BAE Systems Australia

🗞️ 🗞️ We currently have an opportunity for a Safety Engineer to demonstrate their technical expertise and support the Hobart Class DDG naval ships. 🏝️ 🏝️ The position can be based either in Garden Island (Potts Point), Sydney or Williamtown (Newcastle), NSW locations. ⭐ ⭐ 9 day fortnight option, hybrid working environment, Permanent full time position. ✅ ✅ Ongoing career development and interesting technical work, strong commitment to safety and quality work practices. https://lnkd.in/gYxuxv-X #baesystemsaustralia #hiring #hybridworking #maritime #navalships #defenceindustry #Sydney #Newcastle #safetyengineer #engineer #seniorsafetyengineer #systemsafetyengineer

Responsible Corporate Citizenship Starts Before Execution What I keep observing is that many governance discussions still focus heavily on: – execution – controls – runtime monitoring – assurance reconstruction – operational efficiency – and increasingly AI acceleration. But another governance layer often remains insufficiently visible: ⚖️ whether the governing judgement itself was fully formed, bounded, challengeable, and still valid before organisational reliance continued around the decision pathway. As AI-enabled operational environments accelerate, that distinction becomes more important. A system may still: – execute correctly – produce coherent outputs – pass checkpoints – satisfy workflow rules – and appear operationally stable, while the assumptions, authority conditions, escalation thresholds, or admissibility basis underneath the decision may already have shifted. That is where governance risk increasingly begins. Not only: “Can the system execute?” But also: 👉 “Why is the organisation still allowing this decision pathway to execute?” As operational environments accelerate, organisations may increasingly explore structured governance reflection approaches to help reassess continued validity, authority, escalation conditions, and reliance boundaries over time. Because mature governance is probably not just about accelerating execution. It is also about maintaining the institutional ability to continuously determine: 👉 what remains valid, 👉 what no longer remains valid, 👉 and what should no longer be relied upon — even when systems continue operating normally. Governance Five™ © defines a structured, repeatable method for forming governing judgement before decisions are made, relied upon, or executed. Power Group Purchasing™ © enables authorised application, structured participation, and practical implementation. 🔗 https://lnkd.in/gfsk4-SD Explore the broader governance, decision-formation, and operational reliance discussion here: 🔗 https://lnkd.in/gZ3JmscG #GovernanceFive #PowerGroupPurchasing #AIGovernance #DecisionFormation #Governance #RiskGovernance #ResponsibleAI #CorporateGovernance #OperationalGovernance #Assurance #Audit #DecisionMaking #EnterpriseRisk #AI #EthicalGovernance #GovernanceBeforeExecution #Traceability #Accountability #StrategicGovernance

I'm supporting a modern marketing team, still on WordPress, and pairing it with Claude. The trick is skipping page builders. We run a custom PHP theme on Bedrock ( https://roots.io/bedrock/ ), which gives us git, CI/CD, and a codebase Claude can actually work in. New features ship fast, landing pages take minutes, and the plugin list is tiny. Page builders are the agent-unfriendly part. WordPress itself is fine.

Emerging Matildas Championships 2026 It was a privilege to be involved as a Referee Coach, supporting and developing the next generation of young women in our game. Across the week, I saw officials grow in confidence, find their voice, and begin to truly own their space both on and off the pitch. A key message throughout was simple - be yourself! When referees feel safe, supported, and valued, they are far more likely to express themselves, make strong decisions, and develop with confidence. Creating that environment is critical, one where mistakes are part of learning, feedback is constructive, and every individual feels they belong. As coaches, our role goes beyond technical development. It’s about building people, helping them develop belief, resilience, and the courage to back themselves in big moments. I made a conscious effort to lead by example, being present, visible, and engaged. Whether on the pitch, in debriefs, or around the group, those small moments help build trust and connection. Because this experience is about more than refereeing… it’s about shaping confident, capable individuals who can thrive in our game and beyond. Thanks to the Football Australia Referees Department for the opportunity to be involved and a special thanks to Daniel Goodwin for his leadership throughout the week.