Table 2 contains further questions that can help you estimate likelihood. You can rate the likelihood as one of the following: Certain to occur - expected to occur in most circumstances Very likely - will probably occur in most circumstances Possible might occur occasionally – Unlikely could happen at some time – Rare may happen only in exceptional circumstances – The level of risk will increase as the likelihood of harm and its severity increases. Table 2 Questions to ask in Explanation and examples determining likelihood A hazard may exist all of the time or it may only exist occasionally. How often are people The more often a hazard is present, the greater the likelihood it will exposed to the hazard? result in harm. For example: Meshing gears in an enclosed gearbox can cause crushing only if the gearbox is open during maintenance, and therefore the potential for harm will not occur very often. Continuously lifting heavy boxes has the potential to cause harm whenever the work is done. How long might people The longer that someone is exposed to a hazard, the greater the be exposed to the likelihood that harm may result. hazard? For example: The longer a person is exposed to noisy work, the more likely it is that they will suffer hearing loss. How effective are In most cases the risks being assessed will already be subject to current controls in some control measures. The likelihood of harm resulting from the risk reducing risk? will depend upon how adequate and effective the current measures are. For example: Traffic management controls have been implemented in a warehouse to separate moving forklifts from pedestrians by using signs and painted lines on the floor. These controls may need to be upgraded to include physical barriers. Could any changes in The demand for goods or services in many organisations varies your organisation throughout the year. Changes in demand may be seasonal, depend increase the likelihood? on environmental conditions or be affected by market fluctuations that are driven by a range of events. Meeting increased demand may cause unusual loads on people, plant and equipment and systems of work. Failures may be more likely. For example: Inner city restaurants and bistros are very busy in the period prior to Christmas, placing extra demands on kitchen and serving staff. The increase in volume of food to be prepared and serving a larger number of patrons increases the potential for human error and the
Table 2 contains further questions that can help you estimate likelihood. You can rate the likelihood as one of the following: Certain to occur - expected to occur in most circumstances Very likely - will probably occur in most circumstances Possible – might occur occasionally Unlikely – could happen at some time Rare – may happen only in exceptional circumstances The level of risk will increase as the likelihood of harm and its severity increases. Table 2 Questions to ask in determining likelihood Explanation and examples How often are people exposed to the hazard? A hazard may exist all of the time or it may only exist occasionally. The more often a hazard is present, the greater the likelihood it will result in harm. For example: Meshing gears in an enclosed gearbox can cause crushing only if the gearbox is open during maintenance, and therefore the potential for harm will not occur very often. Continuously lifting heavy boxes has the potential to cause harm whenever the work is done. How long might people be exposed to the hazard? The longer that someone is exposed to a hazard, the greater the likelihood that harm may result. For example: The longer a person is exposed to noisy work, the more likely it is that they will suffer hearing loss. How effective are current controls in reducing risk? In most cases the risks being assessed will already be subject to some control measures. The likelihood of harm resulting from the risk will depend upon how adequate and effective the current measures are. For example: Traffic management controls have been implemented in a warehouse to separate moving forklifts from pedestrians by using signs and painted lines on the floor. These controls may need to be upgraded to include physical barriers. Could any changes in your organisation increase the likelihood? The demand for goods or services in many organisations varies throughout the year. Changes in demand may be seasonal, depend on environmental conditions or be affected by market fluctuations that are driven by a range of events. Meeting increased demand may cause unusual loads on people, plant and equipment and systems of work. Failures may be more likely. For example: Inner city restaurants and bistros are very busy in the period prior to Christmas, placing extra demands on kitchen and serving staff. The increase in volume of food to be prepared and serving a larger number of patrons increases the potential for human error and the
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