Risk Assessment and Management

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1 Risk Assessment and Management Sample Corporate Training Materials All of our training products are fully customizable and are perfect for one day and half day workshops. You can easily update or insert your own content to make the training more relevant to participants. Our material is completely customizable and is backed up by a 90 day 100% no questions asked money back guarantee! With our training courseware you are able to: Add your name and logo (and remove ours). Add your own content to make the training more relevant to your clients (i.e. using examples and case studies from within your organization or city) Train unlimited users within your organization. No Annual Renewal Fees Download training material on your time from our secure servers United States International 73 Greentree Drive, Box # Provost Street Dover, Delaware New Glasgow, NS, Canada Toll-free: Phone: Fax: Fax: Any technical issues or questions can be addressed by our support team Our Product Catalog contains our entire library of available and upcoming courses. Please follow this link: Review our License Agreement to answer any licensing questions you may have. Please follow this link:

2 TABLE OF CONTENTS Preface... 3 What is Courseware?... 3 How Do I Customize My Course?... 3 Materials Required... 4 Maximizing Your Training Power... 5 Icebreakers... 6 Icebreaker: Friends Indeed... 7 Training Manual Sample... 8 Sample Module: Identifying Hazards and Risks... 9 Instructor Guide Sample Sample Module: Identifying Hazards and Risks Activities Quick Reference Sheets Certificate of Completion PowerPoint Sample Full Course Table of Contents... 39

3 Preface What is Courseware? Welcome to Corporate Training Materials, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a takehome reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and training materials. How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants industry, or additional information. You can, of course, also use all of your word processor s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click Update entire table and press OK. (You will also want to perform this step if you add modules or move them around.) If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options.

4 For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do: Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Corporate Training Materials. Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets.

5 We recommend these additional materials for all workshops: Laptop with projector, for PowerPoint slides Quick Reference Sheets for students to take home Timer or watch (separate from your laptop) Masking tape Blank paper Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants. Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o o o Use examples, case studies, and stories that are relevant to the group. Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately. Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.) Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life. Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops. And now, time for the training!

6 Icebreakers Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an Icebreaker to help facilitate the beginning of the course, as it helps break the ice with the participants. If the participants are new to each other, an icebreaker is a great way to introduce everyone to each other. If the participants all know each other it can still help loosen up the room and begin the training session on positive note. Below you will see one of the icebreakers that can be utilized from the Icebreakers folder.

7 Icebreaker: Friends Indeed Purpose Have the participants moving around and help to make introductions to each other. Materials Required Name card for each person Markers Preparation Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to shoulder. They should place their name card at their feet. Then they can take a step back. You as the facilitator should take the place in the center of the circle. Activity Explain that there is one less place than people in the group, as you are in the middle and will be participating. You will call out a statement that applies to you, and anyone to whom that statement applies must find another place in the circle. Examples: Friends who have cats at home Friends who are wearing blue Friends who don t like ice cream The odd person out must stand in the center and make a statement. The rules: You cannot move immediately to your left or right, or back to your place. Let s be adults: no kicking, punching, body-checking, etc. Play a few rounds until everyone has had a chance to move around.

8 Training Manual Sample On the following pages is a sample module from our Training Manual. Each of our courses contains twelve modules with three to five lessons per module. It is in the same format and contains the same material as the Instructor Guide, which is then shown after the Training Manual sample, but does not contain the Lesson Plans box which assists the trainer during facilitation. The Training Manual can be easily updated, edited, or customized to add your business name and company logo or that of your clients. It provides each participant with a copy of the material where they can follow along with the instructor.

9 To win, you have to risk loss. Jean-Claude Killy Sample Module: Identifying Hazards and Risks Every organization has both hazards and risks. Identifying hazards and risks is necessary for risk management. Hazards and risks are often confused with each other. Determining the difference between a hazard and a risk will increase the effectiveness of the risk management program.

10 What Is a Hazard? A hazard is any source of harm. This includes adverse health effects or loss to the organization or employee. Hazards are varied. They include materials, substances, sources of energy, processes, practices, and conditions. Examples of hazards: Sharp objects High temperatures Electricity Slippery surfaces Asbestos Chemicals Once hazards are identified, you can take the opportunity to identify the risks associated with each hazard in your facility.

11 What Is a Risk? A risk is not a hazard. It is the chance of harm coming from a hazard. This applies to the health, bodily safety, equipment, and property. For example, prolonged exposure to chemicals in the work environment increases the risk of health problems. Noise exposure can place an employee s hearing at risk. Identifying the hazards in an environment is the first step in risk assessment. The second step is to determine who is at risk from these hazards. The third step is to evaluate the risk, and the final step is to determine the best way to control the risks and provide a safe working environment.

12 Consult with Employees Risk management is necessary to protect the company and the employees. Employees are the most valuable resource because risk management directly affects them, and they have a unique understanding of day-to-day operations. It is important to consult employees with any change in the way work is done. When consulting with employees, it is imperative that you communicate clearly and honestly. Provide ample time for the conversation to take place. Finally, it is imperative that you pay attention to everything employees have to say; do not simply pay attention to feedback that supports you current ideas. Examples of When to Consult Employees: Safety inspections Purchasing or repairing equipment Workflow charts Internal layout Cleaning chemicals

13 Likelihood Scale The likelihood scale is used to determine the likelihood that an event will occur. For example, you would use it to determine the risk of an equipment malfunction. Each risk needs to be scored on the likelihood scale from 0 to 3. 0 Impossible: There is no possible way that an event can take place. This is rarely used. 1 Low possibility/remote possibility: There is a slight risk, 2% or less, of something happening. 2 Medium possibility/possible: The event is possible. It has between a 2 and 25% chance of occurring. 3 High possibility/ Probable: There is a greater than 25% chance that something is going to happen. The event is likely going to occur soon. Scores should be based on the current data that you have. The reasons for your score should also be recorded. Example: Risk Score Reasoning Hearing damage 1 Lab accident 3 Noise pollution is within safe parameters. The office does not have loud consistent noises. Caustic chemicals are used daily, along with dangerous equipment. There is the risk of human error. Each company will have different risks and scores. Risks with higher scores need to be addressed quickly.

14 Case Study Sean is an outside hire to his new management position. He understands that risk management is important, and he takes the time to go over the incident reports and inspect the facility. An employee tells him that one of the machines needs to be replaced. He says that several employees have come close to being injured while using it. He states the machine does not shut off properly. Sean believes that asking for new equipment this soon is not wise. He points out to the employee that there are no incident reports for the specific piece of equipment. The employee responds that the employees know to be extra careful on the machine, but it is just a matter of time before someone is injured. Sean ignored the request, and the complaints from three other employees. He did nothing about the equipment. Two months later, an employee thought the machine was turned off and got her hand caught in it.

15 Sample Module: Review Questions 1. What is Not a potential hazard? a) Energy sources b) Substances c) Practices d) They are all hazards 2. A loss to an employee s property is part of which of the follows? a) Risk b) Assessment c) Hazard d) Management 3. What places an employee s hearing at risk? a) Noise exposure b) Chemical exposure c) Elevated temperature d) Electrical exposure 4. What is necessary to identify first in risk management? a) Risks b) Hazards c) Communities at risk d) Control measures 5. When should you consult employees? a) About every change to the way a job is done b) After implementing change c) At meetings d) Whenever you are legally obligated to consult employees 6. What feedback should you pay attention to from employees? a) Supportive feedback b) Critical feedback c) Feedback from middle management d) All of it

16 7. Which score would you give to an impossible event? a) 1 b) 0 c) 3 d) 2 8. Which score would you give to a risk that has a greater than 25% chance of happening? a) 1 b) 0 c) 3 d) 4 9. What is the complaint about the machine? a) Takes too long to warm up b) Does not shut off properly c) It is old. d) It is dirty 10. Why does Sean ignore the complaint about the equipment? a) There are no incident reports b) He does not trust the employee c) He has already inspected the machine d) He used the machine himself

17 Instructor Guide Sample On the following pages is a sample module from our Instructor Guide. It provides the instructor with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual mirrors each other in terms of the content. They differ in that the Instructor Guide is customized towards the trainer, and Training Manual is customized for the participant. The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to complete the lesson, any materials that are needed for the lesson, recommended activities, and additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.

18 To win, you have to risk loss. Jean-Claude Killy Sample Module: Identifying Hazards and Risks Every organization has both hazards and risks. Identifying hazards and risks is necessary for risk management. Hazards and risks are often confused with each other. Determining the difference between a hazard and a risk will increase the effectiveness of the risk management program.

19 What Is a Hazard? A hazard is any source of harm. This includes adverse health effects or loss to the organization or employee. Hazards are varied. They include materials, substances, sources of energy, processes, practices, and conditions. Examples of hazards: Sharp objects High temperatures Electricity Slippery surfaces Asbestos Chemicals Once hazards are identified, you can take the opportunity to identify the risks associated with each hazard in your facility. Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Introduce hazards. What Is a Hazard? Practice identifying hazards. 01-Hazards None Complete the worksheet individually. Share your answers with the rest of the class. Share any personal or relevant stories. Encourage everyone to participate. What is a hazard?

20 What Is a Risk? A risk is not a hazard. It is the chance of harm coming from a hazard. This applies to the health, bodily safety, equipment, and property. For example, prolonged exposure to chemicals in the work environment increases the risk of health problems. Noise exposure can place an employee s hearing at risk. Identifying the hazards in an environment is the first step in risk assessment. The second step is to determine who is at risk from these hazards. The third step is to evaluate the risk, and the final step is to determine the best way to control the risks and provide a safe working environment. Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Introduce risks. What is a Risk? Discuss different risks. Flipchart/board, marker None Ask the participants to share some of the hazards they identified, and list them on the flipchart. List different risks associated with the hazards. Share any personal relevant stories. Encourage everyone to participate. What is a risk?

21 Consult with Employees Risk management is necessary to protect the company and the employees. Employees are the most valuable resource because risk management directly affects them, and they have a unique understanding of day-to-day operations. It is important to consult employees with any change in the way work is done. When consulting with employees, it is imperative that you communicate clearly and honestly. Provide ample time for the conversation to take place. Finally, it is imperative that you pay attention to everything employees have to say; do not simply pay attention to feedback that supports you current ideas. Examples of When to Consult Employees: Safety inspections Purchasing or repairing equipment Workflow charts Internal layout Cleaning chemicals Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 15 minutes Introduce consulting employees. Consult With Employees Practice determining when employees should be consulted. 02-Consult Employees None Complete the worksheet individually. Share your answers with the rest of the class. Share any personal, relevant stories. Encourage everyone to participate. How should you communicate to employees when consulting them?

22 Likelihood Scale The likelihood scale is used to determine the likelihood that an event will occur. For example, you would use it to determine the risk of an equipment malfunction. Each risk needs to be scored on the likelihood scale from 0 to 3. 0 Impossible: There is no possible way that an event can take place. This is rarely used. 1 Low possibility/remote possibility: There is a slight risk, 2% or less, of something happening. 2 Medium possibility/possible: The event is possible. It has between a 2 and 25% chance of occurring. 3 High possibility/ Probable: There is a greater than 25% chance that something is going to happen. The event is likely going to occur soon. Scores should be based on the current data that you have. The reasons for your score should also be recorded. Example: Risk Score Reasoning Hearing damage 1 Lab accident 3 Noise pollution is within safe parameters. The office does not have loud consistent noises. Caustic chemicals are used daily, along with dangerous equipment. There is the risk of human error. Each company will have different risks and scores. Risks with higher scores need to be addressed quickly.

23 Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 15 minutes Introduce the likelihood scale. Likelihood Scale Practice using the likelihood scale. 03-Likelihood None Complete the worksheet individually. Share your answers with the rest of the class. Share any personal, relevant stories. Encourage everyone to participate. What does the likelihood scale determine?

24 Case Study Sean is an outside hire to his new management position. He understands that risk management is important, and he takes the time to go over the incident reports and inspect the facility. An employee tells him that one of the machines needs to be replaced. He says that several employees have come close to being injured while using it. He states the machine does not shut off properly. Sean believes that asking for new equipment this soon is not wise. He points out to the employee that there are no incident reports for the specific piece of equipment. The employee responds that the employees know to be extra careful on the machine, but it is just a matter of time before someone is injured. Sean ignored the request, and the complaints from three other employees. He did nothing about the equipment. Two months later, an employee thought the machine was turned off and got her hand caught in it. Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Outline the Identifying Hazards and Risks case study. Case study Discuss the importance of communicating with employees. None None Discuss the outcome of the case study. What options did Sean have? Share any personal, relevant stories. Encourage everyone to participate. Why was Sean unfamiliar with the machinery?

25 Sample Module: Review Questions 1. What is Not a potential hazard? a) Energy sources b) Substances c) Practices d) They are all hazards Hazards are any potential harm. They include materials, substances, sources of energy, processes, practices, and conditions. 2. A loss to an employee s property is part of which of the follows? a) Risk b) Assessment c) Hazard d) Management Hazards can cause any harm. This includes harm to the employee s property. 3. What places an employee s hearing at risk? a) Noise exposure b) Chemical exposure c) Elevated temperature d) Electrical exposure All of the answers are examples of risks. Noise exposure is a risk that affects hearing. 4. What is necessary to identify first in risk management? a) Risks b) Hazards c) Communities at risk d) Control measures Hazards need to be identified before risks are identified. The first step to the risk management process is identifying the hazards.

26 5. When should you consult employees? a) About every change to the way a job is done b) After implementing change c) At meetings d) Whenever you are legally obligated to consult employees It is important to consult employees about every change. They are a valuable resource that should be utilized. 6. What feedback should you pay attention to from employees? a) Supportive feedback b) Critical feedback c) Feedback from middle management d) All of it It is tempting to only acknowledge feedback that is agreeable. It is important, however, to pay attention to all feedback. 7. Which score would you give to an impossible event? a) 1 b) 0 c) 3 d) 2 All of the answers are scores on the likelihood scale. An impossible risk is 0. It is rarely used. 8. Which score would you give to a risk that has a greater than 25% chance of happening? a) 1 b) 0 c) 3 d) 4 All of the answers are scores on the likelihood scale. An event that has over a 25% chance of happening is probable. It is a 3 on the likelihood scale.

27 9. What is the complaint about the machine? a) Takes too long to warm up b) Does not shut off properly c) It is old. d) It is dirty The employee tells Sean that the machine does not shut off properly. This increases the risk for an injury. 10. Why does Sean ignore the complaint about the equipment? a) There are no incident reports b) He does not trust the employee c) He has already inspected the machine d) He used the machine himself Sean ignores the complaint. He points out that the piece of equipment had no recent incident reports.

28 Activities During the facilitation of a lesson Worksheet or Handout may be utilized to help present the material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box under Materials Required. The trainer can then utilize the Activities folder for the corresponding material and then provide it to the participants. They are all on separate Word documents, and are easily edited and customized. Below you will see the Worksheets or Handouts that are utilized during the training of the above lesson. They are located in the Activities folder and can be easily printed and edited for the participants.

29 Sample Worksheet: Hazards Think of different hazards in your workplace. List them in the space below.

30 Quick Reference Sheets Below is an example of our Quick reference Sheets. They are used to provide the participants with a quick way to reference the material after the course has been completed. They can be customized by the trainer to provide the material deemed the most important. They are a way the participants can look back and reference the material at a later date. They are also very useful as a take-away from the workshop when branded. When a participant leaves with a Quick Reference Sheet it provides a great way to promote future business.

31 Risk Assessment and Management Walk Around Identifying potential problems requires close inspection of the work area. In order to do this, you need to look at the environment carefully. Inspect each area of the facility for hidden risks and hazards that can cause problems. This requires walking around the entire facility and making note of everything. It is essential to consider every possible use of an area, all materials used, and each tool. Things to Consider When Walking: How tools are used Different methods used to complete tasks Purpose of each tool Materials used External Events No matter how prepared you are, problems are not always easy to predict. This is especially true of external events. You have more control over internal events, but external events are more unpredictable. With external events, you need to be prepared for every possible problem. These events are, basically, anything around the office that is not internal. Types of External Events: Suppliers: Suppliers bring external events with their own risks Customers: Customers bring external events with their own risks Visitors: Visitors bring external events with their own risks Traffic: Traffic affects schedules and the ability to make deadlines Parking: Drivers and car maintenance affect parking Environment: Weather and other environmental factors are external events Emergency Action Plan Every office building requires an emergency action plan. Emergency action plans are implemented in case of an emergency such as a fire or major machine malfunction. Emergency action plans need to be written and accessible to employees. In small groups (under 10), the action plan may be communicated to employees verbally. What to Include in an Emergency Action Plan: Procedures to report emergency Evacuation procedures Critical employee procedures Accounting for employees after evacuation Rescue and medical procedures Title of the employee who informs others of their duties in the plan Each employee must be trained to evacuate and assist other employees. The employer must review the action plan with employees when they are hired, when there are changes, when employee roles change. Corporate Training Materials

32 Certificate of Completion Every course comes with a Certificate of Completion where the participants can be recognized for completing the course. It provides a record of their attendance and to be recognized for their participation in the workshop.

33 CERTIFICATE OF COMPLETION [Name] Has mastered the course Risk Assessment and Management Awarded this day of, 20 Presenter Name and Title

34 PowerPoint Sample Below you will find the PowerPoint sample. The slides are based on and created from the Training Manual. PowerPoint slides are a great tool to use during the facilitation of the material; they help to focus on the important points of information presented during the training.

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39 Full Course Table of Contents Preface...7 What is Courseware?... 7 How Do I Customize My Course?... 7 Materials Required... 9 Maximizing Your Training Power... 9 Module One: Getting Started Housekeeping Items The Parking Lot Workshop Objectives Module Two: Identifying Hazards and Risks What Is a Hazard? What Is a Risk? Consult with Employees Likelihood Scale Case Study Module Two: Review Questions Module Three: Seeking Out Problems Before They Happen (I) Unique to Your Business Walk Around Long Term and Short Term Common Issues Case Study Module Three: Review Questions Module Four: Seeking Out Problems Before They Happen (II) Ask What would happen if?... 30

40 External Events Worst Case Scenarios Consequence Scale Case Study Module Four: Review Questions Module Five: Everyone s Responsibility See It, Report It! If It s Not Safe, Don t Do It Take Appropriate Precautions Communicating to the Organization Case Study Module Five: Review Questions Module Six: Tracking and Updating Control Measures What Is a Control Measure? Your Business Procedures Are They Adequate? Updating and Maintaining Case Study Module Six: Review Questions Module Seven: Risk Management Techniques Reduce the Risk Transfer the Risk Avoid the Risk Accept the Risk Case Study Module Seven: Review Questions... 60

41 Module Eight: General Office Safety and Reporting Accident Reports Accident Response Plans Emergency Action Plan Training and Education Case Study Module Eight: Review Questions Module Nine: Business Impact Analysis Gather Information Identify Vulnerabilities Analyze Information Implement Recommendations Case Study Module Nine: Review Questions Module Ten: Disaster Recovery Plan Make It Before You Need It Test, Update, and Repeat Hot, Warm, and Cold Sites Keep Documentation Simple and Clear Case Study Module Ten: Review Questions Module Eleven: Summary of Risk Assessment What are the Hazards? Who Might Be Harmed? Are Current Control Measures Sufficient? If Not, Change Control Measures... 90

42 Case Study Module Eleven: Review Questions Module Twelve: Wrapping Up Words from the Wise Review of Parking Lot Lessons Learned Completion of Action Plans and Evaluations... 96

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