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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.
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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.
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• =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$risk
activities involved with the unloading o the granite
slabs. generic risk assessment or the general
work activities in the worksite was conducted.
ase !tud" ( & %rie .
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• 5 workers were returning to work ater lunch when
they noticed that the door o the container store
was open and one o the rack had toppled. 9hen
the workers looked inside the container, theynoticed the deceased trapped between two metal
storage racks.
• &he co$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.