Decide where to act: triage and evidence

Once assessments are coming in at volume, the challenge shifts from measurement to attention. There are more scored tasks than there are people, budget and shutdown windows to address them.

Etiscope leaves the decision about which ones matter most to you, because it depends on things only you and your team know.

The score is the starting point. Weigh it with what you know about the work:

• How many people do this task
• How often it is done
• How serious the likely injury is

A moderate score on a task half the site performs every hour can matter more than a high score on a rare one. There's no formula that turns those four things into a ranking — how you weigh them depends on your site and your workforce.

Start on Home. The High Risk Assessments card orders by score, so it's the fastest way to see the top of the range.

From there, go to the assessments list and use Add Filter to narrow to where you actually have responsibility — your site, this quarter. For a task at a site you don't run, the next step is a conversation with whoever does.

Open the records near the top and skim their context: which task, which work area, what the assessor noted in the description. You're not analysing yet; you're working out which handful deserve a closer look.

Note the few you'll take further — record IDs or titles, in whatever your team uses for its working notes. A shortlist you follow through is worth more than a long list you revisit.

Before you take a shortlisted score into a conversation about controls, look at the movement behind it.

Open the candidate's Data tab and use the find-the-moment skill from Review assessments in the dashboard: scrub to the peaks, watch what the worker is doing either side of each one, and check the duration and load the assessor recorded.

This tells you two things the score alone can't. You learn whether the peak is a genuine feature of the task or a one-off in that capture, and you learn what specifically to change, which is a different question from how bad it is.

A high score driven by repeated bending at the bottom pallet layer has an obvious lever. The same score with no traced cause gives the meeting nothing to work with.

Then say what you actually saw, in task terms: which movement, where in the task, under what load.

"Repeated forward bending at the bottom pallet layer, medium perceived load, most of the shift."

That sentence — the score plus the movement behind it — is what you carry into Create and track risk controls, where it becomes a risk control. It's also what makes the control clear to everyone in the room: raise the bottom layer.

With that sentence, your score becomes a proposal rather than a question for someone else to answer.