The document discusses the importance of risk assessment in preparing emergency response plans (ERPs) for small and medium enterprises (SMEs). It notes that the government aims to reduce workplace accident rates by 2020. It then provides statistics on workplace accident rates in Malaysia from 2005 to 2009. The document also discusses causes of accidents, definitions of key terms like emergency, disaster and risk, objectives and advantages of having an ERP, and basic concepts in risk assessment like hazards, dangers, risks and the risk life cycle.

1. COSH 2011@KLCC
The Importance of Risk Assessment
in Preparing ERP for SMEs
19.07.2011
Dr. Mohd Rafee Baharudin

2. The government aims to reduce the workplace
accident rate to THREE (3) cases for each 1,000
workers by 2020 compared to the (SIX (6) cases
per 1,000 workers at present (2010).
DG of DOSH: Datuk Dr Johari Basri.

3. 50000
43,885
45000
40,617
40000 38,657
35,092 34,394
35000
Number of accident
30000
25000
20814 commuting
19041
20000 17297 17704 17682 industrial
15000
10000
5000
0
2005 2006 2007 2008 2009
Year
3

4. CAUSE OF ACCIDENTS
UNSAFE ACTS & UNSAFE CONDITIONS
80%
UNSAFE ACTS
14%
UNSAFE CONDITIONS
4%
AOG
2%

11. Emergency (NFPA)
• A serious situation or occurrence that happens
unexpectedly and demands immediate action.
• A fire, explosion, or hazardous condition that poses
an immediate threat to the safety of life or damage
to property.

12. Major accident
• means an occurrence including a major
emission, fire, or explosion resulting from an
uncontrolled development in an industrial activity
that leads to serious danger to persons (immediate
or delayed) inside or outside of the facility, to the
environment, and involving one or more hazardous
substances.
OSH(Control of Industrial Major Accident Hazards) Reg. 1996

13. BRIGHT
SPARKLES
Sungai Buloh
7th MAY 1991

20. Port Klang
1992

25. BINTULU 1997

36. Disaster
• an incident that occurs in a sudden
manner, complex in nature, resulting in the loss
of lives, damages to property or the environment
as well as affecting the daily activities of the local
community
• requires the handling of
resources, equipment, frequency and extensive
manpower from various agencies as well as
effective coordination
adapted: Directive No. 20

38. Known Disaster in Malaysia
Year Location Event Type Fatality Injury Evacuated
1988 Butterworth, Penang Jetty collapse 32 1674 -
1991 Sungai Buloh, Selangor Fire/Explosion 22 103 -
1992 Port Klang, Selangor Fire/Explosion 10 - -
1993 Hulu Kelang, Selangor Building collapse 48 - -
1995 Genting, Pahang Landslide 20 22 -
1996 Genting, Pahang Road Accident 17 - -
1996 Pos Dipang, Perak Mud slide 44 - -
4925 homes
1996 West Coast, Sabah Tropical storm/ Ribut GREG 230 -
destroyed-
1997 Sibu, Sarawak Virus Outbreak/Coxsackie 25 - -
1998 Nation wide, Malaysia Haze ? ? ?
2004 Northern Coastal, Malaysia Tsunami 68 - 13 villages
2006 Nation wide, Malaysia Haze ? ? ?
2008 Bukit Antarabangsa, Selangor Landslide 5 13 3000 residents

39. HIGHLAND
TOWERS
11th DECEMBER 1993

45. Bukit Antarabangsa

53. Emergency Disaster
Emergency or Disaster ?

54. Objectives Of ERP
• MINIMIZE personal
injury, property & environment
DAMAGE
• Provide immediate resumption of
NORMAL OPERATIONS
• Provide a basis for TRAINING &
increasing PREPAREDNESS ability
for all personnel and community
affected by the event
• Meet LEGISLATIVE requirement.

55. Purpose of ERP
• The purpose:
– To LOCALIZE the emergency within
the site
– To MINIMIZE the effects of the
incidence on people, community
and property within the site
– To ensure effective and efficient
COOPERATION AND COORDINATION
amongst Authority Having
Jurisdiction (AHJ), community and
the affected site.

56. Advantages of ERP
• Provide “guidance” on Is this person
actions to be taken to trained??
organize personnel and
resources during
emergency
• Ensuring emergency
equipment is
maintained, ready for use.
• Personnel and community
are TRAINED and prepared

57. Advantages of ERP (cont.)
• Provide:
– Clear identification of the site
– Potential hazard
– Safe Entry and Exit route for Responding Agencies and evacuation of
affected community
• Coordinate the responses of on-site and off-site emergency services
– Multi-Jurisdictional cooperation and coordination
– Community/local ERT support

58. Stages of an Emergency
1st Emergency Level
Trigger
escalation? End of
incident emergency
trigger
minutes hours days months
PRE-EMERGENCY EMERGENCY
RECOVERY
EMERGENCY
LEVELS
Time

59. Levels of Emergencies
Depends on severity of the incident and capability of the
organisation
• Level 1
If within the capabilities of the organisation
• Level 2
If external assistance is required: mutual aid, district or other
agencies. MKN Arahan 20 may apply.
• Level 3
State or National Disaster. MKN Arahan 20 takes over.

60. Effective ERP Preparedness
High Response Response Effort
High Success
S
Consequences
E
V
E
OBJECTIVE
R
I
T
Low Response
Y
Success
Low
Time Lapse
Incident Begins

61. Lifeline service:
Maximum timeframe for loss of service
• Electricity 8-10 hours
• Gas 24 hours
• Water 2-4 hours
• Sewage 2-4 hours
• Rail 24 hours
• Road 2 hours
• Communications 8-12 hours

62. Basic concepts
Hazard (MS 1722:2003)
A source or a situation with a potential for harm
in terms of human injury or ill health, damage to
property, damage to the environment or a
combination of these.
Danger
Danger is the relative exposure to a hazard. A
hazard may be present but there may be little
danger because of control measures taken.

65. • Risk means a combination of the likelihood of
an occurrence of a hazardous event with
specified period or in specified circumstances
and the severity of injury or damage to the
health of people, property, environment or
any combination of these caused by the event.

66. • Risk assessment means the process of
evaluating the risks to safety and health
arising from hazards at work.
• Risk management means the total procedure
associated with identifying a hazard, assessing
the risk, putting in place control
measures, and reviewing the outcomes.

67. Risk life cycle
Risk is present in every aspect of the life cycle
of a facility. Therefore it requires us to identify
the risks in every phase of the life cycle and
develop methods to manage them.
.

68. Types of Risk Assessment
Quantitative Qualitative
Scientific studies & measurements Semi-quantitative or non scientific
Comparison of results with limit values Judgment decisions with technical
knowledge
Occupational hygiene, noise, structural Professional and personal
design, ergonomics etc. experiences/biases
Extremely subjective
Personal and individual variations
May not be bought in to by any medium
to large scale organization
Probability and consequence model

69. Choose the correct R.A.M

70. Slightly harmful Harmful Extremely
harmful
Highly unlikely Trivial Risk Tolerable Risk Moderate Risk
Unlikely Tolerable Risk Moderate Risk Substantial Risk
Likely Moderate Risk Substantial Risk Intolerable Risk
British Standard BS 8800

71. Three categories of harm
• Slight Harm: Harm that is of a temporary
nature, e.g. headache or muscle strain that
dissipates.
• Harm : Harm that results in permanent minor
disability, e.g. slight deafness, small reductions
in lung function, minor back problems.
• Extreme harm : Premature death or
permanent major disability.

72. Risk Level Description
Trivial No action nor documentary records needed - but good
practice to record the assessment
Tolerable Improvement not mandatory, but record and monitoring
Risk required to ensure controls are maintained. Go for cheap
improvements where possible.
Moderate Aim to reduce risk but costs of prevention may be limited.
Risk Measures should be tied to a timetable
Substantial Where the risk involves work in progress urgent action
Risk should be taken otherwise work should not start until the
risk has been reduced. Considerable resources may have
to be allocated.
Intolerable Work should not be started or continued until the risk has
Risk been reduced. If it is not possible to reduce risk even with
unlimited resources work has to remain prohibited.

73. Severity Index Description
4 Fatality & Permanent Disability
3 > 4 days MC
2 < 4 days MC
1 First aid cases
Severity Index Description
4 Fatality
3 Permanent Disability
2 Temporary Disability
1 First aid cases

74. Likelihood

75. Severity

76. Hazard(s) Effect Likelihood Severity Risk
Fire 1 5
2 4
3 3
4 2
5 1

78. Some criteria for assessing risk
treatment options
Criteria Questions
Cost Is this option affordable? Is it the most cost-effective?
Timing Will the beneficial effects of this option be quickly
realised?
Leverage Will the application of this option lead to further risk-
reducing actions by others?
Administrative Can this option be easily administered or will its
efficiency application be neglected because of difficulty of
administration or lack of expertise?
Continuity of effects Will the effects of the application of this option be
continuous or merely short-term?

79. Criteria Questions
Compatibility How compatible is this option with others that may be
adopted?
Jurisdictional authority Does this level of government have the legislated
authority to apply this option? If not, can higher levels
be encouraged to do so?
Effects on the economy What will be the economic impacts of this option?
Effects on the environment What will be the environmental impacts of this option?
Risk creation Will this option itself introduce new risks?
Equity Do those responsible for creating the risk pay for it’s
reduction?
When the risk is not man-made, is the cost fairly
distributed?

80. Criteria Questions
Risk reduction potential What proportion of the losses due to this risk will
reaction this option prevent?
Political acceptability Is this option likely to be endorsed by the relevant
governments?
Public and pressure group Are there likely to be adverse reactions to
implementation of this option?
Individual freedom Does this option deny basic rights?

81. Don 't have a spoon?
I can fix that!

82. Seatbelt broken?
I can fix that!

83. New TV too big for the old cabinet?
I can fix that!

84. Room too dark using compact
fluorescents? I can fix that!

85. Electrical problem?
I can fix that!

86. Car stereo stolen?
I can fix that!

87. Can't afford a real GPS?
I can fix that!

88. Can't read the ATM screen?
I can fix that!

89. Car imported from the wrong country?
I can fix that!

90. Satellite go out in the rain? I can fix
that! (TAKE THAT ASTRO!)

91. Electric stove broken & can't heat
coffee? I fixed that

92. Wiper motor burned out?
I can fix that!

93. Display rack falling over?
I can fix that!

94. Tires worn out? I fixed that. Might be a
little hard to steer.

95. Desk overloaded?
I can fix that!

96. Car can't be ordered with the "Woody"
option? I can fix that!

97. Exhaust pipe dragging?
I can fix that!

98. Gotta feed the baby AND do the laundry
at the same time? I can fix that!

99. Cables falling behind the desk?
I can fix that!

100. No skate park in town?
I can fix that!

101. BEST of ALL!
Out of diapers? I can fix that too!

116. Training Cost
Course Fee
1 SHO 4,000.00
2 CHRA 4,700.00
3 OFA 850.00
4 Confined
Space 850.00
5 Scaffolding 5,000.00
6 ERP 800.00
7 OSHA 800.00
8 FMA 1,200.00
18,200.00

117. Estimating Accident Cost
• Annual number of temporary disablement
injuries ____ x RM1,431.62 =________
• Annual number of permanent disablement
injuries ____ x RM21,473.75 = ________
• Annual number of fatality injuries ____ x
RM446,440.01 = ________

119. Cost of fatality injuries
Daily Age Prod. Amount
Rate Died Age (RM)
Mean (SD) 53.23 32.54 22.46 1112.06
(24.39) (10.42) (10.42) (878.16)
Median (IQR) 43.00 29.00 26.00 505.02
(46.75) (17.50) (17.50) (1539.52)
23.50 18.00 6.00 288.10
Minimum
88.50 49.00 37.00 2708.05
Maximum
65.00 31.00 31.00 2419.95
Range

122. Response
• Response encompasses the decisions and
actions taken to deal with the immediate
effects of an emergency.
• Response encompasses the effort to deal not
only with the direct effects of the emergency
itself (e.g. fighting fires, rescuing individuals)
but also the indirect effects (e.g. disruption,
media interest).

123. Fastest Response Time
• Effective use of resources
• Integrating transportation system and
emergency management system
• Decide the type and number of response units
to send to the scene
• Minimize delays in response time
• Maximize emergency response resources

126. Ambulance response time (ART)
• ART and emergency medical dispatcher
program: a study in Kelantan, Malaysia
– 913.2 +/- 276.5 seconds
(J Trop Med Public Health. 2008 Nov;39(6):1150-4)

127. National Fire Protection Association's
(NFPA) 1710
• On all EMS calls, the NFPA 1710 standard
establishes a turnout time of one minute, and
four minutes or less for the arrival of a unit
with first responder or higher level capability
at an emergency medical incident. This
objective should be met 90% of the time.

128. Basic Elements of Emergency Preparedness
and Response Management
1: Organise emergency management team
2: Identify the accident scenarios and emergency
consequences
3: Identify resources, equipment and facilities
4: Develop plans and procedures
5: Train, drill and exercise
6: Review system
128

129. Drill
• An exercise involving a credible simulated
emergency that requires personnel to perform
emergency response operations for the
purpose of evaluating the effectiveness of the
training and education programs and the
competence of personnel in performing
required response duties and functions.

130. ICS

131. Guiding Principles
An emergency will be determined by a range of
factors which will include:
• the nature and demands of the emergency,
specifically context,
• geographical extent, duration, complexity and
potential impacts;
• local experience and the designated lead agency;
• local circumstances, priorities and experience;
and whether or not there is regional, national or
international involvement in the response and
recovery effort.

132. Framework for Understanding the
Impact of Emergencies

133. Recovery
Structures and Organisations

134. The Management
of the Emergency Response
• Concepts of Command, Control and Co-
ordination
• Command is the exercise of vested authority
that is associated with a role or rank within an
organisation, to give direction in order to
achieve defined objectives.

135. • Control is the application of authority,
combined with the capability to manage
resources, in order to achieve defined
objectives. Some organisations define
command and control together, but the key
element of control is the combination of
authority with the means to ensure command
intent is communicated and results monitored

136. • Co-ordination is the integration of multi-
agency efforts and available capabilities,
which may be interdependent, in order to
achieve defined objectives. The co-ordination
function will be exercised through control
arrangements, and requires that command of
individual organisations’ personnel and assets
is appropriately exercised in pursuit of the
defined objectives.

140. IT’S ALL GOD’S WILL…
BUT EFFORT MUST BE DONE.

142. Thank You