3.2
Risk Management (Manage and reduce risk)
Risk Profiling
Control Measures
A control measure is an item (e.g. a guard on a machine) or an action (e.g. training for users of the machine) that reduces the risk associated with a hazard
Hierarchy of Controls
Engineering Controls
Isolation
Administrative and work practice controls
Substitution
Elimination
Remove the hazard entirely
e.g. elimination of lead from petrol and paints, removing asbestos from buildings
Replace the exposure with something that is less hazardous.
it might not eliminate the hazard completely
e.g. use of toluene instead of benzene
Restrict the access of people to the hazard, separating the hazard from the person.
e.g. Keeping chemicals in a locked store under strict access control.
e.g. Placing noisy machinery in an enclosure that is not accessible to people.
There is a possibility it will not be effective
Redesign the process to place a barrier or separation between people and the hazard.
e.g. Installing guards on machines, or fume extraction
e.g. Enabling remote operation from a control room.
Personal protective equipment (PPE)
Establish systems of working that manage exposure.
e.g. Standard operating procedures, training, permit to work, safe system of work, health screening, LOTO
Reduce an individual’s exposure to hazards.
e.g. Gloves, goggles and respirators
The weakest and last line of defense
Administrative control types
Internal
Mixed
External
controls are those which are imposed on individuals and teams. These include rules, regulations and procedures, requiring and/or restricting actions. These are also called prescriptive or pre-programmed controls
those in which the knowledge and principles acquired by the individual, as a result of their training and experience, positively impact their actions. These are also called discretionary or non-pre-programmed controls
controls involve a balance between prescriptive and discretionary.
Three elements shapes the effectiveness of administrative controls:
Human Performance
The Process being controlled
Organizational standards and objectives
Both pre-programmed and discretionary controls complement each other
It is a process that seeks to identify risks clearly, prioritise major risks for action, avoid giving excessive priority to minor risks and inform decisions about risk control measures
It is organization specific not a generic process
The process of risk profile:
Analyze the level of disruption and costs associated with each risk/issue
Analyze the effectiveness of risk control measures currently in place
Identify and quantify (or at least rank) these issues
Use the findings as part of a plan e.g. contingency plan
Define the greatest h&S issues
Risk Registers
A risk register identifies the highest priority risks and includes immediate, emerging and longer-term risks.
Risk Assessment
For each hazard find the following
Identify the risk and the current control measures in place
Identify any additional controls necessary
Determine how they might be harmed
Identify the residual risk with any additional controls in place
Decide who might be harmed
decide if the residual risk is acceptable
Define the activity to be assessed
Identify the hazards
Determine if any administrative control ( internal discretionary/pre-programmed) is needed e.g. training, health screening etc.)
Review the risk assessment and sign-off (define who will do what)
Implement the activity and monitor the process
If necessary, revisit the risk assessment, prior to the next review date
Risk matrix is a handy way to measure the relative risk
Risk Management
An organisation cannot eliminate risk entirely if it wishes to continue operating. Instead, it must seek to reduce risk to acceptable levels.
Bow Tie Diagram
( a method of visualising risk management)
Considering means of recovery and their possible fail (LOPA)
bow-tie diagrams facilitate both a structured
approach and communication of the outcomes of this.
Bow-tie diagrams do not provide a resolution for all issues, but they are a useful tool in risk management
Risk management consider the following aspects:
Risk evaluation
Risk control and reduction
Hazard identification
Acceptance of risks (where necessary)
Developing a Risk Management Strategy
Accumulate of information (risk intelligence)
Use the information to formulate mitigation strategies
Enables improved decision-making
Captured in a corporate risk management plan
Vision
must be specific to the company not generic
Goals and Objectives
Milestones, timelines and performance metrics
it is important to have a means of measuring success or failure and not to postpone action.
Implementation
Develop a process
Provide meaningful feedback
Undertake impartial/objective review and analysis
Undertake continuous evaluation
Establish comprehensive data
Act on the outcome
Involve everyone