Managing Health at Work Partnership Information Network (PIN) Guideline
This Guideline emphasises the need for employers to promote and support employee health and wellbeing and includes sections on issues that affect the health and safety of staff in their everyday work.
This document is part of a collection
MANAGING HEALTH AT WORK
APPENDIX 9.E
Incident grading matrix (Example)
Examples of how to categorise and grade incidents
Score |
Description |
Consequences |
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Objectives |
Cost |
Clinical Impact |
Schedule |
Reputation |
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1 |
None |
Minimal Impact No service disruption |
Minimal financial loss, <10k |
No obvious harm/injury |
Minimal |
No interest to the press Internal |
2 |
Minor |
Minor impact on service provision |
Moderate financial loss 10-50k |
First aid treatment Non-permanent harm up to 1 month |
Increased level of care/length of stay1-7 days |
Some public embarrassment No damage to reputation or standing in the community |
3 |
Moderate |
Service objectives partially achievable |
Significant financial loss50-100k |
Medical treatment required Semi-permanent harm up to 1 year |
Increased level of care/length of stay 8-15 days Pressure on service provision |
Local adverse public embarrassment leading to limited damage Local MP interest or SEHD Legal implications |
4 |
Major |
Significant impact on service provision |
Major financial loss100-1M |
Extensive Injury Major permanent harm |
Increased level of care/length of stay>15 days Temporary service closure |
National adverse publicity Major loss of confidence in organisation |
5 |
Catastrophic |
Unable to function Inability to fulfil corporate obligations |
Severe financial loss >1M |
Death |
Extended service closure |
Highly Damaging International adverse publicity Severe loss of public confidence Court Enforcement Public Accounts Committee Enquiry |
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