Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

HAZARD, RISK & OPPORTUNITY MANAGEMENT PROCESS

1. SUMMARY

1.1. The company has established, implemented and maintained this procedure for identifying hazards,
managing risks and opportunities throughout the company and determination of controls.
1.2. Responsibility and authority for this procedure are spread across various functions, and defined
within this procedure.

2. PROCESS DEFINITION

2.1. The purpose of this Procedure is limited to the evaluation and mitigation of Risks/Hazards and availing
Opportunities.

3. PROCESS OBJECTIVES AND METRICS

3.1. Process objectives for this process are to evaluate risks and opportunities and take cover from risk or
take benefits from opportunities.
3.2. KPI for this Process are the results of hazard and risks mitigation and opportunities pursued identified
in the HIRA Register, Risk Register and Opportunity Register in the Form – Context Log.

4. PROCESS OWNERS AND RESPONSIBLE PARTIES

4.1. The designated personnel/team is responsible for the documentation and implementation of the
requirements of this Procedure.

5. DEFINITIONS

5.1. Risk: Risk is the effect of uncertainty and any such uncertainty can have positive or negative effects. A
positive deviation arising from a risk can provide an opportunity, but not all positive effects of risk
result in opportunities. We will use the term Negative Risk for the uncertain situation having negative
effects or with potential to result in a loss to the organization.
5.2. Opportunity: A positive effective of uncertainty. Result of a situation favorable to the organization to
achieve the intended result.
5.3. Uncertainty: A deficiency of information related to understanding or knowledge of an event, its
consequence, or likelihood. (Not to be confused with measurement uncertainty.)
 Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

5.4. Risk Assessment: a systematic investigation and analysis of potential risks, combined with the
assignment of severities of probabilities and consequences. These are used to rate risks in order to
prioritize the mitigation of high risks.
5.5. Risk Mitigation: a plan developed with the intent of addressing all known or possible risks and
preventing their occurrence.
5.6. FMEA (Failure Mode Effects Analysis): a specific risk treatment method which ranks risks by
probability and consequence.
5.7. BC – Business Concern: Any hazard and Risk which will result in Fatal accidents / severe damage to
human health and safety, Damage to property, huge financial implications etc. (Example – car
accident, dacoity, attack on life etc.)
5.8. Controls: Methods used to manage safety risks. Controls can be Elimination, Substitution, Isolation/
separation, Engineering controls, signage/warnings and /or administrative controls, PPE.
5.9. Hazard Identification & Risk Assessment: Hazard Identification & Risk Assessment is to identify and
evaluate the hazards, Risk and put controls measures for safe execution of activities.
5.10. Hazard: Source or situation with potential for harm, something that can cause body injury /
occupational illness, damage property.
5.11. IPC – Interested Party Concern: The hazard / Risk having a concern expressed by Employees,
Neighbours, local residents etc.
5.12. Job Safety Analysis: Job safety analysis (JSA) is a procedure which helps integrate accepted safety and
health principles and practices into a particular job. In a JSA, for each basic step of the job, it is to
identify potential hazards and to recommend the safest way to do the job.
5.13. Job: A piece of physical work defined by time or other limits and that has a clear start and end point
(Note: The Director conducts the risk assessment for any complaint received by any employee or
interested party and if he is convinced with complaint then the same is considered as interested
party concern and the risk is treated as significant. Proper control measures are to be taken to
manage the risk)
5.14. LC – Legal Concern: The hazard or risk is addressed by applicable legal requirements.
5.15. Non Routine Job / Task: Where an SOP / SMP is not available or the conditions of the SOP / SMP have
changed.
5.16. Non-Significant Risk: Any risk less than RPN 6 and not falling under any of qualitative risk category
(Legal Concern, Business Concern and Interested Party Concern).
5.17. OCP: Operational Control Plan
5.18. Severity: The level of consequence / harm of an event that could occur due to exposure to the hazard
present.
 Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

5.19. Significant risk: Any activity falling either under any of qualitative risk category (Legal Concern,
Business Concern and Interested Party Concern) or having Risk Priority Number (RPN) 6 and above.
5.20. Shall: Mandatory requirement
5.21. Should: Optional requirement
5.22. Statutory requirements: Laws, regulations applicable at the location of work.
5.23. SMP: Standard Maintenance Procedure
5.24. Task / Activity: A sequence of steps taken to conduct a job. A task is a sub element of a Job.
5.25. Unacceptable Risk: Any activity having Risk Priority Number (RPN) 10 and above.
5.26. WI: Work Instructions

6. PROCEDURE: GENERAL

6.1. COMPANY considers and manages risks and opportunities differently.

6.2. Risks are managed with a focus on decreasing their likelihood, and minimizing their impact if they
should occur.
6.3. Opportunities are managed to increase their likelihood, and to maximize their benefits if they should
occur.
6.4. Where risks and opportunities overlap, the best appropriate method for managing them shall be
ascertained, given the situation at hand. Elements of such “blended” uncertainties may require
methods which both address the negative risk and positive opportunity.

7. PROCEDURE:
MANAGEMENT OF RISKS

7.1. Each process is defined in detail through a Procedure – XYZ Process document. This document
includes the identification and mitigation plans for key risks associated with the defined process.
COMPANYI management reviews these risks and takes action to minimize them by migrating them to
the Issues Log in the Form – Context Log.
7.2. The methods for risk assessments vary, but should always include a means of identifying the risk
under examination, and a description of the result of the risk assessment.
7.3. Detailed methods may include FMEA (failure mode effects analysis), SWOT (strength, weakness,
opportunity and threat) or other tools. No single method is used for all risk assessments; the tool
selected should be the best tool applicable to that particular risk analysis.
 Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

7.4. Where FMEA style risk treatment is deemed optimal, an entry shall be made in the Risk Register tab
of the Form - Context Log. When using the Risk Register, the following steps are to be followed:
7.4.1. Identifying the risk.
7.4.2. Identifying the process for which the risk most likely dominates.
7.4.3. Assigning a probability rating to the identified risk; this probability is comprised of two elements:
likelihood and previous occurrences. Each element is given a score from 1 (lowest risk) to 5 (highest
risk). The final probability rating is the average of the elements.
7.4.4. Assigning a consequence rating if the risk were to be encountered; this consequence is comprised of
five elements: eventual loss of contract; negative impact on existing customers; inability to meet
contract terms; any violation of statutory regulations or law; impact on COMPANY’s reputation; and
estimated cost of correction. Again, each element is given a score from 1 (lowest risk) to 5 (highest
risk). The final consequence rating is the average of the elements.
7.4.5. Calculating a final Risk Factor based on the equation:
PROBABILITY RATING x CONSEQUENCE RATING = RISK FACTOR

7.4.6. For risks with a final Risk Factor rating equal to or greater than the threshold set in the Risk Register’s
last tab, management will decide whether to reject the subject due to the risk, or accept the risks
after the development of a risk mitigation plan. The mitigation plan must be documented, either in
the Risk Register or in another document which must be referenced on the form.
7.4.7. Risks with a factor less than the risk threshold may be accepted without a mitigation plan, unless
otherwise directed by management.
7.4.8. The Risk Register also allows for setting a “warning” threshold range, where risks that have a Risk
Factor within that range are flagged as suggesting the need for a mitigation plan, but such a plan is
not mandatory.
7.4.9. The final column allows for entry of an estimated risk factor after mitigation, which is an estimate on
what the risk should be reduced to if the risk treatment is successful.
7.5. If a risk includes a potential positive aspect, management may elect to conduct an opportunity pursuit
assessment on the positive aspect, as defined below.
8. PROCEDURE: MANAGEMENT OF OPPORTUNITIES

8.1. COMPANY actively seek out opportunities which could enhance its financial viability and market
position. For example:
 obtaining new contracts
 obtaining access to new markets
 identification of new industries which may be served by COMPANY
 development of new offerings that are within the scope of capabilities of COMPANY
 streamlining existing processes to improve efficiency and reduce costs
 Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

8.2. Opportunities are identified as part of the “Context of the Organization Exercise” described in
Procedure -Context of the Organization Process and as part of the corrective action program
described in Procedure - Corrective Action Process.
8.3. Discussing and analyzing opportunities shall be done by top management. If made part of the
management review activities, these shall be recorded in the management review records.
8.4. To help determine which opportunities should be pursued, the Opportunity Register within the Form
- Context Log may be used to conduct an “opportunity pursuit assessment.” This register is similar to
the Risk Register, but ranks potential positive opportunities by their likelihood of success and
potential benefit.
8.5. The opportunity pursuit assessment is conducted by:
8.5.1. Identifying the opportunity.
8.5.2. Identifying the process for which the opportunity most likely falls under.
8.5.3. Assigning a probability rating to the identified opportunity; this probability that the organization can
achieve the opportunity. It is comprised of two elements: likelihood and previous occurrences. Each
element is given a score from 1 (lowest probability) to 5 (highest probability). The final probability
rating is the average of the elements.
8.5.4. Assigning a benefit rating to assess potential benefits if the opportunity is won. This is comprised of
six elements: potential for new business; potential expansion of current business; potential
improvements in the organization’s ability to satisfy regulatory or statutory requirements; potential
improvements to the quality management system; potential enhancements of COMPANY’s
reputation; and estimated cost of implementation. Again, each element is given a score from 1
(lowest benefit) to 5 (highest benefit). The final benefit rating is the average of the elements.
8.5.5. Calculating a final Opportunity Factor based on the equation:
PROBABILITY RATING x BENEFIT RATING = OPPORTUNITY FACTOR

8.5.6. For opportunities with a final Opportunity Factor rating equal to or greater than the threshold set in
the Opportunity Register, management will decide whether to pursue the opportunity through an
“opportunity pursuit plan” or to abandon the opportunity altogether. The opportunity pursuit plan
must be documented, either in the Opportunity Register or in another document which must be
referenced on the form.
8.5.7. Opportunities with a factor less than the opportunity target rating may be abandoned outright, unless
otherwise directed by management.
8.5.8. The final column allows for entry of success result, once the opportunity has been closed; this
includes entries for abandoning the opportunity, failing to win the opportunity, and three grades of
success.
8.6. Analysis of any opportunity will generally result in one of the following possible determinations:
 Pursue the opportunity
 Explore the opportunity in greater detail before proceeding
 Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

 Accept the opportunity, but under limited and controlled conditions

 Decline the opportunity, typically based on a high expected cost or low anticipated benefit
If an opportunity includes a negative aspect, management may elect to conduct a risk assessment on
the negative aspect, as defined above.

10. HSE Hazard & Risk Management Process:

10.1. COMPANY shall develop, maintained and implement updated HIRA (Hazard Identification & Risk
Assessment) register for all significant risk (qualitative) and having Risk Priority Number (RPN) 6 and
above, which include Medium Risk, High Risk and Very High Risk Activities. The Procedure for Hazard
identification and Risk assessment is defined below.
10.2. Methodology for Preparation of HIRA. Following methodology shall be followed for preparation of
HIRA (Hazard Identification & Risk Assessment).

10.2.1. Key Requisites:

10.2.1.1. Classify the work activities
10.2.1.2. Identify the Hazards & determine Risks.
10.2.1.3. Determine existing control measures.
10.2.1.4. Assess the Risk considering the probable failures in the existing risk control measures
(i.e. Effectiveness of existing risk control measures).
10.2.1.5. Decide whether the risk is acceptable.
10.2.1.6. Decide the additional Risk Control Plan to bring risk to acceptable level.
10.2.2. Composition of Team: The HIRA is generally carried out by a team comprising of -
10.2.2.1. Employees supervising the job
10.2.2.2. Employees with safety knowledge
10.2.2.3. Employees with technical knowledge of the activity/Job
10.2.2.4. The number of team members will depend on and vary with the complexity of the
Activity/job.

10.3. Steps of preparation of HIRA:

10.3.1. Step -1: Collection of information: Team shall collect the following information wherever
possible, for each work activity.
i. Activities to be carried out, its duration and frequency.
Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

ii. Location/s where the activities to be carried out.

iii. Persons involved in the activities?
iv. Other persons who may be affected by the work (e.g. visitors, contractors, the
public)
v. Training of persons involved in the activities.
vi. Type of activities – Routine/non-routine activities
vii. Availability of Standard Operating Procedure (SOP for Routine Activities.
viii. Other materials to be used or encountered during the work
ix. Legal and other requirements applicable for the activities.
x. Records of past incident/s and analysis pertaining to activities.
xi. Communications from employees and other interested parties (if any).
xii. Work place monitoring data.
xiii. Existing Control measures to be in place.
xiv. Safety concerns

10.3.2. Step – 2: Hazard Identification: Identify hazards and determine risks. Hazard identification and
risk assessment to be pro-active rather than reactive.
The broad categories of hazards are listed in the Hazard List.

10.3.2.1. Following three questions to be explored and recorded during hazard identification
i. Is there a source?
ii. Who (or what) could be harmed?
iii. How could harm occur?

10.3.2.2. Following factors shall be considered while identifying the hazards and determining the
risks-
i. Human behaviour, capabilities and other human factors.
ii. Hazards originating “outside the workplace” capable of adversely affecting the
health and safety of personnel under the control of the organization within the
workplace.
iii. Hazards created in the vicinity “inside the workplace” by work related activities
under the control of the organization.
iv. Infrastructure, equipment and materials at the workplace, whether provided by the
organization or others.
v. Changes or proposed changes in the organization, its activities and materials.
vi. Applicable legal obligations relating to risk assessment and implementation of
necessary controls.
vii. Design of workplace, processes installations, machinery / equipment, operating
procedures and work organization, including their adaptation to human capabilities.
Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

10.3.3. Step – 3: Review of Existing Control Measures: Team shall carry out review of adequacy of
existing control measures and based upon review of the adequacy of existing control measures
qualitative and quantitative risk assessment shall be done as below.
10.3.3.1. QUALITATIVE ASSESSMENT OF RISKS:
10.3.3.1.1. Legal Concern (LC): The hazard or risk is addressed by applicable legal
requirements such as Indian Factory act / State factory rules, Indian electricity Act &
rules etc. (Example - use of uncertified lifting tools & cranes, operation of unguarded
machines etc.)
10.3.3.1.2. Interested Party Concern (IPC): The hazard / Risk having a concern expressed
by Employees, Neighbours, local residents etc.
(Note: The head of the department should conducts the risk assessment for any complaint
received by any employee or interested party and if he is convinced with complaint then the
same is considered as interested party concern and the risk is treated as significant. Proper
control measures are to be taken to manage the risk)

10.3.3.1.3. BC – Business Concern (BC): Any hazard and Risk which will result in: Fatal
accidents / severe damage to human health and safety. Damage to property resulting
in loss of Production, huge financial implications etc. (Example - Gunfire, explosion,
etc.)
10.3.3.1.4. Potential Emergency (PE): Situations which result in loss or damage to
humans / property / environment. Any situation, such as arising out of major fire, gas
leak, explosion, toxic release, flooding which is likely to go out of control and requires
controlling by a pre-determined team. The situation may result in injury/ill health to
group of employees and/or general public and/or, property damage which require
mitigation of losses. All such potential emergencies shall be assessed and considered
in any of LC, IPC or BC category as appropriate.
10.3.3.1.5. Any Hazard / Risk which is associated with a Legal Concern (LC), Interested
Party Concern (IPC), and Business Concern (BC) are considered as Significant Risks by
default irrespective of its subsequent Risk Priority Number (RPN) as per Quantitative
Risk Assessment and necessary control measures shall be taken address all such
concerns

10.3.4. QUANTITATIVE ASSESSMENT OF RISKS: After identifying the hazards and determination of
risks, carrying out risk assessment and classify the risks based on the risk priority number (RPN)
refer Annexures.
10.3.4.1. RISK PRIORITY NUMBER (RPN) is obtained by multiplying the following factors: RPN =
P x C. Where;
P - Probability: likelihood of the occurrence on Incident
Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

C - Severity of harm: The risk from the hazard is determined by estimating the
potential severity of the harm.
Refer to Annexure- 2 & 3 for allocating values for Probability (P) & Consequence
(C)
10.3.4.2. While assigning Probability (P) & Consequence (C) ratings, consider the adequacy and
effectiveness of existing risk control measures (probable failures in existing risk control
measures).Some Examples of probable failures in control measures.
i. Supervision / Human intervention is must for Controls.
ii. People not wearing PPE, / PPEs not available,
iii. People not aware of control measures / untrained personnel,
iv. Damaged PPEs etc.
10.3.4.3. Additional control measures shall be recommended to reduce the Risk as per Risk
Control Plan mentioned in Annexure – 4.
10.3.4.4. Hierarchy of Risk Control measures: While determining risk controls or considering
changes to existing controls, consideration shall be given to reducing the risks according to
the following hierarchy:
i. ELIMINATE (REMOVE) / SUBSTITUTION
(Example - If practicable, Eliminate the hazards altogether, or combat the
risk at source. ENGINEERING CONTROLS e.g. Alarm & Detection System
etc.)
ii. ADMINISTRATIVE CONTROLS.
(Example- Good housekeeping, Safe systems at work, Training and
information, Monitoring, Training, Supervision etc.)
iii. PERSONAL PROTECTIVE EQUIPMENTS (PPEs - Last resort).
However PPEs are mandatory for all jobs.

10.3.5. Step- 4: HIRA Form should be used for recording Hazard Identification and Risk Assessment
(HIRA).
10.3.5.1. Hazard Identification and Risk Assessment (HIRA) shall be approved by Director.

10.3.6. Step – 5: Hazard identification and Risk assessment shall be reviewed at least once in two (02)
years to keep this information up-to-date. However, Hazard identification and Risk assessment
shall be reviewed before implementing changes to the activity / process / equipment / existing
risk control measures. Review of Risk assessment shall be carried out during the following
situations.
i. During changes from normal operation,
ii. New or modified process/ installation,
iii. Changes in raw materials, chemicals etc.
 Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

iv. During expansion, contraction, restructuring

v. New or modified legislation etc.
vi. New information/inputs from interested parties

10.4. Records:
10.4.1. HIRA Register - Retention period five (05) years

10.5. Training & Communication:

10.5.1. Training of Hazard Identification & Risk Assessment (HIRA) shall be included and covered in
Safety Training Calendar as per Safety Training needs.
10.5.2. Initial Communication to be done through Corporate Communication, Email and Phone.

10.6. VERIFICATION
10.6.1. Verification of implementation shall be done during Safety audit, field safety visit and site
inspections.

9. RELATED RECORDS & DOCUMENTS

i. Form – Context Log

a. Form - Risk Register
b. Form - Opportunity Register
c. HIRA (Hazard Identification & Risk Assessment) Register
d. Form Relevant Issues Log
e. Form Interested Parties Log

10. REVISION AND APPROVAL

Approved
Rev. Date Nature of Changes
By
0 Original issue.
 Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

11. ANNEXTURES:

Annexure – 1: Risk Priority Number (RPN) Matrix

Annexure – 2: Table for Frequency
Annexure – 3: Table for Severity
Annexure – 4: Risk Based Control Plan
Annexure – 5: Types of controls and their effectiveness
 Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

Annexure – 1

Risk Priority Number (RPN) Matrix

Frequency

5 5 10 15 20 25
(Very High -Has (Low) (High) (High) (Very (Very
occurred in past
High) High)
year.)

4 4 8 12 16 20
(High - Has occurred (Low) (Medium) (High) (Very (Very
in past 5 years.) High) High)

3 3 6 9 12 15
(Medium- Has (Low) (Medium) (Medium) (High) (High)
occurred in past 10
years.)
2 2 4 6 8 10
(Low- Has not (Very (Low) (Medium) (Medium) (High)
occurred in past 10 Low)
years.)
1 1 2 3 4 5
(Very Low- Has never
occurred.) (Very (Very Low) (Low) (Low) (Low)
Low)

1 2 3 4 5
(Very (Low) (Medium) (High) (Very High)
Low)

Severity
Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

Table for Frequency

Rating Level Description

5 Very High Has occurred in past year.

4 High Has occurred in past 5 years.

3 Medium Has occurred in past 10 years.

2 Low Has not occurred in past 10 years.

1 Very Low Has never occurred.

Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

Annexure – 3

LWDC Lost Work Day case. If an employee is unable to work on a subsequent scheduled shift
because of a work related injury or illness‚ the case is classified as an LWC. The shift
on which the case occurred is not counted as a lost workday.
MTC Medical treatment case. An MTC is a work-related case for which medical treatment is
indicated but that does not result in lost work or work restrictions.
RWDC Restricted workday cases. An RWdC is a case in which a work-related injury or illness
prevents the employee from working a complete shift (or from doing any tasks that are
part of his or her regularly scheduled job that may be performed or assigned) but which
does not result in lost workdays.
FAC First-aid cases (FAC) A minor injury that calls for only simple treatment and does not
call for follow-up treatment by a health-care professional is an FAC. A case can be
classified as an FAC even if a health-care professional administers the first aid.
NMC Near Miss Case (NMC) An event that could have resulted injury/fatal is a near miss
case

Table for Severity

Very Low Low Medium High Very High
1 2 3 4 5
Consequence Severity Increases
People None / NA - Minor - Moderate - High – Very High -
(Health and or Noticeable Temporary Partial Permanent Fatal/Total
Safety Physical and Disability Disability/ Lost work Permanent
discomfort requiring or Day case (LWDC) or Disability
First Aid or health major health problem (TPD) or
slight health problem causing LWDC severe health
problem causing problem
MTC/RWDC causing
Fatal/TPD
Potential Loss of None / NA Minor Moderate High Very High
Customer or
Entire Contract
Asset or Zero or Noticeable Large damage Major Severe
financial loss negligible damage Less than $ damage More than $ damage more
damage Less than $ 100,000 100,000 Than $
10,000 500,000
Reputation None Minimal Moderate Severe Very
(Local, severe
National, or
International
Potential None / Possible Definite High Legal Risk
violation of NA
Regulations
Company Name/Logo Hazard, Risk & Opportunity Management Issue Date:

Potential None / NA Minor Moderate High Very High

inability to meet
immediate job
requirements
 Annexure- 4

Risk Based Control Plan

RPN Risk category (Risk based Control Plan) Decision / What needs to be done?

Control Plan (CP) - 1

<3 Very Low
• Activities having RPN < 3, considered as acceptable risk. No additional controls are
Risk ( Non- necessary other than to ensure that existing controls are maintained & implemented.
Significant)
Control Plan (CP) - 2
3–5 Low Risk
• Activities having RPN between 3 -5, considered as acceptable risk.
( Non-
• No additional controls are required unless they can be implemented at very low cost
Significant) i.e. improved supervision, enhanced monitoring.

Control Plan (CP) - 3

6–9 Medium
• Additional control measures shall be put in place to reduce the RPN to acceptable level
Risk (less than 6).
( Significant) • The risk reduction measures shall be implemented within a defined period.
Arrangements shall be made to ensure that the controls are maintained.
•

Control Plan (CP) - 4

10 – High Risks
• Engineering control/Work Instructions (WI) shall be followed to reduce risk to acceptable
15 ( Significant &
level (less than 6).
Unacceptable) • In case of absence of Work Instructions (WI), Job/activity specific Operational Control
Plan (OCP) shall be developed and followed
The risk reduction measures shall be implemented within a defined period (before start
• of work).
The work activity should be halted until risk controls are implemented. If it is not possible
•
to reduce the risk, the work should remain prohibited.
•
Arrangements shall be made to ensure that the controls are maintained.

Control Plan (CP) - 5

16-25 Very High
• It shall incudes all the requirements of Control Plan (CP) - 4 and necessary changes by
Risks Engineering Controls (for example - Fully automate process, Application of interlocks,
( Significant & Installation of Safety Valve, Alarm & Detection System etc.) to reduce risk to acceptable
level (less than 6).
Unacceptable)
• The work activity shall be halted until risk controls are implemented as Control Plan (CP)
- 5. If it is not possible to reduce the risk, the work shall remain prohibited.
Arrangements shall be made to ensure that the controls are maintained.
•
 Annexure- 5

Types of Controls and their effectiveness

Type of Controls Effectiveness

1. Eliminate the hazard completely. 100%

2. Substitute with less hazardous processes, operations, 50-80%

materials or equipment

3. Engineering Controls: Create a barrier between the

person and the hazard.
40–99%

4. Administrative Controls: by use & implementation

of regulation, law, SOP/SMP/WI/OCP, safety procedures, etc.
20–40%
5. Provide personal protective equipment.
1- 20%