Unit A8 Questions Ollie Flashcards
(a) Outline TWO principles of the following risk management strategies AND give ONE example of EACH strategy:
(i) risk transfer; (3)
(ii) risk reduction. (3)
(b)When applying a risk reduction strategy, outline factors that affect the choice of risk control measures. (4)
(a)
(i)Risk transfer involves transferring the risk to another party such as by means of insurance or to a contractor who takes on the risk for example entry into confined spaces
(ii) Risk reduction involves evaluating risks and developing risk reduction strategies or defining acceptable levels of risk to be achieved. It involves lowering the risk by means of control measures to reduce either the likelihood or severity of an accident (or both) Example is use of a machine guard on a bench saw or use of LEV.
(b) Factors include:
Use of hierarchy of control measures Eliminate first Whether measure provides collective or individual protection Cost of measure
Practicality is it possible
Effectiveness
Legislative or ACOP requirements
Competence of workforce + training needed
Outline a range of factors to be considered in selecting the optimum solution for the control of risk following a risk assessment.
An outline of the ‘hierarchy of controls’ is not required
Essentially this involves a consideration of CBA - where the “costs” of the risk control measures are weighed against the benefit of implementing those controls; costs are not simply financial. The optimum solution suggests an approach which adequately controls the risk to an acceptable / tolerable standard while not incurring excessive cost. This is a judgement which will be dependent on the nature of the hazard(s) and the level of risk involved - ie the “risk profile” of the organisation - eg nuclear sector; legal requirements; ACoPs / guidance; external standards - BSEN; industry / sector standards; practicability; media / public expectation; the financial cost of the control measures in terms of initial outlay and ongoing costs; reputational issues - damage - loss of public / stakeholder confidence; loss of business; training needs
Identify the four common risk management strategies that may be used to manage business risks, including health and safety risk, AND outline the principles of EACH strategy. (10)
Risk avoidance - taking active steps to avoid or eliminate the risk - discontinuing a process (eg discontinue use of woodworking machinery - buy materials in pre-formed); avoiding the activity (eg painter and decorator not carrying out roof work); eliminating the use of a hazardous substance (eg use water-based solvents instead of organic)
Risk reduction - evaluating risk and developing risk reduction / control strategies. eg risk assessment to identify level of risk and implementation of control measures required to control risk to acceptable / tolerable level; implementation via risk management systems or hierarchy of control: eliminate (see risk avoidance), substitute, enclose, isolate, segregate, LEV, reduce duration of exposure, health surveillance, PPE / RPE, training / information
Risk transfer - transferring risk to third parties - eg use of contractors for specialist / high risk tasks - tank entry, confined spaces, working at height etc.; also transfer of risk via insurance (tends to cover direct costs); outsourcing of higher risk activities - involves a cost / “premium” (see risk avoidance)
Risk retention - decision to accept a level of risk from certain activities, processes etc and manage / control appropriately (see risk reduction); retention can be a conscious decision “with knowledge” - ie following assessment OR “without knowledge” where risks have NOT been properly recognised / assessed / evaluated - eg conscious decision to retain use of wood-working machinery but control risk via appropriate H&S management strategy - use of machinery guarding, training, maintenance, supervision, monitoring etc. OR retention of risk “without knowledge” -management unaware of uncontrolled entry into confined spaces being undertaken
Outline information that should be included in written safe systems of work. (10)
Details of any specific risk controls are not required.
Clear description of the activity / area to which the SSOW applies; significant risks/hazards involved; personnel involved in the activity / excluded from the activity (eg young persons, etc); level of training or competence required; arrangements for supervision; arrangements for control or co-ordination of the work; detailed risk control steps to be taken; description of any plant and equipment required for the work; description of any PPE required; requirements for any job-specific instruction or briefing for those involved; arrangements for communication between personnel involved in the work; emergency arrangements; any elements for which a PTW is required; arrangements for safe completion/withdrawal of precautions; arrangements for communication with others working in the area/who might be affected; formal approval/signature of authorising manager/date; review date
Outline the essential features of permit-to-work systems. (10)
Detail of the content of permit forms is not required.
The essential features include:
• A clear definition of the jobs and areas for which permits will be required;
• Consideration of the operation of the system where contractors are involved;
• Developing the permit format and multi-copy documentation system to encompass issues such as job description, hazard identification, specification of risk control measures, time limits and authorising, and
receiving and cancellation signatures and
• The allocation of a unique reference number; arrangements for the return of permits and record keeping; • Arrangements for the display of multiple live permits;
• Arrangements for communication between shifts;
• Identification of the training needs for, and the delivery of training to, persons authorising or receiving
permits and those working in areas where permits may be required;
• Provision of supporting arrangements and equipment for safe working such as lock-off, isolation or gas
testing facilities;
• Arrangements for routine monitoring and auditing of the effectiveness of the system.
a) Outline the key issues that will need to be addressed in introducing and maintaining an effective permit-to-work system in these circumstances. (10)
(b) A year after the introduction of the permit-to-work system an audit of permit-to-work records show that many permits-to-work have not been completed correctly or have not been signed back.
Outline possible reasons why the permit-to-work system is not being properly adhered to. (10)
a)Key issues that should be addressed include: consideration of findings of initial risk assessment eg nature of hazards / task is high risk / safety critical / non-routine activity; hazards that may arise / increase during the activity; controls and precautions required; need for effective control and communication (at shift handover etc); the need to define the activities and areas for which a permit would be required; the need to develop a PTW procedure that defines how the system will operate; the need to develop the permit format and multi-copy documentation system to encompass issues such as job description, hazard identification, specification of risk control measures, time limits and authorising, receiving and cancellation signatures; arrangements for the return of permits and record-keeping; arrangements for the co-ordination and display of multiple live permits; arrangements for communication between shifts (see the scenario); identification of training needs for, and delivery of training to, persons authorising or receiving permits and those working in areas where permits may be required; arrangements for contractors; provision of supporting arrangements and equipment such as lock-off, isolation or gas testing facilities; arrangements for routine monitoring and auditing the effectiveness of the system
(b)PTW may not be followed because: lack of information / instruction / training / competence;
inadequate hazard identification - lack of awareness / hazards not fully understood; lack of supervision
/ monitoring; inadequate communication; poor H&S culture; PTW not relevant to task; PTW
procedures too bureaucratic; routine violations (over-familiarity / complacency - it has become the
norm to ignore the PTW); situational violations - to meet deadlines
/ the result of peer pressure / no-one available to sign / authorise PTW
A H&S management programme encompasses the following concepts:
(a) risk avoidance (2)
(b) risk retention (3)
(c) risk transfer (3)
(d) risk reduction (2)
Identify the key features of EACH of these concepts AND give an appropriate example in EACH case.
(a) Risk avoidance - taking active steps to avoid or eliminate the risk - discontinuing a process (eg discontinue use of woodworking machinery - buy materials in pre-formed); avoiding the activity (eg painter and decorator not carrying out roof work); eliminating the use of a hazardous substance (eg use water-based solvents instead of organic)
(b) Risk retention - decision to accept a level of risk from certain activities, processes etc and manage / control appropriately (see risk reduction); retention can be a conscious decision “with knowledge” - ie following assessment OR “without knowledge” where risks have not been properly recognised / assessed / evaluated - eg conscious decision to retain use of wood-working machinery but control risk via appropriate H&S management strategy - use of machinery guarding, training, maintenance, supervision, monitoring etc. OR retention of risk “without knowledge” - management unaware of uncontrolled entry into confined spaces being undertaken
(c) Risk transfer - transferring risk to third parties - eg use of contractors for specialist / high risk tasks - tank entry, confined spaces, working at height etc.; also transfer of risk via insurance (tends to cover direct costs); outsourcing of higher risk activities - involves a cost / “premium” (see risk avoidance)
(d) Risk reduction - evaluating risk and developing risk reduction / control strategies. eg risk assessment to identify level of risk and implementation of control measures required to control risk to acceptable / tolerable level; implementation via risk management systems or hierarchy of control: eliminate (see risk avoidance), substitute, enclose, isolate, segregate, LEV, reduce duration of exposure, health surveillance, PPE / RPE, training / information
Comment: Some candidates failed to give examples
(a) A mixing vessel that contains solvent and product ingredients must be thoroughly cleaned every two days for process reasons. Cleaning requires an operator to enter the vessel, for which a permit-to-work is required. During a recent audit of permit records it has been discovered that many permits have not been completed correctly or have not been signed back.
Outline possible reasons why the permit system is not being properly adhered to. (5)
(a) PTW system may not be being properly followed because of: lack of training / competence in use of the PTW system - operators / supervisors / managers; lack of awareness of its importance (“perception”); it has become “custom and practice” not to follow the PTW system = routine violation; peer pressure - others don’t bother (“motivation”); lack of time to implement the PTW - unrealistic deadlines / workload = situational violation; the PTW is complex / time-consuming and is regarded as disproportionate to the risk; negative attitudes - the PTW seen as a bureaucratic - ticking boxes for the sake of it; over-familiarity with the hazard; the PTW is not relevant in some / most? circumstances - outdated etc; the PTW documentation is never checked - lack of monitoring /supervision
(b) A sister company operating the same process has demonstrated that the vessel can be cleaned by installing fixed, high pressure spray equipment inside the vessel which would eliminate the need for vessel entry. You are keen to adopt this system for safety reasons but the Board has requested a cost-benefit analysis of the proposal. Outline the principles of cost-benefit analysis in such circumstances. (Detailed discussion of individual cost elements is not required). (5)
b) The principle of CBA is that the costs of implementing safety measures and the resulting potential benefits in terms of improved H&S performance can be quantified in monetary terms using a recognised methodology and compared with one another as a way of deciding whether a particular measure gives “value for money”.
In this example CBA would be applied as a mechanism for deciding whether to install the high pressure spray
equipment in terms of:
Costs - capital cost of the equipment, its installation, spare parts, maintenance, repair, eventual replacement (depreciation) and training in its use; these can readily be calculated in monetary values.
Potential direct financial benefits include: cost savings in terms of time / improved efficiency / fewer operatives required (reduced wage costs etc); reduced insurance costs, less paperwork / administration of PTW system; safety benefits include a reduced risk of fatalities and other injuries / incidents during tank entry, therefore less likelihood of enforcement action / fines / civil claims etc, less likelihood of adverse publicity, improved image of organisation / staff
