Risk Management in House Keeping

8/18/2019 Risk Management in House Keeping.

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Risk Management in House Keeping.

Defnition:

Risk management is the identifcation, assessment, and

prioritization o risks ollowed by coordinated and

economical application o resources to minimize,

monitor, and control the probability and/or impact o

unortunate events or to maximize the realization o

opportunities. Risk managements ob!ective is to assure

uncertainty does not de"ect the endeavour rom the

business goals.

Introduction:

Risks can come rom various sources: e.g., uncertainty

in fnancial markets, threats rom pro!ect ailures #at

any phase in design, development, production, or

sustainment lie$cycles%, legal liabilities, credit risk,accidents, natural causes and disasters as well as

deliberate attack rom an adversary, or events o

uncertain or unpredictable root$cause. &here are two

types o events i.e. negative events can be classifed as

risks while positive events are classifed as

opportunities. 'everal risk management standards

have been developed including the (ro!ect)anagement *nstitute, the +ational *nstitute o

'tandards and &echnology, actuarial societies, and *'

standards. )ethods, defnitions and goals vary widely

according to whether the risk management method is

in the context o pro!ect management, security,

engineering, industrial processes, fnancial portolios,

actuarial assessments, or public health and saety.


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Risk sources are more oten identifed and located not

only in inrastructural or technological assets and

tangible variables, but also in human actor variables,mental states and decision making. &he interaction

between human actors and tangible aspects o risk

highlights the need to ocus closely on human actors

as one o the main drivers or risk management, a

-change driver- that comes frst o all rom the need to

know how humans perorm in challenging environments

and in ace o risks. s the author describes, it is anextremely hard task to be able to apply an ob!ective

and systematic sel$observation, and to make a clear

and decisive step rom the level o the mere

-sensation- that something is going wrong, to the clear

understanding o how, when and where to act. &he

truth o a problem or risk is oten obuscated by wrong

or incomplete analyses, ake targets, perceptualillusions, unclear ocusing, altered mental states, and

lack o good communication and conrontation o risk

management solutions with reliable partners. &his

makes the 0uman 1actor aspect o Risk )anagement

sometimes heavier than its tangible and technological

counterpart

'trategies to manage threats #uncertainties with

negative conse2uences% typically include avoiding the

threat, reducing the negative e3ect or probability o the

threat, transerring all or part o the threat to another

party, and even retaining some or all o the potential or

actual conse2uences o a particular threat, and the

opposites or opportunities #uncertain uture states withbenefts%.


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4ertain aspects o many o the risk management

standards have come under criticism or having no

measurable improvement on risk, whereas theconfdence in estimates and decisions seem to

increase. 1or example, it has been shown that one in

six *& pro!ects experience cost overruns o 5667 on

average, and schedule overruns o 867.

What is risk managementRisk is part o all our lives. s a society, we need to

take risks to grow and develop. 1rom energy to

inrastructure, supply chains to airport security,

hospitals to housing, e3ectively managed risks help

societies achieve. *n our ast paced world, the risks we

have to manage evolve 2uickly. 9e need to make sure

we manage risks so that we minimise their threats andmaximise their potential.Risk management involves understanding, analysing

and addressing risk to make sure organization s

achieve their ob!ectives. 'o it must be proportionate to

the complexity and type o organization involved.

nterprise risk management #R)% is an integrated and

!oined up approach to managing risk across anorganization and its extended networks.;ecause risk is inherent in everything we do, the type

o roles undertaken by risk proessionals are incredibly

diverse. &hey include roles in insurance, business

continuity, health and saety, corporate governance,

engineering, planning and fnancial services.


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*R)s mission is to build excellence in risk

management, in all sectors and across the world.

Principles o Risk Management.

&he *nternational rganization or 'tandardization #*'%

identifes the ollowing principles o risk management:Risk management should:

• create value < resources expended to mitigate risk

should be less than the conse2uence o inaction, or

#as in value engineering%, the gain should exceedthe pain

• be an integral part o organizational processes

• be part o decision making process

• explicitly address uncertainty and assumptions

• be a systematic and structured process

• be based on the best available inormation

• be tailor able• take human actors into account

• be transparent and inclusive

• be dynamic, iterative and responsive to change

• be capable o continual improvement and

enhancement

• be continually or periodically re$assessed

Housekeeping

*ntroduction

&his chapter o Risk )anagement or &exas 'tate

gencies supplies general inormation regarding stateagency employee saety and health exposures, and


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techni2ues and methods to manage and control those

exposures. *t also identifes additional resources that

may be available to assist state agencies in developing

or enhancing its employee saety and health program. &his chapter is not intended in any way to be a

substitute or the advice and guidance o legal counsel,

who should always be consulted regarding rights,

duties, and responsibilities under the law.

=escription

*t can be said that saety and housekeeping go hand in

hand. &he development o good housekeeping practices

plays an important role in occupational saety and

health protection by recognizing and addressing

common hazards that are re2uently overlooked in the

work environment. (oor housekeeping habits oten

result in employee in!uries, increased insurance costsand possible regulatory citations. (roper housekeeping

also has a positive e3ect upon a acilitys 1ire 'aety by

eliminating accumulated debris and keeping

emergency exit paths clear. *n addition to saety,

disorderly work environments can negatively impact

the morale o employees who must unction in a !ob

site that is dirty, hazardous and poorly managed. noticeably clean and orderly acility is a good indication

that an organizations overall saety program is

extensive and e3ective.gency saety proessionals must regularly emphasize

the importance o good housekeeping measures to

managers, supervisors, and employees. mployees

should be inormed that good housekeeping is part o

the routine !ob duties rather than a custodial chore


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delegated to service personnel. (roper training and

education is a vital element or successul

implementation o this key, loss control element. >ike

saety, housekeeping is everyones !ob.?ey housekeeping program elements include the

ollowing:

• *mplement a housekeeping plan and hold

personnel accountable or their responsibilities

#develop their housekeeping habit%.

• ?eep work areas, aisles, walkways, stairways and

e2uipment clear o loose materials, trash andspilled li2uids.

• +ever obstruct aisles, fre exits, emergency

e2uipment, breaker panels or alarm pull boxes.

• void accumulations o combustible trash such as

paper, cardboard, wood, etc.

• )inimize the use o "ammable/combustible

materials and keep storage amounts and stockpilessmall.

• 4lean up all spills such as grease, oil and water

immediately. =elays can result in accidents.

• nsure that proper trash containers are readily

available and emptied on daily basis. =isposal o

oily rags and "ammable/combustible materials

must be in securely closed containers.• Return tools, machinery, and other e2uipment to

their designated storage areas ater each use.

• )aterials stored on shelves, in racks or stacked on

pallets should be arranged neatly and securely.

• (rovide warning signs o slip hazards beore,

during, and ater cleanup o operations.


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H. *s 0ousekeeping included

on saety inspection checklistsC

Des

EE

+o

EE

I. *s an emphasis on 0ousekeeping

evident throughout the workplaceC

Des

EE

+o

Bood housekeeping is paramount. * good

housekeeping practices are not enorced, other

administrative control measures implemented will

never be ully e3ective.*t has oten been said that saety and housekeeping go

hand in hand. &his is extremely true, especially when

addressing oJce saety. * your acilitys housekeepinghabits are poor, the result may well be employee

in!uries, ever increasing insurance costs, and regulatory

citations. * an organizations acilities are noticeably

clean and well organized, it is a good indication that its

overall saety program is e3ective as well. *n addition to

saety, disorderly work environments can negatively

impact the morale o employees who must unction in a !ob site that is dirty, hazardous, and poorly managed.BeneralCords

• ?eep wiring organized and out o walking areas to

prevent tripping.

• =ont put wiring under carpets. &his conceals

rayed cords and increases the risk o fres.


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Desks• ?eep desks in good condition #i.e., ree rom sharp

edges, nails, etc.%.

• nsure that desks do not block exits orpassageways.

• nsure that glass$top desks do not have sharp

edges.

• nsure that desks with spring$loaded tables

unction properly. &he table should not spring orth

with enough orce to cause an in!ury.

•=o not climb on desks. Kse an approved ladder.

• ?eep desk drawers closed when not in use.

• Repair or report any desk damage that could be

hazardous.Filing Cabinets and Shelves;ecause fling cabinets and shelves tend to support

heavy loads, treat them with special care.

1ollow these saety guidelines or fling cabinets.

• 'ecure fling cabinets that are not weighted at the

bottom. ither bolt them to the "oor or to the wall.

• nsure that fling cabinet drawers cannot easily be

pulled clear o the cabinet.

• =o not block ventilation grates with fle cabinets.

• pen only one drawer at a time to keep the

cabinet rom toppling.

• 4lose drawers when they are not in use.

• =o not place heavy ob!ects on top o cabinets. ;e

aware that anything on top o a cabinet may all o3

i a drawer is opened suddenly.

• 4lose drawers slowly, using the handle to avoid

pinched fngers.


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• ?eep the bottom drawer ull. &his will help stabilize

the entire cabinet.*n addition, ollow these saety guidelines or oJce

shelves.• 'ecure shelves by bolting them to the "oor or wall.

• (lace heavy ob!ects on the bottom shelves. &his

will keep the entire structure more stable.

• nsure that there is at least AL inches between top

shel items and the ceiling. &his space will allow

ceiling sprinklers #i present% to unction properly i

a fre occurs.• =o not block ventilation grates with shelves.

• +ever climb on shelves #even lower shelves%. Kse

an approved ladder.

Break Room• =o not leave ood or popcorn unattended in

microwave or toaster oven.

•

+ever run an electrical cord by the sink.• lways plug a cord into a B41*$approved outlet #the

kind with reset/test buttons%.

• (lace a rug in ront o the sink to help soak up any

water spills that might occur.

• 9ash any plates or cups immediately. =o not leave

in sink where they might get broken.

•

4o3ee machines should have a timer to ensurethat the power is turned o3.

• 4o3ee pots should not be let empty on a hot

burner.

• fre extinguisher should be readily available.

• 4reate a cleaning schedule that is spread around

all in the oJce.

•

&he Bolden Rule: * you make a mess, you 4>+ itupM


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Material !torage0ere are some tips or proper material storage.

• +ever store boxes, papers, and other materials on

top o cabinets N materials may all and maycause the cabinet to tip.

• ;oxes and cartons should all be o uniorm size in

any pile or stack.

• lways stack material in such a way that it will not

all over.

• 'tore heavy ob!ects on lower shelves.

•

'tore materials inside cabinets, fles, and lockers.• &he location o the stockpiles should not interere

with work, but they should still be readily available

when re2uired.

• Jce e2uipment such as typewriters, index fles,

lights, or calculators should not be placed on the

edges o a desk, fling cabinet, or table.

•

isles, corners, and passageways must remainunobstructed.

• =o not stack materials near fre e2uipment,

extinguishers, fre door exits, and sprinkler heads.

• )aterials should be at least AL inches away rom

sprinkler heads.

• 'torage areas should be designated and used only

or that purpose. 'tore heavy materials in closeproximity so you dont have to reach across

something to retrieve them.

• 1lammable, combustible, toxic, and other

hazardous materials should be stored in approved

containers in designated areas that are appropriate

or the di3erent hazards they pose.

•

'torage o materials should meet all re2uirementsspecifed in the fre codes and the regulations o


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environmental and occupational health and saety

agencies in your !urisdiction.

!tep !tool and !tepladder !aet"

9hen climbing, use a step stool or stepladderdesigned or the purpose.

A. 4haracteristics o a sae step stool or stepladder

include the ollowing.a. &he steps are deep enough to ft the length o

your eet.b. ach step is covered with a non$skid surace.c. &he edge o each step is marked with a

contrasting color.d. &here are side OhandP rails which extend

above the last step and around to the ront.e. &he base is wider than the top to prevent

tipping.. &he legs are sturdy and are ftted with rubber

tips.

5. 9hen using a step stool or stepladder, ollow theserules.

a. 4heck the label to ensure it is strong enough

to hold your body weight.b. )ake sure it is the correct height.c. (lace frmly on an even surace, ree rom

clutter.d. >ock it into place.

e. 4limb acing the steps.. +ever stand on the top step.g. =o not lean orward or stretch.h. nly reach or items that are directly in ront

o you.i. =o not wear high heels when climbing.

Housekeeping Plan

(roper housekeeping should be a routine. *t is anongoing procedure that is simply done as a part o each


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workers daily perormance. 9hen each individual does

his/her part to keep work areas clean, then a successul

housekeeping program will be the result.

very workplace is sub!ect to either good or badhousekeeping. 1actories, warehouses, laboratories,

kitchens, hospitals, and oJces Q the list is endless. *n

all o these diverse areas, good housekeeping can be

achieved by establishing a simple three$step program.A. (lan head

?now what needs to be done, whos going to do it, and

what the work area should look like when youre done.5. ssign Responsibilities

* necessary, a person should be specifcally assigned to

clean up #although personal responsibility or cleaning

up ater him/ hersel is preerred%.F. *mplement a (rogram

stablish housekeeping as a part o the daily routine

#an ongoing procedure%.

'tandard (rocess o R). &his involves:

A. identifcation o risk in a selected domain o

interest5. planning the remainder o the process

F. )apping out the ollowing: the social scope o riskmanagement.

• the identity and ob!ectives o stakeholders

• &he basis upon which risks will be evaluated,

constraints.


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G. defning a ramework or the activity and an

agenda or identifcationH. developing an analysis o risks involved in the

processI. )itigation or solution o risks using available

technological, human and organizational resources.

*dentifcation

ter establishing the context, the next step in the

process o managing risk is to identiy potential risks.Risks are about events that, when triggered, cause

problems or benefts. 0ence, risk identifcation can start

with the source o our problems and those o our

competitors #beneft%, or with the problem itsel.'ource analysis citation neededS $ Risk sources may be

internal or external to the system that is the target o

risk management #use mitigation instead omanagement since by its own defnition risk deals with

actors o decision$making that cannot be managed%.

xamples o risk sources are: stakeholders o a pro!ect,

employees o a company or the weather over an

airport.(roblem analysis citation neededS $ Risks are related to

identifed threats. 1or example: the threat o losing

money, the threat o abuse o confdential inormation

or the threat o human errors, accidents and casualties.

&he threats may exist with various entities, most

important with shareholders, customers and legislative

bodies such as the government.


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9hen either source or problem is known, the events

that a source may trigger or the events that can lead to

a problem can be investigated. 1or example:

stakeholders withdrawing during a pro!ect mayendanger unding o the pro!ectT confdential

inormation may be stolen by employees even within a

closed networkT lightning striking an aircrat during

takeo3 may make all people on board immediate

casualties.

&he chosen method o identiying risks may depend onculture, industry practice and compliance. &he

identifcation methods are ormed by templates or the

development o templates or identiying source,

problem or event. 4ommon risk identifcation methods

are:b!ectives$based risk identifcation citation neededS $

rganizations and pro!ect teams have ob!ectives. nyevent that may endanger achieving an ob!ective partly

or completely is identifed as risk.'cenario$based risk identifcation $ *n scenario analysis

di3erent scenarios are created. &he scenarios may be

the alternative ways to achieve an ob!ective, or an

analysis o the interaction o orces in, or example, a

market or battle. ny event that triggers an undesired

scenario alternative is identifed as risk < see 1utures

'tudies or methodology used by 1uturists. &axonomy$based risk identifcation $ &he taxonomy in

taxonomy$based risk identifcation is a breakdown o

possible risk sources. ;ased on the taxonomy and

knowledge o best practices, a 2uestionnaire is

compiled. &he answers to the 2uestions reveal risks.LS


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4ommon$risk checking $ *n several industries, lists

with known risks are available. ach risk in the list can

be checked or application to a particular situation.

Risk charting &his method combines the aboveapproaches by listing resources at risk, threats to those

resources, modiying actors which may increase or

decrease the risk and conse2uences it is wished to

avoid. 4reating a matrix under these headings enables

a variety o approaches. ne can begin with resources

and consider the threats they are exposed to and the

conse2uences o each. lternatively one can start withthe threats and examine which resources they would

a3ect, or one can begin with the conse2uences and

determine which combination o threats and resources

would be involved to bring them about.

ssessment

risk assessment

nce risks have been identifed, they must then be

assessed as to their potential severity o impact

#generally a negative impact, such as damage or loss%

and to the probability o occurrence. &hese 2uantities

can be either simple to measure, in the case o the

value o a lost building, or impossible to know or sure

in the case o the probability o an unlikely event

occurring. &hereore, in the assessment process it is

critical to make the best educated decisions in order to

properly prioritize the implementation o the risk

management plan.


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ven a short$term positive improvement can have long$

term negative impacts. &ake the -turnpike- example.

highway is widened to allow more traJc. )ore traJc

capacity leads to greater development in the areassurrounding the improved traJc capacity. ver time,

traJc thereby increases to fll available capacity.

&urnpikes thereby need to be expanded in a seemingly

endless cycles. &here are many other engineering

examples where expanded capacity #to do any

unction% is soon flled by increased demand. 'ince

expansion comes at a cost, the resulting growth couldbecome unsustainable without orecasting and

management.

&he undamental diJculty in risk assessment is

determining the rate o occurrence since statistical

inormation is not available on all kinds o past

incidents. 1urthermore, evaluating the severity o theconse2uences #impact% is oten 2uite diJcult or

intangible assets. sset valuation is another 2uestion

that needs to be addressed. &hus, best educated

opinions and available statistics are the primary

sources o inormation. +evertheless, risk assessment

should produce such inormation or the management

o the organization that the primary risks are easy tounderstand and that the risk management decisions

may be prioritized. &hus, there have been several

theories and attempts to 2uantiy risks. +umerous

di3erent risk ormulae exist, but perhaps the most

widely accepted ormula or risk 2uantifcation is:Rate o occurrence multiplied by the impact o the

event e2uals risk magnitude.4omposite risk index


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&he above ormula can also be re$written in terms o a

composite risk index, as ollows:

4omposite risk index U impact o risk event x

probability o occurrence

&he impact o the risk event is commonly assessed on a

scale o A to H, where A and H represent the minimum

and maximum possible impact o an occurrence o a

risk usually in terms o fnancial losse. 0owever, the A

to H scale can be arbitrary and need not be on a linear

scale.

&he probability o occurrence is likewise commonly

assessed on a scale rom A to H, where A represents a

very low probability o the risk event actually occurring

while H represents a very high probability o

occurrence. &his axis may be expressed in eithermathematical terms event occurs once a year, once in

ten years, once in A66 years etc. or may be expressed

in -plain nglish- event has occurred here very oten

event has been known to occur hereT event has been

known to occur in the industry . gain, the A to H scale

can be arbitrary or non$linear depending on decisions

by sub!ect$matter experts.

&he composite risk index thus can take values ranging

OtypicallyP rom A through 5H, and this range is usually

arbitrarily divided into three sub$ranges. &he overall

risk assessment is then >ow, )edium or 0igh ,

depending on the sub$range containing the calculated

value o the 4omposite *ndex. 1or instance, the three


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sub$ranges could be defned as A to L, @ to AI and A8

to 5H.

+ote that the probability o risk occurrence is diJcult toestimate, since the past data on re2uencies are not

readily available, as mentioned above. ter all,

probability does not imply certainty.

>ikewise, the impact o the risk is not easy to estimate

since it is oten diJcult to estimate the potential loss in

the event o risk occurrence.

1urther, both the above actors can change in

magnitude depending on the ade2uacy o risk

avoidance and prevention measures taken and due to

changes in the external business environment. 0ence it

is absolutely necessary to periodically re$assess risks

and intensiy/relax mitigation measures, or as

necessary. 4hanges in procedures, technology,schedules, budgets, market conditions, political

environment, or other actors typically re2uire re$

assessment o risks.

Risk options

Risk mitigation measures are usually ormulated

according to one or more o the ollowing ma!or risk

options, which are:


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A. =esign a new business process with ade2uate

built$in risk control and containment measures

rom the start.

5. (eriodically re$assess risks that are accepted inongoing processes as a normal eature o business

operations and modiy mitigation measures.F. &ranser risks to an external agencyan insurance

companyG. void risks altogether by closing down a particular

high$risk business area

>ater researchhas shown that the fnancial benefts o

risk management are less dependent on the ormula

used but are more dependent on the re2uency and

how risk assessment is perormed.

*n business it is imperative to be able to present the

fndings o risk assessments in fnancial, market, orschedule terms. Robert 4ourtney proposed a ormula

or presenting risks in fnancial terms. &he 4ourtney

ormula was accepted as the oJcial risk analysis

method or the K' governmental agencies. &he ormula

proposes calculation o > and compares the expected

loss value to the security control implementation costs .

(otential risk treatments


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nce risks have been identifed and assessed, all

techni2ues to manage the risk all into one or more o

these our ma!or categories:voidanceReduction'haringRetention

*deal use o these strategies may not be possible. 'ome

o them may involve trade$o3s that are not acceptable

to the organization or person making the risk

management decisions. nother source, rom the K'

=epartment o =eence see link, =eence c2uisition

Kniversity, calls these categories 4&, or void,

4ontrol, ccept, or &ranser. &his use o the 4&

acronym is reminiscent o another 4& #or c2uisition

4ategory% used in K' =eence industry procurements,

in which Risk )anagement fgures prominently in

decision making and planning.

Risk avoidance

&his includes not perorming an activity that could carry

risk. n example would be not buying a property or

business in order to not take on the legal liability thatcomes with it. nother would be not "ying in order not

to take the risk that the airplane were to be hi!acked.

voidance may seem the answer to all risks, but

avoiding risks also means losing out on the potential

gain that accepting #retaining% the risk may have

allowed. +ot entering a business to avoid the risk o

loss also avoids the possibility o earning profts.


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*ncreasing risk regulation in hospitals has led to

avoidance o treating higher risk conditions, in avour o

patients presenting with lower risk.

0azard prevention

0azard prevention reers to the prevention o risks in an

emergency. &he frst and most e3ective stage o hazard

prevention is the elimination o hazards. * this takes

too long, is too costly, or is otherwise impractical, the

second stage is mitigation.Risk reduction

Risk reduction or -optimization- involves reducing the

severity o the loss or the likelihood o the loss rom

occurring. 1or example, sprinklers are designed to put

out a fre to reduce the risk o loss by fre. &his method

may cause a greater loss by water damage andthereore may not be suitable. 0olon fre suppression

systems may mitigate that risk, but the cost may be

prohibitive as a strategy.

cknowledging that risks can be positive or negative,

optimizing risks means fnding a balance between

negative risk and the beneft o the operation oractivityT and between risk reduction and e3ort applied.

;y an o3shore drilling contractor e3ectively applying

0' )anagement in its organization, it can optimize

risk to achieve levels o residual risk that are tolerable.

)odern sotware development methodologies reduce

risk by developing and delivering sotwareincrementally. arly methodologies su3ered rom the


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act that they only delivered sotware in the fnal phase

o developmentT any problems encountered in earlier

phases meant costly rework and oten !eopardized the

whole pro!ect. ;y developing in iterations, sotwarepro!ects can limit e3ort wasted to a single iteration.

utsourcing could be an example o risk reduction i the

outsourcer can demonstrate higher capability at

managing or reducing risks.AGS 1or example, a

company may outsource only its sotware development,

the manuacturing o hard goods, or customer supportneeds to another company, while handling the business

management itsel. &his way, the company can

concentrate more on business development without

having to worry as much about the manuacturing

process, managing the development team, or fnding a

physical location or a call centre.

Risk sharing.

;rie"y defned as -sharing with another party the

burden o loss or the beneft o gain, rom a risk, and

the measures to reduce a risk.-

&he term o Vrisk transerV is oten used in place o risk

sharing in the mistaken belie that you can transer arisk to a third party through insurance or outsourcing.

*n practice i the insurance company or contractor go

bankrupt or end up in court, the original risk is likely to

still revert to the frst party. s such in the terminology

o practitioners and scholars alike, the purchase o an

insurance contract is oten described as a -transer o

risk.- 0owever, technically speaking, the buyer o the


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since most property and risks are not insured against

war, so the loss attributed by war is retained by the

insured. lso any amounts o potential loss #risk% over

the amount insured is retained risk. &his may also beacceptable i the chance o a very large loss is small or

i the cost to insure or greater coverage amounts is so

great it would hinder the goals o the organization too

much.

Risk management plan.

Risk management plan

'elect appropriate controls or countermeasures to

measure each risk. Risk mitigation needs to be

approved by the appropriate level o management. 1or

instance, a risk concerning the image o the

organization should have top management decision

behind it whereas *& management would have the

authority to decide on computer virus risks.

&he risk management plan should propose applicable

and e3ective security controls or managing the risks.

1or example, an observed high risk o computer virusescould be mitigated by ac2uiring and implementing

antivirus sotware. good risk management plan

should contain a schedule or control implementation

and responsible persons or those actions.

ccording to the stage immediately ater completion o

the risk assessment phase consists o preparing a Risk


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&reatment (lan, which should document the decisions

about how each o the identifed risks should be

handled. )itigation o risks oten means selection o

security controls, which should be documented in a'tatement o pplicability, which identifes which

particular control ob!ectives and controls rom the

standard have been selected, and why.

*mplementation.

*mplementation ollows all o the planned methods or

mitigating the e3ect o the risks. (urchase insurance

policies or the risks that have been decided to be

transerred to an insurer, avoid all risks that can be

avoided without sacrifcing the entityVs goals, reduce

others, and retain the rest.

Review and evaluation o the plan.

*nitial risk management plans will never be perect.

(ractice, experience, and actual loss results will

necessitate changes in the plan and contribute

inormation to allow possible di3erent decisions to be

made in dealing with the risks being aced.


27/30

Risk analysis results and management plans should be

updated periodically. &here are two primary reasons or

this:

A. to evaluate whether the previously selected

security controls are still applicable and e3ective5. to evaluate the possible risk level changes in the

business environment. 1or example, inormation

risks are a good example o rapidly changing

business environment.

Risk management #ualifcations

*R)s *nternational 4ertifcate in Risk )anagement is

taught as two modules, and we advise students to take

both modules together. &he *nternational 4ertifcate

gives you a thorough grounding in the principles andpractice o risk management. chieving the 4ertifcate

allows you to become a ull member o *R) and use the

internationally recognised designation *R) 4ert ater

your name.

&he *nternational =iploma in Risk )anagement builds

upon the oundations o the *nternational 4ertifcate,

providing in$depth knowledge across a urther our


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modules. 'uccessul completion o the *nternational

=iploma allows you to use the designation 4)*R) ater

your name.

ase !tudies.

ase !tud" $ %rie .

• &he deceased and a co$worker had proceeded to

dismantle a tower sca3old which was used as an

access to replace a high bay light lamp.

• =uring dismantling process, the deceased ell o3

the sca3old and hit his head against a metal pipe

on the "oor and subse2uently passed away.

ase !tud" $ & Findings.

• =eceased, who was a supervisor, was tasked

together with another co $ worker, to carry out thereplacement o high bay light lamps located at the

warehouse o the premises.

• &he deceased was amiliar with the work area and

had already replaced 5 such lamps earlier in the

day. &ower sca3old was used as access. &he goods

and boxes below the 5 lamps were shited away

with the use o a trolley.• t the accident location, the goods and boxes were

too heavy and bulky to be shited by two persons.

• =eceased then instructed co $ worker to place the

tower sca3old rames on top o a wooden crate

which was directly underneath the high bay light

lamp.


29/30

• =eceased successully replaced the lamp, and was

in the midst o dismantling the tower sca3old

rames when he lost his balance and ell, hitting his

head against a metal pipe.

ase !tud" ' & %rie .

• =eceased A and =eceased 5 were part o a F man

team tasked to remove marble slabs rom a twenty

oot container. =uring the removal process, the

bundle o granite slabs suddenly toppled, pinning

both =eceased Aand =eceased 5 between an $

rame and another bundle o granite slabs behind

them.

• ;oth deceased persons had to be extricated rom

underneath the granite slabs and conveyed to

hospital where both subse2uently passed away.

ase !tud" ' & Findings.

• &he toppled bundle, which consisted o AF pieces

o granite slabs, was leaning against an rame

trolley.

• ach slab weighed about 566kg. mployer did notconduct a specifc risk assessment or the high$risk

activities involved with the unloading o the granite

slabs. generic risk assessment or the general

work activities in the worksite was conducted.

ase !tud" ( & %rie .


30/30

• 5 workers were returning to work ater lunch when

they noticed that the door o the container store

was open and one o the rack had toppled. 9hen

the workers looked inside the container, theynoticed the deceased trapped between two metal

storage racks.

• &he co$workers managed to extricate the deceased

and send him to the hospital where he succumb to

his in!uries and subse2uently passed away.

ase !tud" ( & Findings.

• *nvestigations revealed that the storage rack used

was unsae as it was without diagonal bracings and

thus susceptible to ailure.

• &he said storage rack had only horizontal bracings

and was neither bolted to the "oor nor secured to

the wall o the container store.

• &he container store was let to the workers to

arrange and upkeep. &here was no control over the

types o materials to be stored in neither the

containers nor the manner o storing such

materials.

• +o one was tasked to oversee or check on the

condition or stability o the storage acilities in the

container store.• 'aety inspections conducted by the accused

company did not include the container store.

Documents

Risk Management in House Keeping