BSBRSK501 Manage Risk

Assessment Task 1 Assignment

Part A

1. Define risk management. Explain how the seven steps of the risk management
process as outlined in the international Standard for risk management (AS/NZS 13000:2009)
might apply in your job role.

Step 1- Outlining Objectives

Outlining objectives is a key step because it sets the foundation for all risk management
exercises on a project. It is crucial that project goals are recorded and comprehended by all team
members. This includes identifying project necessities, and creating an understanding of the
achievement criteria for the project. Requirements must be reviewed and tested early on to
guarantee they are practical and understood by all team members. Base assumptions associated
with the project and key project tenets should also be evaluated.

Step 2 Risk Management Plan

The motive behind the Risk Management Plan (RMP) is to formalize the risk
management process for a project. The RMP is a report that maintains the definition of the selected
risk management methodology. It incorporates the goals of the risk process; the organization, roles
and obligations of team members; the tools and strategies to be actualized; deliverables; review
and reporting cycle.

Step 3 Identification
The identification of project risks is accomplished using an assortment of methods
including conceptualizing, questioning, fishbone outlines, and brain mapping. It should be
comprehensive with identified risks being given names that are meaningful to everyone involved.
It is difficult to evade all risks on any given project- however, the key goal of comprehensive risk
identification is to ensure that risks are known and not a surprise.

Step 4 Evaluation
Risks must be evaluated objectively so that they can be prioritized and managed
effectively. Evaluation techniques include:

Qualitative evaluation provides a detailed result and enables the relative positioning of
risk issues. This is material to projects of any size.
Quantitative appraisal gives a scientific depiction of risk and produces a numerical
consequence (risk estimate). Quantitative appraisal is embraced to address particular issues that
merit a thorough investigation.

Step 5 Planning
Once risks have been identified, it is critical to develop appropriate mitigation strategies.
Risks should be assigned to team members best positioned to manage the issue. Each person must
then prepare an action plan with commitments and milestone dates.
 Step 6 Management
Risk mitigation plans must be continually audited throughout the life of the project. This
audit includes ongoing analysis of the current risk profile as well as identification of a best plan B.

Step 7 Feedback
Constructive feedback is an important vehicle for learning from successes and defeats.
Throughout the project, this feedback helps with constant re-assessment of the circumstances
concerning risk and enables the team to react to guarantee an effective result. Throughout the life
of numerous projects, feedback permits organizations to consistently enhance their execution, their
arranging and evaluating, and the risk management process itself.

2. Describe how your workplace or one with which you are familiar applies the
following:

a) Duty of care

take reasonable care for their own health and safety

take reasonable care for the health and safety of others who may affected by their
acts or omissions
cooperate with anything the employer does to comply with OHS requirements
not 'intentionally or recklessly interfere with or misuse' anything provided at the
workplace for OHS.
The Act also specifies that in determining whether a worker failed to take reasonable care,
'regard must be had to what the employee knew about the relevant circumstances'.

b) Environmental law

It is the responsibility of the employer to ensure that the working conditions are safe and
sound in any way. The employer also has a variety of responsibilities, inter alia to ensure that the
employees receive work instructions. The employees must participate in the co-operation on
safety and health. Furthermore, they have an obligation to use the protective equipment provided
by the employer.

c) Privacy and confidentiality

Workplace confidentiality can be defined as keeping the employee, customer and client
information private. Usually, it is seen that organizations take a number of steps to ensure that
client information remains confidential but when it comes to employee information, they are not
so much concerned. However, this thought process needs to be changed and the employers need
to understand the importance of confidentiality at work, only then can they expect their staff to
treat client and customer information with care.

d) Access and equity to risk management processes and resources for people
with a disability

People with disability have the same opportunities as other people to access the
services of, and any events organised by, the Department.
 People with disability have the same opportunities as other people to access the
buildings and other facilities of the Department.
People with disability receive information from the Department in a format that
will enable them to access the information as readily as other people are able to access
it.
People with disability receive the same level and quality of service from the staff
of the Department as other people receive from the staff of the Department.
People with disability have the same opportunities as other people to make
complaints to the Department.
People with disability have the same opportunities as other people to participate
in any public consultation by the Department.
People with disability have the same opportunities as other people to seek
employment with the Department

3. Why is it important to gain support for risk management activities? Explain how you
might approach this in your organisation.

It is important to gain support for risk management activities within organization because
of following reasons:
Keeps organizational values and policies within circle of current laws and policiesof
state.
Helps to manage and reduce risk by developing strategies and risk control methods.
Helps in decision making process, finding weakness within organization and determining
strengths.

Effective risk management strategies allow you to identify your projects strengths,
weaknesses, opportunities and threats. By planning for unexpected events, you can be ready to
respond if they arise. To ensure your projects success, define how you will handle potential risks
so you can identify, mitigate or avoid problems when you need to do. Successful project managers
recognize that risk management is important, because achieving a projects goals depends on
planning, preparation, results and evaluation that contribute to achieving strategic goals.

4. Why is it important to communicate risk management processes? Prepare a template for

a communications plan that could be used in your workplace.

Good communication is essential for any effective risk management strategy. Managing
risks involves everyone in your organisation: board/committee, staff, volunteers,
players/clients/members/visitors - anyone who comes into contact with your group.

It's vital therefore that everybody in your organisation understands what risk management
is and why it is important, and that they are involved in developing and implementing a risk
management strategy.

You need to bring them into the process right from the start so they are not scared off and
do not feel that decisions are being imposed from above. At the same time, members of your
group should get the message that there is a commitment from leaders of your organisation to
effective risk management.
 Implementing risk management may well require a significant culture shift in your group,
affecting the way you operate at every level. Effective communication is therefore vital.

You also need to develop systems to ensure good communication between different levels
of the organisation, as well as a feedback loop - you don't want all the communication to be going
one way.

Step 1. Be clear about your overall communication objectives. What do you want to
achieve, when and why? Record your overall objectives in your plan.

Figure 1: Communications Planning Template

Communications Plan
For
Overall Communication Objective:

Communication
Audience Objectives Message Channel Timing

5. Why is it important to prioritise risks? Describe the steps you might follow when
prioritising risks.

Ranking or prioritizing hazards is one way to help determine which hazard is the most serious
and thus which hazard to control first. Priority is usually established by taking into account the employee
exposure and the potential for accident, injury or illness. By assigning a priority to the hazards, you are
creating a ranking or an action list. The following factors play an important role:

Percentage of workforce exposed.

Frequency of exposure.
Degree of harm likely to result from the exposure.
Probability of occurrence.

There is no one simple or single way to determine the level of risk. Ranking hazards requires the
knowledge of the workplace activities, urgency of situations, and most importantly, objective judgement.

Steps you might follow when prioritizing risks.

1) Determine Probability and Impact

The second step in the risk planning process is to prioritize the known project risks. This step
can be completed in the same risk planning meeting, immediately after the brainstorming session. Step 1
will yield a long list of risks but some of those risks are unlikely to occur or their potential impact on the
project may be minimal. For example, a freak snowstorm could cancel a course pilot, but this would be
extremely unlikely. Furthermore, its certainly likely that the Project Manager may forget to bring donuts
to the weekly status meeting, but this event is not going to jeopardize the project. At this point in the
process, the development team will decide which risks can be ignored and which deserve special
attention in terms of probability and impact.

Probability Scale

The development team will review the risk list and first assign a probability ranking for each risk
using a simple 1-5 scale. 1 represents risks that are very unlikely to occur and 5 are for risks that are very
likely to occur

Impact Scale

Once the team has assigned probability rankings, they will use a similar scale and method to
rank impact. This time the 1 represents very low impact risks while the 5 is for very high impact risks.

Probability and Impact Ranking Technique

Project teams sometimes find it difficult to rank probability and impact. It helps to break the
process down into steps. Identify the risk that is the most likely to occur out of all the risks on your list.

Part B
1. Use your workplace or one with which you are familiar to answer the following
questions. a) List four different categories of risk present in your workplace.

Chemicals
Your employees may be at risk of health hazards if their jobs include exposure to
chemicals. Substances that can harm your workers include fumes, gases, liquids, solids, dust,
vapors and corrosives. Whether your employees are at risk of ingesting the substance,
inhaling it or absorbing it through the skin, you have a responsibility to ensure the risks are
minimized. These types of hazards can be in any type of business you run, from
manufacturing to retail.

Fire
Fire is a risk for your business, no matter what type of company you are running. The
Seattle Fire Department Fire Prevention Division estimates 70,000 to 80,000 fires occur in
businesses in the U.S. each year. Knowing where your fire extinguishers are, holding fire drills
and informing employees of your emergency escape routes can ensure safety.

Repetitive Use Injury

 When your employees repeat the same actions throughout the day, such as typing or
rolling dough, or washing windows, they are at risk of repetitive use injury. The parts of the
body that suffer from repetitive use are the back, shoulders, forearms, wrists and hands.
Ensuring adequate breaks from job duties can reduce the risk of injury.

Electrical Hazards
People who work directly with electricity, including electricians and engineers, are at
risk of injury; personnel who work with electrical equipment in the office are also at risk of
injury. Even an office worker making a fix with power tools outdoors can sustain electrical
injury during adverse weather. You can minimize the risk of injuries by using one extension
cord or power strip per connection, keeping liquids clear of electrical equipment and
conducting regular safety examinations.

Accidental Falls and Falling Objects

If your employees work at elevated heights, they may be at risk of accidental falls.
Anytime objects are stored at or above head level, there is a risk of injury caused by falling
objects. Wearing safety gear including a hard hat or harness, and installing guardrails or a
safety net can reduce the risk of injury. Instruct employees on the safe use of equipment.

b) Outline the current control treatments for these risks.

These are control options which should be considered last as they do not control the source
of the hazard but rely on human behaviour or supervision and are therefore less effective. They
include;

Administrative Procedures: develop work methods or procedures to

reduce the conditions of risk, for example:
o Written Safe Operating Procedures
o Job rotation to restrict hours worked on difficult jobs.
o Staff trained in the correct operating procedures.
Use Personal Protective Equipment (PPE) and training in its use:
offer the lowest level of protection and should only be used as a last resort to deal with the hazard,
where the hazard cannot be removed or reduced by any other means, for example:
o Handling of chemicals gloves, safety glasses, aprons.
o Protecting eyes from flying particles.
o Protecting feet safety boots.

c) Describe how the current control treatments may be improved.

Having identified the hazards in your workplace, assessed their risks and reviewed the
existing controls, all hazards must be managed before people are hurt, become ill or there is damage
to plant, property or the environment.

The management of risks in the workplace requires eliminating risks so far as reasonably
practicable in the first instance. Where elimination is not possible, then risks should be minimised,
so far as reasonably practicable.

All hazards that have been assessed should be dealt with in order of priority. The most
 effective control option/s should be selected to eliminate or minimise risks. The Hierarchy of
Controls (see diagram below) ranks control options from highest level of protection and reliability
to lowest. This should be used to determine the most effective control/s

e) Describe how you might approach implementing these improvements.

Consultation with workers is required in the selection and implementation of control

measure in the workplace. Controls may need to be trialled to determine effectiveness and workers
should be involved in the feedback process.

Each measure must have a designated person and date assigned for the implementation of
controls. This ensures that all required safety measures will be completed and documented.

Monitor and Review

Hazard identification, risk assessment and control is an on-going process. Therefore,

regularly review the effectiveness of your hazard assessment and control measures. Make sure that
you undertake a hazard and risk assessment when there is a change to the workplace including when
work systems, tools, machinery or equipment change. Provide additional supervision when new
employees with reduced skill levels or knowledge are introduced to the workplace. The
effectiveness of control measures can be checked through regular reviews as well as consultation
with workers.

Maintaining records of the risk management process assists when undertaking subsequent
reviews or risk assessments as it demonstrates decision making processes and informs how controls
were intended to be implemented.

2. Imagine you are conducting a risk assessment for allowing a community choir to rehearse
on Thursday evenings at a neighbourhood house.

a) Who might the stakeholders be in this risk assessment?

Team community choir , Choir Leaders

b) How would you prioritise the stakeholders? Give reasons for your decision.

Doing the stakeholder identification exercise is relatively straightforward. Sit down with
your team and work out who is going to be affected by the project. It can take a bit of time, and a
lot of thought, but it isnt a difficult job to do. Most people do this as part of their work in the
early stages of a project, so that a version of the stakeholder register can be included in the project
charter or other project documentation that sets the scene for the project.

Getting a comprehensive list is one thing, but how do you go about prioritising that list so
that you can work effectively with all the relevant people? After all, you dont want to spend too
much time on low priority stakeholders at the expense of stakeholders who would be really
valuable to engage thoroughly. Here are four types of stakeholders, and this framework will give
you an idea about how to prioritise your different stakeholder groups.
High power, interested people

This is the most important group of stakeholders. These people have high power in the
project, that either comes from their operational role or their role on the project, for example the
sponsor and your manager. You want to manage this group closely and ensure that they stay
interested in the project as it progresses.

The more interested these people are, the better, as they are likely to have a significant
ability to impact the way the project unfolds. This is the group that you should try to keep satisfied:
they are your main stakeholders when it comes to this project. Face-to-face conversations are a
good way to work with them, as is meeting them individually. They are likely to want more
information and more detail than you can include in your status reports or on a project intranet site.

High power, not very interested people

This is your next priority group, which might seem strange as people who fall into this
category have already expressed their lack of interest in your project. The reason you want to work
with this group is that they are powerful people in their own right. They have the opportunity
(potentially) to cancel your project or to block its progress. Equally, if you keep them on side, they
could help you move the project forward.

Working with this group is a fine line you want to give them enough information to ensure
that they have all the data and background that they need, but you recognise that they dont really
care so you dont want to make a nuisance of yourself by sending too much information. Newsletters
and other forms of one-way communication can be useful with this group, so that they feel they have
the information if they need it but they can read it at their leisure.

Low power, interested people

Your project co-ordinator falls into this category, and perhaps other people on the very
outskirts of the project. They are people who cant really shape the future evolution of the project,
but they are very interested in the outcome.

The strategy with this group is to keep them informed of what is going on. You could do this
through a project newsletter, an intranet site, regular information sharing, Town Hall-style conference
calls or meetings or any other method that works for you. Ideally, you want to spend enough time
with them to ensure that they dont have any major issues to raise (or that they have spotted
something that you havent) but not so much time that it drains your ability to actively engage the
high power stakeholders.

Low power, not very interested people

This is the group that you will spend the least time working with. However, that is not to say
that you wont spend any time engaging this stakeholder group. They may want less information than
the third group above, but you cant ignore them. Dont bombard this group with lots of information or
expect them to read your newsletters. However, you do want to monitor their involvement to check
that their position hasnt changed. Thats because one day someone in this group may find themselves
in a position of power say, you suddenly need access to a particular resource managed by one of
them and they are far more likely to help if they have some idea of what the project is all about.
 People can move between different categories as well. Someone who starts off as not very
interested may find themselves suddenly very interested if their personal priorities or their role in the
company changes. Thats why you have to work with all groups and constantly keep your stakeholder
register up to date and reflective of movement in any of these groups.

b) How might you research the relevant risks?

Online survey in Communities Network

d) Use a fishbone diagram to create a list of potential risks.

e) What kinds of insurance might be appropriate? Why do you think so?

Public and Product Liability Insurance

A public liability insurance policy is necessary for an organisation to protect itself against
claims of negligence made by third parties in relation to injury or property damage arising from the
organisation's operations.

For example, it is likely to cover a person who enters your premises, slips on a wet surface
and sustains a serious head injury.

The policy may also cover injuries resulting from products sold or supplied by your
organisation. You should check the extent of your cover to ensure that product liability is included
in your policy if relevant. This is particularly important for organisations that sell food or products
as part of their day-to-day activities or for fundraising.

You should also check to see to what extent your volunteers are covered. Regardless, it is
important to keep detailed records of all your volunteers, and to establish and communicate clear
guidelines setting out volunteers' roles and activities.
 Directors and Officers Liability Insurance

As mentioned above, while incorporation does provide some protection to board and
committee members, it does not protect individuals from being sued for acts of negligence. A board
member who negligently gives wrong advice, asks someone to perform a dangerous task or
dismisses staff without proper authority or process exposes themselves to being used.

Where such cases can be proven, the personal assets of negligent board/committee
members can be seized to meet any damages. This is where Directors and Officers Liability
Insurance comes in.

It is worth noting that generally under such policies the organisation itself is not covered for
the wrongful acts. This would generally be covered through the public liability insurance.

Property Insurance

This is similar to household property insurance and generally covers an organisation's

physical contents against fire, storm damage, accidental damage or theft.

You can minimise the cost of this type of insurance by protecting your property with
deadlocks, an alarm system, security lighting, security signage, etc. The longer it takes a potential
burgler to enter your property, the less likely you are to suffer a break-in.

Depending on where your property is located you can also think about working with
neighbours to provide out-of-hours protection. For example, you might share the cost of a security
patrol with a neighbouring business.

Building Insurance

Building insurance covers your physical premises (offices, clubrooms) against events such
as fire, storms and vandalism.

This insurance is generally not required if you do not own the facility (e.g. if you hire the
facility or use council or crown land premises) because the owner will generally have their own
insurance, but do check the lease or hire agreement.

Fraud (Fidelity) Insurance

Fidelity insurance covers your organisation against misappropriation of funds by employees

or committee members.

You should consider the cost of this type of insurance, like any other type, in relation to your budget
and the risk of misappropriation.

Personal Accident Insurance (Volunteer Insurance)

Personal accident insurance (or, as it is sometimes known, volunteer insurance) generally

covers members, volunteers, officials or participants for any out-of-pocket expenses following
accidental injury, disability or death while carrying out their work on behalf of the organisation.
 It normally covers loss of income, too, if the injured person is unable to work as a result of
the incident.

This is different from public liability insurance, which protects the organisation and
volunteers against negligence involving third parties.

Professional Indemnity Insurance

Professional indemnity insurance covers individuals against claims for breach of

"professional duty" arising out of any negligent act, error or omission committed or alleged to have
been committed during the conduct of professional activities.

This insurance is particularly relevant for organisations involved in providing services such
as health care, or those providing advisory services.
a

Part C

1. How might following a risk management process help the manager decide about the
opening hours?

Standing for long periods of time can induce problems such as varicose veins, poor
circulation and swelling in the feet and legs. In this category of risks manual handling of heavy
goods or equipment can be implicated with lower back injuries. Bad organisational procedures
such as unclear distribution of responsibilities, extended working hours, especially under intense
conditions, and absence of rest periods aggravate the above symptoms.

2. What should be considered as part of researching the context for this risk
management process?

Before risk can be clearly understood and dealt with, it is important to understand the
context in which it exists. You should define the relationship between your club and the
environment that it operates in so that the boundaries for dealing with risk are clear.
Establish the content by considering:

The strategic context the environment within which the organization operates
The organisational context the objectives, core activities and operations of the club.

3. Define a scope for the risk management process.

defining the goals and objectives of the well integrity risk assessment; defining
responsibilities for and within the risk assessment process;

Lower back problems are usually caused when the hairdresser stands for prolonged periods
of time. Such problems also occur from spinal twisting or bending. They are further aggravated when
the employee is obliged to sit on stools without leg support or back rest. Shoulder problems occur
when the worker constantly holds his or her arms above shoulder level or in abduction (upper arm
positioned out to the side) for extended periods of time.

4. Create a list of risks associated with extending the

 salon hours.

a) Describe the technique you used to identify these risks.

Risk probability and impact assessment investigating the likelihood that each specific risk
will occur and the potential effect on a project objective such as schedule, cost, quality or
performance (negative effects for threats and positive effects for opportunities), defining it in levels,
through interview or meeting with relevant stakeholders and documenting the results

b) Explain how other staff members were included in the risk identification process
and why.

If the use of less dangerous alternatives is not possible, it states that the employer should
use materials, products and tools in a form that involves low exposure. The substitution
principle should apply to a range of materials, including products used for permanent wave
treatments and blonding agents.

A specific clause is devoted to MSDs, calling on employers to organise the rotation of

tasks in order to avoid repetitive movements or strenuous work over an extended period of
time.
Apart from complying with legislation on working time, employers should take account
of the most recent ergonomic best practices when acquiring new equipment and tools. As an
example, the parties make it clear that handheld hairdryers must be as light, quiet and low in
vibration as possible without this affecting their technical efficiency.
The signatory parties also recommend that employees consult a doctor of their choice or an
occupational physician as soon as they experience symptoms such as recurrent pain, numbness
or tingling.

c) Evaluate each of these risks, including the impact of the risk, the likelihood,
and the overall risk level.

LIKELIHOOD
Rating
The potential for problems to occur
5 Bad organisational procedures such as unclear distribution of responsibilities,
extended working hours,
4 risks manual handling of heavy goods or equipment can be implicated with
lower back injuries. of responsibilities, extended working hours,
3 Shoulder problems occur whe the worker constantly holds his or her arms above
shoulder level or in abduction (upper arm positioned out to the side) for
extended periods of time
2 Standing for long periods of time can induce problems such as varicose veins,
poor circulation and swelling in the feet and legs.
1 Awkward gripping of utensils accompanied by repetitive and forceful
movements normally causes elbow, wrist and hand problems. extended working
hours,
 d) Identify appropriate treatment options for each risk.

Calling on employers to organise the rotation of tasks in order to avoid repetitive

movements or strenuous work over an extended period of time.

e) Describe your reasons for choosing these treatment options.

Because , if employers to organise the rotation of tasks in order to avoid repetitive

movements or strenuous work over an extended period of time. Preventing injuries or symptoms,
it is important to take a number of measures. These can be divided into, first, a proper design of
the work environment and, second, appropriate work practices.

5. Write a report for the salon owner which includes:

a) a description of the risk management process

Step 1 Establish the context

Step 2 Identify the risks
Step 3 Analyse the risks
Step 4 Evaluate the risks
Step 5 Treat the risks

Throughout each step it is essential that there is consultation and communication with
everyone in your organisations functions, activities and events (refer to diagram).
 Step 1 Establish the context
Before risk can be clearly understood and dealt with, it is important to understand the
context in which it exists. You should define the relationship between your club and the
environment that it operates in so that the boundaries for dealing with risk are clear.

Step 2 Identify the risks

The purpose of this step is to identify what could go wrong (likelihood) and what is the
consequence (loss or damage) of it occurring.

Key questions to ask include:

What can happen? List risks, incidents or accidents that might happen by
systematically working through each competition, activity or stage of your event to identify what
might happen at each stage.
How and why it can happen? List the possible causes and scenarios or description
of the risk, incident or accident.
What is the likelihood of them happening?
What will be the consequences if they do happen?

Step 3 Analyse the risks (& evaluate)

This involves analysing the likelihood and consequences of each identified risk and
deciding which risk factors will potentially have the greatest effect and should, therefore, receive
priority with regard to how they will be managed. The level of risk is analysed by combining
estimates of likelihood.

Step 4 Treat the risks

Risk treatment involves identifying the range of options for treating the risk, evaluating
those options, preparing the risk treatment plans and implementing those plans. It is about
considering the options for treatment and selecting the most appropriate method to achieve the
desired outcome.

Step 5 Monitor and review

As with communication and consultation, monitoring and review is an ongoing part of risk
management that is integral to every step of the process. It is also the part of risk management
that is most often given inadequate focus, and as a result the risk management programs of many
organisations become irrelevant and ineffective over time. Monitoring and review ensure that the
important information generated by the risk management process is captured, used and
maintained.

b) an implementation plan for the risk treatment options, including an

assessment of resources required, proposed timelines, and monitoring methods

1 The hairdressing sector

The hairdressing trade is dominated by small establishments. Hair salons have, on

average, fewer than three workers, and are, for the vast majority, run by self-employed
hairdressers who often work on their own (without dependent employees). The share of self-
employment in the sector appears to be two to ten times higher than in the whole of the
economy. Apart from the sharp rise of microbusinesses run by owneroperators, an expansion
in chain and franchise businesses can be noticed. These two trends imply a general decrease in
hairdressing salons that employ five to ten workers.
Self-employed hairdressers may work in their own salon set up in their home (home-based or
domestic hairdressers) or at business premises, but may also work as mobile hairdressers
(visiting clients in their homes or place of work, in retirement homes, at fashion shows,
weddings, etc.) or rent chairs (or sometimes rooms) at salons owned by someone else. Chair-
renters do not have a contract of employment with the salon but a contract based on services
provided.

2 Main occupational safety and health risks

These health problems can be challenged effectively by introducing measures which

usually cost very little. For instance, the purchase and use of gloves costs only about 1 % of
the average annual turnover. Installing height-adjustable rotating chairs and non-slip flooring
are also low-cost interventions.
As occurs in all workplaces, in order to understand and appropriately confront occupational
safety and health (OSH) risks, one must first identify the hazards in the workplace and relate
them to the likelihood of occurrence. The appropriate prevention measures should then be
proposed and applied. This procedure is called risk assessment and is iterative. The main risks
encountered in hairdressing salons could be divided among nine categories. At this point, it
should be emphasised that the description of the risks and their required measures are not
exhaustive.

2.1 Ergonomic factors

Lower back problems are usually caused when the hairdresser stands for prolonged
periods of time. Such problems also occur from spinal twisting or bending. They are further
aggravated when the employee is obliged to sit on stools without leg support or back rest.
Shoulder problems occur when the worker constantly holds his or her arms above shoulder
level or in abduction (upper arm positioned out to the side) for extended periods of time. This
is observed during cutting or styling hair. Neck
problems occur as a result of bending the head in the forward position or when turning it
constantly from side to side to view the clients hair. Awkward gripping of utensils
accompanied by repetitive and forceful movements normally causes elbow, wrist and hand
problems. Standing for long periods of time can induce problems such as varicose veins, poor
circulation and swelling in the feet and legs. In this category of risks manual handling of heavy
goods or equipment can be implicated with lower back injuries. Bad organisational procedures
such as unclear distribution of responsibilities, extended
working hours, especially under intense conditions, and absence of rest periods aggravate the
above symptoms.

2.2 Hazardous substances

Irritant and allergic contact eczemas may be caused by prolonged or repeated contact
with water and skin-damaging hazardous substances because of the specific wet work in
hairdressing salons. Wet work involves activities in which employees carry out work in a wet
environment for a substantial proportion of their working hours, wearing liquid-tight
(occlusive) gloves or washing their hands Occupational health and safety in the hairdressing
sector frequently or intensively. Typical wet work in the hairdressing profession involves, for
instance, hair shampooing and working with (cutting, setting, etc.) wet hair
Time line : every Thursday nights

Monitor : Injuries and Bad organisational procedures such as unclear distribution of

responsibilities, extended working hours,

c) a communication plan for the risk management process.

Meetings

Getting everyone in one room (if that is possible) is possibly the best way to start the risk
management process, so you can explain face to face what it is about and why you are doing it.
This initial meeting should give people the opportunity to ask questions and provide input into
the process . Further briefings (the shorter the better - you don't want to turn people off) held at
regular intervals should aim to keep people informed of what stage of the process your
organisation is at, and give them the opportunity to help shape progress.

Meetings will continue to play an important role after the risk management strategy is in
place, as part of the continual monitoring and review of the strategy.