Task Risk Assessment

guide

A STEP CHANGE IN SAFETY

preface
As well as being a legal requirement, Task Risk
Assessment (TRA) is fundamental to reducing the
likelihood of having accidents at work. There is a
strong desire within the oil and gas industry to improve
standards through adopting a common approach
to TRA. This desire was demonstrated when the
300 participants at the Step Change Workforce
Workshops held in November 1998 identified TRA
as a key area to be addressed to promote safety
improvement in our industry.

To address these issues, a working group was set

up in 1999 to produce this Task Risk Assessment
guide. The guide emphasises the key steps of hazard
identification and risk assessment, and also the
need to improve communication compared with
what already exists. Importantly, it also provides
more clearly than in the past opportunities to stop
and re-assess the task – either prior to starting or
when a change occurs while a task is being done.
It illustrates a method, sets standards and
expectations, and provides examples of good practice
that are being used by some companies today.

The guidance contained in this document was

produced after extensive analysis of current practice
across industries in the UK. However you choose
to use this guidance, it is important to realise that
TRA is not a one-off ‘fix’. The guidance is intended
for ongoing use as an aid to continually monitor
the effectiveness of TRA at your location. Widespread
adoption of this approach will result not just in a
new standard for the industry, but in improved risk
awareness by all those involved, promising the realistic
expectation of fewer incidents.

AUGUST 2000

TASK RISK ASSESSMENT GUIDE

 4.1 – 4.2
WORK REQUEST

the job
define
4.1
DEFINE PARAMETERS OF TASK
Determine exactly what the task will involve.
Identify the competencies required to
assess the risks and perform the task.

4.2
CATEGORISE TASK
Review task and identify what TRA is required.

4.4 4.3 4.5

PREVIOUSLY ASSESSED TASK NEW TASK LOW-RISK TASK
Previously assessed and/or covered by procedures. Any task not previously Performed by competent person.
performed or assessed.

4.4 4.3.1
REVIEW ASSESSMENT IDENTIFY AND FORM TRA TEAM NO FORMAL
Review risk assessment and/or Team must be familiar with the TRA process and RECORDED ASSESSMENT REQUIRED
procedure for adequacy. have sufficient knowledge of the work involved. Covered by individual’s competency and skill.

CARRY OUT 4.3.2

PREPARE FOR TRA
NEW TASK RISK Break down job into component tasks.
ASSESSMENT Carry out initial review of hazards and
IS potential methods of mitigation.
RISK ASSESSMENT NO
STILL RELEVANT? 4.3.3
IDENTIFY HAZARDS
Significant hazards should be identified
and effects determined.
YES
4.3.4
4.4 CONSIDER ANY SPECIFIC
ADDITIONAL CONTROLS ASSESSMENTS (COSHH, LOLER etc)
Identify any additional controls specific to Incorporate any controls with those

4.3 – 4.5

assessment
the task, location and personnel involved. for the task itself.

4.4 4.3.5

risk
DOCUMENT AND RECORD IDENTIFY HAZARD EFFECT
Document review process and any Impact on those involved in the task
additional controls identified. or in close proximity should be considered.

4.3.6
IDENTIFY RISK RATINGS
Express risk as a value which can be judged
if within acceptable limits.

4.3.7
IDENTIFY CONTROLS
Identify measures to reduce/control the risk.

ARE
CONTROLS ADEQUATE
AND RISK NO
ACCEPTABLE?

YES

4.3.8
REVIEW RESIDUAL RISK
Establish if controls identified have reduced
risk to acceptable level.

DO
AGREEMENT
TO NO
NOT
PROCEED? START
JOB
YES

4.3.9
DOCUMENT AND RECORD
Maintain a complete and accurate record
of the whole assessment process.

4.6
APPROVAL TO PROCEED
Seek appropriate approval to
proceed with the task.
communication
approval and
4.6 – 4.7

4.7
COMMUNICATE AND COMPLETE
RISK ASSESSMENT (TOOLBOX TALK)
Communicate to work team and identify
any final controls during toolbox talk.

RE-ASSESS 4.9 DO
IF REQUIRED
NOT NO
AGREEMENT
TO
START PROCEED?
JOB FEEDBACK

4.9 YES
4.8 – 4.10

RE-ASSESS
IF REQUIRED
4.8 4.10
STOP IMPLEMENT CONTROLS CAPTURE LESSONS LEARNED
task

AND UNDERTAKE TASK Update procedures/risk assessments etc.

do

MONITOR
WORKSITE
FOR CHANGE
contents
PREFACE
1 HOW TO USE THIS DOCUMENT
2 INTRODUCTION TO TASK RISK ASSESSMENT
3 RESPONSIBILITIES
3.1 Employers and Managers
3.2 Supervisors
3.3 TRA Team Leaders
3.4 Individual TRA Team Members
3.5 People Carrying Out the Work
4 PROCESS
4.1 Define Parameters of Task
4.2 Categorise Task
4.3 New Task
4.3.1 Identify and Form TRA Team
4.3.2 Preparation
4.3.3 Identify Hazards
4.3.4 Consider Specific Assessments
4.3.5 Identify Hazard Effect and Who May be Affected
4.3.6 Identify Risk Rating for Initial Risks
4.3.7 Identify Controls
4.3.8 Review Residual Risk
4.3.9 Documenting and Recording
4.4 Task Previously Risk Assessed and/or Covered by Existing Procedures
4.5 Low-risk Task
4.6 Approval to Proceed
4.7 Communicate and Complete Risk Assessment
4.8 Implement Controls and Undertake Task
4.9 Stopping the Job
4.10 Capture Lessons Learned
5 TRAINING
6 MONITORING
7 SUMMARY

Appendices
1 Hazard Risk Consideration Table
2 Good Practice Examples – Risk Matrices
3 Control Guidelines – Hierarchy of Control Considerations
4 TRA Recording Proforma
5 Toolbox Talk Risk Identification Card
6 Monitoring
7 Key Terms and Definitions

TASK RISK ASSESSMENT GUIDE

1
how to use this document

This Task Risk Assessment (TRA) guide recognises that

many locations have systems that work well already. It
is designed to provide guidance in two basic ways:

1. To enable you to assess your current system against

the principles put forward in this document and help
you identify improvements to that system in line with
current best practice.

2. To allow you to adopt a new system of TRA,

based on current best practice, and to give ongoing
guidance through implementation and continued
application.

This document puts forward a process model of TRA,

similar to many used in our industry already, which is
both robust and practical. This process is illustrated on
the inside cover. The guidance has been designed to
be practical and easy to use.

Focus on the TRAp...not the cheese! Information is given on the various roles, responsibilities
and competencies required to achieve a sound system
of TRA. It also puts forward ideas on how to reinforce
communication, meaningful involvement and training,
and, perhaps most importantly, when to STOP THE JOB.

There is nothing new put forward here. There are many

instances in our industry where robust systems are currently
in use. This guide simply puts forward recommendations
based on good practice from within and outside
our industry.

To further help the user, key terms and definitions are

defined in Appendix 7.

TASK RISK ASSESSMENT GUIDE

 figure 1
TRA overview
define
job
2
introduction
to task risk
assessment
It is a requirement of legislation, and also good company
practice and common sense, that all work tasks should
be subject to an assessment of their risks. This is in
order to identify the hazards present, assess the risks
involved, and identify the controls and precautions
necessary to undertake the work safely.
identify component tasks
(where appropriate) This part of the document shows how TRA fits into the
work management process by describing the generic
methodology that is followed when work is to be
undertaken. The main steps are illustrated in Figure 1
and in more detail in the inside cover.

When a task is identified, the first action is to establish

what it will involve. This initial appraisal should identify
the need for any special safety studies or assessments
and identify at the outset if it is clearly obvious that the
task cannot be carried out safely. If the likely hazards
cannot be reconciled at this stage, then the task should
be rejected or redefined.

The next stage represents the heart of the TRA process.

It involves identifying the hazards associated with the
task, assessing the risks and identifying the
perform risk assessment controls/precautions required to mitigate those risks.
and identify controls Where a task comprises a number of separate activities,
these should be broken down into individual tasks and
assessed separately. The extent of the controls identified
will depend upon the level of risk associated with the
task. The higher the risk, the greater the degree of control.
This is illustrated in Figure 2 opposite.

obtain
necessary approvals

communicate and complete

task risk assessment

RE-ASSESS
IF REQUIRED FEEDBACK

MONITOR
2
WORKSITE
FOR CHANGE capture
undertake
STOP task
lessons
learned

TASK RISK ASSESSMENT GUIDE

figure 2
risk control model

DEGREE
OF CONTROL

s SENIOR
al RISK
ov MANAGEMENT
p pr es ASSESSMENT
AUTHORITY
a a s
ls/ re
n tro inc
co isk
al s r
t i on d a RISK
di ire PERMIT TO WORK
ad qu ASSESSMENT
re

RISK
ASSESSMENT STANDARDS, PROCEDURES etc

RISK
AWARENESS COMPETENCY AND SKILLS

low medium high INITIAL

RISK

A new risk assessment will not be required for every Prior to undertaking the task, the appropriate approval
task. Where a task has previously been risk assessed, should be sought and a pre-task talk or toolbox talk
or is covered by a procedure, it may not need a new should be held. At this point it is essential to communicate
risk assessment. Where this is the case, the previous the hazards, controls and individual responsibilities to
assessment or procedure should be reviewed to ensure the rest of the work team and engage everyone involved
that the hazards and controls are still relevant and that in the final stage of the risk assessment process. The
any site or job specific controls are identified. For latter is an important opportunity for the whole work
low-risk tasks performed by competent people, no formal team to identify any additional hazards and controls,
recorded risk assessment is required as the individual’s especially those specific to the site and the local conditions.
competency and skill covers this.
Once the task commences, it is important to monitor
the worksite for any change in conditions that might
alter the hazards and controls in place. If there is any
concern, stop the work, re-assess the controls and, if
necessary, re-plan and re-assess the task.

On completion of the task, it is important to capture any

lessons learned and make improvements for next time.

TASK RISK ASSESSMENT GUIDE

 3
responsibilities
The Management of Health and Safety at Work Regulations 1999 give details of duties under the Health and Safety
at Work etc Act 1974 which relate to the control of work activity and risk assessment. These regulations apply to all
workplaces in the UK, including offshore installations. Other legislation also makes reference to task-based risk
assessment. Some examples include Control of Substances Hazardous to Health (COSHH), Manual Handling,
Lifting Operations and Lifting Equipment (LOLER).

Everyone involved in the TRA process has specific responsibilities. These are defined in the following paragraphs.

3.1 3.2

Employers and Managers Supervisors

The principal responsibilities of managers and employers The principal responsibilities of supervisors are to:
under this legislation are to:
• Review each task and identify what level of risk
• Eliminate and reduce risks wherever practicable assessment is required

• Combat risks at source • Ensure that all tasks undertaken within their area of
responsibility are assessed to identify any hazard
• Ensure suitable and sufficient assessment of all risks that may cause harm or damage
to the health and safety of their employees, or any
third parties, caused by their work activities • Ensure that control measures are implemented to
reduce the likelihood of a risk occurring to as low
• Ensure that assessments are recorded, reviewed as reasonably practicable (ALARP)
and maintained as valid
• Reject or redefine the activity if residual risk is too
• Ensure that an appropriate approval process is in high after being reduced to ALARP
operation, commensurate with the level of the
risk assessed • Ensure that any potential improvements highlighted
during the assessment process are reviewed and
• Give appropriate information, instruction and actioned/implemented as appropriate
training to employees and ensure competence of
involved personnel • Communicate details of the TRA to the work team,
allocating individual responsibilities for job tasks and
control measures

• Ensure that all members of the work team have the

opportunity to identify further hazards and controls

• Ensure that before work commences all members of

the work team are in agreement with the detail of the
TRA and the proposed control measures

• Ensure that any lessons learned are captured to

improve the task or the TRA

TASK RISK ASSESSMENT GUIDE

 EVERYONE has both the
authority and responsibility to
STOP STOP THE JOB if there is
any doubt about the safety of
the operation.

3.3 3.4

TRA Team Leaders Individual TRA Team Members

The principal responsibilities of TRA team leaders The principal responsibilities of individual team members
are to: are to:

• Lead the team in performing the risk assessment • Actively participate in any TRA related to the
work activity
• Ensure that the team understands the assessment
process and what it is trying to achieve • Help identify hazard(s) and control measures
to reduce the likelihood of an incident/accident
• Take responsibility for the quality of the TRA occurring

• Ensure that the assessment team includes • Assist in the identification of any deficiencies in the
personnel with all the necessary knowledge and work process and possible improvements
competence for the task involved

• Ensure that the team is guided systematically

through the assessment process and kept on track 3.5

• Ensure that the TRA includes a worksite visit People Carrying Out the Work
where possible
Have a crucial part to play in the TRA process through:
• Ensure that the detail of the assessment is agreed
by the assessment team • Understanding the hazards and control measures
associated with the task
• Ensure that the detail of the assessment is recorded
and that records are updated as appropriate • Actively monitoring their worksites and surroundings
for changes

• Stopping the work at any time they are concerned

about safety

• Sharing knowledge and contributing towards the

pre-task talk or toolbox talk

• Identifying any lessons learned from the job

TASK RISK ASSESSMENT GUIDE

 4
process
The TRA process is shown in the flowchart on the inside cover of this guide. The following sections provide a
supporting description of each stage in the process.

4.1 4.2

Define Parameters of Task Categorise Task

When a work request is received, the first part of the Once this initial examination is complete, the supervisor
process is to define the parameters of the task. This is should determine into which of the following categories
the responsibility of the super visor, ie the person the task fits:
responsible for seeing that the work is carried out.
• New Task
An examination should be made to determine exactly Any task not previously performed or assessed. New
what the task will involve. It should consider: tasks should be subject to a TRA before
commencement, unless categorised as a ‘low-risk
• The need for any special safety studies or activity performed by a competent person’ (see
assessments (eg COSHH, manual handling, etc) below). A new risk assessment is performed
whereby all risks are identified and assessed in
• Whether it is immediately obvious that the task detail and controls identified to reduce the risk to
cannot be carried out safely and should be ALARP. Other reasons for a new assessment may be
immediately discarded. If the likely hazards cannot that it is physically impossible to comply fully with all
be reconciled at this stage then the task should be recognised standards or when previously used
rejected or redefined controls are not sufficient or practicable.

• What personal competency requirements are • Task Previously Risk Assessed

needed of those who will assess the risks and and/or Covered by Existing Procedures
perform the task Tasks that have been previously assessed and/or
are covered by procedures may not require a new
risk assessment. Previous assessments or
procedures should be reviewed for accuracy and
current applicability to see if they remain valid and
to identify any additional job specific controls.

• Low-risk Task
Where a task is low risk and is performed by a
competent person, a worksite assessment will still
be necessary, however, no formal recorded risk
assessment will be required.

Once the category of the task has been determined,

the applicable process detailed in the following paragraphs
should be followed.

TASK RISK ASSESSMENT GUIDE

4.3 4.3.2 Preparation

New Task Prior to commencing the TRA, the team should carry
out preparatory work to ensure that its members have
Any new tasks should be subjected to a new risk sufficient background information on which to base their
assessment with the formation of a suitable team to judgements. This should include reviewing the overall
perform the assessment. work programme and breaking it down into a sequence
of tasks. Subsequently, the team shall visit the worksite
4.3.1 Identify and Form TRA Team where possible. This is important in order to see the
physical layout of the area and current site conditions.
The manager/supervisor should nominate a TRA team Particular attention should be given to other plant and
leader and together agree composition of the TRA team. equipment in the area. Other activities taking place or
The size of the team will vary according to the complexity planned to take place at the same time as the task to
of the task. Relatively simple tasks can be assessed by be performed should be identified as they could impact
one person. However, regardless of numbers, all teams on the TRA.
should include personnel who:
When carrying out the preparatory work, the team should
• Are responsible for the task consider the following:
• Are competent to conduct TRAs and have the ability • What is the purpose of the task?
to facilitate the process
• What are the critical activities necessary to perform
• Have sufficient knowledge, expertise and the task?
competence in the task to be performed and an
understanding of the hazard(s) it presents • Who is going to carry out the task and are they
capable/skilled enough?
• Are fully knowledgeable of the location, its
surroundings and the hazard(s) they present • When is the task to be executed; could it be done at
a different time (ie during a shutdown)?
• Will be involved in carrying out the task
• Where is the task to be performed; could it be
• Have specialised knowledge of the task(s) where it carried out in a safer location (ie in a workshop)?
is relevant or appropriate
• Are there simultaneous operations that have a
Team members must be familiar with the TRA process significant safety impact on the task (eg other tasks
and have sufficient knowledge of the work activities and occurring as part of the same workscope, or other
environment to make informed judgements of the risks work in an adjacent area)?
involved and measures to mitigate them. This requires
knowledge and experience of the area, plant, equipment • What are the characteristics of the plant and
or system to be worked on and an awareness of the systems directly involved?
hazards involved and their potential consequences. They
should also have understanding of any relevant procedures It may be useful to write down the steps that are to be
and industry standards. taken, making notes for discussion during the TRA session,
and so enable a constructive decision to finally emerge.
Where appropriate, individuals with specialist knowledge
should be nominated as team members to provide technical
advice (eg process, electrical or instrument engineers,
lifting and manual handling specialists, etc).

TASK RISK ASSESSMENT GUIDE

 4.3.3 Identify Hazards 4.3.4 Consider Specific
Assessments
The team should list all significant hazards and then
review them to determine what foreseeable effects they Whilst identifying the hazards, it may be necessary to
could cause if not eliminated or controlled. This should consider specific assessments either previously done or
be done by way of a full group discussion under the which require to be initiated. This, for example, could
direction of the TRA team leader to ensure that all members include COSHH, Manual Handling, PUWER and LOLER
are given adequate opportunity to express their views. assessments, or system isolation requirements. Where
this is the case, any controls identified should be
The team leader must allocate sufficient time to allow all incorporated into the overall controls identified for
hazards to be identified and assessed, in order for the task.
considered decisions to be reached. A hazard/risk
consideration table is a useful prompt to ensure that no
hazards are missed. An example of such a table is included
in Appendix 1. 4.3.5 Identify Hazard Effect and
Who May be Affected
A record should be kept of all decisions reached.
Once all the hazards associated with the task are
established, the consequences or hazard effects (ie the
harm which could possibly occur) and people who may
be affected need to be identified and considered. As
well as those directly involved in the task, consideration
should also be given to others who may become affected
ie personnel working in close proximity to the area
where the task is being undertaken, visitors to the
worksite, etc.

TASK RISK ASSESSMENT GUIDE

4.3.6 Identify Risk Rating for 4.3.7 Identify Controls
Initial Risks
Once the risk rating has been determined, the next stage
Risk rating is a means whereby the risks associated is to identify the controls that are required to reduce/control
with a particular task can be expressed as a value and the risk.
so judged whether to be within acceptable limits.
In identifying control measures, consideration should be
Risks created by each identified hazard should be given to:
evaluated according to:
• The task
• The worst credible severity if the hazard effects
were to result • The people involved

• The likelihood of the hazard effects resulting • What tools, equipment and materials are to be used

These evaluations may be made either qualitatively • The working environment

(subjective risk rating of high, medium or low) or
semi-quantitatively (rating risk by calculation of numbers) The TRA team must work systematically through the list
which helps to focus attention on the most serious risk(s). of hazards to specify all the methods needed to control
each of the associated risks. These measures should
Methods for making both types of evaluation are detailed be based on good safe working practice in order to
in Appendix 2. While these are examples of good practice, reduce the residual risks to ALARP. A control guidelines
it is recognised that many other equally suitable methods hierarchy may be used to assist in this process. An
exist and are currently in everyday use. example of such a hierarchy is shown in Appendix 3.

Whether you use one of the examples in this document Once all the controls have been identified to reduce the
or another approach is not the overriding factor. The risk, the following final questions should be asked:
importance of whichever tool you use is that it should
guide you to assess when the risks are too high for a • Have all the necessary control measures been
task to be undertaken safely. fully/effectively identified?

• Are any additional competencies required to

complete the task?

• Is the risk effectively controlled?

When the controls have been identified, the risk evaluation

matrix should be revisited to establish the level of residual
risk once these controls are in place.

TASK RISK ASSESSMENT GUIDE

 4.3.8 Review Residual Risk 4.3.9 Documenting and Recording

An assessment of the residual risks should be made for The findings of the TRA are normally documented on a
each of the hazards on the basis that all control measures standard proforma which covers the following:
have been put in place. If the residual risk is unacceptable,
additional control measures should be identified • Identification of job steps
(see 4.3.7).
• Hazards associated with the task
If further control measures reduce the risk to an acceptable
level, they should then be recorded with the new residual • Initial task risk rating (severity x likelihood)
risk rating. If further control measures cannot reduce the
risk to an acceptable level, the task must not proceed • Control measures to reduce the risk
and the team must refer back to their manager/supervisor.
• Residual risk rating
If the residual risk is acceptable and ALARP, the TRA
team will recommend that the work should go ahead, • Name of assessors
with the identified control measures in place. However,
• Date of assessment
it is essential that agreement is a unanimous decision of
the whole team.
An example proforma is included in Appendix 4. While
this is an example of good practice, it is recognised
A consideration for the acceptability of risk is that the
that many other equally suitable examples exist and are
greater the perceived risk for any particular hazard, the
currently in everyday use.
greater the number and quality of independent controls.
Consideration should also be given to the possibility
of combined effects from the interaction of several
different hazards.

10

TASK RISK ASSESSMENT GUIDE

4.4 4.5

Task Previously Risk Assessed Low-risk Task

and/or Covered by Existing
Procedures For some tasks, an individual’s competency, skills and
training are sufficient such that a formal recorded risk
Where a task has previously been risk assessed or assessment is not required each time the task is performed.
assessed generically, there may not be a need to carry This would only apply to certain basic low-risk tasks
out a full new risk assessment. In this instance the previous such as walking up and down stairs, climbing a ladder,
assessment should be reviewed to: taking readings from unrestricted areas of plant, etc. In
all cases, the individual must consider the associated
• Ensure that the hazards and controls identified are hazards and remain vigilant to change.
still relevant
Certain other specialist tasks could also fit into this category
• Ensure that the controls identified are appropriate to where, through their specific training, knowledge and
the specific job, location and personnel involved skills acquired, those individuals have sufficient
competency to enable them to carry out such tasks
• Identify any additional controls where appropriate without performing a formal risk assessment each time.
Examples of this could be the routine low-risk operations
Certain common tasks have documented procedures of qualified tradesmen.
and work routines that identify how to undertake the
task safely and state the controls that are required to be
in place. Where it can be demonstrated that these
procedures were developed giving due regard to the 4.6
hazards involved and/or have been developed based
upon established good practice, a new risk assessment Approval to Proceed
will not necessarily be required. However, as with tasks
previously risk assessed, the procedures would need to On completion of the risk assessment and prior to
be reviewed to ensure that the hazards and controls are executing the task, the appropriate level of approval
still relevant and that any site or job specific controls should be obtained.
are identified. The review should always be recorded.
Approval to proceed should not be seen as a formality.
Where there are any concerns with a previous assessment Approval should ensure that a suitable and sufficient
or procedure, a new TRA should be performed. risk assessment has been performed and that adequate
controls have been identified to reduce the risks to an
acceptable level and ALARP.

The level of approval must be commensurate with the

level of risk, ie higher risks require more senior management
approval. These approval levels must be based on
the initial risks (see 4.3.6) and not the residual risks
(see 4.3.8).

11

TASK RISK ASSESSMENT GUIDE

 4.7

Communicate and Complete

Risk Assessment

The success of a TRA will depend upon how effectively For these reasons, a successful toolbox talk should be
it has been communicated. The value of the risk held at or near the worksite. It should include all people
assessment will be wasted if the people carrying out involved in the work or those who may be affected by it
the task are not fully aware of, or do not thoroughly such as subcontractors, vendors and base crew. A copy
understand, the hazards and the precautions put in place. of the TRA should be used during the toolbox talk to
Open two-way dialogue should take place at a lead the team systematically through each step of the
predominantly informal meeting prior to starting the task ahead.
activity. In this guide, we refer to these meetings as
toolbox talks. The structure of the toolbox talk should provide
mechanisms for:
The toolbox talk should fulfil four functions:
• Confirming the general understanding of the task
1. Give everyone involved in the task a thorough and TRA detail
understanding of:
• Identifying further hazards and control measures
• The detail of the activities involved in carrying
out the work; both their own activity and that • Recording the communication and toolbox talk
of others process

• The potential hazards identified for each stage • Collecting feedback on the effectiveness of the risk
of the task assessment process to facilitate update of the TRA
or procedures
• The control measures in place or to be put in
place to mitigate the hazards The Toolbox Talk Risk Identification Card (TRIC) is a
suitable tool to guide this process. An example of such
• Individual actions and responsibilities at various a card is included in Appendix 5. The card is designed
stages of the task to lead the discussion through the necessary elements
to be covered. It is not the only means of ensuring that
2. Provide the opportunity for those involved in the the TRA has been effectively communicated and
task, either wholly or partly, to identify further opportunity provided for further input. However, whatever
hazards and control measures which may have been system you use, it should cover the same elements.
overlooked in the initial assessment. This is
especially useful for identifying hazards at the When new work team members join the team, the same
worksite which may not have come to anyone’s communication must be given to them.
attention in the earlier stages.
It is critical that the processes in this section are followed
3. Reach agreement of the whole work team on in detail. No piece of paper or signature will make a job
whether or not to proceed with the activity. If safe. Only by everyone having meaningful involvement
agreement cannot be reached, DO NOT START and a thorough understanding of the task and TRA will
THE JOB. the risks involved be minimised.

4. Make clear to all involved that should conditions

or personnel change or assumptions made when
planning the activity prove false, they should
re-assess the situation and, if in any doubt,
STOP THE JOB.

12

TASK RISK ASSESSMENT GUIDE

4.8

Implement Controls
and Undertake Task

Once the team is satisfied that all the hazards have

been identified and that suitable controls have been put
in place to reduce the risk to an acceptable level, they
can then undertake the task. Although controls may have
been implemented, the work team should not become
complacent. By monitoring on an ongoing basis, the
team should always be aware of any changes in
personnel (eg shift change), conditions at the worksite,
or if the TRA is found to be incomplete or incorrect.
If it becomes necessary, they should re-assess the
task and, if in any doubt, STOP THE JOB.

13

TASK RISK ASSESSMENT GUIDE

 4.9
Stopping the Job
Any individual has the authority and responsibility to STOP THE JOB.

If anyone concerned about the safety of a task stops the job, that person’s decision must be
supported, even if it turns out to be based on false reasoning. Being critical of a decision in such
circumstances will increase the likelihood of the next job not being stopped when perhaps it should
have been.

It is essential that all persons involved in an activity

are made fully aware that they have both the
authority and the responsibility to stop the job
if there is any doubt about the safety of
the operation.

Supervisors have a crucial role in

this area. They must make clear to
all individuals in the work team that

STOP
they will be fully supported when
taking action to stop the job. An
individual who stops the job when
there is a concern over the safety
of the activity should be recognised
as doing their job correctly. Any
concerns a supervisor may have
regarding productivity must not be
expressed at this time. Safety must
always take priority.

Many incidents happen when conditions at the

worksite change, when conditions are not as
foreseen, or when there is a deviation from the
work programme. It must be made clear to all
personnel, especially during toolbox talks, that
when such conditions arise the expectation is
that the individual or work team will stop the job
and re-assess the situation. Only when the
re-assessment indicates that the risks can be
made ALARP should the task be restarted.

Don’t wait for someone else to STOP THE JOB.

14

TASK RISK ASSESSMENT GUIDE

 STOP

4.10

Capture Lessons Learned

On completion of work it is important that any lessons Equally, where improvements to working practices can
learned are captured and incorporated into the process. be identified, they should also be fed back into existing
This may be in the form of changes/revisions to: procedures.

• Procedures used In the event of an accident, incident or near miss taking

place, it is critical that the TRA is reviewed.
• Risk assessment records
The findings from incident investigations, near miss
• The TRA process itself reporting and procedural review are good sources of
lessons learned that can be applied to the TRA process.
This is an important feedback loop in the TRA process.

Wherever possible, a post-TRA review should take place

in order to establish any deficiencies or weaknesses
within the risk assessment process. This will provide
feedback into the management of a safe system of work.

15

TASK RISK ASSESSMENT GUIDE

 5
training

Good, effective training of individuals involved in leading Who

or participating in TRA is essential to achieve quality and
consistency of results. Training provides the foundation • Everyone at each level in every operation who
for effective risk assessments and supports competence. actively takes part in, and contribute towards, TRA

Some guidance on how this can be achieved is • New and transient personnel who may identify
given opposite: additional hazards or have experience of existing
hazards and knowledge of an appropriate solution

What

• The principles of TRA

• When to conduct a TRA

• An understanding of the types of risk assessment

• Requirements for team membership and

competency of individuals

• Responsibilities of team members

16

TASK RISK ASSESSMENT GUIDE

Where How

• A classroom may be required for an explanation of A combination of all training approaches should be
the TRA process, assessment protocol and employed, including:
documentation completion, but this should be kept
to a minimum • Classroom presentations

• In a variety of environments, practical in nature and • Distance learning

focusing on hazard identification
• Videos

• Mentoring
Why
• Coaching
• Ensure that everyone is able to become involved in
the risk assessment process – ownership • Checklists/keyword guides

• Drive awareness and increase personal risk • Practical team exercises

perception levels influencing behaviours
• Computer-based training
• Communicate the worksite hazards and risks
through participation

• Ensure consistency of approach and understanding Commonality

• Allow cross-industry sharing – especially solutions The fundamental TRA process is covered through a vast
range of procedures and varying organisational
approaches across the industry. TRA is not a complex
process but requires continual usage and practise to
When reinforce the risk awareness levels of the workforce and
enhance safety performance.
• Prior to involvement in TRA to provide an
understanding of the process and enable Training should be viewed as the start of the process
participation with the inclusion of all personnel in TRA as the goal.

• Prior to becoming a TRA leader The ability to share training across and between
organisations is possible through a common approach,
• Refresher training as required by established as outlined within this guide, and will drive the acceptance
performance standards and implementation of best practice for TRA.

• Induction for personnel new to the operation

17

TASK RISK ASSESSMENT GUIDE

 6
monitoring

No matter how thorough the TRA procedure has been,

its ultimate success depends on the awareness of the
people carrying out the activity. If they do not have a
sound understanding of the TRA findings, what it means
to them and what their responsibilities are, it will have a
limited effect on preventing accidents.

As part of the Step Change in Safety initiative, a

cross-industry group of Offshore Installation Managers
in the Southern North Sea developed a monitoring sheet
to help them (or anyone else) to measure the understanding
of people involved in the activities. A copy of this monitoring
sheet is included in Appendix 6 as an example of
good practice.

18

TASK RISK ASSESSMENT GUIDE

7
summary

At present there are many examples of robust and fully • Everyone involved in the TRA process must know
operational TRA methods in place throughout industry. their roles and responsibilities
However, the importance of a TRA is not simply dependent
on which of these systems is used. What is of prime • The assessment team must include the right people
importance is the rigorous process of: with the right competencies

• Hazard identification • Everyone involved in, or affected by, the task must
have an input into identifying risks and controls
• Risk assessment
• If the risks of carrying out a task cannot be reduced
• The reduction of risk to an acceptable level before to an acceptable level, the task should be rejected
any work is carried out
• Everyone involved in the activity must be fully aware
It is with this concept in mind that this guide does not of the hazards and precautions put in place
try to prescribe that which is or which is not the best
system. What it does offer is guidance to industry • At any stage, if anyone has any concerns over the
on how any robust system can be used to its safety of carrying out the task, the task should be
greatest effect. suspended and the risks revisited

The main points of the TRA process can be summarised • Lessons learned during completion of a task should
as follows: be recorded and revisited the next time a similar
task is to be performed
• The TRA process is not an exercise to justify
carrying out a task

• Appropriate risk assessment must be carried out for

every task

19

TASK RISK ASSESSMENT GUIDE

 appendices

1 Hazard Risk Consideration Table

2 Good Practice Examples – Risk Matrices
3 Control Guidelines – Hierarchy of Control Considerations
4 TRA Recording Proforma
5 Toolbox Talk Risk Identification Card
6 Monitoring
7 Key Terms and Definitions

20

TASK RISK ASSESSMENT GUIDE

 HAZARD EFFECT
EXAMPLE HAZARD CONSIDERATION 1. 2. 3.
PERSONAL ENVIRONMENTAL EQUIPMENT/PROPERTY
INJURY IMPACT DAMAGE

PEOPLE 1. New/Inexperienced Personnel

2. Visitors/Unauthorised Personnel • Slips, Trips and Falls
3. Inadequate Communications • Fire
4. Insufficient Numbers
• Exposure to Hazardous Substances
5. Competence
– Toxic
EQUIPMENT 1. Scaffolding/Ladders – Corrosive
2. Incorrect Use of Tools – Irritant
3. Stability/Collapse of Equipment – Carcinogenic
4. Maintenance
– Sensitising
5. Equipment Failures
6. Damaged/Faulty Equipment • Exposure to Noise
• Explosion
MATERIALS 1. Hazardous Substances • Burns
2. Radioactive Substances
• Hypothermia
3. Flammable
4. Explosive Substances • Shock
5. Dimension/Weight • Struck by Objects
6. Waste • Exposure to Ionising Radiation
• Entanglement
ENVIRONMENT 1. Confined Spaces
• Impact
2. Working at Heights
3. Noise • Crush
4. Temperature • Cuts/Abrasions
5. Lighting • Entrapment
6. Ventilation
• Electrocution
7. Vibration

Appendix 1 Hazard Risk Consideration Table

• Asphyxia
8. Weather
• Drowning
PROCESS 1. Emergency Arrangements • Stress
2. Incorrect Procedure Process • Pollution
3. Inadequate Safety Management System
• Contamination
4. Inadequate Planning
5. Lack of Training • Financial Liability
6. Lack of Information/Instruction/Supervision

21
 Qualitative

Using the information from the hazard identification together with the hazard effect, and considering the
number of people to be involved, a risk rating is established. This is determined using a risk evaluation
matrix where the risk rating equals the likelihood of an occurrence times the severity of the hazard. Two
examples of a qualitative risk evaluation matrix are shown.

Likelihood of Occurrence
Very Unlikely Unlikely Possible Probable
Little or no Could occur, 50/50 More likely to
chance of less than 50/50 chance occur than not
occurrence chance

Minor
No or minor injury CARE CARE CARE CAUTION
Hazard Severity

Moderate
Off-site medical CARE CARE CAUTION ALERT
treatment or DAFW

Serious
More than one DAFW CARE CAUTION ALERT ALARM
– long-term absence

Major
Permanent disability CAUTION ALERT ALARM ALARM
or fatality

CARE Minor harm possible, serious harm very unlikely to occur

CAUTION Minor harm probable, major harm very unlikely to occur

ALERT Moderate harm probable, major harm unlikely to occur

ALARM Serious or major harm will probably occur

22

Appendix 2 Good Practice Examples – Qualitative Risk Matrix 1

 Hazard Severity
Negligible Slight Moderate High Very High
Negligible injury, Minor injury Injury leading Involving a Multiple
no absence requiring first aid to a lost time single death deaths
from work treatment accident or serious injury

Very Unlikely
Likelihood of Occurrence

A freak combination of
factors would be required LOW LOW LOW LOW LOW
for an incident to result
Unlikely
A rare combination of factors
would be required for an LOW LOW LOW MEDIUM MEDIUM
incident to result
Possible
Could happen when
additional factors are present LOW LOW MEDIUM MEDIUM HIGH
but otherwise unlikely to occur
Likely
Not certain to happen but
an additional factor may LOW MEDIUM MEDIUM HIGH HIGH
result in an accident

Very Likely
Almost inevitable
that an incident MEDIUM MEDIUM HIGH HIGH HIGH
would result

LOW RISK May be acceptable; however, review task to see if risk can be reduced further.

MEDIUM RISK Task should only proceed with appropriate management authorisation after
consultation with specialist personnel and assessment team. Where possible,
the task should be redefined to take account of the hazards involved or the
risk should be reduced further prior to task commencement.

HIGH RISK Task must not proceed. It should be redefined or further control measures put
in place to reduce risk. The controls should be re-assessed for adequacy prior
to task commencement.

By redefining the hazard severity, risk evaluation matrices can be used to assess health, production and
environmental risk as well as the risk of accident and injury. An example of these definitions may be:

Negligible Negligible injury or health implications, no absence from work. Negligible loss of
function/production with no damage to equipment or the environment.

Slight Minor injury requiring first-aid treatment or headache, nausea, dizziness, mild rashes. Damage
to equipment requiring minor remedial repair, loss of production or impact to the environment.

Moderate Event leading to a lost time incident or persistent dermatitis, acne or asthma. Localised
damage to equipment requiring extensive repair, significant loss of function/production or
moderate pollution incurring some restitution costs.

High Involving a single death or severe injury, poisoning, sensitisation or dangerous infection.
Damage to equipment resulting in production shutdown and significant production loss.
Severe pollution with short-term localised implications incurring significant restitution costs.

Very High Multiple deaths, lung diseases, permanent debility or fatality. Major pollution with long-term
implication and very high restitution costs.

23

Appendix 2 Good Practice Examples – Qualitative Risk Matrix 2

 Semi-quantitative

Although this approach uses numerical values to assess risk, the results are still largely of a qualitative
nature and are similar to the previous examples. Some people find this approach easier to use than the
wholly qualitative approach. Two examples of a semi-quantitative matrix are shown.

These numerical values are quite often correlated to the low, medium and high categories as detailed previously.

Hazard Severity
1 2 3 4 5
Negligible injury, Minor injury Injury leading Involving a Multiple
no absence requiring first aid to a lost time single death deaths
from work treatment accident or serious injury

1
Likelihood of Occurrence

A freak combination of
factors would be required 1 2 3 4 5
for an incident to result
2
A rare combination of
factors would be required 2 4 6 8 10
for an incident to result

3
Could happen when
additional factors are present 3 6 9 12 15
but otherwise unlikely to occur
4
Not certain to happen but
an additional factor may 4 8 12 16 20
result in an accident

5
Almost inevitable
that an incident 5 10 15 20 25
would result

1–6 May be acceptable; however, review task to see if risk can be reduced further.

7 – 14 Task should only proceed with appropriate management authorisation after

consultation with specialist personnel and assessment team. Where possible,
the task should be redefined to take account of the hazards involved or the
risk should be reduced further prior to task commencement.

15 – 25 Task must not proceed. It should be redefined or further control measures put
in place to reduce risk. The controls should be re-assessed for adequacy prior
to task commencement.

24

Appendix 2 Good Practice Examples – Semi-quantitative Risk Matrix 1

 Likelihood
<Low (1) Low (2) Medium (3) >Medium (4) High (5)
Not credible Conceivable Less than average More than average Likely to occur
ie the team have but would require ie easy to postulate ie the team do not and the team have
never heard of event multiple failures of a scenario for have direct knowledge knowledge of a
occurring in industry systems and controls accident but but suspect that event similar event
considered unlikely may have occurred
and represents
a credible scenario

<Low (1)
Injury is not credible 1 2 3 4 5
Severity (consequences)

Low (2)
Only a minor injury 2 4 6 8 10
is credible

Medium (3)
A single serious injury 3 6 9 12 15
is credible

>Medium (4)
Fatality or multiple 4 8 12 16 20
serious injury is credible

High (5)
Multiple fatality is credible 5 10 15 20 25

1–6 May be acceptable; however, review task to see if risk can be reduced further.

7 – 14 Task should only proceed with appropriate management authorisation after

consultation with specialist personnel and assessment team. Where possible,
the task should be redefined to take account of the hazards involved or the
risk should be reduced further prior to task commencement.

15 – 25 Task must not proceed. It should be redefined or further control measures put
in place to reduce risk. The controls should be re-assessed for adequacy prior
to task commencement.

By redefining the hazard severity, risk evaluation matrices can be used to assess health, production and
environmental risk as well as the risk of accident and injury. An example of these definitions may be:

1 Negligible injury or health implications, no absence from work. Negligible loss of function/production
with no damage to equipment or the environment.

2 Minor injury requiring first-aid treatment or headache, nausea, dizziness, mild rashes. Damage to
equipment requiring minor remedial repair, loss of production or impact to the environment.

3 Event leading to a lost time incident or persistent dermatitis, acne or asthma. Localised damage to
equipment requiring extensive repair, significant loss of function/production or moderate pollution
incurring some restitution costs.

4 Involving a single death or severe injury, poisoning, sensitisation or dangerous infection. Damage to
equipment resulting in production shutdown and significant production loss. Severe pollution with
short-term localised implications incurring significant restitution costs.

5 Multiple deaths, lung diseases, permanent debility or fatality. Major pollution with long-term
implication and very high restitution costs.

25

Appendix 2 Good Practice Examples – Semi-quantitative Risk Matrix 2

 consideration 7. PROCEDURES
Can procedures be used to specify the safe system
method of work to follow, to reduce risks?
• Permit to work
• Checklists
control examples • Workpacks
• Risk assessments/job safety analyses
• Process maps

6. PERSONAL PROTECTIVE EQUIPMENT (PPE)

Suitable and sufficient PPE, appropriate for the task?
Note: • Safety harness/inertia reel
When identifying • Respiratory protective equipment
control measures, • Chemical suit/gauntlets
always start at the • Goggles
first step. • Face mask

5. REDUCTION IN PERSONNEL/TIME EXPOSURE

Limit the number of personnel exposed to the risk and CONTROL
control the time they are exposed. MEASURES
• Hazardous work carried out at low activity periods
eg nights/weekends
• Workplace design
• Job rotation
• Shift rotation

4. SEGREGATION
Can distance/barriers/guards be used to prevent personnel
exposure to hazard?
• Access controls
• Distance
• Time
• Engineering controls

3. ENGINEERING CONTROLS
Can equipment be used to reduce the risk?
• Local exhaust ventilation
• Guarding
• Isolations (mechanical/electrical)
• Lighting
• Enclosure

2. SUBSTITUTION
Can something else be used to reduce the risk?
• Use of water-based paints instead of solvent-based
substances in pellet/liquid form instead of powder
• Reduction in size/weight of item

RISK
1. ELIMINATION
Does the task need to be done?
• Use of mechanical device instead of manual handling

26

Appendix 3 Control Guidelines – Hierarchy of Control Considerations

 TASK RISK ASSESSMENT
TRA Number:
Job Description:

HAZARD INITIAL RISK CONTROLS RESIDUAL RISK

Job
Steps Likelihood Likelihood
Hazard Description Population Hazard Risk List all Hazard Risk
of of
and Effect at Risk Severity Occurrence Rating Controls Required Severity Occurrence Rating

Separate the job into Describe all hazards identified Name all types of From matrix, From matrix, Classify risk Describe fully all controls applicable From matrix, From matrix, Classify risk
individual tasks and and their effects for each task personnel at risk. identify identify rating from for each hazard eg if PPE is used as a identify severity identify rating from
record in sequence. (from Hazard ID checklist and Remember to severity with likelihood with matrix for control, it must be specifically described. with controls likelihood with matrix for
based on observations and include people no controls no controls in each hazard. in place for controls in each hazard.
experience). outside the work in place for place for each If a control can only be verified by each hazard. place for each
party who may be each hazard. hazard. documentation then it must be available. hazard.
Note: affected.
Additional hazards may be caused All controls must be valid in that they
by interaction with other work. reduce severity, likelihood or both.

Appendix 4 TRA Recording Proforma

Assessor’s signature: Date:

27
 28
Hazard/Risk Management Hazard/Risk Identification
Can all personnel in the group answer YES to the Will the work involve: Toolbox Talk
following questions?
• The use of lifting equipment?
• Have all the significant hazards involved with
• Working in noisy areas?
Risk
the work been identified?
• Line breaching or potential hydrocarbon release? Identification
• Have control measures been identified for
these hazards? • Environmental impact?

• Manual handling – moving objects/loads? (If yes,

Card
• Have the people responsible for implementing
obtain/complete a manual handling assessment)
these control measures been identified and are Platform:
the controls in place? • Working near objects that may move?
Location:
• Has the method of communication been agreed • Working in an area with poor lighting or a
and tested? tight/confined space? Talk Leader:
• Is everyone aware of what is being done at • Working at height? Person Supervising:
the worksite?
• Working near areas that could cause personnel to Job:
slip, trip or fall?
• Are we aware of what everyone else is doing at
the worksite? • Using portable electrical equipment?
Date and Time:
• Does everyone know that any changes to the • Working with equipment or connections under Attendees
work plan have to be communicated to everyone pressure?
involved in the work? 1 7
• Working with dangerous goods and substances
hazardous to health?
• Does everyone know that any new people 2 8
joining the work party must be given a full and • Personnel who are new to the platform or
thorough handover? each other? 3 9
• Equipment which is potentially dangerous?
4 10
If the answer to any of these
questions is NO, then the safety If so, the work may be hazardous 5 11
of people is at risk and care should be taken to ensure
6 12
that the work is done safely
Reviewed by (initials): Action Required:
Remember, everyone is responsible for:
Update procedures
The talk leader should confirm • Using the correct tools for the job
Talk leader
• Being aware of the hazards around them and Update risk assessment(s)

Appendix 5 Toolbox Talk Risk Identification Card – Front

the understanding of the group remaining vigilant to change HOD
Other
by asking open questions on • Using the correct PPE for the job Onshore
(Raise remedial action form or
• Making themselves aware of, and working within, change requests as necessary)
the above points
the requirements of the PTW system, Procedures,
DOG, Risk/COSHH/Manual Handling Assessments

This product was developed by KCA Drilling

 RISK CONTROL
This section should be used to summarise the key points of relevant risks identified by the team discussion

Procedure/DOG/Work Guideline Reference: Permit/Job Card No: Risk Assessment Reference No:

TASK: HAZARD: CONTROLS: RESPONSIBILITIES: CONTROLS IN PLACE?

The steps involved in doing the job What could go wrong and what How can the hazards be prevented? Who is going to take action?
would the effects be? Yes No

DE-BRIEF:
Additional comments and learning comments

Appendix 5 Toolbox Talk Risk Identification Card – Reverse

This product was developed by KCA Drilling

29
 PREREQUISITES OF A SUCCESSFUL
RISK ASSESSMENT AWARENESS CAMPAIGN
• Commitment from senior management to follow through with the process
• Visible and considerable effort from OIMs, supervisors and safety reps to carry out the
agreed number of interviews
• Allocating sufficient time and planning this time into the day’s plan
• Use a ‘No names, No pack drill’ approach to carrying out the interviews. Where
serious digressions from safe working practices exist, follow-up actions will be taken
• Interviewers must ask questions in a consistent manner and must not lead the
interviewee – this will ensure a consistent measurement process
• Guidance range statements must be in use to pinpoint the quality of the response
• Results of interviews must be shared with the workforce and management on a
regular basis, ie at safety meetings, continuous improvement meetings etc
DISPLAY THE RESULTS!
• Analyse the results to understand common root causes then act on the results to
improve the work environment

RISK ASSESSMENT AWARENESS

MEASUREMENT PROCESS
1. Agree a target for random risk assessment awareness interviews and keep a running
tally/score of actual interviews carried out.
2. Select the job/task which you wish to measure and read through all supporting
information, ie permit to work, risk assessment, method statement etc.
3. Take a new TRA monitoring sheet when visiting the worksite. Observe operation and
select one individual from the work team to interview.
4. Explain the purpose of the process. Commence the interview by asking the questions
as stated on the form and record the answers as accurately as possible.
5. Use the range statements to allocate a score to each answer. Tally the scores at the
end of the interview.
6. Discuss the outcome of the interview with the team and, where applicable, revisit the
risk assessment.
7. Where appropriate, take immediate action to stop a job if the level of understanding or
control measures are inadequate.
8. At the end of each week/month, tally all scores and capture generic issues. Use this
information to continuously improve risk assessment awareness performance.
9. At an agreed periodicity and through an agreed medium, share the scores and
common issues with other company assets. Work towards continuous improvement.
Through the Step Change Forum, share results to look for industry-wide continuous
improvement.
30

Appendix 6a Monitoring
TRA MONITORING SHEET
Date:

Q.1 Explain your understanding of the job/task you have been asked to carry out?

1. Has no understanding of the task to be carried out. Score

2. Partial understanding of the task.
3. Understands enough to work out what needs to be done.
4. Fully understands their own activity in the job/task but may not fully understand the complete job/task.
5. Fully understands the complete job/task in detail.

Q.2 What do you see as the hazards to (a) yourself (b) others (c) the environment?

1. Has no understanding of the hazards. Score

2. Partial understanding of the hazards.
3. Understands enough of the hazards to work out what needs to be done.
4. Full understanding of the hazards in their own job/task but may not fully understand the total hazards in the job/task.
5. Fully understands the complete hazards in detail.

Q.3 Do the control measures fit the hazards/tasks to protect (a) self (b) others (c) environment?

1. Has no understanding of the control measures to be carried out.

2. Partial understanding of the control measures.
Score
3. Understands enough of the control measures to work out what needs to be done.
4. Full understanding of the control measures in their own job/task but may not fully understand
the total control measures in the job/task.
5. Fully understands the complete control measures in detail.

Total
Observations

Controls

31

Appendix 6b Monitoring
 ALARP As Low As Reasonably Practicable

COSHH Control of Substances Hazardous to Health Regulations

DAFW Days Away From Work

DOG Drilling Operations Guidelines

HOD Head of Department

LOLER Lifting Operations and Lifting Equipment Regulations

PPE Personal Protective Equipment

PUWER Provision and Use of Work Equipment Regulations

TBT Toolbox Talk

TRA Task Risk Assessment

TRIC Toolbox Talk Risk Identification Card

Accident An undesired event which results in actual loss (ie injury to personnel,
impact on or release to the environment, property/equipment damage
and/or production/productivity loss).

Competence The ability to be able to perform an activity to the expected standard.

Competent Person A person who, by reason of their training, knowledge and experience,
is considered capable of adequately assessing the Health, Safety and
Environmental risks associated with the task(s).

Controls Precautionary measures which reduce or eliminate the risk.

Hazard A condition in the workplace, equipment, or a method of carrying out

an activity which has the potential to cause harm.

Hazard Effect The potential outcome/consequences of the relevant hazard.

Likelihood The expectation, possibility or chance of something happening,

sometimes referred to as probability or frequency.

Near Miss An undesired event which does not result in physical loss but has the
potential to do so.

Residual Risk The risk that remains after all the identified control measures have been
put in place.

Risk The result of the Hazard Severity x Likelihood.

Risk Rating A means of expressing the risk of a task in terms of a value that represents
both its likelihood and severity.

Task An individual work assignment being a job or part of a job carried out by
one or more persons.

Toolbox Talk A meeting, involving a two-way dialogue, to ensure that everyone clearly
understands what the job entails along with its hazards and the precautions
to be put in place.

32

Appendix 7 Key Terms and Definitions

task risk
assessment
team
Dick Stewart Chairman BP Amoco

Norman Smith Deputy Halliburton

David Carroll Facilitator BP Amoco/Step Change

Julie Walters Total Fina Elf

Lachlan Mackay Kerr-McGee

Steve Regulski Agip

Chris Brindley PGS Atlantic Power

Rick Howie BP Amoco

Peter Thompson Shell

Richard Watkiss KCA Drilling

Sarah Butler Diamond Offshore Drilling

Alan Thomson Amec/Step Change

Peter Carrier Amec

Gary Jenkins Wood Group

Yvonne McGregor Aker Oil and Gas Technology UK Plc

Steve Taylor EPTM DeepSea

Fred Wilson Weatherford

John Heath Transocean Sedco Forex

John Lee Bluewater

Barry McNeil Kerr-McGee

A STEP CHANGE IN SAFETY

TASK RISK ASSESSMENT GUIDE

A STEP CHANGE IN SAFETY
web si t e www.oil- gas- safety.or g.uk
Designed and produced by ODL 01224 628000

emai l st [email protected]
t el ep h o n e 0 1 224 205603
fax 0 1 224 205609
ad d ress St ep Change S uppor t Team
R u bislaw House
A n der son Dr ive
A berdeen AB15 6FZ