This document discusses human factors in safety management and risk governance. It notes that while hazards are understood, human risks can be uncertain. Major accidents tend to focus on hardware over the human experience. Designs increase in complexity but the human element remains unchanged. Three key drivers for effective human factors in safety management are commitment from leadership, cognizance of human and organizational impacts, and competence in safety tools. Predictive analysis can help manage human factors issues. Organizational challenges include properly evaluating the human element and balancing hard and soft skills.
I created this presentation to deliver to prospective Afghani Fire Crew leaders as a further stage in advancing their knowledge in health and safety and in dealing with emergencies.
Introduction to Human Factors Training for Safety Critical Organisations. Human Factors training was originally developed in the aviation industry to enhance safety and reliability in complex environments.
Human Factors affecting performance in Aviation. Covers the factors which affect human performance, the causes and consequences, and how to combat factors. Also covers how factors propagate into accidents,
Human Factors (HF) covers a variety of issues that relate primarily to the individual and workforce, their behavior and attributes. Human error is still poorly understood by many stakeholders and so the risk assessments of operations or process often fall short in their capture of potential failures. There is little consideration of human factors in the engineering design of equipment, operating systems and the overall process, procedures and specific work tasks. Operational human factor issues are often treated on an ad-hoc basis in response to individual situations rather than as part of an overarching and comprehensive safety management strategy. The role that human factors play in the rate of incidents, equipment failure and hydrocarbon releases is poorly understood and underdeveloped.
I created this presentation to deliver to prospective Afghani Fire Crew leaders as a further stage in advancing their knowledge in health and safety and in dealing with emergencies.
Introduction to Human Factors Training for Safety Critical Organisations. Human Factors training was originally developed in the aviation industry to enhance safety and reliability in complex environments.
Human Factors affecting performance in Aviation. Covers the factors which affect human performance, the causes and consequences, and how to combat factors. Also covers how factors propagate into accidents,
Human Factors (HF) covers a variety of issues that relate primarily to the individual and workforce, their behavior and attributes. Human error is still poorly understood by many stakeholders and so the risk assessments of operations or process often fall short in their capture of potential failures. There is little consideration of human factors in the engineering design of equipment, operating systems and the overall process, procedures and specific work tasks. Operational human factor issues are often treated on an ad-hoc basis in response to individual situations rather than as part of an overarching and comprehensive safety management strategy. The role that human factors play in the rate of incidents, equipment failure and hydrocarbon releases is poorly understood and underdeveloped.
FAA HUMAN FACTOR IN AVIATION MAINTENANCE HF MROAmnat Sk
This manual is in response to the industry’s requests for a simple and manageable list of actions to implement a Maintenance Human Factors (MHF) program. A panel of experts selected the following six topics for such a program to be successful:
Event Investigation
Documentation
Human Factors Training
Shift/Task Turnover
Fatigue Management
Sustaining & Justifying an HF Program
For each of the six topics that contribute to the success of any MHF program, this manual offers the following:
Why is the topic important?
How do you implement it?
How do you know it is working?
Key references
Like any good operator’s manual, this document tells you what to do without excessive description of why you should do it. This manual recognizes you already know the importance of Human Factors. For detailed information, see the “Key References” at the end of each topic.
The selected six topics are critical because they are based on operational data and practical experience from the US and other countries. Transport Canada (TC), United Kingdom Civil Aviation Authority (UK CAA), and the European Aviation Safety Agency (EASA) regulations contributed to this manual. The steps are derived from a panel of ten industry and government contributors who have worked in aviation maintenance for an average of twenty-five years and in MHF for fifteen years. The contributors characterized these six topics and related steps as “information they wish they had known 15 years ago.”
These straightforward suggestions provide the key components for implementing a successful MHF program that will benefit your company, business partners, external customers, and the entire industry. Information is presented in summary bullets as follows:
These are six topics, from many, that a MHF program may consider.
Topics are not necessarily in order of importance, except that the data obtained from Event Investigation (Section 1) provide the foundation for many Human Factors activities.
You may implement any or all of the topics, however, they should be coordinated.
Your MHF activity should be based on the identified requirements and resources of your organization.
You are encouraged to supplement this Operator's Manual with additional references.
This document satisfies the industry request for a short and straightforward list of important actions.
Human factors, particularly human error, impacts how everyone works. Understanding how human factors affects productivity, quality, profitability, and prosperity in a global market. In the fourth industrial revolution, which is occurring now, it's very important to understand not only the work but how the works gets done. Using technology and innovations can help improve speed and reliability but humans are the driver for safety culture and behavior. Engineering, administrative controls and the use of personal protective clothing and equipment can help protect workers but understanding and doing the correctly each and every time will lead toward sustainable objectives and reduce waste and maximize time toward product/service output. Where emphasis is placed within the organization depends on the risk governance and strategic management objectives. The higher the risk the greater the reward or catastrophic loss. Understanding people and how they work is the safety catalyst in maximizing profits, productivity and quality.
Human Factors Training: There's nothing that can't go wrong. This simple insight forms the foundation of human factors training for pilots. In special courses, pilots are prepared for any possible emergency situation and action strategies. Crews learn to analyze and evaluate their own behavior and that of those around them more effectively. Training leads to more efficient work processes, a functioning error management culture, and increased safety. This is a general prsentation and human factors management in aviation training.
Module-I (12 Hours)
Development of safety movement: - Need for safety-safety and productivity-planning for safetyplanning
procedure-safety policy-formulation of safety policy-safety budget-role and
qualification of safety professional-safety committees-need, types and functions of committeessafety
organizations.
Module II (12 Hours)
Accident prevention: - Basic philosophy of accident prevention-nature and causes of accidentsaccident
proneness-cost of accidents-accident prevention methods-Domino theory-safety
education and training-training methods-motivation and communicating safety-personal
protective equipments.
Module III (12 Hours)
Safety management techniques: - Safety inspection-Safety sampling technique-Safety audit-
Safety survey-Incident recall technique-Job safety analysis-Damage control-Risk management.
Involvement in safety: - Role of management-role of supervisors-role of workmen- role of
unions-role of government
Module IV (12 Hours)
Occupational health and hygiene: - Functional units and activities of occupational health and
hygiene-types of industrial hazards-physical, chemical, mechanical, electrical, social, biological,
ergonomic and environmental hazards-factors impeding safety-house keeping-hearing
conservation programme
Module V (12 Hours)
Industrial fire protection: - Fire chemistry-classification of fires-fire prevention activities-fire
risks-fire load -contributing factors to industrial fires-fire detection-industrial fire protection
systems.
• Define the concept of culture and its impact on individuals, groups and organizations.
• Describe the various cultures that impact individuals, such as national, professional and organizational culture and explain the difference between them.
• Understand and explain the importance of a positive organizational culture for the success of the safety management system.
• indicate the importance and measures of management commitment.
An overview on Safety Audit | ConsultivoConsultivo
This overview on Safety Audit covers the key concepts of safety audit, audit feature, why it is required, the right approach and the requirements and standards for Safety Audit.
You may check here http://www.consultivo.in/audit/ for more information.
PREVENT WORK-RELATED INJURIES
Behavior-based safety is based on the theory that most accidents at workplaces can be prevented with the right behavioral analysis and training. Minor errors and oversights are often left unreported and thus can lead to major accidents if the causes for the incidents are not addressed.
Improve employee safety with our presentation on Behavior-Based Safety:
http://www.presentationload.com/behavior-based-safety-powerpoint-template.html
The BBS approach examines which behaviors and organizational circumstances led to accidents. By knowing this, you can inform employees about safe behavior at the workplace and implement Behavior-Based Safety in your company.
This template not only contains images with background information on occupational safety, but also a series of graphs with statistics and figures on the subject as well as a useful icons toolbox.
As humans we are prone to making mistakes and getting things wrong, which is part of our everyday nature. However, in healthcare human errors can often lead to incidents, which can be sources of inconvenience or sometimes major consequences that can directly affect our patients.
Human factors theory plays an important role in understanding how human behavior contributes to such errors, through our interaction with colleagues, equipment, systems, and the working environment. The theory forms an integral part of aviation safety and has also found its feet in other industries, including healthcare.
This presentation was presented at the Saudi Health 2014 International Nursing Conference and introduced the basic concepts of human factors theory in nursing. Case studies were used as examples to draw on the factors that contribute to issues of care, which directly affect patients. Interventions of how to address common human factors to minimize risks were also discussed.
FAA HUMAN FACTOR IN AVIATION MAINTENANCE HF MROAmnat Sk
This manual is in response to the industry’s requests for a simple and manageable list of actions to implement a Maintenance Human Factors (MHF) program. A panel of experts selected the following six topics for such a program to be successful:
Event Investigation
Documentation
Human Factors Training
Shift/Task Turnover
Fatigue Management
Sustaining & Justifying an HF Program
For each of the six topics that contribute to the success of any MHF program, this manual offers the following:
Why is the topic important?
How do you implement it?
How do you know it is working?
Key references
Like any good operator’s manual, this document tells you what to do without excessive description of why you should do it. This manual recognizes you already know the importance of Human Factors. For detailed information, see the “Key References” at the end of each topic.
The selected six topics are critical because they are based on operational data and practical experience from the US and other countries. Transport Canada (TC), United Kingdom Civil Aviation Authority (UK CAA), and the European Aviation Safety Agency (EASA) regulations contributed to this manual. The steps are derived from a panel of ten industry and government contributors who have worked in aviation maintenance for an average of twenty-five years and in MHF for fifteen years. The contributors characterized these six topics and related steps as “information they wish they had known 15 years ago.”
These straightforward suggestions provide the key components for implementing a successful MHF program that will benefit your company, business partners, external customers, and the entire industry. Information is presented in summary bullets as follows:
These are six topics, from many, that a MHF program may consider.
Topics are not necessarily in order of importance, except that the data obtained from Event Investigation (Section 1) provide the foundation for many Human Factors activities.
You may implement any or all of the topics, however, they should be coordinated.
Your MHF activity should be based on the identified requirements and resources of your organization.
You are encouraged to supplement this Operator's Manual with additional references.
This document satisfies the industry request for a short and straightforward list of important actions.
Human factors, particularly human error, impacts how everyone works. Understanding how human factors affects productivity, quality, profitability, and prosperity in a global market. In the fourth industrial revolution, which is occurring now, it's very important to understand not only the work but how the works gets done. Using technology and innovations can help improve speed and reliability but humans are the driver for safety culture and behavior. Engineering, administrative controls and the use of personal protective clothing and equipment can help protect workers but understanding and doing the correctly each and every time will lead toward sustainable objectives and reduce waste and maximize time toward product/service output. Where emphasis is placed within the organization depends on the risk governance and strategic management objectives. The higher the risk the greater the reward or catastrophic loss. Understanding people and how they work is the safety catalyst in maximizing profits, productivity and quality.
Human Factors Training: There's nothing that can't go wrong. This simple insight forms the foundation of human factors training for pilots. In special courses, pilots are prepared for any possible emergency situation and action strategies. Crews learn to analyze and evaluate their own behavior and that of those around them more effectively. Training leads to more efficient work processes, a functioning error management culture, and increased safety. This is a general prsentation and human factors management in aviation training.
Module-I (12 Hours)
Development of safety movement: - Need for safety-safety and productivity-planning for safetyplanning
procedure-safety policy-formulation of safety policy-safety budget-role and
qualification of safety professional-safety committees-need, types and functions of committeessafety
organizations.
Module II (12 Hours)
Accident prevention: - Basic philosophy of accident prevention-nature and causes of accidentsaccident
proneness-cost of accidents-accident prevention methods-Domino theory-safety
education and training-training methods-motivation and communicating safety-personal
protective equipments.
Module III (12 Hours)
Safety management techniques: - Safety inspection-Safety sampling technique-Safety audit-
Safety survey-Incident recall technique-Job safety analysis-Damage control-Risk management.
Involvement in safety: - Role of management-role of supervisors-role of workmen- role of
unions-role of government
Module IV (12 Hours)
Occupational health and hygiene: - Functional units and activities of occupational health and
hygiene-types of industrial hazards-physical, chemical, mechanical, electrical, social, biological,
ergonomic and environmental hazards-factors impeding safety-house keeping-hearing
conservation programme
Module V (12 Hours)
Industrial fire protection: - Fire chemistry-classification of fires-fire prevention activities-fire
risks-fire load -contributing factors to industrial fires-fire detection-industrial fire protection
systems.
• Define the concept of culture and its impact on individuals, groups and organizations.
• Describe the various cultures that impact individuals, such as national, professional and organizational culture and explain the difference between them.
• Understand and explain the importance of a positive organizational culture for the success of the safety management system.
• indicate the importance and measures of management commitment.
An overview on Safety Audit | ConsultivoConsultivo
This overview on Safety Audit covers the key concepts of safety audit, audit feature, why it is required, the right approach and the requirements and standards for Safety Audit.
You may check here http://www.consultivo.in/audit/ for more information.
PREVENT WORK-RELATED INJURIES
Behavior-based safety is based on the theory that most accidents at workplaces can be prevented with the right behavioral analysis and training. Minor errors and oversights are often left unreported and thus can lead to major accidents if the causes for the incidents are not addressed.
Improve employee safety with our presentation on Behavior-Based Safety:
http://www.presentationload.com/behavior-based-safety-powerpoint-template.html
The BBS approach examines which behaviors and organizational circumstances led to accidents. By knowing this, you can inform employees about safe behavior at the workplace and implement Behavior-Based Safety in your company.
This template not only contains images with background information on occupational safety, but also a series of graphs with statistics and figures on the subject as well as a useful icons toolbox.
As humans we are prone to making mistakes and getting things wrong, which is part of our everyday nature. However, in healthcare human errors can often lead to incidents, which can be sources of inconvenience or sometimes major consequences that can directly affect our patients.
Human factors theory plays an important role in understanding how human behavior contributes to such errors, through our interaction with colleagues, equipment, systems, and the working environment. The theory forms an integral part of aviation safety and has also found its feet in other industries, including healthcare.
This presentation was presented at the Saudi Health 2014 International Nursing Conference and introduced the basic concepts of human factors theory in nursing. Case studies were used as examples to draw on the factors that contribute to issues of care, which directly affect patients. Interventions of how to address common human factors to minimize risks were also discussed.
Human Factors in Innovation: Designing for AdoptionJim Kalbach
The ultimate goal of innovation is user adoption: we want people to actually use the things we create in a way that impacts their lives. But building the better mouse trap guarantees nothing. In fact, history shows it's not the whiz-bang of technology but rather human factors that matter in the end.
This is where UX designers come in. Through empathy and understanding of people's needs and perceptions, we can increase the rate of adoption and reduce the risk of non-adoption. This is good for business.
A holistic approach to Safety and Asset Integrity ExcellenceKienbaum Consultants
People and machines jointly create composite risk, which can be understood and mitigated through prescriptive analytics, moving operations from risk avoidance to value creation.
Question 11. Thoroughly discuss all of the elements associated w.docxIRESH3
Question 1
1. Thoroughly discuss all of the elements associated with developing a budget for a security action plan. Include a discussion about why budgets should be developed during the planning process and the possible consequences associated with developing an erroneous budget.
This assessment should be a minimum of 300 words.
Question 2
2. Detail the differences between performance measurement and quality assurance. Include a discussion of the various techniques for measuring performance and a discussion of the difficulties associated with assessing quality assurance..
This assessment should be a minimum of 300 words.
GENERAL OVERVIEW
There are various types of risks (pure, dynamic, speculative, static, inherent) that are associated with the protection of one’s assets. It is important that organizations are aware of the risks that exist and take action to control known risks. As a result, organizations should utilize the various risk assessment and management tools that are available. When managing risk, the focus should be on the elimination of risk, the reduction of risk, and the mitigation of risk. There are three factors that influence risk management: vulnerability, probability, and criticality. All three factors are equally important, and once assessed, resources should be allocated so that the maximum amount of risk is reduced.
Conducting a risk assessment is a very detailed procedure which requires security managers to consider several factors such as the human, physical and information assets at risk, the probability or of loss, the frequency of loss, the impact of loss (financial, psychological, and other), options available to prevent or mitigate loss, feasibility of implementing options, and cost-benefit analysis. One way to assist organizations in conducting a risk assessment is to utilize a security survey which identifies an organization’s assets, all potential threats to those assets, and existing vulnerabilities that could be exposed by the threats to the assets. Security survey results are not only useful for risk assessments, but are also useful for the current maintenance of safety and future security planning.
Planning and budgeting for implementing security strategies that result from risk assessment is not a simple task. First, there are several types of plans that one must choose from: single-use, repeat-use (standing), tactical, strategic, and contingency. All plans are comprised of three elements that flow in the cyclical manner: needs or risk assessment, alternative courses of action, and action plan selection. There are also several planning and management tools (CompStat, GIS) that can assist in the development of a plan. Once the plan is drafted a budget must be developed which includes a cost-benefit analysis that can help planners determine possible consequences associated with plan-related expenditures, the monetary value of those consequences, and any anticipated future costs ...
Safety ManagementSafety Management
S
Corporate
Culture
Examining its effects on safety performance
By Judith A. Erickson
SAFETY PERFORMANCE is divided into two
aspects: safety program elements and safety process
elements (Erickson, 2006). The program elements
deal with basic safety functioning: regulations, legis-
lation, training, audits and related items. These ele-
ments are considered hard skills and are under
control of the safety professional. The process ele-
ments are the underlying factors within an organi-
zation that either help or hinder the safety effort.
These soft skills are indicators of the corporate cul-
ture, and they are not under the safety professional’s
control (Erickson, 1994).
To achieve optimal safety functioning, both cultur-
al elements and compliance issues must be
addressed. The scientific evidence is overwhelming
that both hard and soft skills are needed to attain opti-
mal safety and business performance (Erickson, 1994;
2001; Shannon, Mayr & Haines, 1997; DeJoy, Schaffer,
Wilson, et al., 2003; Vredenburgh, 2002; Zohar &
Luria, 2004; Parker, Axtell & Turner, 2001; Hofmann &
Morgeson, 1999; Hofmann, Morgeson & Gerras, 2003;
Turner & Parker, 2003; Maierhofer, Griffin & Sheehan,
2000; Maister, 2001; Drucker, 1954; O’Toole, 1996;
Maister, 1997; Buckingham & Coffman, 1999).
However, some in the technical or engineering
fields believe that soft skills are not measurable by
any standard technique or protocol. Within acade-
mia, natural and physical research scientists often
posit this view when discussing the social sciences.
Yet, with rigorous research design and protocol,
social scientists can conduct scientific research that is
quantitatively and statistically equivalent to that of
natural and physical scientists. Through such meth-
ods, the effects of these soft skills have been statisti-
cally correlated with safety performance and
organizational functioning. These measurements are
available to researchers to help organizations im-
prove their safety and business performance.
When assessing organizational culture, SH&E
professionals must be aware of the scientific bases of
the cultural interventions they select. They must
Abstract: Research
demonstrates that cor-
porate culture influences
an organization’s safety
performance. When
assessing organizational
culture, SH&E profession-
als must be aware of the
scientific bases of the
cultural interventions
they choose. This will
help them decide ration-
ally and logically how
they will assess their cul-
tures and not be influ-
enced by flavor-of
the-month trends. This
will lead to informed,
intelligent decisions
that will provide corpo-
ratewide benefits.
decide rationally and logically how they will assess
their cultures and not be influenced by flavor-of the-
month jargon. This will enable them to make
informed, intelligent decisions that will provide cor-
poratewide benefits.
How Corporate Culture
Affects Safety Performance
Assessing corporate culture as.
Enterprise risk management has become a vital component to cyber security, logistics management, asset management and supply chain management. As organizations continue to rely on data to drive workforce automation, Industrial IoT and process automation, it is becoming necessary to analyze data to discover risk before it occurs and implement effective remediation practices and processes. Seminar participants will collaborate and explore the emerging new use cases for enterprise risk management that addresses the need to better understand how to leverage critical data to predict and understand how data analytics can support risk management and mitigation in an increasingly data-dependent workforce environment.
During this seminar, participants will:
a. Explore new innovations in enterprise risk management that will provide new career opportunities for STEM professionals
b. Examine the skills and experiences necessary to take advantage of risk management career opportunities
c. Discern the applicable areas for enterprise risk management
d. Determine the importance of addressing enterprise risk management in all digital transformation initiatives
e. Identify the market growth and consulting opportunities in enterprise risk management
BCJ 4385, Workplace Security 1 UNIT V STUDY GUIDE Ri.docxJASS44
BCJ 4385, Workplace Security 1
UNIT V STUDY GUIDE
Risk Assessments, Surveys, Planning, and
Program Implementation & Administration
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
1. Identify and evaluate safety and security risks to individuals and
organizations and the measures available to alleviate these risks.
2. Discuss the importance of appropriate security planning with a focus on
the scope of the planning at the community, institutional, and
international level.
3. Compare and contrast security planning between a private and public
administration including the various security agencies involved.
Unit Lesson
General Overview
There are various types of risks (pure, dynamic, speculative, static, inherent)
that are associated with the protection of one’s assets. It is important that
organizations are aware of the risks that exist and take action to control known
risks. As a result, organizations should utilize the various risk assessment and
management tools that are available. When managing risk, the focus should be
on the elimination of risk, the reduction of risk, and the mitigation of risk. There
are three factors that influence risk management: vulnerability, probability, and
criticality. All three factors are equally important, and once assessed, resources
should be allocated so that the maximum amount of risk is reduced.
Conducting a risk assessment is a very detailed procedure which requires
security managers to consider several factors such as the human, physical and
information assets at risk, the probability or of loss, the frequency of loss, the
impact of loss (financial, psychological, and other), options available to prevent
or mitigate loss, feasibility of implementing options, and cost-benefit analysis.
One way to assist organizations in conducting a risk assessment is to utilize a
security survey which identifies an organization’s assets, all potential threats to
those assets, and existing vulnerabilities that could be exposed by the threats to
the assets. Security survey results are not only useful for risk assessments, but
are also useful for the current maintenance of safety and future security
planning.
Planning and budgeting for implementing security strategies that result from risk
assessment is not a simple task. First, there are several types of plans that one
must choose from: single-use, repeat-use (standing), tactical, strategic, and
contingency. All plans are comprised of three elements that flow in the cyclical
manner: needs or risk assessment, alternative courses of action, and action plan
selection. There are also several planning and management tools (CompStat,
GIS) that can assist in the development of a plan. Once the plan is drafted a
budget must be developed which includes a cost-benefit analysis that can help
planners determine possible consequences associated with plan-related
expenditures ...
Facilitated Risk Analysis Process - Tareq HanayshaHanaysha
One of the most popular methods to perform a risk analysis is called Facilitated Risk Analysis Process (FRAP),FRAP will allow any organization to implement risk management techniques in a highly cost-effective way,develop an efficient and disciplined process to ensure that information-related risks to business operations are considered and documented.
Safety management and organizational performance of selected manufacturing fi...AJHSSR Journal
The health and safety (H&S) of employees is a very significant issue to consider with relation to
the attainment of organizational goals. The broad objective of the study is to examine the level of relationship
between safety management system and organizational performance of two plastic industries in Awka
metropolis. Three research questions and hypotheses were formulated in line with the specific objectives. The
study is anchored on Heinrich Theory. In pursuance of the objective of the study, the descriptive survey design
was adopted. The study worked with the population of eighty. Pilot study was conducted using a test retest
method to establish the reliability of the research instrument. The validity of the instrument was also tested. Chi
square was used for data analysis and Z test was also used to test the Chi square at 0.05 level of significance.
The findings revealed that safety management has a positive influence on firm’s profitability, that there is a
relationship between safety management and customer satisfaction, that safety management has influence on
employee commitment and that safety management reduces cost for organization. The study recommends that
Safety should therefore be afforded the highest priority, taking precedence over commercial, operational,
environmental or social pressures, in that staff must be given responsibility for their own actions, and managers
held responsible for the safety performance of their organisations.
Worker safety trainings are the most essential foundation block for building a safety culture in any organisation. Worker skill training and capacity building is unique and to be designed, developed and delivered with proper competence & focus.
The #KnowledgeReport on Worker Safety Skill Training –foundation for a sustainable safe workplace is here!
Launched at ICC Industrial Safety and Surveillance Conclave 2018
Download the full knowledge report!
https://www.consultivo.in/news-events/knowledge-partner-icc-safety-conclave/
#Consultivo #KnowledgeIsPower #KnowledgeReport #WorkerSafetySkillTraining #SafetyCulture
Serious Incident Prevention (SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
White paper pragmatic safety solutionsCraig Tappel
Small to mid-sized firms have a variety of safety-related challenges and priorities to address. The safety function is typically assumed by someone from Human Resources, Facilities, Finance, and/or Operations. We are not attempting to make anyone an expert in any of these areas; rather, we aim to provide a general guide to what key safety priorities to focus on, given limited time and capital resources.
Few engineering or administrative controls are used to protect workers in India's coal mines. Workers are exposed to coal dust which contains respirable crystalline silica and heavy metals. Workers suffer from silicosis and other pulmonary diseases from their workplace exposures in the mines. There is no health insurance and workers have a limited life expectancy.
The Health Safety Executive (HSE) published information on occupational lung disease statistics in Great Britain in 2023. The results underscore exposure to occupational illness in various industries in the UK.
Individual work tasks and business operations vary from industry to industry as well as within each industry. OSHA has collected a wealth of industrial hygiene sample data prior to the change in collection methods. We looked at the OSHA data to determine where the risks occurred within each industry. The results were surprising and the level of effort to inform workers was limited at the same time. Since our investigation, the occupational exposure limits have also changed so we compared the past data sets to the new exposure limits. There were even more surprised in our analysis.
While some stress is good to help drive business excellence, too much stress can have the opposite effect. There are individual variabilities of performance based on experience, education, training, and other psychosocial issues. Understanding stress and how to cope is very important tool. We explore the concerns of workplace stress and stress withing interpersonal relationships.
Migrant children are being exploited as they enter into a new country in order to support their family. These children work in agriculture, construction, and maritime industries. Some are sold as slaves while others are held in bondage or contract labor. No controls are used to protect their health or wellbeing.
After the earthquake in Turkey, workers, public and private citizens were exposed to asbestos, respirable crystalline silica and heavy metals from the debris and cleanup operations. This slide deck helps to illustrate the health hazards created by this disaster. Controls should have been used to reduce the risk of exposure.
Workers, volunteers, and the public are exposed to respirable crystalline silica, asbestos, and heavy metals from both natural and manmade disasters. This presentation looks at the potential occupational health exposures and the controls that could be used to reduce risk.
Workplaces in China have few controls yet they display updated industrial operations showing the hierarchy of controls. In many industries, workers are exposed to very dusty operations from coal mining to construction. This presentation aims to highlight those operations and work tasks where improvements can be made. There are consultants and organizations that could provide support to reduce the risk of exposure and prevent occupational illness and disease.
Business and industry in Bangladesh are different from the remainder of the world. Occupational health and industrial hygiene are poorly represented in the country. Health hazards and risk of occupational illness and disease are prevalent. A hierarchy of controls should be developed by the government and rules of engagement enforced. Tax credits should be given to employers to improve their workplaces and business culture. Investments in human capital should be made to evaluate conditions and provide sustainable improvements to reduce the liability and risk of illness and promote prosperity.
The industrial hygiene profession is expanding far beyond protecting worker health. IHs are looking into climate change, environmental and public health concerns, sustainability, mental health and so much more.
Many questions have been raised regarding the protection of workers and the public during the pandemic. This presentation offers insight into the precautions necessary of preventing exposure and the controls needed to reduce risk.
Industrial hygiene is a science to protect workers from harm due to chemicals, biological and physical agents, radiological and ergonomic exposures. Our professions spans other concerns related to workplace health including drugs and alcohol, mental health and so much more.
What we see does not always relate to the occupational health and safety hazards in the workplace. While doing surveys, our brain only sees 10% of what's actually going on. Learn more how to be more aware of your surroundings.
The business world is changing and the need to keep workers and leaders informed is ever more important. However, the time constraints to deliver the message must be provided in short sound bites so that it can be managed with the myriad of other daily responsibilities. The answer is to provide training when workers and leaders can attend online. Lessons need to be short and deliver meaningful information. The lessons need to build upon each other so the entire message is complete at the end of the training. By reimaging how we can deliver information in a timely fashion will improve our capacity to protect workers, public and the environment in the future.
Occupational and environmental health and safety have taken center stage in all market segments across the globe. The cost benefit of protecting workers, public, and the environment outweighs the cost of negligence and avoidance by limiting liability and risk while improving human performance, productivity, profitability and prosperity.
Mental health and psychosocial disorders are pervasive throughout the business world. Leadership needs to understand the cost benefits of incorporating these issues into existing safety and health management systems to improve the livelihoods of bot workers and their families. By improving policy, programs and procedures, everyone benefits from a better working environment, climate and culture.
Heat stress is a concern for baseball and softball officials doing multiple games over a tournament weekend. Some officials can officiate 9-11 games over a three day period with little rest in between. With elevated air temperatures and relative humidity during mid-day, officials are affected by the environmental conditions. This affects not only their cognitive skills but their physical ability to call plays. Wearing the protective gear places an additional heat strain on the officials behind the plate. This presentation discusses these issues and offers a basic model to judge the relative risk of heat stress for officials and assigners who are in good physical condition.
Industrial hygienists and occupational health professionals have been evaluating work environments and providing solutions to business for decades. With the advancement in technology and expansion of the profession into neighboring disciplines, they can provide total work health to more vulnerable populations across the globe.
The SARS CoV-2 virus has had a different effect on construction as opposed to other industries. These essential workers find themselves in various indoor and outdoor environments either working alone or along side with multiple trades. So the exposures vary with job work tasks and locations. This brief examines when it is necessary to employ more engineering or administrative controls to protect worker health.
Whenever a business is going to make a capital improvement to protect workers from harm, a cost benefit analysis should be done to determine if it is a sound decision. There are several ways to make the determination, which is explored in this brief.
More from The Windsdor Consulting Group, Inc. (20)
Occupational Health and Safety Cost Benefit analysis
Human Factors Presentation
1. Presented by:Presented by:
Bernard L. Fontaine, Jr., CIH, CSP, AIHA FellowBernard L. Fontaine, Jr., CIH, CSP, AIHA Fellow
The Windsor Consulting Group, Inc.The Windsor Consulting Group, Inc.
2. Courtesy of Patrick O Connor and Ken Arnold
Hazard Management and the Importance of Human Factors
Presentation to the Marine Board
3. Error s
Violatio ns
Development of an Organizational Accident (developed from J. Reason)
PersonPerson
Human Factors in Incidents
4.
5. Baker report on Texas City: “[BP’s] employees were not
empowered with a positive, trusting, and open
environment with effective lines of communication
between management and the workforce.”
Kansai Electric Power Company incident (which killed 5
people) in Mihama, Japan in August 2004 was attributed to
‘a demise in safety culture’.
Lord Cullen in his report on the causes of Piper Alpha: “it
is essential to create a corporate atmosphere or culture in
which safety is understood to be and accepted as, the
number one priority.”
6. ““80-85% of accidents over a reporting80-85% of accidents over a reporting
period of 1999 to 2001 involved humanperiod of 1999 to 2001 involved human
error (USCG)error (USCG)
50% of these initiated by human error,50% of these initiated by human error,
another 30% of these associated withanother 30% of these associated with
human errorhuman error”
7. Hazard, Risk and SafetyHazard, Risk and Safety
ManagementManagement
9. Safety Management SystemSafety Management System
(SMS)(SMS)Using national and international standards, guidelines, and
practices, safety management systems provide widespread
benefits in productivity, financial, human performance, quality and
other business objectives.
Management leadership and commitment – manpower and resources
Employee participation and engagement – surveys, training, meetings
Planning – written rules, SOPs, and JSAs
Implementation – surveys, inspections, audits, and safety committee
Operation – written safety program, leading and lagging indicators
Evaluation – annual self assessment and mishap investigations
Corrective action – relative to outcome of lagging/leading indicators
Management review – annual program evaluation for improvement
10. Human
Factors and
Safety Topics
Procedures
Inspections,
Audits, Workplace
Surveys
Training
Organizational
Culture
Relevant human
factors to worker
health, safety, and
risk governance
Written, technically correct,
maintained and accessible,
and easy to understand.
Hazard identification and
quantitative or qualitative
risk assessment of
workers in critical roles
Competence in job
function, knowledge of
hazard and control
measures
Leadership support of
compliant workers
and workers seeking
improvement
Associated health
and safety
outcomes from
performance
Applied, tested, and re-
evaluated for valid human
performance. Evaluate
personnel decision-making
needs. Right tools for job
and used correctly.
Evaluate fitness for duty
Measurement of worker
exposure, monitor of work
performance, and
evaluation of competence.
Consider human factors
and ergonomic issues.
Evaluate proficiency of
completing work tasks.
Training applicable to
specific hazards and risk,
and capability for each
worker. Matched skills
and aptitude. Know how to
use right tools or
equipment and report
deficiency gap in safety.
Evaluate safety
climate and culture
Construct of safety
policy, program, and
operating procedures
Provide right tools and
equipment for job.
Report deficiencies.
Critical Elements
Procedures reviewed and
relevant to current
operations/process.
Critical tasks identified
and analyzed. Work
aligns with hiring process
Evaluation of mishaps,
near-miss events, levels
of exposure, and safety
controls. Workers
capable of completing
job tasks/assignments
Formal and practical
training provided for
identified hazards
and/or training to use
and operate equipment
and machinery.
Training objectives
commensurate with
safety hazards/risk.
Workers selected
based on capability
and experience.
Performance
Indicator(s)
Percent (%) of operating
procedures based on
recent self-assessment of
human performance
(Leading indicator)
Percent (%) of facility
inspections, audits,
surveys both planned vs
performed annually
(Leading indicator)
Number of workers or %
of staff provided safety
training and determined
to be competent
(Leading indicator
Health and safety
climate measurement
and evaluation of
psychosocial issues
(Leading indicator)
Human Factors and SafetyHuman Factors and Safety
11. Commitment: In the face of ever-increasing commercial and
economic pressures, does the organization have the will to make
SMS tools work effectively?
Cognizance: Does the organization understand the financial and
social impact of safety relative to the involvement of human and
organizational factors?
Competence: Neither of the other two drivers is sufficient without
the necessary practical skills. Does the organization’s SMS possess
the right tools, and are they properly understood and utilized
appropriately by leadership and the workforce?
Predictive analysis and solutions can be applied to properly manage
human factors issue related to safety management and risk.
12. Drivers for Human FactorsDrivers for Human Factors
in Safety Management andin Safety Management and
RiskRiskCommitment Cognizance Competence
Principles
Safety management is an
integral part of the business
process. Past events are
carefully reviewed; novel
scenarios are imagined. Top
management is actively engaged
in safety-related issues.
No final victories in the safety
war. Human fallibility and natural hazards
will never be eliminated, only moderated.
Organization understands: person,
engineering and system models of safety
management It expects its workforce to
make errors and trains them to detect and
recover. ‘Upstream’ systemic factors are
easier to manage than fleeting
psychological states like inattention or
forgetfulness.
Organization recognizes that the
effective management of safety. It
involves the regular sampling of a
variety of organizational parameters
(scheduling, planning, resource
allocation, procedures, defenses,
training, communication, production
conflicts, and the like), identify which of
these ‘vital signs’ is most in need of
attention, and carrying out remedial
actions
Policy
Company policy to remind all
levels of leadership that safety is
everyone’s responsibility.
Resolve short-term production
and protection issues safely.
Policies should be in place to
encourage safety messengers.
Organization should publically recognize
critical dependence of effective SMS upon
the trust of the workforce. A safe culture is
the product of a reporting culture that, in
turn, can only arise from a just culture. Use
crisis emergency and recovery planning to
test business.
Policies relating to near-miss and
incident reporting should make clear the
company’s stance. Disciplinary policies
should be predicated on distinction
between acceptable/unacceptable
behavior. Key determinant is not so
much the act — error or violation—as
the nature of the embedded behavior.
Excerpts taken from unpublished paper entitled “Human Factors Aspects of
Safety Management Systems” written by James Reason
13. Drivers for Human FactorsDrivers for Human Factors
in Safety Management andin Safety Management and
RiskRiskCommitment Cognizance Competence
Procedure
s
Organization should establish
written operating procedures for
each work task based on hazard
identification using a job safety
analysis and risk assessment.
Controls should be identified to
include engineering,
administrative, and finally the use
of personal protective equipment
suited for the individual work
tasks.
Procedures, i.e., maintenance, should not
only explain how the job be done, but also
identify the likely error-prone steps in the
task. Training in the recognition/recovery of
errors should support appropriate
procedures. Inform by data on recurrent
error traps derived from safety information
reporting systems. Procedures should be
well written in cooperation with those
actually experienced doing the job.
Procedures should be appropriate,
accessible, intelligible and workable.
Write procedures with the
understanding that people hardly ever
read and do at the same time. Such a
balance is very important in relation to
intrinsically error-provoking activities
like repairs and maintenance activities.
Practice
Routine audits, inspections, and
surveys along with interviews of
the workforce are needed to
understand what gets done and
how it gets done. Errors and
omissions can be detected and
corrections made before a crisis
develops.
The ‘safety health’ of the organization
should be continuously monitored
using both reactive outcome data and
proactive process measures. The
former help to identify recurrent error traps,
while the latter focus attention
upon current systemic weaknesses. Use
rapid, useful and intelligible feedback
channels to communicate the lessons
learned and the actions needed.
Visible top-level involvement in safety
practices. Management should not only
walk the talk,
but also talk the walk. Each level of
management should understand the
hazards and risks associated with the
work and the need to have established
policy, programs, and operating
procedures to the work.
Excerpts taken from unpublished paper entitled “Human Factors Aspects of
Safety Management Systems” written by James Reason
14. Operators setting up the process made an error and tank
outlet inadvertently closed causing the phenol to overflow
No one was injured, but the direct cost in loss of materials,
lost production and recovery of the phenol was £39,800.
Indirect cost not calculated.
Investigations found the system for controlling pumps and
valves was badly designed and prone to human error.
Phenol is a systemic poison from exposure by inhalation and
direct skin contact and absorption
Source: HSE website www.hse.gov.uk/comah/index.htmT
17. Engineering
Safety management
Human factors
Need to design
better engineering
More
procedures!
Behavioural
modification
will fix it…
Time
Accident
rate
Human Factors in Safety
Management and Risk Governance
18. Engineering
Safety management
Human factors
Better design More
procedures!
Behavioural
modification
will fix it…
Time
Accident
rate
Continuous improvement
Human Factors in Safety
Management and Risk Governance
19. Engineering
Safety management
Human factors
Better design More
procedures
Behavioural
modification
will fix it…
Time
Accident
rate
The “Engineers Graph” or why I don’t need to do anything...
Continuous improvement
Workforce
involvement
Human Factors in Safety
Management and Risk Governance
20. Is there a way to establish a true and measure effective safety
culture within the industry that ensures how people recognize
risks and act upon them decisively?
Does the current leadership and organizational structure
adequately manage the health or safety risks in the industry?
Does leadership understand the hard and soft aspects of the
human element and direct/indirect cost associated with errors?
Are global occupational health and safety policy, programs, and
procedures too rigid/complicated or inadequate to manage
risks?
Is risk communication used to affect safety culture and change
management as a driver for the continuous improvement of the
safety management system?
22. Lagging IndicatorsLagging Indicators Leading IndicatorsLeading Indicators
Total lost work days
Restricted work days
Number of fatalities
Injuries/illness rate
Asset/property damage
Vehicle mishaps
Near-miss incidents
Chemical releases
WC trends and amount
Experience modification
Safety/health meetings
Supervisor training
Employee training
Number of inspections
No. of audits/surveys
No. of self-inspections
Reward/recognition
Employee turnover rate
Observations/accidents
Risk/hazard assessment
23. Improper work procedure
Misdiagnosed situation
Wrong response action
Exceeded ability/authority
Inappropriate maneuver
Poor decision making
Adverse mental state
Haste or task saturation
Situational awareness
Failed to use resources
Hiring the wrong person
Fail to track performance
Breakdown in visual scan
Failed to prioritize focus
Inadvertent use of controls
Omitted step in procedure
Omitted checklist item
Poor technique or ethic
Over reaction to controls
Inexperience or capability
Adverse physiological state
Physical or mental limitations
Inadequate safety training
Lack of intelligence/aptitude
Lack skills or qualifications
Misapplied skill set
Spatial disorientation
Visual illusion
Misunderstood task
Misunderstood rules
Poor work environment
Miscommunication
Tight time constraints
Personal readiness
Work/home distraction
Mental complacency
Inadequate reaction time
Inadequate rest breaks
Time pressures
Failed job requirements
Failed to follow direction
Lack of worker training
Breakdown communication
No supervisor oversight
Hazard not identified
Controls in-place not used
Substandard work practices
Pre-existing illness or injury
Failure of leadership to act
Failure to correct problem
Failed to enforce the rules
Failed to report unsafe acts
Lack of funding
Excessive cost cutting
No formal accountability
Poor equipment design
Unauthorized work
Exceeded authority
Over reaction
Lack of capability
Lack of qualification
Except very high risk
Poor planning
Lack of objectives
Unrealistic goals
Under manned/resourced
Organizational ChallengesOrganizational Challenges
24. Things we know:
Process hazards are understood but human risks vary in uncertainty
The value of managing hazards/controlling risk robustly is accepted
Principles of inherent safety are clear but sometimes ignored
Risk assessment techniques are available and proven within industry
However:
Major hazards, other than process and production; human factors
do not always receive the same level of attention in the initial phase
of design and fabrication
Preventing major accidents tends to focus heavily on the hardware,
less on the outcome of the human experience or performance
Designs continue to increase in complexity but the human element
remains unchanged or not considered a critical factor
Change management does not always consider human factors in
final equation since it is considered inherent to the organization
25. Hazard ID, Risk Assessment & Prioritization
Triggers Tools
-New Projects
-Renew al of Facilities
-New Standards
-Incident Response
-Periodic Review s
-Audits
-Regulatory
-Employee Concerns
-Excursions
-M AR
-HAZID
-HAZOP
-LOPA
-FM EA
-QRA
-ESSA
-EERS
-Blast Study
Major
Hazard
& Risk
Register
Common Risk Matrix
Risk Mitigation Planning & Controls
Options Decisions Plan
-Engineering Studies, FEL
-Non Engineering Options, e.g.
Administrative Controls
-Evaluation by Risk Ow ner
Execute Plan
•Priority
•Resources
•Progress Tracking and Review s
Emergency Response Plan
•Update
Communicate Hazards & Plan
Text Description
Profile &
Score Cards
-Text
-Text
-Text
-Text
Evaluation
-Text
-Text
-Text
-Text
Corrective
Action
-Text
-Text
-Text
-Text
KPI
Measurement
-Action Tracking
-Leading Indicators
-Lagging Indicators
Measurement, Evaluation & Corrective Action
Management
Review s
-Text
-Text
-Text
-Text
Improvement
Thru Strategic
Direction
-Text
-Text
-Text
-Text
Risk
Management
System
-Text
-Text
-Text
-Text
Management Review & Improvement
Continuous Hazard Assessment and Risk Reduction
-Partner Approval -Roles &
-Residual Risk Responsibilities
-Business Decision Process -M milestones/
-Commercial Decisions Dates
-Action Tracking
Levels of authority based on
level of risk -Progress
Integrated Engineering
and Business Plan
Review s
27. Most Common Issues…
Organizational change
Staffing levels/workload
Training and competence
Operating procedures
Managing human failure
Correct hard/soft skills
Fatigue and shift change
Organizational culture
Human factors in design
Communications/interfaces
Integration of human factors into risk
Assessment and investigations
Behavioural safety = Human factors/
28. Balance of Hard and Soft Skills
Hard Skills
Calculate to solve problem
Operate machinery
Speak a foreign language
Following directions
Demonstrate competence
Previous work experience
Soft Skills
Good manners and trustworthy
Time management
Accept suggestions or criticism
Ability to ask for help or support
Integrity and leadership
Teamwork and adaptability
29. Failure to correctly specify behaviour
Individual involved not informed of issue or incompetent
Task personnel engaged in at the time not discussed/informed
What they did (or did not do) – human error related to knowing
the operating procedure and understanding the process
Communicating risk and outcome if rules are not followed
Making early decisions and sticking to them
As new information becomes available, a critical decision may
result in violation of safe operating procedures
Failure to identify the multiple individual and/or organizational
behaviours contributing to a mishap or near-miss incident
Timeline critical and sensitive to process or operation
30. Company Understanding The reality is… Management should…
Personnel will follow established written
rules for occupational health and safety
while at work. Workers will ask questions
about unfamiliar assigned work tasks or
when operating new equipment.
Procedures are often out of date, poorly
written, vaguely understood or ambiguous.
Lack of training by supervisor forcing
people make up their own rules to do the
work.
Find out why procedures are not followed,
Determine if the process or operation can
be improved or become more efficient by
engaging stakeholders. Hire competent
talent and training personnel in the
hazards, risks, and controls.
Personnel will be competent in everything
they do. They have been hired with the
skill sets to do the job based on past
performance training, and qualifications.
Younger hires are more familiar with safety
technology because of their education to
do the job right.
Everyone has gaps in their knowledge and
understanding of the operation or process,
equipment or machinery used, and
requirements to reduce risk and use
engineered control measures.
Some companies have lost highly
experienced personnel due to attrition or
economic downsizing.
For novices: provide supervision and train
on safety procedures
For those whose knowledge is ‘rusty’:
reassess capability and gaps and provide
refresher training
For those who are leaving: plan to mentor
others to take over by learning from the
experience of old hands before they retire.
Personnel are highly motivated in their
work, organization, and career. Personnel
demonstrate positive work ethic, good
attitude, and desire to learn or be trained.
Even the person in their ideal job has
some ‘off days’; routine tasks are simply
boring and workers become complacent.
Workers have social, religious, or family
issues.
Design jobs to stimulate interest; use
engineering/administrative controls to
reduce risk. ‘Rotate’ in and out of the most
boring but necessary jobs. Consider time-
off
Safety Behaviour/Risk atSafety Behaviour/Risk at
WorkWork
31. Company Understanding The reality is… Management should…
Personnel are always where
they should be
People wander off or are asked to do
favors for others that takes them out of
their normal workplace Downsizing stress
limitation on coverage and availability.
Accept that people won’t always be where
they should be. Provide radios and pagers.
Arrange for back up cover when someone
really does need to go elsewhere
In an emergency, personnel will make right
decisions to ‘save the day’
Real emergencies are often highly
complex and stressful. People don’t
react as in the emergency plan
Practice emergencies so everyone is
familiar with required routines and
maintains skills for infrequent events.
Provide clear information/instructions.
Have contingency plan and ensure
everyone knows role and responsibility
Work highly reliably: be very unlikely to
make an error
All tasks are prone to human errors –
some more than others. Human errors are
a major cause of accidents and can
occur in all jobs including operations,
repairs, maintenance, adjustments,
modification and management. Job safety
analysis provides insight into the hazards
and controls for each phase of the
operation or process.
Consider human and operational error
when assessing/evaluating risk. Make
safety systems as ‘forgiving’ as possible
(resistant to error; allow time for correcting
the error). For safety critical tasks, make
sure key steps are independently checked,
and that procedures and other job aids are
clear. Avoid a ‘blame culture’ game.
Safety Behaviour/Risk atSafety Behaviour/Risk at
WorkWork
Other key problems we have found from inspection and assessment are:
Too much emphasis being placed on reducing personal accidents (slips, trips, falls
etc.) without an equal focus on preventing major accidents
Failing to realize that that safety culture is about everyone in the company, including
managers and senior leadership, not just the ‘front line’
Not being clear how the safety management system will prevent or reduce human
errors which may lead to major accidents
32. Linear risk problems can be managed using a ‘routine-
based’ strategy, such as introducing a law or regulation
Complex risks may be best addressed by accessing and
acting on the best available scientific expertise, aiming for a
‘risk-informed’ and ‘robustness-focused’ strategy
Uncertain risks are better managed using ‘precaution-based’
and ‘resilience-focused’ strategies, to ensure the
reversibility of critical decisions and to increase a system’s
capacity to cope with surprises
Ambiguous risk problems require a ‘dialogue-based’
strategy aiming to create tolerance and mutual understanding
of conflicting views and values with a view to eventually
reconciling them
33. Based on both the evidence from the risk appraisal and evaluation of
broader value-based choices and the trade-offs involved, decide
whether or not to take on the risk.
Acceptance
Reduction
Prohibition or
Substitution
No formal intervention
necessary
Benefit is worth the risk,
but risk reduction
measures are necessary
Risk so much greater
than benefit that it
cannot be taken on
34. Basic elements of Risk Governance:
Pre-appraisal of industry hazards
Hazard identification of all occupational risks
Assessment via risk register
Mitigation and strategic management planning
Review for change and continuous improvement
Two broad approaches to apply these principles
Prescriptive
Goal Setting
35. Assessment Sphere:
Generation of Knowledge
Management Sphere:
Decision on & Implementation of Actions
Risk Characterisation
• Risk Profile
• Judgement of the
Seriousness of Risk
• Conclusions & Risk
Reduction Options
Risk Evaluation
• Judging the Tolera-
bility & Acceptability
• Need for Risk
Reduction Measures
Tolerability & Acceptability Judgement
Pre-Assessment:
• Problem Framing
• Early Warning
• Screening
• Determination of Scientific Conventions
Pre-Assessment
Risk Appraisal:
Risk Assessment
• Hazard Identification & Estimation
• Exposure & Vulnerability Assessment
• Risk Estimation
Concern Assessment
• Risk Perceptions
• Social Concerns
• Socio-Economic Impacts
Risk AppraisalRisk Management
Implementation
• Option Realisation
• Monitoring & Control
• Feedback from Risk Mgmt. Practice
Decision Making
• Option Identification & Generation
• Option Assessment
• Option Evaluation & Selection
Risk Management
Communication
1 Knowledge Challenge:
Complexity
Uncertainty
Ambiguity
2 Risk judged:
acceptable
tolerable
intolerable
3 Risk Management Strategy:
routine-based
risk-informed/robust focus
precaution-based
resilience-focus
discourse-based
37. Pre-Assessment
Components
Definition Indicators
1 Problem framing Different perspectives of how
to conceptualize the issue
dissent/consent on goals of selection rule
dissent/consent on relevance of evidence
choice of frame (risk, opportunity, fate)
2 Early warning Systematic search for new
hazards
unusual events or phenomena
systematic comparison between modeled
and observed phenomena
novel activities or events
3 Screening
(risk assessment and
concern assessment
policy)
Establishing a procedure for
screening hazards and risks
and determining assessment
and management route
screening in place?
criteria for screening: hazard potential,
persistence, ubiquity, etc.
criteria for selecting risk assessment
procedures for: known risks,
emergencies, etc.
criteria for identifying and measuring
social concerns
4 Scientific conventions
for risk assessment &
concern assessment
Establishing a procedure for
screening hazards and risks
and determining assessment
and management route
definition of NOAEL
validity of methods and techniques for
risk assessments
methodological rules for assessing
concerns
38. Risk Assessment
Hazard identification and estimation
Exposure assessment
Risk estimation
Concern Assessment
Socio-economic impacts
Economic benefits
Public concerns (stakeholders and individuals)
39. Assessment Definition Indicators
1. Generation Identification of potential risk
handling options, in particular risk
reduction, i.e. prevention,
adaptation and mitigation, as well
as risk avoidance, transfer and
retention
standards, voluntary agreements
performance rules
restrictions on exposure or vulnerability
economic incentives
compensation
insurance and liability
labels, information/education
2. Assessment Investigations of impacts of each
option (economic, technical,
social, political, cultural)
effectiveness and efficiency
minimization of side effects
sustainability
fairness
legal and political implementability
ethical acceptability
public acceptance
3 Evaluation and
Selection
Evaluation of options (multi-
criteria analysis)
assignment of trade-offs
incorporation of stakeholders & the public
4. Implementation Realization of the most preferred
option
accountability
consistency
effectiveness
5 Monitor and
Feedback
Observation of effects of imple-
mentation (link to early
warning)
Ex-post evaluation
intended impacts
non-intended impacts
policy impacts
40. RISK MANAGEMENT
DECISION PROCESS
Is Maximum
Possible Loss
(MPL) Severe?
Analyze Factors Affecting Size
of Possible Loss
Eliminate
Source(s) of Loss
Reduce Possible
Loss Size by
Positive Action
Transfer Risk
Does Any Severe
Possible Loss
Remain?
Assume Risk
Transfer
Refused
Risk
Remains
Too High
DO NOT PROCEED
DISCOUNTINUE
OPERATION
PROCEED
CSURMA Self-
Insurance Pool
Contractual
Transfer
Commercial
Insurance
Avoid / Eliminate
Campus
Deductible
Assume
Calculated
Severe Risk
Assume Low
Risk Exposure
Identify Exposure to
Possible Loss
Estimate Maximum
Possible Loss / Probability
of Loss
CSURMA Self-
Insurance Pool
Contractual
Transfer
Commercial
Insurance
CSURMA Self-
Insurance Pool
Contractual
Transfer
Transfer
Refused
Risk
Remains
Too High
Commercial
Insurance
CSURMA Self-
Insurance Pool
Contractual
Transfer
DO NOT PROCEED
Transfer
Refused
Risk
Remains
Too High
Commercial
Insurance
Self-
Insurance Pool
Contractual
Transfer
Identify Exposure to
Possible Loss
Estimate Maximum
Possible Loss / Probability
of Loss
Analyze Factors Affecting Size
of Possible Loss
Identify Exposure to
Possible Loss
Estimate Maximum
Possible Loss / Probability
of Loss
Reduce Possible
Loss Size by
Positive Action
Avoid / Eliminate DISCOUNTINUE
OPERATION
Reduce Possible
Loss Size by
Positive Action
Avoid / Eliminate
Eliminate
Source(s) of Loss
Assume Risk
Assume
Calculated
Severe Risk
Eliminate
Source(s) of Loss
Assume Risk
Campus
Deductible
Assume
Calculated
Severe Risk
Eliminate
Source(s) of Loss
Assume Risk Assume Low
Risk Exposure
Campus
Deductible
Assume
Calculated
Severe Risk
Eliminate
Source(s) of Loss
Assume Risk
PROCEED
Assume Low
Risk Exposure
Insurance
Deductible
Assume
Calculated
Severe Risk
Eliminate
Source(s) of Loss
Assume Risk
YES
YES
YES
YES
YES
YES
YES
NO
NO
YES
NO
YES
YES
NO
YESYES
YES
NO
NO
YESYES
YES
NO
YES
NO
YESYES
YES
YES
YES
NO
YESYES
YES
YES
YES
YES
NO
YESYES
YES
YES
YES
YES
YES
NO
YESYES
YES
41. Management
Internal
• Involving all affected regulatory or government bodies if risk management measures have impacts on
their mandate
External
• Press conferences on selection of management measures (low uncertainty and ambiguity)
• Information of stakeholders about regulatory impact review and, if needed, organisation of hearings
(high uncertainty and low ambiguity)
• Engaging in formal deliberations with stakeholders and representatives of the public (high ambiguity)
Risk Communication
42. Pre-assessment
Shaping the process (consensus on frames)
Design Discourse
Appraisal
Gathering information and knowledge
Epistemic Discourse
Assessment and Evaluation
Deliberating around values/perspectives and assigning trade-offs
Reflective Discourse
Management
Weighing pros and cons of management measures
Pragmatic Discourse (for low ambiguity)
Participative Discourse (for high ambiguity)
Stakeholder Involvement at
Different Stages
43. Complexity
Epistemic
Use experts to
find valid,
reliable and
relevant
knowledge
about the risk
Uncertainty
Reflective
Involve all
affected
stakeholders
to collectively
decide best
way forward
Ambiguity
Participative
Include all
actors to
expose,
accept,
discuss, and
resolve
differences
Simple
Instrumental
Find the most
cost-effective
way to make
the risk
acceptable or
tolerable
Management/ Staff
Dominant risk
characteristic
Type of
participation
Actors
Management/ Staff Management/ Staff Management/ Staff
Scientists/
Researchers
Affected
stakeholders
Civil society
Scientists/
Researchers
Scientists/
Researchers
Affected
stakeholders
As the level of knowledge changes, so also
will the type of participation need to change
44. Integrate risk assessment with techniques applied in the human
factors to improve the safety management of process hazards
Some steps to achieve this:
Review best practices from around the world with the industry
and other industries
Update best practices, provides more focus on the human
element, and addresses non-process related hazards more
robustly at the design and fabrication stage
Hold an industry workshops to present and review the proposed
approach and seek stakeholder input on human factors content
Balance prescriptive and goal setting approach and predictive
solutions to deliver a more human approach to industry
Using predictive analytic data to determine how human factors
concerns can be applied to hazard identification and risk control
45. Industry has made great progress managing process related hazards and
preventive strategies to protect workers, property, and environment
Focus on managing process major hazards through the design and
incorporation of more complex equipment and systems
Non-process related major hazards are well understood but receive less
focus than the process hazards during design and fabrication
Challenges of industry continue and require multi-disciplinary and cross
functional collaboration internal/external to the organizations even when
manpower and resources are stretched
Accidents continue to happen and the majority can be linked to a human
error or inadequate human performance
Industry needs to raise the bar using predictive analytic data to improve
human performance, reduce risk, limit liability, sustain productivity, and
meet regulatory obligations