BEGIN:VCALENDAR VERSION:2.0 PRODID:-//Opus Kinetic - ECPv6.15.12.2//NONSGML v1.0//EN CALSCALE:GREGORIAN METHOD:PUBLISH X-WR-CALNAME:Opus Kinetic X-ORIGINAL-URL:https://www.opuskinetic.com X-WR-CALDESC:Events for Opus Kinetic REFRESH-INTERVAL;VALUE=DURATION:PT1H X-Robots-Tag:noindex X-PUBLISHED-TTL:PT1H BEGIN:VTIMEZONE TZID:Asia/Singapore BEGIN:STANDARD TZOFFSETFROM:+0800 TZOFFSETTO:+0800 TZNAME:+08 DTSTART:20190101T000000 END:STANDARD END:VTIMEZONE BEGIN:VEVENT DTSTART;VALUE=DATE:20200518 DTEND;VALUE=DATE:20200520 DTSTAMP:20260602T021221 CREATED:20200221T073724Z LAST-MODIFIED:20200302T015453Z UID:10000942-1589760000-1589932799@www.opuskinetic.com SUMMARY:Managing Change Communication in Government \, Singapore DESCRIPTION:Overview\nChange and the associated risks pose a major impact on today’s departments. You might argue that change has always been risky and difficult to manage; however\, the role of communication is getting bigger and more complex. In today’s environment of constant change\, whether it is government policy\, restructure or a need for transformational cultural change. The new norm is about our relationship with our people and our public and how we manage these relationships sets the context for trust\, which is the new asset for organizations today. \nWe hear the term ‘business as usual’ overused during times of change\, mainly due to change being an everyday challenge. However\, change is never business as usual and comes with a great degree of risk\, to productivity\, brand and most importantly to key relationships that affect trust. We cannot ignore the cost of bad relationships as it impacts every aspect of our business. Adrian Cropley has worked with many global clients including Unilever\, Alactel-Lucent\, Ericsson\, the Department for Business\, innovation and skills in the UK\, the Australian Tax Office\, Banks such as ANZ & the NAB. As the past head of Ericsson corporate communication\, he has managed numerous mergers\, relocations\, policy changes and implementation of new IT systems. As an advisor to many companies across the globe\, he will share case studies and examples of how managing change properly helps mitigate some of the risks associated with change and clearly articulate the role for corporate communications. \nKey Learning Objectives\n•Meaning of Change.\n• Understand change and how to manage them effectively.\n• How to prepare for Change.\n• Learn how to identify change Risk Analysis.\n• Manage Stakeholders effectively.\n• The role of the Leader \nEnquiry Form\n\n\n \n \n SalutationMr.Miss.Mrs.Mdm.Dr.Prof.Capt.Name\n \n \n \n First\n \n \n \n \n Last\n \n \n PhoneEmail\n \n CompanyAdditional Comments:CAPTCHA URL:https://www.opuskinetic.com/training/managing-change-communication-in-government-singapore/ LOCATION:Singapore\, Singapore CATEGORIES:Corporate, Business Management and HR GEO:1.352083;103.819836 END:VEVENT BEGIN:VEVENT DTSTART;VALUE=DATE:20200527 DTEND;VALUE=DATE:20200530 DTSTAMP:20260602T021221 CREATED:20200305T081700Z LAST-MODIFIED:20200305T081806Z UID:10000982-1590537600-1590796799@www.opuskinetic.com SUMMARY:ALARP Principles & Guidelines DESCRIPTION:Overview\nOne of the key components of Safety Case is to demonstrate risk reduction to ALARP level by adopting and implementing control measures. Therefore\, there is a need to understand the use of these principles with respect to the level of uncertainty and on the risk criteria. \nIn this case-study led workshop\, delegates will be taught on the key concepts\, and approaches taken to demonstrate or provide evidence on ALARP. The idea behind ALARP is to demonstrate risk reductions in MHI based on reasonable practicability and gross disproportion\, which is a balancing act between cost and risk. As far as the application of numerical risk criteria is concerned\, it is not always correct and thus the demonstration of ALARP and the usage of risk criteria should be justified based on the categorization of risk which may be either qualitative\, semi-quantitative\, or quantitative. \nMany countries regulate Major Hazard sites using a safety case regime based on a risk-based approach to process safety; Singapore is rolling out such a regime as mentioned. These regimes require that risk is controlled to ALARP (As Low AS Reasonably Practicable) level which is a very different approach to safety management than the compliance approach that many operators are familiar with. This course covers the important principles of ALARP\, which is a commonly misunderstood concept. It discusses the variability of ALARP requirements for managing similar hazards in different circumstances and the application of risk targets. It looks at different ways of assessing risk from quantified approaches to qualitative approaches for both consequence and frequency analysis and when to use these. The application of inherent safety principles and recognised good practice are discussed along with Cost Benefit Analysis (CBA) and the concepts of reasonably practicable and disproportionality. Besides demonstrating ALARP in the safety case\, ALARP should be applied throughout the lifecycle of any facility. \nThis workshop will touch on how to apply the concept in different situations such as during design\, specifying instrumented safety systems\, operating procedures\, and coverage during maintenance of safety critical equipment. Several case studies are presented for the delegates to work through and a discussion on common errors and how the concept is often misused. Throughout this workshop\, participants will be taught on how to prove that ALARP has been properly implemented as part of effective risk management and how ALARP is implemented in the design\, development\, and operation of engineering systems. \nWho Should Attend\n\nEngineers\, Executives\, Supervisors and Managers especially those who work in Technical & Planning\, Production/Operation\, Engineering\, and SHE departments in Refinery\, Chemicals\, and Petrochemical settings will benefit by attending this course.\nPotential attendees are listed out as follows:\nProcess Engineer\nProcess Champion\nEHS Engineer\nProduction Engineer/Supervisor\nMaintenance Engineer\nOperations Engineer\nMechanical Engineer\nProduction Manager\nTechnical Manager\nTechnical Development Manager\n\nKey Learning Points\n\nLEARN the essential principles of ALARP and how it fits within a Safety Case\nGAIN the key concepts of ALARP principles and the fundamental approaches for its applications\nKNOW the HSE principles for Cost Benefit Analyses (CBA) in support of ALARP decisions\nUNDERSTAND the approaches to good practice and to demonstrate ALARP using different decision making criteria\nACQUIRE tools and techniques to determine factors in selecting or rejecting control measures\nWith each process deviation\, APPLY the concept of ALARP (As Low as Reasonably Practicable) or risk elimination on the causes and consequences\nBECOME familiar with PHA study\, its context in WSH Act and its relation in Safety Case regime\nExercise CAUTION in regards to reverse ALARP whereby CBA or QRA is used to justify higher risk\n\nEnquiry Form\n\n \n \n SalutationMr.Miss.Mrs.Mdm.Dr.Prof.Capt.Name\n \n \n \n First\n \n \n \n \n Last\n \n \n PhoneEmail\n \n CompanyAdditional Comments:CAPTCHA URL:https://www.opuskinetic.com/training/alarp-principles-guidelines-19/ LOCATION:Kuala Lumpur\, Federal Territory of Kuala Lumpur\, Kuala Lumpur\, Malaysia CATEGORIES:Oil/Gas/Petrochemicals GEO:3.1384965;101.7099933 END:VEVENT END:VCALENDAR