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Making Sense of Risk Assessment. Chris Jerman CFIOSH, FIIRSM Safety Manager John Lewis. You can’t be 100% safe Great ideal but unrealistic goal You can’t risk assess everything So why are we trying to? The Law recognises this Significance is different for everyone

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making sense of risk assessment

Making Sense of Risk Assessment

Chris Jerman CFIOSH, FIIRSM

Safety Manager John Lewis

time for an open mind
You can’t be 100% safe

Great ideal but unrealistic goal

You can’t risk assess everything

So why are we trying to?

The Law recognises this

Significance is different for everyone

What does ‘safe enough’ look like?

Not to me, but to YOU

Time for an open mind
looking for rules
Looking for rulesLooking for rules
  • Lack of confidence
  • Driven by liability not law
  • Fear of getting it wrong
  • Shotgun approach to safety
  • Myths and misunderstanding
  • Rules. What rules?
  • We’ve had 20 years to get this done
are we agreed
Are we agreed?

Who are you?

What do you do – undertakings?

What does ‘safe’ look like to you?

How will you know when you are there?

What will you do when you get there?

How will you deal with distractions?

How will you preserve your achievements?

Risk and safety are NOT the same thing

Risk management road map
5 steps to risk management
5 steps to risk management

Work out what you do as a business

Prioritise the significant and shelve the trivial

Risk assess and record significant findings

Act as appropriate and proportionate

Monitor and manage the residue

Don’t forget to scan the horizon for new (significant) issues!

5 steps to risk management
explaining significance
Explaining SignificanceFocus and map your priorities

Insignificant task with significant risk (HML)

Significant task with significant risk (HML)

Insignificant task with insignificant risk (Trivia)

Significant task with insignificant risk (NSF)

LEVEL OF RISK

SIGNIFICANCE

why do managers struggle
Why do managers struggleWhy do managers struggle?

Home truths

  • Leaders are born; managers are made
  • How do you become a manager?
  • What support is there?
  • How can WE support managers in being BETTER managers in relation to managing risk as a subject?
learning outcomes
Learning outcomesLearning outcomes
  • Managers may know more than they think
  • The subject shouldn’t matter
  • Sometimes they can’t see past that
  • Managers rarely get to practice
  • If they can’t get through this then they are not going to get far with what you want them to do
  • Is this in your course syllabus?
practical example
Practical example

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Practical example

Develop a plan for risk management action

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managing safely
Managing safely

Do managers really need ‘training’ in ‘health and safety’ or would they simply benefit more from training in being better managers?

Managers need to be shown the aspects of their team’s activities that require supervision and management – it’s not intuitive

Give managers the tools
clarity and confidence
Clarity and confidenceClarity and confidence

We assume that managers understand basic tools such as

  • Prioritisation
  • Planning
  • Assigning responsibility
  • Determining accountability
  • Your safety management system!
safety in three slides
Safety in three slides?Safety in 3 slides?

Is that possible?

  • Just what do managers need to understand about the law?
  • Not what do managers need to know, but what they need to understand
  • Being simple and clear
  • Might be a few light bulb moments
opal fruits v starburst
Opal Fruits v StarburstOpal Fruits v Starburst

Simple understanding

  • What could go wrong?
    • Assessment
  • How will we stop that happening?
    • Control
  • What will we do if it does?
    • Emergencies and recovery
setting start and end points
Setting start and end points

Priority

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Task title

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Enables us to determine and demonstrate which tasks are significant and which are not

There has to be less significant than insignificant

Define that first then and see what’s left

How would we show that we looked and said ‘no’?

Can a number of tasks be grouped together?

risk assessment
Risk Assessment

No absolute model, as long as it works

Pick ‘n’ Mix from:

Putting the assessment in context

Identifying key hazards, not all.

Identify what could go wrong, why and to whom

What stops this going wrong – and does it work

Scores – if and ONLY IF, you need them

Risk Assessment
risk profile

Sea of Trivia

Risk Profile

LEVEL OF RISK

SIGNIFICANCE

likelihood is key
Likelihood is key

Competency plays a huge role in this – but competency in WHAT?

Please don’t say Health and Safety

Task driven competency

Do it well, do it less often

Refresh, don’t repeat

Supervisors need to participate

Managers need to understand to buy in

Likelihood is the key to success
do what you ve always done
Do what you’ve always done

You’ll get what you’ve always got.

If that is good, then fine, well done

If you think the end is just around the corner, then great – share your success with us

If you think that there’s another 40 years’ work here then maybe you really need to have a really good think

Do what you’ve always done
slide29
Will we be doing what we’ve been doing for another:

100 years?

50 years?

30?

10?

5?

If a line has to be drawn, where will YOU draw it?

So ……So…
slide30

End

Thank you for not throwing rocks