AI Safety Labels There is an idea floating around the internet and within some regulatory bodies that we should apply safety labels to AI systems, akin to pharmaceutical prescriptions. To effectively manage AI safety, regulatory frameworks (i.e., systems of regulation) must be real-time Why AI Safety is Different The prevailing approach to meeting compliance obligations (ex. safety, security In this field, "freezing" a model is a critical strategy to ensure consistent performance and safety.

Opportunity for Risk I've sat through countless meetings where we talk about being "proactive"—whether it's safety Think about your last major incident—safety, security, or quality related. When we run HAZOP s in process safety, we're asking: "What uncertainties exist here, and what risk opportunities types of uncertainty and the unique risk opportunities each creates—whether you're managing operational safety

AI safety regulations and responsible use guidelines are forthcoming. This will require building Responsible AI and/or AI Safety Programs to deliver on obligations and contend Ethical and forward looking organizations have already started to build out AI Safety and Responsible

Environmental Health and Safety / Environmental Stewardship · Adaptive Management for Service Reliability Adaptive Management for Service Reliability 8) Carbon Neutrality 9) Environmental Health and Safety figure below shows that the pillars “Climate Change Risk and Adaptation”, “Environmental Health and Safety number of secondary dependencies: 1) Community Sustainability 2) Environmental Health and Safety The figure below shows that the pillars “Active and Green Transportation”, “Environmental Health and Safety

This creates a false dichotomy between progress and safety. Technically , we must build robust safety mechanisms and engineering practices. While reduced regulation may accelerate certain types of commercial innovation, it risks neglecting safety We need breakthroughs in AI safety just as much as we need advances in AI capabilities.

Safety, quality, and risk live in the latter. Most businesses will not build safety into their AI systems. Does the auditor assess the level of safety a system has achieved? That is an assessment of the appearance of safety. Building safety in has a name. I call it Forward Assurance.

Total Value Chain Analysis You can replace the word ethical with "safety" or "quality" or "environmental according to this law, the system (in this case the value chain) will always optimize away from "quality", "safety This dynamic may help explain the tensions that always exist between production and safety, or production That’s why we are seeing more roles in the “C-Suite” such as Chief Security Officer, Chief Safety Officer

Compliance is about meeting obligations across many domains, including safety, security, sustainability called this Compliance 2.0, although each domain has its own name for it: Total Quality Management, Safety II, HOP, Functional & Process Safety, Cybernetics, Lean, and others. Compliance 2.0 requires operational capabilities to achieve targets and advance outcomes towards better safety maintain compliance through operational design Advance capabilities that drive better outcomes across safety

Under the EU AI Act, AI placed in high-risk settings — including as a safety component in regulated operations A chemical plant cannot satisfy a safety case by reporting that safety happened; it satisfies it by engineering

This creates a number of tensions including that between production and compliance objectives such as: safety When it comes to safety, quality, and regulatory compliance this can create significant risk. Now, this line of thinking can (inappropriately) also be made regarding safety. If only workers acted in a safe manner we would not need safety systems. Safety systems only exist because of unsafe behaviors and the customer should not have to pay for that

This voice seems loudest in the safety field. In a recent article from Energy Safety Canada, The National Safety Association’s for Canada’s Oil and Process safety management, functional safety, and occupational safety are becoming more risk-based and What some are suggesting is something similar to TQM for safety – Total Safety Management (TSM). (Safety 2) to transform our approaches from safety management to actually managing safety.

shares his insights on how organizational structure, communication, and habitual practices advance safety culture from his recent book: Organizing for Safety – How structure creates culture. video, Hopkins outlines how organizational structures contribute (negatively and positively) to overall safety This video was shown during of the Oil and Gas Denmark – Task Force Zero 2019 safety conference.