Risk and Safety Management in the Leisure, Events, Tourism and Sports Industries

1. Risk and Safety Management in the Leisure, Events, Tourism and Sports Industries Mark Piekarz, Ian Jenkins and Peter Mills

2. Chapter 2 – Risk Definitions, Cultures and Practical Processes

3. These relate to the chapter objectives in Chapter 2: To compare risk processes and identify the key features in a practical risk management process. To explain the 4th age risk paradigm, which views risks as both positive and negative and which needs to be analyzed as part of a complex system.

4. INTRODUCTION Risks can be considered in two important ways: • risk as a culture (how risk is defined and what is viewed as a risk); • risk as a practical management process (the steps which need to be taken to identify, analyse, assess and control risks). This presentation focuses on the practical risk process (see separate lecture on risk culture and definitions).

5. THE RISK PROCESS IN A NUTSHELL Kaplan and Garrick (1981) use the term ‘risk analysis’ to refer to the idea of trying to envision how the future will turn out if we undertake certain actions. They say it involves looking at the following questions: • What can happen? • How likely is it that it will happen? • If it does happen, what are the consequences? Although a little simplistic, it gives a useful starting point for the risk management process.

6. EXAMPLES OF DIFFERENT PROCESS STAGE CATEGORISATIONS See Chapter 2 for more examples of process stage categories and descriptions

7. KEY POINTS ABOUT COMPARISONS All the examples have a process stage (somewhere) which involves identifyingrisks, with some also identifying hazards (usually health and safety related). The examples highlight the need to develop clear controls, responsesor ways to treat the risks (sometimes the term risk management is used, but in this work the term is used to refer to the whole, over-arching process rather than a single stage). A monitoring stage is essential, with Standards New Zealand (2004) representing it as a constant phase, running alongside the other stages at the same time. The terms analysisand assessmentcan sometimes be interchangeable, but it can be useful to appreciate that they are in fact different. Risk analysisinvolves the deeper exploration of the causation, triggers, hazard interactions etc…and can involve a variety of tools (see Chapter 7). Risk assessment or evaluation tries to give some form of measure to the risks identified, often in relation to likelihood and impacts.

8. DEVELOPING A SYNTHESISED RISK PROCESS The previous comparison helps to identify a number of critical process stages. Different descriptions may be used for the same concept. The key process stages are highlighted in Figure 1 (next slide) with the more detailed subsidiary actions, or nested processes given in subsequent slides. The model and table are relevant for all levels of management, ranging from conducting a work place health and safety risk assessment, developing an event project plan, or conducting a strategic review.

9. Overview of the risk management process

10. NESTED PROCESS STAGE QUESTIONS STAGE 1 -What is the nature of the organisation? -Is it a commercial, profit orientated organisation, or a public or voluntary organisation with social objectives? Any interest or concerns over issues of sustainability and ethical behaviour? Who is at risk? (stakeholder analysis) -Staff and customers involved with activity (essential for health and safety regulatory compliance). Consider physical, psychological and social wellbeing. -Are there other stakeholders to consider? Can consider managers, trustees, sponsors, local community, fans, investors, shareholders etc. (more for strategic assessments as part of good governance and planning) What is at risk and how? -Physical objects (e.g. equipment and buildings); reputation (e.g. brand and associations, credibility); finances (e.g. losses and gains); competition (e.g. rankings); ethical considerations; operational time scales ,etc. Degree of risk exposure? STAGE 2 Identifying key risks -Builds on stage 1 in relation to who and what is at risk Identifying key hazards -Surfaces, equipment, people, buildings, natural environment, etc. For more complex project/strategic assessments, PESTLE factors can be considered. Job hazard analysis (JHA), if needed -Used more in America for analysing manual jobs, such as operating a machine in a factory where people are exposed to hazards and risks (Swartz 2001, Q8) Identifying key causation factors -Equipment, organisational culture, people, communications, external environmental conditions. Identifying any triggers -Sudden changes in environmental conditions, such as change in weather, government action, etc. Analysing the relationships of factors (use different tools and techniques, such as scenario writing). STAGE 3 -Assessing type of impacts and severity. -Assessing likelihood. -Applying assessment scales to represent or categorise the risk (e.g. high, low, medium). STAGE 4 -Prioritising resources (use of assessment scales?) -Reviewing points where control measures can be put in place (review previous analysis) -Type of control measure (e.g. new systems/cultural practices, new equipment) -Measures to remove or reduce negative risk events occurring -Measures to reduce severity of impact -Summarising information on a risk form or checklist. --Producing action checklists and communicating to key stakeholders STAGE 5 -Review checklists, forms, assessments and analysis based on: -Set dates for reviewing data/activities; performance indicators; or as conditions change. -Amend control measures

11. CONTEXTUALISATION AND APPLICATION TO THE DIFFERENT SECTORS At the end of the chapter in the book, a variety of examples are given to illustrate how these concepts can be applied to specific industry sector examples. You are encouraged to select the most relevant sector examples related to your teaching and learning needs.

12. CHANGING RISK PARADIGMS OR UNDERSTANDING OF RISK OVER TIME Note: The paradigms used influence what is seen as a risk, how they are analysed, assessed and even controlled. Preference is to use the highlighted 4th age risk paradigm.

13. CONCLUSION Risk is a constant dynamic process. Risk management is about attempting to control or avoid downside risks, or seize upside or opportunity risks. A broadly similar approach can be adopted to suit different types of risk assessment. The risk paradigm adopted can influence the risk process and what is identified as a risk.

14. REFERENCES Bernstein, P. (1998), Against the Gods: The Remarkable Story of Risk, Wiley and Sons, Chichester. CIMSPA (2014) Risk Assessment Manual. 5th edition. (IMSPARAM). CISMPA, UK. HSE (2012) Frequently asked questions, available at http://www.hse.gov.uk/risk/faq.htm#q7 (accessed 5 May 2013). Heldman, K. (2005) Project Manager’s Spotlight on Risk Management, Harbour Light, USA. Kaplan, S. and Garrick, J. B (1981) On the quantitative definition of risk, Risk Analysis,1, 11-27.

15. DISCUSSION QUESTIONS Scan the news for an incident relating to a chosen industry sector and apply the anatomy of risk concepts. Ensure you try and analyse causation in relation to a complex interaction of factors. Discuss how useful the RFU risk assessment videos are, available at: http://www.comcare.gov.au/virtual_workplaces/virtual_office (accessed 12 June 2015).

16. Thank You Name: Dr Mark Piekarz Email: m.piekarz@worc.ac.uk