Risk Management Plan for Queen’s Wharf Brisbane Project

This report presents a risk management plan prepared by Destination Brisbane Consortium for the implementation of $3 billion Queen’s Wharf Brisbane project. The plan was prepared in accordance with the guidelines and principles of AS/NZS ISO 31000:2009. The report includes introduction, communication and consultation, establishing the context, risk assessment, risk treatment, and risk monitoring and review. The report focuses on construction risks with particular attention on occupational and public health and safety.

Risk Management in Engineering 1
RISK MANAGEMENT IN ENGINEERING
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Risk Management in Engineering 2
EXECUTIVE SUMMARY
This report presents a risk management plan prepared by Destination Brisbane Consortium for
the implementation of $3 billion Queen’s Wharf Brisbane project. The plan was prepared in
accordance with the guidelines and principles of AS/NZS ISO 31000:2009.
The first section of the report is introduction, which defines the details of the project, including
project location, components, budget, duration, objectives, expected impacts and benefits, scope
of the project and the standards used to prepare the report. The second section discusses the plans
put in place to facilitate communication and consultation between stakeholders to ensure
effective implementation of the plan. The third section entails establishing the context of the risk
management plan. This includes internal context, external context and the context of risk
management process. It also discusses the risk criteria used and various stakeholders and their
roles/responsibilities.
The fourth section of the report identifies, analyzes and evaluates risks. The risks were identified
using checklists, direct observations and brainstorming methods. A total of 15 risks were
identified then analyzed using FMEA method. Qualitative risk assessment matrix was then used
to analyze risks based on their likelihood and consequences. Evaluation of risks was done using
ALARP principle, from which six risks were selected for further treatment. The risks selected
are: water contamination, asbestos, airborne toxins and fibres, unintended collapse, working at
height, and manual and material handling.
Various probable treatment options were identified and the group came up with a strategy that
will be used to select the most appropriate treatment option. These options will reduce the risk
level of all risks identified to acceptable level.
Lastly, a risk monitoring and review plan is established. This will help in ensuring that all risks
are monitored and that the treatment options implemented are efficient and effective. The risk
manager will close any risk as long as it satisfies the criteria that has been pre-determined.

Risk Management in Engineering 3
Table of Contents
EXECUTIVE SUMMARY.......................................................................................................................2
1. INTRODUCTION.............................................................................................................................5
1.1. Project Details and Objectives.....................................................................................................5
1.2. Scope...........................................................................................................................................6
1.3. Risk Management Process...........................................................................................................6
2. COMMUNICATION AND CONSULTATION..............................................................................7
2.1. Objectives....................................................................................................................................8
2.2. Stakeholder Analysis...................................................................................................................8
3. ESTABLISHING THE CONTEXT...............................................................................................10
3.1. Internal Context.........................................................................................................................10
3.2. External Context........................................................................................................................11
3.3. Risk Management Context.........................................................................................................11
3.4. Risk Criteria...............................................................................................................................12
3.5. Stakeholders..............................................................................................................................12
3.5.1. Stakeholder Identification..................................................................................................12
3.5.2. Stakeholder Roles and Responsibilities.............................................................................13
4. RISK ASSESSMENT......................................................................................................................14
4.1. Risk Identification.....................................................................................................................14
4.1.1. Risk identification method.................................................................................................14
4.1.2. Risk scope..........................................................................................................................15
4.1.3. Risk register.......................................................................................................................15
4.2. Risk Analysis.............................................................................................................................15
4.2.1. Risk analysis method.........................................................................................................15
4.2.2. Risk controls......................................................................................................................16
4.2.3. Risk acceptance criteria.....................................................................................................16
4.3. Risk Evaluation..........................................................................................................................17
4.3.1. Risk evaluation method......................................................................................................17
4.3.2. Risks that should be treated...............................................................................................17
5. RISK TREATMENT.......................................................................................................................18
5.1. Possible risk treatment options/methods....................................................................................18
5.2. Preparing and implementing risk treatment plans......................................................................18
6. RISK MONITORING AND REVIEW..........................................................................................19

Risk Management in Engineering 4
6.1. Risk monitoring and review process..........................................................................................19
6.2. Risk closure...............................................................................................................................19
References................................................................................................................................................20
APPENDICES.........................................................................................................................................24

Risk Management in Engineering 5
1. INTRODUCTION
Risk management is very essential for any type or size of construction project [1]; [2]. For
this reason, risks must be identified, analyzed and evaluated so as to establish the most
appropriate techniques of preventing or managing these risks [3]. This is the only way that the
objectives of a construction project can be achieved [4]. The engineering project investigated in
this report is Queen’s Wharf Brisbane that is being delivered by Destination Brisbane
Consortium. The Consortium is preparing this risk management plan so as to prevent and
manage potential risks in this project. The risk management plan is prepared in accordance with
AS/NZS ISO 31000:2009.
1.1. Project Details and Objectives
Queen’s Wharf Brisbane is a mega construction project that is expected to transform the
central business district of Brisbane (and Queensland as a whole) forever and make it a world-
class destination for investors, tourists, artists, etc. The project entails construction of three
residential towers, five new 5-star hotels, a departmental store, 50 restaurants, bars and cafes,
riverfront moonlight cinema, pedestrian bridge, sky deck, and Queensland Hotel & Hospitality
School, among others [5]. There will also be public space equivalent to 12 football fields.
Currently, Queen’s Wharf Brisbane comprises of several underutilized heritage buildings,
neglected riverfront land and obsolete government buildings. Another objective of this project is
to connect Brisbane River, Botanic Gardens, Queen’s Street Mall and South Bank [6].
The project is being delivered by Destination Brisbane Consortium (a joint venture), which
comprises of Star Entertainment Group, Chow Tai Fook Enterprises and Far East Consortium
[7]. Once completed, the project is estimated to create over 8,000 jobs and attract about 1.39
million visitors to Brisbane annually. The project is estimated to cost $3 billion and it is expected

Risk Management in Engineering 6
to be completed in 2022. Figure 1 below shows the masterplan proposed Queen’s Wharf
Brisbane resort development. During peak construction, there will be 2,000 jobs for local
residents [8]. This project has numerous benefits to the local community and society, including
creation of employment and business opportunities.
Figure 1: Proposed Queen’s Wharf Brisbane Resort Development masterplan [9]
1.2. Scope
Considering various constraints of this report, the risk management plan prepared by
Destination Brisbane Consortium only focuses on construction risks with particular attention on
occupational and public health and safety.
1.3. Risk Management Process
This risk management plan is prepared by following the standard procedure provided in the
AS/NZS ISO 31000-2009 (Principles and Guidelines) together with IEC/ISO 310010:2009 (Risk
Assessment Techniques). The process entails various sections as shown in Figure 2 below. The
plan aims at identifying, analyzing, evaluating and treating/managing various construction risks

Risk Management in Engineering 7
of Queen’s Wharf Brisbane; reduce all major and significant risks to tolerable levels; train all
employees on how to identify, reduce, avoid and manage risks; and monitor and review risks
continuously throughout the project period.
Figure 2: Risk management process [10]
2. COMMUNICATION AND CONSULTATION
For the risk management plan to be effectively implemented and its objective attained,
Destination Brisbane Consortium has resolved that it must involve all relevant stakeholders. This
will be attained by preparing a multi-directional communication and consultation plan.
Communication and consultation plan helps in ensuring that all internal and external
stakeholders of the project are fully informed about the activities and their responsibilities in the
risk management plan [11]. This includes information about the harms of risks and benefits of
managing them [12].

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2.1. Objectives
The main objectives of communication and consultation plan are as follows:
 Ensure that stakeholders receive complete information about risk management on time
 Share knowledge about risk hazards and risk management training
 Collect opinions from stakeholders on how risks should be managed
 Collect feedback from stakeholders about challenges experienced in managing risks
 Inform all stakeholders about their responsibilities in managing risks
 Understand and balance the interests of various stakeholders
 Keep stakeholders about all activities or developments associated with risk management
2.2. Stakeholder Analysis
All stakeholders involved in construction projects always have unique interests and different
levels of power. Those with high power have great influence on the project than those with low
power. It is important to identify the interests and powers of each stakeholder so as to know the
stakeholders to prioritize for the project to be completed within stipulated time and budget [13].
Destination Brisbane Consortium will communicate more frequently with stakeholders who have
more power than those with less power. The various means of communication and consultation
to be used include: voice calls, videoconferencing, emails, letters, internal and external memos,
social media, newspaper, radio, television, postal services, telegraphs, fax, etc. The interests and
power of various stakeholders is as shown in Figure 3 below.

Risk Management in Engineering 9
Figure 3: Power/Interest Grid [14]
The general powers and interests of a typical construction project are as shown in Figure 4 below
Figure 4: Typical Power/Interest Grid of Construction Projects [15]

Risk Management in Engineering 10
3. ESTABLISHING THE CONTEXT
According to risk management guidelines provided in AS/NZS ISO 31000:2009, it is very
important to define the context of the organization, including internal context, external context,
stakeholders (and their roles & responsibilities), risk criteria, and risk management policy.
3.1. Internal Context
Destination Brisbane Consortium is private joint venture between The Start Entertainment
Group (lead partner), Far East Consortium and Chow Tai Fook Enterprises. The Consortium has
many years of experience in property & hotel development, hospitality, entertainment and
consumer & retail markets, both in Australia and across the world. They were successfully
selected by the Queensland Government, through competitive tendering, in 2015 to execute the
Queen’s Wharf Brisbane project.
The Start Entertainment Group is a listed company on Australian Securities Exchange (ASX)
Top 100 that owns and operates The Star in Sydney, The Star Gold Coast and Treasury Brisbane.
It also manages Gold Coast Convention and Exhibition Centre. The Group owns 50% of Queen’s
Wharf Brisbane.
Far East Consortium is a Hong Kong-based developer that is among the biggest in Asia and
Australia. Their areas of specialization include hospitality, property and car parks. The
Consortium owns 25% of Queen’s Wharf Brisbane.
Chow Tai Fook Enterprises is a private Hong Kong-based hospitality and consumer
investment company. The company has many years of experience and track record in
infrastructure and tourism projects in over 50 cities spread across Asia, Greater Asia, Americas

Risk Management in Engineering 11
and Europe. The company also owns and operates about 60 hotels worldwide and very big
departmental stores in China. The company owns 25% of Queen’s Wharf Brisbane.
The combined experience, resources and networks on the ground of these three
multinationals is very critical in completing the project as planned and ensure that it achieved its
objectives.
3.2. External Context
The area where Queen’s Wharf Brisbane is being constructed has been underutilized for
many years despite it being an urban zone. This area is known for its warm subtropical climate,
rich culture, and European and indigenous heritage. After numerous consultations, Queensland
Government found out that the only way for Brisbane to restore its lost glory is by formulating a
redevelopment plan. The government then came up with Queen’s Wharf Brisbane that is aimed
to put Brisbane on the global map as an entertainment, leisure, tourism and business destination.
This project will repurpose and replace the forgotten heritage buildings with spectacular modern
architecture. This is an iconic development that will serve millions of people from Australia and
all over the world. It will create thousands of job opportunities for local residents, create business
opportunities for local and international investors, attract 1.39 million more tourists every year,
restore Brisbane’s lost heritage and cultural glory, generate tourism revenue of $1.69 billion each
year, and generate revenue of over $1 billion to the government annually [16].
3.3. Risk Management Context
The fundamental goal of preparing this risk management plan is to prevent or minimize all
possible construction risks that may affect successful completion of Queen’s Wharf Brisbane
project as planned. The details of risk assessment process to be followed in completing this is
provided in section 4. The main tasks in the process are to identify, analyze and evaluate possible

Risk Management in Engineering 12
construction risks. Risk management plan typically provides a structured framework that should
be used by relevant stakeholders to ensure that risks are managed appropriately to avoid or
reduce their adverse effects on project implementation. All construction risks assessed in this
plan will focus on occupational and public health and safety.
3.4. Risk Criteria
It is bulky to consider all potential construction risks in this project therefore Destination
Brisbane Consortium will identify risks to be analyzed and evaluated using the risk acceptance
criteria provided in section 4.2.3.
3.5. Stakeholders
3.5.1. Stakeholder Identification
Identifying and categorizing stakeholders (as either internal or external stakeholders) is a
very important step in establishing risk management context of this risk management plan. The
various stakeholders involved in this project are as shown in Table 1 below
Table 1: Stakeholders
Internal stakeholders External stakeholders
Start Entertainment Group owners, board of
directors, managers, employees, investors and
partners
Government
- Australian Government
- Queensland Government
- Brisbane City Council
Far East Consortium owners, board of
directors, managers, employees, investors and
partners
Contractors
Chow Tai Fook Enterprises owners, board of
directors, managers, employees, investors and
partners
Subcontractors
Suppliers
Society/Local Communities
Community partners
Brisbane business community

Risk Management in Engineering 13
Environmental agencies
Creditors (financial institutions such as banks)
The public
3.5.2. Stakeholder Roles and Responsibilities
For the risk management plan to be implemented successfully, it is very important to define
the roles and responsibilities of each stakeholder. Table 2 below shows key roles and
responsibilities of various stakeholders in Queen’s Wharf Brisbane project
Table 2: Key roles and responsibilities of stakeholders
Stakeholders Roles and Responsibilities
Destination Brisbane
Consortium owners, board of
directors, managers,
employees, investors and
partners
Prepare, review and approve risk management plan
Formulate, review and approve risk management policy
Implement risk management plan and policy
Monitor implementation process of risk management plan
Monitor effectiveness of risk management plan
implementation
Review and monitor the cost of implementing risk
management plan
Prepare audit reports of risk management plan
implementation
Government Set standards for building codes
Set standards for occupational and public health and safety
codes
Approve development plans
Provide necessary permits
Supervise the project to ensure strict compliance to safety
and health regulations
Subcontractors Supervise construction works
Implement recommended occupational and public health and
safety requirements
Collaborate with government authorities to ensure that
required health and safety standards are met
Suppliers Ensure that the products, materials, tools, equipment and
services they provide meet the required engineering quality
standards
Brisbane business community Ensure that the structures built meet the needs of businesses
and companies in the area

Risk Management in Engineering 14
Environmental agencies Ensure that health and safety of workers on site, the public
and end users of the structures being built are prioritized and
protected
Provide techniques that can be used to protect and guarantee
health and safety of workers and the public
Creditors Provide financial support where necessary to ensure full and
proper implementation of risk management plan
Society/local community Work with other relevant stakeholders to ensure that safety
and health of local residents is protected
Report to relevant authorities about activities that may risk
their health and safety
The public Give proposals on how their health and safety should be
guaranteed and protected
Report any activities that may risk their health and safety
4. RISK ASSESSMENT
Based on the principles and guidelines provided in AS/NZS ISO 31000:2009, the main focus
of this section is on risk identification, risk analysis and risk evaluation. The techniques used in
performing these tasks are those provided in IEC/ISO 31010:2009 [17].
4.1. Risk Identification
There are numerous risks associated with construction projects. These risks have varied
effects on project execution. The risks to be considered in this report are only those that will pass
the risk acceptance criteria provided in section 4.2.3.
Inappropriate materials and equipment, environmental risks, disruptions, delayed deliveries
and utilities, among others.
4.1.1. Risk identification method
Risks can be identified using different techniques. The methods chosen to identify risks in
this risk management plan are: checklists, direct observations and brainstorming [18]. These
methods are appropriate considering the vast experience of Destination Brisbane Consortium in

Risk Management in Engineering 15
construction industry. The most preferred method is checklists, which is used to identify primary
risks, while direct observations and brainstorming methods are used to identify additional risks.
Risk identification checklist is provided in Appendix 1.
4.1.2. Risk scope
Destination Brisbane Consortium has used Australian standards to prepare this risk
management plan. As stated before, the risks covered in this plan are occupational ad public
health and safety risks.
4.1.3. Risk register
A risk register has been created to keep a record of all risks identified. This register will be
reviewed and updated throughout the lifecycle of the project. The risk register is provided in
appendix 2.
4.2. Risk Analysis
This process mainly involves establishing the likelihood that the identified risks will occur,
and their consequences in case they happen. This helps in determining severity of the risks.
4.2.1. Risk analysis method
Rating of risks, in terms of likelihood and consequences, is done using a qualitative risk
assessment matrix. The matrix assigns a score to each likelihood and consequence using a five-
rating scale, as shown in Table 3 below. This rating is used to identify risks that should be
prioritized.
Table 3: Qualitative risk assessment matrix
Likelihood Consequences
Insignificant
(1)
Minor (2) Moderate (3) Major (4) Catastrophic
(5)

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Rare (1) L L M M M
Unlikely (2) L M M M H
Possible (3) L M M H E
Likely (4) M M H H E
Certain (5) M H H E E
Brief descriptions of the symbols in Table 3 above are provided in Table 4 below
Table 4: Symbol description
Risk level Description
L – color green It means low risk (the risk can be managed using routine procedures)
M – color
yellow
It means medium risk (the risk is acceptable but should be monitored/treated)
H – color
orange
It means high risk (top level management should take action)
E – color red It means extreme risk (the risk should be investigated in detail and treated
appropriately)
4.2.2. Risk controls
Destination Brisbane Consortium has many years of experience in construction industry and
therefore understands all these risks. The Consortium has identified various controls as provided
in Appendix 3
4.2.3. Risk acceptance criteria
The criteria helps in identifying risks that should be focused on [19]. From the Failure Mode
and Effect Analysis (FMEA) analysis provided in Appendix 3, some risks have very high values
of RPN. The consortium should therefore focus on these risks: water contamination, asbestos and
airborne toxins and fibres.

Risk Management in Engineering 17
4.3. Risk Evaluation
The main purpose of risk evaluation is to identify risks that should be prioritized by the
organization so as to establish the best methods of treating them.
4.3.1. Risk evaluation method
The method used to evaluate risks in this risk management plan is As Low As Reasonably
Practicable (ALARP) principle. This method helps in identifying risks that should be prioritized
in terms of treatment [20]. It also helps to determine the need for further treatment of risks
considering the benefit realized when these risks are treated [21]. This principle categorizes risks
into three groups: unacceptable region, tolerable region and acceptable region, as shown in
Figure 5 below
Figure 5: ALARP principle [22]
4.3.2. Risks that should be treated
After applying ALARP principle method, six risks have been identified as those that need further
treatment. These risks are: water contamination, asbestos, airborne toxins and fibres, unintended
collapse, working at height, and manual and material handling.

Risk Management in Engineering 18
5. RISK TREATMENT
Risks can be treated by avoiding, minimizing, transferring or accepting them [23]. Each of
the 6 risks that have been identified as those that should be prioritized may require a unique
treatment method.
5.1. Possible risk treatment options/methods
Destination Brisbane Consortium will adopt one or a combination of the following treatment
options so as to minimize the likelihood or consequences of the risks identified: staff training,
proper application of set rules and regulations, risk transfer to appropriate parties, prepare a
contingency plan, and regular audits, among others. Treatment methods for various risks are
provided in Appendix 4.
5.2. Preparing and implementing risk treatment plans
Each risk can be treated using different options. Determining the most suitable treatment
option for each risk in terms of time, cost, expertise and feasibility may not be possible at this
stage. Nevertheless, Destination Brisbane Consortium will use the following steps to ensure that
the most effective treatment option is chosen for each risk:
 Identify possible treatment options/methods
 Establish benefits of each option and its disadvantages (in terms of risk level after
treatment, cost and time requirements and impacts)
 Choose the best treatment option/method
 Establish scenarios when the treatment option/method should be implemented
 Monitor effectiveness of the option and keep results records

Risk Management in Engineering 19
6. RISK MONITORING AND REVIEW
6.1. Risk monitoring and review process
Many engineering projects fail due to inappropriate management of risks [24]; [25].
Australian standards requires that risks should be monitored and reviewed continuously. This
helps in ensuing that risks are properly managed [26]. It should also be noted that new risks keep
on arising hence they can only be identified and treated through continuous monitoring and
review [27]. The Consortium will us the control given in Table 5 below to ensure continuous
monitoring and review of risks
Table 5: Periodic monitoring
Activity Frequency
Risk checklists Daily
Risk register Weekly
Risk inspection Weekly
Safety and health meetings Bi-weekly
Training Monthly
Safety induction Monthly
Internal safety & health audit Monthly
External safety & health audit Quarterly
Monitoring activities for various risks have been provided in Appendix 4
6.2. Risk closure
The risk manager can close a risk as long as certain conditions have been fulfilled. The
decision to close a risk is very important and should be done after comprehensive analysis and
consultation [28]. In this plan, any risk will be closed if the following conditions are satisfied:
 Recommended treatment options have been successfully implemented
 The risk level has been significantly reduced to acceptable level

Risk Management in Engineering 20
 The treatment action taken does not result to reoccurrence of the risks
Nevertheless, the top management of the consortium should have to review and approve the
closure of risks. Once a risk is closed, it will be properly documents and all records kept.
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Risk Management in Engineering 23
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APPENDICES
APPENDIX 1: Risk Checklist
# Risk checklist item Yes/No
1 Is the site properly fenced?
2 Are all materials stored in appropriate facilities and places?
3 Are tools/equipment used properly maintained?
4 Are machine/equipment operators properly trained?
5 Are safety signs posted on site at visible places?
6 Are emergency contacts posted on site at visible places?
7 Are first aid tools checked and placed in the right places?
8 Are workers in the appropriate personal protective equipment?
9 Do visitors on site wear the right protective gear and identification
badges?
10 Are workers properly trained on emergency plans?
11 Has a safety induction been performed before start of construction
works?

Risk Management in Engineering 25
12 Is edge protection around demolition structures or areas placed?
13 Have the right environmental studies been carried out to establish
effects of the project n biodiversity?
14 Is there adequate space for machines and plant to operate?
15 Are cultural sites protected?
16 Are noise levels maintained on site?
APPENDIX 2: Risk Register
# Risk How it may
happen
Consequence
s
Rating Ris
k
leve
l
Likelihoo
d
Consequence
s
1 Working at
height
Unprotected
openings,
unsecured
scaffolding/ladders
, inadequate edge
protection, and
loose tools
Injuries or
fatalities
5 3 H
2 Moving
objects
Limited working
space, lack of
warning
signs/lights, untidy
work areas, and
colliding with
equipment
Injuries 4 2 M
3 Slips and
trips
Inappropriate site
management
Injuries 3 1 L
4 Noise Use of machines
that make noise
Hearing
problems
4 2 M
5 Hand &
vibration
syndrome
Continuous use of
handheld power
tools
Injuries 4 1 M
6 Manual and
material
handling
Lifting, lowering
carrying, holding,
pushing and
pushing loads and
materials
Injuries 4 3 H
7 Airborne
toxins and
fibres
Exposure to dusts,
use of toxic
chemicals or
materials
Respiratory
diseases, lung
diseases,
silicosis,
asthma, etc.
3 4 H

Risk Management in Engineering 26
7 Unintended
collapse
Demolition of
existing structures,
falling into
excavation,
collapse of
excavations,
falling materials,
etc.
Injuries, death 4 2 M
8 Exhaustion Long working
hours, heavy tasks,
harsh weather
conditions
Poor
decisions,
costly
mistakes, low
level of
attentiveness
3 2 M
9 Asbestos Demolition of old
buildings
Lung disease
(asbestosis)
[23],
persistent dry
cough, breath
shortness,
chest pain and
cancer
(malignant
mesothelioma
)
3 4 H
1
0
Electricity Failure to identify
overhead and
underground
power lines
Electrocution 2 1 L
1
1
Utilities Failure to identify
service lines such
as sewer lines
Diseases 2 1 L
1
2
Water
contaminatio
n
Disposal of toxic
substance to the
river (chemical
infiltration)
Waterborne
diseases
4 5 E
1
3
Equipment
injury
Inappropriate
storage, untrained
operators
Injuries,
deaths
3 3 M
APPENDIX 3: FMEA Analysis
Risk Controls Severity Occurrence Detectability RPN (Risk
Priority

Risk Management in Engineering 27
Number)
Working at
height
Training and
appropriate
protection
equipment
6 5 3 90
Moving
objects
Proper working
area management,
providing
adequate working
space and putting
appropriate
warning
signs/lights in the
right places
4 4 4 64
Slips and
trips
Proper storage of
materials and
equipment
4 3 5 60
Noise Wearing noise
protection gear
3 4 3 36
Hand &
vibration
syndrome
Using properly
maintained
equipment,
wearing
appropriate
protective gear,
and avoid
prolonged use of
handheld tools
3 4 4 48
Manual and
material
handling
Wearing
appropriate
personal
protective
equipment
5 4 6 120
Airborne
toxins and
fibres
Use non-toxic
materials, reduce
exposure to toxic
substances, and
wearing
appropriate
personal
protective
equipment
7 3 8 168
Unintended
collapse
Install proper
protection system
during demolition
and excavation,
5 4 7 140

Risk Management in Engineering 28
and protecting
excavated areas
Exhaustion Avoid long
working hours,
reduce amount of
heavy tasks and
wear appropriate
gear to protect
against harsh
weather
3 3 5 45
Asbestos Wear appropriate
personal
protective
equipment
8 3 8 192
Electricity Identify power
lines, train
employees
4 2 2 16
Utilities Identify utilities 4 2 2 16
Water
contaminatio
n
Ensure proper
disposal of
materials, fence
the site
9 3 8 216
Equipment
injury
Proper
maintenance and
storage of
equipment,
adequate training
of operators
7 3 4 84
RPN = severity x occurrence x detectability
Legend:
Severity 1 -
none
2 –
very
mino
r
3 –
min
or
4 – very
low
5 –
low
6 –
moder
ate
7 -
high
8 –
very
high
9 -
extre
me
10 –
very
extrem
e
Occurren
ce
1 –
remo
te (I)
2 –
remo
te
(II)
3 –
low
(I)
4 – low
(II)
5 –
low
(III)
6 –
moder
ate (I)
7 –
moder
ate (II)
8 –
high
(I)
9 –
high
(II)
10 –
very
high
Detectabi
lity
1 –
almo
st
certa
in
2 –
very
high
3 -
high
4 –
moderat
ely high
5 -
moder
ate
6 -
low
7 –
very
low
8 -
remo
te
9 –
very
remot
e
10 -
uncert
ain

Risk Management in Engineering 29
APPENDIX 4: Risk Treatment
# Risk Treatment option Monitoring
1 Water contamination - Proper fencing of the
site
- Proper material
storage
- Proper disposal of
wastes
- Frequent tests of
water quality in
nearby rivers
- Keep records of
water quality tests
results
2 Asbestos - Proper demolition
methods of existing
structures
- Wear appropriate
personal protective
equipment
- Regular checks by
safety manager
- Constant monitoring
of health of workers
- Keep records of
asbestos materials
demolished
3 Airborne toxins and fibres - Train staffs about
hazards and risks of
toxic substances
- Minimize exposure
to toxic substances
- Proper storage and
use of toxic
substances
- Wear appropriate
personal protective
equipment
- Regular checks by
safety manager
4 Unintended collapse - Install proper
protection system
during demolition
and excavation
- Place barriers at
excavation areas
- Safety induction
- Regular checks by
safety manager
5 Working at a height - Wear appropriate
personal protective
equipment
- Regular checks by
safety manager
6 Manual and material
handing
- Wear appropriate
personal protective
equipment
- Regular checks by
safety manager

Risk Management in Engineering 30