ISO Overview. Global Partner for a safe world

Transcription

1 ISO Overview Global Partner for a safe world

2 CERTIFICATION What We Do Certification and assessment services that help our customers: Meet their stakeholder requirements Develop new markets Reduce or mitigate risk Create a culture of continuous. improvement. Quality, Environmental, Health, and Safety: > ISO 9001: Quality Management > ISO 14001: Environmental Management > ISO 45001: Occupational health & safety > IATF 16949: Automotive > AS9100: Aerospace > ISO 13485: Medical > TL 9000: Telecom Energy, Sustainability, and Risk: > ISO 50001: Energy > ISO 22301: Business continuity > ISO 27001: Information security > ISO 20001: Information technology > ISO 26000: Corporate social responsibility > ISO 55000: Asset management DEKRA DEKRA

3 History of OH&S Standards OHSAS first published in Updated in July 2007 and more closely aligned with the framework of other management system standards October 2013 the first working draft of ISO was created, using OHSAS as the blueprint. ISO 45001: 2018 was published in March 2018 There will be 10 sections to the standard to align with Annex SL model (ie, ISO 9001:2015 and ISO 14001:2015 revisions).

4 A system that addresses and manages OH&S issues through Awareness and assessment of applicable legal requirements Identification of hazards and risks and reducing their impact Assigning responsibility, ensuring awareness, competence and control Ensuring appropriate controls and monitoring capabilities are in place Developing and implementing emergency response capability to limit and control hazards

5 Benefits to Businesses: Proven systematic approach to managing OH&S risks and hazards. Proof of proactively addressing issues both existing and potential. Risk Reduction - legal liability - accidents Competitive edge Improved company image

6 OHSAS 18001:2009 Structure 1. Scope 2. Reference Publications 3. Terms and Definitions 4. Management System Requirements

7 Section 4: Management System Requirements 4.1 General Requirements 4.2 OH&S Policy Hazard Identification, Risk Assessment and Determining Controls Legal and Other Requirements Objectives and Programs Resources, Roles, Responsibility, Accountability and Authority Competence, Training and Awareness Communication, Participation, and Consultation Documentation Control of Documents Operational Control Emergency Preparedness and Response Performance Measurement and Monitoring Evaluation of Compliance Incident Investigation, Nonconformity, Corrective Action, and Preventative Action Control of Records Internal Audits 4.6 Management Review

8 ISO Structure 1. Scope 2. Normative references 3. Terms and definitions 8. Operation 10. Continual Improvement Plan Do Check Act 4. Context of the organization 5. Leadership 9. Performance and evaluation 6. Planning 7. Support 8

9 The OHSMS Cycle 5.2 OH&S Policy 10.3 Continual Improvement 5.4 Consultation and Participation of Workers Hazard Identification Legal and Other Requirements 6 Objectives & Plans(s) Planning of action Establishing Objectives Planning to achieve objectives 7 Support Resources Competence Communication Documentation 8 Operational Planning and Control Eliminating Hazards and Risks Management of Change Procurement 9 Performance Evaluation Monitoring and Measurement Evaluation of Compliance Internal Audit 9.3 Management Review

10 Overview: Clause 4 - Context of the Organization Context Issues Interested Parties Scope 10

11 Context of the organization Provide a high-level understanding of the issues that can affect, either positively or negatively, the way the organization manages its responsibilities in relation to the OH&S management system for persons working under its control. Issues can include conditions, characteristics or changing circumstances that can affect the system

12 External Issues cultural social political legal financial technological economic market competition key drivers and trends

13 Internal Issues governance organizational structure roles and accountabilities policies, objectives, and strategies resource and knowledge capabilities products processes raw materials new products and equipment organizational culture standards and guidelines

14 Other Interested Parties Other Interested parties can include: Legal and regulatory authorities Parent organizations Suppliers and external providers Owners, shareholders, clients, visitors, & local community Customers Requirements/expectations from interested parties become obligatory requirements for an organization if that organization chooses to adopt them. Then they become organizational requirements and should be considered when planning and establishing the OH&S management system.

15 Scope An organization has the freedom to define its boundaries. Implement all or parts of the organization. Account for all activities, products or services within its control that impact performance Factual and representative of the organization s operations.

16 Overview: Clause 5 - Leadership Leadership Barriers 16

17 Leadership Commitment, responsiveness, active support and feedback from the organization s top management are critical Communication in addressing the why for all workers can contribute to better acceptance and implementation. Need a representative with authority to: - ensure the establishment, implementation and the maintenance of system - report to the top management on performance and opportunities for improvement Provide resources including, people, finances and infrastructure needed by the organization to establish, implement, maintain and continually improve the system and performance.

18 Leadership Top management should Create and promote a positive organizational culture Provide healthy and safe working conditions for workers Encourage the participation of workers in the development, implementation and maintenance of the system including suggestions for improvement and feel safe from threat of reprisals.

19 Barriers to worker participation Lack of: Information on objectives Training Unawareness of: Hazards and risks due to lack of competency. Culture: Fear of reprisals Time and resources Mechanisms for cooperation (mgmt and non) Objectives (communication) Does not promote or support OH&S.

20 Overview: Clause 6 - Planning Planning Hazard Identification Risk Assessment Legal / Regulatory Objectives / Targets 20

21 Planning The purpose of planning in the OH&S management system is to prevent undesired effects Done by anticipating hazardous events (likelihood and consequences) Also identify opportunities that can improve performance Planning is not a single event but an on-going process, anticipating changing circumstances and continually identifying risks and opportunities.

22 Hazard Identification, Risk Assessment, and Determination of Controls What are your hazards? What controls are in place? How do you rate their risks and significance?

23 Examples of Hazards Sources powered machinery toxic substances radiation Situations working at heights working in confined spaces working alone Hazards can be categorized in many ways including: Physical Chemical Biological Psychosocial Physiological Mechanical and electrical workload and task control worker fatigue aggressive behavior or harassment

24 Risk Assessment An organization may use different methods to assess risk Each method should be appropriate to the type of risk being considered. The complexity of assessment does not depend on the size of the organization but on the hazards associated with activities of the organization. The assessment(s) determines the levels of risk and enables the organization to identify appropriate controls and actions. The purpose of the system should be to achieve safe and healthy working conditions with a level of residual risk which is as low as reasonably practicable. (Residual risk is the risk remaining after appropriate preventive and protective measures have been taken.)

25 Awareness and assessment of applicable legal requirements How are the legal requirements identified? What are your the legal requirements? How are those requirements linked to your hazards?

26 Legal and Other Requirements Legal requirements may include: legislation - including statutes, regulations and codes of practice decrees and directives orders issued by regulators permits, licenses or other forms of authorization judgments of courts or administrative tribunals treaties, conventions, protocols, collective bargaining agreements. Other requirements can include: company requirements contractual conditions agreements with employees; agreements with health authorities non-regulatory standards, consensus standards and guidelines voluntary principles, codes of practice, technical specifications, charters; public commitments of the organization

27 Establishing Objectives and Targets What programs are in place? What is the timeframe? Who is responsible?

28 Objectives Objectives are set to achieve the intended outcomes of the OH&S management system and fall into 3 areas: Strategic Can be set to improve the overall performance of the management system For example improving the health and safety culture of the organization Tactical Can be set at project or process level For example noise elimination to prevent hearing loss Operational Set at the activity level For example minimizing chemical inventory stored in the workplace.

29 Objectives (Continued) The organization can plan to achieve objectives individually or collectively. The organization might need to develop more formal project plans for complex objectives with multiple tasks. The organization should examine the resources required (financial, human, equipment infrastructure) for the tasks to be performed. The organization should assign responsibility and completion dates for tasks to ensure that the objective can be accomplished within the overall timeframe. When practicable, each objective should be associated with an indicator which can be strategic, tactical and operational

30 Overview: Clause 7 - Support Resources Competence Awareness Communication Documented 30

31 Five main areas within Section 7 - Support Resources Human resources, natural resources, infrastructure, technology and financial resources required for the system to comply Competence All people need to be competent to take into the hazards and risks of their work Awareness Emergency process, consequences of actions relative to risks, the benefit of improved performance, need to comply with procedures and policies, etc Communication Information must be communicated through out the organization and where appropriate to external parties Documented Documented information on the actions by the organization to achieve compliance must be kept

32 Overview: Clause 8 - Operation Planning & Controls Emergency Response Outsourcing & Procurement 32

33 Operational Planning and Controls Established and implemented as necessary to eliminate hazards or, manage risks to an acceptable level. Priority should be given to control options with higher reliability in preventing injury or ill health Procedures for work Ensuring competency of operators Methods Establishing preventive / predictive maintenance and inspection programs Compliance to preventive regulations and manufacturer's instructions

34 Developing and implementing emergency response plans What are potential types and scale of emergency situations? What is the most appropriate response method? What actions are required to minimize damage?

35 Outsourcing & Procurement An outsourced process is one which: the function or process is integral to the organization s functioning, needed for the management system to achieve its intended outcome, liability for the conforming to requirements is retained by the organization, and the organization and the external provider have an integral relationship Procurement controls should ensure that laws, regulations, and the organization's requirements are identified prior to the procurement of goods and services. the equipment is delivered according to the specifications and it is tested to work as intended installations commissioned to function as designed materials that are deliver according to the specifications and requirements.

36 Overview: Clause 9 Performance and Evaluation Monitoring & Measuring Frequency Internal Audits Management Review 36

37 Performance and Evaluation Controls and monitoring capabilities are in place What will be measured? How? Where? When? What areas will provide the most useful information? Criteria Benchmark against other organizations Standards and codes Organizations own objectives Methods Monitoring Measurement Analysis Evaluation

38 Performance and Evaluation Frequency Appropriate to the size and nature of the organization and risk factors Internal Audits All areas reviewed at least once per year Management Review Suitability Right for the organizations goals? Adequacy Sufficient to meet requirements? Effectiveness Are the planned activities realized and results achieved?

39 Overview: Clause 10 - Improvement Incidents Non-conformities Corrective Actions Continual Improvement 39

40 Incident, nonconformity, and corrective action Separate processes may exist for incident investigations and non-conformities dependent on organizational requirements. Examples include by not limited to: Incidents Occupational related near-miss events, injuries, ill health, exposures to health hazards, vehicle accidents, property and equipment damage where it can lead to OH&S risk Non-conformities Protective equipment not functioning properly, non-compliance to legal requirements, or prescribed procedures not being followed Corrective actions Elimination of hazards, substitution to safe materials, design or modification to equipment or tools, development of procedures, training to affected workers, changes in frequency of use, or use of personal protective equipment.

41 Continual Improvement Continual improvement is meant to be a step by step approach over time and is focused on future OH&S performance. Issues to be reviewed to identify opportunities include: New technology Suggestions from interested parties New or improved materials Good practices of other organizations Knowledge and understanding of health and safety related issues Changes in workforce capabilities or competence

42 Transition Tips Appoint Staff Who s responsible for the transition? Train Staff Lead Auditor June Minneapolis, MN August Santa Ana, CA October Tampa, FL Internal Auditor The Path Forward Understanding and Implementing

43 Transition Tips Identify Deltas Context of the Organization Risk-based Approach PDCA Model Management Process Management Interested Parties

44 Transition Tips Create action plan Update the existing system Train internal auditors Internally assess effectiveness Determine transition date Timeframe, people involved, & actions required Once staff trained and deltas analyzed, use to update system processes and procedures Organization determines requirements Internal audit ensuring requirements have been evaluated Work with your current CB

45 Questions? Chris Carson DEKRA Certification, Inc Cell: