Code of Practice on

Workplace Safety and Health (WSH)

Risk Management
Year of Issue: 2011
First Revision: 2012
Second Revision: 2015
Third Revision: 2021
Preface

As Workplace Safety and Health (WSH) Risk Management (“RM”) gains momentum in Singapore, more duty holders
are beginning to recognise the value and benefits of Risk Assessment (“RA”) in maintaining a safe and healthy
workplace. Duty holders and employees alike are seeking greater clarity on the implementation of RA. To address
this and provide useful guidance, the WSH Council formed an industry-led RM Work Group with members from
major industry sectors to develop the Code of Practice on WSH Risk Management (herein referred to as
“Risk Management Code of Practice” or “RMCP”).

The RMCP advises duty holders on their obligations under the Workplace Safety and Health Act (“WSH Act”) and
the WSH (Risk Management) Regulations. It also provides guidance on a systematic process for implementing RM,
from the identification of hazards, and the evaluation of associated risks, to the implementation of relevant
risk controls.

Much consideration has been given to make the RMCP applicable to large and small companies across industries,
as the risk profiles and needs of workplaces and their methods of RM deployment differ significantly.

Large companies tend to have a dedicated RM Team to oversee the consistent deployment of RM throughout the
organisation. At the same time, it is also usual for these companies to have multiple RA Teams to look at specific
risks or work processes. The RMCP offers clarity in the roles of the different teams and/or individuals.

Smaller companies, on the other hand, often need specific guidance in implementing RM. To assist this segment,
the RMCP defines stakeholders’ responsibilities and provides information on RM implementation. The RMCP also
recommends the 5x5 risk matrix for risk evaluation; however, it does not restrict companies to their choice of RA
methodologies and risk matrices.

In the second revision, the principles of RM were introduced so that companies can implement RM more effectively.
Human and cultural factors (referred to as “personal health risks and organisation factors” in the third revision)
influence RAs and should be considered when companies conduct RAs. The revised RMCP also recommends some
possible roles that a human resource manager could play to complement those other duty holders for a holistic RM.

In view of a heightened awareness of occupational health hazards in the industry, the risk evaluation of health
hazards is included to enhance the overall assessment of workplace hazards. Upstream risk controls in the hierarchy
of control, for example, from elimination and substitution to engineering controls, are emphasised for their relative
importance in managing workplace risks.

In the third revision, considerations of our workplaces’ preparedness for terrorism threats, disease outbreaks, and
mental well-being are introduced. The threat of terrorism is real and present. Included in this RMCP is the
Singapore WSH Community’s response to this threat that Singapore faces and is a requirement under WSHC’s
bizSAFE programme. Living with COVID-19 has also reinforced the need to mitigate infectious disease transmission
risk in the workplace. The growing risk to mental well-being, already present in pre-COVID times but now
exacerbated by the pandemic, also behoves companies to update their RM processes to account for mental health.

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Contents

1. Purpose ........................................................................................................................................... 4

2. Abbreviations and Terms ................................................................................................................. 5

3. Overview......................................................................................................................................... 6

4. General Requirements ..................................................................................................................... 7

4.1 General ........................................................................................................................................................7
4.2 Employer .....................................................................................................................................................7
4.3 Manager ......................................................................................................................................................8
4.4 Human Resource Manager .........................................................................................................................9
4.5 Risk Management and Risk Assessment Leaders........................................................................................9
4.6 Employees ...................................................................................................................................................9

5. Preparation ................................................................................................................................... 10
5.1 Formation of Risk Management or Risk Assessment Teams ...................................................................10
5.2 Extent of Risk Assessment: Determine What Is to Be Assessed ...........................................................11
5.3 Gather Relevant Information .....................................................................................................................12

6. Risk Assessment ............................................................................................................................ 13

6.1 General Requirements ..............................................................................................................................13
6.2 Principles .................................................................................................................................................14
6.3 Hazard Identification ..............................................................................................................................15
6.4 Risk Evaluation ........................................................................................................................................17
6.5 Risk Evaluation for Health Hazards .......................................................................................................20
6.6 Risk Control..............................................................................................................................................21

7. Implementation ............................................................................................................................ 23
7.1 Risk Assessment Approval .....................................................................................................................23
7.2 Implementation Actions ........................................................................................................................23

8. Record-Keeping ............................................................................................................................. 24
8.1 Requirements and Guidance.....................................................................................................................24

9. Review .......................................................................................................................................... 25
9.1 Requirements and Guidance.....................................................................................................................25

10. Communication ............................................................................................................................. 26

10.1 Communication: A Constant Aspect Throughout the RM Process ..........................................................26

11. References .................................................................................................................................... 27

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Appendix A: Inventory of Work Activities Form ......................................................................................... 28

Appendix B: Risk Assessment .................................................................................................................... 29

Appendix C: Hierarchy of Control .............................................................................................................. 30

Appendix D: Risk Register and Cover Sheet ................................................................................................ 31

Appendix E: Additional Notes .................................................................................................................... 33

Appendix F: Risk Factors of Health Hazards ................................................................................................ 34

Appendix G: Examples Relating to Possible Terrorism Scenarios ................................................................. 35

Appendix H: Examples Relating to Disease Outbreak Scenarios .................................................................. 38

Appendix I: Examples Relating to Personal Health-Risk Situation................................................................ 41

Appendix J: Examples Relating to Mental Well-Being ................................................................................. 42

Acknowledgements .................................................................................................................................. 47

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1. Purpose

The purpose of this Code of Practice on WSH Risk Management (RMCP) is to establish the minimum requirements
and duties for implementing workplace RM in Singapore, and to provide guidance on its implementation. This RMCP
applies to all workplaces in Singapore that are governed by the Workplace Safety and Health (WSH) Act.
Conducting risk assessment and implementing risk control measures are requirements under the
WSH (Risk Management) Regulations.

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2. Abbreviations and Terms

CP Code of Practice
MOH Ministry of Health
MOM Ministry of Manpower
PPE Personal Protective Equipment
RA Risk Assessment
RM Risk Management
RM Regulations WSH (Risk Management) Regulations
RMCP Risk Management Code of Practice
(Code of Practice on Workplace Safety and
Health (WSH) Risk Management)
RPN Risk Prioritisation Number
SGSecure SGSecure is Singapore’s national movement
to sensitise, train, and mobilise the
community to play a part to prevent and
deal with a terrorist attack. It is how the
whole of Singapore can come together in
response to the terrorism threat and
safeguard our way of life.
SSG SkillsFuture Singapore
SWP Safe Work Procedure
WSH Workplace Safety and Health
WSH Act Workplace Safety and Health Act
WSHC Workplace Safety and Health Council
WSQ Workforce Skills Qualification

In this document, the following verbal forms are used:

a) “shall” indicates a requirement.
b) “should” indicates a recommendation.
c) “may” indicates a permission.
d) “can” indicates a possibility or a capability.

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3. Overview

The main components of the Risk Management (RM) process are:

• Preparation;
• Risk Assessment (RA);
• Risk Control Implementation;
• Record-Keeping; and
• Review.

Communication is a constant aspect throughout the RM process.

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4. General Requirements

4.1 General
4.1.1 RA shall be carried out and risk control measures shall be implemented before any new work
commences.

4.2 Employer
4.2.1 As defined in the WSH Act, an Employer is a person who, in the course of the person’s trade, business,
profession or undertaking, employs any person to do any work under a contract of service. The
self-employed person or Principal shall also fulfil the duties and functions of an Employer specified in
the RMCP.
4.2.2 An Employer shall:
[Link] Ensure that an RA is conducted on WSH risks, including to mental well-being, associated with any activity
or exposure in the workplace. This should include considerations for its preparedness for terrorism threats
at the workplaces, and disease outbreaks.
[Link] Take all reasonably practicable steps to eliminate any foreseeable risks to any person.
[Link] Take measures to control the risks by means of, and in the following order of consideration where risk
elimination is not reasonably practicable:
• Substitution;
• Engineering Controls;
• Administrative Controls; and
• Provision and Use of Suitable Personal Protective Equipment (PPE).
[Link] Support the implementation of risk control measures recommended by the RM or RA Teams.
[Link] Require the RM Leader to provide regular updates of the RA done and risk control measures implemented
to reduce or eliminate identified risks.
[Link] Require RA updates at each WSH Committee meeting, if such a committee is established, or at
the workplace’s regular meetings (e.g., new findings, progress of risk control actions).
[Link] Require the contractor or supplier where work has been assigned or awarded, to conduct an RA.
The contractor or supplier must take reasonably practicable measures to eliminate or reduce to
As Low As Reasonably Practicable (ALARP) the risk that may be posed by their work (e.g., when they work
with machines, equipment, or hazardous substances).
[Link] Ensure that a Risk Register is available and maintained at the workplace.
[Link] Ensure that the Risk Register is prepared in accordance with the RMCP.
[Link] Ensure that the Risk Register is readily available for review by designated persons at the workplace and by
regulatory agencies.
[Link] Ensure that RA records, including but not limited to RA forms and control measures records, are kept for
at least three years from the RA approval date.

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[Link] Review and, if necessary, revise the RA:
• at least once every three years from the RA approval date; or
• upon the occurrence of any bodily injury to any person as a result of exposure to a hazard in the
workplace; or
• where there is a significant change in work practices or procedures; or
• where there is a significant change in the workers’ personal health (including mental well-being) in
relation to safety critical work process or activity; or
• when new information on WSH emerging risks, threat of terrorism, disease outbreak, or mental
well-being is made known.
[Link] Monitor effectiveness of the risk control measures.

4.3 Manager
4.3.1 This may be the person who manages a physical area ("Area Manager", e.g., Warehouse Manager),
a function ("Functional Manager", e.g., Production Manager) or an activity (e.g., Machining Manager)
within the workplace. In some workplaces, this may be the Employer. The Employer is to determine
the appropriate level of engagement for this role.
4.3.2 The Manager who oversees the area, function, or activity where the WSH risks exist, shall:
[Link] Ensure that an RA is conducted, and risk control measures are implemented before any new work is
carried out in the Manager’s area.
[Link] Approve the RA conducted for the Manager’s area. The Manager should also ensure that the risk level is
not rated "High Risk" when approving work to be carried out.
[Link] Ensure that the risk control measures are implemented without delay.
[Link] Ensure that, where applicable, all operations have established Safe Work Procedures (SWPs).
[Link] Ensure that all persons exposed to the risks are informed of:
• the nature of risk involved; and
• any measure or SWP implemented.
[Link] Ensure that the effectiveness of the risk control measures is monitored.
[Link] Revise the RA if the risk control measures are inadequate and ineffective after the implementation, by
obtaining more information and/or modifying controls.
[Link] Maintain RA documentation of control measures and SWP that were implemented.
4.3.3 The Manager shall assist the Employer to implement the requirements in Clauses [Link] to [Link].
4.3.4 The Manager may authorise other persons to execute the duties mentioned above but remains
accountable for them.
4.3.5 The Manager should work together with a Human Resource Manager to specify WSH training
necessary for job positions and functions.

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4.4 Human Resource Manager
4.4.1 The Human Resource Manager should:
[Link] Ensure that a robust recruitment process is in place to select suitable job candidates who can meet the
position’s requirements and WSH obligations.
[Link] Specify safety and health responsibilities in the job descriptions of employees and ensure that these
responsibilities are effectively communicated to all employees.
[Link] Ensure that all new employees are given appropriate and sufficient orientation, and WSH training to equip
them with the relevant knowledge, skills, and abilities to succeed in their positions.
[Link] Support the Employer and Managers with identifying, evaluating, and controlling risks in relation to
personal health (including mental well-being), and organisational factors.
[Link] Support the Employer and Managers to ensure that RA, risk control measures and SWPs are effectively
communicated to all employees.
[Link] Ensure that WSH training and other related RA records are documented.
[Link] Work with Managers and RM or RA Leaders to consider safety and health outcomes in employees’
performance evaluation, remuneration and discipline, and to ensure consistent behaviour and practices
in line with organisational expectations, where applicable.
[Link] Implement programmes that support and maintain employees’ safety, health, and mental well-being.
[Link] Support the Employer to ensure that HR policies and initiatives are aligned to mitigate the risks identified.
4.4.2 In the absence of a Human Resource Manager in the organisation, the equivalent person undertaking
such a work profile of the Human Resource Manager should execute the duties mentioned above.

4.5 Risk Management and Risk Assessment Leaders

4.5.1 The RM Leader shall assist the Employer and Managers in coordinating RM within the workplace.
4.5.2 The RM or RA Leader shall:
• Provide regular updates on the appropriate risk control measures implemented to eliminate or
reduce identified risks to the Employer, preferably monthly but no less than once a year;
• Obtain approval from the Employer or the designated Manager for the implementation of risk
control measures; and
• Assist the Employer to ensure that the Risk Register is prepared in accordance with the RMCP.

4.6 Employees
4.6.1 Employees are to adhere to the measures stated in the RAs.
4.6.2 Employees are to report to their immediate supervisors any incident, accident, near miss, occupational
disease, dangerous occurrence, or suspicious risks associated with the threat of terrorism so that
prompt action can be taken to address them.

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5. Preparation

5.1 Formation of Risk Management

or Risk Assessment Teams
5.1.1 Appointment of Risk Management Team
[Link] The Employer shall:
• Appoint an RM Team Leader; and
• Appoint RM Team Members.
[Link] The RM Team shall be responsible for the overall RM direction and RM activities of the workplace.
[Link] The RM Team appointed by the Employer must:
• Have a thorough knowledge of the work to be assessed; and
• Be multi-disciplinary, diverse with representation from major stakeholders of all the
workplace functions.
[Link] Except in a single-person workplace (e.g., self-employed), RA is to be conducted by a multi-disciplinary
team who has thorough knowledge of the work to be assessed.
[Link] The Employer shall ensure that the RM Leader is competent for the task (see Clause 5.1.2).

5.1.2 Risk Management Team Leader

[Link] The RM Team Leader should be competent for the task. Basic competency can be attained by completing
a Workforce Skills Qualification (WSQ) RM course approved by SkillsFuture Singapore (SSG) and conducted
by SSG WSQ Training Providers, or equivalent.
[Link] The RM Team Leader should also be experienced with the work and processes in the workplace, and have
direct access to the Employer.

5.1.3 Risk Management Team Members

[Link] RM team members may be appointed from management staff, process or facility engineers, technical
personnel, supervisors, production operators, maintenance staff and WSH personnel, where suitable.

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5.1.4 Risk Assessment Teams
[Link] Where more teams are required to conduct RA in the Workplace, Risk Assessment Teams ("RA Teams")
can be formed (see Figure 1).

RA
Team 1

RA RA
Team 5 Team 2
RM
Team

RA RA
Team 4 Team 3

Figure 1: RM and RA Teams.

[Link] RA Teams are responsible for conducting RAs within the scope defined by the RM Team. If an
organisation requires only one team, the functions of the RM and RA teams may be combined within
the RM Team.
[Link] RA Teams should have representatives from management and non-management levels.
[Link] The RA team should include personnel who are involved with the work, including contractors and
suppliers. If available, it should also include persons who are familiar with the design and development
of the site, machine, or process.
[Link] If the inclusion is not feasible as detailed in [Link], designers, suppliers and other contributors may be
invited to share their comments and suggestions with the RA Team.
[Link] Where RA experience or expertise is lacking, a WSH Officer, WSH Auditor or Third-Party Consultant who
is trained and has experience in conducting RA should be engaged to assist the RM or RA leader in
conducting RA.
[Link] The RA Team Leader should be competent for the task. Basic competency can be attained by completing
a WSQ RM course approved by SSG and conducted by SSG WSQ Training Providers, or equivalent.
[Link] The RA Team Leader should be experienced with the type of work within his or her scope, and have direct
access to the RM Team Leader, or in the absence of one, to the Employer.

5.2 Extent of Risk Assessment:

Determine What Is to Be Assessed
5.2.1 Scoping the Risk Assessment
[Link] Scoping is the step of identifying a convenient unit (or “Boundary”) for assessing and controlling risks at
the workplace. It may be as simple as dividing a workplace or project into its distinct parts (e.g., divisions,
departments, functional areas, or work activities), and then sub-dividing each part into self-contained jobs
or areas, each representing the unit for the RA.
[Link] The RM Team (the primary team responsible for the overall RM direction and activities of the company) shall
determine the boundaries of the RA (e.g., department, functional area, or work activity within
the workplace).
[Link] RAs for each identified department, functional area or work activity should be scoped by the RA Team to
provide focus to the assessment.

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5.2.2 Inventory of Work Activities Form
[Link] For the identified departments, functional areas, and work activities to be assessed, the “Inventory of
Work Activities” form should be used (see Appendix A).
[Link] The RMCP accepts variations of this form but require the following information to be included:
• Department, activity, or trade assessed;
• Process/Activity location;
• The date when the RA was done or reviewed; and
• Work activity / Sub-activity.
[Link] For trade-based RA:
• State the trade being assessed in “Department, Activity, or Trade Assessed”;
• Where the location or process is not applicable, state “N/A” in these columns; and
• Complete Work Activity List.

5.3 Gather Relevant Information

5.3.1 Once the extent of the RA is determined, relevant information should be gathered. These sources of
information may include, but are not limited to:
• Workplace layout plan;
• Process or work flowchart;
• List of work activities in the process;
• List of chemicals, machines and/or tools used;
• Records of past incidents, accidents and occupational diseases;
• Critical incident stress management (CISM) resources;
• Relevant legislation, Standards, CP or specifications;
• Observations and interviews;
• WSH inspection records;
• Details of existing risk controls;
• Health and safety audit reports;
• Workplace hygiene monitoring (exposure assessment for workplace health hazards);
• Workplace medical monitoring (medical examinations for exposure to workplace health hazards);
• Feedback from employees, clients, suppliers or other stakeholders;
• SWPs;
• Other information such as safety data sheets (SDS), manufacturer’s instruction manual;
• Copies of any previous RAs that are relevant;
• Medical condition (e.g., allergy), mental well-being indicators (e.g., from survey instruments like
iWorkHealth), and personal health indicators of employees in relation to safety critical work
processes, or activity being assessed. Do comply with prevailing national and company
requirements when handling personal information;
• Past training records of employees; and
• Information regarding the workplace’s preparedness for terrorism threats (e.g., crisis reporting
process), and for disease outbreak scenarios (e.g., temperature scanning processes,
split-team arrangements, work-from-home guidance (WFH), entry/exit controls)

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6. Risk Assessment

6.1 General Requirements

6.1.1 The steps in RA, namely, Hazard Identification, Risk Evaluation and Risk Control, specify the
RA methodology and requirements of the RMCP.
6.1.2 All identified hazards from work activities and sub-activities need to be evaluated for their associated
risks and addressed using relevant risk controls. These steps and their results must be recorded in the
RA Form.
6.1.3 As part of continual improvement, the RMCP recommends that workplace hazards be monitored
regularly till:
• the risk level of the hazard is low (“green zone” of the risk matrix);
• the remaining risks of the hazard are residual in nature (see Appendix E); or
• all reasonably practicable measures have been taken to mitigate the risk.
6.1.4 All RA entries shall be reviewed and, if necessary, revised:
• at least once every three years from the last RA approval date; or
• upon the occurrence of any bodily injury to any person as a result of exposure to a hazard in the
workplace; or
• where there is a significant change in work practices, or procedures; or
• where there is a significant change in the workers’ personal health (including mental well-being) in
relation to safety critical work process or activity; or
• when new information on WSH emerging risks, threat of terrorism, disease outbreak, or mental
well-being is made known.
6.1.5 Regarding the workplace’s threat of terrorism and disease outbreaks, the Occupier should consider
verified new information (e.g., new modality of attack, disease outbreak information from trusted
sources) in reviewing the RA.

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6.2 Principles
6.2.1 RA is the cornerstone of the RM process. It is an integral part of all organisational work processes, from
strategic planning to project and change management. The key steps in the RM process are outlined
in Figure 2.

Form team
Preparation Gather relevant information
Identify tasks of each process

Hazard identification
Risk Assessment Risk evaluation
Risk control

Communicate
Obtain employer or management approval
Implement control measures
Implementation Communicate the hazards identified
and their controls
Audit or regular inspections

Must be available upon request

Record-Keeping Kept for at least three years

Review RA regularly and in compliance with

Review prevailing regulations

Figure 2: Risk management process.

6.2.2 RA is customised and tailored to each organisation and its specific work environment.
6.2.3 RM contributes to the achievement of organisational objectives and improvement of performance
in business; operational efficiency; regulatory, safety and health compliance; and
environmental protection.
6.2.4 RM addresses uncertainty and helps businesses make informed decisions and prioritise actions.
6.2.5 RA provides a systematic approach to RM, and leads to consistent and reliable results.

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6.2.6 RA inputs are based on various information sources such as the RA team members’ competency and
experience, observations, employee feedback and expert opinions. The limitations of these
information sources must be considered to ensure that the RA is based on the best available
information.
6.2.7 RA should take human factors into account. Human factors refer to environmental, organisational and
job factors, and human and individual characteristics, which influence behaviour at work in a way
which can affect health and safety. It recognises that the capabilities and health risk factors of
employees, including mental well-being, should be managed when conducting an RA.
6.2.8 RA also considers the workplace preparedness for terrorism threats, disease outbreaks, and
employee’s mental well-being.
6.2.9 RM should work alongside all other aspects of an organisation to facilitate continual improvement,
and be responsive to change when new risks emerge, or existing risks change.

6.3 Hazard Identification

6.3.1 General
[Link] The RA Team Leader should determine the most appropriate way(s) of identifying hazards. These may
include brainstorming, systematic process reviews, Process Hazard Analysis (PHA), Job Observations and
Job Safety Analysis (JSA).
[Link] When identifying hazards, the RA Team should consider if the hazards could cause harm beyond the
immediate area of the work.

6.3.2 Process
[Link] Select a “Work Activity” from the “Inventory of Work Activities Form” (see Appendix A) and place it in the
“Risk Assessment Form” (see Appendix B) for analysis. Variations of these forms can be used; however, all
information required in the form should be documented.
[Link] Break down work activity into its sub-activities to facilitate the identification of all foreseeable hazards
associated with the work. These sub-activities constitute the different steps that make up the
work activity.
[Link] For each sub-activity, identify the hazard(s) and record them in the “Hazard” column. List each hazard in
a separate row in the table.
[Link] The following categories of hazards should be considered:
• Physical (e.g., fire, noise, ergonomics, heat, radiation);
• Mechanical (e.g., moving parts, rotating parts);
• Electrical (e.g., voltage, current, static charge, magnetic fields);
• Chemical (e.g., flammables, toxics, corrosives, reactive materials);
• Biological (e.g., bacteria, fungi, blood-borne pathogens, virus, microbial toxins); and
• Psychosocial (e.g., employees’ poor mental well-being, stress, fatigue).

Risks associated with terrorism threats, disease outbreak (e.g., epidemics, pandemics), and mental
well-being should also be considered in the RA.

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6.3.3 Individual and Organisational Factors
[Link] RA should consider individual and organisational factors that could compromise or influence employees’
work ability and safety (e.g., decreased mental alertness, fatigue, loss of concentration). Risk control
measures can be implemented to consider varying perceptions and behaviour.
[Link] Examples of organisational factors include excessive workload, prolonged working hours,
inadequate training, inadequate acclimatisation to hot environment, alienated sub-groups of workers that
could place them at risk of self-radicalisation.
[Link] Examples of factors (made known voluntarily to employers at individual level or through analysis of
aggregated data from periodic health screening) to be considered are:
• Individual characteristics and fitness (e.g., eyesight, hearing, lack of physical conditioning to carry
out heavy lifting or manual work);
• Personal health condition (e.g., anaemia made worse by exposure to lead, allergies to
chemicals, etc.);
• Conditions that, when not well managed, may affect safety critical work (e.g., high blood pressure,
high cholesterol, diabetes mellitus, chronic heart condition, emotional trauma, etc.);
• Pregnancy (e.g., teratogenic chemicals that can affect the embryo or foetus);
• Smoking (a risk factor for many diseases); and
• Use of certain medications or alcohol misuse (may affect cognitive abilities).

6.3.4 Workplace and Job-Related Factors

[Link] Other factors to consider when identifying hazards:
• Work shift patterns within the organisation;
• Proximity of hazardous activities to one another;
• Compatibility of work activities;
• Non-routine work activities and situations; and
• Environmental conditions e.g. lighting in the workplace, weather conditions during outdoor work,
corporate WSH requirements.

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6.4 Risk Evaluation
6.4.1 Risk Matrices
[Link] The RMCP recognises the various risk evaluation methods and matrices practised and preferred by
workplaces. While the RMCP does not restrict workplaces to their choice of matrices, the numeric
5x5 Risk Matrix is recommended. Common matrices include, but are not limited to, the examples given in
Tables 1, 2 and 3.

Likelihood
Remote Occasional Frequent
Severity
Major Medium Risk High Risk High Risk
Moderate Low Risk Medium Risk High Risk
Minor Low Risk Low Risk Medium Risk
Table 1: Example of a common 3x3 Risk Matrix with descriptive ratings.

Likelihood Rare Remote Occasional Frequent Almost

Severity (1) (2) (3) (4) Certain (5)
Catastrophic (A) Medium Medium High High High

Major (B) Medium Medium Medium High High

Moderate (C) Low Medium Medium Medium High

Minor (D) Low Medium Medium Medium Medium

Negligible (E) Low Low Low Medium Medium

Table 2: Example of a common 5x5 Risk Matrix with a mix of numeric and descriptive ratings.

[Link] RMCP recommends the following Risk Matrix:

Likelihood Rare Remote Occasional Frequent Almost

Severity (1) (2) (3) (4) Certain (5)
Catastrophic (5) 5 10 15 20 25

Major (4) 4 8 12 16 20

Moderate (3) 3 6 9 12 15

Minor (2) 2 4 6 8 10

Negligible (1) 1 2 3 4 5
Table 3: Recommended 5x5 Risk Matrix with numeric ratings or Risk Prioritisation Number.

[Link] The risk matrix used in the RA should be displayed at least once, and preferably at every page of the RA
form. This is particularly important when numeric ratings are used, as risk prioritisation number (RPN)
may represent different levels of risk with different sizes of the risk matrix.

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6.4.2 Existing Controls
[Link] Existing controls are control measures that are already in place or required to be implemented to carry
out the work activity.
[Link] Assessment of severity and likelihood should be made on the assumption that existing (or required)
controls are in place.
[Link] Existing (or required) controls that do not influence severity should not be considered when
assessing severity.
[Link] Existing (or required) controls that do not influence likelihood should not be considered when
assessing likelihood.

6.4.3 Assessment of Severity

[Link] Taking the existing risk controls and residual risks into consideration, the RA Team should rate the severity
of the possible injury or ill-health.
[Link] When using the 5x5 matrix, the guidance given in Table 4 should be used when selecting the
level of severity.
[Link] When using other matrices, equivalent guidance for severity should be used and described in
adequate detail for adoption by users of those matrices.

Level Severity Description

5 Catastrophic Death, fatal occupational disease or exposure, or multiple major injuries

4 Major Serious injuries, serious occupational diseases or exposure

(includes amputations, major fractures, multiple injuries, occupational
cancers, diagnosed mental illnesses, acute poisoning, disabilities, and
noise-induced hearing loss)

3 Moderate Injury or ill-health (including mental well-being) requiring

medical treatment (includes lacerations, burns, sprains, minor fractures,
psychosocial stress, dermatitis, and work-related musculoskeletal
disorders)

2 Minor Injury or ill-health (including mental well-being) requiring first-aid only

(includes minor cuts and bruises, irritation, ill-health with
temporary discomfort, fatigue)

1 Negligible Negligible injury

Table 4: A guide to severity rating.

[Link] Should RA Team members have difficulty developing a consensus to the severity level, the Team is
to gather more information and/or consult an industry expert.

6.4.4 Assessment of Likelihood

[Link] Taking the existing risk controls and residual risks into consideration, the RA Team should rate the
likelihood the hazard may cause injury or ill-health.
[Link] When assessing likelihood, the RA Team should consider personal health risks (e.g., existing medical
condition(s) of the person(s) involved in the activity that may affect the likelihood level), as well as
organisational factors.
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[Link] When using the 5x5 matrix, the guidance given in Table 5 should be used when selecting the level
of likelihood.

Level Likelihood Description

1 Rare Not expected to occur but still possible.

2 Remote Not likely to occur under normal circumstances.

3 Occasional Possible or known to occur.

4 Frequent Common occurrence.

5 Almost Certain Continual or repeating experience.

Table 5: A guide to likelihood rating.

[Link] When using other matrices, equivalent guidance for likelihood should be used and described in
adequate detail for adoption by users of those matrices.
[Link] Should RA Team members have difficulty developing a consensus to the likelihood level, the Team is to
gather more information and/or get advice from an industry expert.

6.4.5 Risk Prioritisation Number

[Link] The RPN is obtained by multiplying the values of Severity and Likelihood level (values in the “S” and “L”
columns of the RA form), that is, RPN = S x L.

6.4.6 Classification of Risk - Risk Matrix

[Link] Compare the RPN against the Risk Matrix in Table 6.
[Link] Risk controls must be implemented so that the risk levels are not in the red zone (“High Risk”) before work
commences. Additional Risk Controls should be implemented till:
• risk controls for the hazard in the yellow zone (“Medium Risk”) are already As Low As Reasonably
Practicable (ALARP); or
• the risk level is in the green zone (“Low Risk”).

Likelihood Rare Remote Occasional Frequent Almost

Severity (1) (2) (3) (4) Certain (5)
Catastrophic (5) 5 10 15 20 25

Major (4) 4 8 12 16 20

Moderate (3) 3 6 9 12 15

Minor (2) 2 4 6 8 10

Negligible (1) 1 2 3 4 5
Table 6: 5x5 Risk Matrix with numeric ratings.

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[Link] The RM or RA Team is to determine for the organisation, with the concurrence of the Employer, which are
the areas within the matrix to be classified as Low, Medium, and High risks. The categorisation of risk may
be based on, but is not limited to, industry practice, policies of the workplace and risk appetite of
the organisation.

6.4.7 Action for Risk Levels

[Link] The following actions are to be implemented based on the current risk level (see Table 7).

Risk
Risk level Recommended Actions
Acceptability
• No additional risk control measures may be needed.
• Frequent review and monitoring of hazards are required to
Low Acceptable
ensure that the risk level assigned is accurate and does not
increase over time.
• A careful evaluation of the hazards should be carried out to
ensure that the risk level is reduced to As Low As Reasonably
Practicable (ALARP) within a defined period.
Medium Tolerable Interim risk control measures, such as administrative controls or
PPE, may be implemented while longer term measures are being
established.
• Management attention is required.
• High Risk level must be reduced to at least Medium Risk before
work starts.
• There should not be any interim risk control measures. Risk
Not
High control measures should not be overly dependent on PPE.
acceptable
• If practicable, the hazard should be eliminated before
work starts.
• Management review is required before work starts.
Table 7: Recommended action for risk levels.

6.5 Risk Evaluation for Health Hazards

6.5.1 Exposure assessment should be conducted to estimate employees’ exposure to health hazards where
appropriate. Exposures can be estimated by qualitative assessment or quantified by direct
measurement. All exposure measurements should be conducted by competent persons using
recognised methods, acceptable standard procedures, and standard calibrated equipment.
6.5.2 Where there are large numbers of workers, groups of workers with similar exposure levels could be
identified for more efficient exposure assessment.
6.5.3 Exposure estimates are then compared to established Permissible Exposure Level (PEL) or other health
standards to establish the likelihood of the ill-health effects.
6.5.4 Based on exposure assessment and risk evaluation, health exposure risks can be ranked to enable
prioritisation of action plans to lower these risks.
6.5.5 When assessing the risk of health hazards (e.g., noise, chemicals, biological agents, and ergonomics),
relevant risk factors should be taken into consideration (see Appendix F).

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6.5.6 It is also important to consider other factors which may influence likelihood such as:
• Potential cumulative exposures;
• Potential synergistic effects between certain health hazards (e.g., exposure to excessive noise and
trichloroethylene (TCE) will increase likelihood of hearing impairment); or
• Any limitation in health standards if they do not consider all exposure routes (e.g., potential dermal
or ingestion risks are generally not considered when setting PELs).

6.6 Risk Control

6.6.1 Selection of risk control measures should be based on the Hierarchy of Control. Elimination of hazard
should take precedence, where practicable. Where elimination is not feasible, measures should be
taken to reduce the risk by following the Hierarchy in the recommended order: substitution,
engineering controls, administrative controls, and personal protective equipment.

6.6.2 Hierarchy of Control

[Link] The control of hazards and reduction of risks can be accomplished by following the Hierarchy of Control
(see Figure 3).

Figure 3: Hierarchy of Control.

[Link] A control measure that is higher on the Hierarchy is often more effective as the risk is reduced at or close
to the source.
[Link] The control measures in the Hierarchy are not to be taken as isolated or single solutions. Generally, it is
more effective to use a combination of control measures. For example, engineering controls work better
with administrative controls like training and SWPs.
[Link] The control measures in the Hierarchy are explained in Appendix C.

6.6.3 Additional Controls

[Link] Check the risk level (or RPN) for acceptability. If the risk level is “High” or RPN is in the “High” zone, the
risk must be eliminated or reduced to at least a “Medium” level by additional controls.
[Link] When considering additional controls to reduce risk, control measures that are higher up in the
Hierarchy of Control should be considered first.

6.6.4 Re-evaluation with Additional Controls

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[Link] When additional control(s) have been decided, re-rate the Severity, Likelihood and Risk levels (or RPN
values) and record them in the “S”, “L” and “RPN” columns in the “Risk Control” section of the RA form.
[Link] The re-evaluated RPN should not be higher than the initial RPN.

6.6.5 Guidance Notes

[Link] The revised Risk levels (or RPN values) should preferably be kept within the Low Risk (Green) zone,
where feasible.

6.6.6 Implementation Person and Date

[Link] A specific person should be identified to lead the implementation of the additional controls. Record the
person’s name in the “Implementation Person” column.
[Link] If the person mentioned in [Link] cannot be identified at the time the RA form was being completed,
a designation of person may be indicated. The Manager is to propose this suitable person.
[Link] The due date for implementation is to be recorded in the “Due Date” column.
[Link] The Implementation Person should provide progress updates to the RA Team on a periodic basis as
determined by the RA Team Leader.

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7. Implementation

7.1 Risk Assessment Approval

7.1.1 Completed RA forms must be approved by the Manager of the area, function, or activity where the
risk is being assessed.

7.2 Implementation Actions

7.2.1 As far as is practicable, the Employer or Manager should implement the recommended risk control
measures as soon as possible.
7.2.2 The Employer or Manager must ensure that an action plan is prepared to implement the measures.
The plan should include a timeline for implementation and the names of the persons responsible for
implementing the safety and health control measures.
7.2.3 The Employer or Manager must ensure that the plan is monitored regularly until all the measures are
implemented.
7.2.4 The Employer or Manager must ensure that all persons exposed to the risks are informed of:
• the nature of risk involved; and
• any measure or SWP implemented.
7.2.5 The Employer or Manager must ensure that regular inspections and process audits are carried out to
make sure that risk control measures have been implemented and are functioning effectively.
7.2.6 After the implementation of additional controls, the “Existing Controls” and “Additional Controls”
columns of the RA form should be updated (see Appendix E for information on how to update the
RA form).

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8. Record-Keeping

8.1 Requirements and Guidance

8.1.1 The Manager shall assist the Employer to ensure that the RA records, including but not limited to the
RA forms and control measure records, are kept for at least three years.
8.1.2 The Manager shall assist the Employer to ensure that the Risk Register is readily available for review
by designated persons at the workplace and regulatory agencies.

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9. Review

9.1 Requirements and Guidance

9.1.1 All RA entries shall be reviewed and, if necessary, revised:
• at least once every three years from the last RA approval date; or
• upon the occurrence of any bodily injury to any person as a result of exposure to a hazard in the
workplace; or
• where there is a significant change in work practices, or procedures; or
• where there is a significant change in the workers’ personal health (including mental well-being) in
relation to safety critical work process or activity; or
• when new information on WSH emerging risks, threat of terrorism, disease outbreak, or mental
well-being is made known.
9.1.2 Where practicable, RA should be reviewed annually.

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10. Communication

10.1 Communication:
A Constant Aspect Throughout the RM Process
10.1.1 Communication and consultation with external and internal stakeholders, including all functions and
levels within the organisation, should take place during all stages of the RM process.
10.1.2 All persons at the workplace should be informed of the risks they face and the control measures
available to manage those risks.
10.1.3 Communication can take various forms (such as meetings, staff dialogues, trainings, notice boards and
various electronic means) for different groups within the organisation.
10.1.4 Effective communication and consultation involve two-way dialogues between stakeholders.

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11. References

1. Contingency Planning and Protective Security Advisories for Workplaces

2. Contingency Planning Guidelines for Building Owners / Tenants
3. Guidance Note on Improving Ventilation and Indoor Air Quality in Buildings Amid the COVID-19 Situation by
BCA, NEA and MOH
4. Guidelines for Enhancing Building Security in Singapore
5. IEC 31010: 2019 Risk Management – Risk Assessment Techniques
(or the equivalent identical adoption SS IEC 31010 when it is available)
6. ISO/IEC Guide 73:2009, Risk Management Vocabulary
7. ISO/PAS 45005:2020 Occupational Health and Safety Management
- General Guidelines for Safe Working During the COVID-19 Pandemic
8. SGSecure Guide for Workplaces
9. Singapore Standards SS506 Series on Occupational Safety and Health (OSH) Management Systems
10. SS ISO 31000: 2018 Risk Management – Guidelines
11. SS ISO 45001: 2018 Occupational Health and Safety Management Systems
– Requirements with Guidance for Use
12. Tripartite Advisory on Managing Workplace Harassment
13. Tripartite Advisory on Mental Well-Being at Workplaces
14. Workplace Safety and Health (General Provisions) Regulations
15. Workplace Safety and Health (Risk Management) Regulations
16. Workplace Safety and Health Act

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Appendix A: Inventory of Work Activities Form

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Appendix B: Risk Assessment

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Appendix C: Hierarchy of Control
Elimination
Elimination of risk refers to the total removal of the worker’s exposure to the hazards, effectively making all
identified work-related accidents, incidents and ill-health related to the specific hazard impossible. This is a
permanent solution and should be attempted first as recommended in the hierarchy. Once the risk is eliminated,
the item does not appear in subsequent RA forms. For example, sharp edges can be eliminated in a store or work
area. For threat of terrorism, the hazard of vehicle ramming into employee pick-up point may be eliminated by
relocating the pick-up waiting area away from the main road. For the risk of infectious disease transmission in the
workplace, it can be eliminated by redesigning the infrastructure and processes to implement full WFH (Work from
Home).

Substitution
This involves substituting a process or product with a less hazardous process or product to mitigate the risk, for
example, using water-based paint instead of solvent-based paint. For threat of terrorism, the hazard of theft of
dangerous substances with the intention to cause human harm may be mitigated by substituting the dangerous
substances with less harmful substances. For instance, 30% hydrogen peroxide may be substituted with 20%
hydrogen peroxide. Preparations and solutions containing not more than 20%, weight in weight, of hydrogen
peroxide are not regulated as Explosive Precursors.

Engineering Controls
Engineering controls are physical means that reduce the likelihood of occurrence or severity of consequence of the
mishap. These include structural changes to the work environment or work processes, erecting a barrier to interrupt
the accident transmission path between worker and hazard (for example, machine guards, confined space
ventilation). For the threat of terrorism, the hazard of vehicle ramming attacks into crowds of people or critical
assets may be mitigated by fixed or active vehicle security barriers (VSBs) such as bollards, raised steps, concrete
walls or planters. For controlling of organisational factors, organisations could for example review the workload,
work hours, training regime, or organisational culture. To prevent or minimise threat of disease outbreak,
organisations could for example improve the ventilation systems within the workplace and redesign frontline
operations to reduce transmission risks.

Administrative Controls
These eliminate or reduce exposure to a hazard by adherence to procedures or instructions. Documentation should
emphasise all the steps to be taken and controls to be used to carry out the activity safely. For example, permit-to-
work systems, scheduling of incompatible works, SWPs (see Appendix E for additional notes on SWP). For the threat
of terrorism, the hazard of theft of dangerous substances with the intention to cause human harm may also be
mitigated by periodic stock-taking of the substances. For controlling of health-risk factors, organisations could for
example organise activities such as health screenings, physical exercises, and mental health talks; and conduct
periodic surveys of employees' mental well-being.

Personal Protective Equipment

This should be used only as a last resort, after all other control measures have been considered, or as a short-term
contingency during emergency, maintenance, and repair, or as an additional protective measure against residual
risks. The success of this control depends critically on the protective equipment being chosen and whether it is
fitted correctly, always worn, and maintained properly. For the threat of terrorism, the hazard of knifing security
personnel while questioning a terror suspect may be mitigated with the wearing of body armour vest. For
controlling of infectious diseases, organisations could for example issue masks and remind workers to observe good
hygiene practices such as washing their hands frequently.

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Appendix D: Risk Register and Cover Sheet
This Appendix provides examples of:
1. Risk Register; and
2. Risk Register Cover Sheet.

1. Risk Register

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2. Risk Register Cover Sheet

A Risk Register Cover Sheet provides a convenient way to list all the RAs in the Risk Register.

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Appendix E: Additional Notes
Safe Work Procedures
Arising from the RA, SWPs should be established and implemented for work which may pose safety and health risks.
The SWPs should include safety and health precautions to be taken in the course of work and during emergencies,
as well as responsibilities of persons involved and provision of PPE. The implementation of the SWPs should be
monitored regularly, and the SWPs reviewed periodically to ensure their currency.

Residual Risks
Residual risks are the remaining risks after implementation of risk controls. The RA team should ensure that residual
risks are acceptable and manageable; and highlight the residual risks of each of the controls.

For example, if the risk control involves the use of safety harnesses and lanyards (a type of PPE), one of the residual
risks is that the workers may not anchor the lanyards or check the fall clearance to protect themselves. In this case,
the RA Team may highlight pre-job safety briefing (administrative controls) as a further measure to ensure that
residual risks are further minimised.

Another example is, if the risk control involves redesign of work scope to reduce and manage employees’ work
stress, one of the residual risks is individual employees’ ability to adapt to the new or restructured job function. In
this case, the RA Team may highlight supervisor’s checking-in with employee as one way to minimise the residual
risks.

Once all the risk controls are selected and their residual risks highlighted, the RA Team needs to identify the action
officers and follow-up dates. In this way, the specific action officers to implement the controls can be clearly
identified, and the follow-up dates will help to ensure timeliness for implementation.

Updating the RA Form after Implementation

After implementation, additional controls would have become existing controls. To update the RA form, the RA
Team is to reconcile the controls by updating the Existing Controls column and deleting the controls under Additional
Controls. The following are to be considered when reconciling Existing Controls with Additional Controls:

a. ADD Additional Control measures in the Existing Controls column if they are new controls. For example,

i. Existing Control Noise Enclosure

ii. Additional Control Earplugs as an ADDITIONAL layer of protection
iii. Record Reconciliation Under the a. Keep "Noise Enclosure”
Existing Control Column b. Add “Earplugs” under Existing Controls
iv. Record Reconciliation Under the Delete “Earplugs”
Additional Control Column

OR
REPLACE Existing Control measures with new measures as appropriate. For example,

i. Existing Control Earplugs

ii. Additional Control Earmuffs
Since the RA Team had decided that the use of earmuffs is adequate and will replace the use of earplugs:
a. Record reconciliation under the a. Add “Earmuffs”
Existing Controls column b. Delete “Earplugs”
b. Record reconciliation under the
a. Delete “Earmuffs”
Additional Control column

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Appendix F: Risk Factors of Health Hazards

The table below shows the risk factors which can contribute to the development of ill-health when exposed to
certain health hazards. Note: This table of health hazards is not exhaustive.

Health Hazard Risk Factors

Noise • Exposure level (sound pressure level);
• Frequency of sound;
• Duration of exposure; and
• Frequency of exposure.

Chemicals • Intrinsic hazard of the chemical (e.g., carcinogenicity, mutagenicity);

• Physical and chemical properties;
• Scale and frequency of use;
• Routes of exposure;
• Exposure concentration;
• Exposure duration; and
• Frequency of exposure.

Biological agents • Intrinsic hazard of microorganism (pathogenicity);

• Virulence;
• Host range;
• Viability of microorganism;
• Amount of microorganisms present at point of exposure;
• Mode of transmission; and
• Routes of infection.

Ergonomics-related • Weight of load or force;

factors • Repetition or frequency of motion;
• Posture (static, awkward, etc);
• Direct pressure on body parts or contact stress;
• Vibration; and
• Temperature of the environment.

Heat • Temperature;
• Humidity;
• Amount of direct sun exposure or radiant heat;
• Intensity of physical work;
• Physical exhaustion;
• Type of clothing;
• Un-acclimatised person or duration of acclimatisation; and
• Susceptible individuals (with cardiovascular disease, impaired renal function,
obesity, alcohol and drug abuse, dehydration).

Psychosocial • Job content;

• Workload and work pace;
• Working hours;
• Participation and control; and
• Organisational culture.

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Appendix G: Examples Relating to Possible Terrorism Scenarios
Example 1

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Appendix G: Examples Relating to Possible Terrorism Scenarios
Example 2

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Appendix G: Examples Relating to Possible Terrorism Scenarios
Example 3

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Appendix H: Examples Relating to Disease Outbreak Scenarios
Below are COVID-19 related examples. They may not be applicable to other disease outbreak scenarios.

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39 | P a g e
Appendix H: Examples Relating to Disease Outbreak Scenarios
Below are COVID-19 related examples. They may not be applicable to other disease outbreak scenarios.

Other considerations for COVID-19 at the workplace may include the following:
• Worker in contact with a confirmed COVID-19 case in the last 14 days.
• Worker on medical leave (doctor-issued MC) for COVID-19 symptoms.
• Person(s) staying with the worker in the same residence are issued with Quarantine Order (QO),
Stay-Home Notice (SHN), or Leave of Absence (LOA).

Controls may include safe distancing, the wearing of face masks, personal hygiene discipline, and isolation by
Working from Home (WFH).

For COVID-19, do refer to the MOM and MOH websites for the latest updates.
MOM: [Link]
MOH: [Link]

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Appendix I: Examples Relating to Personal Health-Risk Situation

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Appendix J: Examples Relating to Mental Well-Being

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Appendix J: Examples Relating to Mental Well-Being

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Employee’s mental well-being can be affected by psychosocial hazards. Other considerations may include:
a) Uncertainty (e.g., about what is expected, how long arrangements can last, impact on pay or working hours).
b) Workload and work pace (e.g., tight deadlines, irregular work volume).
c) Working hours (e.g., unpredictable hours, reduced or extended hours, new shift patterns, unclear after-hours
work communication).
d) Role ambiguity (e.g., no clearly defined job scope, increasing roles within same job position).
e) Lack of control (e.g., rapid changes in risk levels, leading to sudden enforcement or easing of restrictions or
modified ways of working).
f) Lack of social support (e.g., loneliness, physical isolation, communication challenges).
g) Impacts of prolonged isolation and remote working (e.g., fatigue, unsuitable working conditions, lack of social
support, overexposure to screens).
h) Job insecurity (e.g., concern about possible job loss, domestic financial issues).
i) Difficulty in balancing work and home life (e.g., caregiving responsibilities, family emergencies, needing to
work outside of normal working hours).
j) Specific roles that have circumstantial pressures and require targeted support (e.g., front-line, public facing,
mobile working).
k) Worker’s specific circumstances (e.g., belonging to a vulnerable group, bereavement, or serious illness in
the family).
l) Workplace harassment (e.g., threatening, abusive, or insulting language, comments or other non-verbal
gestures; cyber bullying; sexual harassment; stalking).

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Appendix J: Examples relating to Mental Well-being

Control measures to manage mental well-being may include:

a) Appoint mental well-being champions to raise employees’ awareness on mental well-being and mental
health conditions through talks and workshops. Form peer-support networks.
b) Review HR policies to ensure hiring practices, workplace practices and performance management systems
are non-discriminatory and merit-based in nature.
c) Implement and encourage take-up of flexible work arrangements (FWAs) to help employees meet both their
work and personal demands.
d) Establish work-life harmony policy to provide clarity on after-hours work communication.
e) Assist workers in setting healthy boundaries between work and non-work time by communicating when they
are expected to be working and available, considering the need for flexibility.
f) Allow workers more control over work pace and deadlines, if possible.
g) Establish return-to-work policies to support employees who are recovering from mental health conditions.
h) Promote a culture of trust, care and support by acknowledging that experiences are unique to every work
and that workers’ anxieties, or difficulties are valid and should be respected.
i) Hold regular meetings (remote or physical, as appropriate) with workers to discuss their issues and anxieties,
and to come up together with ways to support the workers, and give them assurance that their conversations
will be kept confidential.
j) Provide whistleblowing platforms or nominate an ombudsperson e.g., for workplace harassment reporting.
k) Hold regular remote or physical meetings with teams of workers to check in on their workload and identify
the mental well-being landscape.
l) Give regular, clear, and accurate information about the current situation in the organisation and the planned
changes that can affect workers. Keep employees updated of company’s work, salary and
leave arrangements.
m) Consider providing appropriate PPE, face masks, face coverings and other control measures for workers with
concerns about being in the physical workplace, even if it is not required by the organisation.
n) Offer additional resources to assist workers with managing their own psychological health and well-being
(e.g., online programmes, employee assistance programmes, websites, access to professionals offering
bereavement and trauma counselling, financial advice).

NOTE:
For further guidance on managing psychological health, please refer to:
• Tripartite Advisory on Managing Workplace Harassment
• Tripartite Advisory on Mental Well-Being at Workplaces
• ISO 45003:2021 Occupational Health and Safety Management – Psychological Health and Safety at Work
– Guidelines for Managing Psychosocial Risks
• ISO 10075 Series – Ergonomic Principles With Regard to Mental Workload

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Acknowledgements

The WSH Council would like to thank the Work Group members who have dedicated their time in their individual
capacity to make the inaugural RMCP possible: Mr Seet Choh San, Mr Ong See Hee, Mr Lim Poo Yam,
Dr Ting Seng Kiong and Dr Gregory Chan.

The Council also appreciates Mr Tan Kia Tang, Ms Jaime Lim, Ms Colleen Low and Ms Ng Xiao Qian from the Ministry
of Manpower, and Mr Han Kin Sew and Mr Edd Hong from the WSH Council for their involvement in the
second revision of the RMCP.

The third revision that included considerations of our workplaces’ preparedness for terrorism threats,
disease outbreaks, and mental well-being was helmed by Mr Eric Chua Swee Leong (MHA), Mr Edwin Tan (MHA),
LTC Eugene Phng (SCDF), Ms Delphine Fong (Sport Singapore), Mr Loy Chee Leng (Infinite Convergence Solutions,
Inc), Dr Kenneth Choy (MOM), Dr Lucy Leong (MOM), Ms Audrina Chua (MOM), Ms Evelyn Koh (MOM),
Ms Colleen Low (MOM), Ms Lilian Quah (MOM), Ms Joanne Lim (MOM), Ms Lim Chevi Way (MOM),
Mr Christopher Koh (WSHC), A/Prof Chia Sin Eng (WSHC/NUS), Ms Ong Peh Woon (WSHC), Mr Cheng Yue Pan
(WSHC) and Mr Seet Choh San (Temasek Polytechnic, CapitaLand Limited), with support from Ms Tan Zi Min,
Mr Han Kin Sew, Mr Edison Loh and Mr Lee Chee Wee from the WSHC. The Council appreciates their
valuable contribution.

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Published in February 2011 by the Workplace
Safety and Health Council in collaboration with
the Ministry of Manpower.

All rights reserved. This publication may not be

reproduced or transmitted in any form or by any
means, in whole or in part, without prior written
permission. The information provided in this
publication is accurate as at time of printing.
The Workplace Safety and Health Council does not
accept any liability or responsibility to any party
for losses or damage arising from following this
publication.

This publication is available on the

Workplace Safety and Health Council
Website: [Link]
Email: contact@[Link]