This document discusses emergency risk management and how the Australian-New Zealand Risk Management Standard has been adapted for emergency management in Australia. It provides an overview of the risk management process as outlined in the standard, which involves establishing the context, identifying risks, analyzing risks, evaluating risks, and treating risks. The standard provides a systematic approach for examining risks and determining risk treatment options, and this process is now the basis for emergency management training and application in community settings in Australia.
1. Dokumen tersebut merupakan resume mengenai medan magnet dan gaya-gaya magnetik.
2. Terdapat beberapa perbedaan antara gaya listrik dan gaya magnetik, di antaranya gaya magnetik bekerja tegak lurus terhadap medan magnet.
3. Gaya magnetik yang bekerja pada konduktor berarus dalam medan magnet menghasilkan torsi pada loop berarus.
Risk Assessment for Building Construction Sites in Myanmarijtsrd
In Myanmar, construction industries carry on to become safety first. There are many hazards and risks in construction that can cause employee injuries and illnesses. In order to be safe, risk assessment technique is widely used in international but less in Myanmar. So this paper aims to help what kind of risks can occur and to know how to reduce these risks by using additional controls. Firstly, it is required to collect data. Therefore, three construction companies in Mandalay Myanmar are chosen. Hazards are obtained from the observed data. Questionnaires concerned with likelihood and severity are collected from the project engineers in these sites. The results from questionnaires are used to evaluate the risks. The evaluated risks are reviewed whether these are acceptable or additional controls are required to reduce risks. On the basis of outcome results, risk prioritization number charts can be obtained. Thus, this study can provide for developing necessary controls to reduce risks and to be safe for construction industries. Nyein Nyein Thant | Zin Mar Soe "Risk Assessment for Building Construction Sites in Myanmar" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-5 , August 2019, URL: https://www.ijtsrd.com/papers/ijtsrd26655.pdfPaper URL: https://www.ijtsrd.com/engineering/civil-engineering/26655/risk-assessment-for-building-construction-sites-in-myanmar/nyein-nyein-thant
Why Traditional Risk Management fails in the Oil+Gas Sectorjanknopfler
The document discusses risk management in oil and gas projects. It finds that traditional risk management often fails for such projects due to their unique challenges, including large scale, technology requirements, and sensitivity to market conditions. The highest rated risks for projects are found to be technological and scheduling, while for plant turnarounds the top risks relate to obtaining adequate resources. The document recommends establishing a common risk breakdown structure, holding cross-functional risk workshops, quantifying risks, using specialized risk management software, and clearly communicating high impact risks without mitigation plans.
Abstract
Key Features
Assessment
Introduction
Measures
Figure 1. This is the Risk Assessment Matrix Chart on the basis of the overall scenario
(continued)
Discussion
Figure1. The overall scenario of Risk management analysis on basis of survey and guidelines :
Safety of Risk Management
Risk management is an activity which integrates recognition of risk, risk assessment, developing strategies to manage it, and mitigation of risk using managerial resources. Some traditional risk managements are focused on risks stemming from physical or legal causes (e.g. natural disasters or fires, accidents, death).
Financial risk management, on the other hand, focuses on risks that can be managed using traded financial instruments. Objective of risk management is to reduce different risks related to a pre-selected domain to an acceptable. It may refer to numerous types of threats caused by environment, technology, humans,
organizations and politics. The paper describes the different steps in the risk management process which methods are used in the different steps, and provides some examples for risk and safety management.
The risk management steps are:
1. Establishing goals and context ,
2. Identifying risks,
3. Analysing the identified risks,
4. Assessing or evaluating the risks,
5. Treating or managing the risks,
6. Monitoring and reviewing the risks and the risk environment regularly, and
7. Continuously communicating, consulting with stakeholders and reporting.
Some of the risk management tools are described in (IEC 2008) and (Oehmen 2005).
As per discussed about the overall visualisation of safety risk management we can conclude by the stated figure about the outcome of the risk factor in different zone or field of work .
The common concept in all definitions is uncertainty of outcomes. Where they differ is in how they characterize outcomes. Some describe risk as having only adverse consequences, while others are neutral.
One description of risk is the following: risk refers to the uncertainty that surrounds future events and outcomes. It is the expression of the likelihood and impact of an event with the potential to influence the achievement of an organization's objectives.
The phrase "the expression of the likelihood and impact of an event" implies that, as a minimum, some form of quantitative or qualitative analysis is required for making decisions
concerning major risks or threats to the achievement of an organization's objectives. For each risk, two calculations are required: its likelihood or probability; and the extent of the impact or consequences.
Establish goals and context:- The purpose of this stage of planning enables to understand the environment in which the
respective organization operates, that means to thoroughly understand the external environment and the internal culture of the organization.
Identify the risks :- Using the information gained from the context, particularly as cat.
Risk management is important for construction projects. It involves identifying potential risks, assessing their likelihood and consequences, and developing responses to manage risks. The risk management process includes four steps: identifying hazards, assessing risks, controlling risks, and monitoring control measures. It aims to reduce the probability or impact of negative events. Key risks in construction relate to costs, time, and quality going over budget or being delayed. Risk management benefits projects by improving decision making and providing clear understanding of risks.
This document provides guidance on security risk management (SRM) for non-governmental organizations (NGOs). It details a SRM process that includes preparing a security risk assessment (SRA). The SRA process involves assessing the operational context, threats, and vulnerabilities, analyzing risks by evaluating impact and likelihood, and identifying mitigation measures to reduce risks. The overall SRM process aims to help NGOs safely achieve their missions by managing security risks through a standardized, systematic approach.
The document provides instructions for conducting a Security Risk Assessment (SRA), which is part of the Security Risk Management (SRM) process. The SRA involves assessing the operational context, threats, and vulnerabilities to identify security risks. It then evaluates the risks by analyzing impact and likelihood to determine risk levels. Finally, it identifies mitigation measures to reduce risks. The SRA is a living document that should be regularly reviewed and updated when circumstances change. Key steps in the SRA process involve clearly defining the timeframes and locations being assessed, conducting a program assessment, threat assessment, and vulnerability assessment, analyzing risks, and selecting mitigation measures for implementation. The overall goal is to systematically evaluate security risks and implement solutions to enhance safety
1. Dokumen tersebut merupakan resume mengenai medan magnet dan gaya-gaya magnetik.
2. Terdapat beberapa perbedaan antara gaya listrik dan gaya magnetik, di antaranya gaya magnetik bekerja tegak lurus terhadap medan magnet.
3. Gaya magnetik yang bekerja pada konduktor berarus dalam medan magnet menghasilkan torsi pada loop berarus.
Risk Assessment for Building Construction Sites in Myanmarijtsrd
In Myanmar, construction industries carry on to become safety first. There are many hazards and risks in construction that can cause employee injuries and illnesses. In order to be safe, risk assessment technique is widely used in international but less in Myanmar. So this paper aims to help what kind of risks can occur and to know how to reduce these risks by using additional controls. Firstly, it is required to collect data. Therefore, three construction companies in Mandalay Myanmar are chosen. Hazards are obtained from the observed data. Questionnaires concerned with likelihood and severity are collected from the project engineers in these sites. The results from questionnaires are used to evaluate the risks. The evaluated risks are reviewed whether these are acceptable or additional controls are required to reduce risks. On the basis of outcome results, risk prioritization number charts can be obtained. Thus, this study can provide for developing necessary controls to reduce risks and to be safe for construction industries. Nyein Nyein Thant | Zin Mar Soe "Risk Assessment for Building Construction Sites in Myanmar" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-5 , August 2019, URL: https://www.ijtsrd.com/papers/ijtsrd26655.pdfPaper URL: https://www.ijtsrd.com/engineering/civil-engineering/26655/risk-assessment-for-building-construction-sites-in-myanmar/nyein-nyein-thant
Why Traditional Risk Management fails in the Oil+Gas Sectorjanknopfler
The document discusses risk management in oil and gas projects. It finds that traditional risk management often fails for such projects due to their unique challenges, including large scale, technology requirements, and sensitivity to market conditions. The highest rated risks for projects are found to be technological and scheduling, while for plant turnarounds the top risks relate to obtaining adequate resources. The document recommends establishing a common risk breakdown structure, holding cross-functional risk workshops, quantifying risks, using specialized risk management software, and clearly communicating high impact risks without mitigation plans.
Abstract
Key Features
Assessment
Introduction
Measures
Figure 1. This is the Risk Assessment Matrix Chart on the basis of the overall scenario
(continued)
Discussion
Figure1. The overall scenario of Risk management analysis on basis of survey and guidelines :
Safety of Risk Management
Risk management is an activity which integrates recognition of risk, risk assessment, developing strategies to manage it, and mitigation of risk using managerial resources. Some traditional risk managements are focused on risks stemming from physical or legal causes (e.g. natural disasters or fires, accidents, death).
Financial risk management, on the other hand, focuses on risks that can be managed using traded financial instruments. Objective of risk management is to reduce different risks related to a pre-selected domain to an acceptable. It may refer to numerous types of threats caused by environment, technology, humans,
organizations and politics. The paper describes the different steps in the risk management process which methods are used in the different steps, and provides some examples for risk and safety management.
The risk management steps are:
1. Establishing goals and context ,
2. Identifying risks,
3. Analysing the identified risks,
4. Assessing or evaluating the risks,
5. Treating or managing the risks,
6. Monitoring and reviewing the risks and the risk environment regularly, and
7. Continuously communicating, consulting with stakeholders and reporting.
Some of the risk management tools are described in (IEC 2008) and (Oehmen 2005).
As per discussed about the overall visualisation of safety risk management we can conclude by the stated figure about the outcome of the risk factor in different zone or field of work .
The common concept in all definitions is uncertainty of outcomes. Where they differ is in how they characterize outcomes. Some describe risk as having only adverse consequences, while others are neutral.
One description of risk is the following: risk refers to the uncertainty that surrounds future events and outcomes. It is the expression of the likelihood and impact of an event with the potential to influence the achievement of an organization's objectives.
The phrase "the expression of the likelihood and impact of an event" implies that, as a minimum, some form of quantitative or qualitative analysis is required for making decisions
concerning major risks or threats to the achievement of an organization's objectives. For each risk, two calculations are required: its likelihood or probability; and the extent of the impact or consequences.
Establish goals and context:- The purpose of this stage of planning enables to understand the environment in which the
respective organization operates, that means to thoroughly understand the external environment and the internal culture of the organization.
Identify the risks :- Using the information gained from the context, particularly as cat.
Risk management is important for construction projects. It involves identifying potential risks, assessing their likelihood and consequences, and developing responses to manage risks. The risk management process includes four steps: identifying hazards, assessing risks, controlling risks, and monitoring control measures. It aims to reduce the probability or impact of negative events. Key risks in construction relate to costs, time, and quality going over budget or being delayed. Risk management benefits projects by improving decision making and providing clear understanding of risks.
This document provides guidance on security risk management (SRM) for non-governmental organizations (NGOs). It details a SRM process that includes preparing a security risk assessment (SRA). The SRA process involves assessing the operational context, threats, and vulnerabilities, analyzing risks by evaluating impact and likelihood, and identifying mitigation measures to reduce risks. The overall SRM process aims to help NGOs safely achieve their missions by managing security risks through a standardized, systematic approach.
The document provides instructions for conducting a Security Risk Assessment (SRA), which is part of the Security Risk Management (SRM) process. The SRA involves assessing the operational context, threats, and vulnerabilities to identify security risks. It then evaluates the risks by analyzing impact and likelihood to determine risk levels. Finally, it identifies mitigation measures to reduce risks. The SRA is a living document that should be regularly reviewed and updated when circumstances change. Key steps in the SRA process involve clearly defining the timeframes and locations being assessed, conducting a program assessment, threat assessment, and vulnerability assessment, analyzing risks, and selecting mitigation measures for implementation. The overall goal is to systematically evaluate security risks and implement solutions to enhance safety
Hazard risk management is a systematic process that involves establishing the context, identifying risks, analyzing risks, evaluating risks, treating risks, and monitoring and reviewing the process. It aims to contribute to the well-being of communities and the environment. Key steps include defining objectives and stakeholders, identifying hazards and vulnerabilities, analyzing likelihood and consequences of risks, prioritizing risks, developing risk treatment plans, and communicating with stakeholders. The overall goal is to minimize uncertainty from hazardous situations and maximize public safety.
This document outlines the objectives and content of a risk assessment and management course. The course covers topics like risk management and the ISM Code, hazard identification, risk assessment, analysis and management. It aims to meet the requirements of the ISM Code section 1.2.2.2 and TMSA Element 9, which relate to risk assessment and management. The document also provides an overview of the Tanker Management and Self Assessment (TMSA) guidelines and its 12 elements, including Element 9 on risk assessment and management.
This document summarizes the key findings of a collaboration between the World Economic Forum and other organizations on the topic of global risks. It identifies several current global risks that are highly likely or damaging, such as terrorism, pandemics, and natural disasters. However, it also examines how certain risks are interconnected and how the combination of multiple risks can create greater impacts, as was seen with Hurricane Katrina. The document argues for more collaborative, multistakeholder approaches to improve understanding and mitigation of global risks.
This document discusses risk management concepts and techniques. It defines risk as uncertainty about potential losses and discusses risk modeling using Markov chains. It emphasizes that over 70% of total costs of risk are often unseen. It outlines a normal risk management procedure of identifying, evaluating, removing, reducing, and transferring risks. Risk mapping is presented as a technique to identify risks and determine appropriate actions. The document also describes roles in risk management like risk owners and action managers.
Positioning project, programme and portfolio risk Dr David Hancock
What is meant by risk and is it different from the project, programme, portfolio and organisational perspective. How does it differ fro Major Projects and what about wicked, tame and messes.
This risk management essay discusses key risks that construction project managers must consider. It notes that risk is present at all stages of a project's life cycle and must be jointly managed. Poor risk mitigation can negatively impact a project's performance, so proper risk management processes are essential. Specific risks addressed include cost overruns, delays, quality issues, regulatory changes, interest rate fluctuations, and exchange rate volatility for international projects. The essay emphasizes the importance of identifying and mitigating risks to help ensure construction projects are successful.
The document discusses the evolution of risk management from early humans creating tools for protection and hunting, to modern organizations systematically managing risks. It describes the risk management process as identifying potential risks, evaluating their frequency and severity, selecting techniques to mitigate risks like retention, transfer, or avoidance, and then monitoring the process. Key aspects of risk management for organizations are identifying various property, liability, and human risks, analyzing their financial impact, and using tools like risk controls, financing, and cost-benefit analysis to select the best risk management strategies.
The document discusses findings from a study on whistleblower incentives and protection in finance departments. Three key themes emerged: 1) lack of ethical leadership discourages whistleblowing due to fear of retaliation, 2) mutual mistrust between leaders and staff prevents reporting of unethical behaviors, and 3) without whistleblower protections, corruption continues harming social welfare. The findings validate anticipated themes from literature and suggest finance departments should implement stronger incentives and protections to curb unethical practices through whistleblowing.
This document discusses Hazard Identification, Risk Assessment, and Risk Control (HIRARC), which is a process for identifying workplace hazards, assessing risks, and implementing risk controls. It defines key terms like hazard and risk. The purpose of HIRARC is to identify hazards, assess risks, and control risks to ensure workplace safety. It outlines the HIRARC process, which involves classifying work activities, identifying hazards, assessing risks, and controlling risks. Methods for hazard identification and risk assessment are also described. The hierarchy of controls from most to least effective are also provided.
This document discusses environmental risk assessment (ERA). It defines ERA as a generic term for tools and techniques used to gather available information about environmental risks and make judgments about them. The document outlines key steps in ERA, including hazard identification, exposure assessment, and risk estimation. It also discusses challenges like uncertainty, different levels of ERA, and the importance of risk communication. Overall, the document provides an introduction and overview of ERA, its relationship to environmental impact assessment, and considerations for effectively implementing ERA.
This document provides an introduction to risk management for small tourism businesses. It defines risk as the prospect of loss from an unwanted outcome or consequence. Effective risk management practices can help small tourism businesses achieve their goals and objectives when faced with risk events. The document outlines the benefits of risk management, such as reducing the impacts of risks and saving time and money. It also discusses the costs of not managing risks, such as endangering safety, damaging reputation, and jeopardizing finances. Finally, it explains how risk management is particularly important for the tourism industry given its reliance on maintaining customer satisfaction, safety, security and confidence.
This document discusses the transition to the new international risk management standard AS/NZS/ISO 31000:2009. It provides context for why the previous standard needed updating and outlines the scope and purpose of the new standard as well as related ISO guidelines on risk management terminology and techniques. It summarizes key parts of the new standard including core risk management definitions and principles that risk management should create value, be an integral part of organizational processes, and consider human and cultural factors.
This document provides an overview of conducting a risk assessment for transit systems during emergencies. It discusses identifying risks, analyzing risks, evaluating risks, treating risks, and communicating and monitoring risks. Key parts of the risk assessment process include identifying hazards, analyzing risks, categorizing risks, assigning risk owners, and developing a risk management plan. The document also covers emergency planning considerations like coordinating with stakeholders, conducting drills and exercises, and developing a safety, security, and emergency preparedness plan. The overall goal is to assess risks to transit in order to improve safety, security and emergency response.
Risk management: the systematic application of management policies , procedures and practices to the tasks of identifying , analysing , assessing , treating and monitoring risk.
This document discusses a model for risk analysis and mitigation that accounts for dependencies between risks. It introduces concepts like Risk Influence Factors, risk networks, and risk prioritization. The model involves discovering risks through a "what if, why" analysis. It then generates a risk network by analyzing how risks within and across categories influence each other. Risks in the network are prioritized based on their costs, benefits, and other factors. Dependencies between risks are also analyzed to inform mitigation efforts over time.
effective risk management systems can best be achieved in an atmosphere of trust.
Successful risk management provides assurance that the organisation’s objectives will be
achieved within an acceptable degree of residual risk.13 It also creates an environment in which
quality improvement occurs as the natural consequence of the identification, assessment and
elimination or minimisation of risk. Risk management can therefore also be considered as an
aspect of the organisation’s ongoing continuous quality improvement program.
This document provides guidance on hazard identification as part of a safety management system. It defines key terms like hazard, safety event, and undesirable event. It describes methods for identifying hazards, including data-driven and qualitative approaches. Specific tools are summarized, like brainstorming, HAZOP studies, checklists, and FMEA. The document stresses that hazard identification should be periodically reviewed since completeness cannot be ensured. It provides a template for documenting identified hazards in a hazard log. Annexes include hazard examples and information sources that can aid in identification.
Hazard risk management is a systematic process that involves establishing the context, identifying risks, analyzing risks, evaluating risks, treating risks, and monitoring and reviewing the process. It aims to contribute to the well-being of communities and the environment. Key steps include defining objectives and stakeholders, identifying hazards and vulnerabilities, analyzing likelihood and consequences of risks, prioritizing risks, developing risk treatment plans, and communicating with stakeholders. The overall goal is to minimize uncertainty from hazardous situations and maximize public safety.
This document outlines the objectives and content of a risk assessment and management course. The course covers topics like risk management and the ISM Code, hazard identification, risk assessment, analysis and management. It aims to meet the requirements of the ISM Code section 1.2.2.2 and TMSA Element 9, which relate to risk assessment and management. The document also provides an overview of the Tanker Management and Self Assessment (TMSA) guidelines and its 12 elements, including Element 9 on risk assessment and management.
This document summarizes the key findings of a collaboration between the World Economic Forum and other organizations on the topic of global risks. It identifies several current global risks that are highly likely or damaging, such as terrorism, pandemics, and natural disasters. However, it also examines how certain risks are interconnected and how the combination of multiple risks can create greater impacts, as was seen with Hurricane Katrina. The document argues for more collaborative, multistakeholder approaches to improve understanding and mitigation of global risks.
This document discusses risk management concepts and techniques. It defines risk as uncertainty about potential losses and discusses risk modeling using Markov chains. It emphasizes that over 70% of total costs of risk are often unseen. It outlines a normal risk management procedure of identifying, evaluating, removing, reducing, and transferring risks. Risk mapping is presented as a technique to identify risks and determine appropriate actions. The document also describes roles in risk management like risk owners and action managers.
Positioning project, programme and portfolio risk Dr David Hancock
What is meant by risk and is it different from the project, programme, portfolio and organisational perspective. How does it differ fro Major Projects and what about wicked, tame and messes.
This risk management essay discusses key risks that construction project managers must consider. It notes that risk is present at all stages of a project's life cycle and must be jointly managed. Poor risk mitigation can negatively impact a project's performance, so proper risk management processes are essential. Specific risks addressed include cost overruns, delays, quality issues, regulatory changes, interest rate fluctuations, and exchange rate volatility for international projects. The essay emphasizes the importance of identifying and mitigating risks to help ensure construction projects are successful.
The document discusses the evolution of risk management from early humans creating tools for protection and hunting, to modern organizations systematically managing risks. It describes the risk management process as identifying potential risks, evaluating their frequency and severity, selecting techniques to mitigate risks like retention, transfer, or avoidance, and then monitoring the process. Key aspects of risk management for organizations are identifying various property, liability, and human risks, analyzing their financial impact, and using tools like risk controls, financing, and cost-benefit analysis to select the best risk management strategies.
The document discusses findings from a study on whistleblower incentives and protection in finance departments. Three key themes emerged: 1) lack of ethical leadership discourages whistleblowing due to fear of retaliation, 2) mutual mistrust between leaders and staff prevents reporting of unethical behaviors, and 3) without whistleblower protections, corruption continues harming social welfare. The findings validate anticipated themes from literature and suggest finance departments should implement stronger incentives and protections to curb unethical practices through whistleblowing.
This document discusses Hazard Identification, Risk Assessment, and Risk Control (HIRARC), which is a process for identifying workplace hazards, assessing risks, and implementing risk controls. It defines key terms like hazard and risk. The purpose of HIRARC is to identify hazards, assess risks, and control risks to ensure workplace safety. It outlines the HIRARC process, which involves classifying work activities, identifying hazards, assessing risks, and controlling risks. Methods for hazard identification and risk assessment are also described. The hierarchy of controls from most to least effective are also provided.
This document discusses environmental risk assessment (ERA). It defines ERA as a generic term for tools and techniques used to gather available information about environmental risks and make judgments about them. The document outlines key steps in ERA, including hazard identification, exposure assessment, and risk estimation. It also discusses challenges like uncertainty, different levels of ERA, and the importance of risk communication. Overall, the document provides an introduction and overview of ERA, its relationship to environmental impact assessment, and considerations for effectively implementing ERA.
This document provides an introduction to risk management for small tourism businesses. It defines risk as the prospect of loss from an unwanted outcome or consequence. Effective risk management practices can help small tourism businesses achieve their goals and objectives when faced with risk events. The document outlines the benefits of risk management, such as reducing the impacts of risks and saving time and money. It also discusses the costs of not managing risks, such as endangering safety, damaging reputation, and jeopardizing finances. Finally, it explains how risk management is particularly important for the tourism industry given its reliance on maintaining customer satisfaction, safety, security and confidence.
This document discusses the transition to the new international risk management standard AS/NZS/ISO 31000:2009. It provides context for why the previous standard needed updating and outlines the scope and purpose of the new standard as well as related ISO guidelines on risk management terminology and techniques. It summarizes key parts of the new standard including core risk management definitions and principles that risk management should create value, be an integral part of organizational processes, and consider human and cultural factors.
This document provides an overview of conducting a risk assessment for transit systems during emergencies. It discusses identifying risks, analyzing risks, evaluating risks, treating risks, and communicating and monitoring risks. Key parts of the risk assessment process include identifying hazards, analyzing risks, categorizing risks, assigning risk owners, and developing a risk management plan. The document also covers emergency planning considerations like coordinating with stakeholders, conducting drills and exercises, and developing a safety, security, and emergency preparedness plan. The overall goal is to assess risks to transit in order to improve safety, security and emergency response.
Risk management: the systematic application of management policies , procedures and practices to the tasks of identifying , analysing , assessing , treating and monitoring risk.
This document discusses a model for risk analysis and mitigation that accounts for dependencies between risks. It introduces concepts like Risk Influence Factors, risk networks, and risk prioritization. The model involves discovering risks through a "what if, why" analysis. It then generates a risk network by analyzing how risks within and across categories influence each other. Risks in the network are prioritized based on their costs, benefits, and other factors. Dependencies between risks are also analyzed to inform mitigation efforts over time.
effective risk management systems can best be achieved in an atmosphere of trust.
Successful risk management provides assurance that the organisation’s objectives will be
achieved within an acceptable degree of residual risk.13 It also creates an environment in which
quality improvement occurs as the natural consequence of the identification, assessment and
elimination or minimisation of risk. Risk management can therefore also be considered as an
aspect of the organisation’s ongoing continuous quality improvement program.
This document provides guidance on hazard identification as part of a safety management system. It defines key terms like hazard, safety event, and undesirable event. It describes methods for identifying hazards, including data-driven and qualitative approaches. Specific tools are summarized, like brainstorming, HAZOP studies, checklists, and FMEA. The document stresses that hazard identification should be periodically reviewed since completeness cannot be ensured. It provides a template for documenting identified hazards in a hazard log. Annexes include hazard examples and information sources that can aid in identification.
1. Emergency Risk Management
Author(s): Alan Hodges
Reviewed work(s):
Source: Risk Management, Vol. 2, No. 4 (2000), pp. 7-18
Published by: Palgrave Macmillan Journals
Stable URL: http://www.jstor.org/stable/3867920 .
Accessed: 30/01/2012 00:47
Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at .
http://www.jstor.org/page/info/about/policies/terms.jsp
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of
content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms
of scholarship. For more information about JSTOR, please contact support@jstor.org.
Palgrave Macmillan Journals is collaborating with JSTOR to digitize, preserve and extend access to Risk
Management.
http://www.jstor.org
3. Risk Management: InternationalJournal
An
The risk management standard
In 1992, StandardsAustraliaraisedby circularletterthe needfor a standard risk management.
on
The following year,JeanCross, Professorof Safety Engineeringat the Universityof New South
Wales,chaireda widely-representative JointTechnicalCommitteewhichworkedduringthe next
two yearsto develop an Australian- New Zealand Standard Risk Management(ANS/NZS
on
4360: 1995). Before publicationof the standard,ProfessorCrosswrotethat:
since its impact depend the extentto which
Theimplications as yet uncertain
are will on
and
government major decide takeupthestandard
industry to ...6
Althoughthe standard mightreceive littleattention,she consideredthat,in view of the significant
interestat the public comment stage of its development,this was unlikely.
Herconfidencewas well placed. The standard had a significantimpactin Australiaand New
has
Zealandand has attractedworldwide attention.It was revised and republishedin April 1999,7
and it is this later publication which will be used here in describing the approach to risk
management.
Figure 1 below providesan outline of the main steps in the process.In essence, risk management
is the systematicapplicationof managementpolicies, proceduresand practices to the tasks of
establishingthe context, and to those of identifying, analyzing,evaluating and treatingrisks.
Monitoring review,andcommunication consultation, alsokey elementsof the process.
and and are
Figure I. Risk management overview
A more detailedexplanationof the risk managementprocess is shown in Figure 2 below. The
standardprovidesquite detailed guidancefor each aspect of thatprocess.
Page 8 Alan Hodges
4. RiskManagement: InternationalJournal
An
Figure 2. Risk management process
i T-
Establish the context
* The strategiccontext
* The organizationalcontext
* The risk managementcontext
* Develop criteria
* Decide the structure
v
Identify risks
4 * What can happen? 4 t
* How can it happen?
v
Analyze risks
Determine existing risks
cj-~
Determine Determine
likelihood consequences
0
ct
a0
E:
E l I .-
0
tt
C Estimatelevel of risk
0
;..
.1
r:
u 0
v
Evaluate risks
* Compareagainstcriteria
* Set risk priorities
t
Treat risks
* Identify treatment
options
* Evaluatetreatment options
* Select treatmentoptions
* Preparetreatment plans
* Implementplans
I
I
Alan Hodges Page 9
5. An
Risk Management: InternationalJournal
The first step is to examine the strategic,organizationaland risk managementcontext within
which the analysis will take place. In this step it is appropriate examinethe criteriaagainst
to
which risks will be evaluated and to determinethe structure, set of elements, for subsequent
or
analysis.It is important examinationof the context is undertaken the outset,to providethe
that at
framework the following risk analysis.This requiresa thoroughexamination the operating
for of
and
environment a full understanding organizational
of policies andgoals, so as to decidewhether
a risk is acceptableor not.
The second step involves identificationof all the risks which need to be managed,togetherwith
possible causes and effects. If risks arenot recognizedin this step, it is unlikelythatthey will be
controlled.In an organizationalsetting, it is also necessary to considerrisks which are outside
the entity's control.
Analysisof risk,the thirdstep, has two key elements:likelihoodandconsequences. combining
By
analyses of these elements, an estimate of the level of risk can be derived in the context of
existing controlmeasures. During the analysis stage, minor, acceptablerisks can be identified
and put to one side. Depending on the degree of risk and the availabilityof accuratedata and
resources available, analysis may be qualitative, semi-quantitativeor quantitative.When a
is
qualitativeapproach used, the level of risk can be estimatedas extreme,high, moderateor low.
A possibleallocationof these estimatesfor differentcombinations likelihoodandconsequences
of
is shown in Table 1 below.
Table I. Qualitative level of risk
Consequences
Likelihood
Insignificant Minor Moderate Major Catastrophic
Almost H H E E E
certain
Likely M H H E E
Moderate L M H E E
Unlikely L L M H E
Rare L L M H H
Legend:E = extreme,H = high, M = moderate,L = low.
Aftertheanalysisprocess,the riskscan be evaluated. This involves a comparisonbetweenthe level
of riskidentified the previously-established criteria.
and risk Fromthiscanbe deriveda list of risks
in priorityorder.Some of these mightbe at such a level thatthe riskcanbe acceptedandtreatment
maynotbe required. Nevertheless, theyshouldbe documented, monitored periodically
and reviewed
to ensurethatthey remainacceptable.The otherrisks will requirefurther consideration.
Forthoseriskswhich areunacceptable,fouroptions (which arenot necessarilyall appropriate
or
mutuallyexclusive in all circumstances)are available:
Page 10 Alan Hodges
6. Risk Management: InternationalJournal
An
* Avoidingthe risk. Very careful considerationneeds to be given to such a course, as the
level of otherrisks might potentiallybe increased.
* Reducingthe likelihood.Modifying the hazardcan be undertaken a range of measures,
by
dependingon the circumstances.For instance, it might requirerevision of organizational
arrangements, of of
implementation preventativemeasures,application technicalcontrols,
or initiationof researchand development.
* Reducing the consequences. The impact can be reduced by such means as contingency
planning,recovery plans, engineeringand structural and
barriers, design features.
* Transferringthe risk. By use of contracts, insurance arrangements and organizational
structures(such as partnerships),the risk can be transferred shared. However, such
or
arrangements may not reduce the level of risk to society. Additionally,there is the added
dangerthat the organizationwhich has the new responsibilitymay not manage that risk.
Despite these actions, there may be residual risk which is retained.Planningwill thereforebe
requiredto managethe consequencesof this.
Following the identificationof options for risk treatment,therewill be a need for an assessment
process. The process should take account of the extent of risk reductionand the likely benefits
which can be achieved. Obviously, high reductionin risk for low cost should be implemented.
As the costs rise and the benefits diminish, careful judgement will be required, and there
may come a point where it is clearly uneconomic to increase expenditure to lower the risk
further.Again, in such cases judgement is required so as to reduce the risk impact to as low
a level as is reasonably practicable.
Plans must then be prepared,for implementing the selected options, to enable management
to control the risks. Such plans should identify responsibilities, the actions required,
performancemeasures, and the expected outcomes of treatments,and should provide a basis
for assessing effectiveness. While responsibility for risk treatmentis best placed with those
able to control the risk, a management system is also requiredwhich ensures that the plan is
effectively implemented.As shown in Figures 1 and 2 above, the need to monitor and review
is part of a closed loop sequence. There is a constant need to be alert to changing
circumstances,as risks will change over time, in respect of eitherthe likelihood of occurrences,
or their consequences, or both. Identification of a regular review process would be a very
sensible inclusion in the plan.
A majordifferencebetween the 1995 and 1999 standards inclusionin the latterof the need for
is
communication consultation.Experiencehas shown thatthese actions,for both internaland
and
externalstakeholders, requiredfor every stage of the process.Communication to be two-
are has
way to enable effective consultationto occur.
Eachstage also requiresdocumentation be completedso as to satisfyan independent
to audit.The
inclusionof assumptions,methods,datasourcesandresultswill producean audittrailwhich will
demonstrate process. Such documentation
the will also make subsequent monitoringand review
muchsimpler.
Whilethe standard not introduced
has significantlynew conceptsto theanalysisandmanagement
of risk, its developmentand subsequentendorsementhas definitely been of immense benefit.
The thoroughprocess of consultation,implementationand eventualrevision has resulted in a
risk-management approachwhich has gained wide acceptancein Australiaand New Zealand.
Alan Hodges Page 11
7. Risk Management: InternationalJournal
An
There is an agreedmethodology which is well understoodand acceptedand, as a result, use of
the standard'sapproach now being increasinglydemandedin riskanalysis,by bothgovernment
is
and privateenterprise.
A majorbenefit of the standardis the strongemphasis it gives to identifyingrisk as an integral
partof the management teamto undertake
process, as well as to the need for a multi-disciplinary
risk analysis. On the other hand, undertaking thoroughrisk analysis should not be taken on
a
lightly. The step-by-stepprocess in the standardcan demand a majorcommitmentof staff to
carryit out thoroughly, certainlyrequiresfull supportat managementlevel.
and
There has been interestby other countriesin the approach,but none has so far gone to the next
step of developing an agreed standard.This is surprising, given the internationalinterest in
this topic and the benefits which would flow from the formal endorsementof a standardby
national or multi-nationalstandardsorganizations.Such a developmenttask need not appear
daunting;in fact, it is likely to result in wide interest and involvement. It requires,however, a
small group of 'champions'who are preparedto take chargeof the projectand drive it through
to fruition.
Catalysts of change in emergency management
Guidelinesfor managingrisk in the AustralianPublic Service
The mere publicationof a standardwhich provides a generic guide on risk managementis, in
itself, insufficientto ensure that it is adoptedby an industrysector.Althoughthe standardcan
contributeto change, other 'drivers' are required;several of those relating to the emergency
managementsectorare describedin the following paragraphs.
In 1995 the Management Advisory Committee and Management Improvement Advisory
Committeeof theAustralian PublicServiceissuedan 'exposuredraft'on GuidelinesforManaging
Risk in the AustralianPublic Service. The final document8was publishedthe following year.
Althoughit was directedprimarilyat goverment agencies, the approach was widely applicable
in the community.In essence, the Guidelinesprovidedan easily-readableexplanationof the use
of the risk managementstandardin government,and also included a numberof case studies
illustratingpersuasivesuccess stories.
The Guidelinesnotethatthe alternative riskmanagement riskymanagement.
to is They highlight
thatmanagingriskrequiresrigorous,responsible,balancedandforwardthinking.They promote
the standard's
formalstep-by-stepprocess for significantdecisions, such as:
* policy changes;
* projectmanagement;
* the management sensitive issues;
of
* involving significant sums of money; and
expenditure
* the introduction new proceduresand strategies.
of
even if only in an informalmanner,
Moreover,the Guidelinesalso encourageuse of the approach,
in all decision-making,as risk is inherentin all we do.
Page 12 Alan Hodges
8. Risk Management: InternationalJournal
An
The Guidelines in
were significant raisingawareness the standard's
of withingovernment
approach
andcertainly
agencies, inpreparing ground change thefieldof emergency
assisted the for in management.
National emergency risk managementworkshop
The publicationof the standardin 1995 excited interest among a numberof staff members of
EMA and otheremergency managementpractitioners. a result of their influence, in March
As
1996 EMA conducteda nationalworkshopat its AustralianEmergencyManagementInstituteto
considerthe application the risk managementconceptto emergencymanagementin Australia.
of
There was an awareness,however, that this workshophad potentialto create division, as there
was strongnationalacceptanceof the existing approachto emergencymanagementin Australia.
This approach involved concepts of:
* 'all hazards' single set of management
(a of all
capable encompassing hazards);
arrangements
* 'all agencies' (the establishmentof arrangements
involving all agencies);
* 'a comprehensive (planning
approach' whichinvolvesall fourelementsof a 'PPRR'process,
ie prevention,
preparedness,response and recovery);and
community' (recognizingthe communityas a primaryfocus of emergency
* the 'prepared
management).
Although the PPRRareas are not mutuallyexclusive, there had been a tendency for each to be
seen to some extent as separatefunctions, thereby leading to differing levels of interest and
support,regardlessof communitybenefits.
Over 30 participants from emergencyservice organizations,local government, State government
agencies, the insuranceindustryand industrialorganizations attendedthe workshop.Following
presentations,discussions breakout
and agreed9 the risk
sessionsoverthreedays,theparticipants that
management standardwouldbe of valuetoAustralianemergency management arrangements because:
* governmentsand corporationsare increasinglyusing risk management
processes;
* the risk management process provides a common language and process across all
organizations;
* it is a formalized,systematicprocess of analysis and decision-making;
* emergencymanagementcan be promotedmore effectively throughrisk management;and
* emergencymanagementshould dovetail into the broaderrisk management
process.
Workshop participants agreedthatspecific guidelineswere necessaryfor the implementation
also
of the standardwithin the emergency managementindustry.It was also proposedthat the term
'emergencyriskmanagement'be adoptedto reflect the multi-agencyaspect of the industry.
Two key recommendations from the workshopwere that:
* Australianemergencymanagementshould embody risk management
principles;and
* guidelines (based on the standard)should be developed appropriate the Australian
to
emergencymanagementindustry.
Alan Hodges Page 13
9. Risk Management: InternationalJournal
An
In September1996 these recommendations
were put to Australia'speakemergencymanagement
policy body, the NationalEmergencyManagementCommittee,l°which agreed:
* 'to commendrisk managementprinciplesas a tool for use in the emergencymanagement
community';
* 'thatemergencyrisk managementdocumentation based on the risk management standard
shouldbe developedappropriate theAustralian
to emergencymanagement needs';
industry's
and
* 'to incorporatethe risk managementapproachinto relevant educationand trainingand
into principlesand practicepublications."'
Subsequent action was by no means immediate. There was a lack of understanding the of
implicationsin manyareasand a fear thatexisting concepts andprinciples,whichhave stood the
emergencymanagement communityin good stead, would be abandoned. Whatfollowed was an
extensive periodof communicationand consultation,an experience which was to be influential
in includingthese approachesin the 1999 revision of the standard.
Supporting publications
In mid-1996 PatrickHelm, of the Department the PrimeMinisterandCabinetin New Zealand,
of
publisheda paper12 a Ministryof Civil Defencejoural. This was important raisingawareness
in in
of the applicationof the risk managementprocess in the disastercontext.
Thegeneralriskmanagement approach not new to New Zealand,
was whichsince 1987hadadopted
a policy of sharing management
risk betweencentralgovernment local authorities. policy
and The
required localauthorities identifyhazards theirareasof responsibility to introduce
to in and strategies
to reducethe consequences disasters.
of Thisrequired comprehensive
a to
approach loss prevention
and risk management. somewhatsimilarscheme has more recentlybeen adoptedin Australia,
A
wherebythe Federal government's financialcontribution Statesto assistrecoveryfromrecurrent
to
is
disasters contingent appropriate
on mitigationmeasures beingtakenat Stateandlocalgovernment
levels. The concepthas not been universallywelcomedby local governments, theyalreadyhave
as
many competingpressures for expenditures. Nor have the New Zealandprinciples been adopted
universallyby local authoritiesin that country.'3Neverthelessthere is a clearmessage in both
countriesthatdisaster is
mitigation an important in
component a totalriskmanagement approach to
protecting communities fromthe effects of disasters.
Helm also notedthatrisk management'... offers a structured,systematicandconsistentapproach
thatforces the analystinto understanding total riskpicture'.Importantly, saw thatit forms
the he
an overlay on the emergency/disaster process, and herehe was challengingthe statusquo. While
AustraliaandNew Zealandsubscribeto the comprehensiveapproach emergencymanagement
to
via the PPRRprocess, it would be fair to say thatthe majoremphasisin both countrieshas been
on the capabilityto respondto disasters.Risk management,however,requiresa more thorough
analysis of solutions.For instance,the marginalbenefitfrom the applicationof resourcesto both
preventionandresponseshouldbe equal.Helm emphasizedthateach step in disaster management
requiredsupport'... commensurate with its importance potentialfor improving outcome'.'4
or the
In concluding,he statedthat:
Riskmanagement of
strategies themselves
cannot better
guarantee performance because
of
boththe role thatchanceand uncertainlyplay, andthe vagariesassociated
withhuman
Page 14 Alan Hodges
10. Risk Management: International
An Journal
intervention. themethodologies forassessing cancontribute understanding
But used risk to
where mostserious
the components Theycanpoint themore
lie. to control
promising options,
assistpolicydevelopment, inform allocation resources.15
and the of
In mid-1996 an articleby Smithet a116foresaw the possibility of the conceptof riskmanagement
providing botha foundation a culturalshift anda stimulusfor integrating
for services.The authors
saw the move towardsthe risk managementapproachas leading to a shift towardsprevention
and increasedservicediversity,to communityempowerment responsibility, to increased
and and
inter-agencycooperation.They also considered that the major focus in Australiahas been on
event management,and so significant capabilitieshave been developed, using both permanent
staff and trainedvolunteers, to combat hazardous events. This has inevitably led to further
investmentof resources responsecapabilities,rather
in thanrecognizinga moreholisticapproach.
issues questioningthe prioritiesgiven to the variousPPRRelements,
This articleraisedimportant
and recognized the need both for close involvement of the community in risk management
processesanddecisions,andfor a muchgreaterunderstanding the vulnerability communities
of of
or elements of communities.Hence, in the emergency managementcontext,risk management
can be very much concernedwith people, with the impact of a hazardon them and with their
response to a situation.
Papers by Salter, Koob and Tarrant17were also important in promoting emergency risk
management.
Implications of emergency risk management
Notwithstanding influenceof the NationalEmergencyManagementCommittee its views
the and
on the usefulness of the risk managementapproach,there was a need to have wide industry
involvement in buildinga consensus for adoptingthe risk managementapproach in taking
and
the next step of producing guidelines for emergency risk management.A national steering
committeewas formedto develop guidelines which blendedtraditionalemergency management
approacheswith emergencyrisk management.
The EmergencyRiskManagementGuidelines which resultedfollow the varioussteps in Figure
2, but with some variations.Whereasthe standardis directedprimarilytowardsthe analysis of
organizationalrisk, its application to emergency managementrequires a strongemphasis on
community consultation and involvement. This is in distinct contrast to earlier emergency
managementapproaches, whose prime focus was on hazardanalysis. Such analysisis now part
of a much more comprehensiveapproach.
Communityconsultation raises the complex issue of involving residentsin identification the
of
of
types of risks affectingthemandthe probabilities those risksoccurring. outcomecould, for
The
instance,reveal unperceived flooding risks, with a consequentialdownwardeffect on real estate
values, or highlighta small, but neverthelessreal, risk of catastrophic
dam failure.Such matters
have the potentialto attractmedia attentionand to escalatevery rapidlyto the politicallevel.
The Guidelinesaretailoredto the emergencymanagementenvironmentin relationto:
* natural,technological,civil/political (terrorism,
sabotage)and biologicalhazards;
* recognitionof various community groupings (geographically-based,
shared-experience,
and
sector-based,functionally-based);
Alan Hodges Page 15
11. An
Risk Management: International
Journal
* inclusion of concepts of resilience and susceptibility,to assist in determiningcommunity
vulnerability.
A key to the acceptanceof the emergencyrisk managementapproachhas been to incorporate
PPRR as options in the treatment risks - importantly,this is the last step in the sequential
of
process (see Figure 1). Prevention,
preparation, responseandrecoveryeach needto be examined,
and the benefitsassessed as options,in the light of the judgementsmade in the riskmanagement
analysisup to thatpoint.The analysismay well lead to the need for greaterresponsecapabilities,
butsucha decisionwill be madeaftercomparing benefitsof, for instance,enhanced
the preventative
measures.
The Guidelines have been incorporated into a comprehensiveApplications Guide18 have
and
been endorsed by Standards Australia as an appropriatederivation of AS/NZS 4360: 1999.
Concurrently with this development,the Public Safety IndustryTrainingAdvisory Body19has
risk
incorporated management conceptsandprocessesin the identification commonandsector-
of
specific trainingcompetencystandards nationaladoption.
for
As an example, in the competencystandards'managementstream', which is common to all
emergencyservices, fourtraining units have been developed, covering the five mainsteps in the
riskmanagement process.Eachof the unitshasthenbeen brokendown intocontributing elements,
with associated performance criteria.For instance, the unit 'Establishcontext and develop risk
evaluationcriteria'has 'Clarifystakeholders' roles andrequirements' one of its five elements.
as
One of the performance criteria this elementis: 'Stakeholders informedof aims,objectives
for are
and the risk managementcontextand structure within which they must operate.'
At the Australian Emergency Management Institute, three new courses ('Introduction to
Emergency Risk Management', 'Understanding Emergency Risk Management' and
'ImplementingEmergencyRisk Management')are being conductedor are in development,as
the foundationof the Institute'scurriculum.Publicationsto supportthe ApplicationsGuide are
also being developed, in the form of 'ImplementationGuides' and an annotatedbibliography.
The courses are criticalcomponents the implementation
of strategyas, over time, therewill be a
common nationalapproach implementingemergencyrisk managementwhile the philosophy
to
andthe languagearedisseminated Australia-wide.Moreover,they will be an importantmeansof
providing who are skilledin implementingthe Guidelinesin conjunction
well-trainedfacilitators
with communitygroups.
The next stepis to applytheapproach a practical
in way. EMAstaffwill workwithStateemergency
management staff to undertakecomprehensive risk assessments at community level. Initial
in
communityareasselectedforthesestudiesarethe outerMelbournesuburb Cardinia Victoria,
of
the North-WestTasmaniaregion,a ruraltown in South Australia and the Jarrahdale-Serpentine
Shire, south of Perthin Western Australia.Furthermore, National EmergencyManagement
the
Committee recently approveda strategic plan which includes an intention to undertakecase
studies in each of the eightAustralianStates and Territories.
If the enthusiasm participants the new coursesis any guide,the development anemergency
of on of
risk management approach has been worthwhile. However, it is still at an early stage of
implementation it will be some time beforeenough people have been throughcoursesfor the
and
concept way. A majorchallenge still aheadof us will be to
to be applied in a business-as-usual
ensurethat the approachis acceptedat the executive level.
Page 16 Alan Hodges
12. An
Risk Management: International
Journal
Conclusion
The publicationof the riskmanagementstandard 1995 has providedan extremelyuseful and
in
systematic basis for examiningrisk. In its applicationto emergency management, standard
the
has resulted in widespreadcritical re-examinationof the traditionalAustralianapproachto
The
protectionof life, property the environment. development,through
and extensiveconsultation,
of emergencyriskmanagement guidelines is now providinga completelynew basisforexamining
risks to communitiesand for determiningtreatmentoptions as partof the process. The options
stillrequireconsideration traditional
of conceptsof prevention, responseandrecovery,
preparation,
and so the old and the new have been successfully blendedtogetherto createan approach which
is now being introduced nationallythough publications,training and case studies.
Notes
1 Director
AlanHodgeswasuntilrecently of
General Emergency
Management whichis
Australia,
the Federal agencyresponsible reducing impactof natural man-made
government for the and
disasters theAustralian
on community.
2 known theNatural
Formerly as Disasters
Organisation.
3 StandardsAustralia,StandardsNew Zealand (1999) Risk Management,AS/NZS4360: 1999.
NSW:
Strathfield, Association Australia, 3.
Standards of p
4 Ibid,p 4.
5 EmergencyMangement Glossary.Canberra:
Australia(1998) AustralianEmergencyManagement
EMA,p 41.
6 Standard. Australian
Cross,J. (1995)TheRiskManagement The Journalof Emergency
Management.
Vol. 10,No. 4, pp4-7.
7 Standards Standards Zealand, cit.
Australia, New op
8 Advisory
Management and
Committee Management
Improvement Australian
Committee,
Advisory
PublicService(1995)ReportNo 22: Guidelines ManagingRiskin theAustralian
for PublicService.
Government
Australian
Canberra: Service.
Publishing
9 EmergencyManagement RiskManagement
Australia(1996) Emergency MountMacedon
Workshop.
Paper 5. Canberra:
No. Australian
Government Service.
Publishing
10 TheNational
Emergency ManagementCommittee comprises Director
the of
General Emergency
Management as chair, thechairs executive
Australia, and and officers eachStateandTerritory
of
management
peakemergency committee other
or nominatedofficers
11 Minutes theNational
of Emergency Committee,
Management Emergency Australia,
Management
September1996.
12 for and Disasters.
Helm,P. (1996)Integrated Management Natural Technological
Risk Tephra.
Vol.15,No. 1,pp5-13.
13 Ibid,p 5.
14 Ibid,p 11.
15 Ibid,p 13.
16 Smith, Nicholson, andCollett, (1996)RiskManagement theFire Emergency
P., J. L. in and Services.
InNDR96. Proceedings the National
of Disaster conference.
Reduction of
Institution
Canberra:
EngineersAustralia, 377- 87.
pp
Alan Hodges Page 17
13. Risk Management: International
An Journal
17 Salter,J. (1995a) Disasters as Manifestationsof Vulnerability. AustralianJournal of Emergency
Management. Vol. 10, No. 1, pp 9- 10; Salter,J. (1995b) Towardsa BetterDisaster Management
Methodology.AustralianJournal of EmergencyManagement.Vol. 10, No. 4, pp 8 - 16; Salter,J.
(1997) Risk Management a DisasterManagementContext.Journalof Contingenciesand Crisis
in
Management.Vol.5, No. 1, pp 60 - 5; Salter,J. (1999a) PublicSafetyRisk Management: Assessing
the LatestNationalGuidelines.AustralianJournal of EmergencyManagement.Vol. 13, No. 4, pp
50 - 3; Salter,J. (1999b) A Risk ManagementApproachto Disaster Management.In Ingleton,J.
(ed.) Natural Disaster Management.Leicester: Tudor Rose, pp 111-13; Koob, B. (1996) The
Contextof EmergencyManagement. AustralianJournal of EmergencyManagement.Vol. 11,No.
M.
2, pp 1-4; Tarrant, (1997) Risk Communicationin the Context of EmergencyManagement:
Planning'With'RatherThan 'For' Communities.AustralianJournal of EmergencyManagement.
Vol. 12,No.4,pp20-8.
18 Emergency ManagementAustralia (2000) Emergency Risk ManagementApplications Guide:
AustralianEmergencyManual.PartII, Vol. 1. Melbourne:EMA.
19 A company establishedunderFederalgovernmentarrangements the furtherance education
for of
andtraining thepublicsafetyindustry. boardcomprisesemployerandemployeerepresentatives
in Its
from the fire, police, emergencyservices, defence and emergencymanagementsectors.
Page 18 Alan Hodges