Risk Assessment.docx
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The document provides an overview of the history and operations of the BBC. It discusses how the BBC was originally founded in 1922 as the British Broadcasting Company and started daily radio broadcasts from London. Over time, the BBC expanded to include television services, additional radio networks, and international broadcasting through the BBC World Service. The organization is supported by an annual license fee paid by UK households and aims to inform, educate, and entertain audiences in the UK and worldwide through its programming and content.Documentary modes.pptx
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Poetic, expository, observational, participatory, and reflexive are the five main documentary modes. Poetic documentaries emphasize aesthetics over narrative through experimental techniques. Expository documentaries aim to inform or persuade through voiceover narration. Observational documentaries objectively observe subjects without interfering. Participatory documentaries incorporate the filmmaker into the story. Reflexive documentaries focus on the filmmaking process itself.Witchcraft (1).pptx
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Witchcraft has historically been defined as the use of magic or supernatural powers to manipulate events, though definitions vary across cultures. Stereotypically, witches were thought to gather secretly at night for cannibalistic rituals with the devil. The notion of the witch predates Christianity, with figures like Circe in ancient Greek mythology referred to as witches. As Christianity spread, individuals deemed heretical were sometimes characterized as witches. Belief in witchcraft was prominent in ancient cultures like Babylonia, Egypt, and among biblical Hebrews, though interpretations of relevant biblical passages are debated.Images I have taken 2.pptx
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I have a collection of images I have taken that could potentially be used for a project. However, some images will not be suitable and will be excluded from use after further review behind the scenes.Images I have taken 1.pptx
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I have a collection of images I have taken that I might use for a project. However, there are also images I have decided not to use after reviewing them. The document provides details about the images and selection process behind the scenes.Images I have taken.pptx
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I have a collection of images that I have taken that could potentially be used. However, some images will not be used due to issues that happen behind the scenes.Recently uploaded (20)
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* When is the best time to make the shift to QuickBooks Online?
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- Oliver Randall & David Bovis
- Own Your Autonomy
Oliver Randall
Consultant, Tribe365
Oliver is a career project professional since 2011 and started volunteering with APM in 2016 and has since chaired the People Interest Network and the North East Regional Network. Oliver has been consulting in culture, leadership and behaviours since 2019 and co-developed HPTM速an off the shelf high performance framework for teams and organisations and is currently working with SAS (Stellenbosch Academy for Sport) developing the culture, leadership and behaviours framework for future elite sportspeople whilst also holding down work as a project manager in the NHS at North Tees and Hartlepool Foundation Trust.
David Bovis
Consultant, Duxinaroe
A Leadership and Culture Change expert, David is the originator of BTFA and The Dux Model.
With a Masters in Applied Neuroscience from the Institute of Organisational Neuroscience, he is widely regarded as the Go-To expert in the field, recognised as an inspiring keynote speaker and change strategist.
He has an industrial engineering background, majoring in TPS / Lean. David worked his way up from his apprenticeship to earn his seat at the C-suite table. His career spans several industries, including Automotive, Aerospace, Defence, Space, Heavy Industries and Elec-Mech / polymer contract manufacture.
Published in Londons Evening Standard quarterly business supplement, James Caans Your business Magazine, Quality World, the Lean Management Journal and Cambridge Universities PMA, he works as comfortably with leaders from FTSE and Fortune 100 companies as he does owner-managers in SMEs. He is passionate about helping leaders understand the neurological root cause of a high-performance culture and sustainable change, in business.
Session | Own Your Autonomy The Importance of Autonomy in Project Management
#OwnYourAutonomy is aiming to be a global APM initiative to position everyone to take a more conscious role in their decision making process leading to increased outcomes for everyone and contribute to a world in which all projects succeed.
We want everyone to join the journey.
#OwnYourAutonomy is the culmination of 3 years of collaborative exploration within the Leadership Focus Group which is part of the APM People Interest Network. The work has been pulled together using the 5 HPTM速 Systems and the BTFA neuroscience leadership programme.
https://www.linkedin.com/showcase/apm-people-network/about/POWERPOINT-PRESENTATION_DM-NO.017-S.2025.pptx
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APM People Interest Network Conference - Tim Lyons - The neurological levels ...
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APM People Interest Network Conference 2025
-Autonomy, Teams and Tension: Projects under stress
-Tim Lyons
-The neurological levels of
team-working: Harmony and tensions
With a background in projects spanning more than 40 years, Tim Lyons specialised in the delivery of large, complex, multi-disciplinary programmes for clients including Crossrail, Network Rail, ExxonMobil, Siemens and in patent development. His first career was in broadcasting, where he designed and built commercial radio station studios in Manchester, Cardiff and Bristol, also working as a presenter and programme producer. Tim now writes and presents extensively on matters relating to the human and neurological aspects of projects, including communication, ethics and coaching. He holds a Masters degree in NLP, is an NLP Master Practitioner and International Coach. He is the Deputy Lead for APMs People Interest Network.
Session | The Neurological Levels of Team-working: Harmony and Tensions
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Risk Assessment.docx
- 1. Risk Assessment Form Part A Production Name: Culture in the Digital Age Organisation Production 18 Production Address: Bede Campus, Durham Rd, Sunderland SR3 4AH Producer / Editor Tel: Mobile: Faith Sowerby Details in file Start date 06-03-2023 End date 12-05-2023 Distribution Who gets a copy of the assessment Katie Moon Outline of risk assessment Summary of what is proposed in terms of sequences and set ups. Trip hazards and noise Team members / experts / contractors / contributors etc. List those involved Faith Sowerby, Katie Moon Locations Outline locations involved indicate any which are hostile environments Barnes Park, Newcastle City, Town Moore, Durham Cathedral Assessor Name Signature Date completed Authoriser Name (if not Assessor) Signature Date authorised Hazard list select your hazards from the list below and use these to complete Part B Situational hazards Tick Physical / chemical hazards Tick Health hazards Tick Assault by person * Contact with cold liquid / vapour Disease causative agent Attack by animal * Contact with cold surface Infection Breathing compressed gas Contact with hot liquid / vapour Allergic reaction Cold environment Contact with hot surface Lack of food / water Crush by load Electric shock Lack of oxygen Drowning Explosive blast Physical fatigue * Entanglement in moving machinery Explosive release of stored pressure Repetitive action High atmospheric pressure Fire Static body posture Hot environment Hazardous substance Stress / anxiety Manual handling Ionizing radiation Venom poisoning Object falling, moving or flying Laser light Obstruction / exposed feature Lightning strike Environmental hazards Sharp object / material * Noise * Litter Shot by firearm Non-ionizing radiation Nuisance noise / vibration Slippery surface Stroboscopic light Physical damage * Trap in moving machinery Vibration Waste substance released into air Trip hazard * Waste substance released into soil / water Vehicle impact / collision Managerial / organisational hazards Falls from height Management factors (lack of communication, co-operation, co-ordination and competence) Risk matrix use this to determine risk for each hazard i.e. how bad and how likely Likelihood of Harm Severity of Harm Remote e.g. <1 in 1000 chance Very unlikely e.g. 1 in 200 chance Unlikely e.g. 1 in 50 chance Possible e.g. 1 in 10 chance Likely e.g. >1 in 3 chance Negligible e.g. small bruise Trivial Trivial Trivial Low Low Slight e.g. small cut, deep bruise Trivial Trivial Low Low Medium Moderate e.g. deep cut, torn muscle Trivial Low Medium Medium High Severe e.g. fracture, loss of consciousness Low Medium High High Extremely high Very Severe e.g. death, permanent disability Low Medium High Extremely high Extremely high
- 2. Risk Assessment Form Part B Activity1 Each individual activity you are proposing: Location where this activity will take place: Dates / times: Hazards2 List what could cause harm from this activity e.g. falls from height, trip hazard, fire, etc. Who exposed List who might be harmed from this activity e.g. staff, contractors, contributors, public, etc. Risk3 For each hazard, decide level of risk as if you were to do the activity without your controls Control measures For each hazard, list the measures you will be taking to minimise the risk identified e.g. appointing competent persons, training received, planning and rehearsals, use of personal protective equipment, provision of first aid, etc. Risk3 For each hazard, decide level of risk once all your controls are in place Noise Whole Team Negligible Try going during the day or time when it might be quiet, if noise really effects you bring headphones for music or to block out the loud noises. Negligible Slips trips and falls. Whole team Negligible Remove anything from the area that may cause a fall, keep working areas clear of rubbish or large items on floor appropriately. Negligible Negligible Negligible Negligible Continue on separate sheet if necessary 1 complete separate table for each activity 2 - from hazard list in Part A 3 - from risk matrix in Part A