The Health and Safety Executive's 5-step approach to risk assessment provides a systematic framework for identifying workplace hazards and implementing effective controls. This proven methodology ensures compliance with UK regulations while protecting your workers from harm.
Where are you in your risk assessment journey?
Let's guide you to the right information.
Why the 5-step approach matters
The 5-step method isn't just HSE guidance - it's a legal framework embedded in the Management of Health and Safety at Work Regulations 1999. Every employer in the UK must follow this systematic approach to:
- Identify what could cause harm in their workplace
- Evaluate the level of risk to workers and others
- Implement appropriate control measures
- Document findings and actions
- Keep assessments current and relevant
This structured approach ensures nothing is missed and provides clear evidence of compliance if challenged by HSE inspectors or following an incident.
A risk assessment is not a certificate you can buy or download. It's a documented process of examining your specific workplace to identify real hazards and decide on adequate precautions. Generic templates are no substitute for a genuine assessment of your actual working environment.
Legal requirement under UK law
Under Regulation 3 of the Management of Health and Safety at Work Regulations 1999, every employer must:
- Make a suitable and sufficient assessment of risks to workers and non-employees
- Identify the measures needed to comply with health and safety legislation
- Review the assessment when it's no longer valid or there's been a significant change
If you employ 5 or more people, you must record the significant findings in writing.
Failure to conduct suitable and sufficient risk assessments is a criminal offence. HSE can issue improvement notices, prohibition notices, or prosecute with unlimited fines. More importantly, inadequate risk assessment often precedes serious injuries or fatalities.
Overview of the 5 steps
The HSE's five-step framework applies to all workplaces and all types of risk:
- Identify the hazards - What could cause harm?
- Decide who might be harmed and how - Who is at risk?
- Evaluate the risks and decide on precautions - Are controls adequate?
- Record findings and implement them - Document and act
- Review and update - Keep it current
Each step is essential. Miss one, and your assessment may not be suitable and sufficient.
Before you start: Walk through your workplace with fresh eyes. Talk to your workers - they know the real risks better than anyone. Gather accident records, manufacturer instructions, and relevant industry guidance. This groundwork makes the formal assessment much more effective.
Step 1: Identify the hazards
The first step is identifying anything in your workplace with the potential to cause harm. You're looking for hazards, not risks - the things that could cause injury or ill health, not the likelihood they will.
How to identify hazards
Walk through your workplace systematically:
- Go room by room, area by area
- Observe actual working practices, not just what should happen
- Look at all activities, not just obvious dangerous ones
- Check hidden areas - storerooms, plant rooms, roof spaces
- Consider different times of day and different work patterns
Consult multiple sources:
- Talk to workers - those doing the job know the real hazards
- Review accident and near-miss records
- Check manufacturer instructions and safety data sheets
- Review industry guidance for your sector
- Consider previous risk assessments if reviewing
Consider all hazard categories:
Physical hazards:
- Slips, trips, and falls (floor surfaces, stairs, uneven ground)
- Working at height (ladders, scaffolding, roofs, platforms)
- Moving machinery and equipment
- Vehicles and workplace transport
- Manual handling and lifting operations
- Struck by falling or moving objects
- Noise and vibration exposure
- Temperature extremes (heat stress, cold environments)
- Confined spaces
- Pressure systems
Chemical and biological hazards:
- Cleaning products and solvents
- Paints, adhesives, and coatings
- Dust (wood, silica, cement, general)
- Fumes and vapours
- Asbestos in buildings (pre-2000 construction)
- Legionella in water systems
- Biological agents (healthcare, waste management, sewage work)
- Sharps and needlestick injuries
Electrical and fire hazards:
- Electrical installations and portable equipment
- Temporary electrical supplies
- Work on or near live electrical equipment
- Static electricity and explosive atmospheres
- Fire risks (ignition sources, combustible materials, escape routes)
- Emergency lighting and firefighting equipment
Work environment hazards:
- Poor lighting (insufficient, glare, flickering)
- Inadequate ventilation
- Workplace design and layout
- Overcrowding and restricted space
- Housekeeping and storage
- Welfare facilities (toilets, washing, drinking water)
- Indoor air quality
- Security and unauthorised access
Organisational and psychosocial hazards:
- Lone working and isolation
- Violence and aggression from public or colleagues
- Work-related stress and mental health
- Bullying and harassment
- Long or irregular working hours and fatigue
- Display screen equipment (DSE) and sedentary work
- Repetitive tasks and work-related upper limb disorders
- Shift work and night work
- Driving for work
Practical examples: What hazard identification looks like
Office environment example:
- Trailing cables across walkways (trip hazard)
- Boxes stored on top of cabinets (falling objects)
- Poorly adjusted desk chairs and monitors (DSE hazards)
- Blocked fire exits (emergency egress)
- Lone working in evenings (personal safety)
- Aggressive clients or service users (violence risk)
- High workload and tight deadlines (stress)
Small retail shop example:
- Wet floor after cleaning (slips)
- Step ladder used for restocking high shelves (falls)
- Manual handling of deliveries (musculoskeletal injury)
- Cash handling (robbery and violence)
- Lone working during opening/closing (personal safety)
- Display screen work at till (DSE)
- Fire risks from storage areas and electrical equipment
Workshop or light industrial example:
- Moving machinery without adequate guarding
- Manual handling of materials and products
- Noise from equipment and processes
- Dust from cutting, grinding, or sanding
- Chemical exposure from adhesives, solvents, or coatings
- Electrical equipment and temporary supplies
- Workplace transport (forklifts, pallet trucks)
- Work at height for maintenance or storage access
Care home fined £400,000 after failing to identify manual handling hazards
A care worker suffered severe back injury while manually lifting a resident. The care home had a risk assessment on file but it was generic and didn't identify specific manual handling tasks or residents requiring hoisting equipment.
- ✗Used a generic downloaded template without workplace-specific hazard identification
- ✗Failed to assess individual residents' mobility and handling needs
- ✗Didn't consult care workers about actual manual handling practices
- ✗Assessment didn't identify which tasks required mechanical aids
- ✗No consideration of staff training needs or supervision requirements
- ✗Document hadn't been reviewed despite changes in resident population
HSE prosecution resulted in £400,000 fine plus costs. The resident's family also pursued civil action. The injury ended the care worker's career. The incident was entirely preventable with proper hazard identification.
Generic hazard identification is worthless. You must identify the specific hazards present in your workplace through observation, consultation, and understanding of actual work activities. Templates are starting points, not finished products.
Common mistakes in hazard identification
Mistake 1: Only looking for obvious physical hazards Don't forget stress, lone working, violence, and health hazards. These cause more harm than many physical risks but are often overlooked.
Mistake 2: Relying solely on your own observations Workers see hazards you'll miss. Consultation is a legal requirement and improves the quality of your assessment enormously.
Mistake 3: Using a checklist without thinking Checklists help but can become box-ticking exercises. Think about your actual workplace, not just standard categories.
Mistake 4: Ignoring low-frequency but high-consequence hazards Just because something rarely happens doesn't mean it's not a hazard. Maintenance tasks, emergency situations, and occasional activities all need assessing.
Mistake 5: Forgetting about changes New equipment, different products, changed layouts, or new workers introduce new hazards. Hazard identification is ongoing, not one-off.
Tips for effective hazard identification
Do:
- Walk the workplace during normal operations
- Talk to workers doing the actual tasks
- Check accident and near-miss records
- Look for patterns (same injury types, similar incidents)
- Consider all people who might be affected
- Think about what could go wrong, not just what usually happens
- Break complex activities into steps and assess each one
Don't:
- Rely entirely on generic checklists
- Assess from your desk without observing work
- Ignore workers' concerns or suggestions
- Forget about contractors, visitors, and the public
- Overlook simple hazards because they seem obvious
- Skip areas you rarely visit or activities done infrequently
Effective hazard identification requires understanding what actually happens in your workplace, not what should happen or what a template says happens. Observe real work, talk to real workers, and identify real hazards.
Step 2: Decide who might be harmed and how
Once you've identified hazards, determine who is at risk and how they might be harmed. Different hazards affect different groups in different ways.
Who might be harmed?
Employees:
- All staff (full-time, part-time, temporary, casual)
- New or inexperienced workers
- Young workers (under 18)
- Older workers
- Pregnant workers and new mothers
- Workers with disabilities or health conditions
- Lone workers
- Night shift workers
- Migrant workers (language barriers, unfamiliar with UK safety practices)
Non-employees:
- Contractors and their workers
- Maintenance personnel (often working outside normal hours)
- Cleaners and security staff
- Delivery drivers and couriers
- Visitors and clients
- Customers and service users
- Members of the public
- Neighbours and passers-by
Especially vulnerable groups:
- Children (schools, nurseries, public spaces)
- Elderly people (care homes, healthcare settings)
- People with learning disabilities or mental health conditions
- Hospital patients or care home residents
- Those unfamiliar with the environment (new visitors)
How might they be harmed?
For each hazard, think about the type and severity of potential harm:
Immediate physical injuries:
- Cuts, lacerations, puncture wounds
- Bruises and contusions
- Sprains and strains
- Fractures and broken bones
- Burns (thermal, chemical, electrical)
- Crush injuries
- Head injuries and concussion
- Falls and fall-related trauma
- Electric shock and electrocution
Longer-term health effects:
- Musculoskeletal disorders (back pain, repetitive strain)
- Hearing loss from noise exposure
- Respiratory disease from dust or fumes
- Skin disease from chemical exposure
- Occupational asthma
- Vibration-related conditions (HAVS, VWF)
- Work-related upper limb disorders
- Occupational cancers (asbestos, chemical exposure)
Mental health and psychological harm:
- Work-related stress
- Anxiety and depression
- Post-traumatic stress (after violence or serious incidents)
- Burnout and exhaustion
- Effects of bullying or harassment
Fatal injuries:
- Falls from height
- Struck by vehicles or moving machinery
- Electrocution
- Asphyxiation (confined spaces, gas exposure)
- Drowning
- Crush injuries from vehicles or equipment
Different groups, different risks
The same hazard often affects different groups differently:
Example: Wet floor hazard
- Young, fit employees: Slip risk exists but likely to recover if they fall
- Elderly visitors: Much higher risk of serious injury from fall (fractures, head injury)
- Pregnant workers: Fall could harm both mother and unborn child
- Workers carrying loads: Can't see floor properly, can't break fall safely
Example: Chemical exposure
- Regular workers: Repeated low-level exposure leading to sensitisation or chronic health effects
- Pregnant workers: Some chemicals harmful to unborn children even at low doses
- Contractors doing occasional tasks: May lack training, use wrong controls
- Young workers: May not understand risks or use controls properly
Example: Workplace stress
- New employees: Overwhelmed by unfamiliar tasks and environment
- Lone workers: Isolated, no support available
- Workers with mental health conditions: Existing conditions exacerbated
- Those experiencing personal difficulties: Work stress compounds other life stressors
General Population vs Vulnerable Groups
General Workforce
- •Standard physical capabilities
- •Familiar with workplace and processes
- •Received training and understand risks
- •Can communicate concerns effectively
- •Able to respond to emergencies
- •Standard control measures usually adequate
Vulnerable Groups
Recommended- •May have limited mobility or sensory impairment
- •Unfamiliar with environment and hazards
- •May not have received or understood training
- •May struggle to raise safety concerns
- •May need assistance in emergencies
- •Require additional or adapted controls
Bottom line: Identifying vulnerable groups isn't about discrimination - it's about recognising that some people need additional protection. Your risk assessment must consider everyone who might be affected, not just your typical worker.
Practical example: Identifying who might be harmed
Scenario: Small office with front desk reception area
Hazard identified: Aggressive behaviour from visitors
Who might be harmed:
- Reception staff: Direct interaction with angry visitors, potential verbal abuse or physical assault
- Other employees: May witness violence or be called to assist
- Visitors waiting in reception: Could be caught up in violent incidents
- Lone workers during early/late hours: Higher risk when no colleagues present to assist
How they might be harmed:
- Physical assault (hitting, pushing, throwing objects)
- Verbal abuse and threatening behaviour
- Psychological trauma (stress, anxiety, fear)
- Injury while trying to escape or defend themselves
Specific vulnerabilities:
- Young or inexperienced workers: May lack confidence to de-escalate situations
- Lone workers: No immediate support available
- Workers with anxiety conditions: May be particularly affected by threatening behaviour
This level of detail ensures control measures address real risks to real people.
Common mistakes when identifying who's at risk
Mistake 1: Only considering employees Contractors, visitors, cleaners, and the public can all be harmed. You're responsible for all of them.
Mistake 2: Assuming everyone is equally at risk Vulnerable groups need specific consideration. "All staff" is too vague - think about different roles and individual circumstances.
Mistake 3: Forgetting about occasional or out-of-hours activities Maintenance workers, cleaners, and security staff often face different hazards than day shift workers.
Mistake 4: Not considering combinations of factors A pregnant worker who also works alone at night faces multiple vulnerability factors.
Tips for identifying who's at risk
- List specific groups, not just "employees"
- Consider physical, sensory, cognitive, and language factors
- Think about experience levels and familiarity with hazards
- Remember people who work different hours or patterns
- Consider temporary changes (pregnancy, injury recovery, mental health)
- Consult workers about who they think is most at risk
- Review accident records to see who's actually been harmed
The Management of Health and Safety at Work Regulations specifically require you to assess risks to new or expectant mothers, young workers (under 18), and workers particularly at risk due to specific circumstances. Generic statements like "all employees" don't meet this requirement.
Step 3: Evaluate the risks and decide on precautions
Once you know what the hazards are and who might be harmed, evaluate whether your existing precautions are adequate or whether you need to do more.
Understanding risk evaluation
Risk is the combination of:
- Likelihood - How probable is it that harm will occur?
- Severity - How serious would the harm be if it occurred?
You're assessing whether existing control measures reduce risk to an acceptable level or whether additional controls are needed.
Are existing controls adequate?
For each hazard, identify what control measures you already have in place, then ask:
Is the control working?
- Are guards, barriers, or safety devices in good condition?
- Is extraction equipment operating effectively?
- Are safety procedures being followed in practice?
- Is PPE being worn correctly and consistently?
Is it suitable for the risk level?
- Does it adequately reduce the likelihood or severity of harm?
- Is it appropriate for the specific hazard?
- Does it protect all those at risk, including vulnerable groups?
Does it comply with standards and regulations?
- Does it meet specific legal requirements (COSHH, LOLER, PUWER, etc.)?
- Does it follow manufacturer specifications?
- Does it align with industry best practice?
Is it reliable and sustainable?
- Does it depend on perfect human behaviour?
- Will it continue working long-term?
- Is it being properly maintained?
The hierarchy of controls: Deciding on precautions
When deciding what precautions are needed, work through the hierarchy of controls from most to least effective:
1. Elimination - Remove the hazard entirely
- Stop using a hazardous substance
- Redesign the process to remove the dangerous step
- Automate the task so humans aren't exposed
- Eliminate work at height by bringing work to ground level
2. Substitution - Replace with something less hazardous
- Use a less toxic chemical
- Replace with quieter equipment
- Use lighter materials to reduce manual handling strain
- Switch from powder to liquid form to reduce dust
3. Engineering controls - Isolate people from the hazard
- Install machine guards and barriers
- Use local exhaust ventilation
- Implement fall protection systems
- Install automated handling systems
- Use isolation/lockout systems
4. Administrative controls - Change how people work
- Implement safe working procedures
- Provide training and supervision
- Rotate workers to limit exposure time
- Use permit-to-work systems for high-risk tasks
- Install warning signs and labels
5. Personal Protective Equipment (PPE) - Protect the individual
- Safety footwear, helmets, gloves
- Eye and hearing protection
- Respiratory protective equipment
- High-visibility clothing
- Fall arrest harnesses
You must justify why you haven't used higher-level controls. Saying "we've always done it this way" or "it's too expensive" is not sufficient. The test is whether higher controls are "reasonably practicable" - weighing the risk against the cost, time, and difficulty of implementing the control.
Risk evaluation approaches
For most workplace hazards, a qualitative assessment is appropriate:
Simple qualitative approach:
- Low risk: Unlikely to cause harm, or would cause only minor harm. Current controls adequate.
- Medium risk: Could cause significant harm with some likelihood. Review controls and consider improvements.
- High risk: Likely to cause serious harm. Immediate action required to improve controls.
Don't overcomplicate it: You don't need complex scoring matrices for routine hazards. The HSE doesn't require numerical risk ratings. Focus on whether controls are adequate, not on calculating risk scores.
When quantitative assessment is needed: For certain specialist hazards, you may need measurement and calculation:
- Noise exposure (dB measurements)
- Vibration exposure (acceleration values)
- Chemical exposure (air monitoring vs WELs)
- Manual handling (weight, force, frequency assessments)
Deciding what more needs to be done
For each inadequately controlled risk, identify specific actions:
What needs to happen?
- Be specific about the action required
- Don't just write "improve" - state exactly what will be improved
- Identify the control measure type (elimination, substitution, etc.)
Who will do it?
- Name a specific person responsible
- Ensure they have authority and resources to implement the action
- Don't just assign to "management" - name names
When will it be done?
- Set realistic but firm deadlines
- Prioritise high risks for immediate action
- Break complex actions into phases if necessary
How will you know it's done?
- Define what successful implementation looks like
- Plan how you'll verify the action was completed properly
- Schedule a review to check effectiveness
Practical examples: Evaluating risks and deciding on precautions
Example 1: Warehouse - manual handling of heavy boxes
Existing controls:
- Training on manual handling techniques
- Instruction to ask for help with heavy loads
Evaluation:
- Training is administrative control (4th level) - relies on worker behaviour
- "Ask for help" is vague - doesn't guarantee adequate control
- Risk remains medium-high: back injuries still occurring (check accident records)
Hierarchy assessment:
- Elimination: Can we eliminate manual handling? Automate delivery process? Use suppliers with smaller pack sizes?
- Substitution: Can products come in lighter units? Use palletised delivery?
- Engineering: Install mechanical handling aids (pallet trucks, lifting trolleys, hoists)
- Admin: Clear weight limits, two-person lift procedure, rotation of tasks
- PPE: Not applicable for manual handling
Additional precautions required:
- Action: Install 3 mechanical lifting aids in warehouse (engineering control)
- Responsible: Warehouse Manager
- Deadline: Within 2 months
- Verification: Equipment installed and workers trained in use
Example 2: Office - work-related stress
Existing controls:
- Open door policy for raising concerns
- Annual performance reviews
Evaluation:
- Open door policy relies on workers feeling confident to raise issues
- Annual reviews too infrequent to identify developing stress
- Risk remains medium: sickness absence data shows stress-related absence increasing
Hierarchy assessment:
- Elimination: Can we remove sources of stress? Reduce unrealistic deadlines? Stop excessive workload?
- Substitution: Can high-stress tasks be redesigned to be less demanding?
- Engineering: Not applicable to psychosocial risks
- Admin: Stress risk assessment, reasonable workload allocation, regular 1-to-1s, training for managers
- PPE: Not applicable to stress
Additional precautions required:
- Action 1: Conduct specific stress risk assessment using HSE Management Standards
- Responsible: HR Manager
- Deadline: 1 month
- Action 2: Implement monthly 1-to-1 meetings for all staff
- Responsible: All line managers
- Deadline: Start immediately
- Action 3: Provide manager training on recognising and managing stress
- Responsible: HR Manager
- Deadline: Within 3 months
Example 3: Small workshop - exposure to wood dust
Existing controls:
- Extraction attached to some machines
- Dust masks available on request
Evaluation:
- Extraction only on "some" machines - not comprehensive
- "Available on request" means not always used
- Wood dust is a serious respiratory hazard (occupational asthma, nasal cancer)
- Risk is high: inadequate controls for serious health hazard
Hierarchy assessment:
- Elimination: Can we stop creating dust? Use pre-cut materials? Outsource cutting operations?
- Substitution: Not applicable - need to work with wood
- Engineering: Install local exhaust ventilation (LEV) on ALL dust-creating equipment
- Admin: Written procedure for dust control, training, regular LEV testing
- PPE: Respiratory protective equipment (RPE) as backup for residual dust
Additional precautions required:
- Action 1: Install LEV on all saws, sanders, and routers (engineering control)
- Responsible: Workshop Supervisor
- Deadline: Within 1 month (high priority due to serious health risk)
- Action 2: Commission thorough examination and testing (TExT) of all LEV by competent person
- Responsible: Workshop Supervisor
- Deadline: Immediately after installation, then annually
- Action 3: Provide adequate RPE (FFP3 masks) and train workers on fitting and use
- Responsible: Workshop Supervisor
- Deadline: Immediately (interim measure until LEV installed)
- Action 4: Implement housekeeping procedure (vacuum, don't sweep dust)
- Responsible: All workshop staff
- Deadline: Immediately
Engineering firm reduces lost-time injuries by 73% using hierarchy of controls
A precision engineering company had persistent hand injuries from operating lathes and milling machines despite providing training and PPE. Annual lost-time injury rate was 12 incidents per 100 workers.
- ✓Conducted thorough review of all machine operations
- ✓Worked through hierarchy systematically for each identified hazard
- ✓Invested in engineering controls: interlock guards, automatic feed systems, extraction
- ✓Eliminated some high-risk manual operations through process redesign
- ✓Provided comprehensive training to support new control measures
- ✓Used PPE only as final layer for residual risks
Over 18 months, lost-time injuries dropped to 3.2 per 100 workers (73% reduction). Workers reported operations were easier and faster with new controls. Productivity increased by 8%. Controls paid for themselves within 2 years through reduced injuries, insurance premiums, and improved efficiency.
Systematically working through the hierarchy of controls from top to bottom delivers better protection and better business outcomes than defaulting to training and PPE. Higher-level controls are more reliable and often more cost-effective long-term.
Common mistakes in evaluating risks
Mistake 1: Skipping straight to PPE and training These are the least reliable controls. Always consider elimination, substitution, and engineering controls first.
Mistake 2: Accepting existing controls without questioning them "We've always done it this way" doesn't mean controls are adequate. Challenge assumptions.
Mistake 3: Overcomplicating risk scoring You don't need complex matrices. Focus on whether the risk is adequately controlled, not on calculating numbers.
Mistake 4: Treating all risks as equal Prioritise serious risks for immediate action. A risk that could cause death or serious injury needs urgent attention.
Mistake 5: Identifying actions without assigning responsibility or deadlines Actions without ownership and timescales don't get done.
Tips for effective risk evaluation
- Focus on whether controls are adequate, not on risk scoring
- Work through the hierarchy of controls systematically
- Be specific about actions needed - avoid vague statements
- Assign clear responsibility and realistic deadlines
- Prioritise based on severity of potential harm
- Check compliance with specific regulations (COSHH, PUWER, etc.)
- Involve workers in identifying practical control measures
- Consider whether controls will work in practice, not just in theory
- Think about what happens when things go wrong (controls fail, procedures aren't followed)
The law requires you to reduce risks "so far as is reasonably practicable." This means implementing all control measures that are reasonably practicable given the level of risk. Higher risks justify more effort and expense. You must document why you haven't used higher-level controls if you've had to rely on lower-level measures.
Step 4: Record your findings and implement them
If you employ 5 or more people, you must record the significant findings of your risk assessment in writing. Even if you have fewer employees, written records are strongly recommended.
What to record
Your written risk assessment should include:
Basic information:
- Activity or area being assessed
- Date of assessment
- Who conducted the assessment
- Date for next review
Hazards identified:
- List all significant hazards found
- Where they are located
- The work activities creating or exposing workers to the hazard
Who might be harmed:
- All groups of people at risk (employees, contractors, visitors, public)
- Any particularly vulnerable groups (young workers, pregnant workers, etc.)
- How they might be harmed (type and severity of potential injury/ill health)
Existing control measures:
- What controls are already in place
- Are they working effectively?
- Do they comply with legal requirements?
Risk evaluation:
- Whether existing controls are adequate
- The level of remaining risk (low, medium, high - or similar simple description)
Further actions needed:
- Specific actions required to improve controls
- Who is responsible for each action
- Target completion date for each action
- Priority (high, medium, low)
Review information:
- Date of next scheduled review
- Triggers for earlier review (types of changes that would require reassessment)
Recording requirements: 5+ employees vs fewer than 5
Recording Requirements by Business Size
5 or More Employees
- •MUST record findings in writing (legal requirement)
- •Must identify significant hazards and groups at risk
- •Must record arrangements for controlling risks
- •Document must be accessible to employees
- •Can be prosecuted for failure to record
- •HSE inspectors will ask to see written assessments
Fewer Than 5 Employees
Recommended- •No legal requirement to write it down
- •But strongly recommended to do so anyway
- •Provides evidence you've complied with law
- •Helps remember what you decided
- •Useful for insurance and legal protection
- •Makes reviewing and updating much easier
Bottom line: Regardless of business size, keeping a written record demonstrates you've thought systematically about risks and taken your legal duties seriously. It's your evidence of compliance and your baseline for future reviews.
How to record: Format and structure
You don't need complex forms or expensive software. A simple document or spreadsheet is fine if it covers all required elements. The HSE provides free templates you can adapt.
Effective recording format example:
Assessment for: Warehouse operations - manual handling Date: 15 January Assessor: Jane Smith, Warehouse Manager Review date: December 2025 (or sooner if significant changes)
| Hazard | Who might be harmed | Existing controls | Is risk adequately controlled? | Further action needed | By whom | By when | Done |
|---|---|---|---|---|---|---|---|
| Heavy boxes - manual handling | Warehouse staff, delivery drivers. Risk of back injury, muscle strain | Training on lifting techniques, trolleys available | No - back injuries still occurring, trolleys not always used | 1. Purchase 3 additional mechanical lifting aids 2. Implement max weight limits 3. Re-train all staff | Warehouse Manager / H&S Advisor | 28 Feb 2025 / 31 Jan 2025 | Pending |
Keep it simple and usable:
- Use clear, plain language
- Be specific about hazards and controls
- Include enough detail to demonstrate you've thought it through
- But don't create lengthy documents nobody will read
- Focus on significant risks, not trivial hazards
The critical part: Implementation
Recording findings is not the end - it's documentation. The critical step is implementing the actions you've identified.
Common failure: Creating a comprehensive risk assessment document that sits in a drawer while hazards remain uncontrolled. This provides no protection to workers and no legal protection to you.
Effective implementation:
Assign clear responsibility:
- Name specific people responsible for each action
- Ensure they have authority and resources to implement the action
- Follow up if deadlines are missed
Set realistic deadlines:
- High risks require immediate action
- Medium risks should have deadlines within weeks or months
- Don't set deadlines you can't meet - be realistic
Allocate resources:
- Budget for equipment, training, or specialist advice
- Allow time for implementation
- Provide necessary support to those responsible
Communicate the findings:
- Share risk assessments with affected workers
- Explain what hazards exist and what controls are in place
- Train workers on any new procedures or equipment
- Make assessments accessible (notice board, intranet, shared folder)
Track progress:
- Monitor action plan completion
- Review outstanding actions regularly
- Update the assessment document as actions are completed
- Escalate if actions are delayed or blocked
Verify effectiveness:
- Once implemented, check the control measure is working
- Observe actual practice, don't just assume it's being followed
- Get feedback from workers using the controls
- Monitor accident/incident data to see if harm has reduced
A risk assessment with incomplete actions is still inadequate. If an inspector visits or an incident occurs, they'll look at whether you've actually implemented the controls you identified, not just whether you wrote them down. Implementation is not optional.
Practical example: Complete risk assessment record
RISK ASSESSMENT: Office Environment - Front Desk Reception
Location: Ground floor reception area Assessment date: 15 January Assessed by: Sarah Jones, Office Manager
- December 2025 (or sooner if changes occur)
Hazard 1: Aggressive or violent behaviour from visitors
Who might be harmed:
- Reception staff (primary risk - direct interaction with visitors)
- Other employees in reception area
- Visitors waiting in reception
- Particularly vulnerable: lone workers during early opening/late closing
How they might be harmed:
- Physical assault (hitting, pushing, objects thrown)
- Verbal abuse and threatening behaviour
- Psychological trauma, stress, anxiety
Existing controls:
- Reception desk positioned near main office area
- Panic button installed at reception desk
- Staff trained to call 999 if threatened
- Incident reporting procedure in place
Is risk adequately controlled? NO - Panic button location not ideal, lone working during opening/closing hours not addressed, no de-escalation training provided
Further actions required:
| Action | Responsible | Deadline | Priority | Status |
|---|---|---|---|---|
| Install second panic button under reception desk for discreet activation | Facilities Manager | 31 Jan 2025 | High | Pending |
| Provide conflict resolution and de-escalation training for all reception staff | HR Manager | 28 Feb 2025 | High | Pending |
| Implement policy: minimum 2 staff present during opening/closing times | Office Manager | Immediate | High | Implemented |
| Install CCTV covering reception area | Facilities Manager | 31 Mar 2025 | Medium | Pending |
| Review and update lone working policy to cover reception duties | Office Manager | 15 Jan 2025 | High | Pending |
Hazard 2: Display screen equipment (DSE) - Reception workstation
Who might be harmed:
- Reception staff using computer terminals for extended periods
- Risk: eye strain, headaches, neck/back pain, repetitive strain injury
Existing controls:
- Adjustable desk chair provided
- Monitor at appropriate height
- Keyboard and mouse available
- Staff reminded to take breaks
Is risk adequately controlled? PARTIALLY - Workstation setup looks adequate but no formal DSE assessment completed, breaks not structured
Further actions required:
| Action | Responsible | Deadline | Priority | Status |
|---|---|---|---|---|
| Complete DSE self-assessment for reception workstation | Reception staff with H&S Advisor support | 20 Dec 2024 | Medium | Pending |
| Implement structured break pattern (5 mins per hour away from screen) | Office Manager | Immediate | Medium | Implemented |
| Provide DSE assessment training to reception staff | H&S Advisor | 31 Jan 2025 | Medium | Pending |
Hazard 3: Slips and trips - reception area floor
Who might be harmed:
- All reception users: staff, visitors, delivery personnel
- Particularly vulnerable: elderly visitors, those with mobility impairments
Existing controls:
- Hard-wearing, level flooring
- "Wet floor" signs used after cleaning
- Daily visual inspection by reception staff
- No trailing cables (power points adequate)
Is risk adequately controlled? YES - Controls are adequate. Continue monitoring through daily inspections.
Further actions required: None currently. Continue daily inspections and immediate action if spillages occur.
Assessment approved by: David Williams, Managing Director Date: 15 January
This assessment will be reviewed:
- December 2025 (scheduled annual review)
- Sooner if: significant incident occurs, changes to reception layout, changes to staffing patterns, new equipment introduced
Common mistakes in recording and implementing
Mistake 1: Generic, template-based assessments Downloaded templates that don't reflect your actual workplace are worse than useless. They provide no real protection and can be evidence of failure if challenged.
Mistake 2: Recording without implementing Identifying actions but not carrying them out is still a breach of duty. Implementation is the point of the whole exercise.
Mistake 3: Overly complex documentation Creating elaborate documents that nobody reads or uses. Keep it simple and focused on significant risks.
Mistake 4: No ownership or deadlines for actions Actions assigned to "management" with no deadline don't get done.
Mistake 5: Failing to communicate findings Workers need to know what hazards exist and what controls are in place. Don't keep risk assessments secret.
Mistake 6: Not tracking completion of actions If you don't monitor the action plan, urgent actions can be forgotten or delayed.
Tips for effective recording and implementation
Recording:
- Use simple, clear language - avoid jargon
- Be specific about hazards, locations, and required actions
- Include enough detail to show you've thought it through properly
- But keep it concise - focus on significant risks
- Make it accessible to those who need it
- Update it as actions are completed
Implementation:
- Treat the action plan as binding commitments, not aspirations
- Give high-priority actions to senior people with authority
- Set realistic but firm deadlines
- Allocate budget and resources before starting
- Review progress at management meetings
- Communicate with workers throughout implementation
- Verify that completed actions are actually working
The purpose of risk assessment is preventing harm, not creating paperwork. A simple assessment that's genuinely implemented provides infinitely more protection than a comprehensive document that sits unread while hazards remain uncontrolled.
Step 5: Review and update your assessment
Risk assessments are not one-off tasks. They must be reviewed regularly and whenever there's reason to believe they're no longer valid.
When to review
Legal requirement: The Management Regulations require review when the assessment is "no longer valid" or "there has been a significant change." This means reviewing:
As a minimum:
- Annually (good practice for most workplaces)
- HSE inspectors expect to see evidence of regular review
Following specific triggers:
After incidents:
- Any accident or near-miss
- Cases of work-related ill health
- Dangerous occurrences
- Review immediately to understand whether controls failed or were inadequate
When work changes:
- New equipment, machinery, or vehicles introduced
- Changes to work processes or procedures
- New substances or materials used
- Changes to workplace layout or structure
- Relocation to new premises
When the workforce changes:
- New employees (especially young workers or those with limited experience)
- Pregnant workers or new mothers
- Workers with disabilities or health conditions
- Significant changes in number of workers
- Different shift patterns or working hours
When new information becomes available:
- Updated HSE guidance or industry standards
- New information about health effects of substances
- Learning from incidents in your sector
- Changes to legal requirements
- New technology or control measures available
When inspection or audit identifies issues:
- HSE inspector recommendations
- Internal safety audit findings
- Insurance surveyor observations
- Worker safety representative concerns
Risk Assessment Review Schedule
Supervisors and workers watch for new hazards, control failures, or changing circumstances
Examine accidents, near-misses, and health reports to identify control failures
Review outstanding actions from risk assessments, chase delayed items
Systematic review of all risk assessments even if no changes have occurred
Immediate review following incidents, significant changes, or new information
How to review effectively
Systematic approach to review:
1. Check if circumstances have changed
- Walk through the workplace again
- Observe current working practices
- Talk to workers about changes since last assessment
- Review accident and near-miss records
- Check if action plan items were completed
2. Evaluate whether controls are still adequate
- Are existing controls still working properly?
- Are they being used consistently?
- Have they degraded or been modified?
- Are they still appropriate for the level of risk?
- Do new standards or guidance require better controls?
3. Identify new or changed hazards
- Has new equipment been introduced?
- Are different materials or substances being used?
- Have work processes changed?
- Are there new employees with different vulnerabilities?
- Has the work environment changed?
4. Update the assessment
- Document what has changed
- Identify any new actions required
- Update control measures in the written assessment
- Update review date
- Communicate changes to affected workers
5. Verify the review happened
- Sign and date the reviewed assessment
- Keep old versions to show history of reviews
- Record what triggered the review if not scheduled
- Note any changes made
Review vs new assessment: When to start fresh
Review the existing assessment when:
- Changes are minor and well understood
- Fundamental activity hasn't changed
- Same hazards with minor variations
- Simply checking controls are still adequate
Create a new assessment when:
- Major changes to process or equipment
- Completely new activity or workplace
- Previous assessment is inadequate or outdated
- Existing assessment doesn't reflect reality
- Starting from scratch would be clearer
Practical example: Review following an incident
Scenario: Worker slips on wet floor in kitchen area, suffers sprained wrist
Existing risk assessment said:
- Hazard: Slips on wet floor
- Control: "Wet floor" signs used when cleaning
- Risk level: Low
Incident investigation found:
- Floor became wet from leaking dishwasher, not cleaning
- No regular checks for leaks or spills
- "Wet floor" sign only used during scheduled cleaning
- Workers reported floor "often wet" but no reporting procedure
Updated risk assessment now includes:
- Hazard: Slips on wet floor - from cleaning AND from equipment leaks/spills
- Additional controls:
- Daily visual inspection of kitchen floor (specific person, specific time)
- Immediate reporting procedure for spills or leaks
- "Wet floor" signs available in kitchen, not just cleaner's cupboard
- Weekly inspection of dishwasher and pipes for leaks
- Staff training on spill reporting and immediate clean-up
- New action: Install warning light system for dishwasher leaks (investigated but rejected - too expensive for the risk level)
- Risk level remains medium but now adequately controlled
Review documented:
- "Reviewed 18 January following slip incident. Identified gap in controls - only addressed cleaning-related wet floors, not equipment leaks. Controls enhanced as above. Next scheduled review December 2025 or sooner if further incidents."
Food manufacturer fined £300,000 - failed to review after previous near-misses
A worker's hand was drawn into unguarded machinery, resulting in partial amputation. Investigation found three similar near-miss incidents in the previous 18 months, all reported internally but none triggering risk assessment review.
- ✗Risk assessment existed but hadn't been reviewed in 4 years
- ✗Near-miss reports filed but not used to trigger review
- ✗Assessment didn't reflect actual working practices (guards sometimes removed)
- ✗Action plan from original assessment never completed
- ✗No system for flagging patterns in incident reports
- ✗Management assumed risk assessment was still valid without checking
HSE prosecution resulted in £300,000 fine plus costs. Company also faced civil claim. HSE inspector noted: 'The near-misses were clear warnings that controls were inadequate. Failure to review and update the risk assessment was a serious breach that directly contributed to this preventable injury.'
Risk assessment review is not optional or bureaucratic - it's how you learn from incidents and prevent worse outcomes. Near-misses are free lessons; ignoring them means paying for expensive ones later.
Documenting reviews
Show that reviews have taken place:
On the risk assessment document itself:
- Review date
- Who conducted the review
- Brief note of findings ("No changes required - controls remain adequate" or "Updated following incident - see actions")
- Next review date
Maintain version control:
- Keep previous versions
- Date and version number each iteration
- Track what changed and why
Example review documentation:
Original assessment: 15 January by J. Smith Review 1: 15 July 2024 by J. Smith - No significant changes, controls remain adequate. Next review Jan 2025. Review 2: 3 September 2024 by J. Smith - Reviewed following near-miss incident. Updated controls section to include additional guarding requirement. Action plan updated. Next review Jan 2025 or sooner if incidents occur. Review 3: 15 January 2025 by J. Smith - Annual scheduled review. Previous action completed. No further changes required. Next review Jan 2026.
Common mistakes in reviewing
Mistake 1: Never reviewing Treating risk assessment as one-off task. Old assessments become increasingly divorced from reality.
Mistake 2: Tick-box reviews without genuine examination Signing and dating the document without actually checking if it's still valid.
Mistake 3: Not reviewing after incidents Missing the opportunity to learn from accidents and near-misses.
Mistake 4: Not involving workers in reviews Workers know what's changed and whether controls are working.
Mistake 5: Failing to document that review took place If there's no record, you can't prove you did it.
Mistake 6: Reviewing but not updating Identifying that changes are needed but not actually revising the assessment document.
Tips for effective review
- Set calendar reminders for annual reviews
- Assign responsibility for triggering incident-based reviews
- Include risk assessment review in management meetings
- Walk the workplace during reviews - don't just read the old document
- Consult workers about whether controls are still working
- Check action plan completion before reviewing
- Look for patterns in incident data
- Keep it proportionate - simple review for minor changes
- Update the document immediately when changes identified
- Communicate changes to affected workers
A risk assessment from 5 years ago that perfectly described your workplace then is worthless if it doesn't reflect your workplace now. Regular review ensures your assessments remain suitable and sufficient as circumstances change.
Common pitfalls across all 5 steps
Avoiding these common mistakes will significantly improve the quality and effectiveness of your risk assessments:
1. Generic, template-based assessments
The problem: Downloading a template and putting your company name on it without adaptation.
Why it fails:
- Doesn't reflect your actual workplace hazards
- May include irrelevant hazards for your sector
- May miss hazards specific to your activities
- Provides no legal protection if challenged
- Inspectors can spot generic assessments instantly
The solution: Use templates as starting points and structure, but identify your actual hazards through observation and consultation.
2. Treating it as a paperwork exercise
The problem: Creating comprehensive documents to "tick the box" without implementing changes.
Why it fails:
- Workers remain exposed to uncontrolled hazards
- No actual improvement in safety
- Still in breach of legal duties
- Assessment is evidence of your knowledge of hazards but failure to control them
The solution: Focus on implementation. A simple assessment with actions completed is infinitely better than an elaborate document with no follow-through.
3. Not involving workers
The problem: Manager assesses from desk or office without consulting those doing the work.
Why it fails:
- Miss hazards workers experience daily
- Identify controls that won't work in practice
- Workers don't buy into measures they weren't consulted on
- Breach legal duty to consult workers on health and safety
The solution: Talk to workers, observe actual work practices, and involve workers in identifying practical controls.
4. Jumping straight to PPE and training
The problem: Defaulting to lower-level controls without considering elimination, substitution, or engineering.
Why it fails:
- Less effective and less reliable control
- May not be "reasonably practicable" excuse if higher controls possible
- Ongoing costs and compliance monitoring burden
- Doesn't reduce the hazard, just tries to protect individuals
The solution: Work through hierarchy of controls systematically. Document why you haven't used higher-level controls if relying on lower levels.
5. Covering too much in one assessment
The problem: Single assessment trying to cover entire workplace or all activities.
Why it fails:
- Too vague and general to be useful
- Misses specific hazards of particular activities
- Difficult to review when one part changes
- Hard to communicate relevant information to specific workers
The solution: Break assessments down by activity, area, or process. Multiple focused assessments are more useful than one sprawling document.
6. Focusing only on obvious physical hazards
The problem: Only assessing trips, slips, manual handling, and visible hazards.
Why it fails:
- Misses stress, lone working, violence, and psychological hazards
- Misses long-term health hazards (chemicals, dust, vibration)
- These "hidden" hazards often cause more harm than obvious physical risks
The solution: Consider all hazard categories systematically: physical, chemical, biological, ergonomic, psychosocial.
7. No ownership or deadlines for actions
The problem: Action plans with vague responsibilities and no timescales.
Why it fails:
- Actions assigned to "management" or "H&S department" don't get done
- No deadline means no urgency
- No way to monitor completion
- High-priority actions can languish indefinitely
The solution: Name specific individuals responsible for each action. Set realistic but firm deadlines. Priority high-risk actions with immediate timescales.
8. Never reviewing
The problem: Treating risk assessment as one-off compliance exercise.
Why it fails:
- Workplace changes but assessment doesn't
- New hazards emerge unrecognised
- Controls degrade or are modified
- Miss opportunities to learn from incidents
- Assessment becomes increasingly divorced from reality
The solution: Review annually as minimum. Review immediately following incidents or significant changes. Set reminders and assign responsibility for triggering reviews.
Who should conduct risk assessments?
The law requires risk assessments to be carried out by a "competent person" - someone with sufficient training, experience, and knowledge to identify hazards and evaluate risks in your workplace.
For straightforward risks in simple workplaces:
You (the employer), a manager, or a trained employee can conduct assessments if you:
- Understand the work activities and processes
- Can identify hazards present
- Know what control measures are appropriate
- Understand relevant legal requirements
- Are willing to consult workers and seek guidance
Free HSE guidance is available for most common workplace hazards.
When you need specialist expertise:
Some hazards require specific competence or qualifications:
Specialist assessments requiring expertise:
- Asbestos - Requires asbestos awareness training minimum; surveys need licensed surveyors
- COSHH (chemicals) - Requires understanding of toxicology, exposure routes, control measures, and legal requirements
- Noise - May require sound level meters and acoustic knowledge for measurements
- Vibration - Requires measurement equipment and understanding of exposure assessment
- Manual handling - Complex situations need understanding of biomechanics and injury mechanisms
- Fire risk - Should be done by competent person with fire safety knowledge (may need qualified fire risk assessor)
- Legionella - Requires understanding of water systems and microbiological hazards
- Radiation - Requires radiation protection adviser (RPA)
- Pressure systems - Requires competent person scheme member for examinations
Industries typically needing professional support:
- Construction sites
- Chemical manufacturing or processing
- Healthcare and laboratories
- Engineering and manufacturing with complex machinery
- Demolition or work with hazardous materials
DIY Assessment vs Professional Help
Employer/Manager Can Assess
- •Simple, low-risk office or retail environment
- •Standard workplace hazards (slips, trips, DSE, manual handling)
- •You understand the work activities thoroughly
- •Free HSE guidance covers your hazards
- •You have time to do it properly
- •Workers available to consult
- •Cost: Time only (no fees)
Need Professional Consultant
Recommended- •Complex industrial processes or high-risk activities
- •Specialist hazards (asbestos, chemicals, confined spaces)
- •Construction or engineering work
- •You lack necessary technical knowledge
- •Legal complexity beyond your expertise
- •Time-critical situations
- •Cost: Typically £300-£2,000+ depending on scope
Bottom line: For routine office or retail hazards, employers can often assess with HSE guidance and consultation. For specialist hazards, complex operations, or high-risk industries, professional health and safety consultants ensure compliance and effective risk control.
Building competence: Training and development
If conducting assessments yourself:
Minimum knowledge required:
- Understanding of relevant health and safety law
- Ability to identify common workplace hazards
- Knowledge of appropriate control measures
- Awareness of when to seek specialist help
Sources of competence:
- HSE guidance documents (free, sector-specific)
- Industry trade body guidance
- Formal health and safety training courses (IOSH, NEBOSH)
- On-the-job experience and mentoring
- Professional membership bodies (IOSH, IIRSM)
What competence doesn't mean:
- You don't need to be an expert in everything
- You don't need qualifications for straightforward risks
- But you must recognise limits of your knowledge
- And seek help for hazards beyond your expertise
Legal consequences of inadequate risk assessment
Failure to conduct suitable and sufficient risk assessments has serious consequences:
Regulatory enforcement
HSE enforcement powers:
Improvement notice:
- Requires you to conduct adequate risk assessments by specified deadline
- Typically 21-28 days to comply
- Failure to comply is criminal offence
Prohibition notice:
- Stops work activities immediately until risks assessed and controlled
- Used when serious risk of injury
- Business impact can be severe (lost production, contracts)
Prosecution:
- Criminal prosecution under Management Regulations or HSWA
- Unlimited fines in magistrates' court (up to £20,000 per offence)
- Unlimited fines in Crown Court
- Sentencing guidelines based on harm risked and culpability
- Large organisations: fines routinely £100,000+ for serious breaches
- Small organisations: fines adjusted for turnover but still significant
- Company directors can be prosecuted personally
Civil consequences
Civil claims from injured workers:
- Risk assessments examined in negligence claims
- Inadequate assessment is evidence of breach of duty
- Increased damages if assessment failures contributed to injury
- Legal costs often exceed damages
Insurance implications:
- Higher premiums following HSE action
- Potential policy voidance if risk assessment breaches are material
- Difficulty obtaining cover for some activities
- Some insurers require evidence of risk assessments
Business consequences
Beyond legal penalties:
- Reputational damage (HSE prosecutions are public)
- Loss of client contracts (many require evidence of safety management)
- Difficulty tendering for work (pre-qualification questionnaires ask about convictions)
- Worker morale and recruitment difficulties
- Increased absence and staff turnover
- Directors' personal liability and disqualification
- Corporate manslaughter charges if death occurs due to gross breach
Under the Corporate Manslaughter and Corporate Homicide Act 2007, organisations can be prosecuted if a death results from gross breach of duty of care. Inadequate risk assessment is frequently a key factor in such prosecutions, with unlimited fines and mandatory publicity orders.
Frequently asked questions
No. You can group related hazards in a single assessment if they're part of the same activity or area. For example, an 'office risk assessment' might cover DSE, slips and trips, fire, and manual handling. However, very different activities (e.g., office work vs warehouse operations) should be assessed separately. Break it down enough to be specific and useful, but not so much that you drown in paperwork.
It varies enormously depending on workplace size and complexity. A small office with standard hazards might take a few hours. A complex manufacturing site might take days or weeks. Don't rush it - a quick, inadequate assessment is worse than taking time to do it properly. The key is systematic observation and consultation, not speed.
You can use them as reference or templates, but you must adapt them to your specific workplace. Every workplace is different - different equipment, layout, workers, and working practices. Simply copying someone else's assessment doesn't meet the legal requirement for a 'suitable and sufficient' assessment of your workplace. Use them for ideas and structure, but identify your own hazards and controls.
A risk assessment identifies hazards and evaluates risks. A method statement describes the step-by-step process for carrying out work safely. Risk assessments inform method statements - you assess the risks first, then write the method statement to explain how you'll control those risks. In construction, they're often combined as RAMS (Risk Assessment and Method Statement).
Yes. The Management Regulations require assessment of risks to anyone affected by your work, not just employees. This includes contractors, visitors, customers, and members of the public. For example, a shop must assess risks to customers (slips from wet floors, falling displays), not just staff. The duty extends to anyone your work activities could affect.
Take immediate action to control it. Don't wait until you've finished the whole assessment or written it up. If necessary, stop the activity until you've implemented adequate controls. Your legal duty is to control risks, not just document them. High risks need urgent action - implement interim controls immediately if permanent solutions take time.
Detailed enough to show you've identified significant hazards and thought properly about controls, but concise enough to be useful. Focus on significant risks, not trivial hazards. A few pages for a simple workplace is fine. Complex operations need more detail. The test is whether someone reading it could understand what the hazards are, who's at risk, what controls are in place, and what actions are needed.
Workers have a legal right not to be subjected to serious and imminent danger. If lack of risk assessment means serious risks haven't been identified or controlled, workers can refuse unsafe work without penalty. They should raise concerns through normal channels first, but ultimately workers' right to safety overrides employers' operational demands. Conduct your risk assessments properly and this situation won't arise.
Not for straightforward hazards in simple workplaces. The law requires 'competent persons' - those with sufficient training, experience, and knowledge. For routine office or retail risks, employers can often assess using HSE guidance. For specialist hazards (asbestos, chemicals, noise, etc.) or complex operations (construction, engineering), you need appropriate technical knowledge - either develop it through training or bring in professionals.
Listen carefully - workers often spot hazards or control failures you've missed. Investigate their concerns properly. If they're raising a legitimate issue you've overlooked, update the assessment. If you've genuinely considered and controlled the risk, explain your reasoning. Document the consultation and your response. Worker consultation is a legal requirement and usually improves the assessment quality.
Next steps and further resources
Need help implementing the 5-step approach in your workplace? A qualified health and safety consultant can guide you through the process, conduct assessments for complex hazards, and provide training to build your internal competence.
Further reading
Understanding risk assessment fundamentals:
Improving your risk assessments:
Specific hazard guidance:
Useful tools
Interactive tools to help with your assessments:
- Hazard Identification Checker - Systematic prompts to identify hazards in your workplace
- Risk Assessment Builder - Guided tool to create compliant risk assessments
Official guidance
Health and Safety Executive (HSE) resources:
- Five steps to risk assessment (INDG163) - Free HSE leaflet
- Risk assessment template - Free downloadable template
- Sector-specific guidance on HSE website for your industry
Legal requirements:
Related articles:
Useful tools: