Management of Low Probability/High Consequence Risk
Thanks to George Robotham for his basic explanation of the very useful 9 box model
How often have we heard in regard to a high consequence risk “We have been doing it that way for 20 years and not had a problem” Disasters like the Moura explosion and the Longford disaster prove that plans must be put in place to manage low probability/high consequence risks. Focus groups experienced in operation of these risks will provide significant insight into management of these risks. Formal risk management approaches as outlined in the paper “The Hazard Management Process” by this author are essential. The December 2001 issue of “Safety in Australia” contains useful advice on managing this type of risk.
9 BOX MODEL
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Prevention
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Monitoring
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Contingency |
| Equipment, / Engineering |
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| Procedures |
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| Skills/Competencies |
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The 9 box model says for the control of major hazards you must have equipment./engineering controls, safe working procedures and the appropriate skills / competencies. There must be prevention controls, controls to monitor the effectiveness of the prevention controls and contingency controls if the main controls are not effective. The aim is to fill the whole 9 boxes with as many controls as possible.
I have worked in OHS for most of my working life, many years in the mining industry including over 10 years in a corporate OHS role with BHP. Since leaving the mining industry I have worked in a variety of safety roles with a variety of employers, large & small, in a variety of industries.
I was associated with my first workplace fatality at age 21, the girl involved was young, intelligent, vivacious and friendly. Such a waste! I was the first on the scene and tried to comfort her and tend to her injuries. She said to me “George, please do not let me die” We put her on the aerial ambulance to Rockhampton base hospital where she died the next day. I do not mind telling you that knocked me around for awhile.
Since then I have helped my employers cope with the aftermath of 12 fatalities and 2 other life-altering events. The section "Why do Occupational Health & Safety" provides further detail but in summary, poor safety is simply very expensive and also has a massive humanitarian cost.
My qualifications include a certificate I.V. in Workplace Training and Assessment, a Diploma in Frontline Management, a Diploma in Training & Assessment Systems, a Bachelor of Education (Adult & Workplace Education) , a Grad. Cert. in Management of Organisational Change and a Graduate Diploma in Occupational Hazard Management. I am currently studying towards a Masters in Business Leadership.
Up until recently I had been a Chartered Fellow of the Safety Institute of Australia for 10 years and a member for about 30 years.
My interest is in non-traditional methods of driving organisational change in OHS and I have what I believe is a healthy dis-respect for many common approaches to OHS Management and OHS Training. I hold what I believe is a well-founded perception that many of the things safety people and management do in safety are “displacement activities” (Displacement activities are things we do, things we put a lot of energy into, but which when we examine them closely there is no valid reason for doing them).
My managerial and leadership roles in OHS have exposed me to a range of management techniques that are relevant to Business Improvement. In particular I am a strong supporter of continuous improvement and quality management approaches to business. I believe leadership is the often forgotten key to excellence in most aspects of life.
I hold the Australian Defence Medal and am a J.P.(Qualified).
I have many fond memories of my time playing Rugby Union when I was a young bloke.
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