Safety Program Development

Introduction

Most people in this industry meet safety as paperwork: a form at the start of a call, a briefing nobody listens to, a folder somebody keeps in a truck. That version exists, it is common, and it protects nobody.

A real safety programme is the set of arrangements by which a company finds out what can hurt people, decides what to do about it, makes sure the people doing the work know and can do it, finds out when something goes wrong, and changes as a result.

This book is about building that for an AV or events company: what the parts are, what the law actually requires, what makes programmes work or fail, and how to start from nothing when somebody has just handed you the job.

This Book Is Not Legal Advice

Duties differ by country, state and province, and they change. The specifics here are drawn from the American framework because it is the most widely published, and the shape of the obligations is similar almost everywhere: a general duty to provide a safe workplace, specific standards for particular hazards, and a requirement to record and report.

Use this book to understand the structure and to ask the right questions. Check your own jurisdiction's current requirements, and get professional advice for anything that matters legally.

How to Use This Book

Read it in order. The chapter on duties explains who is responsible for whom on a site with four employers on it, which is the question events keep getting wrong. The chapter on culture is the one that decides whether any of the rest works. Every chapter ends with a reference table, a procedure, a failure table written symptom first, an exercise and a checklist.

Keep a notebook

Write down near misses, with the date and who you told. A near miss is the only free lesson this subject offers, and a programme that has no record of them is not a programme with no near misses — it is a programme where nobody wrote them down.

Write down what you actually did, not what the document says is done. The gap between the written programme and the practice is the thing an inspector finds, an incident exposes, and a manager can fix — but only if somebody recorded it while it was still ordinary.

Write down who was trained, on what, and when. Training that cannot be evidenced did not happen, and a training record assembled after an incident is worth nothing.

A note on the words

The words in this subject have legal edges. An incident is anything that happened; an accident usually implies harm; a near miss is an incident with no injury and the same cause. Recordable and reportable are not synonyms — recordable means it goes on the OSHA 300 log, reportable means OSHA has to be told directly, within hours: in the US, within eight hours of a work-related death and within twenty-four hours of an in-patient hospitalisation, amputation or loss of an eye (29 CFR 1904.39). Some state plans set tighter limits, and other countries have their own rules, so check the ones that apply where you work.

The task-level hazard analysis has two names depending on who trained you — job hazard analysis (the name OSHA's guide, publication 3071, uses) or job safety analysis — and they are the same exercise: take a task apart, name what can hurt somebody at each step, and decide what to do about it before the step happens. A risk assessment is the same thinking applied more widely, to a whole operation rather than one task.

A note on safety

A safety programme is not a document about safety. It exists because this industry puts weight in the air over people's heads, sends them to height on machines, and runs mains power through temporary distribution on wet ground — and because those hazards do not manage themselves.

Two parts do most of the work and are the first to be hollowed out. Worker participation means the people doing the task help find the hazard, because they are the only ones who know what actually happens at four in the afternoon. Incident investigation means asking what allowed it rather than who did it, because a programme that finds a person to blame stops learning at exactly the moment it could have improved.

Recordkeeping under 29 CFR 1904 — Forms 300, 301 and the 300A summary — covers supervised non-payroll workers too, which in this industry means most of the crew on most jobs.

Where this book sits

This book assumes you have read Safety Awareness & Rigging Basics, or that you already know what is in it.

Experience counts instead. If you have enough years on crews to have seen programmes that worked and programmes that were a folder in a truck, start here.

If none of that is true yet, read Safety Awareness & Rigging Basics first.

What pairs with this

• Physical Preparation for AV — the fatigue and handling your programme has to name

Where it leads

These are not steps in an order. Take whichever one fits.

• Staging & Crew Chief — leading a crew inside the arrangements you have written
• Touring Fundamentals — running the same arrangements in a different city every day

What Safety Program Development Is

Start with what a programme actually is, because the word is used for several different things and only one of them helps.

Building systematic, organization-wide safety.

Organizational safety

Individual safety is a person working carefully. Organisational safety is a company arranged so that careful work is the easy option and unsafe work is visible, difficult and unrewarded.

The difference matters because individuals rotate. In events the crew changes every week, half of them are freelance, and the person who knew where the trip hazard was is on another show. A programme is how a company keeps knowing things its people individually forget.

It also changes where the responsibility sits. Telling a crew to be careful is not a control. Providing the right equipment, the training, the time and the schedule is.

The parts of a safety programme

Programmes vary in name and shape, and they contain the same parts.

• A policy that says what the company commits to, signed by somebody with the authority to mean it.
• Hazard identification: finding what can hurt people, on a site that changes.
• Risk assessment: judging how likely and how bad, and deciding what to do.
• Controls, chosen by the hierarchy rather than by convenience.
• Training and competence, recorded, with expiry dates.
• Incident and near miss reporting, and investigation that finds causes.
• Review and improvement, so the programme changes when reality does.

Miss any one and the others leak. A company with excellent risk assessments and no training record cannot say who was allowed to do the work; one with perfect training records and no reporting never finds out what is going wrong.

What makes events different

Almost every published safety framework assumes a fixed workplace: the same building, the same people, the same hazards, reviewed annually. Live events break every one of those assumptions.

• A new workplace every week, sometimes every day.
• Crews assembled from freelancers and labour suppliers.
• Several employers sharing one floor with no single boss.
• Extreme schedule pressure with immovable deadlines.
• Long shifts, night work and fast turnarounds.
• Work at height, with power, with heavy equipment, all at once.

None of that removes the duties. It means the programme has to be built for a moving target: generic assessments that travel, job-specific documents that get written quickly, briefings that actually happen on the floor, and records that survive a crew nobody has met before.

The parts, and what each one answers

Miss one and the others leak.

Why events are their own problem

Frameworks assume a fixed workplace. This industry has none.

How to do it

1. Find the written policy, and who signed it and when.
2. Find the risk assessments and check whether they match current work.
3. Find the training records and see whether they have expiry dates.
4. Find the last three incident or near miss reports.
5. Find evidence that anything changed as a result of any of them.
6. Write down which of the seven parts genuinely exist.

What goes wrong

Practice it

On your own company or the one you work for most.

Duties, and Who Holds Them

Before any of the machinery, the question events get wrong most often: on a floor with four companies on it, whose people are whose?

The employer's duty in law

The legal floor in the United States is the General Duty Clause: an employer must furnish each worker a place of employment free from recognised hazards that are causing or likely to cause death or serious physical harm. It applies where no specific standard covers the hazard, and it is the clause that catches everything this industry does that the rule book never anticipated.

On top of it sit the specific standards -- fall protection, powered industrial trucks, aerial lifts, electrical safety, hazard communication and the rest -- which say exactly what must be done for particular hazards.

Other countries structure this differently, with a general duty of care and specific regulations underneath. The shape is the same everywhere: a broad duty you cannot argue your way out of, and specific rules where the hazard is well understood.

Who the employer actually is on a show site

A typical load-in has the venue, the production company, one or more AV contractors, a labour supplier and several specialist contractors, all on one floor at once. Every one of them has duties, and the duties overlap.

The practical questions are simple and rarely asked out loud. Who is directing this person's work today? Who provided the equipment they are using? Who assessed this task? Who briefed them? Who do they report an injury to, and who records it?

The recordkeeping rule answers part of it in a way that surprises people: an employer records injuries not only for workers on their own payroll but also for workers they supervise on a day-to-day basis. If your production manager is directing supplied crew, those people are in your numbers.

Freelance and supplied crew

Most event crews are not employees of the company running the call. That changes the contracts and it does not remove the duty to the people in front of you.

What a workable programme does is name the interface: what the labour supplier provides (basic training, PPE, records of it), what the hiring company provides (site-specific briefing, supervision, task training, the equipment), and who holds which records. Written down, once, rather than assumed per show.

And it means checking rather than believing. A supplier who says their crew are trained should be able to produce the records; a company that never asks has decided not to know.

The venue, the production and the gaps

The dangerous space in events is between companies. The venue assumes the production briefed the crew; the production assumes the contractor did; the contractor assumes the supplier did. Nobody did, and the gap is where somebody falls.

The fix is unglamorous: a named person on each side who talks to the other, an agreed site briefing that everybody receives, and a written note of who is responsible for what. On a large build that is a formal coordination meeting; on a small one it is a five minute conversation at the dock door, which is better than the alternative of no conversation at all.

Where the duty comes from

Specific standards where they exist, and a general duty everywhere else.

Whose person is this?

Five questions, asked out loud, on every shared site.

How to do it

1. List every company that will have people on the floor.
2. Name one responsible person for each.
3. Agree who briefs whom, and when.
4. Agree who provides which equipment and who inspected it.
5. Agree who records an incident involving supplied crew.
6. Write it down and circulate it before the call.

What goes wrong

Practice it

On your next multi-company build.

Risk Assessment & Management

The analytical core of a programme: working out what can hurt people, how likely it is, and what to do about it.

Systematically find and reduce risk.

Assessing risk

A risk assessment is four questions written down. What can hurt somebody here? Who might be hurt, and how? How likely is it, and how bad would it be? What are we doing about it, and is that enough?

Most people meet it as a matrix -- likelihood against severity, green through red. The matrix is a communication tool rather than a calculation, and its value is in the conversation it forces rather than the number it produces. A crew arguing about whether something is a four or a six has already done the useful part.

For events, the practical structure is two-layer. Generic assessments cover the work the company always does -- load-ins, working at height, power distribution, lifting -- and travel from show to show. A short site-specific check then records what is different about this venue and this call.

Managing and reducing risk

The hierarchy of controls is the same ladder the safety books use for individual tasks, applied to a company's work.

• Eliminate: do not do the hazardous thing. Lower the truss; pre-build at the shop; ship the rack instead of building it on site.
• Substitute: use something less dangerous. A lighter fixture, a smaller machine, a different method.
• Engineering controls: guardrails, ramps, covers, better cases, wheels, lifting equipment.
• Administrative controls: procedures, briefings, scheduling, rotation, permits.
• PPE: the last line, and the one most companies start with.

Companies start at the bottom because it is cheap and visible. A programme worth having pushes decisions up the ladder, and the biggest wins in this industry are usually scheduling and equipment rather than another item of PPE.

Hazard identification on a changing site

Identification comes before assessment, and it is the part that suffers when the workplace changes weekly. The habits that work are simple: walk the site before the crew arrives, look up as well as down, ask the venue what has bitten people before, and ask the crew at the end of the call what surprised them.

Hazards also arrive during a call. The floor fills, the pit rail comes off, a lift turns up, another contractor starts welding. A programme that only looks at nine in the morning is looking at a workplace that no longer exists by eleven.

Scheduling as a safety control

Fatigue is this industry's own hazard: fourteen hour calls, overnight turnarounds, drive time between cities, and the last hour of a strike when everything happens at once and everybody is spent.

Treating it as a safety control means the schedule is part of the risk assessment. How long is the call? What is the turnaround? Who has driven here? When are the breaks? What happens if the build runs late -- more time, or more speed?

A company that will not put crew numbers or call lengths in its risk assessments has decided that fatigue is somebody else's problem, usually the person at hour thirteen holding a deck.

The four questions

Written down, in words a crew would recognise.

The hierarchy, applied to a company

Most companies start at the bottom because it is cheap.

How to do it

1. Write generic assessments for the work the company always does.
2. Keep them in words a crew would use, not legal language.
3. Add a short site-specific check for each venue and call.
4. Record the schedule -- length, turnaround, breaks -- as part of it.
5. Brief the crew from it rather than filing it.
6. Update it at the end of the call with what actually happened.

What goes wrong

Practice it

On a job you know well.

Policies & Training

Two documents people never read, and how to write the versions they do.

The rules and the people who follow them.

Safety policies and procedures

A policy states what the company commits to and who is responsible. It is short, it is signed by somebody senior enough to mean it, and it is reviewed with a date on it.

Procedures sit underneath: how we work at height, how we use lifts, how we handle power, what we do when somebody is hurt. The test of a procedure is whether a crew member could follow it at two in the morning without asking anybody. If it needs interpretation, it needs rewriting.

Write them in the words the trade uses. A procedure that says "operatives shall ensure appropriate PPE is donned" will be ignored by people who would have read "wear gloves when handling decks".

Safety training and competence

Training answers what people know. Competence answers what they can do, in these conditions, with this equipment. Companies conflate them and then cannot say who is allowed to do what.

The instrument that solves it is a training matrix: every role, every requirement, every person, with dates and expiries. Manual handling, working at height, fall arrest, first aid, lift tickets, electrical competence, fire marshal. Kept current, it answers the only question anybody actually asks -- can this person do this job today?

Expiries are the part that rots quietly. A matrix without expiry dates is a list of things that were once true.

Method statements and job-specific documents

For a specific job, the useful document goes by several names -- method statement, job safety analysis, safe work method statement -- and does the same thing: it describes how this particular job will be done, in order, with the hazards and controls for each step.

For events it has to be quick to produce and short enough to brief from. A page that names the sequence, the people, the equipment, the hazards and the stop conditions beats a twenty-page document that arrives after the call.

And it has to be briefed. A method statement that exists and was never read to the crew is a document about a job that was done differently.

Making records that survive a freelance crew

In an industry where the crew changes weekly, records have to travel. That means copies held by the person as well as the company, checked at the point of hire rather than assumed, and a clear statement of what the labour supplier is providing.

It also means induction that actually happens. Somebody new to your company on a Tuesday needs the site briefing, the emergency arrangements and the specific hazards before they start, not a form to sign at the end of the day.

Policy, procedure, method statement

Three documents, three jobs.

The training matrix

The only document that answers "can this person do this job today?"

How to do it

1. Watch the job being done, and write down what actually happens.
2. Write the steps in the words the crew uses.
3. Put the hazards and controls beside the steps they belong to.
4. Name the stop conditions -- when the work does not continue.
5. Test it on somebody who does the job and rewrite what they query.
6. Date it, and set a review date.

What goes wrong

Practice it

With your company's documents.

Incidents, Records and What They Are For

The part of a programme that tells you the truth, if the company has arranged things so that people will say it.

What gets recorded, and why

Under the American recordkeeping rule, covered employers keep three things. The Form 300 log records each recordable work-related injury and illness. A Form 301 incident report gives the detail behind each case on the log. The Form 300A annual summary totals the year and is posted in a visible place at the workplace where employees can see it.

Two details matter especially in events. Recordability is a defined test rather than a judgement about seriousness -- medical treatment beyond first aid, days away, restricted work, transfer, loss of consciousness, and so on. And employers record cases for workers they supervise day to day even when those workers are not on their own payroll, which is exactly the supplied-crew situation.

Elsewhere the forms differ and the principle does not: serious incidents are reported to the regulator, injuries are recorded, and the record is available to the people it concerns. Check the current requirements where you work, including the reporting deadlines for serious events, which are short.

Investigating an incident

An incident investigation exists to find causes, not a culprit. The difference shows immediately in the questions: not "who did this" but "what made this possible, and what would have had to be different".

The method is boring and effective. Make the scene safe and care for the person first. Then gather facts while they are fresh: photographs, equipment, the schedule, who was there, what the plan was. Build a timeline. Ask why at each step until you reach something the company controls -- the equipment provided, the time allowed, the training given, the supervision, the plan.

Then write what will change, with a name and a date against it, and tell the crew what changed. An investigation whose findings never reach the floor teaches nobody.

Near misses, and why they are the free lesson

A near miss is the same accident with better luck: the deck that fell where nobody was standing, the lift that stopped just short, the cable that was live and untouched. It carries all the information and none of the cost.

Companies that collect near misses find out about failures months before they hurt anybody. Companies that do not are relying on injuries as their information system.

Getting them reported takes three things: it must be easy -- a message or a card, not a form; it must be safe -- nobody gets grief for reporting; and something must visibly happen, or people stop bothering.

Reporting without blame

A programme dies the first time somebody is punished for reporting. It happens quietly: a crew member reports a near miss, gets a difficult conversation, and the next fifty near misses go unreported by everybody who heard about it.

This does not mean nobody is ever accountable. It means the default is to look at the system first, that honest error is treated differently from wilful risk-taking, and that the response to a report is thanks and then action.

The leadership test is small and public: what happens the first time a report is inconvenient, expensive or embarrassing. The crew is watching, and they will draw the right conclusion either way.

What gets recorded

American forms; the principle travels.

Investigation, step by step

Causes, not culprits.

How to do it

1. Make reporting take under a minute -- a message, a card, a quick word.
2. Thank the person, visibly, every time.
3. Look at the system before looking at anybody's behaviour.
4. Decide one thing that will change, with a name and a date.
5. Tell the whole crew what changed because of the report.
6. Review the reports together every few months for patterns.

What goes wrong

Practice it

In your own company.

Culture & Improvement

Everything above is machinery. Whether it works is decided by what happens on a floor when the schedule is slipping.

Make safety a shared value and keep improving.

Building a safety culture

Culture is what people do when nobody senior is watching, and it is set almost entirely by what leaders do when the pressure is on. A company whose managers say safety matters and then ask a crew to skip a step at midnight has taught everybody which sentence was true.

The behaviours that build it are small and repeated. Leaders wear the PPE they require. A stop call is thanked, publicly, even when it turns out to be unnecessary. Bad news travels upward without consequence. Schedules are changed rather than absorbed when the work will not fit.

And people are asked. That is worker participation, and it is not a courtesy: the crew doing the work know where the hazards are, and a programme that never asks them is guessing with extra steps.

Review, improvement, and compliance

A programme that never changes is a snapshot of the year it was written. Review has three inputs: what the incident and near miss reports say, what the crews say, and what has changed in the work -- new equipment, new venues, new services, new regulations.

Do it on a schedule and after anything significant. Keep it short and make it produce changes with owners and dates. A review that concludes everything is fine, twice in a row, is a review that is not looking.

Compliance is the floor, not the goal. Meeting the letter of every standard and still hurting people is possible, and the general duty exists precisely because rule books never keep up with the work.

The paperwork trap

It is possible to have a programme that is excellent on paper and absent on the floor: assessments nobody briefs, procedures nobody can follow, matrices nobody updates, and a folder that impresses clients.

The trap is comfortable because documents are easy to produce and easy to audit. The test is different: ask three crew members what the hazards on this job are and what the arrangements are. If they can answer, the programme exists. If they point at a folder, it does not.

What an inspector or a client asks for

Both ask the same kinds of question, and the answers are the practical test of whether the programme is real: show me your policy; show me the risk assessment for this work; show me who is trained for this task and when it expires; show me your injury records; show me the last incident and what changed.

A company that can produce those within a few minutes has a programme. One that needs a week to assemble them has a filing exercise, and knows it.

What a crew actually watches

Culture is set by behaviour under pressure, not by posters.

Questions that test a programme

The same ones an inspector or a client will ask.

How to do it

1. Collect the incident and near miss reports since the last review.
2. Ask crews what has nearly gone wrong and what annoys them about the arrangements.
3. List what has changed in the work -- equipment, venues, services, rules.
4. Decide a small number of changes, each with an owner and a date.
5. Update the documents that the changes affect.
6. Tell everybody what changed, and check at the next review that it happened.

What goes wrong

Practice it

In your company, honestly.

Building One From Nothing

Most readers of this book are not replacing a programme. They have just been handed a company that does not have one.

Where to start

Not with a template. Start with the work: list what the company actually does, and what has nearly gone wrong in the last two years. Ask the crews; they will tell you in ten minutes what a consultant would take a month to find.

Then write three things. A one-page policy, signed. Generic risk assessments for the handful of things the company always does. A training matrix with the people you actually use on it, including the freelancers.

That is a functioning programme in miniature, and it is more useful than a thirty-document set copied from a company that does different work.

The first ninety days

• Weeks one and two: list the work, ask the crews, collect what already exists.
• Weeks three and four: write the policy and get it signed.
• Month two: write the generic risk assessments with the people who do the jobs.
• Month two: build the training matrix and find the gaps and expiries.
• Month three: set up near miss reporting that takes under a minute.
• Month three: agree the interfaces with your regular labour suppliers and venues.

Then keep it alive: brief from the assessments, chase the expiries, act on the reports, and review after anything significant.

What to buy first

Programmes are usually cheaper to improve with equipment and time than with documents. The reliable first purchases in this industry are the ones that move controls up the hierarchy: proper lifting and moving equipment, cable ramps and covers, enough cases with working wheels, decent lighting for load-ins, and the training that lets a crew use a lift rather than a ladder.

The most valuable purchase is usually time: an extra crew member or an extra hour in the schedule, which removes the pressure that every unsafe shortcut is justified by.

Keeping it small enough to survive

The commonest failure of a new programme is ambition. A document set nobody can maintain decays in a year and leaves people cynical, which is worse than starting later and smaller.

Write only what will be used. Review only as often as you will actually do it. Automate the reminders. And accept that a small programme that lives beats a large one that was true in the year it was written.

The first three documents

A functioning programme in miniature.

Buy time before documents

What actually moves the risk in an AV company.

How to do it

1. List what the company does and ask the crews what nearly went wrong.
2. Collect whatever documents already exist, however poor.
3. Write and sign a one-page policy.
4. Write generic risk assessments with the people who do the work.
5. Build a training matrix including freelance and supplied crew.
6. Set up near miss reporting that takes under a minute.
7. Agree interfaces with regular suppliers and venues, in writing.

What goes wrong

Practice it

For a company with nothing.

Safety Program Development Mastered

The end of this book and of the series. What to keep, and where to go next.

Systematic safety that protects everyone.

The safety programme

A programme is seven parts: a policy that commits, hazard identification on a site that changes, risk assessment that produces decisions, controls chosen up the hierarchy, training and competence with expiries, reporting and investigation that find causes, and review that produces change.

In events, duties sit across several employers on one floor, and the dangerous space is between them. Records follow day-to-day supervision as well as payroll. Fatigue and scheduling are hazards, not facts of life. And the biggest controls are usually equipment and time rather than another item of PPE.

Whether any of it works is decided by what leaders do when the schedule is slipping, and by whether a crew member who reports something is thanked or given a difficult conversation.

Developing safety programme skills

Learn the work first. Safety in this industry is credible when it comes from somebody who has done load-ins, and dismissed when it arrives from somebody who has not.

Then get formal grounding: general safety qualifications exist at every level, from short certificates to full professional diplomas, and there are industry bodies and associations that run event-specific training. Pick one that is recognised where you work and start at a level you will finish.

Find somebody doing the job well and ask how they do it. Read the incident reports the industry publishes -- other people's accidents are the cheapest lessons available. And practise writing documents that people will actually read, which is a skill on its own and rarer than it should be.

Practical sign-off

Safety programme development is learned by helping to build a company's safety arrangements, alongside qualified safety expertise. The learner assesses risk, develops policies and training, helps build the culture, and reviews and improves the programme so that it stays within the regulations. A mentor or safety professional signs off when the learner can contribute to a safety programme.

• Assessed and managed risk systematically
• Developed safety policies, procedures, and training
• Helped build a safety culture
• Reviewed and improved a safety programme and helped keep it compliant (with qualified guidance)

What to do on Monday

• List the seven parts and mark which your company has.
• Ask three crew members what the hazards on today's job are.
• Find out how somebody would report a near miss, and time it.
• Find the training matrix, or start one.
• Ask who records an injury to a supplied crew member.

None of that needs a budget or a title. All of it tells you whether the programme exists, and every honest answer is the beginning of a better one.

The end of the series

This is the last book of the safety, rigging and stage crew series, and the through-line of all of it has been the same. The equipment in this industry is reliable. The rules are published. The failures come from decisions -- usually small, usually made under time pressure, usually by somebody who knew better.

A safety programme is the arrangement by which a company makes those decisions easier to get right: the equipment is there, the training happened, the time is in the schedule, and saying stop is the normal thing to do rather than the brave one.

That is the whole subject, and it is worth being good at.

The seven parts, one last time

Worth being able to recite.

How to do it

1. Work the floor until safety from you is credible.
2. Take a recognised general safety qualification at a level you will finish.
3. Add event-specific training through industry bodies and associations.
4. Read published incident reports from this industry and others.
5. Practise writing documents people will actually read.
6. Find somebody doing it well and ask how.

What goes wrong

Practice it

This week.

Glossary

What the gear actually looks like

Every device named in this book, in one place. Recognition is the whole point of Chapter 4 — use this page to attach a picture to each name before you meet it on a dock at six in the morning.

Audio

Dynamic microphone

Condenser microphone

Wireless handheld

Radio rack

Mixing console

Stage box / snake

Power amplifier

Main loudspeaker

Subwoofer

Stage monitor wedge

In-ear monitors

DI box

Video

Camera

Video switcher

Scaler / processor

Projector

LED wall panel

Confidence monitor

Lighting & control

Conventional fixture

Moving-head fixture

Lighting console

Dimmer

Show controller

Media server

Networking & infrastructure

Network switch

Patch bay

Equipment rack

Power distribution

Cable tester

A properly coiled cable

Connectors, close up

XLR

TRS / TS ¼-inch

SDI on BNC

HDMI

Cat5e / Cat6 (RJ45)

Fiber optic

DMX (5-pin XLR)

AC power — not signal