The Practical Guide to Making Risk-Based Decisions with the 3-Level Risk Management Model Edmund Jacobs MSc CFIOSH FIIRSM FRSPH FISMA FIoD RRP DipSM Chartered.

The Practical Guide to Making Risk-Based Decisions with the 3-Level Risk Management Model

Edmund Jacobs MSc CFIOSH FIIRSM FRSPH FISMA FIoD RRP DipSM

Chartered Safety & Health PractitionerHead of Corporate Fire, Health & Safety Ministry of Justice

Tuesday 3rd December 2013

DYNAMIC RISK ASSESSMENT

LONDON HEALTH & SAFETY COUNCIL NETWORK (LGA)

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• Historically the Fire Service carried out situation awareness and assessment referred to as “size-up”.

• The HSE served a number of Improvement Notices following a number of fire-fighter fatalities.

• The fire service introduced the new concept of DRA in the early 1990’s as a means to manage operational risk in dynamic situations.

• The need for rapid assessments in dynamic situations has led to an increase in organisations adopting DRA methodology.

(Tissington & Flin 2005)

Emergence of dynamic risk assessment (DRA)

“the continuous assessment of risk in the rapidly changing circumstances of an operational incident, in order to implement the control measures necessary to ensure an acceptable

level of safety”.

(HM Fire Service Inspectorate, 1998)

How is DRA defined?

Historical LFEPA dynamic risk assessment definition

• DRA is concerned with on the spot decision-making.

• Link between risk and decision-making resulting in a raised awareness of cognitive processes involved in assessing risk.

• There needs to be a strong basis of risk assessment and a risk management structure in which the assessment of risk in dynamic situations may exist.

• Recognition that some organisations operate in: - high risk / pressurised - unpredictable / shifting and competing goals - rapidly changing (dynamic) situations requiring continual assessment.(Tissington & Flin 2005)

Dynamic Risk Assessment Concepts

Step 1: Evaluate situation/activity and person's at risk

Step 2: Introduce and declare tactical mode

Step 3: Select a system of work

Step 4: Assess the chosen system of work is safe? (consider risk v benefit) If appropriate proceed

Step 5: If not, introduce additional controls or select another system of work (if available)

Step 6: Re-assess systems of work, introduce further controls if required/possible

(HM Fire Service Inspectorate 2002)

6 Step process of assessing risk in dynamic situations

Misconceptions and Myths

• DRA is just an alternative to activity based risk assessment

• My staff do DRA, so I’m covered!

• It’s a tick box (back covering) exercise and we do it all the time anyway!

• DRA is dealing with dynamic risk

• I’ve done a DRA and I’m not going to do my job because it’s too risky!

Some of the issues considered

• Were formal Health & Safety management systems in place?

• Were formal risk assessments in place for Mini-Olympics as a whole?

• Was there an assessment of risk before the specific activity?

• Company safety record

• Was the activity dynamic in nature and the risk foreseeable?

• Were staff suitably trained in risk assessment and job role?

• Previously known incidents/risks associated with the event

CASE STUDY Cornish Glennroy Blair-Ford v CRS Adventures Limited

Summary of Judge’s conclusion:

• Had a formal risk assessment for Mini-Olympics as a whole

• Good safety record (no other incidents involving welly-wanging)

• Specific risk assessment not required due to unforeseeable risk

• Judge satisfied that a DRA was acceptable (due to variable factors involved, e.g. uneven ground, unusual throwing)

• Based on a DRA, no steps needed to modify the method or to provide any specific warnings

• Claim dismissed, with judgement entered for the defendant

England and Wales High Court (Queen’s Bench Division) Decisions (2012))

• How do you ensure SFARP that your staff present the appropriate behavioural responses in these dynamic situations?

• Do you have suitable and sufficient risk assessments in place for predictable risks?

• How do you prepare prior and during the event or activity and what is your contingency if it goes wrong?

As an employer what expectations do you place on staff to deal with situations that are dynamic?

• Is your risk management process sensible and proportionate?

• Is OHS working in partnership with operational risk, strategic risk and business risk management?

How can organisations effectively integrate DRA methodology into their

risk management processes?

Core Values

• Staff need to know what is expected of them and how to act when facing any dynamic situation.

• Recognition of DRA through senior management buy-in.

• Good consistent behaviour cannot be assured without assuring core values.

• Core values must be well understood by the entire organisation.

• Historical Fire & Rescue Services core values: -

“We may risk our lives a lot, in a highly calculated manner, to protect saveable lives.We may risk our lives a little, in a highly controlled manner, to protect saveable property.

We will not risk our lives at all for lives or property that are already lost.”

(HM Fire Inspectorate, 1998)

STRATEGIC RISK ASSESSMENT

DYNAMIC RISK ASSESSMENT

Example of an Integrated Risk Management Model

PREDICTIVE RISK ASSESSMENT

Safe Person Concept – (Employer critical support issues)

Personal Protective Equipment

Training Information

Instruction

Supervision

Safe Systems of Work

Specialist Equipment

Selection

(Home Office 1998)

Vigilant for his/her own safety, colleagues & others

Able to recognise his/her abilities and

limitations

Competent to perform tasks assigned

An effective member of a team

Self-disciplined to work within accepted systems

of work

Adaptable to changing circumstances

Safe Person Concept – Employee responsibilities

(Home Office 1998)

• Provides the basis for learning in a systematic way from activities.

• Communication, dissemination and feedback of information has a key role.

• Line Management should review risk assessment as an integral part of the process.

• How do you ensure that you have relevant records before, during and after the activity?

• How do you ensure that there is effective decision evaluation and can this be evidenced, if called upon?

Debrief, Feedback and Learning

Thank you for listening

Any questions?