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Risk assessments are an important safety tool and should be included in every military training event. The risk
assessment work sheet will help you and your Commander to determine the level of risk as well as to cover
your butts should there be an accident or inspection. Here you can find some examples of risk assessments
that I have used in the past and can give you ideas so that you can create your custom risk assessment.
assessment work sheet will help you and your Commander to determine the level of risk as well as to cover
your butts should there be an accident or inspection. Here you can find some examples of risk assessments
that I have used in the past and can give you ideas so that you can create your custom risk assessment.
APFT Risk Assessment
Sergeant's Time Risk Assessment
Risk management
is an effective process for preserving resources. It is not an event. It is both an art and a science. Soldiers use it to identify tactical
and accident risks, which they reduce by avoiding, controlling, or eliminating hazards. The Army introduced the risk management
process into training, the operational environments, and material acquisition in the late 1980s. Risk management was originally
perceived as solely a safety officer function. However, by the early 1990s, the Army established a goal to integrate risk management
into all Army processes and activities and into every individual’s behavior, both on and off duty. Since the process was introduced,
the personal involvement of commanders in preventing accidents—and their aggressive use of the process—have become driving
factors in the steady downward trend in Army accidental losses. Leaders must understand the importance of the process in
conserving combat power and resources. Risk management, like reconnaissance and security, is an ongoing process that
continues from mission to mission. Within the mission, leaders must know when the process begins and who has responsibility. It
must be integral to the military decision. The process is an important means to enhance situational awareness. Risk decisions are
commanders’ business. Such decisions are normally based on the next higher commander’s guidance on how much risk he is
willing to accept and delegate for the mission. Risk decisions should be made at the lowest possible level, except in extreme
circumstances. Training operations, including those at combat training centers (CTCs), may be of such intensity that risk
decision are retained at a higher level. Both leaders and staffs manage risk. Staff members continuously look for hazards
associated with their areas of expertise. They then recommend controls to reduce risks. Hazards and the resulting risks may vary as
circumstances change and experience is gained. Leaders and individual soldiers become the assessors for ever-changing
hazards such as those associated with environment (weather; visibility; contaminated air, water, and soil), equipment readiness,
individual and unit experience, and fatigue. Leaders should advise the chain of command on risks and risk reduction measures.
is an effective process for preserving resources. It is not an event. It is both an art and a science. Soldiers use it to identify tactical
and accident risks, which they reduce by avoiding, controlling, or eliminating hazards. The Army introduced the risk management
process into training, the operational environments, and material acquisition in the late 1980s. Risk management was originally
perceived as solely a safety officer function. However, by the early 1990s, the Army established a goal to integrate risk management
into all Army processes and activities and into every individual’s behavior, both on and off duty. Since the process was introduced,
the personal involvement of commanders in preventing accidents—and their aggressive use of the process—have become driving
factors in the steady downward trend in Army accidental losses. Leaders must understand the importance of the process in
conserving combat power and resources. Risk management, like reconnaissance and security, is an ongoing process that
continues from mission to mission. Within the mission, leaders must know when the process begins and who has responsibility. It
must be integral to the military decision. The process is an important means to enhance situational awareness. Risk decisions are
commanders’ business. Such decisions are normally based on the next higher commander’s guidance on how much risk he is
willing to accept and delegate for the mission. Risk decisions should be made at the lowest possible level, except in extreme
circumstances. Training operations, including those at combat training centers (CTCs), may be of such intensity that risk
decision are retained at a higher level. Both leaders and staffs manage risk. Staff members continuously look for hazards
associated with their areas of expertise. They then recommend controls to reduce risks. Hazards and the resulting risks may vary as
circumstances change and experience is gained. Leaders and individual soldiers become the assessors for ever-changing
hazards such as those associated with environment (weather; visibility; contaminated air, water, and soil), equipment readiness,
individual and unit experience, and fatigue. Leaders should advise the chain of command on risks and risk reduction measures.