NEBOSH DIPLOMA UNIT A PART 2

4 risk management philosophies ("ARTA")

-A=avoidance - avoiding completely. Strategic decision. Stop process. Identified during PM. Lost opps. -R=reduction of effects - through various ways, controls, changing the likelihood and consequences -T=transfer - insurance arrangements, contracts, partnerships, use of 3pls or contractors/specialists -A=acceptance or (retention) - acceptable after analysis, ongoing checks, bear burden of losses. ERM means proportional to the level of risk in the organisation, well aligned to other corporate activities and responsive to changing circumstances

Internal info sources to I.d risks and hazards

1. Analysis of accidents and injuries (think of an accident database) 2. Analysis of personal characteristics (again database like age, gender, status, job type 3. Analysis of Space & time 4. ILL health surveillance records (not so useful due to delay) 5. Maintenance records 6.Absence records

CBA

1. ID all costs and benefits 2. Measure them all...in £s 3. Likelihood- what is the likelihood of the C or B? 4. Discounting - the timing of the c/b what's its worth in years to come? cost-benefit analysis is to identify the overall value to society of proposed Regulations by comparing the benefits which would arise with the costs of implementing the Regulations. In carrying out the exercise, the costs and benefits are both converted to a monetary value following established protocols for the costing of benefits in terms of the prevention of death, damage injury and ill-health. Costs are adjusted to allow for the different timescales over which costs and benefits may occur or accrue and implementation costs are estimated. Finally the calculated monetary values of costs and benefits are compared.

KPi weaknesses (ill health and accident data)

1. They are a historic measure, do not indicate FUTURE. 2. Accidents may not be reported, certainly minor ones. 3. No indication of injury severity. 4. No accidents doesn't necessarily mean it's safe! 5. Small numbers of accidents are not a reliable indicator 6. A failure has happened to create a data point. They are lagging, or reactive. 7. May just be down to chance. 8. Time off from work, doesn't correlate well with the injury.

Safety survey

A detailed examination of a number of critical areas or of the whole HS operation.

SSoW

A formal procedure which results from a systematic examination of a task in order to ID all the hazards. It defines safe methods to ensure hazards are eliminated or risks minimised. Tools to help. JSA (MEEP) 4 Ps (Premises, Plant and substances,procedures and people) Exam questions common. Often missed points to include are Consider vulnerable groups, NOT to be involved eg young person Communication arrangements Emergency Arrangements Supervision arrangements Job specific instructions Safe completion and finishing up arrangements Review period for The SSoW

safety inspection

A scheduled check with a rep and or manager to id hazards and effective controls. Action to correct is suggested.

guide word (HAZOP)

A specific word chosen from a limited pool of words, that is used in pairing with a "parameter" in order to create a system deviation.

Auditing

A structured process of collecting independent information on the efficiency effectiveness and reliability of total SMS and plans to correct Problems with off-the-shelf audits To unrefined Inappropriate language To bureaucratic Scoring may mask issues Inappropriate legal focus The audit process looks at document examination, interview, observations

Contracts between client and contractor

Adhere to site rules Specific training and competence reqs. Minimum insurance Allows for stopping of unsafe work And banning from site Emergency arrangements Welfare arrangements Not allow subbies Specification of safe place/eq/substances Contacts

Safety tour

An unscheduled examination of the work area by a manager and rep to ensure good standards Prompt action needed to fix problems. Is good for the org in a number of ways.

Active monitoring systems

Audits Inspections Job observations Environmental monitoring Benchmarking Medical or health surveillance

Active monitoring systems

Audits Inspections Job observations, like safety tours, safety samples Benchmarking Medical or health surveillance Environmental monitoring Safety surveys

Safety Culture

Begins with leadership, which drives culture, which drives behaviour

HAZOP advantages

Can identify operating problems as well as hazards Highly structured approach means good chance of ID all hazards Wide range of hazards assessed e.g. chemical mechanical electrical and human New and novel process can be investigated Team really understands how the process is likely to operate After the study a much better SWOP can be written Cost payback due faster start up , better reliability and fewer issues

KPIs (Key Performance Indicators)

Can support hazard ID and risk assessments Consider trends Measure the effect of ppms

Occupational diseases HOT DCC

Carpal TS Cramp in hand or forearm due to long repetitive movement Dermatitis HAVs Occupational asthma Tendonitus

Qualitative

Data in the form of recorded descriptions rather than numerical measurements.

Anthropometric data

Data used to specific the physical dimensions of work space and equipment, to ensure the task is designed to fit the man.

RIDDOR exemptions

Deaths and injuries by GP or dentist Armed forces Some RTAs

Formal structures and Groups (organisations)

Depends on the size and complexity of the org. Larger tends to be more formal. Mechanistic = highly tiered of mgt. control Organic= flat management structure and more cross functional teams Mintzberg model Formal orgs have A company organisation chart Distribution of legitimate authority Written rules and procedures Job descriptions etc

HAZOP Table headings (6) D GP CC S A

Deviation Cause. Consequence. Safeguards. Actions GW Parameter Existing controls. Addtnl controls Remember, one GW against one parameter can have say 4 causes. The safeguards column may be empty if you don't know them...

Informal consultation methods

Discussion groups, listening groups, safety circles Departmental meetings Employee discussions Email forums

Hierarchy of Control 18001/18002 ES ESP

E= Elimination S= Substitution (less force, power, noise....) E= Engineering Controls (guards, locks, barriers) S= Signage & Admin controls (inc alarms, swops, permits) P= PPE

ERIC SP

Eliminate Reduce Isolate Control SSoW PPE.

Accident - steps

Emergency response eg isolate, secure, first aid, inform kin, inform senior team Initial report - preserve scene, photo, witnesses, evidence gather, internal reporting, HSE The investigation team.

Pitfalls of a change programme

Fear of unknown The timing may be bad Initiative fatigue Self belief in own competence No consultation with colleagues - it was forced upon them To quick a change Lack of trust in management Resistance to change

Domino Theory HSE

From HSG245 5 domino. RUDAL Root causes (mainly management, planning or organisational failings) Underlying (unsafe acts & conditions, eg guard removed) Direct causes (The AGENT of ill health or injury...the dust, blade, substance) Accident (undesired event leading to inj, ill Health or PD) Loss All domino are one dimensional sequences but in reality accidents are more complex in causes. Hence the need for Multi-causality theories.

Human Factors (HSE definition)

HF are environmental, organisational and job factors and human and individual characteristics which influence behaviour at work in a way which can affect H&S.

Climate tool

HSE - Health and safety climate survey tool A questionnaire with 71 questions

HSE Risk perception

HSE research ID 8 factors Perceived control Psychological time and risk (the delayed factor) Familiarity Perceptions of vulnerability (I can't be hurt) Framing effects (the way data is presented emphasis on negative or positive) Numerical representations of risk (pictures not numbers are better) Perception of hazardous substance is (water-based) Risky situation or risky individual

Industry & Business Risk profile

HSE research in 14/15 showed - For ill health social, health care and public admin were above average For injury's (CATS) Construction, Agriculture, Transport and Storage

External info sources to I.d risks and hazards

HSE resources (eg research, ACOPS, guidance, stats etc, ART (assmt rept task)and MAC (mh ass chart) tools Other government sources eg national archives, .gov portal, dept for BIS (business innovation and skills) International sources ILO WHO Professional and trade bodies Insurance companies

Domino Theory

Heinrich then Bird again. Suggests that accidents follow a causal chain, so one event leads to another, leads to another until a major accident occurs. Prevention involves removing one of the dominoes, to prevent the sequence leading to an accident. Heinrich had the first theory. 5 dominoes. AS F UC A I Bird and lotus 1980 came up with another 5 domino model which included "management deficiencies. Theirs is Lack - basic - immediate - accident - injury/damage Lack=Lack of control Basic= Basic concepts Immediate=Immediate causes "and then a new model again by the HSE. It encourages straight line thinking but is over simplistic and not good for complex accident causation and therefore lead to ineffective accident investigation

Triangle theory

Heinrich then Bird. Heinrich (1931) was first...take 330 same accident. 300 no injury accident, 29 minor and 1 major. 3 layer. Then Bird, analysed 1.7 million from 300 companies. His showed 1 major to 10 minors, 30 property damage, from 600 reported incidents. 4 layer triangle. The ratio is 600/30/10/1 (600 incidents: 30 PD, 10 minor injury, 1 major Fatal or 7 day) No longer accepted as research shows that major accidents have different causal factors to minors.

HAZOP Disadvantages

High resource requirements both manpower and data Needs a multidisciplined team and experienced leader Study needs doing during a narrow window in the project life Danger of relying on previous similar studies as no two are ever the same May be limited by inadequate terms of reference or poor study scope If the model gets changed post HAZOP then some processes will be missed

Safety committee

If 2 or more union reps request, you have 3 months to set one up.

TOR (tolerability of Risk)

Inverted triangle split into 3 sections. Acceptable Tolerable (the ALARP) section Unacceptable

SSoW good practice

Involve colleagues Ensure management commitment and that EEs know this All tools available Training Prep needed Logical steps Specifies safe ways of undertaking jobs Access and Egress End of job eg dismantling and disposal

Permit to work 5 steps.

Issue Acceptance Hand-back (does it affect/interact with another process) Cancellation Extensions and handovers Used for potentially hazardous work and a means of communication between the various parties.

JSA job safety analysis

JSA = SREDIM & MEEP

Mayo motivation experiments

Known as the Hawthorn effect Several studies led to the conclusion that - Working in small harmonious groups can have a significant effect on productivity Having a chance to air your grievances seems to be beneficial to working relationships. Mayo drew 2 conclusions 1. The formality of strict rules and procedures spawns informal relationships and procedures with their base in human emotions and interactions. 2. Managers should strive for a balance between technical organisation and the human one and developing these people skills is vital.

Lapses

Lapses cause us to forget to carry out an action, to lose our place in a task or even to forget what we had intended to do.

MEEP

Material, Environmental, Equipment, people

Mistakes

Mistakes are a more complex type of human error where we do the wrong thing believing it to be right.

Reg 1 Reporting procedures

NOTIFY By the quickest practicable means, without delay For FIDO's Send a report within 10 days to relevant authority. Eg, online, or with the F2508 7 day reportables and diseases are 15 days

PTW issues and failures

Not ID all hazards Poor isolation of plant PPE unclear Poor hand back Poor forms Too complex or impractical Not seen as important Poor organisation culture Non availability of the issuer to sign back or cancel.

KPI comparisons (between different organisations)

Not usually directly comparable May use different definitions of lost time Different socio-economic workers Different fabric/age of buildings Contractor use may differ Different shift types eg part time/overtime Injury severity not reflected in actual numbers! Size and complexity of workforce Full time v part time employees

Hazard I.d techniques (OCT)

O= Observations. Look! Invisible and transient hazards. Behave differently when watched. C= Checklists for hazards. Tabled as hazard group, sub group, concern. Work Eq/lifting/ falling T= Task analysis. This is breaking the job down into its component steps or actions. Eg by JSA. Often the list is considered by a desktop team effort.

National sources of ill health data

Occupational ill- health is a greater cause of harm to workers than safety-related causes HSE statistics - Annually on injury and ill-health Health service reporting and Data from occupational physicians. The largest cause of work-related death is occupational cancer The number of new cases of ill-heath per year is greater than the number of RIDDOR injuries.

Types of Charts

Pie Charts - useful for showing different categories of data and their proportions of the whole. Bar charts - immediate comparison and quick assimilation of data. Can also be a composite bar chart showing more than one set of data. Line chart - good for showing trends over time and predicting future. Frequency distribution chart.

Working with Contractors

Planning the work Choosing the contractor Working on your site Keeping a check Reviewing their work

Professional and trade bodies

Professional 1. IOSH 2. BSi 3. IIRSM International Institute of risk and safety management 4. C I EH (chartered Institute of environmental health) 5. I ET (institution of engineering and technology) 6. RoSPA Trade 1. CIA (Chemical industries Association) Represents the UK chemical pharmacological business 2. I P A F (international powered access Federation) Key in desig, safety, testing, issues PAL Card 3. A R C A (asbestos removal contractors Association)

Methods of improving system reliability

Quality components Quality assurance Parallel redundancy Standby systems PPM Minimise human error

Rasmussen's behavioural model. (Driving Instructor)

R says there are 3 operating types of behaviour Operating at the KNOWLEDGE level Operating at the RULE BASE level Operating at the SKILLED LEVEL He likened it to learning to drive. Knowledge level is trial and error. High level of concentration, with many errors Rule based..once comfortable, a rule is established. But a new car, means redefining the rules. Skill based, driving no problem. It is here that the likelihood of a human failure is highest. Since familiarity is high and attention is low.

RIDDOR record keeping

Reg 12. Basically keep for 3 years. Record all details relating to DO, to injuries, to OD.

Risk - legal reasons

Reg 3. SS RA for the HS risks to EE and non EEs Reg 4. Any risk control measures required as a result of the risk assessment should be in accordance with the principles of prevention specified in schedule one of the regs Reg 5. appropriate arrangements for the effective planning of risk control measures appropriate for the nature of activities and size of the business

RIDDOR responsible person

Reg 3. Usually the employer.

RIDDOR - 8 categories that need to be notified. 5 or maybe 6 could happen at my place of work

Reg 4 Non fatal injury over 7 days (picture will help what types) Reg 5. Non fatal Injury to non worker (hosp needed, or a specified injury on hosp premises) Reg 6. Fatality work related Reg 4 (or a reportable that leads to death with a year) Reg 7. Dangerous occurrence (schedule 2) mnemonic 30-38 Reg 8. Occupational diseases Reg 9 Exposure to carcinogens, mutagens and biological agents Reg 10. Diseases off shore Reg 11. Gas related injuries and hazards

Night workers

Reg 7. Working time Regs that prior to starting night work, a free health assessment, then regular intervals afterwards.

Improving system reliability (7)

Reliable components Quality assurance Parallel redundancy Standby systems Minimising failure to danger PPM Minimising human error

RIDDOR Reportable events (to workers, non fatal) as defined in reg 4

Remember the stick man diagram. There are 8 CSpace Injury of heat, cold or 24hr hospital Scalping Loss of sight Loss of consciousness Fracture (not toe or finger) Amputation Burns over 10% Crush injury to head or torso

f=1/p

Remembered by the word FIP

Rule-based mistakes

Rule-based mistakes occur when our behaviour is based on remembered rules or familiar procedures. We have a strong tendency to use familiar rules or solutions even when these are not the most convenient or efficient.

Violation - situational

Rules are broken due to pressures from the job such as insufficient staff for the workload time pressures, adverse conditions right equipment for the job is not available.

SREDIM (the basic stages of a JSA)

S= Select (Select an appropriate task, not too broadly or narrowly defined) R = Record (record each step of the process) E= Examine each step for hazards D= Develop a SSOW I= Implement a SSOW, consult workers ideally M= Monitor the ongoing effectiveness and revise as necessary

The risk assessor

SKEPTIQ....and.... Ability to interpret legislation and guidance Good communication and report writing skill Awareness of your own limitations and knowledge May need specialist knowledge to properly complete

Dynamic risk assessments

STANDRUN Used by the fire brigade. Or more simply...STAR (stop, think, Act, review)

Dynamic risk assessment

STAR Stop, think, act, review

Active monitoring DATA (to evaluate performance)

Safety policy Compliance standards Training Committee meetings Specialist staff Risk assessments Perception of managers commitment

Hersey and Blanchard

Situational Leadership There is no best single leadership approach. Adapt to the varying maturity levels in the workplace! This leads to 4 basic leadership styles which are used depending on the "readiness of the follower" Style 1 = Telling (uni directional flow of info) Style 2 = Selling (convincing the group) Style 3= Participating (share decision making, more democratic) Style 4= Delegating Follower Readiness R1= Unable & unwilling or insecure R2= Unable BUT willing or confident R3= Able but unwilling or insecure R4= Able willing & confident

Violations - Situational

Situational violations breaking the rule is due to pressures from the job such as being under time pressure, insufficient staff for the workload, the right equipment not being available, or even extreme weather conditions. It may be very difficult to comply with the rule in a particular situation or staff may think that the rule is unsafe under the circumstances.

Slips

Slips are described as 'actions-not-as-planned'. Examples would be: picking up the wrong component from a mixed box, operating the wrong switch, transposing digits when copying out numbers and misordering steps in a procedure.

Claim values

Small claims- up to 10K Fast track - £10001 to 25K Multi track - >25K

Informal structures and Groups (organisations)

Social needs/ psychological needs Independent Flexible Not defined Smoking shelter Norming of behaviour Effects of?

Investigating - The 4 step process. GiAiRAP

Step 1 - GATHER INFORMATION Depends on the potential consequences and likelihood of the accident recurring. Resources needed. Gathering info (MEEP) Sources of info Witness statements STEP 2 - Analyse information Using a technique like FTA, fishbone, 5 whys, MEEP, 4 Ps (people, plant, place, process) from HSG245 and human failures (ESM SLR MKM) and Human Factors (JOI) Step 3 - Identify Risk Control Measures Step 4 - The Action Plan and Implementing it

The five-step risk assessment process

Step 1 ID the hazards (angry robot with chem/bio weapon). Plus! Int and Ext sources of info! Acc db Step 2 who may be harmed and how..shared, young, pregnant, disabled Step 3 evaluate risk and decide on precautions...reasonably practicable. Risk matrix score Step 4 record findings and implement them...less than 5 EE's? How? And a plan. Step 5 review and update if necessary...a formal review, what dictates it? EE reports.

Benchmarking 5 steps

Step 1 decide what to benchmark Step 2 analyse current position Step 3 select partners Step 4 work with partners Step 5 learning and acting on lessons learnt BM is a performance measurement tool used in conjunction with improvement initiatives to measure comparative operating performance and ID best practice.

Reactive monitoring DATA

Surveillance reports Lost time accidents Near miss and damage reports Occ disease reports 7 day accidents RIDDOR reportables Absence and sickness

System reliability

Systems in series and parallel In series, the calc is easy. RA x RB x RC, where R is the given reliability eg .96 In mixed systems, you have to break the parallel down into one system. Then this can be multiplied out as a 'series' The tricky part is breaking down these parallels. Not hard, but easy to make a mistake. Therefore show all steps of calcs to focus your mind. In Parallel, the calc is 1-(1-R). Parallel is the only calc that has this minus 1 business. So for a stacked system of 3 boxes called R1, R2, R3 it's overall reliability is.... 1-[(1-R1) x (1-R2) x (1-R3) The calc for a simple mixed 'parallel and series' exam question, takes about 10 minutes max. Always break the component part of the parallel into one number, which is multiplied out at the end to give the overall reliability.

Dual assurance HSG254

The HSE notes that most systems and procedures deteriorate over time therefore it advocates a dual assurance approach the key risk of concurrent control systems DA uses leading and lagging indicators in a structured and systematic way working together to confirm risk control is working or to provide a warning the issues of developing

THOR

The Health & Occupational Reporting network. Has 10 feeds from individual schemes.

qualitative risk assessment

The comprehensive ID and description of hazards from a specific activity, to people or the environment.

Maslow's Hierarchy of Needs

The five levels of needs that humans seek to satisfy, from most to least important Basic needs are 1. Biological then 2. Safety/Security Psychological needs are 3. Social then 4. Esteem Self fulfilment needs are 5. Self-Actualisation If the earlier needs are not satisfied, then the later ones may not be done. Not everyone achieves self actualisation

Management system review

The review should focus on its performance with regards to Suitability Adequacy Effectiveness Obvious points feed in to the review including Safety surveys Training Regulatory inspections Contractor performance Local reports from managers and reps

Ethics

The science or systematic analysis of morality, where morality means the codes of conduct and rules of behaviour that society regard as right or wrong.

Psychology

The scientific study of behavior and mental processes

Sociology

The systematic study of human society

Reasons multi causality theory (Swiss Cheese)

There maybe more than one cause of an accident, not only in sequence but occurring at the same time. The key features of the theory of "multi-causality" include the recognition that accidents have multiple causes and that these causes combine and react with each other in a complex and random fashion. Additionally each contributory cause may have multiple causes of its own. Eg Cause A, B and C = unsafe Act Cause D, E and F = unsafe condition Both combine to give an accident= injury damage or loss. Reason said that multiple defences usually lay in between a HAZARD and an accident. Imagine these are full of holes, that shrink grow and move representing weaknesses and gaps. The holes are created by 2 things. Active failures or latent conditions. AF are errors or violations. LC are things like design, training, maintenance failings, lack of supervision. The rare occasions of these factors (holes) aligning, gives a path from hazard In an investigation the sequence works back from the loss. Consider first how the defences failed and what active failures and latent conditions were involved. Then for each safe or unsafe act, the investigation seeks to find out what local conditions shaped or provoked it, and ultimately what upstream factors contributed to each local condition. Enables the likelihood of accidents to be predicted. It also encourages the use of more systematic accident analysis techniques such as fault tree and event tree analysis. However, it tends to be a complex process, is more difficult to understand, requires more time and resources to identify the full causation picture and there are practical difficulties in reaching a decision on the extent of an investigation.

Root cause methods

These would include amongst others: identifying the immediate causes for each event leading up to the accident and then for each immediate cause, identifying one or more underlying causes; using a structured 'why' questioning analysis, using immediate and underlying cause checklists such as HSG245 (investigating accidents and incidents) Fault tree analysis, event tree analysis, or the Ishikawa (fishbone) cause and effect analysis.

Human factors

Think of JOI

FTA

This is a logic diagram based on the principle of multi-causality which traces all branches or events which could contribute to an accident or failure. The starting point is called the top event then the immediate and contributory fault conditions leading to that event. Uses sets of symbols in logic diagrams (And / Or gates) These may each in turn be caused by other faults et cetera Each branch of the tree is further developed until a primary Failure such is the root cause is identified

Safety sampling

This is a random sampling to assess the accident potential in a specific work area by looking for defects and omissions. The work area is divided into sections and an experienced observer takes around 15m to follow a planned walkthrough.

ETA

This is concerned with identifying and evaluating the consequences following an event called the initiating event. Develops from left to right. It is used to investigate the consequences of loss-making events in order to find ways of mitigating rather than preventing losses.

bow tie

This model uses the layering of barriers. The approach can be use proactively to evaluate risk control or reactively to understand the failures that caused an incident. The centre of the bow tie represents the accident. To the left of the accident we have a FTA diagram and to the right of the accident we have an ETA diagram. So the fault leads to a critical event The critical event generates consequences These need to be mitigated through the use of barriers

Ergonomics (POC)

Three areas of specialisation within ergonomics Physical E (eg postures at work, MH, repetitiveness, ULDs) Cognitive E (mental processes, perception, memory, reasoning, workload, stress, training) Organisational E (communication, teamwork, culture) its the org structure, policies and processes.

leadership styles (4)

Transactional - a process of exchange. The leader creates expectation & sets objectives, provides recognition & reward, Transformational - about transforming group goals & actions through inspiring and giving purpose & direction. Servant - The leader is servant first, wants to serve first. Shares power, puts the needs of other first. Leader exists to serve others. Inverted power pyramid. Situational (Hersey and Blanchard)

Reactive monitoring systems

Triggered after an event Reporting of injuries Claims Near miss property damage with potential Complaints from workforce Costs arising Enforcement

ILO

UN agency Oversees IL standards Reps of gov/workers and ers. Decent working for all It's 'knowledgebase, webpages are good An encyclopaedia of OH&S, from the global community of Hs experts Plus loads more

Quantitative risk analysis

Used in more complex industries Both frequencies and the consequences are quantified using appropriate techniques Using historical data And deviation via analytical modelling techniques Fault tree analysis and event tree analysis are widely used

Quantitative risk assessment (called quantified risk assessments QRA)

Usually based on standards Uses a methodology like risk matrixes Easily understood quick to complete and graphically represent combinations of likelihood and consequences

Violations - routine

Violations are divided into three categories: routine, situational and exceptional. With a routine violation, breaking the rule or procedure has become a normal way of working within the work group. This can be due to:the desire to cut corners to save time and energy; the perception that the rules are too restrictive; the belief that the rules no longer apply; nlack of enforcement of the rule; and new workers starting a job where routine violations are the norm and not realising that this is not the correct way of working.

Common mode failure

Where identical components are used in a parallel system, care must be taken to avoid common mode failure! If identical components, with the same manufacturing process, the same quality assurance, they are prone to fail around the same time. Can be risky if this single channel can cause a fail to danger. Use hardware diversity, eg same functionality but different design to negate the effect. The reliability calculations for components in parallel assume independent failure modes and the existence of common mode failures would mean that the actual reliability was less than that calculated.

Behavioural root cause analysis

Work back through the chain to id the most basic preventable cause Identify the behaviours that lead to unsafe acts Simple method of asking "why" as the chain is investigated back to source will eventually come up with an unsafe act of behavioural origin.

WHO

World Health Organization UN directing/coordinating authority Leadership on global health matters Campaign on controlling the top 10 chemicals of public health concern like asbestos, lead, benzene and pesticides

conflict of interest

a conflict between self-interest and professional obligation. Eg a client not following your recommendations, but you continue to advise them as it's paid services.

Violation - Routine

continually breaking a rule or procedure to the extent that it becomes the normal way of working

Objective measures

measures based on facts and detached from personal judgement

subjective measures

measures based on individual perceptions, may get different results from different people.

Suitable and sufficient RA

proportionate Identify all risks Consider the public and others Demonstrate that reasonable steps have been taken to ID hazards Use of industry good practice Routine and nonroutine covered How work is organised and effects on health Indicate the time period for which it is valid

Violation - Exceptional

rare and only happen when things have gone wrong and a risk is taken to solve an urgent problem or is believed to be the lesser of two evils

Anthropometry

the collection of data on human physical dimensions which can then be applied to equipment design