Ohs incident investigation template

Who is responsible for doing it? Deadline: By when does this need to happen? Raised by: Name of person who has raised the risk. Date raised: Date of completion of this form. Description of risk: Briefly describe the identified risk and its possible impact. Likelihood of risk: Describe and rank the likelihood of the risk occurring i. Impact of risk: Describe and rank the impact if the risk occurs i.

Risk mitigationPreventative actions recommended: Briefly describe any action that should be taken to prevent the risk from occurring. Contingency actions recommended: Briefly describe any action that should be taken, should the risk occur, to minimise its impact. Approval detailsSupporting documentation: Details of any supporting documentation used to substantiate this risk. Attend all sessions and complete all assignments. Receive certificate. Yes, with support of family members to be away for evening classes.

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Save my name, email, and website in this browser for the next time I comment. This can be useful to check you have updated all fields correctly. Further detail on the above procedure can be found in the toolkit Completion Instructions.

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The standard licence terms include special terms relating to any third-party copyright included in this document. Witnesses should be kept apart and interviewed as soon as possible after the incident.

If witnesses have an opportunity to discuss the event among themselves, individual perceptions may be lost in the normal process of accepting a consensus view where doubt exists about the facts. Witnesses should be interviewed alone, rather than in a group. You may decide to interview a witness at the scene where it is easier to establish the positions of each person involved and to obtain a description of the events.

On the other hand, it may be preferable to carry out interviews in a quiet office where there will be fewer distractions. The decision may depend in part on the nature of the incident and the mental state of the witnesses. The purpose of the interview is to establish an understanding with the witness and to obtain his or her own words describing the event:. Ask open-ended questions that cannot be answered by simply "yes" or "no".

The actual questions you ask the witness will naturally vary with each incident, but there are some general questions that should be asked each time:.

Asking questions is a straightforward approach to establishing what happened. But, care must be taken to assess the accuracy of any statements made in the interviews. Another technique sometimes used to determine the sequence of events is to re-enact or replay them as they happened. Care must be taken so that further injury or damage does not occur. A witness usually the injured worker is asked to reenact in slow motion the actions that happened before the incident. Data can be found in documents such as technical data sheets, health and safety committee minutes, inspection reports, company policies, maintenance reports, past incident reports, safe-work procedures, and training reports.

Any relevant information should be studied to see what might have happened, and what changes might be recommended to prevent recurrence of similar incidents. At this stage of the investigation most of the facts about what happened and how it happened should be known. This data gathering has taken considerable effort to accomplish but it represents only the first half of the objective.

Now comes the key question - why did it happen? Keep an open mind to all possibilities and look for all pertinent facts. There may still be gaps in your understanding of the sequence of events that resulted in the incident.

You may need to re-interview some witnesses or look for other data to fill these gaps in your knowledge. This is not extra work: it is a draft for part of the final report. Each conclusion should be checked to see if:.

The most important final step is to come up with a set of well-considered recommendations designed to prevent recurrences of similar incidents. Recommendations should:. For example, you have determined that a blind corner contributed to an incident. Rather than just recommending "eliminate blind corners" it would be better to suggest:. Never make recommendations about disciplining a person or persons who may have been at fault. This action would not only be counter to the real purpose of the investigation, but it would jeopardize the chances for a free flow of information in future investigations.

In the unlikely event that you have not been able to determine the causes of an incident with complete certainty, you probably still have uncovered weaknesses within the process, or management system. It is appropriate that recommendations be made to correct these deficiencies.

The prepared draft of the sequence of events can now be used to describe what happened. Remember that readers of your report do not have the intimate knowledge of the incident that you have so include all relevant details, including photographs and diagrams.

If doubt exists about any particular part of the event, say so. The reasons for your conclusions should be stated and followed by your recommendations. Do not include extra material that is not required for a full understanding of the incident and its causes such as photographs that are not relevant and parts of the investigation that led you nowhere.

The measure of a good report is quality, not quantity. Always communicate your findings and recommendations with workers, supervisors and management. Present your information 'in context' so everyone understands how the incident occurred and the actions needed to put in place to prevent it from happening again. Some organizations may use pre-determined forms or checklists. However, use these documents with caution as they may be limiting in some cases. Always provide all of the information needed to help others understand the causes of the event, and why the recommendations are important.

A difficulty that has bothered many investigators is the idea that one does not want to lay blame. However, when a thorough worksite investigation reveals that some person or persons among management, supervisor, and the workers were apparently at fault, then this fact should be pointed out.

The intention here is to remedy the situation, not to discipline an individual. Failing to point out human failings that contributed to an incident will not only downgrade the quality of the investigation, it will also allow future incidents to happen from similar causes because they have not been addressed. However never make recommendations about disciplining anyone who may be at fault. Any disciplinary steps should be done within the normal personnel procedures. Management is responsible for acting on the recommendations in the investigation report.

The health and safety committee or representative, if present, can monitor the progress of these actions. Add a badge to your website or intranet so your workers can quickly find answers to their health and safety questions.

Although every effort is made to ensure the accuracy, currency and completeness of the information, CCOHS does not guarantee, warrant, represent or undertake that the information provided is correct, accurate or current. CCOHS is not liable for any loss, claim, or demand arising directly or indirectly from any use or reliance upon the information.

OSH Answers Fact Sheets Easy-to-read, question-and-answer fact sheets covering a wide range of workplace health and safety topics, from hazards to diseases to ergonomics to workplace promotion. Search all fact sheets: Search. Type a word, a phrase, or ask a question. Reasons to investigate a workplace incident include: most importantly, to find out the cause of incidents and to prevent similar incidents in the future to fulfill any legal requirements to determine the cost of an incident to determine compliance with applicable regulations e.

Most importantly, these steps can be used to investigate any situation e. Ideally, an investigation would be conducted by someone or a group of people who are: experienced in incident causation models, experienced in investigative techniques, knowledgeable of any legal or organizational requirements, knowledgeable in occupational health and safety fundamentals, knowledgeable in the work processes, procedures, persons, and industrial relations environment for that particular situation, able to use interview and other person-to-person techniques effectively such as mediation or conflict resolution , knowledgeable of requirements for documents, records, and data collection; and able to analyze the data gathered to determine findings and reach recommendations.

Members of the team can include: employees with knowledge of the work supervisor of the area or work safety officer health and safety committee union representative, if applicable employees with experience in investigations "outside" experts representative from local government or police Note: In some cases, other authorities may have jurisdiction, such as if a serious injury or fatality occurred. For example, an "investigation" which concludes that an incident was due to worker carelessness, and goes no further, fails to find answers to several important questions such as: Was the worker distracted?

If yes, why was the worker distracted? Was a safe work procedure being followed? If not, why not? Were safety devices in order? Was the worker trained? First: Report the incident occurrence to a designated person within the organization.

Provide first aid and medical care to injured person s and prevent further injuries or damage. The incident investigation team would perform the following general steps: Scene management and scene assessment secure the scene, make sure it is safe for investigators to do their job.

Witness management provide support, limit interaction with other witnesses, interview. Investigate the incident, collect data. Analyze the data, identify the root causes.