The Occupational Safety and Health Administration (OSHA) is the federal agency charged with the enforcement of safety and health legislation. Buried in the OSHA regulations are some state­ments that would make anyone shudder who is responsible for compliance.
When an authorized government representative asks for the records within four (4) business hours. The rule requires each employer to set up a method for employees to report injuries and ill­nesses. In 2013 Home Depot was cited for failing to review, sign, and provide record keeping documents within four hours as requested by OSHA inspectors.
This could get even more interesting because a proposed rule would allow OSHA to make changes to its reporting system for occupational injuries and illnesses. Are occupational injuries or illnesses, except minor injuries requiring only first aid, recorded as required on the OSHA 300 log? Are employee medical records and records of employee exposure to hazardous substances or harmful physical agents up to date and in compliance with current OSHA standards? Are employee training records maintained and accessible for review by employees as required by OSHA standards? Have arrangements been made to retain records for the time period required for each specific type of record? Are operating permits and records up to date for equipment such as elevators, air pressure tanks, and liquefied petroleum gas tanks?
Are emergency telephone num­bers posted where they can be readily found in case of emergency? Where employees may be exposed to toxic substances or harmful physical agents, have appropriate information concerning employee access to medical and exposure records and Safety Data Sheets (SDSs), formally known as Material Safety Data Sheets (MSDSs), been posted or otherwise made readily available to affected employees?
Are signs concerning exit routes, room capacities, floor loading, bio­ hazards, x-ray, microwave, or other  harmful radiation or substances posted where appropriate?
Is the Summary of Work-Related Injuries and Illnesses (OSHA Form 300A) posted during the months of February, March, and April? Assign and monitor work, deal with issues (taking corrective action where necessary) and report progress. This process describes the daily work of the Project Manager in delivering a single stage of the project. This is triggered by Project Board advice, as part of the analysis of issues and risks, or at a frequency defined by the Stage Plan. The Communications Management Strategy sets out the frequency at which the Project Manager should provide the Project Board with summary information on the progress of the stage and the project.
For current period, assemble information from Checkpoint Reports, the Risk, Issue and Quality Registers, Lessons Log, Product Status Accounts and significant revisions to the stage plan.
Whenever an issue or risk threatens tolerances established for the project, the PM should escalate as soon as possible. Corrective action is triggered by the Stage Plan review and usually involves acting on advice from the Project Board or issues raised by Team Managers.
Establish understanding and foundations of the project before there is a commitment to significant spending. Establish a shared and agreed understanding of what the project is trying to achieve and how, why it is needed and what responsibilities are, all before a significant financial investment is undertaken.
At any time during a project, the Project Board may need to give ad hoc direction either collectively or as individuals. Projects are closed in a controlled manner so that their benefits (or other effects) can be formally assessed.
Programme or Corporate Management provide the Project mandate and create the Executive role description. The Project Management team structure and the team’s role descriptions are created by the PM and approved by the Executive. The project manager is responsible for creating the project approach and additional role descriptions, assembling the Project Brief and updating the Daily Log. The project manager uses the Project Brief, Daily Log and Lessons Log as inputs in the preparation of a stage plan for the intiation stage.
In turn, the Project Manager is kept informed by team leaders’ progress reports including checkpoint reports and Work Packages.
In addition a Lessons log should be kept and reports produced and issued as appropriate (especially at the end of a project). Team Leaders deliver, Project Managers manage and the project Board directs the project within these tolerances. In the same way the Team Leader reports likely deviations from a Work Package as an Issue (to the PM), and the PM reports possible deviations from Stage Plan tolerances to the Project Board.
Management Stages are sequential in time and are separated by a Project Board decision on whether to continue with the next stage.
To avoid unnecessary delays, technical stages can overlap management stage boundaries without waiting for a decision on whether the next management stage can commence. The Configuration Management strategy documents the procedures for configuration, issue and change management, as well as Roles and Responsibilities. The Change Authority is appointed by the project Board, although its responsibilities are often delegated to the Project Manager.
August 1, 2009 by admin Leave a Comment If you are planning to sit for the PRINCE2 Foundation Examination, or would just like a structured overview of PRINCE2 Project Management and its main concepts, please refer to the articles below. There are two kinds of risks – those with potential negative impact, known as threats, and those with potential positive impact, known as opportunities. During the start-up phase of a project, the Risk Manager should identify risks in a daily log. Identify the context (by referring to the overall risk management strategy, the project mandate, etc). The risk owner manages, monitors and controls risks and is responsible for implementing responses to threats or opportunities. The risk budget needs careful control to ensure that capital is not wasted on less threatening risks while higher priority risks go unattended. The primary objective of risk management and fratricide avoidance is to help units protect their combat power through risk reduction, enabling them to win the battle quickly and decisively with minimum losses. Risk management is the process of identifying and controlling hazards to conserve combat power and resources. Hazard assessment is the process of determining the direct impact of each hazard on an operation (in the form of hazardous incidents). Thoroughly brief all aspects of the mission, including related hazards and controls, and ensure that subordinates know the plan. Drink plenty of water, eat well, and get as much sleep as possible (at least 4 hours in any 24-hour period). During mission execution, leaders must ensure their subordinates properly understand and execute risk management controls. Demonstrating consistent and sustained risk management behavior through leading by example and stressing active participation throughout the risk management process. Understanding their own and their soldier's limitations, as well as their unit's capabilities.
Demonstrating full confidence in subordinates' mastery of their trades and their ability to execute a chosen COA. Make informed risk decisions; establish and then clearly communicate risk decision criteria and guidance.
Accurately evaluate the unit's effectiveness, as well as subordinates' execution of risk controls during the mission.
Reduction of fratricide risk begins during the planning phase of an operation and continues through preparation and execution.

A thoroughly developed, clearly communicated, and completely understood plan helps minimize fratricide risk.
Graphics are a basic tool commanders at all levels use to clarify their intent, add precision to their concept, and communicate their plan to subordinates. Confirmation briefs and rehearsals are primary tools for identifying and reducing fratricide risk during the preparation phase. During execution, in-stride risk assessment and reaction can overcome unforeseen fratricide risk situations.
Similarities and differences in equipment, vehicles, and uniforms between friendly and enemy forces. Figure C-3, parallels the five-paragraph OPORD and contains key factors and considerations in fratricide prevention. The risk management of Delta Lloyd Group is designed to protect the Group against events that undermine the realisation of a sustainable result and the required minimum solvency or impede the attainment of its strategic objectives. The control exercised by the Executive Board, the Supervisory Board and the various Risk and Audit Committees. An organisational structure with a governance framework that provides for delegated responsibilities and guidelines for the management structure.
A risk framework that is based on the Enterprise Risk Management model of the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Though unlisted, Delta Lloyd Group is committed to compliance with the Dutch corporate governance code as far as possible.
The Executive Board is responsible for the strategic framework and oversees directly the control of strategic risks. In addition, there is an overall risk management structure: the Financial Risk Committee (FRC), the Insurance Risk Committee (IRC) and the Operational Risk Committee (ORC) in which the risks are analysed and monitored and decision-making for the Group Risk Committee (GRC) is prepared. The business units update their risk profiles on a quarterly basis; the outcomes are recorded in the Risk Navigator system.
In view of the key significance of the financial risks for Delta Lloyd Group, a Financial Risk Report is drawn up and discussed in the GRC on a quarterly basis.
Regarding operational risk, the banking division and asset management make use of a set of key risk indicators based on the Basel II philosophy.
In respect of the financial reporting risks, work is ongoing to implement a control framework based on Sarbanes Oxley.
Business units with large corporate clients apply a risk analysis and a risk control method that leads to a verifiable functioning of the internal controls with an assurance statement from the external auditor (SAS 70 type II statements). In the year under review, Delta Lloyd Asset Management and Cyrte obtained an SAS 70 type II statement, while Delta Lloyd Property (property development) obtained an SAS 70 type I statement. 1 - This method is linked to the approach adopted by the UK regulator (FSA) for setting equity requirements for insurance companies. Risks are addressed within several processes in ITIL; there is, however, no dedicated Risk Management process.
Having a basic Risk Management process in place will provide a good starting point for introducing best-practice Risk Management frameworks like M_o_R (as recommended in the ITIL V3 books). Following the introduction of Design Coordination in ITIL 2011 the information flows have been adapted slightly. Process Objective: To quantify the impact to the business that a loss of service or asset would have, and to determine the likelihood of a threat or vulnerability to actually occur. Process Objective: To determine where risk mitigation measures are required, and to identify Risk Owners who will be responsible for their implementation and ongoing maintenance. Process Objective: To monitor the progress of counter measure implementation, and to take corrective action where necessary.
Business Impact Analysis (BIA) and Risk Analysis are concepts associated with Risk Management.
The Risk Management Policy describes and communicates the organization’s approach to managing risk.
The Risk Register is a tool used by the Risk Management process to keep an overview of identified risks and corresponding counter measures. Content is available under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Germany License unless otherwise noted. Council typically adopts one or more of the following risk handling options when risks are identified.
Hosting the plan online and backing it up locally should ensure that the plan content is safe even in the case of a server failure. Internet outages can restrict access to the live version of the plan from time to time, but the data itself should be very safe.
January 29, 2013 by Ram Nidumolu 2012 was the year in which risk management strategies to cope with sustainability mega forces became more sophisticated. Risk management for climate change and other environmental threats must become part of enterprise risk management.  If it isn’t, then you’re really in the minority.
Focus on business resilience, not just to extreme weather events that disrupt supply chains and operations, but also to the threat of resource constraints. After all, extreme weather events had accounted for 90% of all natural disasters last year, while total losses from natural disasters were estimated at $380 billion globally. This growing evidence has resulted in more sophisticated analysis of business risks by industry sector. Visualisation of risk management results is an important contribution to risk communication. Charts Based on Average Criteria consist of average likelihood, average consequence and average rating before and after treatment.
The 300 log must be available to employees, former employees, and employee rep­resentatives by the end of the next business day. The federal government conducts two surveys of 1904 informa­tion-one by OSHA and one by the Bureau of Labor Statistics. But all employers are required to report work-related fatalities to OSHA within eight hours of learning of the incident. Lowe’s was cited in 2011 for failing to ensure that the highest level executive examined and signed the OSHA 300 log. Normally first used after a project is authorised, though may be used during initiating large projects. Sometimes it’s best to give an early notification of the risk to the Project Board and then provide supporting information in the Exception report, rather than waiting until the Exception report is complete.
The Lessons Log is reviewed and the Project Initiation Document, along with the Benefits Review Plan, are approved. An executive is appointed, who in turn creates the Project Manager role description and appoints the PM. Lessons from previous related projects are reviewed and if necessary inserted into the Lessons Log. The Executive prepares the Outline Business Case which should be approved by Programme Management. This means that during a stage there is no need for progress meetings as the board is kept informed by Highlight Reports and Exception Reports from the Project Manager. Team Leaders escalate issues and Project Managers produce Exception reports for the Project Board. As a result, this means that the current stage plan will often include a degree of planning for the next stage.
The materials provided here are intended to be used as either study and exam revision aids, or to introduce newcomers to PRINCE2 methodology. If the project then proceeds, these noted risks should be transferred to the actual Risks Register during the Initiating a Project process. A risk assessment rating can be arrived at by assigning a probability score and an impact score.

The Audit Committee of the independent Supervisory Board of Delta Lloyd Group supervises the overall internal control. The boards and management carry primary responsibility for the effective identification, analysis, monitoring and control of risks. A number of important policy documents have been tightened up, in compliance with the governing risk management policy.
The selected framework relates management information and governance to the risk management cycle, as shown in the diagram below. The Group Actuarial & Risk Management department is responsible for the policy in relation to the financial risks (including insurance risks).
This takes place in the form of a self-assessment by the management, aimed at the control of inherent risks, the effectiveness of existing controls and an estimation of the impact and probability of the residual risks. Highlighted aspects include developments in the financial markets and their impact on the capital position. A project group has rolled out an operational loss data registration system for Delta Lloyd Group. Our shareholder Aviva has incorporated the method into the internal control of its subsidiaries. This includes analyzing the value of assets to the business, identifying threats to those assets, and evaluating how vulnerable each asset is to those threats. ITIL calls for "coordinated risk assessment exercises", so at IT Process Maps we decided to assign clear responsibilities for managing risks, which meant introducing a specific Risk Management process as part of the ITIL® Process Map. The process overview of ITIL Risk Management (.JPG) is showing the most important interfaces (see Figure 1). Most importantly, this process specifies how risk is quantified, what risks the organization is willing to accept, and who is in charge of the various Risk Management duties. The result of the "Business Impact and Risk Analysis" is the Risk Register, a prioritized list of risks which must be subsequently addressed.
Their ultimate goal is to identify which risks must be managed and addressed by risk mitigation measures.
Most importantly, it defines how risk is quantified and who is in charge of specific risk management duties. These risk associated with a given hazard is calculated in accordance with Council's Risk Management Policy using the following risk matrix. 83% of the S&P 500 is incorporating climate change into its business processes for managing enterprise-level risk. One of the best publicly available analysis summarizes the short and long-term physical and economic impacts of climate change on business sectors such as agriculture, food and beverage, apparel, electric power, mining, insurance, oil and gas, and tourism. The Chart Wizard assists in presenting the information as response to typical risk management questions.
Charts can be displayed in different forms including bar charts, pie charts, or x-y charts.
The law requires most employers to prepare and maintain records of serious injuries and illnesses using the OSHA 300 log. An employee, former employee, or personal representa­tive is allowed to receive a copy of his or her 301 form. If employers receive a form for either survey in the mail, they must complete and return the form using the instructions on the form.
A work ­related amputation, loss of an eye, or the inpatient hospitalization of one or more employees must be reported to OSHA within 24 hours of learning of the incident. Work Packages define and control the work to be done and set tolerances for the Team managers. The Project Manager creates the Project Product Description and updates the Daily Log with any newly identified risks. If it seems likely that the project will exceed tolerances the Project Board refers the forecast deviation to Programme or Corporate Management for advice and a decision on corrective action.
They are NOT official study materials, and are not sanctioned or approved by the OGC or any examination boards.
The business units have dedicated Audit Committees, which supervise the effectiveness of the business control systems within the respective business units.
The policy is given shape by the Group departments, in consultation with the management of the business units. The Group Integrity department is responsible for the policy on operational and legal and regulatory risks. The group-wide Finance Board deals with the financial reporting risks and is chaired by the CFO of Delta Lloyd Group.
One important objective in this connection is to reduce the residual risk within the limits of the risk tolerance defined in the policy principles. The purpose of the ICA method is to quantify the financial risks, making use of scenarios and stochastic actuarial models. The Risk Management Policy is maintained by the Risk Manager role, but to be effective it needs the backing of senior management. This concern with business resilience to climate change increased considerably in 2012, when 81% of companies identified physical risks from climate change, compared to 71% in 2011.
2012 is likely to break this record, with just one disaster, Hurricane Sandy, already clocking in at $50 billion in the US alone. This information is used in evaluat­ing the safety of a workplace, understanding its hazards, and implementing worker protections to reduce and eliminate hazards. An authorized representative can obtain the 301 information for all the injuries and illnesses at the establishment, but only information about the injury or illness. The rule would require companies with more than 250 employees to transfer their OSHA logs to OSHA and open them to anyone to view as part of President Obama’s Open Government Initiative. But drilling down into the OSHA logs data gives an even clearer view of the real risk and is a metric used to compare a company’s safety performance against a national or state average.
In 2008, the regulations for the internal governance structure of the legal entities were brought into line with the control structure at Delta Lloyd Group level. The financial reporting policy comes under the responsibility of the Group Finance & Control department. The consolidated risk profile of Delta Lloyd Group is discussed in the Audit Committee of the Supervisory Board and is also communicated to Aviva, regulators and external auditors. This model, known as the Individual Capital Assessment (ICA) method1, served partly as the basis of the new solvency model that was developed for European regulatory purposes and is expected to be introduced in 2012 (Solvency II). Scenario stress testing is then applied to determine the amount of capital necessary to absorb any risks that actually materialise. The rule could receive final approval this year, so it would be wise to advise employers to prepare now by reviewing their OSHA log reporting compliance.
Risk advisers who go beyond selling insurance policies are well positioned to help companies cope with the complexity of compli­ance issues like OSHA to avoid fines and penalties and manage risk more effectively. The approach to the project will also be partly defined by pre-existing standards or methods of working of the internal or external suppliers.
Based on the test results of the ICA model, the Group took timely management action which helped to partly mitigate the adverse effects of the credit crisis. In determining the sensitivity of shareholders' equity to movements in interest rates, equity prices and property valuations, assumptions regarding the correlation between these three market risks and diversification effects are modelled. Alongside the internal sensitivity tests, Delta Lloyd Group also takes account of the Dutch regulations concerning solvency stress testing (Solvency I).

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