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3.1 - Coggle Diagram

- - - - is based on a manager’s individual knowledge, information and expertise.
    - - is theoretical, based on assumptions (e.g. assuming a fair coin, the probability of heads = 0.5).
    - - is based on unbiased evidence (e.g. observed long-run frequency of heads in a coin toss = 50%).
  - - - errors in estimating risk, especially if decisions are made under pressure, for example due to time constraint
    - - risk perception is influenced by individual training, background and biases
    - - Risk averse organizations, countries etc, tend to rate a given risk higher than those risk neutral and risk takers.
    - - estimating risk can be challenging
    - - Overfamiliarity with a situation can cause hazards to be overlooked entirely, or risk to be underestimated. A fresh pair of eyes may see things that those who work routinely in an environment do not.
    - - Public and expert perception of relative risk can differ substantially. Refer to Slovic (1987) for an example of this.
- - - - Liquids, vapours, flammable gases and solids
    - - Noise, heat and cold, radiation
    - - Bacteria, viruses, insect bites
    - - Manual handling, vibration, poor posture, repetitive motion
    - - Tripping or fall, working at height, moving parts and machinery, electrical hazards, confined spaces, LOTO failures
    - - Excessive workload, workplace stress, workplace violence
  - - - Health records
      - Maintenance records
      - Accident and incident records
      - Staff knowledge
    - - within or beyond company's expertise
      - Immediate and/or long-term hazard
      - Routine or non-routine
    - - MSDS
      - Information posted by regulators and industry-specific bodies
      - Safety literature
  - - - People performing an operation
      - Adjacent people
    - - Contractors
      - Visitors
    - - Adjacent location
      - General public