Hazard Identification

There were 919 occupational fatalities in Canada for 2014… Even with sophisticated risk-informed approaches, many hazards are overlooked.

Unforeseen events often have the most negative consequences, such as the Fukushima Daiichi nuclear disaster or the BP Macondo spill. These types of events are categorized as: completely unknown (unknown unknowns), unknown by the risk assessor, but known to other stakeholders (unknown knowns), or judged as extremely improbable. Events become more knowable, when organizations expand their consultation to employees and broader stakeholder groups and monitoring to broader industry and related events. This creates resilience in risk management systems by enhancing organizations’ ability to: 1) monitor what is going on, including their own performance, 2) anticipate risk events and opportunities, 3) respond to regular and irregular threats in a flexible manner, and 4) learn from their own and others’ experiences.

Hazard Identification is a proactive process of identifying the sources of harm to people, environment, assets or activities. These could be chemical (chemical reactions, flammability, toxicity), electrical (electrocution, weld flash), physical (vibration, excessive force), ergonomic (poor posture), biological (viruses, bacteria), radiation (x-rays, heat energy), or psychological hazards (stress, fatigue, harassment).

Our first step for avoiding harm is to accurately identify potential hazards in a workplace through a site inspection. How is work done? What equipment, materials, and substances are being used? How is equipment laid out? What can go wrong?

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Areas of Research

There were 919 occupational fatalities in Canada for 2014… Even with sophisticated risk-informed approaches, many hazards are overlooked.

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80-90% of losses are caused by human (individual and organizational) failures… Yet systems approaches focus on technology and processes.

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Technological risks are being challenged on moral and emotional bases… Risk decision makers struggle with these dynamic, interactive, and expanding debates.

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The adoption of technologies and new processes is often opposed. Overcoming this requires building: awareness of problem, interest for solutions, evaluation of benefits, solution trailing, and lastly adoption.

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Organizations can be regulated at various levels, on various activities, by various actors, and through various modes. Yet, what is the interactivity between these?  What are the most effective enhancements?

MAKE CONTACT

Dr. Lianne Lefsrud, Ph.D, P.Eng.

Engineering Safety and Risk Management, Faculty of Engineering
12-287 Donadeo Innovation Centre for Engineering 9211 116 Street, Edmonton, T6G 1H9

Phone: 780.492.8351 (office) | 780.951.3455 (mobile)
lefsrud@ualberta.ca  |  LinkedIn |  Twitter

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The thought leadership lessons of Martin Luther. This new paper explores how Martin Luther used social networks to spread Protestianism. This including visits, writing letters, students but also elite trade networks which spread his ideas https://t.co/KyLYKb76pw

Systemic risk erodes the risk transfer process. #Covid19 provides opportunity for urgent learning on climate change. We take-for-granted that insurance will underpin economic activity, but see @RebsFE on withdrawal of wildfire insurance. Time to shift to a risk-sharing paradigm https://t.co/sH2XKvpSni

I love page proofs. I love them a lot. It’s just so satisfying to see the messiness of research look so completely tidy, presentable, and useable. Sigh. #AcademicTwitter #happiness