DOCSLIB.ORG

Operational Risk Management Guide

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Operational Risk Management Guide OPERATIONAL RISK MANAGEMENT GUIDE U.S. DEPARTMENT OF AGRICULTURE FOREST SERVICE 2020 Last Updated 02/26/2020 RISK MANAGEMENT COUNCIL IN COOPERATION WITH THE OFFICE OF SAFETY & OCCUPATIONAL HEALTH and THE NATIONAL AVIATION SAFETY COUNCIL Contents Contents ....................................................................................................................................................................................... 2 Executive Summary .................................................................................................................................................................. i Introduction ............................................................................................................................................................................... 1 What is Operational Risk Management? ................................................................................................................... 1 The Terminology of ORM ................................................................................................................................................ 1 Principles of ORM Application ........................................................................................................................................... 6 The Five-Step ORM Process ................................................................................................................................................ 7 Step 1: Identify Hazards ................................................................................................................................................... 7 Step 2: Assess Hazards ..................................................................................................................................................... 8 Risk Assessment Matrix .............................................................................................................................................. 8 Risk Assessment Tool ................................................................................................................................................. 13 Step 3: Make Risk Decisions ......................................................................................................................................... 15 Identifying Risk Management Strategies ........................................................................................................... 15 Evaluate Risk vs. Gain ................................................................................................................................................ 16 Risk Decision Authority Chart ................................................................................................................................ 17 Step 4: Implement Controls .......................................................................................................................................... 17 Step 5: Supervise ............................................................................................................................................................... 20 Communicate, Evaluate, Validate ............................................................................................................................... 20 ORM Process Examples ....................................................................................................................................................... 21 References ................................................................................................................................................................................ 23 Appendix 1: Risk Assessment Worksheet ................................................................................................................ 244 Appendix 2: Risk Assessment Matrix ............................................................................................................................ 24 Appendix 3: Risk Assessment Codes ............................................................................................................................. 27 Appendix 4: Risk Assessment Tool ................................................................................................................................ 29 Appendix 4: Risk Decision Authority Chart ................................................................................................................ 29 Executive Summary To accomplish the mission of the U.S. Department of Agriculture Forest Service, we expose employees, volunteers, and contractors to a wide variety of environments ranging from secure office settings to extremes of weather, terrain, fires, and floods. All these workplace situations have hazards that present some degree of risk of harm to employees. Fortunately, most of the risk our employees face is manageable through deliberate, collaborative, and thoughtful risk management. This guide exists to help managers and employees identify and communicate value and objectives, identify risks, evaluate how to mitigate them to the lowest practicable level, and then decide if the value or attempting to achieve the objectives is worth accepting the residual risks. The Operational Risk Management (ORM) process can be used to assist agency leaders, supervisors, and employees with identifying and mitigating risk associated with the work we perform. This guide provides a format for employees to conduct a thorough discussion of the various levels where ORM can be applied, illustrates uses of the tools, and contains reproducible forms in the Appendix. Essentially, all Forest Service actions seek to meet multiple objectives, not just safety-related objectives. This guide is written to be inclusive of managing the risks associated with meeting any objective, especially the objective of no harm to employees. The ORM process and the newly developed risk assessment worksheet, when signed by a line officer or other approved authority, can replace the Job Hazard Analysis (JHA) form. i | Page Send comments to Branch Chief Risk Management [email protected] ii | Page Introduction The U.S. Department of Agriculture Forest Service is embracing development of an Operational Risk Management (ORM) process to better plan for and address the inherent risks that our employees face. Adoption and implementation of ORM will allow the Forest Service to enhance employee capacity to identify, evaluate, and mitigate risks across the full spectrum of work activities and improve the ability to make risk informed decisions and ultimately accomplish objectives as safely and efficiently as possible. The ORM Guide has been developed to describe and clarify an ORM process to be used in project, incident, and work activity decision making. (This guide will use the term “project” to represent all incidents, projects, or work activities from here on out.) The intent of this guide is to: • Clearly define four principles that guide a five-step ORM process. • Describe how to apply ORM in all Forest Service activities. • Provide a sound foundation for creating a greater understanding of the importance of ORM through education, training, and application. • Guide the incorporation of ORM into the full spectrum of Forest Service project/incident/work activities. What is Operational Risk Management? ORM is a continuous, systematic process of identifying and controlling hazards to increase the certainty of outcomes. This process includes detecting hazards, assessing risks, implementing controls, and monitoring risk controls to support effective risk-based decision making. “Risk management is essentially decision making under uncertainty” (Thompson et al, 2016). ORM involves identifying, assessing, decision making, implementing controls, and supervising. Furthermore, ORM seeks to harness feedback and input from all organizational levels to make the most informed decisions possible while reducing unintended outcomes. ORM has a specific goal: Enhance employee’s ability to anticipate hazards and reduce the potential for loss, thereby increasing the probability of a successful outcome. The Terminology of ORM A clear understanding of ORM terminology is a prerequisite to effective communication of risk, decisions, and controls. Risk: Risk is “the effect of uncertainty on objectives” as defined by the International Organization for Standardization (ISO 31000). It is typically expressed as an estimate of the probability and severity of consequence of uncertain future events. In situations where outcomes and consequences are known, calculations of risk are possible. For example, the probability of the dealer winning a single hand of blackjack is approximately 51%. The consequence is the win or the loss. 1 | Page This ORM guide is designed for use where absolute calculations are not possible, such as the risks of working in the wildland environment. Here the odds of various outcomes are estimated based on experience and the context of the situation, using tools discussed later in the guide. Risk is characterized by different types. These are: • Identified risk: Risk that has been determined to exist. Simply stated, identified risk is the risk that we recognize as existing that could reduce the likelihood of achieving our objective. • Unidentified risk: Risk that has not been identified but has some effect on the likelihood of achieving our objective. Some risk is not identifiable or measurable but is no less important. • Total risk: Total risk
Load more

Recommended publications
  • Basel III: Post-Crisis Reforms
    Basel III: Post-Crisis Reforms Implementation Timeline Focus: Capital Definitions, Capital Focus: Capital Requirements Buffers and Liquidity Requirements Basel lll 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1 January 2022 Full implementation of: 1. Revised standardised approach for credit risk; 2. Revised IRB framework; 1 January 3. Revised CVA framework; 1 January 1 January 1 January 1 January 1 January 2018 4. Revised operational risk framework; 2027 5. Revised market risk framework (Fundamental Review of 2023 2024 2025 2026 Full implementation of Leverage Trading Book); and Output 6. Leverage Ratio (revised exposure definition). Output Output Output Output Ratio (Existing exposure floor: Transitional implementation floor: 55% floor: 60% floor: 65% floor: 70% definition) Output floor: 50% 72.5% Capital Ratios 0% - 2.5% 0% - 2.5% Countercyclical 0% - 2.5% 2.5% Buffer 2.5% Conservation 2.5% Buffer 8% 6% Minimum Capital 4.5% Requirement Core Equity Tier 1 (CET 1) Tier 1 (T1) Total Capital (Tier 1 + Tier 2) Standardised Approach for Credit Risk New Categories of Revisions to the Existing Standardised Approach Exposures • Exposures to Banks • Exposure to Covered Bonds Bank exposures will be risk-weighted based on either the External Credit Risk Assessment Approach (ECRA) or Standardised Credit Risk Rated covered bonds will be risk Assessment Approach (SCRA). Banks are to apply ECRA where regulators do allow the use of external ratings for regulatory purposes and weighted based on issue SCRA for regulators that don’t. specific rating while risk weights for unrated covered bonds will • Exposures to Multilateral Development Banks (MDBs) be inferred from the issuer’s For exposures that do not fulfil the eligibility criteria, risk weights are to be determined by either SCRA or ECRA.
    [Show full text]
  • Risk Assessment Guidance
    Risk Assessment Guidance The assessor can assign values for the hazard severity (a) and likelihood of occurrence (b) (taking into account the frequency and duration of exposure) on a scale of 1 to 5, then multiply them together to give the rating band: Hazard Severity (a) Likelihood of Occurrence (b) 1 – Trivial (eg discomfort, slight bruising, self-help recovery) 1 – Remote (almost never) 2 – Minor (eg small cut, abrasion, basic first aid need) 2 – Unlikely (occurs rarely) 3 – Moderate (eg strain, sprain, incapacitation > 3 days) 3 – Possible (could occur, but uncommon) 4 – Serious (eg fracture, hospitalisation >24 hrs, incapacitation >4 4 – Likely (recurrent but not frequent) weeks) 5 – Very likely (occurs frequently) 5 – Fatal (single or multiple) The risk rating (high, medium or low) indicates the level of response required to be taken when designing the action plan. Trivial Minor Moderate Serious Fatal Rating Bands (a x b) Remote 1 2 3 4 5 LOW RISK MEDIUM RISK HIGH RISK (1 – 8) (9 - 12) (15 - 25) Unlikely 2 4 6 8 10 Continue, but Continue, but -STOP THE Possible review implement ACTIVITY- 3 6 9 12 15 periodically to additional Identify new ensure controls reasonably controls. Activity Likely remain effective practicable must not controls where 4 8 12 16 20 proceed until possible and risks are Very monitor regularly reduced to a low likely 5 10 15 20 25 or medium level 1 Risk Assessments There are a number of explanations needed in order to understand the process and the form used in this example: HAZARD: Anything that has the potential to cause harm.
    [Show full text]
  • Capital Adequacy Requirements (CAR)
    Guideline Subject: Capital Adequacy Requirements (CAR) Chapter 3 – Credit Risk – Standardized Approach Effective Date: November 2017 / January 20181 The Capital Adequacy Requirements (CAR) for banks (including federal credit unions), bank holding companies, federally regulated trust companies, federally regulated loan companies and cooperative retail associations are set out in nine chapters, each of which has been issued as a separate document. This document, Chapter 3 – Credit Risk – Standardized Approach, should be read in conjunction with the other CAR chapters which include: Chapter 1 Overview Chapter 2 Definition of Capital Chapter 3 Credit Risk – Standardized Approach Chapter 4 Settlement and Counterparty Risk Chapter 5 Credit Risk Mitigation Chapter 6 Credit Risk- Internal Ratings Based Approach Chapter 7 Structured Credit Products Chapter 8 Operational Risk Chapter 9 Market Risk 1 For institutions with a fiscal year ending October 31 or December 31, respectively Banks/BHC/T&L/CRA Credit Risk-Standardized Approach November 2017 Chapter 3 - Page 1 Table of Contents 3.1. Risk Weight Categories ............................................................................................. 4 3.1.1. Claims on sovereigns ............................................................................... 4 3.1.2. Claims on unrated sovereigns ................................................................. 5 3.1.3. Claims on non-central government public sector entities (PSEs) ........... 5 3.1.4. Claims on multilateral development banks (MDBs)
    [Show full text]
  • Quarter Ended September 30, 2020
    PILLAR 3 REGULATORY CAPITAL DISCLOSURES For the quarterly period ended September 30, 2020 Table of Contents Disclosure map 1 Introduction 2 Report overview 2 Basel III overview 2 Firmwide risk management 3 Governance and oversight 3 Regulatory capital 4 Components of capital 4 Risk-weighted assets 5 Capital adequacy 6 Supplementary leverage ratio 8 Total Loss-Absorbing Capacity 8 Credit risk 9 Retail credit risk 11 Wholesale credit risk 13 Counterparty credit risk 14 Securitization 15 Equity risk in the banking book 19 Market risk 20 Material portfolio of covered positions 20 Value-at-risk 20 Regulatory market risk capital models 21 Independent review 24 Stress testing 24 Operational risk 25 Interest rate risk in the banking book 26 Supplementary leverage ratio 27 Appendix 28 Valuation process 28 References 28 DISCLOSURE MAP Pillar 3 Report page 3Q20 Form 10-Q 2019 Form 10-K Pillar 3 Requirement Description reference page reference page reference Capital structure Terms and conditions of capital instruments 5 1, 259, 261 Capital components 4 95 148, 259, 261 Capital adequacy Capital adequacy assessment process 6 52 86 Risk-weighted assets by risk stripe 5 Regulatory capital metrics 7 178 271 Credit risk: general Policies and practices 9 60 100, 178, 208, 219, disclosures 217, 272 Credit risk exposures 9 60, 85 100, 127 Retail Distribution of exposure 11 62, 149, 150, 180 103, 222, 232, 273 Allowance for Credit Losses 10 151, 159 223, 240 Wholesale Distribution of exposure 13 67, 136, 156, 180 108, 208, 234, 273 Allowance for Credit Losses
    [Show full text]
  • Risk-Based Capital Rules
    Financial Institution Letter FIL-69-2008 Federal Deposit Insurance Corporation July 29, 2008 550 17th Street NW, Washington, D.C. 20429-9990 RISK-BASED CAPITAL RULES Notice of Proposed Rulemaking on Risk-Based Capital Standards: Standardized Framework Summary: The federal bank and thrift regulatory agencies have jointly issued the attached Notice of Proposed Rulemaking (NPR) and are seeking comment on the domestic application of the Basel II standardized framework for all domestic banks, bank holding companies, and savings associations that are not subject to the Basel II advanced approaches rule. The FDIC will accept comments on the NPR through October 27, 2008. Distribution: FDIC-Supervised Banks (Commercial and Savings) Highlights: Suggested Routing: Chief Executive Officer In the attached NPR, the agencies propose to Chief Financial Officer implement a new optional framework for calculating Chief Accounting Officer risk-based capital based on the Basel II Standardized Related Topics: Approach to credit risk and the Basel II Basic Risk-Based Capital Rules Indicator Approach to operational risk. The proposal 12 CFR Part 325 would: Basel II Attachment: • Expand the use of credit ratings for • “Key Aspects of the Proposed Rule on Risk- determining risk weights, Based Capital Guidelines: Capital Adequacy Guidelines; Standardized Framework” • Base risk weights for residential mortgages • Notice of Proposed Rulemaking, Risk-Based on loan-to-value ratios, Capital Guidelines; Capital Adequacy Guidelines; Standardized Framework • Expand the types of financial collateral and guarantees available to banks to offset credit Contact: risk, Nancy Hunt, Senior Policy Analyst, at [email protected] or (202) 898-6643 • Offer more risk-sensitive approaches for Ryan D.
    [Show full text]
  • Currency Risk Management Model
    e Theoretical and Applied Economics Volume XXVI (2019), No. 3(620), Autumn, pp. 21-34 Currency risk management model Constantin ANGHELACHE Bucharest University of Economic Studies, Romania “Artifex” University of Bucharest, Romania [email protected] Mădălina Gabriela ANGHEL “Artifex” University of Bucharest, Romania [email protected] Dana Luiza GRIGORESCU Bucharest University of Economic Studies, Romania [email protected] Abstract. The currency risk management is a very important aspect, especially in the case of companies that also carry out import-export activities. The currency risk is the one that can bring a series of elements that can be positive in terms of the results of the trading company or negative. Thus, for example, we can discuss the exchange rate on imports, which as it increases determines a price instability on the importer's market or on export, which as it decreases is favorable for the exporter. In the management of currency risk, volatility, exchange ratio, optimization of the ratio and the specific risks of the commercial bank must be taken into account. The risk management is an issue of utmost importance and it is carried out in several stages, pursuing precise objectives of control and adequacy of currency problems, so as to minimize and eliminate currency risks. This is a problem that is still stressful for Romania, in the context where it is a country that is not part of the Euro-monetary Union and then all intra and extra-EU transactions are made on the basis of the exchange ratio. And the calculation of the macroeconomic indicators of results being performed according to Eurostat requirements and in foreign currency, determines a certain evolution of the most representative indicator of results, namely the gross domestic product.
    [Show full text]
  • Assigning Risk Assessment Codes
    Exhibit 1 240 FW 5 Page 1 of 4 Assigning Risk Assessment Codes The Department of the Interior describes its Risk Assessment System in 485 DM 6, Inspections and Abatements. The policy mandates inspections, assignment of Risk Assessment Codes (RACs) to identified hazards, and abatement of the hazards within certain timeframes. The RACs are based on the hazard severity, probability of occurrence, and number of people exposed or potentially lost in the event of an accident. While all hazards should be resolved as soon as possible, the Risk Assessment System provides managers with safety risk ranking information to assist them in making informed decisions concerning hazard control. It also provides decisionmakers with a consistent and defensible approach to prioritizing safety hazard abatement efforts among the many competing resource demands and priorities. Step 1 – Learn the terminology Hazard – Anything that may cause harm, injury, or ill health. Risk – Risk is a measure of both the likelihood (probability) and the consequence (severity) of all hazards related to an activity or condition. Risk Assessment System (RAS) – A method provided by the Department to assist managers to prioritize safety and health deficiencies. Risk Assessment Code (RAC) – A hazard number ranking system from 1 (the highest level of risk) to 5 (the lowest level of risk). Risk Assessment Matrix – A tool used to assign RACs (see example below). XX/XX/13 OCCUPATIONAL SAFETY AND HEALTH Exhibit 1 240 FW 5 Page 2 of 4 Step 2 – Using the RAC Matrix Tool, assigning a code Evaluate each deficiency based on both the likelihood (probability) of an outcome occurring and the consequence (severity) of a potential outcome.
    [Show full text]
  • Incidence of Laryngospasm and Bronchospasm in Pediatric Adenotonsillectomy
    University of Nebraska - Lincoln DigitalCommons@University of Nebraska - Lincoln US Army Research U.S. Department of Defense 2012 Incidence of Laryngospasm and Bronchospasm in Pediatric Adenotonsillectomy Michael I. Orestes Walter Reed Army Medical Center Lina Lander University of Nebraska Medical Center, [email protected] Susan Verghese Children’s National Medical Center Rahul K. Shah Children’s National Medical Center, [email protected] Follow this and additional works at: https://digitalcommons.unl.edu/usarmyresearch Orestes, Michael I.; Lander, Lina; Verghese, Susan; and Shah, Rahul K., "Incidence of Laryngospasm and Bronchospasm in Pediatric Adenotonsillectomy" (2012). US Army Research. 257. https://digitalcommons.unl.edu/usarmyresearch/257 This Article is brought to you for free and open access by the U.S. Department of Defense at DigitalCommons@University of Nebraska - Lincoln. It has been accepted for inclusion in US Army Research by an authorized administrator of DigitalCommons@University of Nebraska - Lincoln. The Laryngoscope VC 2012 The American Laryngological, Rhinological and Otological Society, Inc. Incidence of Laryngospasm and Bronchospasm in Pediatric Adenotonsillectomy Michael I. Orestes, MD; Lina Lander, ScD; Susan Verghese, MD; Rahul K. Shah, MD Objectives/Hypothesis: To evaluate and describe airway complications in pediatric adenotonsillectomy. Study Design: Retrospective case-control study. Methods: A chart review of patients that underwent adenotonsillectomy between 2006 and 2010 was performed. Peri- operative complications, patient characteristics, and surgeon and anesthesia technique were recorded. Results: A total of 682 charts were reviewed. Eleven cases (1.6%) of laryngospasm were identified: one was preopera- tive, seven occurred in the operating room postextubation, and three occurred in the recovery area. Four patients were given succinylcholine, one was reintubated, and the other cases were managed conservatively.
    [Show full text]
  • Legal Risk: the Operational Risk Problem in Microcosm
    Legal Risk: The Operational Risk Problem in Microcosm • The Nature of Legal Risk • The Insurability of Legal Risk • The Securitization of Legal Risk The Nature of Legal Risk • Difficult to define: losses that depend on how the law allocates risk between financial institutions and other transactors or the government • Difficult to predict but determines whether bank actually bears the losses of an operational failure • Wide ranges of frequency and impact for different kinds of legal risk A Sampling of Court Cases • Sample of decided cases in federal district courts and three state appellate courts, October 1, 2000 - October 1, 2001 • Not a reliable sample: only includes litigated cases that were not settled, and only deals with a short period of time • Purpose: show the variety of different cases in federal court and the difference in legal environment among states Federal District Court Cases October 1, 2000 - October 1, 2001 Type of Case Number Banks as Trustee 4 Antitrust 2 Checks 9 Consumer Protection 54 --Truth in Lending 21 --Fair Debt Collection 9 Contracts 31 Discrimination 24 --Customer 6 --Employees 18 Fraud 15 Holocaust Compensation 1 Indian Land Claims 2 Mortgage or Foreclosure Dispute 8 Patent Infringement 2 RICO 10 Securities Fraud 17 --Fraud 8 --Disclosure 9 Third Party 32 --Deposit Holder or Trustee 18 --Finance Provider or Debt Holder 4 --Mortgage or Lien Holder 10 Torts 4 Trademark 2 Other 7 TOTAL 224 State Court Appellate Cases October 1, 2000 - October 1, 2001 Type of Case California New York Texas Banks as Trustee
    [Show full text]
  • Personal Protective Equipment
    LABORATORY BIOSAFETY MANUAL FOURTH EDITION AND ASSOCIATED MONOGRAPHS PERSONAL PROTECTIVE EQUIPMENT LABORATORY BIOSAFETY MANUAL FOURTH EDITION AND ASSOCIATED MONOGRAPHS PERSONAL PROTECTIVE EQUIPMENT Personal protective equipment (Laboratory biosafety manual, fourth edition and associated monographs) ISBN 978-92-4-001141-0 (electronic version) ISBN 978-92-4-001142-7 (print version) © World Health Organization 2020 Some rights reserved. This work is available under the Creative Commons Attribution- NonCommercial-ShareAlike 3.0 IGO licence (CC BY-NC-SA 3.0 IGO; https://creativecommons.org/ licenses/by-nc-sa/3.0/igo). Under the terms of this licence, you may copy, redistribute and adapt the work for non-commercial purposes, provided the work is appropriately cited, as indicated below. In any use of this work, there should be no suggestion that WHO endorses any specific organization, products or services. The use of the WHO logo is not permitted. If you adapt the work, then you must license your work under the same or equivalent Creative Commons licence. If you create a translation of this work, you should add the following disclaimer along with the suggested citation: “This translation was not created by the World Health Organization (WHO). WHO is not responsible for the content or accuracy of this translation. The original English edition shall be the binding and authentic edition”. Any mediation relating to disputes arising under the licence shall be conducted in accordance with the mediation rules of the World Intellectual Property Organization (http://www.wipo.int/amc/en/ mediation/rules/). Suggested citation. Personal protective equipment. Geneva: World Health Organization; 2020 (Laboratory biosafety manual, fourth edition and associated monographs).
    [Show full text]
  • Operational Risk Management in Banks: the Way Forward
    PERSPECTIVE OPERATIONAL RISK MANAGEMENT IN BANKS: THE WAY FORWARD Abstract Risk management has always been a complex function for banks. Today the scope of regulatory compliance and risk management has become much broader, and the potential impact of noncompliance is significantly high. The risk function at banks is evolving from being a number-crunching function to a more dynamic business enabler, focusing on risks arising from complex products, diversified operations, diverse workforce, multiple channels, and regulatory compliance at regional and global levels. The intent being on proactive risk management and mitigation rather than event-based response. Operational risk has come to the fore since 2001 when it was recognized as a distinct class of risk outside credit and market risk, by Basel II. Though the Basel committee proposed some approaches to measure operational risk, their level of sophistication varies across banks. This is also because operational risk is the most complicated risk type, when it comes to risk quantification, identification, and mitigation. Operational risk is highly dynamic in nature and is impacted by numerous factors such as internal business processes, regulatory landscape, business growth, customer preferences, and even factors external to the organization. Introduction Risk management has always been a regionally and globally. The underlying because operational risk is the most complex function for banks. Today, the intent is proactive risk management complicated risk type when it comes scope of regulatory compliance and and mitigation rather than event- to risk quantification, identification, risk management has expanded and based response. and mitigation. In fact, operational the potential impact of noncompliance risk is highly dynamic in nature and has significantly risen.
    [Show full text]
  • Risk Assessment Checklist
    Preventing Workplace Harassment & Violence: Toolkit for Trucking & Logistics Employers WORKPLACE HARASSMENT AND VIOLENCE PREVENTION REGULATIONS Workplace Risk Assessment Checklist Recent changes to the Canada Labour Code introduce new obligations for federally regulated employers. One important new piece of legislation is Bill C-65, which protects against harassment and violence in the workplace. BillC-65 introduced new Workplace Harassment and Violence Prevention Regulations, which came into force on January 1st, 2021. Under this new framework, employers are required to conduct a Work Place Risk Assessment as part of their responsibility to prevent workplace harassment and violence. Below you will find a Workplace Risk Assessment Checklist to help monitor your company’s practices and ensure compliance. The checklist contains information that is both required and recommended. Regulatory requirements per the Act are denoted by *. Legal Statement: The information contained within does not constitute legal advice. Trucking HR Canada, and all content contributors bear no responsibility for any circumstances arising out of or related to the adoption, or decision not to adopt any of the recommendations contained in the Workplace Risk Assessment Checklist. WORKPLACE RISK ASSESSMENT CHECKLIST 1 GETTING STARTED *You will be required to complete the workplace assessment with your company’s applicable partner. Depending on the size of your organization, "applicable partner" is defined as the policy committee (for employers with more than 300 employees), the workplace committee (for employers with 20 or more employees), or the health and safety representative (for employers with less than 19 employees). *Ensure individuals that are directed to identify the risks, or to develop and implement the preventative measures, are properly qualified and trained.
    [Show full text]