is the impact to the
mission if the employee cannot perform the
brief? Are any of the personnel attending the
briefing in a high risk group? What would the
impact be if the employee tests positive and that
classified work-space needs to shut down? What
would the impact be to the mission if the work group
receiving the briefing all became sick? The supervisor needs to
think ahead and consider all these potential
costs and impacts prior to making this risk decision. Once you evaluate
the hazard and associated risks, you can make
an informed decision. Do the benefits of the
risk outweigh the costs? In our specific scenario,
does the employee really need to make the trip?
If the employee is only needed for backup support,
do they need to be present in person? If our
employee really does need to make the trip, does the
employee actually need to be in the office in the
next 14 days? Could someone else do that
classified briefing in the employee's place? The
supervisor in our scenario needs to make cost and
benefit decisions about the risks to the mission,
as well as to consider what mitigations and
controls could be applied to reduce the
potential hazards, or reduce the probability
of infectious spread in the work-group. Let's discuss what we
mean by mitigations and controls. There is some level of
risk in everything we do. A
mitigation, or control, is a method by which we
reduce risk by identifying hazards and taking actions
to reduce the potential severity or probability of
occurrence associated with that risk. There are
three types of controls to mitigate the spread
of COVID-19 in the workplace:Engineering
Controls, Administrative Controls
and Personal Protective Equipment. Examples of engineering
controls are features of the physical workspace
that we put in place to help reduce the spread of
infection. For example: Workspaces might be
adjusted to add plexiglass or raise cubicle walls to
create a physical barrier between employees. Desks might be moved to
put distance of six feet or more between employees. These types of controls
help to physically reduce the potential for direct
contact with potentially infectious
respiratory droplets. Administrative controls
reduce risks through policy. This is very important
while operating during the COVID-19 pandemic.
Health Protection Conditions or HPCON
on installations are an example, as are travel
restrictions. NAVAIR has issued specific
COVID-19 policy, guidance and training
aimed at reducing the risk of infection in
the workplace. Administrative controls
include maximizing telework or other altered
schedules that limit the number of individuals
working in proximity to each other, as well as
the mandate that all individuals at ALL NAVAIR
commands and sites are required to wear face
coverings that completely cover the mouth AND nose
when entering and moving through NAVAIR
facilities. There may also be current or future
administrative controls mandatedll from the
NAVAIR Commander or higher headquarters requiring a
screening process to enter buildings on base. Personal protective
equipment or PPE is specialized equipment
designed to protect individuals performing
certain functions within an organization. Due to limited
availability, PPE is not intended to
be widely distributed; nor is it necessary
for all employees. The proper use of engineering
and administrative controls should
significantly reduce risk of COVID infection
for the workforce. Supervision is a critical
part of the continuous approach to O-R-M.
After risks have been identified, hazards and
probabilities have been assessed, and controls
and mitigations have been directed, supervisors must
ensure that controls are communicated, applied,
and are being effective. Supervisors and employees
should communicate frequently about the
effectiveness of controls, and assess if adjustments
need to be made. NAVAIR leaders will continue to
monitor on-site regional and local conditions for
resurgence of infections and adjust ineffective
risk controls to mitigate the danger to personnel. Government, Civilian,
Contractors and Military personnel all need to
continuously assess their own COVID exposure
risk and work with their supervisors to determine
if additional risk mitigations are needed to
protect the work center from COVID
outbreak among coworkers. Not only when returning
from leave or travel, but also based on
daily interaction with the community. For example, if you eat at
a crowded restaurant you assume a high risk of
COVID infection compared to the much lower risk
of infection when you are eating at home
alone. Additionally, after travel, quarantine
greatly reduces the risk of spreading
COVID to co-workers. Face coverings are one of
the most effective ways to stop infections
when worn properly. In addition, social
distancing of six feet or more and space
optimization have proven to be some of the best
strategies to reduce the risk of infection in
and out of the workplace. Integrating ORM into
planning at all levels and as early as possible
provides the greatest opportunity to make
well-informed risk decisions and implement
effective risk control. It is essential for the
individual to consider the event in which they are
engaged and select the appropriate controls to
meet the hazards they identify. The health and
safety of our workforce is our top priority. Operational
Risk Management, O-R-M, helps us mitigate
risks and make informed decisions critical to
accomplishing the mission. .

Construction Safety and OSHA Compliance – It was a pretty bad accident.
Theyíre taking the worker to the county general,
but I can tell you right now this is one construction worker who wonít make it to the emergency room. On average, the same kind of thing happens 5 times a day on construction sites somewhere in America. The sad thing is, it didnít have to happen. Whatís even sadder is that every day there are
a whole lot of near misses that could have ended up like this one, and they didnít have to happen either. Today is a perfect example. Clarence Givens is looking forward to watching his only daughter graduate from high school. Joann Kimball is a single parent whose pride and joy are her two kids. Jorge Martinez is excited about his new job for several weeks now heís been getting his feet wet as a construction worker. And Frank Mitchelson is looking forward to the week after next when he takes his family to the beach. Today at different job sites all 4 of these people came face to face with death.
3 of them were lucky, but this time one of them wasnít. Jorge Martinez and his foreman are connecting a segment of sewer lines on a road construction project. Theyíre working inside a trench box that will protect them if the walls cave in,
but Jorgeís foreman is violating OSHA regulations by having the latter outside the box. That means they are both taking a risk every time they have to get in and out of the trench.
The foreman is getting frustrated because itís taking too long to make the connection. Itís tough from this angle, so he tells Jorge to go to the other side just for a few minutes,
just long enough to clear some dirt and line up the pipe. Heís risking Jorgeís life. OSHA has some basic safety rules about excavations.
Any trench deeper than 5 feet has to be shored or sloped. Also the spoil pile has to be at least 2 feet back from the edge.
There has to be an egress latter inside the shored up area and it has to extend to 3 feet above the top. The trench box has to be level with the top of the trench, and there canít be any more
than 2 feet of space between the bottom of the box and the bottom of the hole. There may be other rules that apply in other situations, but in all
situations workers must never go into an unprotected trench! Even for a few seconds. Jorgeís employer has given him an order to do something that is unsafe.
Jorge has a legal right to refuse. This is one of the most difficult situations a new worker may face, but your union training has taught you the risk of entering an unprotected trench.
Is it worth risking your life? But Jorge has a responsibility here too. A responsibility to himself, and to the other workers on this jobsite.
Jorgeís responsibility is to take a good hard look at the situation to recognize that itís not safe and to say that heís not going to any part of that trench that isnít safe.
Today because he didnít do that, his life is on the line. Clarence Givens is a signalman. Because drivers of heavy equipment canít see where theyíre backing,
itís Clarenceís job to make sure that the vehicle doesnít hit anyone or anything. But there are 2 problems here. The contractor sent a truck with a broken back-up alarm,
and Clarenceís foreman is about to distract him. ìClarence when you get done here, I got another truck coming in on the other side of the job.
I want you to back him inÖî Contractors have a responsibility to make certain that everything on a job site meets common sense OSHA safety standards.
Signalmen and drivers have a standardized set of signals for communication. The signalman must be positioned to the side and far enough back to see the truck and anything that could cross itís path. And the driver must keep visual contact with the signalman.
Letís not forget about Clarence, because he has a responsibility in this situation too. Construction is dangerous work.
His responsibility is to keep his eyes and ears open at all times, especially when heís helping a truck back up, and because Clarence didnít do that, today might just be his last. Itís morning break time for Joann Kimball.
On a construction site when itís a hot summer day that usually means finding the closest source of cold water. But you donít take a break from safety during breaks from work.
Joann found a water jug sitting right on the crane. As she takes that cool refreshing drink, Joann leans against the crane to relax.
But she fails to see that itís getting dangerously close to an overhead power line. If the crane gets too close to the power line, Joann becomes a statistic.
Electrocution is one of the primary causes of death on construction jobs, and most electrocutions are caused by some kind of contact with high voltage power lines. Now there are regulations to protect people like Joann and me,
but regulations only work if people pay attention to them. Cranes arenít the only thing that can make contact with high voltage power lines,
you also have to be careful using ladders, scaffolds, and other metal objects around energized power sources. Joannís employer has not implemented an effective safety program to identify potential hazards like this one.
This is a blueprint for disaster. Frank Mitchelson is an iron worker. Today heís working 6 stories up.
His job is to bolt down crossbars. Frank is not as protected as he should be. He should be wearing a body harness. Frank has been an iron worker for a lot of years.
Even though working at these heights has become second nature, heís generally pretty careful. But Frankís in a hurry, and this connection looks easy, so Frank is not going to hook up.
In the United States, falls are the leading killer of workers. You should always use a fall protection system that suites the work youíre doing,
and if equipment is involved, you have to know how to use it and maintain it. Your employer must ensure that you are trained, ask and take advantage of the training.
Your union might also offer it. The real shame here is that Frank ties off probably 95% of the times when he should, so he knows better.
You just canít cut corners when it comes to safety, and Frankís about to find that out the hard way. The 4 people in this story are just like you and me.
They want a comfortable life for themselves and their families. So they go to work to earn the money to help them reach for the American dream.
3 of them have come away from this experience kind of shaken up, but theyíre wiser for it. The 4th will never get another chance. Jorge Martinez was lucky when he saw what was happening,
he was able to pull himself out before the dirt could trap him. He came out of it alive and well, but heís well aware of how close he came to dying today. Clarence Givens was just a whisper away from being hit by the dump truck and knocked under itís wheels.
A few more inches the other way, and Clarence would have been another construction fatality. It turned out to be Joannís lucky day too, they say that timing is everything,
in Joannís case timing was the only difference between life and death. Frank Mitchelson never had a chance, when he lost his balance,
his lanyard wasnít attached and he fell 6 stories. When Frank gets to the hospital, heíll be DOA, Dead On Arrival.
The sad thing is, it didnít have to happen. Construction accidents can be prevented. We have to remember that weíre the ones on the job. Weíre the ones who sees the dangers.
Weíre the ones who report them. Weíre the ones that can avoid them. Even though accidents cost the construction industry billions of dollars,
accidents cost us our lives. Who has the most at stake?   .

Reasonable Suspicion Testing: What Supervisors Need To Know – .