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Competition Healthy individual and group competition on a fair basis
Demonstrations of Effects Graphic, dynamic, but tasteful demonstrations of effects of
unsafe acts
REDUCE EFFECTS.
Emergency Equipment Fire extinguishers, first aid materials, spill containment
materials
Rescue Capabilities A rescue squad, rescue equipment, helicopter rescue
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December 30, 2000
F-49
OPTIONS SOME EXAMPLES
Emergency Medical Care Trained first aid personnel, medical facilities
Emergency Damage Control
Procedures
Emergency responses for anticipated contingencies,
coordinating agencies
Backups/Redundant
Capabilities
Alternate ways to continue the operation if primaries are
lost
REHABILITATE.
Personnel Rehabilitation services restore confidence
Facilities/equipment Get key elements back in service
Operational Capabilities Focus on restoration of the operation
4.0 MAKE CONTROL DECISIONS TOOLS, DETAILS, AND EXAMPLES
Introduction. Making control decisions includes the basic options (reject, transfer, spread, etc.) as well as
a comprehensive list of risk reduction options generated through use of the risk control options matrix by
a decision-maker. The decision-making organization requires a procedure to establish, as a matter of
routine, who should make various levels of risk decisions. Finally, after the best available set of risk
controls is selected the decision-maker will make a final go/no-go decision.
Developing a decision-making process and system: Risk decision-making should be scrutinized in a risk
decision system.
This system will produce the following benefits:
·  Promptly get decisions to the right decision-makers
·  Create a trail of accountability
·  Assure that risk decisions involving comparable levels of risk are generally made at comparable
levels of management
·  Assure timely decisions
·  Explicitly provide for the flexibility in the decision-making process required by the nature of
operations.
·  A decision matrix is an important part of a good decision-making system. These are normally tied
directly to the risk assessment process.
Selecting the best combination of risk controls: This process can be made as simple as intuitively
choosing what appears to be the best control or group of controls, or so complex they justify the use of
the most sophisticated decision-making tools available. For most risks involving moderate levels of risk
and relatively small investments in risk controls, the intuitive method is fully satisfactory. Guidelines for
intuitive decisions are:
Don’t select control options to produce the lowest level of risk, select the combination yielding the most
operational supportive level of risk. This means keeping in mind the need to take risks when those
appropriate risks are necessary for improved performance.
Be aware that some risk controls are incompatible. In some cases using risk control A will cancel the
effect of risk control B. Obviously using both A and B is wasting resources. For example, a fully
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December 30, 2000
F-50
effective machine guard may make it completely unnecessary to use personnel protective equipment such
as goggles and face shields. Using both will waste resources and impose a burden on operators.
Be aware that some risk controls reinforce each other. For example, a strong enforcement program to
discipline violators of safety rules will be complemented by a positive incentive program to reward safe
performance. The impact of the two coordinated together will usually be stronger than the sum of their
impacts.
Evaluate full costs versus full benefits. Try to evaluate all the benefits of a risk and evaluate them against
all of the costs of the risk control package. Traditionally, this comparison has been limited to comparisons
of the incident/accident costs versus the safety function costs.
When it is supportive, choose redundant risk controls to protect against risk in-depth.
Keep in mind the objective is not risk control, it is optimum risk control.
Selecting risk controls when risks are high and risk control costs are important - cost benefit assessment.
In these cases, the stakes are high enough to justify application of more formal decision-making
processes. All of the tools existing in the management science of decision-making apply to the process of
risk decision-making. Two of these tools should be used routinely and deserve space in this publication.
The first is cost benefit assessment, a simplified variation of cost benefit analysis. Cost benefit analysis is
　
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