text
stringclasses 3
values |
|---|
Sources: https://www.youtube.com/watch?v=ale70SK0KFA, https://www.youtube.com/playlist?list=PLO8v5ESo95YMlWanVt2nw1S8ZhzlAchs-, https://www.youtube.com/watch?v=y6BQcw1jpF8, https://www.youtube.com/watch?v=xF5ejJFdUdw, https://www.youtube.com/watch?v=rgTh_zq6Fa4
|
ISO 45001 Complete Course Introduction iso 45001 2018 course complete course from xero to internal auditor hello and welcome to the course in this video we're going to be getting a brief overview of all the content in this course and its goals let's go ahead and get started this course has been made by specialized consultants who are certified internal auditors for the iso 45001 standard and also for other standards all our consultants are teachers with over 10 years of classroom and online training both through videos and live webinars and our mission is to guide you through all the concept of the standard this material has been made with three specific goals in mind first of all you will have extended knowledge of the iso 45001 standard then you will be able to build a 45001 System by building a system we mean that you will also be able to build its most important documents such as the context analysis and the risk opportunity assessment and finally if this course fulfills the requirements that your company set for this role you will become an internal auditor for this Standard so this course will give you both the theory and the practice regarding this standard Course Structure as for the course structure you may see here your global path which is made of 11 chapters and one milestone project at the middle the course starts with chapter one chapter one is an introduction chapter which includes this overview a discussion of what is a certification and a chapter of how to best approach this course to maximize your benefits from taking this course in this first chapter we will also learn about certifications and we'll learn about the certification cycle then in chapter 2 we'll have a brief overview on what a health and safety management system is after that in chapter 3 we'll get started with the pdca cycle which according to iso is the best way to manage processes next we will start with the risk management sections which will be chapter 4 5 and 6. we'll learn about risks and risk management basics the risk management section is so important that we decided to put something special at the end of it we put an assignment that from now on we will call milestone project in this project you will receive the assignment of making a very simple version of a context analysis and a simple version of a risk opportunity assessment then this project will be evaluated by our team of consultants we will give you feedback on your material so that at the end of this part we will be one hundred percent sure that you are able to write a context analysis and a risk opportunity assessment on your own then we'll go to the section made of chapters 7 and 8 which we will call the due mountain we'll learn about the few key process that you have to put in place in your company in order to become forty five thousand one certified then we'll move on to chapter nine in which you will learn about the ways you can do performance evaluation basically through audits and indicators monitoring then we'll move on to chapter 10 in which we will learn about non-conformities management what they are and how to plan corrective actions but that's not all there's advanced bonus content which is chapter 11 in which you can find a final summary of all the useful information for building your own 45001 management system as we state many times during the course the course has a step-by-step approach which means that it has many intermediate steps in which you can check your knowledge on each topic both through exercises and by asking us at our email it's worth mentioning that this course is by no means completely passive you will get access to dedicated help from our team of consultants which are here to help you every chapter ends with an appeal to our students to give us feedback and ask any kinds of questions think of our email which is at dash consult.com as a door which is always open for you so that's the entire course curriculum overview in the next few minutes we will get into details about how chapters are made The 3 Modules about the course the three modules every topic is covered by three types of modules learn build and exercise learn modules by following these parts you will have extended knowledge of the iso 45001 standard this could be useful to anyone that works in a company that for some reason needs to be certified or it's already certified consider this part as something more passive we just want to know what the standard requires us to do in order to make you get familiar with the content of the standard we will often recall its clauses but since the wording of the standard is sometimes a little bit obscure we will often trim it and simplify it a little bit build modules you will be able to build a forty five thousand one system based upon the forty five thousand one standard this is a more active part of our course it means that as soon as you know what the standard asks you to do you can start to build your system this means preparing the needed documents or changing the way your company manages health and safety so you may consider this part as a more active side of the course exercise modules you will be given a simple training in which you can check what you got from the learn and build modules as we said before most of these exercise modules are simple quizzes and of these exercises is the milestone project you will be given an assignment which will be evaluated by our experts does it seem like too much don't worry this course has a step-by-step structure for any essential point of the standard you will find learn build and exercise all in a row slow and steady wins the race Who is this course for one brief note before going forward every time we will be working in the build parts you will find in the upper right side of the screen this specific symbol made of a pencil and a wrench this clear division between learn build and exercise will help you navigate through the course the learn and build part will be the more passive parts of the course while the exercise part will require your direct contribution all of them are useful so we recommend not to skip any of it it may seem awkward but it's also useful to take five minutes and talk about you let's find out if and how you could be the ideal student for this course first case ohs professional the first case is the simplest you may be someone who already works in occupational health and safety also known as the acronym ohs ohs professionals have a very open range of duties who could range from conducting basic training to write and enforce health and safety procedures this course could be useful to ohs professionals who need to upgrade their companies from the old 18001 standard to the new 45001 standard another possibility is that your company has never been certified so you will have to build a forty five thousand one system from scratch second case student someone willing to learn a new skill you may be someone looking for a new job or maybe you want to add a new skill to your current job health and safety is often linked to quality and environment matters so it could be useful to know more about ohs standards even if you are a professional in these two areas or even better you might have to build a new career and you might want to make occupational health and safety your new job third case employee of a 45001 certified company last but not least your company could have recently upgraded to the new 45001 standard and you may need to know what it is all about these three cases are the most common ones and for different reasons each of these three cases could benefit from a course entirely focused on the new 45001 standard so let's go ahead and get started with the course thank you and i'll see you at the next lecture chapter 3 the pdca cycle sub chapter 3.1 pdca cycle definition this chapter is intentionally short because we want to get as directly as possible through the plateau and get to the more central clauses of the standard in this section we will learn about one of the key elements of the management system the pdca cycle the standard defines the pdca cycle as an iterative process used by organizations to achieve continuous improvement what does it mean it means that according to iso it is the most efficient way to manage every process What does it mean to tell the truth the pdca cycle is just one of the many ways a company can successfully manage its processes what makes it more relevant than others for us is that iso has chosen it as the compass of every management standard this means that also other standards use the pdca as their compass 9001 which is the standard used to manage quality uses the pdca and also the 14001 which is the standard used to manage environment uses the pdca so what is the pdca exactly in the following slides we will see the exact meaning of each step First Step first step plan planning means evaluating risks and opportunities putting it as a first step the authors of the standard wanted to emphasize that it's always needed to carefully plan something before starting to do anything practical good planning goes a long way just think of all the times that something in history went wrong because of bad planning Second Step second step do this is the step that consists in actually doing what you planned in the first step Third Step third step check this step consists in checking if what you did was successful or not by checking we mean a complete analysis that investigates why something went different than expected the so-called root cause analysis Fourth Step fourth step act this step is the final action that your company needs to do to correct the problems that emerged in the check step Last Concept before going forward one last concept of course the pdca cycle is not a once in a while thing companies do the pdca cycle many times and for many different processes in chapter 10 almost in the last part of our course we will see how this concept is put in practice chapter 2 the health and safety management system sub chapter 2.4 terms and definitions this chapter of the course is about the third clause of the standard the basic concept in this lesson is that iso standards have a specific terminology we'll see just a few of these terms because it's better to learn these terms through the whole course instead of just giving a lot of definitions at the beginning Context so as we said the third lesson is about the context of the third clause and the third clause is pretty simple it presents us a list of terms and definitions in order to pursue clarity and uniformity all iso standards dedicate a specific chapter to define their dictionary some of them may seem way familiar but for most of them some level of deepening is needed since they may have one meaning in the english language which isn't the same of the meaning they have in the world of international standards going through all of them would not be very useful because the meaning of most of them will be explained through the course let's just take some time to talk about some of them Worker there is one term in this clause that has a central role in this standard worker we'll start from this definition the worker is defined as a person performing work or work-related activities regularly or temporarily under the direct or indirect control of the organization this means everyone that is working in the company can be considered a worker this is an essential detail let's discuss this topic is an employee of your company a worker yes he is of course this was easy are interns workers well technically an intern isn't an employee but since he works under the direct or indirect control of the organization he can be considered a worker too for the 45001 standard another question are the workers of your providers to be considered by your system this depends employees of other companies that work inside your companies are to be considered just think of the employees of the cleaning companies their health and safety depends heavily on the conditions provided by your organization if you make them work in unsafe situations they will likely get hurt and what about your clients workers no they are not under control of your organization hence your 45001 system doesn't have to consider them by exploring the definition of worker we may start to get that one of the main concepts of the 45001 standard is that occupational health and safety is something that has to be granted to anyone a company where only the health and safety of its employees are taken into consideration is not compliant with the principles of the standard Organization some other definitions are way more simple and their definition may seem pretty obvious for example let's see organization organization is defined as person or group of people that has its own functions with responsibilities authorities and relationships to achieve its objectives this definition is broad too it was made to include not just factories but also companies that provide services okay with this module we just ended our second chapter now you should be familiar with the concepts of managing systems and you should start to have a more practical idea of what is needed in order to be forty five thousand one certified as you may see in this slide we are now going through a plateau made of chapter two and three which deal with general principles of this norm we decided to represent it with a brief plateau because their contents are pretty close and they typically do not require much effort we just have to proceed gradually thanks for following the course so far if you need some help or you have any question on these topics please send us an email at -consult.com as soon as you finish the following test see you on chapter 3 the pdca cycle chapter 2 the health and safety management system sub chapter 2.3 how complex should your system be we just saw how your management system needs processes procedures and records but how complex and detailed should you make your system should your system be complex it should be made of let's say 10 processes and 15 procedures or should your system be simple it should be made of let's say five processes and six procedures the standard is very clear on this your system has to be like a tailor-made dress its complexity should depend on the context of the organization number of workers location dimension of the company the scope of the system the activities of the company the hazards and the risks related to the activities of the company to put it simply it depends on how big your company is how complex your activities and how risky they are think of the example we saw before in which the management system is a machine made of gears different companies have different systems made of different gears now that we got the general criteria we can go back to the slide we discussed before and try to answer that question we said that one criterion can be the company's dimension so we can easily guess that a big company requires more complex system than a small company so we can easily guess that a big company requires a more complex system than a small company why first of all because a big company usually means more workers and more working areas their interaction could be complex therefore there is more need for a common set of rules which can be of course provided by our system on the other hand a small company will be okay with a simple management system small companies usually means less workers and a simpler way of getting things done another criterion can be how risky a company is i guess we could say is that the more your company is risky the more your system will have to be complex the system of a steel factory may probably be more complex than the one of a retail company for this reason we'll put an image of a factory with a flower symbolizing low hazard or low risk in the box of simple ohs system and we'll put an image of a factory with a flame symbolizing high hazard or high risk in the box of complex ohs system so generally speaking big companies high hazards high risks need a complex system small companies low hazards and low risks are fine with a simple system of course these examples were oversimplified many situations lie in the middle what about a small company that does something very risky what about a big company that has very little risks in these cases usually companies rely on the help of specialized consultants that help finding the right solution like a tailored dress needs a tailor an ohs system needs a consultant okay now that we introduce the main concepts we can close by looking at what the standard says in clause 4.4 the organization shall establish implement maintain and continually improve an ohs management system in accordance with the requirements of this international standard to improve its ohs performance let's try to translate this into smaller concepts first point your company needs to give itself rules this can be made by writing procedures which are documents in which your company writes down how things have to be made to be honest when you have to write procedures most of the times there is no need to come out with new rules you will just have to write down in a nice and simple way the rules that already are in place other times you will have to come out with new processes and therefore you will have to make new rules in these situations procedures will work as an excellent repository for the new rules that the company put in place second point your company needs to follow the rules it decided to give itself so there is no point in writing a lot of nice procedures just to leave it all on paper just try to be as honest as possible English (auto-generated) chapter 2 the health and safety management system sub chapter 2.2 from the standard to the system From the standard to the system as you may have guessed from the title in this chapter we will see how we can read the standard and build an ohs system according to the standard being compliant to the iso 45001 standard means building an ohs system but how many still misinterpret this requirement and think that building a system means just writing procedures and documents is it correct of course not procedures are just a simple way to put your rules into written form in order to prevent them to change without control there has to be more Building a system what do we mean by more building a system means effectively change the way your company works it means changing your processes we will see a lot of specific examples of how the 45001 standard requirements can be met almost all of them are not to be fulfilled by writing a document what really matters is the process aka how your company does something of course your system is made also of procedures and records but we really want you to focus on the concept that what really matters are processes procedures and records matter but only as a consequence of your processes that's why you can find firstly an arrow that goes from the standard to the processes and then you will find arrows that go from the processes toward procedures and records generally speaking though we can say that a system is made of processes specific way to do something procedures written documents in which the process is described in details records written documents that register how a specific process took place Definition so finally we have a definition of what your ohs system should be made of generally speaking an ohs system is made of processes procedures records processes a process is something that takes an input and gives out an output it's the way your company does something procedures a procedure is a written document in which the process is described in details who does it how the process is done who is responsible for it records a record is a written document that registers how a specific process was done focus on the fact that we didn't talk of process singular we mentioned processes plural your system is like a machine made of different gears each gear is a process some processes are simple some processes are complicated some process are linked to other processes and some stand almost by their own for example our slide you can see how process one leads to process two which leads to process three and so on while process seven and process eight lie on their own when the third party comes each year to your company his main interest lies in your processes and how you manage them of course it may also need to check all the documents related to your processes but again think of procedures and documents as something that comes only after you actually change the way you work if we want to enter in more practical details let's start to make some examples of processes process one could be training management process two could be the management of events such as injuries and near-misses process 3 could be the way your company gives employees their personal protective equipment also known as ppe process 4 could be the way your company checks that its contractors have all the minimum requirements to work safely and so on for each item we could zoom in and see how that process is linked to specific procedures and records let's just pick one we could pick process two the management of events such as injuries and near-misses Management for this single process we can see how it is linked to specific procedures and records process the process is the way your company deals with injuries and management immediate response how injuries near misses are registered what action are taken to prevent procedure the procedure related to this process is a document in which your company writes who takes care of the immediate response how this is done in details who is responsible of this process as for the records the records related to this process could be report of what has been done as immediate response report of the root cause analysis report of preventative actions this example should give you an overall idea of how complex a process could and should be and what an effective ohs system should be chapter 2 the ohs management system sub chapter 2.1 a tool to manage risks and opportunities after a brief introduction we can start dipping our toes in the core of the 45001 standard the standard begins by stating that any company is to be held responsible of the health and safety of workers and of anyone that could be influenced by its activities so we can say that every company has big responsibilities regarding ohs big responsibilities means that every injury occurring in the workplace could lead to severe consequences for the company and also of course that could also be said for any illness that could be traced back to unhealthy workplace conditions from this very big responsibility related to ohs comes the need to manage at best these kinds of topics every company needs to manage ohs systematically that's why most companies decide to manage their ohs in a way that is as strict and systematic as possible by now you should start to get that the best way to manage ohs systematically is to have an ohs management system of course it is not the only way to do it but is the easiest way being compliant to the iso 45001 standard is a standardized optimized way to approach ohs matters before proceeding we need to be more specific regarding one detail when talking about health and safety we should keep in mind that mental health counts as well that's why the standard has a line that goes like this responsibility comprises both physical and mental health many countries have recently started to focus on the potential effect of work related stress and the 45 0001 standard pays attention to this matter as well what is a health and safety management system a management system is the sum of elements that work together to make long-term goals targets and processes to reach these targets manage ohs opportunities manage ohs risks in specific managing ohs risks means eliminating hazards at their roots reducing risks as much as possible once again before proceeding we need to expand one concept the difference between hazard and risks hazard is an intrinsic property using solvents in a chemical plan intrinsically is more hazardous than using water-based reactants why for different reasons but suffice to say that solvents are inflammable while water-based reactants are not risk is the result of how the company deals with the hazard using solvents while wearing ppe and modern containment technology has a significantly lower risk than running it with 30 years old technology so if we want to keep using this example managing ohs in a chemical plant that uses solvents could be done by two ways by eliminating solvents in the first place eliminate the hazard if not by using solvents using the proper technology reducing the risk overall beside the technical details we could say that a management system helps a company in dealing better with these kinds of concepts and therefore improve its ohs performances English (auto-generated) now that we learned what it means to be certified we may as well enter into details how can my company prove that it is compliant to what the standard is saying is it possible to just make a self-assessment can my company just state my rules are made according to the 45001 standard Selfassessments actually no self-assessments have a very big flow their strength depends on your reputation this would lead big and well-known companies to take advantage from a positive bias and small and unknown companies to suffer from a negative bias also judging your own company without any kind of interference would be quite difficult Thirdparty auditing so iso came out with a better solution the process of third-party auditing simply put this means that a third-party certification company comes to your company and inspects it we will explore these concepts in a more detailed way in the courses section dedicated to the audits by now the point is that once a year your company undergoes something like an exam or inspection by an impartial company that almost just does this kind of exam inspection How does the thirdparty work how does the third party work the third party company makes its inspections according to specific guidelines made by a national accreditation body each nation has its own national accreditation body these national accreditation body periodically come and check if the third party is working properly in other words they check if the third party body is working according to the guidelines The chain goes on the chain goes on these national accreditation bodies in turn are periodically checked by an international body called international accreditation form and what do they do they check if the national accreditation body is working according to their standards so you may see how there is a very strict chain of controls a checks b b checks c c checks d this gives value to the inspection that your company will receive none can suspect that the results of the inspection were somehow tampered because the company that inspects you has all the reasons in this world to be professional and impartial if the third party body were not professional the national accreditation body would find that and they could even revoke their license to operate What are audits in these slides we used the simple drawing of a magnifying glass every time we spoke of inspections what do we mean by inspections it's actually a simplification so far we talked of inspections but since they are made in a particular way they deserve the correct term audits what are audits a little bit of history the word audit comes from latin adair the very first audits were made by the ancient romans who sent specifically trained public employees to check if the most peripheral areas of the empire followed the roman rules correctly the modern audits somehow follow the same principles think of the company that made the audits as an indirect way through which the iso checks if companies correctly follow what is stated in the standards How often do audits happen now you may as well ask yourself how often do these audits happen is it a once in a lifetime thing after all we often spoke of audits as something not that distant from an inspection or an exam and in some cases there are exams that happen once in a lifetime just like the graduation from high school or the driving license exam for audits it doesn't work that way it works his following your company will receive an audit every year with this pattern one intense audit two easier audits one intense audit two easier audits and so on why there are many reasons why we will stick to the most important ones first of all sampling it's very difficult to do a complete check of everything your company does in every way your company ensures proper health and safety measures in everything it does so it's better to program your audits and schedule them in a three year span also we don't want anyone to think that your company was perfect the first time the audit took place and then everything went wrong as soon as you got the certificate let's go into some more details of how these audits are planned the first audit your company will receive is called a certification audit it will be quite intense it will last more days because it will sample more processes then once a year and for two years it will receive a surveillance audit surveillance audits are less intense they require fewer days of auditing because they check just a fraction of all your company's processes what happens after three years your company will go through a re-certification audit which is as intense as the certification audit so in this simple example you can see the certification pattern a big audit in 2020 a certification audit a small audit in 2021 a small audit in 2022 a big audit in 2023 a re-certification audit and so on Conclusion ok this ends our introduction in this first part we became familiar with the basic terms of this course such as certification audits and certification bodies they may be simple concepts and actually they are but it has been worth it spending more time to be sure that they are clear before proceeding as you can see the road to our final goal is just at the beginning but with a step-by-step approach we will get to the final destination thanks for following the course so far if you need some help or you have any question on these topics please send us an email at at -consult.com as soon as you finish the following test see you on chapter 2 the health and safety management system let's get into more details about the iso 45001 certification the 45001 standard is a document of about 40 pages structured in 10 chapters called clauses the iso decided to make every new version of management system standards structured in the same way made of 10 clauses so for example the 14001 standard which is about environment protection is structured in the same 10 clauses the same applies to the 9001 standard which is about quality management this choice was made in order to make it easy for companies to have a so-called integrated system this means that a company can choose to have a single system that manages quality health and environment matters What does being certified mean now we can start to understand what does being certified according to iso 45001 mean it means that companies decided that a common ground about occupational health and safety was really needed a company that works in safe conditions usually prefers to have providers that have the same attention to safe working conditions this could happen for many reasons first and foremost for ethical reasons but also because choosing a provider that works in safer conditions is less risky providers that don't value safety could suddenly stop providing their service because of an accident or maybe they could even damage the workers of my company because of their unsafe practices so you may start to see how safe working conditions are strictly related to the concept of business continuity you want to work safely because you want your company to keep working and your clients may as well think the same How does a safety standard work now that you know of standards you may start to understand how a safety standard works let's think of the relationship between your company and your clients if your clients want to be sure that your company works in safe conditions they may require you to have the 45001 standard of course they may also want to check on you through what we will call audits but the first step would always be to ask you if you are certified according to a safety standard in this slide we simplified this concept through a comic your client asks you how do you manage ohs your company has a simple answer to that i'm iso 45001 compliant just by being certified your client can be assured that you manage ohs properly How do you check if your providers are compliant the same could be said for another key relationship the one between your company and your providers the fastest way you check if your providers are compliant is asking them if their iso 45001 certified or not also in this example we could say that having the 45001 standard is just the first step you can decide that it is enough or you may decide that you prefer to check more deeply through audits let's not forget the example we made at the beginning of the course having a standard certificate is like having a music certificate if you want to play in an orchestra you can't just show your music certificate they probably would like to hear you play your instrument so we could make the same comic in this slide too your company asks its providers how do you manage ohs your providers have a simple answer to that i'm iso 45001 compliant How are standards made chapter 1.3 how are standards made we just learned what is the use of standards now it's worth our time learning where do standards come from how are standards made in other words how do companies all over the world find common ground on how to make things in a certain way a standard is a collective work representatives of organizations having an interest and expertise in the subject matter are brought together to form a technical committee after years and years of technical evaluation they draw up the standard through all this process the iso staff facilitates their development and review so to put it simply standards require considerable efforts to be made because it's not easy to put all the experts in one room and more so it's not easy to have them agree on most matters finally after various drafts of the standard a final draft is made and the standard can be used each nation can translate the standard in the local language if needed this is made by the national standardization associations for example italy's national association is uni you can check the iso website to find out how vast is the range of matters that required all companies worldwide to find common ground how often does a standard require an update periodically standards are updated to meet the ever-changing needs of companies to adapt to the changes in technology the environment and so on some topics could be called hot topics since the way they are perceived by companies and by the public opinion changed in the recent years for this reason it's obvious that the standards related to the environment changed during the last decades because the way we deal with environmental matters has changed a lot as well the same could be said for our forty five thousand and one in the last decade our sensitivity towards occupational health and safety changed so much that until 2018 no iso standard on this matter even existed the only standard on that matter was the bs ohsas 18001 which was made in 2007 and wasn't even an iso standard it was a british standard that became international just because there is a huge void to fill once a new addition of a standard is made companies have a few years to adapt the fact that standards can evolve with time is another point in their favor being certified according to a standard allows you to be updated on the matter so if my company is iso 45001 certified every time something relevant changes in the world of ohs the standard changes and my company changes accordingly History of standards now a brief history of standards certifications are definitely the sons of our modern times let's think for a moment of the international relationships in the 30s and 40s nations were kind of hating each other and odarke seemed the way to go each nation had to provide for itself and commercial exchanges were limited to what was strictly necessary so the need for a standardized way of doing things was relatively small then the bad days of world war ii ended and the world changed quite fast international commerce flourished and there was a high need to find a sort of common ground then the bad days of world war ii ended and the world changed quite fast international commerce flourished and there was a high need to find a sort of common ground the most classic example is the paper format in the booming economy of the 50s there was no time to lose to talk about the length the width the thickness of paper it was easier to find a common standard and just stick to it so you could buy paper from france print on it with a photocopier from germany with ink from belgium and then put it in an envelope made in spain in 1947 iso is founded iso is technically not an acronym it derives from the greek term for same which of course recalls the before mentioned concept of having a common ground between companies even if they happen to be located in different nations iso keeps working for decades focusing mainly in technical standards in 1987 the first edition of a fundamental standard is born the iso 9001 this standard is the first to have the idea of broadening the topics of standards and suggesting to companies how they could overall manage themselves this kind of standard is called a management system because it tells us how to manage a company years pass and iso keeps issuing standards in 2015 iso issues the latest edition of 9001 quality standard and 14001 environment standard this edition is quite crucial because the layout of the various topics is completely rearranged this new layout is called high level structure and will be followed by all the following standards related to management systems finally we get to 2018 the iso 45001 which is the first standard on ohs is issued this is of course a simplified timeline of certification what should stick with you is not the single date but rather the overall principle that standards are a modern concept but not that modern as soon as companies felt the need to work with one another the need for standards was born Certifications in the last 80 years we have seen any kind of certification almost all product certifications are quite technical like the before mentioned certification of paper quality there are also more complex certifications like the ones that state how to manufacture a medicine and there are system certifications which give general rules about the best way to manage some aspects of your company among these types of certification the most notable are iso 9001 this certification describes how a company could manage its quality system iso 14001 this certification describes how a company can manage its environment system iso 45001 this certification describes how a company could manage its health and safety system in iso 5001 this certification describes how a company could manage its energy consumption before proceeding just a brief note about another certification the bs ohsas 18001 2007 certification until 2018 it has been the only internationally recognized ohs certification for many years now after a long period of transition this certification is going to be retired and completely replaced by the 45001 standard so from now on we will just talk about this new 45001 certification chapter 1.2 what is a certification what does getting a certification mean let's not forget that this is not just a course about health and safety this is a course about health and safety certification so it's worth spending a few words about what a certification is in general What is a certification getting a certification means that a company decides to organize itself according to an international standard in the specific case of the iso 45001 standard it means that a company decides to manage its occupational health and safety according to what the iso 45001 standard requires let's get to the concept gradually step by step No certification generally speaking no company is forced to be certified a company with no certification could just say my roof my rules that is possible and in some industrial sectors it is the most common case a company that is certified to a standard decided to make its rules according to some specific principles and guidelines so in this case the most suitable phrase would be my rules are made according to a specific standard in the specific case of 45001 its rules are compliant with a specific standard the iso 45001 standard so the most suitable phrase would be my rules are made according to the 45001 standard for many reasons we will see how this means that overall this company manages health and safety systematically Certification is not mandatory so we have to keep in mind an essential concept being certified is not mandatory no national law requires your company to be certified but many many companies worldwide decide to get certified so there have to be some good reasons for a company to be certified let's see them in details ISO 45001 is useful first of all to improve the way your company operates shaping your company according to a specific standard is actually useful to work better experts have written these standards on the matter through a process that lasted years so we can agree that if a standard says that something has to be done in a specific way it's very likely that it's the most efficient way to do it for every major process in health and safety the 45001 standard gives many indications regarding the best way to do it we will be seeing more about it while studying clause 6 7 and 8. Health and safety secondly because having something that can prove that your company meets specific standards can be very useful in the case of health and safety it's proof that your company manages health and safety in an efficient way your company may have to prove it to your clients maybe your clients decided to make new rules to help them choose between different providers and among these rules they put the minimum requirement of having the 45001 standard having a certification could also be relevant to other interested parties such as your providers your local community and even your competitors we will see in detail this topic in the following chapters so a certification essentially does two things a helps us doing something better b helps us to prove that we could use a metaphor getting your company certified is like sending your son or daughter to music school and getting a certificate at the end of the school could your kid play his instrument even without having a school certificate of course he can he could even be very good at it but going to music school would be probably better because a going to a music school your son will attend several classes and surely will improve his skills b his music school certificate quickly proves to anyone that he can play without any need to test his skills each time chapter 3 the pdca cycle sub chapter 3.2 pdca cycle example now that you got familiar with the concept of the pdca cycle in this chapter we will make a simple example of using the pdca cycle in relation to health and safety management in this chapter we will pick this process the training of the company's workers regarding the contents of the organization's health and safety procedures it's a relatively simple process and at the same time it's a very important part of the ohs system let's see how this process could be done through the pdca cycle first step plan the planning step overall consists in figuring out which workers have already been trained and which need training finding the best way to teach them what to teach them etc let's get into even more details in our example three workers are taken into consideration worker a worker b worker c worker a doesn't need any training worker b and c need training to be specific worker b needs basic ohs training and worker c need specific training on the use of heavy machinery so in this step we will have to make an appointment for worker b and an appointment for worker c worker b will attend the basic ohs training on the 5th of july while worker c will attend the heavy machinery course on the 1st of september to be specific worker b needs basic ohs training and worker c needs specific training on the use of heavy machinery so in this step we will have to make an appointment for worker b and an appointment for worker c worker b will attend the basic ohs training on the 5th of july while worker c will attend the heavy machinery course on the 1st of september also in this step we will plan who will teach these courses and what educational material he will use as you may have noticed we still haven't done anything technically we just planned what to do and how to do it second step do in our example the do step is the actual training having your workers attend courses in which they will learn the best practices about health and safety to be specific a of course doesn't have to attend any course b attends a basic ohs training c attends a specific machinery training to each his own third step check this step consists in checking if what you did was successful after your company trained all your workers you could ask yourself was your training effective you could make your workers take a test to check if they acquired all the main concepts of your lessons that's what you can see in this slide b will take a test regarding basic ohs principles and c will take a test regarding the specifics of the machine that he has been trained for fourth step act in our example let's make that b passes the test while c doesn't as for worker b congratulations he's ready to work so the act step really just consists in putting him at work as for worker c what should we do to fix this problem the act step for this case could be retraining him English (auto-generated) chapter 3 the pdca cycle sub chapter 3.3 from the cycle to the standard we said that the 45001 standard just like all the other modern management standards is heavily linked with the pdca cycle in this sub chapter we'll see how this is true even at a higher level except for the first three clauses which are just an introduction all the 10 clauses of the standard can be linked to one step of the pdca cycle for the plan step there's an entire clause related to it clause 6. for the do step clause 7 support and clause 8 operations for the check step clause 9 performance evaluation for the act step clause 10 improvement chapter 4 context could be seen as something that embraces the whole cycle that's why we could put it on top and finally clause 5 leadership and commitment could be seen as something central so we put it at the center of our cycle with this slide we completed the third chapter of this course now that you got more familiar with the concept of pdca little by little you will start to think according to the pdca cycle and you're likely to find it quite useful as you may see here this chapter ends the plateau made of chapters 2 and 3. since this plateau has primarily dealt with the very basics of the standard we would call it the basics plateau now we are ready to make a step in another plateau made of chapter 4 5 and 6. how will we call that plateau you will see soon as always for any questions please email us at at -consult.com as soon as you finish the following test see you on chapter 4 terms and definitions chapter 4 context of the organization sub chapter 4.1 scope of the system before going forward a brief note we said in the first lessons that the 45001 standard is a document structured in 10 chapters called clauses until now the course has been divided into chapters that do not follow the clauses of the standard but from this lesson onward we will proceed following topics as they are presented in the standard lesson 4 is about the context of clause 5. lesson 5 is about the context of lesson 5 and so on why did we choose to follow this criterion because following almost step by step the clauses of the standard is usually the best way to approach it since it helps in becoming familiar with its structure and its way of managing problems okay now that everything is clear and set we can go on to our lesson well The plateau actually we have to take a very brief look at our path before proceeding at the end of chapter 3 we anticipated that we were about to enter a plateau made of chapter 4 5 and 6. this plateau is quite big isn't it it deserves a proper name from now on we will call it the risk management plateau this plateau is quite important because it will give us all the tools we need to map our risks and take the needed steps to face them The scope now that we set our path let's proceed in clause 4.3 called the scope of the system the standard says that the organization shall determine the boundaries and applicability of the ohs management system to establish its scope what does it mean it means that the first step of building a management system is finding its scope it makes sense doesn't it in the first lessons we said that our management system will be like an engine made of many different gears we have to state somewhere what we want to do with this gear technically before even starting to build your management system you will need to have a clear idea of what will be the use of it so let's proceed and see what the standard asks us regarding this matter when determining the scope the organization shall consider the external and internal issues the legal requirements the functions performed at the workplaces these requirements are quite simple but since some of the terms are not in our vocabulary yet they could be confusing for you so let's switch this definition with this one the scope shall include all the activities products or services within the organization's control or influence that can impact the organization's occupational health and safety this is the definition that we will use from now on what does it mean it means that your management system has to cover all your activities if your company has a line that makes cheese and a line that makes salami your system needs to cover both of them remember the 45001 standard really pushes the idea of global management of ohs one final note the scope has to be available as documented information this means that it has to be put in written form in some sort of document of the ohs system so the standard wants you to make a statement about the intended use of your system and it wants you to make it in a written form we could say that the authors of the 45001 standard wanted companies to be very clear about what they intend to handle with the system and what they don't want to handle with the system before proceeding we want you to pay attention to this icon from now on every time something has to be put in a document we will use this little icon that looks like a folder Writing the scope okay then now that we learned what the standard wants us to do regarding the scope of the system we can learn how to write one let's make a slightly more detailed example that will teach you how to write your system scope for this reason you could notice that for the first time we switched to the build mode the right top of our slide has a pencil and wrench symbol according to the standard your scope has to be short simple clear representative why because you don't want to mislead anyone the scope could be read by your clients your contractor your local government so you want them to have a very clear idea just by reading those two to three lines if your company is a cheese factory how should your scope be it should be manufacturing and packaging of dairy products there is no need for anything more fancy long complicated if your company has different locations that we could call city a city b city c it could be useful to be a little more specific and therefore writing something like manufacturing and packaging of dairy products in the a b and c facilities just to be safe let's add something that makes it 100 percent clear that all the activities are covered a phrase like this ohs system applies to all the companies activities will do as to where you have to put it the standard does not specify you could put it in your context of the organization document or you could put it in the manual if your company has a manual we will see in the next lessons what these documents are what really matters is that you put it in a document of your ohs management system English (auto-generated) subchapter 4.2 in this lesson we start focusing on the main innovation of the new generation of standards the context analysis clause 4 of the standard is almost entirely dedicated to it clause 4 of the 45001 standard is Context Analysis Clause 4 about understanding the entire environment in which the organization operates in clause 4.1 it is stated the organization shall determine external and internal issues that are relevant to its purpose and objectives and that affect its ability to achieve the intended outcomes of its ohs management system what does this clause really mean the standard basically wants the company to think about anything that could in a way or another have some influence on how it manages health and safety by thinking about it we mean that the company has to make some sort of document in which this is all properly mapped the standard basically wants the company to make this question what influences the way my company deals with ohs matters in other words it wants the company to think about anything that could in a way or another have some influence on how it manages health and safety by thinking about it we mean that the company has to make some sort of document in which this is all properly mapped Context Analysis Clause 6 this document is called context analysis you may notice that we use the document icon which is needed every time that the standard asks us to put into written form now you might be asking yourself why why does the 45001 standard want us to do this mapping and why do we have to put it into a document this is needed for two reasons the first one is that this document is to be considered a sort of diary by writing down every year a full report of everything that influences the company we can have a sort of history of our business and how we manage to face ohs problems as they arose by consulting this document in the following years the company's management will be able to figure out quickly the strengths and weaknesses of the company regarding ohs the second one is that context analysis is the first step in risk management if a company is successful in mapping everything that is around it then it could easily write down all the possible risks and opportunities that lie ahead if a company is successful in mapping everything that is around it then it could easily write down all the possible risks and opportunities that lie ahead we will further explore these concepts in the lesson dedicated to risk and opportunities analysis for now let's just stick to the concept that good mapping leads to good risk management English (auto-generated) sub chapter 4.3 interested parties and internal external issues in this chapter we will get familiar with the way the standard requires us to do our context analysis to be specific we will learn how to use the following terms properly interested parties internal external issues let's start with the main character in this story your company the basic concept is that no company is an island because it has to deal with many different parties and trends to work correctly and safely everything that surrounds it is called context and the standard requires us to map it is there a specific way in which the standard wants us to map the context of the organization the answer is yes kind of so we could start from our company again and this time we could define the context in the way the standard asks us to do the standard wants us to think this way firstly your company could be influenced by other parties you could see these parties as entities of their own with their needs and expectations these needs and expectations make them be somehow interested in how your company is doing that's why the standard calls them interested parties the most common interested parties are listed here workers trade unions owners suppliers clients competitors there may be many more the other things your company could be influenced by are the internal and external issues these are less simple to explain this family is made of all the things that could influence the way your company deals with ohs but are not entities of their own they are rather concepts global trends etc before going onward please focus on the two arrows between your company and the interested parties and on the two arrows between your company and the internal and external issues they symbolize the mutual influence between your company and its context just like we saw a few slides back English (auto-generated) Interested parties subchapter 4.4 interested parties in the following slides we will explore all these concepts starting from interested parties as we said we could consider interested party anyone that could be influenced by how your company manages ohs or that in turn can affect how your company handles ohs so far we made some examples workers trade unions owners suppliers clients competitors for all these parties we can imagine their needs what do they ask your company regarding ohs their expectations what they expect to receive from your company even without ever asking for it in an explicit way overall we have to think of all the different ways there could be a mutual influence in other words we could ask ourselves not only what they can get from my company but also what they could give us let's get into more details and ask ourselves for each of them what are their needs and expectations workers what are their needs and expectations this is intuitive they are the most critical interested party even the most efficient company may have severe accidents if even just one worker decides to ignore the ohs procedures and in turn they are very exposed to every choice the company may take regarding ohs so what are their needs and expectations we could think together about the most common ones of course when you will make your list you will have to be more precise the first need we can think of is a healthy workplace then of course having the correct ppe according to ohs courses generally being trained adequately before doing any new task being able to communicate about injuries near miss and so on every time these requests are explicit we can think of needs in some of these cases the expectations are more implicit for all of them we could go way into details of course trade unions what are their needs and expectations they can influence ohs through their demands and their cooperation what could be their most common needs and expectations they probably want to be heard and they want to be consulted every time there is a choice to be taken that could have any repercussion to ohs for example when a new kind of production is planned or when a new kind of chemical substance is going to be used they also probably want an overall good level of communication every time there is an ohs matter for example an injury they expect to receive the news so they can make their evaluation too in extreme synthesis they don't want to be cut off from important pieces of information and important decisions owners shareholders if your company is owned by an entrepreneur this interested party consists of the owner if it's a public company this interested party is technically made of everyone who owns a share so by the shareholders whoever owns the company the point is that since they are the ones that make a budget allocation they can have a very decisive role if they decide to spend more on safety for example by adding new protective technologies to machines or by spending more on ppe they could drastically improve ohs their needs consist of having as much cooperation from employees as possible by cooperation we also mean that workers should follow working procedures and guidelines like we saw in many other cases among the needs we can also list a good communication flow owners want all the key figures in ohs to be able to report unsafe situations both from workers and from external parties such as contractors suppliers the ohs conditions of my company can influence some kind of suppliers for example the workers of companies that provide maintenance to other companies machinery can be exposed to the risk of those companies or in turn it could turn backward if these workers don't work in safe conditions they could put other workers at risk clients for some kind of companies clients can be influenced by a company's ohs conditions too one of the most common situations is that your clients may need to have some guarantee that your company is not a threat to their business continuity in other words they want your company to be able to keep to provided services because in turn they want to be able to do it too if your company produces cheese and your clients produce frozen pizzas they need you to be able to keep producing cheese and of course one of the ways they make sure that your company doesn't risk shutdown is by making sure that your company does everything it can to avoid incidents and we all know that having a 45001 standard is an excellent way to manage that risk also they may need your company to work safely for ethical reasons and maybe because they don't want reputational damage in case something happens in your company even competitors may be one interested party in other ways the way your company manages safety could indirectly influence theirs and vice versa if all your competitors start to use a different new kind of ppe your company needs to understand why and maybe it has to learn from them also the way your competitors work may influence your company because if they have an accident your company may suffer from reputational damages too so we may say that even competitors count and we have to think of their needs which could be fair play and the need to exchange valuable information related to safety Internal external issues sub chapter 4.5 internal external issues now we can go back to the global representation of the context we just explored the interested parties area right now we can talk about the other family internal and external issues internal and external issues include conditions characteristics or changing circumstances that can affect the company of course they can be positive or negative the following are just generic examples of internal issues governance organizational structure roles and accountabilities policies objectives and the strategies that are in place to achieve them the culture in the organization procedures instructions guidelines contracts working conditions among external issues we could think of these examples cultural surroundings technological surroundings market competition new knowledge on products new scientific discoveries for each of them as well we could think of how they influence the way your company manages ohs there is no need to discuss them separately though since some of the things we could say would be partially redundant with what we saw before we can talk about the most important technology think about how technology can influence ohs new technologies may change the risks to which workers are exposed to for example the introduction of robotics in some productions reduce the risk of back pain but introduce new risks robotic arms may injure workers another example policies can influence ohs because by introducing clear rules they generally make the workplace safer in more prominent companies policies are made by the central branch and are a way to spread safety culture all over the company and last but not least working conditions are a crucial example of how an issue can greatly influence ohs since they determine directly how safely the worker will operate Making a context analysis subchapter 4.6 how to make a context analysis in this lesson we will finally see in detail how to make a context analysis now that we have the necessary knowledge to prepare our own context analysis let's start writing this document that's why we switched to the build part with the pencil and the wrench icon on the upper right of the screen in this slide you can see the whole process of writing the context analysis as usual we will navigate through it with a step-by-step approach the step zero of making a context analysis is planning interviews with the interested parties who play key role in ohs the step zero of making a context analysis is planning interviews with the interested parties who play key roles in ohs making interviews with the interested parties or at least some of them is highly suggested since it's the easier way to gain all the inputs you need to write this document so choose the interviewees think of all the people in your company that have somehow a key role in ohs and plan an interview with each of them for example you could interview a trade union representative the health and safety manager the factory doctor the production manager the duration of the interviews should be not too short not too long ideally not less than 30 minutes no more than one hour if you think it could help prepare beforehand a set of questions to make make sure to cover critical topics such as who in their opinion is an interested party in ohs what are the current plans to manage ohs what could be done in the future to improve ohs the result of your interview will be a text file that you could keep as some sort of proof that your company made its context analysis in a very accurate way now that we gained the information needed it's time to put all this information in a context analysis document the most common way to make a context analysis document is to prepare one matrix made like this you will become familiar with this matrix because it's the one we will use in our milestone project first column here you will put all your interested parties internal issues and external issues to be fair in our milestone you will find a separate matrix for interested parties and another matrix for internal and external issues think of this column as just a list second column here you will put a description that details what you just wrote in the first column third column here you will put how it could influence the way the jack and sons company manages ohs to be more specific in the case of interested parties you should also write an evaluation of their needs and expectations regarding ohs in the case of internal external issues just write a review of how they could influence the way my company deals with ohs fourth column here we should write our verdict do we consider it relevant for ohs or not this question is quite important since as we will see in the following slides if we state that it is relevant the game goes on we will keep evaluating it in our risk analysis finally our fifth column annotations i suggest you always leave an extra column so that you can put some extra annotations if needed so this ends the part in which we learn together how to make the context analysis matrix in the next sub-chapter we will make two simple examples Examples subchapter 4.7 how to use the context analysis matrix ok now that we made our tool let's make it work we could see together one example for an interested party and one for an issue internal or external issues it doesn't really matter as for the example we can stick for the cheese factory example we already talked about before it's easy to stick with one main example and keep using it in different ways rather than making many different new examples each time we can start from an interested party for interested parties we could make this example workers we started with this one because it's always the most relevant interested party you could think of making a context analysis in which workers are not considered could be judged very negatively during the third party audit in this slide you can see how this matrix looks when compiled and we will read it all step by step in the first column we just put workers second column as we said is description what could be said about workers in our cheese factory how many of them what do they do what hazards are they exposed to we wrote that the jack and sons factory has 20 workers three are employed in office duties 15 are employed in the production area two are employed in the warehouse we also wrote that workers employed in production are exposed to chemical risks and to back strain risks third column is evaluation how do workers influence the ohs of my cheese company and most importantly what are their needs i think we should say that workers influence directly ohs their commitment is needed in order to make everyone follow the procedures we can't just write procedures and expect them to work by themselves we need workers to follow them of course also what are their needs workers need ppe and need tools to report unsafe conditions finally relevant not relevant based on what we wrote before we should state that they are relevant for the ohs in my company as we said before we also made an annotations column in this specific case i don't think there is a need to use it now let's see our second example we said that we wanted to see an example of an internal external issue we will pick this issue procedures instructions guidelines so in our first column we have just the title procedures instructions guidelines as for description in our cheese factory example the company is already quality certified but not yet ohs certified there are some procedures but not for everything so we can write the company is already certified for quality iso 9001 but has no certification for ohs most of the processes do not have a written procedure in the evaluation column we will write down how this issue could influence ohs having a clear sets of rules is considered fundamental to guarantee safety in the workplace finally in the relevant not relevant column we can write that they are however considered a key element to improve ohs therefore we can say they are relevant one final thought when you make your own context analysis document be sure to put in your matrix also some interested parties and some issues that are not relevant it will make it more complete you will prove to the auditor that your document covers everything as for the annotation column nothing to state here too sub chapter 4.8 from the context analysis to the risk evaluation so in the two previous chapters we learned how to make a context analysis matrix and how to write on it the whole concept is that you have to keep doing that for all the interested parties and all the internal and external clauses you can come out with some of them will have the relevant tag while others will not have it what's the use of that well that's the topic of this subchapter for the not relevant ones the game stops here your company thought about it and found out that for now no further evaluation is needed so for the not relevant ones this document works as some sort of proof that however you thought of them for the relevant ones the game goes on there will be a lesson entirely dedicated to it but for now we can anticipate a bit you will have to think about possible risks and opportunities related to them in other words it will be used in your risk opportunity evaluation the scheme will come back too because it's quite essential to have a clear idea of how this whole process of risk-based thinking works just to be clear this is not the only way to make a context analysis document some companies don't just make a matrix but also attach a text document in which they explain with more details how they fulfill needs and expectations or the interested parties how complex should your context analysis be as for everything else in our system it depends on the complexity of your company and how complex it is for your company to manage ohs for a company of 10 employees it could be a three-page document for a company of 300 employees it could be a 30 page document how often should you update this document updating it once a year is generally considered compliant with what the 45001 standard asks of course generally from one year to another the context does not change very much so very few corrections are needed with this slide we completed the fourth chapter of this course this chapter has been pretty tough because for the first time the standard required some practical work by making us write the context analysis but don't worry by completing this chapter you just passed the most challenging part of the risk management plateau the following chapter will be quite different because it will make us think about the leadership and its role in ohs see you there then on chapter 5 leadership and commitment Introduction leadership and commitment sub chapter 5.1 effective leadership in this lesson we will focus on the key factor for every successful system its leaders and workers since iso 45001 is a management standard a lot of focus will be placed on managers and the way they could be effective leaders the fifth clause of the standard is called leadership and worker participation and basically tells us the requirements of the 45001 standard regarding workers leaders and their commitment to a safe workplace this could be achieved in many ways but we can identify two pillars employee engagement and effective leadership as for employee engagement generally speaking a safe and healthy workplace can be achieved only if all workers believe in it for many reasons first of all occupational health and safety depends on many small actions that go from wearing ppe to following instructions to be able to spot hazardous situations you can't possibly think that there should always be a manager there to check on them most of the time they cannot be physically present in other words ohs systems need workers to believe in good practices and actually put them in place even when no one is controlling them and for leadership one right way to make workers really believe in ohs is having managers that give an excellent example to follow generally speaking if employees see top management taking health and safety seriously this will significantly assist in the development of a positive culture throughout the organization another critical element of effective leadership is the ability to set goals and strategies to which of course workers will have to commit so let's get into more details we will pick the most relevant parts of the clause and see how they could or actually should apply to your company there are many ways through which your top manager should show leadership and commitment firstly the manager could show leadership by making goals related to ohs who match with the global strategy of the organization this is all summed up in this simple image firstly the company's management thinks of policies guidelines and goals but then these thoughts have to be put in practice and the manager has to establish these things and actively do everything that is needed to make them concrete for example if the organization implemented a zero injuries policy it's up to the manager to put this policy into practice with specific projects also leadership can be shown by ensuring the integration of the ohs management system requirements into the organization's business processes what does it mean it means that ohs specialists need to cooperate with other areas such as human resources engineering operations there are many situations in which the cooperation of ohs specialists with human resources is needed let's take one example in this example your company decided to switch the employee joe from a more static job to a more active role he is going to be transferred to the operating line this change has many consequences and among them there is also a change in the ohs hazards of his job in the job he was doing before no heavy lifting was needed now he has moved to an area where heavy lifting is needed if only the operations department takes care of this change the things that will be taken into consideration will be training him for the new job evaluating the details of the contract this is clearly not enough the quality department usually does not think of the health and safety factors but someone should maybe the worker could suffer back pain because of the different risks that he was exposed to so to put it simply the quality department should communicate with the ohs department and they should evaluate together if this change is okay on all fronts different areas of the organization should always communicate with each other another way by which leadership and commitment can be shown is ensuring the necessary resources are available necessary resources may be the right personnel in many cases the only way to work safely is by having the right resources in this very basic scheme we can see how the right resources make the difference for example we could consider human resources workers let's see an example of how the direct allocation of human resources could influence safety in case a we have just one worker for a job it is cheaper of course but it's less safe why because some jobs could be done by just one person but are actually safer if they are made by two people if something happens to one worker the other one can call for help in case b we have more workers for a job it costs more but it's also safer let's take another example equipment the availability of ppe could be a critical resource your company has to show its commitment by giving ppe when needed even if they may be costly in case a ppe is not available it is cheaper of course but it's less safe it's not even legal to be honest in case b ppe is available the availability of proper equipment ensures safety in the workplace the same could be said for training safety training is often costly some companies may be tempted to save on training costs of course it would be cheaper but it would be quite risky on the other hand effective training could really make a difference between a risky workplace and a safe workplace it's the only way to be reasonably sure that your workers really learned the work procedures and finally leadership and commitment can be shown by encouraging employees to get actively involved this may be achieved firstly by making them aware of their responsibilities from the ohs point of view this means showing them how their role could help other workers in having a safe workplace but also teaching them the possible consequences if something wrong happens this clause of course also aims at improving organizational culture about ohs this could be done through planned meetings between workers and the company's management during which anyone can talk about past incidents generic ohs problems and suggest ways to improve safety The OHS Policy leadership and commitment sub chapter 5.2 the ohs policy we already said that the 45001 stresses the concept of a strong commitment by the management this commitment is so important that the 45001 standard requires a document in which the company writes down how it plans to pursue it this document is called the ohs policy there is no fixed name for the policy if your system is a quality and safety system it may as well be called quality and safety policy if it's a quality and safety and environment system it may be called you guessed it quality and safety and environment policy or maybe something simpler as integrated policy or you could just call it company policy so how should our policy be policies are usually quite generic because it's just a document in which it's written the long-term strategy by which your company wants to reach the goal of a safe and healthy workplace of course it has to be a written document the standard as always uses the term documented information they are usually made of just one page because their goal is to show your strategy to everyone involved in a way or in another with your company another key point it has to be available to all your interested parties it is essential to share the organization's commitments with its workers contractors and others who work on behalf of the organization making the health and safety policy publicly available or available on request assures that the organization is doing its part to achieve positive ohs outcomes also it should be available to your workers most of the time you can find a company's policy in its website and or in posters posted in the company's hall and finally of course it has to be relevant and appropriate just like for any other document of your management system there is no point in lying How to make an OHS Policy leadership and commitment sub chapter 5.3 how to make an ohs policy but what are the requirements for an ohs policy compliant with iso 45001 there is a clause entirely dedicated to these requirements clause 5.1 at a minimum these commitments are required provide safe and healthy working conditions for the prevention of work related injury and ill health which are appropriate to the specific nature of the oh and s risks to which workers and others are exposed provide a framework for setting the ohs objectives include a commitment to fulfill legal and other requirements include a commitment to eliminate hazards and reduce oh s risks include a commitment to continual improvement of the ohs management system include a commitment to consultation with and participation of workers and where they exist workers representatives it's not easy to write a good policy because it has to be quite generic but at the same time very customized to your company if your company is a cheese factory your policy is likely to be quite different from the policy of a high-tech company if your company is a cheese factory with 10 employees your policy is likely to be different from the policy of a cheese factory with a hundred employees usually policies are written down by consultants and ohs managers who make a final check to see if the draft policy is compliant with all the before mentioned requirements and now like every other time we met a requirement that needs a document we can see together how you can make it my suggestion is to divide your policy in four different parts an introduction a section regarding your ohs goals meaning what your company wants to achieve a section regarding your projects meaning how your company wants to achieve its goals and a final section regarding that works as closure in the following slides we can write together all these parts let's start from the introduction the introduction has to be of course short it's just something that says who made this policy it could be the top management of jack and sons is aware of the strong ethical aspect weight of its activities and therefore is committed to conduct its business by setting the following objectives is this clause is simple and clear enough yes but maybe we could customize it better don't forget that your policy has to be custom made we could say something that stresses the fact that your company pays great attention to food hygiene because it keeps in high consideration the health and safety of its customers this is a helpful reference to what this company does so here is the extended and customized version the top management of jack and sons is aware of the strong ethical aspect weight of its activities health and safety have always been top priorities of the company since great attention to food hygiene is required in order to preserve the health of its customers therefore the company is committed to conducting its business to preserve health and safety of all its interested parties by setting the following objectives now we can move to the goals section as for goals this could be a simple generic example working in compliance with the ohs national legislation working in compliance with the corporate policies of its clients providing safe and healthy working conditions to its workers eliminating occupational hazards and reducing health and safety risks just like before it would be better to customize it at least a little bit as for national legislation you could put a slightly more detailed reference what ohs legislation does your country have as for your clients if you have a specific kind of client why not put it here in our cheese factory example an example of clients could be a frozen pizza factory they could be mentioned here for example working in compliance with the corporate policies of its clients which mainly consists in companies in the food sector as well that share the same values as for safe and healthy work conditions our cheese factory could have reduced its risk through automation we could put it here providing safe and healthy working conditions to its workers eliminating occupational hazards and reducing health and safety risks through automated lines now we can move to the project section now the project parts we said what we want to do let's see how promoting consultation and participation of workers and its representatives evaluating investments and modifications to processes by considering not only the economic financial aspects but also the health and safety aspects managing its facilities according to the principles of the best available technologies communicating with stakeholders such as the local community especially the community of townsville and the authorities cooperate actively with all other parties in the supply chain suppliers customers to ensure compliance of ohs adopting an integrated management system compliant with iso 45001 2018. in this part too a little more detail would be good you could mention trade unions if your company has it you could define more stakeholders who is your local community was your factory built near a town or an industrial complex finally let's write the closure in the closure part you could write the role of management and the role of each worker in ohs in our example we wrote something general but of course you could customize it more the principles that are hereby stated are considered by the top management to be a valid support for the key processes of the ohs as well as a tool to pursue continuous improvement the top management takes a leadership role in promoting these principles at the same time all employees in their respective areas of expertise are required to monitor and periodically verify compliance with these principles okay now you wrote all these four parts it's time to put them together to make your ohs policy you just have to make a final check does your policy cover all the minimum requirements of clause 5.1 i just put all our pieces of the policy together here in this slide i know it's all fine print but you can always go back and check the bigger version yes it fits all the points in clause 5.1 have a line here or there that covers that point of course it does not have to have the same words of that clause literally it's always better if you put all these concepts in your own words the ohs policy should be checked periodically to ensure that it remains relevant and appropriate to the organization this means that at least once a year the company takes some time to read it and check if it's still coherent to the company's scope and strategies the specific event in which companies usually review their policy is the management review and we will deepen this topic later in the course Organizational Roles and Responsibilities leadership and commitment sub-chapter 5.4 organizational roles and responsibilities in clause 5.3 of the standard it is stated top management shall ensure that the responsibilities accountabilities and authorities for relevant roles related to the ohs management system are assigned and communicated at all levels within the organization and retained as documented information what does it mean it means that iso 45001 requires that the responsibilities and authority of all the workers have to be documented this means that a workplace where everyone can do every kind of job is probably not safe at all because every duty may have its specific risks and therefore need specific training and or precautionary measures let's go back to our example of a cheese factory joe has been moved from being a warehouseman to being a blue-collar worker he switched from a job that only requires him to work at a computer all day to another job that requires him to handle hazardous substances has he the needed training and requirements the easiest way to deal with these situations is by having for each kind of job a document called job description this document states for every job the needed requirements and training the risks and hazards related to the job this kind of document makes it easier before moving joe from one job to another we just have to check if he already fits what is written in the job description of his new job another use of this document is of course to enhance communication before moving job to new job we could show him this document to be sure that joe knows what the company expects him to do also procedures work in the same direction by having documents with clear indication on how to do something responsibilities and duties are very clear now for the build part we can see a simple example of how you can make your organograms and your job descriptions to be fair technically job descriptions are not among the mandatory documents but they are very highly recommended this simple form of job description has all your company needs job title scopes here you can put a general description reports to who's his direct boss area activities the level of detail for this part depends on your needs minimum requirements here you could put what kind of education is needed for this role and or the soft skill that are required health and safety this is the part that is more relevant for us since 45001 is an ohs standard here you should put the risks related to this role the ppe that is needed and the safety training that is needed if a job requires you to lift more than 20 kilos maybe it's better to put it here if a job requires night shifts it's better to put it here everything that could help to understand if someone is fit or not for a position and what should be done to make him fit should be put here having a very clear idea about your hierarchy is quite vital since your manager is the one that knows best about the dangers of every duty if a worker has any doubt about the dangers of a duty that he has been assigned he has to ask his manager about it hence it's essential to know who your boss is this is usually achieved by writing a so-called organization chart an organizational chart also called organogram is a diagram that shows two things it shows the structure of an organization and the relationships and relative ranks of its jobs usually they fit in just one page and have this meaning vertical lines represents leadership so it means that the one on top is its boss horizontal lines represent co-working so it means that they work together for a shared scope in our example jack jones is the general manager and is boss to these three workers these workers being at the same line are just co-workers organograms are usually way bigger and their dimension depends on how big the company is and how complex they are every company compliant to the 45001 has to have an organizational chart which has to be periodically evaluated ideally workers should read this chart so it's usually best to put it in the bulletin board now for the build part let's learn how to make an organogram the first thing that you should keep in mind when writing an organogram is that it has to be consistent with all the other terms you used in the other documents in many companies there is more than one way to call one job but you have to make an effort to avoid ambiguity another key point remember that horizontal lines are used for co-workers and use vertical lines where there is a hierarchic relationship also remember that organograms have the purpose of clarifying relationships inside your company you should avoid if possible situations in which someone has more than one direct boss this could also be dangerous because these two bosses could not be aware of the orders of the other boss leading to ambiguity one last concept one worker can have more than one role in these cases you could just make an organogram where these two roles are both represented every role has a separate box and just put this worker in both of those boxes one final note the idea of having a very clear idea on all levels of what we could and should do is the so-called diffused leadership model it means that companies where there is only one boss that knows it all while others just have to obey is a thing of the past in a modern company everyone makes its part and everyone has its responsibilities in ohs in other words there is a complex hierarchy Consultation and Participation leadership and commitment sub chapter 5.5 consultation and participation consultation and participation is the topic of clause 5.5 of the standard as we saw before participation of workers is considered a key requirement in the 45001 standard good performances in ohs could be obtained only through complete endorsement from every interested party and workers are considered the most relevant interested party what is the difference between consultation and participation consultation is about seeking employees views and considering them it's a more passive process technically consulting workers just implies listening to their requests and being able to provide feedback participation is about joint decision making this means jointly undertaking a risk assessment and agreeing actions to lower these risks it also means being involved in deciding the organization's ohs policy and objectives this kind of involvement is no doubt more effective both of these two ways of communication are needed there are some situations in which you may need both of them and some when you may just need one of them as to how a company should encourage participation basically the standard asks companies to make meetings possible by giving enough time in suitable places also by identifying and removing obstacles to participation for example by organizing meetings in a time and place that is suitable for all interested workers participation should be encouraged at all levels since every level may have a different approach and could help all the other areas to identify risks and opportunities managerial workers tend to be more sensible towards specific themes while non-managerial workers tend to have a more practical approach the standard is also very detailed when describing all the situations that could require workers participation you can find them in this slide but there is really no need to go into this level of detail in simple words the organization should consider the need for worker consultation and participation for every key topic that could somehow be related to ohs as for the course we can talk about the most important ones new processes every time some change occurs in the way a company operates a question arises do these changes bring new hazards or do they bring hazards in areas where there were no hazards before new policies and procedures if the way something is done changes then many other things could change even ohs matters new chemicals new materials sometimes new chemical compounds lower the overall risk for workers sometimes they don't workers should be consulted or at least be warned about it investigation about incidents every time an incident happens there should be some kind of consultation of workers that are somehow linked to the event ideally their supervisor should be involved too practical means of improving consultation and participation include establishing a safety committee consisting of managerial and non-managerial employees any company compliant to the 45001 standard has to manage worker consultation somehow it is up to the organization to determine the best way of ensuring effective consultation and participation many companies set up formal mechanisms such as health and safety committees these committees are made by English (auto-generated) chapter 6 plan sub chapter 6.1 introduction to risk management this chapter deals almost entirely with the contents of clause 6 of the standard clause 6 describes planning which you may recall is the very first step of the pdca cycle the sixth clause starts by stating where should our planning come from when planning the ohs management system the organization must consider the factors referred to in point 4.1 context the requirements referred to in clause 4.2 interested parties and 0.4.3 scope of its management system for ohs and determine the risks and opportunities what does it mean it means that our risk analysis should have the context analysis as an input let's go back a little bit to what we saw in chapter four in our context analysis we wrote down the interested parties the internal issues and external issues then we found out what are relevant and what are not for the not relevant we said game over for the relevant ones we said that further evaluation is needed well this is the moment in which we do this evaluation and this evaluation is called risk opportunity assessment so let's switch to a more complete version of the scheme you don't have to immediately understand this part of the scheme by now let's just stick with the idea that your risk opportunity assessment is part of a more complex scheme at the end of this chapter this scheme will all be clear why is planning so relevant why does the standard put so much stress on the concept of planning let's start from a basic definition planning is the process of thinking about the activities required to achieve a desired goal the key word here is thinking we could firstly see the classic way of managing safety reaction some ohs specialists manage safety just by looking at the things that happened and then of course do something to prevent it from happening again in this slide you can see a negative event represented in the red box a guy that goes from being fine to being injured the ohs specialist who is the guy with the necktie just asks himself hmm what happened but it's clearly not enough when the ohs specialist wonders what happened it's already too late it's not acceptable the modern way of managing ohs is completely different it's prevention a strategy focused on prevention means avoiding something by stopping it before it even starts in this slide the ohs specialist is trying to think about ways a worker could injure himself in this way he could prevent the event from happening how is it possible we just remember that the world of iso is a world of rationalization therefore there is not much room for guessing there are no such things as fortune tellers in the world of iso the only real way to prevent something is a thorough study of anything that could lead to it this kind of study is risk management what is the scope of risk management in our field which is ohs it is used to prevent hazards prevent or reduce undesired effects achieve continual improvement and you may ask yourself where could i use it this technique could be used basically everywhere it is used in quality systems to prevent non-compliant products it is used in environmental systems to prevent environmental disasters it is also used in other areas such as insurance companies in clause 6.1.1 the standard says that the organization must keep documented information related to risks and opportunities processes and actions necessary to determine and deal with risks and opportunities so the risk opportunity assessment is so essential that it is one of those relatively few documents that you really have to make that's why we put here the icon that we always use when there is a document that is truly mandatory and how should you make it like for all the other documents the 45001 standard has no strict requirements about how your company should do it we will try to make together a simple and effective document that fits the standard requirements sub chapter 6.2 theoretical basis of risk management so before going into details about how you could prepare your risk and opportunities analysis we should spend some time to see what the standard wants us to use as input for this document let's see the inputs everything that globally you have to take into account while preparing your risk analysis clause 6.2 says that hazard identification has to take into consideration many different things that are listed from a to h first point a the organization must take into account how work is organized social factors including workload work hours harassment think about it a lot of jobs are considered risky because they are considered hard work that require physical labor for example some kind of factories such as steel factories are almost always noisy and hot also some jobs are considered risky because they may expose workers to harassment think of nurses they have to deal with patients who may not always be collaborative many jobs come with specific stress and risks point b the organization must consider both routine and non-routine activities maybe your organization is not that risky when it's doing its routineary activities but could be risky and non-routinery activities this is true for many factories where the routine work is quite simple and not risky at all while non-routine activities such as cleaning the machinery may expose workers to some hazards in this example cleaning the machinery could lead to risks because it may involve hazardous chemicals or it may need the worker to go to areas different than the usual ones he may have to go there to change a fuse to open a valve etcetera also the human factor plays a significant role while doing something non-routineary valuable input for your risk and opportunity analysis is to learn a lesson from your company's past for almost every incident that occurred in the past you should ask yourself if it's still possible for it to happen again in a way or another it's very simple if once your employee slipped on a wet floor on your company your risk analysis should consider the possibility of it happening again as historians say learning about your past is the best way to figure out your future in chapter 10 which is about the topic of improvement we will see in good detail how you could keep track of your past incidents according to the 45001 standard also potential emergency situations and the precautions your company takes to be prepared if they occur has to be taken into account this topic is so important that it deserves a lesson entirely dedicated to it another key input for your risk and opportunity analysis is thinking about who has access to the workplace and their activities so you must think not only about workers but also about contractors visitors and other persons even clients all these people that are physically in your workplace may be injured or they may injure other people you should think about the companies that are physically your neighbors and how they can be affected by the activities of the organization in the event of a major incident like a fire a safety problem in your company may cause serious problems to other companies or it could be vice versa they could harm yours some risk analysis also considers workers who are not under the direct control of the organization even the contractor of your contractor also called subcontractors may be relevant to your company's ohs point f wants us to focus on technical factors such as the design of work areas and work organization point g wants us to focus on another possible source of hazards changes that's why there is one clause which is clause 8.1.3 that is entirely focused on change management we will explore this concept better in the lesson about it another key input may be a new scientific discovery or new technologies they may change even quite quickly how your company may think about its risks just think of all those productions that were considered not so dangerous just a few decades ago like asbestos manufacturing sub chapter 6.3 how to make a risk opportunity assessment now let's proceed and see in detail how the risk opportunity assessment has to be made this is a quite practical subchapter so after a very brief introduction you will see the pencil and wrench symbol on top our starting point in this lesson is uncertainty the future is not written yet there is no such thing as a crystal sphere that makes us know exactly what the future will be this uncertainty could have two types of effects on your company it could have a negative effect in this case we call it risk or it could have a positive effect in this case we call it opportunity so what should we do should we avoid all risks and opportunities absolutely not a healthy organization makes evaluations of its risks and its opportunities this helps them in planning the right strategies to prevent them and face them that's why in our scheme you may see that from risk has an arrow that leads to risk evaluation an opportunity has an arrow that leads to opportunity evaluation in the following chapters we will learn to make risk evaluations and opportunity evaluations according to what the 45001 standard says one final note before going forward so far in this course we almost entirely talked about hazards and risks in other words we just thought of negative aspects of uncertainty the reason why is quite simple it's easier for us to do so thinking about something that could go wrong is more intuitive than thinking about something that could go well nevertheless the 45001 standard asks us to take some extra steps and think about both risks and opportunities how to make a risk opportunity assessment the standard asks for a standardized way of evaluating risks and opportunities this means that we have to come out with a defined set of rules to do it and just follow them during the 45001 audit the auditor will check if your rules make sense and he will see if you applied them correctly most companies have a simple set of rules like this one write risks and opportunities for each relevant interested party write at least one risk or one opportunity two evaluation then for each risk opportunity make a probability impact evaluation this is the best way to weigh them three plan improvement actions and finally use the evaluation that you made at point two to decide if your organization has to do something to avoid the risk or catch the opportunity let's see these steps in detail focusing just on risks for now the first rule could be summarized in write risks opportunities what does it mean for each relevant interested party and for each relevant internal or external issue write at least one risk or one opportunity this rule is a direct reference to our context analysis document so we have to go back to what we said while preparing it in chapter four so a quick recap of our context analysis could be useful in our context analysis we made a list of all the interested parties and all the internal and external issues that we could think of for all of them we made some evaluations we asked ourselves how much do we think they influence our ohs or how much our company does affect their ohs if there is a mutual influence we state that it is relevant if not we state that it is not relevant now the new part the standard asks us to come up with a risk and or with an opportunity for each one that we classified as relevant in this slide abc is considered relevant therefore we come out with item number one which is a risk def is considered relevant therefore we come out with item number two which is a risk lmn is considered relevant therefore we come out with item number three which is an opportunity you may ask when is an opportunity needed when is a risk needed it depends on the interested party and on the internal external issues some of them may lead more naturally to a risk some of them may lead more readily to an opportunity what matters is that overall your risk opportunity assessment is made while considering both risks and opportunities now let's try to talk about something more concrete no more abc and def let's make some examples of risks and opportunities we already saw one example of an interested party workers and an example of an internal issue procedures instructions guidelines and finally let's add an external issue market competition as for the risks related to them we have written them in the description column for workers one risk could be unsafe practice by contractors could create unsafe conditions for the company's workers for procedures instructions guidelines one risk could be not all workers can properly access to the needed procedures since the company only uses the digital copy and for market competition we can think of something positive an opportunity if competitors use a new safety technique the company could learn from them and implement it as well so far we just had to come out with hypothetical risks and opportunities but thinking about risks and opportunities is not enough now we have to decide what risks and what opportunities need our attention and what don't this could be done through the second rule evaluation the rule that we wrote was for each risk opportunity make a probability impact evaluation there is not just one way to evaluate risks but here we will see the most common the probability and impact matrix probability and impact matrix is a tool for the project team to aid in prioritizing risks and opportunities what do we mean by prioritizing we mean that we have to find some way to find those who need more attention more time more resources as its name says this method works by giving to each risk opportunity a probability value and an impact for risks it works this way probability the probability value answers to the question how likely is it to happen for now let's make a scale that goes from one to three impact the impact value answer to the question if it happens how bad is it for my company same here let's make a scale that goes from one to three final calculation level of risk opportunity after you gave to each risk opportunity these values you can give to each an overall value of level of risk opportunity which can be obtained through a simple calculation the level of risk is equal to probability of the risk times the impact of the risk before jumping to some examples it's better to elaborate more on these concepts how do we assign these probability and impact values you have different ways to do it the most effective is to choose a set of questions that may help you to access the right values for the probability value you have to ask yourself has this ever happened before if yes high value if not low value can my company manage this event is it entirely on my company without other companies or other people having some influence on it if yes low value if not high value is this event already taken care of by my management system in other words is my company already taking care of it if yes low value if not high value usually auditors like very much when companies have some rational fixed way to think about probabilities the more your methodology is fixed the better for the impact matrix the same principle applies try to pick some fixed questions and always ask yourself more or less the same questions they could be the following could this event lead to a severe injury could this event lead to death could this event have a negative influence to other aspects of my company such as the environment or could it lead to quality issues and now we can use the third rule of the risk opportunity assessment plan improvement actions the probability impact evaluation rank determines a specific set of actions by the company we have to make a correlation between the level of risk opportunity and the improvement actions that your company has to do a good probability and impact matrix states exactly what has to be done for every level of risk opportunity it could be the following level of risk of one or two it's all okay no need to improve level of risk of four some attention is needed the organization checks the situation through audits and through checking indicators level of risk of six the organization puts in place improvement actions in the medium term level of risk of nine the organization puts in place immediate improvement actions sub chapter 6.4 a risk assessment example now that we really set the rules in chapter 6.3 in the following slides we could put them in practice with one example of risk assessment and by the way i can anticipate you that in the chapter 6.5 we will see an example of opportunity assessment in the first example we will pick one risk and we will evaluate it together we could go into details with this risk unsafe practice by contractors could create unsafe conditions for the company's workers what does it mean the risk of a worker injuring himself because of an error made by an external contractor such as a worker of the company that does maintenance to heavy machinery now we can start playing with probability and impact let's figure out the probability has this ever happened before let's say yes is it all on my company well no my company has to do its part but also my contractor's company has to do its part does my company's system already manage it let's say no in this example my company has no process that states exactly how to manage these situations with this scenario i think that the probability level is very likely let's give it a value of two this means moderate probability as for the impact let's ask ourselves the question we made before could this event lead to a serious injury i think so could this event lead to death well in the worst case scenario it could could this event have a negative influence to other aspects of my company such as environment or could it lead to quality issues we could say that the environmental problems are less likely while some impact on the production is likely with these answers the impact level is three this means high impact let's go to the matrix then if probability is two and impact is three two times three is equal to six the risk level is quite high what do we say for that level of risk opportunity let's just check our matrix level of risk of six the organization puts in place improvement actions in the medium term so we are back once again to our risk opportunity assessment the only part that is left to right for this example of risk that we played with is the action for now we will leave it blank because the action part is a matter that is so important that it really deserves a lesson on its own subchapter 6.5 an opportunity assessment example now that we explored the concept of waiting risk in this second example we can explore the concept of waiting opportunities for opportunities too we can think in terms of probability and impact with a very different state of mind though this time we will think in positive terms this is because as you can see in this slide opportunities are the positive effect of uncertainty exactly like we did with risks the starting point is always the context analysis our opportunity has to be linked to an interested party and or internal external issue in this example we will start from this external issue market competition so let's think of an opportunity linked to market competition in our example of a cheese factory our competitors are of course other cheese factories cheese manufacturing like any other industry uses relatively complex machinery we could assume that as years pass by new models are made with modern technology and new safety measures for our company the opportunity could be keeping in touch with competitors and be updated on technologies they use by doing that your company could learn from its competitors keeping itself competitive as well let's put this whole hypothesis in a simple phrase our opportunity could be if competitors use a new safety technique the company could learn from them and implement it as well once again we have to use the matrix probability how to weigh probability basically in the same way we weighted risk by asking these questions has this ever happened before can my company manage this event on its own is this event already taken care of by my management system we could just add one new question like what kind of resources does this project even need answering to them will help us understand how much feasible this opportunity is there is not much point in an opportunity which is not likely at all or not manageable by my organization a probability level of 3 means that this is a very feasible opportunity with a probability level of 1 means that by now this event is quite etheric impact as for impact the questions involved are the following could this event lead to a concrete improvement in the organization's ohs could this event prevent death could this event have a positive influence on other areas of my company such as the environment or quality and now just like before let's use this matrix in order to give this opportunity a probability level and an impact level probability has this ever happened before maybe not this leads towards a high score can my company manage this event on its own yes it can this too leads to a high value is this event already taken care of by my management system in our example it's not what kind of resources does this project even need usually these projects need some time because the ohs specialists can't just pick up the phone and ask some time an effort is usually needed to gain this kind of information for example the ohs specialist could attend specific meetings or webinars or make a subscription to some kind of association of the main cheese producers or maybe some kind of specific consultancy could be needed or the ohs specialist should need specific training so there are many answers that make this opportunity quite possible overall we could give it a value of probability of three impact could this event lead to a concrete improvement in the organization's ohs yes could this event prevent death well this is a stretch but yes it could could this event have a positive influence to other areas of my company such as the environment or quality this is a big yes working following quality principles means having a standardized way of doing it actually most of the times companies write procedures mainly for quality reasons so also impact could have a value of 3. now it's time to check our probability impact matrix if probability is three and impact is three the overall value of opportunity is nine in our rules nine leads to immediate improvement actions in other words this is an opportunity that your company really needs to take it would be a shame not to and here you can see the final result our opportunity has been doodly weighted finally our global scheme of the risk-based thinking methodology should be clear you can take some time to appreciate how at first it could be seen a little bit too high not enough concrete and then little by little it becomes very pragmatic and leads to specific improvement actions once again we should check with the standard assets just to see if we are overall compliant the company's methodologies and criteria for assessing ohs risks must be defined concerning their scope nature and timing to ensure that they are proactive rather than reactive yes our methodology is more oriented to prevention rather than correction we all know that prevention is better than cure risks and opportunities are entirely a preventative tool it's all based on hypotheses also our company should do a systematic evaluation are we complying on that i really think so since we built a systematic methodology sub chapter 6.6 improvement actions improvement actions are the last bit of a journey that starts with the context analysis we could make this very very very brief recap in the context analysis the organization maps its factors and internal external clauses then for all the relevant ones the organization thinks about risks and opportunities in the risk opportunity analysis lastly for all the risks and opportunities that have a high level of risk opportunity the company has to plan improvement actions that's it improvement actions are the main topic of this chapter we will see both why we have to plan them and whether or not the standard wants us to do them in a specific way in clause 6.1.4 planning action there is a clear indication of how and why an organization compliant to iso 45001 should take improvement actions what really matters for us by now is this part the organization must take into account the hierarchy of prevention and protection measures and outputs from the ohs management system when planning the action to be taken this means that every action that we could think of follows the so-called hierarchy of prevention and protection measures the best way to tackle a problem is always through prevention first the standard also says in planning such actions the organization must consider best practices technological options and its financial operational and business requirements it means that a forty five thousand one certified organization has to use the best technology available using obsolete technology would be a clue that safety is not on top of your company's priorities the term bat which stands for best available technology is often used improvement actions must a be consistent with the ssl policy this means that they have to be compliant with the generic principles stated in the ohs policy if for example your ehs policy states that your company believes in the participation of all workers in ohs your improvement actions should do so it is not likely to have only actions that involve just the top management and also b improvement actions must be measurable if practicable or be able to provide a performance assessment this means that improvement actions should be somehow measurable most of improvement actions are linked to indicators with a specific result set as a final goal to reach and finally of course our goals have to be monitored and the results should also be adequately communicated a forty five thousand one certified company should have an improvement program made of improvement actions every improvement action should be planned by writing down for each one what needs to be done what resources for example financial human equipment and infrastructure will be required who will be responsible when will it be completed how the results will be evaluated including indicators for monitoring as you may already have guessed the improvement program and the improvement actions in it have to be written in a document there are many reasons for it mainly because it's the only way to keep track of what was planned to do what has been achieved what has not been achieved the program should be reviewed at planned intervals and adjusted as necessary to ensure that the objectives are achieved usually the ohs specialist meets with the company management once or twice a year and just checks all these actions one by one this review can be done during the management review meeting now that we have all the criteria we could write together a couple of improvement actions we are entering a build module then example one for example we could think of an improvement action to do something for the risk unsafe practice by contractors could create unsafe conditions for the company's workers you might remember that when we made the risk assessment we left only the action part left to be written well now we will this is the basic scheme we will use it to be sure our actions will be planned just like the standard requires the scheme forces us to write the action that we want to take the resources who is responsible the final date indicators final goal okay then let's fill this matrix together the risk that we want to face is unsafe practice by contractors could create unsafe conditions for the company's workers what could we do about it in other words how should we plan the objective of reducing manual handling incidents called by contractor this objective could be reached by changing the way workers do their activities so firstly the company should ask specialized consultants to do some kind of study on how manual handling is done by contractors and how they could influence the safety of the company's workers most of the times the risk of incidents is reduced by little to drastic changes in the workplace layout so we could describe this action this way technical evaluation by specialized consultants now let's fill the resources column what resources for example financial human equipment and infrastructure will be required the company should basically say at least how much money it's going to put in this project in our example some money will be required to pay the consultancy and some money could be necessary to change the layout we could say that this project could need like five thousand dollars we could also write how many hours of work this company would like to use for this project in our example it's 10 hours in the final date column we will write when it will be completed in this input the more we are clear the better let's say that a project should be completed by the end of the fiscal year october 2020 in the monitoring column we will put the how the results will be evaluated including indicators for monitoring the best indicator would probably be the percentage of handling incident in final goal we could say that the project is successful only if these kinds of incidents are reduced by 10 percent in responsible we will set who will take care of this whole project who is to be held responsible if the final goal is not reached in our example since this is an improvement action which is centered on ohs technical matters we put ohs specialist mind you it doesn't mean that he is the only one working for it he is just the general manager for this specific project finally in the effectiveness verification we will put the final outcome we always have to make a final check and we really need to write what actions were effective and what actions were not example two this example has to come from a risk too all improvement actions come from risks this will come from the following risk not all workers can properly access to the needed procedures since the company only uses digital copies so what could we do to prevent this risk the ohs specialists could plan a series of lessons to workers in which all the contents of the procedures are thoroughly explained let's write extra ohs training of the company's procedures what resources example financial human equipment and infrastructure will be required it depends on how big the company is a company with 50 workers could have all of them fully trained by just one person in 20 hours globally to be specific time is of course needed to prepare the lesson it can be put here too as for the money this kind of object doesn't require much money to be done the company will have to pay workers while they attend the courses so we could consider that for the main cost of the company so we'll write 20 hours one teacher when will it be completed this objective doesn't seem urgent so let's say that we aim to complete it in one year monitoring how the results will be evaluated including indicators for monitoring we set an indicator that gives us an idea of the participation of workers the percentage of workers that attended the course as for the final goal the goal could be at least 95 workers we could set more than one indicator for example we could have added an indicator that gives us an idea of how effective the course was the percentage of final tests that were successful the goal could be 90 of the test should be successful who will be responsible these kinds of projects usually have more than one worker responsible the best way to plan it could be having the ohs specialist responsible for the good outcome of the workers training and having the production manager responsible for making workers actually attend the courses having more than one responsible for different parts of the project usually works since it makes all the organization involved and makes everyone do their part to make it work as for the effectiveness verification it's the same just like example one in this step we can't say if it's effective or not there will be meeting throughout the year in which the improvement action is evaluated through these indicators and of course during the management review meeting the final verdict on its effectiveness will be given now you have finally seen all the journey from start to finish you may ask how complex should the improvement program of my company be does it need to have three improvement objectives or 10 well it depends on what you wrote in the context analysis and then in the risk opportunity assessment if your risk opportunity assessment states that your company is exposed to very few risks and has very few opportunities to catch i expect your improvement program to be very slim but on the contrary if your risk opportunity assessment is full of risks and opportunities with the overall level of six or nine it means that your company really has to improve so i expect to find an improvement program that is quite rich well done with this chapter we almost completed the risk management plateau now you have all the needed tools to make a context analysis and to evaluate risk and opportunities these are core concepts of the standard so if you think you got them right you are very close to your final goals now comes the slightly more challenging part of the course the milestone project after completing the milestone project assignment you will be 100 percent sure about having what is needed to prepare a context analysis document and a risk opportunity assessment so what happens after the assignment after the assignment we will walk through an uphill made of chapter 7 support and chapter 8 operations since both chapters deal with the do part of the pdca cycle we could call it the do uphill these concepts may seem challenging but since we are planning to go through them with our step-by-step technique there is no doubt that we will get on top once again if you need some extra explanation Intro so far we talked a lot about what your ohs management system should do and not enough of what it needs in order to be able to do it clause 7 is entirely dedicated to what your system needs to function correctly the standard tells us that your company must determine and provide the necessary resources for the establishment implementation maintenance and continuous improvement of the osh management system so ideally there are two tasks firstly being able to find out what is needed and as for step two being able to provide it but what are resources with a very simple metaphor your system is represented in this box as this big engine made of many different gears and your resources are the pillars that support your system these are the most basic categories of resources that we can think of human resources non-human resources technology infrastructure equipment financial resources communication documented information in this lesson we will dive into these concepts one by one to be honest clause 7 is not as demanding as the clauses immediately before and after so you may take this clause as a little break in which we try to think of our system and processes in a more broad sense Human Resources 7.2 human resources let's start with human resources for human resources we should think of what really can make a human resource valuable or not or since we are talking about ohs what could make a resource helpful to maintain a healthy and safe work environment or not one of the most essential requirement is competence in other words the workers hard and soft skills clause 7.2 states that the organization must determine the necessary skills of workers who influence or can influence its osh performance ensure that workers are competent including the ability to identify hazards based on the appropriate level of education training and experience where applicable take actions to acquire and maintain the necessary skills and evaluate the effectiveness of the actions taken retain appropriate documented information as evidence of skills let's explore this concept as we said before in clause 5.3 the best way to determine the competence requirements for those workers that affect or could affect ohs is a set of job descriptions and what should a company do if a worker doesn't fit the job description of his position or future position the standard asks us to take actions to acquire and maintain the necessary skills and evaluate the effectiveness of the actions taken this is usually done by making special lessons and or special events in which the ohs managers make a brief lesson to workers about the ohs system these lessons can range from very practical topics such as details about working procedures to more broad concepts like the generic principles of the forty five thousand one standard finally since it is needed to retain evidence it's better to take a written test at the end of the course we really need a document that clearly states if someone is fit for an activity or not the other key element is awareness awareness is the subject of clause 7.3 what are the minimum requirements of the worker's knowledge every worker should be aware of the ohs policy and objectives their contribution to the effectiveness of the ohs management system the benefits of improved ohs performance the implications and potential consequences of not conforming to the ohs management system requirements this kind of requirement sounds closer to what we said in the lesson about policy and it actually is this requirement is also applicable to workers operating under the control of the organization such as contractors Nonhuman Resources 7.3 non-human resources another kind of resource is non-human resources non-human resources could also be called infrastructure here follow some examples buildings plant equipment utilities information technology communication systems emergency containment systems resources should be provided in a timely and efficient manner resource allocations should consider the organization's current and future needs the allocation of resources must have full support from top management under the requirements of clause 5 to drive the maintenance of a safe and healthy work environment the most relevant way through which infrastructure can be taken care of is periodic maintenance many organizations fail to properly manage this very key process though Communication chapter 7.4 communication in clause 7.4 another vital element of the 45001 system is explored communication communication is the topic of clause 7.3 the organization must ensure proper communication when it comes to matters of health and safety this could be done in an effective way through procedures in which the following information is provided the organization must have a process for internal and external communications relevant to the ohs management system which encompasses the following what issues relating ohs are communicated with whom they are communicated and how to communicate let's think of a very important matter that is related to communication the reporting of accidents in near-miss a company certified according to 45001 should state in its procedures how it wants its workers to communicate to their superiors if something dangerous happened some companies decide to have a paper form that workers have to fill out then hand to their superior then according to the procedure the superior has to hand this form to the ohs manager in order to evaluate together what happened and possible ways to prevent it from happening again other companies prefer to have something different like an informatics tool that lets them fill out a form without having anyone else to read it before the ohs does every method has its pros and cons we should keep in mind that what really matters is that whatever method we choose for our communication the organization must keep documented information as evidence of its communications as appropriate during the audit the auditor may very likely ask you to show some evidence of your communications the standard goes on and on in specific details about how it has to take into account even the cultural differences of its workers the organization must take into account the aspects of diversity for example gender language culture literacy disability when considering its communication needs for example if some foreign workers find it difficult to understand the safety procedures or the lesson in which these procedures are explained to them then a 45001 certified company should take appropriate measures to make sure they understand as well simplified procedures or lessons made in their language could be a way to face this problem also external interested parties have to be taken into consideration in other words your company should listen to complaints or praises from competitors clients contractors even the nearby community Documentation chapter 7.5 documented information as for the last pillar documented information things are starting to become a little meta don't they basically in this specific part of the standard we are reminded of some very key features that our documented information should have and how your company should manage them so clause 7.5 describes the minimum requirements of the documentation identification and description when creating and updating documented information the organization must ensure appropriate identification and description this means that every document should have a title an author and an omission date the format the format of the system's documents is not set they could be on paper or they could be electronic same for language there is no specific language needed as long as it is understandable by the ones this document is made for the review and approval methods your company should also have a specific set of rules about who makes them and who approves them also your company must properly manage documented information one your company should be sure that they are available when needed and suitable for use two your company should also be sure that they are adequately protected for example from loss of confidentiality improper use or loss of integrity also the organization should ensure that there is some sort of guarantee about who wrote the document and when who reviewed it and when who approved it and when think of an event like a severe accident in the factory as soon as it happens authorities could ask for the written procedure regarding the job that the worker was performing in these situations authorities usually check if there are anomalies in the procedure or a very broad difference between what is written on the procedures and the working routine so you see a procedure is not just a piece of paper it is quite important that the procedure has a specific date and a specific author all the rules that your company put in place to manage documented information could be put into a procedure in this way you could have some extra guarantee that the process is under control mind you by documented information technically we also mean documents that are not made by your company but are somehow relevant for your company's ohs for example safety sheet of the chemical substances that your company uses are in this category the standard says that this kind of documented information must be identified and kept under control let's see into more detail what do we mean by documented information at the very beginning of this course we mentioned procedures and records here you can see the exact slide that we saw in that lesson just talking about procedures and records was an oversimplification that was okay in that part of the course but now we need more depth we saw that iso 45001 has moved from perspective requirements for specific documents and records that were used in the old iso toward the more inclusive term documented information why this change this allows the organization to customize its occupational health and safety documentation better living documents that describe how things are done within the oh sms static records that reflect the results of some activity at a particular point in time document informations could be proper procedures a procedure is a specified way to carry out an activity work instructions an instruction provides detailed directions on how to perform a task forms a way to record the result of a specific activity the key to distinguishing between procedures and instructions is to look at their level of detail procedures describe what is done and instructions describe how it's done whether in electronic or paper format the correct and current versions of living documents need to be available to those who use them working procedures could be given on paper format to workers but it's not mandatory they also could be given an electronic version the ohs policy could be written and posted on the bulletin board but could also be entirely electronic let's make a practical example of the documented information needed to manage a process one of the key processes of every company is maintenance management your company could have a generic procedure that says who plans the maintenance who ensures that maintenance is done what should be done if maintenance is not adequate and so on this procedure is useful for the top management something more detailed that states exactly what should be done for each machine this document is aimed at the factory workers that will actually do the maintenance finally your instructions could have a checklist in order to be sure that the factory worker doesn't forget a key step so you may see how your company could give itself rules to manage it and make different kind of documents with different kinds of detail but the auditor will not just stop at reading your rules the auditor wants proof that they are followed so he will ask you to show the records which in our example are the compiled checklists regarding documents it's important to keep the complexity of the documented information at the minimum level possible this ensures effectiveness efficiency and simplicity at the same time so chapter 7 is over as anticipated it has been a short chapter its scope was just to have a more global idea of how your system management system will work or to be more specific what are the needed pillars that will sustain it what about our path as you may see we are right in the middle of the do uphill we hope that everything is clear if not don't hesitate to write us an email at -consult.com see you on chapter eight and thanks for watching English (auto-generated) Intro chapter 8 operations this clause forms the heart of the iso 45001 standard and addresses the program content necessary to have a successful ohs management system that meets the intent of the standard in other words it goes into details about how some key processes should be done as always we'll start from reading what the standard tells us about it in clause 8.1.1 it is stated the organization must plan implement control and maintain the processes necessary to meet the requirements of the ohs management system by first of all establishing criteria for processes then implementing controls that make sure that these processes are carried as planned and of course maintaining and retaining the documented information if needed this means there is no fixed list of processes because your company has to put in place just the ones it needs and in the specific way it works best for it of course a very very short list of very basic processes has to be implemented but consider them as very basic requirements also it means that you don't have to make too many procedures or too many records once again just the one that needs to make the process work properly so if our system is like an engine made of many different gears we could say that clause 8 finally tells us how some of these gears should be shaped why not all gears because as we said many many times the management system is a tailor-made suit so different companies need different engines so they need different kinds of gears clause 8 goes into detail for the very key ones that all companies that want to be 45001 certified need to have so from now on we will use this modified version of that slide in which some of those processes are specified the key processes discussed in this section will be hierarchy of controls to utilize the most effective means of risk reduction within the organization management of change to ensure that when plan changes occur they are managed to control risk outsourcing and procurement management to make sure that risk controls are adequate for all outsourced processes emergency preparedness and response to identify potential emergency risks and develop specific and customized plans with key stakeholders to minimize these risks determination of legal requirements determine which laws apply to his ohs system and act accordingly Hierarchy of Controls subchapter 8.2 hierarchy of controls we will start from hierarchy of controls since it's the first topic of clause 8. hierarchy of controls by control we mean everything that your company puts in place to eliminate hazards reduce risks operational controls can use a variety of methods for example the introduction of safe systems of work preventative maintenance regimes inspection programs and regular reviews on the competency of workers but the standard is really clear on this point when choosing what to do for ohs it should follow an overall hierarchy how is this hierarchy structured globally the following principle is always valid before doing anything that aims at risk reduction our company should do everything that is possible to eliminate the hazard in the first place in the next slide we'll dive into details the so-called hierarchy of controls is made of these steps elimination eliminate the dangers substitution replace with less dangerous processes operating activities materials or equipment engineering controls use technical design measures and reorganize the work administrative controls use organizational measures including training ppe use suitable ppe think of it as a reverse pyramid what lies at the top is more important and therefore has to be done or evaluated before and what stands at the bottom is less critical and has to be done only as a last resort let's do an exercise together we could think of our example of a cheese factory as a very noisy factory in which most of the noise comes from its machineries what should the ohs specialist do in an iso 45001 company the first thing we should try is step one elimination hazard elimination could be done by changing completely how your factory makes cheese since this is not very likely we have to move forward in the hierarchy so we could try step two which is substitution it could be done by replacing the dangerous with non-dangerous such as changing the old machinery with new and less noisy machinery of course this is not always possible because maybe your company can't really afford new machines or maybe the machines it has are not that old or maybe silent machines for this specific task just don't exist as you may think these two steps are quite strong they ask your company to change drastically but your company is not forced to do the first and second step it just has to prove that when it evaluates the risks at least these steps are always taken into consideration so let's move to step three engineering controls a good way to eliminate hazards could be changing the factory layout maybe most of the work could be done in another area in which the noise level is significantly lower only after we tried to eliminate the hazard then we could go through the path of risk reduction this could be achieved through implementing protective measures such as insulating the machinery or providing and ensuring the use of personal protective equipment such as ear protection if it's not possible let's move to step four administrative control the fourth way would be giving workers specific training to teach them how to operate in order to spend as little time as possible near the noisy machines and finally the fifth step ppe the final resort that has to be done only after the ones before is giving ppe to all your workers the moral of the story is that a company that is 45 0001 certified should somehow prove that all the possible measures were taken and of course that the correct hierarchy has been followed you can't just give ppe to your workers without at least trying to solve the problem at the root this is usually done through technical meetings at the end of which a technical report is written periodically ideally at least once a year the organization should do these technical meetings in order to improve continuously the way it takes care of all of its ehs issues subchapter 8.3 management of change as you can see from this slide management of change is just one of the many gears of your system but you will see how it could be considered one of the most relevant the first question is why does a company need to manage change because it's proven that bad management of change is one of the most common causes of injuries and accidents think it this way your company works with conditions a b c d condition a may be using a certain machine condition b may be using a certain ppe condition c may be using a certain substance so your company works with conditions a b c d and your worker is completely fine days pass by day two day three day four day five all the conditions are the same and the worker keeps being fine then something changes condition d changes into condition e and your worker is injured think about it it's still true that your company provided a safe working environment for these five days but it's also true that your company wasn't able to do that for very long as soon as the condition changed the workplace became unsafe what could be this condition d it could be a substance used in the workplace condition d could be using nitrogen as propellant while condition e could be using ethane as propellant in our example just a minor change caused a very serious consequence so those working conditions were a very fragile equilibrium in other words your company wasn't able to manage change clause 8.1.3 of the 45001 standard gives us some more details about what kind of changes your company should manage changes the organization must establish one or more processes to control planned and unplanned changes that could impact on ohs performance in the following slides we will see some examples of these changes new products processes or services this means that your company may have to change the product they make for many reasons maybe one kind of product is not popular enough and your company needs to come out with a new product if it happens someone should ask does this new kind of product cause a change in my process is it riskier or less risky also changes to work locations working conditions processes procedures equipment or the company's organizational structure have to be taken into consideration changes to applicable legal and other requirements laws can change it happens the company needs to have someone who is capable of finding out of these changes and do whatever needed to the new requirements of the new laws changes in knowledge or information concerning hazards and associated risks this happens a lot in some areas such as production of chemicals one raw material could be used for years and years until some new scientific paper finds that it is more hazardous than previously thought this in turn requires your company to change the way this raw material is handled by workers developments in knowledge and technology this is almost self-explanatory technological changes can remove some kinds of hazards and add other kinds of hazards this has to be taken into consideration last but not least the organization must review the consequences of involuntary changes taking action to mitigate any negative effects as far as necessary so now hopefully our previous example is clearer your company was safe because of many conditions then just one condition as small of changing a machine or changing a substance happened and all of a sudden all the previous safe conditions don't apply anymore we may all agree by now that management of change is important and that it needs to be done through a specific process how could this process be this means writing out a procedure what to do in the event a change is needed who is the change initiator who can find out that there is the need to change something how to report a change who should they report to and by what means some companies have a dedicated form in which every employee can notify that there is the need to change something who evaluates the change usually there is a committee made by the employee that have the required technical skills to evaluate it how to apply the change who makes the final check these rules could be put into a written procedure so that there is no risk that they slightly change or get bypassed of course setting the rules is just the first step what really matters is that they are used let's make an example of how change management could work in a forty five thousand one company our company has several pieces of machinery one of the company's engineers asked for one machinery to be replaced with a new one because it doesn't work correctly thus slowing down the production following the change management procedures the engineer fills out the change management form in which he writes down the reasons why he's asking for a change then this form is given to a change management committee who evaluates what consequences could derive from the change the ehs specialist who is part of the committee evaluates if this change could have some impact on health and safety of course any member of the committee evaluates the change by its specific perspective so the evaluation is done and if everyone in the committee says that this change has no negative effects the engineer receives green light and the change is approved this procedure could seem like too much but most of the times something like it is really needed in order to avoid any change from happening without the needed evaluation regarding ehs matters let's stick to our example what could go wrong well sometimes companies change their machinery just evaluating how fast it could work or how cheap it is we have to put in place something that forces the company to always keep in consideration the possible implications in all areas of any change in the case of a forty five thousand one certified company the question is what could change in my company's ehs if this change is implemented are the new machines more noisy do they require less or more maintenance are they easier to operate so as you can see an effective ohs management system helps the organization in being organized and provide a controlled workplace Outsourcing Procurement Management subchapter 8.4 outsourcing and procurement management now we will focus on another very important gear of our machine outsourcing and procurement management this part is quite relevant and is often taken into very high consideration by auditors because it derives from one of the most important innovations of the new management system standards keeping a very close eye on your interested parties outsourcing management is the main topic of clause 8.1.4 it states the organization must establish implement and maintain one or more processes to keep the supply of products and services under control in order to ensure compliance with its ohs management system it means that every time our company does something that requires some level of interaction with another company new risks may rise and they have to be considered in some cases the workers of other companies may be harmed by the activities of your company think of some activities such as cleaning of your company if an external company does the cleaning you should ask yourself are the workers of that company adequately trained about the risks of your company do they know where it is safe to clean and where some extra precautions are needed think of all the accidents that could occur if a cleaning company operates in an area without knowing its risks in some other cases the opposite may as well happen it could be that your workers are the ones affected by the activities of other companies this usually happens in workplaces like construction sites in which different companies have to work together and just one step more in this example both contractor a and contractor b are working for you you can't really exclude that two different contractors hurt one another while working in your company if you think about it this is just the logical consequence of the mindset of the 45001 that wanted us to think of how a company could influence the ohs of all the relevant interested parties and of course how they could influence the company's ohs so how can we tackle these kind of problems the organization must ensure that the requirements of its ohs management system are met by its contractors and their workers and this needs to include ohs criteria for selection of contractors what does this mean an organization can use a variety of tools for managing contractors but in a general way of speaking we can say that this is usually done by setting clear rules on pre-qualification criteria control criteria we will see what these two things exactly mean for now we will say the exact same thing that we already said before for other sets of rules giving yourself rules is probably not enough writing these rules into a procedure is the best solution by pre-qualification criteria we mean that a 45001 certified company should always consider ohs performances every time it has to choose between different contractors this is done by making mandatory that every contractor needs to have specific requirements in order to be employed by your company some of these requirements are not ohs related but some have to be in other words these kinds of rules prevent the risk of employing contractors that do not respect minimum ohs requirements in this slide you may see that your company can choose between contractor a and contractor b the ohs specialist evaluates them through specific pre-qualification criteria contractor a passes therefore he can come into my factory and work for me while contractor b doesn't pass he can't pass my factory's gates he will not work for me maybe company b is cheaper and therefore at first it could seem better especially by the point of view who allocates the budgets but thanks to these rules company a gets the contract before proceeding a little note this is a very simplified example if a company doesn't pass pre-qualification criteria usually companies give their contractors some time to improve themselves and therefore be compliant with the organization's requirements we talked about pre-qualification criteria what about control criteria control criteria are the controls that your company does on your contractor while they are employed because you need to be sure that they live up to your expectation this is done through control criteria which could be more or less fixed depending on your company's needs it could be a very simple checklist in which you write down if they wear ppe if they respect your ohs procedures if any accident or near-miss happened and so on also the result of the audits can be put into these checklists so should we use pre-qualification criteria or control criteria we have to use both pre-qualification criteria are used before choosing the contractor and control criteria are used while they work for you to check if they keep their promises Emergency Preparedness and Response sub chapter 8.5 emergency preparedness and response a safe workplace is insured also by having a detailed plan of what to do if an emergency occurs this is done not only to protect the company's workers but also to protect other relevant interested parties such as contractors visitors neighbors and emergency services personnel in this chapter we will see the requirements of the 45001 standard regarding this very important topic you might remember that we talked a lot about prevention which means always making this question first what could happen well when prevention is applied to emergency preparedness we ask ourselves something more we ask ourselves what could happen and what should we do if it happens here you can see our ohs professional on top and here on the bottom you can see the results of his thinking which we will talk about with our usual step-by-step approach the answer to the question what could happen is making a description of the different scenarios that could occur in our example the company thought of three possible scenarios the first emergency situation is a fire emergency the second emergency situation is a flood the third emergency is the abrupt interruption of electrical power the third emergency is the abrupt interruption of electrical power the answer to the question what should we do if it happens is making procedures in which is written what the company should do to respond the so-called emergency plans in our example the emergency situation one has to be dealt with with what is written in the emergency plan one the emergency situation too has to be dealt with with what is written in emergency plan 2 and so on so we said that the document in which the company writes down possible scenarios and the procedures to face them is called emergency plan this document should have this minimum content organizational roles responsibilities and authorities of personnel who knows how to operate fire extinguishers who knows what to do in case of spillage of dangerous material details of the actions to be taken by personnel during the emergency how to do the evacuation of the company's premises when identifying potential emergencies consideration should be given to emergencies that can occur subject to both normal and abnormal conditions for example operation startup or shutdown construction activities etc also particular attention should be given to how a specific emergency could affect people with limited mobility vision or hearing one last thing of course your emergency plan has to be a written document most important of all 45001 certified companies have to do periodic testing of emergency preparedness and response process in other words emergency safety drills should be done at least once a year the organization should plan these emergency safety drills and be sure that all the scenarios are tested once in a while there is no point in having three emergency plans and always test the same one finally the ohs specialists should always write down a report of the emergency drill in which is reported how quick was the response if the workers were ready and well trained on the correct procedures if any problem occurred these tests have a double effect result 1 training of workers these drills are a very effective way to train workers result 2 improve scenarios by analyzing the results of the drills the ohs specialist finds out which part of the emergency plan needs to be improved we will talk about the second result in the following slide so once the emergency plan is written down the organization should set some rules about how often it should be reviewed periodically the company's managers and the ehs specialists should review the emergency plans maybe they need to be updated because something changed in the company's work layout or maybe something changed in the company's processes or maybe as we said in the slide before during the emergency drills something didn't work as planned and therefore there is need to change the plans let's make an example this year our company decides to make an emergency drill in which scenario one is simulated the emergency drill is done and the result of the simulation is bad workers take too much time to notice the drill and only 90 percent of the workers get out in time this result is so negative that the ohs specialist has to review the emergency plan one and change the ways this kind of emergency is dealt with so a new edition of emergency plan one is published it's called emergency plan one second edition of course this new addition will be tested in the following years so you see with this step-by-step approach a 45001 certified company could gradually improve the way it manages ohs Determination of Legal Requirements subchapter 8.6 determination of legal requirements before starting this chapter one very important disclaimer in the standard this topic is dealt with in clause 6.1.3 so it belongs to the plan section nevertheless we decided to put it in this chapter since this is one of the parts of the standard that gives us indications about how to do a specific process clause 6.1.3 states that the organization must establish implement and maintain one or more processes to determine which legal requirements could apply in the following slides we'll see how firstly the company should determine and have access to updated legal requirements and other requirements applicable to its hazards and its ohs risks this means that the company needs first of all to determine which laws better called legal requirements apply to his ohs system the most efficient way to do this is usually through the help of specialized consultants which have the technical knowledge to understand which law may apply or not this is needed because in many countries the regulation about ohs is not simple at all legal requirements could include acts in statutory instruments permits and other forms of authorization improvement or prohibition notices issued by local or national government in europe eu directives or regulations national laws also safety requests by your clients could and actually should be considered so in this oversimplified example there are three ohs laws but only law one and law two apply to your company in other words you should be very pragmatic and write exactly what your company does to be compliant in this example you can see that law 1 needs some things to be done represented by this set of gears law 2 needs some things to be done and that's why you can see a set of gears coming out of it as said before law 3 is not linked to any requirement since it does not apply to the organization then finally your management system should take into account these legal requirements and other requirements in the establishment implementation maintenance and continuous improvement of its management system for osh to put it simply your company should properly manage these requirements the most common way to satisfy this requirement is by making a sort of list of legal requirements the company has to take into account for each of the legal requirements the organization should also write down what the company does to be compliant with said legal requirements let's make an example we'll talk about the reach regulation which addresses the production and use of chemical substances and their potential impacts on both human health and the environment every european company that deals with chemicals has to follow it which has many different implications so in the legal requirement column we'll just write reach regulation in the detail column we can put the full technical name of this law regulation ec number 1907-2000 then in the applicable column we will write yes if our company manages chemicals and therefore has to follow this law we will write no if our company doesn't manage chemicals at all in this specific example we'll write yes then in the compliancy column we will write what our company does to be compliant with this law in this example we will write that our company needs to have a database of all the information related to the substances it handles to be specific this database is made of all the safety sheets of these substances the safety sheet is a document in which the seller wrote everything you need to know to store and use this product safely but to tell the truth just having a list of applicable legal requirements is not enough you need to have a proper process the 45001 standard goes even further by asking organizations to have also a process that guarantees that your map of legal requirements keeps being updated so you have to prove that not only you are doing things right but you are capable to keep doing them right in the future the way most companies are compliant with these requirements is by having specific rules about how to make the map of applicable legal requirements how to make a periodic check on this map what are the requirements needed for the employees and or consultants that make this periodic check as for the frequency of this check ideally the more the better this is needed because companies need to know about new laws and their requirements on time to gain the needed resources to be compliant most companies decide to be immediately updated by subscribing to specified newsletters but check the map of legal requirements just once a year with this lesson we just ended chapter eight and to be specific we also ended our so-called do uphill let's stick to this metaphor just like after hiking a mountain we are allowed to feel a little bit tired but also quite satisfied with these last two chapters we finally understood how to put in practice most of the requirements of the standard our final goal is quite close thanks for following the course so far if you need some help or have any questions on these topics please send us an email at ocom at akumdashconsult.com see you on chapter 9 performance evaluation guide you through the intricacies of the ISO 45001:2018 standard, an international standard that specifies requirements for an occupational health and safety (OH&S) management system. The course is structured around key sections of the standard, providing a comprehensive understanding of its requirements and how to implement them in your organization. Section 9.1 - Introduction: The course begins with an introduction to the ISO 45001:2018 standard, explaining its purpose and importance in promoting safe and healthy workplaces. It discusses the benefits of implementing an OH&S management system and how it can help organizations prevent work-related injury and ill health. Section 9.2 - Monitoring: This section delves into the monitoring requirements of the ISO 45001:2018 standard. It explains how to establish, implement, and maintain processes to monitor, measure, analyze, and evaluate OH&S performance. It also covers the importance of using this data to drive continuous improvement in your OH&S management system. Section 9.3 - Internal Auditing: Here, the course covers the internal auditing process, explaining how to conduct audits of your OH&S management system to ensure it is effective and compliant with the ISO 45001:2018 standard. It provides guidance on planning and conducting audits, reporting audit findings, and following up on corrective actions. Section 9.4 - The 19011 Standard: This section introduces ISO 19011, a standard that provides guidelines for auditing management systems. It explains how this standard complements ISO 45001:2018 and provides best practices for conducting internal audits of your OH&S management system. Section 9.5 - Management Review: The course concludes with a discussion on management review, explaining how top management should review the organization's OH&S management system at planned intervals to ensure its continuing suitability, adequacy, and effectiveness. In addition to these sections, the course video also helps viewers understand the new structure of ISO 45001:2018 and the requirements of Annex SL. It identifies the new key requirements of ISO 45001:2018 and provides guidance on how to align your OH&S Management System with the new standard. The course offers a clause-by-clause elaboration of the complete standard, making it an invaluable resource for anyone looking to implement ISO 45001:2018 in their organization. Throughout the course, the key concepts of Quality, Safety, and Environment (QSE) are emphasized, highlighting the interconnectedness of these elements in an effective OH&S management system. The course is designed to be both informative and engaging, making it an ideal learning tool for OH&S professionals, auditors, and anyone interested in improving workplace safety and health. chapter 9 performance evaluation clause 9 of the 45001 standard is entirely dedicated to this topic this topic is the check part of the pdca cycle it means that everything that my system has planned and done now has to be checked why do we have to check our processes as we said before to find out what worked and what didn't work and act accordingly there are three ways through which a management system can check its processes monitoring internal auditing management review these three ways differ a lot one from each other the first big difference we can talk about is the frequency monitoring is something that is done pretty much continuously the top management always keeps an eye on what is happening in their organization that's why as you may we draw a calendar that goes from january to december and we put a lot of magnifying glasses all over it internal auditing is done once in a while to be more specific it has to be done according to a specific plan in specific times of the year that's why in our calendar we put just two magnifying glasses in two specific months the management review is usually done once a year so our magnifying glass has been put on one month only of course there are many other differences that we will see in the following parts of this lesson but the frequence is the first one we could talk of in the following slides we will see these three different kinds of monitoring individually sub chapter 9.5 management review management review meeting is the final way through which your company can check on itself as with many management systems the iso 45001 2018 standard recognizes the importance of having top management involved in safety due to this critical role the standard includes requirements for top management to review the ohs management system to determine if there are changes necessary to improve or correct the system this is done in a meeting in which a specific set of inputs are evaluated and a specific set of outputs are made inputs the top management is required to assess any opportunities for improvement and any needed changes in the external and internal issues affecting the ohs management system also the top management has to evaluate how well the company has met the ohs policy and ohs objectives since these topics are complex who wrote the standard decided to be very specific providing an actual list results of internal audits what was found during your internal audits along with corrective actions that were identified were there any opportunities for improvement results of monitoring and measurement there are certain things you have chosen to measure as key indicators of how your ohs management system is working these need to be reviewed and understood by management evaluations of compliance with legal requirements in your review of how well you meet legal requirements did you find anything that could be improved was a near miss or was done better in one part of the company if so could other areas of the company learn from them results of participation and consultation in talking with employees and other interested parties was there something identified that could improve your ohs system communication from interested parties while this includes complaints it's not exclusive to those complaints if someone outside of the company has taken the time to identify something regarding health and safety such as a potentially hazardous situation that they noticed take the opportunity to address this before something happens adequacy of resources affecting ohs performance how many accidents are near misses happen in your company is there something that needs to be done to ensure that accidents don't happen to your employees or contractors this can help you determine the effectiveness of your ohs management system and determine if a change in resources is needed trends in risks and opportunities how are your risks changing over time looking for trends in this data may give you some insight as to why your risks are affecting you extent of meeting the policy and objectives since you took the time and effort to define a policy and set objectives for your ohs management system how are you progressing toward meeting those goals by tracking your progress you can tell if you're going to meet the target in time or if you need to change your approach or increase your resources trends in incident investigations non-conformities corrective actions and continual improvement if you have implemented your corrective action process or are investigating an incident to correct it are there trends in what you are finding the activity should be done in a timely fashion in order to gain the most benefit from the improvement follow up on previous management review actions why take actions if you are not going to make sure they are completed effectively and in a timely fashion changing circumstances related to the ohs this includes knowing any developments and legal requirements for the organization by keeping up to date with legal and other changes you can make sure that you implement any necessary updates at a time that is most advantageous to you also included are changes to your interested parties or risks and opportunities recommendations for improvement if someone has recommended a way that they think you can improve your ohs performance you owe it to yourself to see if it is feasible these opportunities for continual improvement could even save you time and money from these inputs there are a few outputs including decisions and actions from the review that need to be made these need to be consistent with the commitment to continually improve and are made available for communication and consultation with internal and external parties where applicable these outputs include possible decisions about the suitability adequacy and effectiveness of the ohs other things that need to happen to improve your ohs performance to an acceptable level opportunities for continual improvement is there an opportunity that you can work on to find improvement changes to the ohs management system has something occurred that means you will need to change your management system processes resources in order to meet your targets and legal requirements do you need to adjust the resources applied actions what actions are required to make sure that the decisions of the management review are implemented implications for the strategic direction does anything from the management review affect the strategic direction of the company remember as always that the reason you have an ohs management system is to control your ohs system and work toward improvement the review of top management is very important for this but there is no mandate as to how this review needs to happen if a meeting of top management is the best way to make sure this occurs appropriately then you should do so but do not be forced into this if you have better ways to make continual improvement happen the ohs management system is there for you so do what makes the most sense for your company usually however a meeting and a written document with the contents of the said meeting is ideal okay with this lesson we just ended chapter nine we learned about the three ways a management system can check on itself and find its flaws and gaps in order to improve our final goal is really close the next chapter is a quick one and the last whose contents are linked to a specific clause of the standard if you need some help or have any questions on these topics please send us an email at -consult.com thanks for following the course so far see you on chapter 10 continuous improvement sub chapter 9.4 the 19011 standard in the previous chapter we said that an internal auditor should have at least basic knowledge of the iso 19011-2018 this standard gives us the rules of how to make audits generally speaking so if you are considering hiring a consultant or are going to use internal auditors in your company you should ensure that they follow the iso 19011 requirements before proceeding please note that this standard is not about safety standards specifically it has to be used for basically to audit any kind of standard so if you need to make a quality standard use the nineteen thousand eleven standards guidelines too if you need to make an environment standard same here use the nineteen thousand eleven standard two and so on now we could ask ourselves yes but why is the standard needed the reason as always is finding a common ground you want internal audits to have some minimal requirements so that they are easier to read to use to compare we could summarize its goals as avoiding confusion over the objectives of audit program it means that it is very important that the audited company knows what is going to be audited and how ensuring audit reports follow the best format and contain all the relevant information this is needed because some auditors tend to write too much on their reports and some editors tend to write too little evaluating the competence of members of an audit team against appropriate criteria this is needed because for some processes sometimes it's not easy at all to find the ideal auditor now we will finally go into the contents of the standard auditors and audit program managers should perform their work ethically in an honest and responsible manner they should undertake audit activities only if competent to do so for example auditing certain processes of a chemical company require knowledge of the matter an auditor who has always audited completely different industrial sectors should probably take some kind of training before changing also auditors should perform work in a fair and unbiased manner fair presentation the obligation to report truthfully and accurately all audit findings including documented evidence conclusions and written reports should reflect truthfully and accurately the activities of the audit this includes any obstacles disagreements with other auditors or difficulties faced during the audit everything must be adequately documented it goes without saying that all communication not just documented and reported information should be truthful timely rational clear and complete do professional care diligence and judgment in auditing auditors should exercise due professional care in all tasks performed during the audit in other words auditors should keep in mind that their job is quite delicate and that they are expected to be very professional confidentiality security of information auditors should respect the confidentiality of all information they're dealing with throughout the audit this means exercising due diligence and making sure all information acquired during the course of their duties as auditors is respected and adequately protected making sure information is secure includes taking special precautions where necessary independence audit impartiality and objectivity audits by nature should be independent of the activity being audited to the furthest extent possible they should not interfere with the activity nor should they hold any bias or conflict of interest if possible internal audits should preferably be independent from the function being audited key to all audits is the pursuit of objectivity via rational process to make sure all findings and results from the audit are based only on audit evidence smaller organizations may find it difficult to enlist truly independent auditors as such every effort should be made to eliminate bias and encourage the pursuit of rational objectivity evidence-based approach rational reliable reproducible results evidence is one of the pillars of a successful audit and the foundation of rational reliable reproducible results audit evidence should be based on samples of available information because audits are conducted within limited periods of time with limited resources risk-based approach considering risks and opportunities risk management is a substantial factor when planning for conducting and documenting an audit the goal of a risk-based approach is simply to orient the audits more clearly toward matters that are important for audit clients and the achievement of audit objectives in our case if we have to pick between auditing two processes we should start from the one that according to our risk analysis has more risks for our workers sub chapter 9.3 internal auditing so in our initial scheme internal auditing is the second way your company can sort of evaluate itself internal audits are the best way by which a company does checks on itself the internal audit should be taken seriously because ineffective auditing in iso 45001 can endanger the well-being of your workforce as a mandatory part of the iso 45001 standard itself the internal audit is essential for checking your system performance and compliance it is also an excellent tool to ensure continual improvement through the identification of gaps and areas where performance could be adjusted for the better you may remember that in the very first chapter we talked about the third party bodies they come once a year to evaluate your company they want to see if your company is compliant to the standard remember that kind of auditing is called third-party auditing well this little explanation was needed because simply put internal audits are sort of a small version of the third party audits that are done by certification companies by small version we mean that for one day the ohs specialist behaves exactly like the third party body he checks your processes your documents and gives an overall evaluation actually internal audits can have even more depth than a third party audit since the auditor already knows in detail how the company works and manages health and safety by going through internal audits the organization improves itself gradually and therefore prepares itself better to withstand the third party audits it's more or less like when a kid in order to prepare himself for an interrogation at school tries to self-check by making one of his parents to interrogate him after deciding whether qualifications are necessary or not it is wise to build up a profile of the person you need to become your ohs auditor there are several ways of doing this but perhaps the most effective is building a job specification type of document that can match the requirements of the audit in line with the iso 45001 standard after doing this you can then more easily match the skills of the individual you are considering for the position or task of an internal auditor here are key competencies you should look for good knowledge of the iso 45001 standard this seems obvious but unless the person being considered for the task has good understanding of the standard it is highly unlikely that he or she will be suitable in other words a person with little experience with ohs in the workplace may not make the best ohsms auditor an understanding of the company's structure and procedures while not strictly necessary for example the external auditor will not have this knowledge good insight into the way your organization works will help your auditor understand the processes people and the risks and opportunities that arise from your organization's activities knowledge of the iso 19011 2018 the iso 19011 2018 standard provides advice and guidance on auditing management systems we will see more about it in the next chapter so at this point you could probably be thinking can i be an internal auditor after all the course is called complete course from xero to internal auditor the answer is the 45001 standard gives us minimum requirements for an internal auditor and this course gives you the basic knowledge to satisfy them but then you have to check if your company just wants these requirements to be satisfied or not it all depends on the rules that your company gives to itself regarding this matter so please check your ohs systems and just check if your curriculum fits with the job description for the role of internal auditor if it doesn't your company has two options option one change the rules in other words it can change the job description in order to make it fit with your skills option two make you attend more courses until you reach all the needed skills written in the job description of course option 2 is the best way to go the internal audit schedule must be planned and established and based on the results of both risk assessments and previous audit results so let's look at the when who and how of the internal audit in the iso 45001 system when as stated before the internal audit should be carried out at planned intervals or when additionally deemed necessary or beneficial to your iso 45001 system who the standard states that the selection of the auditor shall ensure impartiality and objectivity the selection of the auditor is critical obviously the otter must have experience and preferably formal training and be accurately aware of the organization's ohs policy objectives and performance in my experience many organizations consider taking external advice from an expert for internal audit purposes such as the criticality of the internal audit process how the internal auditor must have all relevant information in hand in terms of input to the process risk assessment information and results ohs performance outputs stakeholder input if relevant and desired ohs objectives will all be required by the auditor the auditor should also have access to all information and people relevant to oh s performance in your organization several different versions of audit documents can be used and your organization should select the type that fits its needs best so every year your company should make an audit plan which is a document in which it's planned who will carry on audits what kind of audits are they and when they should be done finally in the annotation column you will mark if it has been done or not there is no need to put more details in your audit plan because you should keep it a simple document all the details will be inside your audit reports which are documents in which there is a complete description of what your audit found out let's make an example audit plan for year 2020 you might plan for january 2020 an audit by mr brown in the production area following the 45001 criteria and a specific audit in june 2020 by mr white not to a physical area of your company but to a process the workers training process and the criteria in this case could be different as well it could be the compliancy to your national ohs law subchapter 9.2 monitoring as always we will go back to the first panoramic view of the three methods of auto evaluation and we will dig deeper one by one starting by monitoring monitoring and measurement according to clause 9.1.1 of the 45001 standard the organization must establish implement and maintain one or more processes for the monitoring measurement analysis and performance evaluation this means that the organization must determine a what it needs to monitor and measure b methods for monitoring measuring analyzing and evaluating performance to ensure valid results in other words the organization must establish what to measure and how to measure it so basically we have to find proper indicators an indicator is something that takes an event and sort of transforms it into a number the reason why we do it is because numbers are measurable so they give a quick idea of how any process is going and help us evaluate how good or how bad we are doing in a world without indicators the manager asks the ohs specialists how the company is doing regarding ohs the ohs specialist answers with this question just with his words and this is not good because words could be twisted or be misunderstood on the other hand if indicators are used indicators give precise information in a very effective way so in this example the manager asked the ohs specialist how the company is doing regarding ohs the ohs specialist answers this question with graphs numbers trends in the world of management standards indicators are usually called kpi key performance indicators we could now see some examples of indicators a simple indicator could be the number of incidents that happened in my company of course a low or zero number of incidents suggests that ohs is taken seriously and vice versa it's quite simple but it gives a quick idea of how my company is good in operating without violating health and safety rules but it's better to elaborate indicators a little more though for example a better indicator could be number of incidents divided by the worked hours this is better because it normalizes the number taking into account the fact that the more the workers the higher the probability of having accidents a normalized number is easier to use by ohs managers and by managers in general can you think of an even better way to write down this indicator yes we could elaborate it even more maybe it could be total working hours that have been missed because of an accident divided by the total hours of work this is even better because it takes into account the gravity of the incident our general advices have a little number of indicators but be sure that you know how to interpret them once your company decided which indicators are best for it it's time to keep track of it a 45001 certified company needs to state which indicators it uses how the data is gained how often the indicators are updated what indicators are linked to specific goals in our examples of those indicators related to the number and gravity of incidents the first input of incidents could come from workers and their supervisors data then could be gained and put into charts by the ehs specialist this indicator could be checked once a year by the company's management lastly we have to ask ourselves what is the final use of any indicator as we stated before indicators are made to be used some indicators are made to be read without any specific goal for example the company may be interested in checking the average number of accidents in each company department but without having a specific goal for each of them other kinds of indicators are linked to specific goals their proper use is to lead the company in better managing of its processes and have a clear idea of how its goals are near before proceeding just one final note indicators their trend and the goal related to them should be put on a documented information chapter 9 performance evaluation clause 9 of the 45001 standard is entirely dedicated to this topic this topic is the check part of the pdca cycle it means that everything that my system has planned and done now has to be checked why do we have to check our processes as we said before to find out what worked and what didn't work and act accordingly there are three ways through which a management system can check its processes monitoring internal auditing management review these three ways differ a lot one from each other the first big difference we can talk about is the frequency monitoring is something that is done pretty much continuously the top management always keeps an eye on what is happening in their organization that's why as you may we draw a calendar that goes from january to december and we put a lot of magnifying glasses all over it internal auditing is done once in a while to be more specific it has to be done according to a specific plan in specific times of the year that's why in our calendar we put just two magnifying glasses into specific months the management review is usually done once a year so our magnifying glass has been put on one month only of course there are many other differences that we will see in the following parts of this lesson but the frequence is the first one we could talk of in the following slides we will see these three different kinds of monitoring individually subchapter 9.5 management review management review meeting is the final way through which your company can check on itself as with many management systems the iso 45001 2018 standard recognizes the importance of having top management involved in safety due to this critical role the standard includes requirements for top management to review the ohs management system to determine if there are changes necessary to improve or correct the system this is done in a meeting in which a specific set of inputs are evaluated and a specific set of outputs are made inputs the top management is required to assess any opportunities for improvement in any needed changes in the external and internal issues affecting the ohs management system also the top management has to evaluate how well the company has met the ohs policy and ohs objectives since these topics are complex who wrote the standard decided to be very specific providing an actual list results of internal audits what was found during your internal audits along with corrective actions that were identified were there any opportunities for improvement results of monitoring and measurement there are certain things you have chosen to measure as key indicators of how your ohs management system is working these need to be reviewed and understood by management evaluations of compliance with legal requirements in your review of how well you meet legal requirements did you find anything that could be improved was a near miss or was done better in one part of the company if so could other areas of the company learn from them results of participation and consultation in talking with employees and other interested parties was there something identified that could improve your ohs system communication from interested parties while this includes complaints it's not exclusive to those complaints if someone outside of the company has taken the time to identify something regarding health and safety such as a potentially hazardous situation that they noticed take the opportunity to address this before something happens adequacy of resources affecting ohs performance how many accidents or near-misses happen in your company is there something that needs to be done to ensure that accidents don't happen to your employees or contractors this can help you determine the effectiveness of your ohs management system and determine if a change in resources is needed trends in risks and opportunities how are your risks changing over time looking for trends in this data may give you some insight as to why your risks are affecting you extent of meeting the policy and objectives since you took the time and effort to define a policy and set objectives for your ohs management system how are you progressing toward meeting those goals by tracking your progress you can tell if you're going to meet the target in time or if you need to change your approach or increase your resources trends in incident investigations non-conformities corrective actions and continual improvement if you have implemented your corrective action process or are investigating an incident to correct it are there trends in what you are finding the activity should be done in a timely fashion in order to gain the most benefit from the improvement follow up on previous management review actions why take actions if you are not going to make sure they are completed effectively and in a timely fashion changing circumstances related to the ohs this includes knowing any developments and legal requirements for the organization by keeping up to date with legal and other changes you can make sure that you implement any necessary updates at a time that is most advantageous to you also included are changes to your interested parties or risks and opportunities recommendations for improvement if someone has recommended a way that they think you can improve your ohs performance you owe it to yourself to see if it is feasible these opportunities for continual improvement could even save you time and money from these inputs there are a few outputs including decisions and actions from the review that need to be made these need to be consistent with the commitment to continually improve and are made available for communication and consultation with internal and external parties where applicable these outputs include possible decisions about the suitability adequacy and effectiveness of the ohs other things that need to happen to improve your ohs performance to an acceptable level opportunities for continual improvement is there an opportunity that you can work on to find improvement changes to the ohs management system has something occurred that means you will need to change your management system processes resources in order to meet your targets and legal requirements do you need to adjust the resources applied actions what actions are required to make sure that the decisions of the management review are implemented implications for the strategic direction does anything from the management review affect the strategic direction of the company remember as always that the reason you have an ohs management system is to control your ohs system and work toward improvement the review of top management is very important for this but there is no mandate as to how this review needs to happen if a meeting of top management is the best way to make sure this occurs appropriately then you should do so but do not be forced into this if you have better ways to make continual improvement happen the ohs management system is there for you so do what makes the most sense for your company usually however a meeting and a written document with the contents of the sub meeting is ideal okay with this lesson we just ended chapter nine we learned about the three ways a management system can check on itself and find its flaws and gaps in order to improve our final goal is really close the next chapter is a quick one and the last whose contents are linked to a specific clause of the standard if you need some help or have any questions on these topics please send us an email at -consult.com thanks for following the course so far see you on chapter 10 continuous improvement sub chapter 9.4 the 19011 standard in the previous chapter we said that an internal auditor should have at least basic knowledge of the iso 19011-2018 this standard gives us the rules of how to make audits generally speaking so if you are considering hiring a consultant or are going to use internal auditors in your company you should ensure that they follow the iso 19011 requirements before proceeding please note that this standard is not about safety standards specifically it has to be used for basically to audit any kind of standard so if you need to make a quality standard use the nineteen thousand eleven standards guidelines too if you need to make an environment standard same here use the nineteen thousand eleven standard two and so on we could ask ourselves yes but why is the standard needed the reason as always is finding a common ground you want internal audits to have some minimal requirements so that they are easier to read to use to compare we could summarize its goals as avoiding confusion over the objectives of audit program it means that it is very important that the audited company knows what is going to be audited and how ensuring audit reports follow the best format and contain all the relevant information this is needed because some auditors tend to write too much on their reports and some editors tend to write too little evaluating the competence of members of an audit team against appropriate criteria this is needed because for some processes sometimes it's not easy at all to find the ideal auditor now we will finally go into the contents of the standard auditors and audit program managers should perform their work ethically in an honest and responsible manner they should undertake audit activities only if competent to do so for example auditing certain processes of a chemical company require knowledge of the matter an auditor who has always audited completely different industrial sectors should probably take some kind of training before changing also auditors should perform work in a fair and unbiased manner fair presentation the obligation to report truthfully and accurately all audit findings including documented evidence conclusions and written reports should reflect truthfully and accurately the activities of the audit this includes any obstacles disagreements with other auditors or difficulties faced during the audit everything must be adequately documented it goes without saying that all communication not just documented and reported information should be truthful timely rational clear and complete do professional care diligence and judgment in auditing auditors should exercise due professional care in all tasks performed during the audit in other words auditors should keep in mind that their job is quite delicate and that they are expected to be very professional confidentiality security of information auditors should respect the confidentiality of all information they're dealing with throughout the audit this means exercising due diligence and making sure all information acquired during the course of their duties as auditors is respected and adequately protected making sure information is secure includes taking special precautions where necessary independence audit impartiality and objectivity audits by nature should be independent of the activity being audited to the furthest extent possible they should not interfere with the activity nor should they hold any bias or conflict of interest if possible internal audits should preferably be independent from the function being audited key to all audits is the pursuit of objectivity via rational process to make sure all findings and results from the audit are based only on audit evidence smaller organizations may find it difficult to enlist truly independent auditors as such every effort should be made to eliminate bias and encourage the pursuit of rational objectivity evidence-based approach rational reliable reproducible results evidence is one of the pillars of a successful audit and the foundation of rational reliable reproducible results audit evidence should be based on samples of available information because audits are conducted within limited periods of time with limited resources risk-based approach considering risks and opportunities risk management is a substantial factor when planning for conducting and documenting an audit the goal of a risk-based approach is simply to orient the audits more clearly toward matters that are important for audit clients and the achievement of audit objectives in our case if we have to pick between auditing two processes we should start from the one that according to our risk analysis has more risks for our workers subchapter 9.3 internal auditing so in our initial scheme internal auditing is the second way your company can sort of evaluate itself internal audits are the best way by which a company does checks on itself the internal audit should be taken seriously because ineffective auditing in iso 45001 can endanger the well-being of your workforce as a mandatory part of the iso 45001 standard itself the internal audit is essential for checking your system performance and compliance it is also an excellent tool to ensure continual improvement through the identification of gaps and areas where performance could be adjusted for the better you may remember that in the very first chapter we talked about the third party bodies they come once a year to evaluate your company they want to see if your company is compliant to the standard remember that kind of auditing is called third party auditing well this little explanation was needed because simply put internal audits are sort of a small version of the third-party audits that are done by certification companies by small version we mean that for one day the ohs specialist behaves exactly like the third party body he checks your processes your documents and gives an overall evaluation actually internal audits can have even more depth than a third-party audit since the auditor already knows in detail how the company works and manages health and safety by going through internal audits the organization improves itself gradually and therefore prepares itself better to withstand the third party audits it's more or less like when a kid in order to prepare himself for an interrogation at school tries to self-check by making one of his parents to interrogate him after deciding whether qualifications are necessary or not it is wise to build up a profile of the person you need to become your ohs auditor there are several ways of doing this but perhaps the most effective is building a job specification type of document that can match the requirements of the audit in line with the iso 45001 standard after doing this you can then more easily match the skills of the individual you are considering for the position or task of an internal auditor here are key competencies you should look for good knowledge of the iso 45001 standard this seems obvious but unless the person being considered for the task has good understanding of the standard it is highly unlikely that he or she will be suitable in other words a person with little experience with ohs in the workplace may not make the best ohsms auditor in understanding of the company's structure and procedures while not strictly necessary for example the external auditor will not have this knowledge good insight into the way your organization works will help your auditor understand the processes people and the risks and opportunities that arise from your organization's activities knowledge of the iso 19011 2018 the iso 19011-2018 standard provides advice and guidance on auditing management systems we will see more about it in the next chapter so at this point you could probably be thinking can i be an internal auditor after all the course is called complete course from xero to internal auditor the answer is the 45001 standard gives us minimum requirements for an internal auditor and this course gives you the basic knowledge to satisfy them but then you have to check if your company just wants these requirements to be satisfied or not it all depends on the rules that your company gives to itself regarding this matter so please check your ohs systems and just check if your curriculum fits with the job description for the role of internal auditor if it doesn't your company has two options option 1 change the rules in other words it can change the job description in order to make it fit with your skills option 2 make you attend more courses until you reach all the needed skills written in the job description of course option two is the best way to go the internal audit schedule must be planned and established and based on the results of both risk assessments and previous audit results so let's look at the when who and how of the internal audit in the iso 45001 system when as stated before the internal audit should be carried out at planned intervals or when additionally deemed necessary or beneficial to your iso 45001 system who the standard states that the selection of the auditor shall ensure impartiality and objectivity the selection of the auditor is critical obviously the otter must have experience and preferably formal training and be accurately aware of the organization's ohs policy objectives and performance in my experience many organizations consider taking external advice from an expert for internal audit purposes such as the criticality of the internal audit process how the internal auditor must have all relevant information in hand in terms of input to the process risk assessment information and results ohs performance outputs stakeholder input if relevant and desired ohs objectives will all be required by the auditor the auditor should also have access to all information and people relevant to ohs performance in your organization several different versions of audit documents can be used and your organization should select the type that fits its needs best so every year your company should make an audit plan which is a document in which it's planned who will carry on audits what kind of audits are they and when they should be done finally in the annotation column you will mark if it has been done or not there is no need to put more details in your audit plan because you should keep it a simple document all the details will be inside your audit reports which are documents in which there is a complete description of what your audit found out let's make an example audit plan for year 2020 you might plan for january 2020 an audit by mr brown in the production area following the 45001 criteria and a specific audit in june 2020 by mr white not to a physical area of your company but to a process the workers training process and the criteria in this case could be different as well it could be the compliancy to your national ohs law subchapter 9.2 monitoring as always we will go back to the first panoramic view of the three methods of auto evaluation and we will dig deeper one by one starting by monitoring monitoring and measurement according to clause 9.1.1 of the 45001 standard the organization must establish implement and maintain one or more processes for the monitoring measurement analysis and performance evaluation this means that the organization must determine a what it needs to monitor and measure b methods for monitoring measuring analyzing and evaluating performance to ensure valid results in other words the organization must establish what to measure and how to measure it so basically we have to find proper indicators an indicator is something that takes an event and sort of transforms it into a number the reason why we do it is because numbers are measurable so they give a quick idea of how any process is going and help us evaluate how good or how bad we are doing in a world without indicators the manager asks the ohs specialists how the company is doing regarding ohs the ohs specialist answers with this question just with his words and this is not good because words could be twisted or be misunderstood on the other hand if indicators are used indicators give precise information in a very effective way so in this example the manager asked the ohs specialist how the company is doing regarding ohs the ohs specialist answers this question with graphs numbers trends in the world of management standards indicators are usually called kpi key performance indicators we could now see some examples of indicators a simple indicator could be the number of incidents that happened in my company of course a low or zero number of incidents suggests that ohs is taken seriously and vice versa it's quite simple but it gives a quick idea of how my company is good in operating without violating health and safety rules but it's better to elaborate indicators a little more though for example a better indicator could be number of incidents divided by the worked hours this is better because it normalizes the number taking into account the fact that the more the workers the higher the probability of having accidents a normalized number is easier to use by ohs managers and by managers in general can you think of an even better way to write down this indicator yes we could elaborate it even more maybe it could be total working hours that have been missed because of an accident divided by the total hours of work this is even better because it takes into account the gravity of the incident our general advices have a little number of indicators but be sure that you know how to interpret them once your company decided which indicators are best for it it's time to keep track of it a 45001 certified company needs to state which indicators it uses how the data is gained how often the indicators are updated what indicators are linked to specific goals in our examples of those indicators related to the number and gravity of incidents the first input of incidents could come from workers and their supervisors data then could be gained and put into charts by the ehs specialist this indicator could be checked once a year by the company's management lastly we have to ask ourselves what is the final use of any indicator as we stated before indicators are made to be used some indicators are made to be read without any specific goal for example the company may be interested in checking the average number of accidents in each company department but without having a specific goal for each of them other kinds of indicators are linked to specific goals their proper use is to lead the company in better managing of its processes and have a clear idea of how its goals are near before proceeding just one final note indicators their trend and the goal related to them should be put on a documented information chapter 9 performance evaluation clause 9 of the 45001 standard is entirely dedicated to this topic this topic is the check part of the pdca cycle it means that everything that my system has planned and done now has to be checked why do we have to check our processes as we said before to find out what worked and what didn't work and act accordingly there are three ways through which a management system can check its processes monitoring internal auditing management review these three ways differ a lot one from each other the first big difference we can talk about is the frequency monitoring is something that is done pretty much continuously the top management always keeps an eye on what is happening in their organization that's why as you may we draw a calendar that goes from january to december and we put a lot of magnifying glasses all over it internal auditing is done once in a while to be more specific it has to be done according to a specific plan in specific times of the year that's why in our calendar we put just two magnifying glasses in two specific months the management review is usually done once a year so our magnifying glass has been put on one month only of course there are many other differences that we will see in the following parts of this lesson but the frequence is the first one we could talk of in the following slides we will see these three different kinds of monitoring individually sub-chapter 9.5 management review management review meeting is the final way through which your company can check on itself as with many management systems the iso 45001 2018 standard recognizes the importance of having top management involved in safety due to this critical role the standard includes requirements for top management to review the ohs management system to determine if there are changes necessary to improve or correct the system this is done in a meeting in which a specific set of inputs are evaluated and a specific set of outputs are made inputs the top management is required to assess any opportunities for improvement and any needed changes in the external and internal issues affecting the ohs management system also the top management has to evaluate how well the company has met the ohs policy and ohs objectives since these topics are complex who wrote the standard decided to be very specific providing an actual list results of internal audits what was found during your internal audits along with corrective actions that were identified were there any opportunities for improvement results of monitoring and measurement there are certain things you have chosen to measure as key indicators of how your ohs management system is working these need to be reviewed and understood by management evaluations of compliance with legal requirements in your review of how well you meet legal requirements did you find anything that could be improved was a near miss or was done better in one part of the company if so could other areas of the company learn from them results of participation and consultation in talking with employees and other interested parties was there something identified that could improve your ohs system communication from interested parties while this includes complaints it's not exclusive to those complaints if someone outside of the company has taken the time to identify something regarding health and safety such as a potentially hazardous situation that they noticed take the opportunity to address this before something happens adequacy of resources affecting ohs performance how many accidents are near misses happen in your company is there something that needs to be done to ensure that accidents don't happen to your employees or contractors this can help you determine the effectiveness of your ohs management system and determine if a change in resources is needed trends in risks and opportunities how are your risks changing over time looking for trends in this data may give you some insight as to why your risks are affecting you extent of meeting the policy and objectives since you took the time and effort to define a policy and set objectives for your ohs management system how are you progressing toward meeting those goals by tracking your progress you can tell if you're going to meet the target in time or if you need to change your approach or increase your resources trends in incident investigations non-conformities corrective actions and continual improvement if you have implemented your corrective action process or are investigating an incident to correct it are there trends in what you are finding the activity should be done in a timely fashion in order to gain the most benefit from the improvement follow up on previous management review actions why take actions if you are not going to make sure they are completed effectively and in a timely fashion changing circumstances related to the ohs this includes knowing any developments and legal requirements for the organization by keeping up to date with legal and other changes you can make sure that you implement any necessary updates at a time that is most advantageous to you also included are changes to your interested parties or risks and opportunities recommendations for improvement if someone is recommended away that they think you can improve your ohs performance you owe it to yourself to see if it is feasible these opportunities for continual improvement could even save you time and money from these inputs there are a few outputs including decisions and actions from the review that need to be made these need to be consistent with the commitment to continually improve and are made available for communication and consultation with internal and external parties where applicable these outputs include possible decisions about the suitability adequacy and effectiveness of the ohs other things that need to happen to improve your ohs performance to an acceptable level opportunities for continual improvement is there an opportunity that you can work on to find improvement changes to the ohs management system has something occurred that means you will need to change your management system processes resources in order to meet your targets and legal requirements do you need to adjust the resources applied actions what actions are required to make sure that the decisions of the management review are implemented implications for the strategic direction does anything from the management review affect the strategic direction of the company remember as always that the reason you have an ohs management system is to control your ohs system and work toward improvement the review of top management is very important for this but there is no mandate as to how this review needs to happen if a meeting of top management is the best way to make sure this occurs appropriately then you should do so but do not be forced into this if you have better ways to make continual improvement happen the ohs management system is there for you so do what makes the most sense for your company usually however a meeting and a written document with the contents of the said meeting is ideal okay with this lesson we just ended chapter nine we learned about the three ways a management system can check on itself and find its flaws and gaps in order to improve our final goal is really close the next chapter is a quick one and the last whose contents are linked to a specific clause of the standard if you need some help or have any questions on these topics please send us an email at ocom acam-consult.com thanks for following the course so far see you on chapter 10 continuous improvement sub chapter 9.4 the 19011 standard in the previous chapter we said that an internal auditor should have at least basic knowledge of the iso 19011-2018 this standard gives us the rules of how to make audits generally speaking so if you are considering hiring a consultant or are going to use internal auditors in your company you should ensure that they follow the iso 19011 requirements before proceeding please note that this standard is not about safety standards specifically it has to be used for basically to audit any kind of standard so if you need to make a quality standard use the nineteen thousand eleven standards guidelines too if you need to make an environment standard same here use the nineteen thousand eleven standard two and so on now we could ask ourselves yes but why is the standard needed the reason as always is finding a common ground you want internal audits to have some minimal requirements so that they are easier to read to use to compare we could summarize its goals as avoiding confusion over the objectives of audit program it means that it is very important that the audited company knows what is going to be audited and how ensuring audit reports follow the best format and contain all the relevant information this is needed because some auditors tend to write too much on their reports and some editors tend to write too little evaluating the competence of members of an audit team against appropriate criteria this is needed because for some processes sometimes it's not easy at all to find the ideal auditor now we will finally go into the contents of the standard auditors and audit program managers should perform their work ethically in an honest and responsible manner they should undertake audit activities only if competent to do so for example auditing certain processes of a chemical company require knowledge of the matter an auditor who has always audited completely different industrial sectors should probably take some kind of training before changing also auditors should perform work in a fair and unbiased manner fair presentation the obligation to report truthfully and accurately all audit findings including documented evidence conclusions and written reports should reflect truthfully and accurately the activities of the audit this includes any obstacles disagreements with other auditors or difficulties faced during the audit everything must be adequately documented it goes without saying that all communication not just documented and reported information should be truthful timely rational clear and do complete care diligence and judgment in auditing auditors should exercise due professional care in all tests performed during the audit in other words auditors should keep in mind that their job is quite delicate and that they are expected to be very professional confidentiality security of information auditors should respect the confidentiality of all information they're dealing with throughout the audit this means exercising due diligence and making sure all information acquired during the course of their duties as auditors is respected and adequately protected making sure information is secure includes taking special precautions where necessary independence audit impartiality and objectivity audits by nature should be independent of the activity being audited to the furthest extent possible they should not interfere with the activity nor should they hold any bias or conflict of interest if possible internal audits should preferably be independent from the function being audited key to all audits is the pursuit of objectivity via rational process to make sure all findings and results from the audit are based only on audit evidence smaller organizations may find it difficult to enlist truly independent auditors as such every effort should be made to eliminate bias and encourage the pursuit of rational objectivity evidence-based approach rational reliable reproducible results evidence is one of the pillars of a successful audit and the foundation of rational reliable reproducible results audit evidence should be based on samples of available information because audits are conducted within limited periods of time with limited resources risk-based approach considering risks and opportunities risk management is a substantial factor when planning for conducting and documenting an audit the goal of a risk-based approach is simply to orient the audits more clearly toward matters that are important for audit clients and the achievement of audit objectives in our case if we have to pick between auditing two processes we should start from the one that according to our risk analysis has more risks for our workers sub chapter 9.3 internal auditing so in our initial scheme internal auditing is the second way your company can sort of evaluate itself internal audits are the best way by which a company does checks on itself the internal audit should be taken seriously because ineffective auditing in iso 45001 can endanger the well-being of your workforce as a mandatory part of the iso 45001 standard itself the internal audit is essential for checking your system performance and compliance it is also an excellent tool to ensure continual improvement through the identification of gaps and areas where performance could be adjusted for the better you may remember that in the very first chapter we talked about the third party bodies they come once a year to evaluate your company they want to see if your company is compliant to the standard remember that kind of auditing is called third party auditing well this little explanation was needed because simply put internal audits are sort of a small version of the third-party audits that are done by certification companies by small version we mean that for one day the ohs specialist behaves exactly like the third party body he checks your processes your documents and gives an overall evaluation actually internal audits can have even more depth than a third party audit since the auditor already knows in detail how the company works and manages health and safety by going through internal audits the organization improves itself gradually and therefore prepares itself better to withstand the third party audits it's more or less like when a kid in order to prepare himself for an interrogation at school tries to self-check by making one of his parents to interrogate him after deciding whether qualifications are necessary or not it is wise to build up a profile of the person you need to become your ohs auditor there are several ways of doing this but perhaps the most effective is building a job specification type of document that can match the requirements of the audit in line with the iso 45001 standard after doing this you can then more easily match the skills of the individual you are considering for the position or task of an internal auditor here are key competencies you should look for good knowledge of the iso 45001 standard this seems obvious but unless the person being considered for the task has good understanding of the standard it is highly unlikely that he or she will be suitable in other words a person with little experience with ohs in the workplace may not make the best ohsms auditor in understanding of the company's structure and procedures while not strictly necessary for example the external auditor will not have this knowledge good insight into the way your organization works will help your auditor understand the processes people and the risks and opportunities that arise from your organization's activities knowledge of the iso 19011 2018 the iso 19011 2018 standard provides advice and guidance on auditing management systems we will see more about it in the next chapter so at this point you could probably be thinking can i be an internal auditor after all the course is called complete course from xero to internal auditor the answer is the 45001 standard gives us minimum requirements for an internal auditor and this course gives you the basic knowledge to satisfy them but then you have to check if your company just wants these requirements to be satisfied or not it all depends on the rules that your company gives to itself regarding this matter so please check your ohs systems and just check if your curriculum fits with the job description for the role of internal auditor if it doesn't your company has two options option one change the rules in other words it can change the job description in order to make it fit with your skills option 2 make you attend more courses until you reach all the needed skills written in the job description of course option 2 is the best way to go the internal audit schedule must be planned and established and based on the results of both risk assessments and previous audit results so let's look at the when who and how of the internal audit in the iso 45001 system when as stated before the internal audit should be carried out at planned intervals or when additionally deemed necessary or beneficial to your iso 45001 system who the standard states that the selection of the auditor shall ensure impartiality and objectivity the selection of the auditor is critical obviously the otter must have experience and preferably formal training and be accurately aware of the organization's ohs policy objectives and performance in my experience many organizations consider taking external advice from an expert for internal audit purposes such as the criticality of the internal audit process how the internal auditor must have all relevant information in hand in terms of input to the process risk assessment information and results ohs performance outputs stakeholder input if relevant and desired ohs objectives will all be required by the auditor the auditor should also have access to all information and people relevant to ohs performance in your organization several different versions of audit documents can be used and your organization should select the type that fits its needs best so every year your company should make an audit plan which is a document in which it's planned who will carry on audits what kind of audits are they and when they should be done finally in the annotation column you will mark if it has been done or not there is no need to put more details in your audit plan because you should keep it a simple document all the details will be inside your audit reports which are documents in which there is a complete description of what your audit found out let's make an example audit plan for year 2020 you might plan for january 2020 in audit by mr brown in the production area following the 45001 criteria and a specific audit in june 2020 by mr white not to a physical area of your company but to a process the workers training process and the criteria in this case could be different as well it could be the compliancy to your national ohs law subchapter 9.2 monitoring as always we will go back to the first panoramic view of the three methods of auto evaluation and we will dig deeper one by one starting by monitoring monitoring and measurement according to clause 9.1.1 of the 45001 standard the organization must establish implement and maintain one or more processes for the monitoring measurement analysis and performance evaluation this means that the organization must determine a what it needs to monitor and measure b methods for monitoring measuring analyzing and evaluating performance to ensure valid results in other words the organization must establish what to measure and how to measure it so basically we have to find proper indicators an indicator is something that takes an event and sort of transforms it into a number the reason why we do it is because numbers are measurable so they give a quick idea of how any process is going and help us evaluate how good or how bad we are doing in a world without indicators the manager asks the ohs specialists how the company is doing regarding ohs the ohs specialist answers with this question just with his words and this is not good because words could be twisted or be misunderstood on the other hand if indicators are used indicators give precise information in a very effective way so in this example the manager asked the ohs specialist how the company is doing regarding ohs the ohs specialist answers this question with graphs numbers trends in the world of management standards indicators are usually called kpi key performance indicators we could now see some examples of indicators a simple indicator could be the number of incidents that happened in my company of course a low or zero number of incidents suggests that ohs is taken seriously and vice versa it's quite simple but it gives a quick idea of how my company is good in operating without violating health and safety rules but it's better to elaborate indicators a little more though for example a better indicator could be number of incidents divided by the worked hours this is better because it normalizes the number taking into account the fact that the more the workers the higher the probability of having accidents a normalized number is easier to use by ohs managers and by managers in general can you think of an even better way to write down this indicator yes we could elaborate it even more maybe it could be total working hours that have been missed because of an accident divided by the total hours of work this is even better because it takes into account the gravity of the incident our general advice is have a little number of indicators but be sure that you know how to interpret them once your company decided which indicators are best for it it's time to keep track of it a 45001 certified company needs to state which indicators it uses how the data is gained how often the indicators are updated what indicators are linked to specific goals in our examples of those indicators related to the number and gravity of incidents the first input of incidents could come from workers and their supervisors data then could be gained and put into charts by the ehs specialist this indicator could be checked once a year by the company's management lastly we have to ask ourselves what is the final use of any indicator as we stated before indicators are made to be used some indicators are made to be read without any specific goal for example the company may be interested in checking the average number of accidents in each company department but without having a specific goal for each of them other kinds of indicators are linked to specific goals their proper use is to lead the company in better managing of its processes and have a clear idea of how its goals are near before proceeding just one final note indicators their trend and the goal related to them should be put on a documented information chapter 9 performance evaluation clause 9 of the 45001 standard is entirely dedicated to this topic this topic is the check part of the pdca cycle it means that everything that my system has planned and done now has to be checked why do we have to check our processes as we said before to find out what worked and what didn't work and act accordingly there are three ways through which a management system can check its processes monitoring internal auditing management review these three ways differ a lot one from each other the first big difference we can talk about is the frequency monitoring is something that is done pretty much continuously the top management always keeps an eye on what is happening in their organization that's why as you may we draw a calendar that goes from january to december and we put a lot of magnifying glasses all over it internal auditing is done once in a while to be more specific it has to be done according to a specific plan in specific times of the year that's why in our calendar we put just two magnifying glasses into specific months the management review is usually done once a year so our magnifying glass has been put on one month only of course there are many other differences that we will see in the following parts of this lesson but the frequence is the first one we could talk of in the following slides we will see these three different kinds of monitoring individually subchapter 9.5 management review management review meeting is the final way through which your company can check on itself as with many management systems the iso 45001 2018 standard recognizes the importance of having top management involved in safety due to this critical role the standard includes requirements for top management to review the ohs management system to determine if there are changes necessary to improve or correct the system this is done in a meeting in which a specific set of inputs are evaluated and a specific set of outputs are made inputs the top management is required to assess any opportunities for improvement and any needed changes in the external and internal issues affecting the ohs management system also the top management has to evaluate how well the company has met the ohs policy and ohs objectives since these topics are complex who wrote the standard decided to be very specific providing an actual list results of internal audits what was found during your internal audits along with corrective actions that were identified were there any opportunities for improvement results of monitoring and measurement there are certain things you have chosen to measure as key indicators of how your ohs management system is working these need to be reviewed and understood by management evaluations of compliance with legal requirements in your review of how well you meet legal requirements did you find anything that could be improved was a near miss or was done better in one part of the company if so could other areas of the company learn from them results of participation and consultation in talking with employees and other interested parties was there something identified that could improve your ohs system communication from interested parties while this includes complaints it's not exclusive to those complaints if someone outside of the company has taken the time to identify something regarding health and safety such as a potentially hazardous situation that they noticed take the opportunity to address this before something happens adequacy of resources affecting ohs performance how many accidents or near misses happen in your company is there something that needs to be done to ensure that accidents don't happen to your employees or contractors this can help you determine the effectiveness of your ohs management system and determine if a change in resources is needed trends in risks and opportunities how are your risks changing over time looking for trends in this data may give you some insight as to why your risks are affecting you extent of meeting the policy and objectives since you took the time and effort to define a policy and set objectives for your ohs management system how are you progressing toward meeting those goals by tracking your progress you can tell if you're going to meet the target in time or if you need to change your approach or increase your resources trends in incident investigations non-conformities corrective actions and continual improvement if you have implemented your corrective action process or are investigating an incident to correct it are there trends in what you are finding the activity should be done in a timely fashion in order to gain the most benefit from the improvement follow up on previous management review actions why take actions if you are not going to make sure they are completed effectively and in a timely fashion changing circumstances related to the ohs this includes knowing any developments and legal requirements for the organization by keeping up to date with legal and other changes you can make sure that you implement any necessary updates at a time that is most advantageous to you also included are changes to your interested parties or risks and opportunities recommendations for improvement if someone has recommended a way that they think you can improve your ohs performance you owe it to yourself to see if it is feasible these opportunities for continual improvement could even save you time and money from these inputs there are a few outputs including decisions and actions from the review that need to be made these need to be consistent with the commitment to continually improve and are made available for communication and consultation with internal and external parties where applicable these outputs include possible decisions about the suitability adequacy and effectiveness of the ohs other things that need to happen to improve your oh s performance to an acceptable level opportunities for continual improvement is there an opportunity that you can work on to find improvement changes to the ohs management system has something occurred that means you will need to change your management system processes resources in order to meet your targets and legal requirements do you need to adjust the resources applied actions what actions are required to make sure that the decisions of the management review are implemented implications for the strategic direction does anything from the management review affect the strategic direction of the company remember as always that the reason you have an ohs management system is to control your ohs system and work toward improvement the review of top management is very important for this but there is no mandate as to how this review needs to happen if a meeting of top management is the best way to make sure this occurs appropriately then you should do so but do not be forced into this if you have better ways to make continual improvement happen the ohs management system is there for you so do what makes the most sense for your company usually however a meeting and a written document with the contents of the said meeting is ideal okay with this lesson we just ended chapter nine we learned about the three ways a management system can check on itself and find its flaws and gaps in order to improve our final goal is really close the next chapter is a quick one and the last whose contents are linked to a specific clause of the standard if you need some help or have any questions on these topics please send us an email at at -consult.com thanks for following the course so far see you on chapter 10 continuous improvement subchapter 9.4 the 19011 standard in the previous chapter we said that an internal auditor should have at least basic knowledge of the iso 19011 19011-2018 this standard gives us the rules of how to make audits generally speaking so if you are considering hiring a consultant or are going to use internal auditors in your company you should ensure that they follow the iso 19011 requirements before proceeding please note that this standard is not about safety standards specifically it has to be used for basically to audit any kind of standard so if you need to make a quality standard use the 19011 standards guidelines too if you need to make an environment standard same here use the 19011 standard 2 and so on now we could ask ourselves yes but why is the standard needed the reason as always is finding a common ground you want internal audits to have some minimal requirements so that they are easier to read to use to compare we could summarize its goals as avoiding confusion over the objectives of audit program it means that it is very important that the audited company knows what is going to be audited and how ensuring audit reports follow the best format and contain all the relevant information this is needed because some auditors tend to write too much on their reports and some editors tend to write too little evaluating the competence of members of an audit team against appropriate criteria this is needed because for some processes sometimes it's not easy at all to find the ideal auditor now we will finally go into the contents of this standard auditors and audit program managers should perform their work ethically in an honest and responsible manner they should undertake audit activities only if competent to do so for example auditing certain processes of a chemical company require knowledge of the matter an auditor who has always audited completely different industrial sectors should probably take some kind of training before changing also auditors should perform work in a fair and unbiased manner fair presentation the obligation to report truthfully and accurately all audit findings including documented evidence conclusions and written reports should reflect truthfully and accurately the activities of the audit this includes any obstacles disagreements with other auditors or difficulties faced during the audit everything must be adequately documented it goes without saying that all communication not just documented and reported information should be truthful timely rational clear and complete do professional care diligence and judgment in auditing auditors should exercise due professional care in all tasks performed during the audit in other words auditors should keep in mind that their job is quite delicate and that they are expected to be very professional confidentiality security of information auditors should respect the confidentiality of all information they're dealing with throughout the audit this means exercising due diligence and making sure all information acquired during the course of their duties as auditors is respected and adequately protected making sure information is secure includes taking special precautions where necessary independence audit impartiality and objectivity audits by nature should be independent of the activity being audited to the furthest extent possible they should not interfere with the activity nor should they hold any bias or conflict of interest if possible internal audits should preferably be independent from the function being audited key to all audits is the pursuit of objectivity via rational process to make sure all findings and results from the audit are based only on audit evidence smaller organizations may find it difficult to enlist truly independent auditors as such every effort should be made to eliminate bias and encourage the pursuit of rational objectivity evidence-based approach rational reliable reproducible results evidence is one of the pillars of a successful audit and the foundation of rational reliable reproducible results audit evidence should be based on samples of available information because audits are conducted within limited periods of time with limited resources risk-based approach considering risks and opportunities risk management is a substantial factor when planning for conducting and documenting an audit the goal of a risk-based approach is simply to orient the audits more clearly toward matters that are important for audit clients and the achievement of audit objectives in our case if we have to pick between auditing two processes we should start from the one that according to our risk analysis has more risks for our workers sub chapter 9.3 internal auditing so in our initial scheme internal auditing is the second way your company can sort of evaluate itself internal audits are the best way by which a company does checks on itself the internal audit should be taken seriously because ineffective auditing in iso 45001 can endanger the well-being of your workforce as a mandatory part of the iso 45001 standard itself the internal audit is essential for checking your system performance and compliance it is also an excellent tool to ensure continual improvement through the identification of gaps and areas where performance could be adjusted for the better you may remember that in the very first chapter we talked about the third party bodies they come once a year to evaluate your company they want to see if your company is compliant to the standard remember that kind of auditing is called third party auditing well this little explanation was needed because simply put internal audits are sort of a small version of the third party audits that are done by certification companies by small version we mean that for one day the ohs specialist behaves exactly like the third party body he checks your processes your documents and gives an overall evaluation actually internal audits can have even more depth than a third-party audit since the auditor already knows in detail how the company works and manages health and safety by going through internal audits the organization improves itself gradually and therefore prepares itself better to withstand the third party audits it's more or less like when a kid in order to prepare himself for an interrogation at school tries to self-check by making one of his parents to interrogate him after deciding whether qualifications are necessary or not it is wise to build up a profile of the person you need to become your ohs auditor there are several ways of doing this but perhaps the most effective is building a job specification type of document that can match the requirements of the audit in line with the iso 45001 standard after doing this you can then more easily match the skills of the individual you are considering for the position or task of an internal auditor here are key competencies you should look for good knowledge of the iso 45001 standard this seems obvious but unless the person being considered for the task has good understanding of the standard it is highly unlikely that he or she will be suitable in other words a person with little experience with ohs in the workplace may not make the best ohsms auditor in understanding of the company's structure and procedures while not strictly necessary for example the external auditor will not have this knowledge good insight into the way your organization works will help your auditor understand the processes people and the risks and opportunities that arise from your organization's activities knowledge of the iso 19011 2018 the iso 19011 2018 standard provides advice and guidance on auditing management systems we will see more about it in the next chapter so at this point you could probably be thinking can i be an internal auditor after all the course is called complete course from xero to internal auditor the answer is the 45001 standard gives us minimum requirements for an internal auditor and this course gives you the basic knowledge to satisfy them but then you have to check if your company just wants these requirements to be satisfied or not it all depends on the rules that your company gives to itself regarding this matter so please check your ohs systems and just check if your curriculum fits with the job description for the role of internal auditor if it doesn't your company has two options option one change the rules in other words it can change the job description in order to make it fit with your skills option 2 make you attend more courses until you reach all the needed skills written in the job description of course option 2 is the best way to go internal audit schedule must be planned and established and based on the results of both risk assessments and previous audit results so let's look at the when who and how of the internal audit in the iso 45001 system when as stated before the internal audit should be carried out at planned intervals or when additionally deemed necessary or beneficial to your iso 45001 system who the standard states that the selection of the auditor shall ensure impartiality and objectivity the selection of the auditor is critical obviously the otter must have experience and preferably formal training and be accurately aware of the organization's ohs policy objectives and performance in my experience many organizations consider taking external advice from an expert for internal audit purposes such as the criticality of the internal audit process how the internal auditor must have all relevant information in hand in terms of input to the process risk assessment information and results ohs performance outputs stakeholder input if relevant and desired ohs objectives will all be required by the auditor the auditor should also have access to all information and people relevant to ohs performance in your organization several different versions of audit documents can be used and your organization should select the type that fits its needs best so every year your company should make an audit plan which is a document in which it's planned who will carry on audits what kind of audits are they and when they should be done finally in the annotation column you will mark if it has been done or not there is no need to put more details in your audit plan because you should keep it a simple document all the details will be inside your audit reports which are documents in which there is a complete description of what your audit found out let's make an example audit plan for year 2020 you might plan for january 2020 an audit by mr brown in the production area following the 45001 criteria and a specific audit in june 2020 by mr white not to a physical area of your company but to a process the workers training process and the criteria in this case could be different as well it could be the compliancy to your national ohs law subchapter 9.2 monitoring as always we will go back to the first panoramic view of the three methods of auto evaluation and we will dig deeper one by one starting by monitoring monitoring and measurement according to clause 9.1.1 of the 45001 standard the organization must establish implement and maintain one or more processes for the monitoring measurement analysis and performance evaluation this means that the organization must determine a what it needs to monitor and measure b methods for monitoring measuring analyzing and evaluating performance to ensure valid results in other words the organization must establish what to measure and how to measure it so basically we have to find proper indicators an indicator is something that takes an event and sort of transforms it into a number the reason why we do it is because numbers are measurable so they give a quick idea of how any process is going and help us evaluate how good or how bad we are doing in a world without indicators the manager asks the ohs specialists how the company is doing regarding ohs the ohs specialist answers with this question just with his words and this is not good because words could be twisted or be misunderstood on the other hand if indicators are used indicators give precise information in a very effective way so in this example the manager asked the ohs specialist how the company is doing regarding ohs the ohs specialist answers this question with graphs numbers trends in the world of management standards indicators are usually called kpi key performance indicators we could now see some examples of indicators a simple indicator could be the number of incidents that happened in my company of course a low or zero number of incidents suggests that ohs is taken seriously and vice versa it's quite simple but it gives a quick idea of how my company is good in operating without violating health and safety rules but it's better to elaborate indicators a little more though for example a better indicator could be number of incidents divided by the worked hours this is better because it normalizes the number taking into account the fact that the more the workers the higher the probability of having accidents a normalized number is easier to use by ohs managers and by managers in general can you think of an even better way to write down this indicator yes we could elaborate it even more maybe it could be total working hours that have been missed because of an accident divided by the total hours of work this is even better because it takes into account the gravity of the incident our general advice is have a little number of indicators but be sure that you know how to interpret them once your company decided which indicators are best for it it's time to keep track of it a 45001 certified company needs to state which indicators it uses how the data is gained how often the indicators are updated what indicators are linked to specific goals in our examples of those indicators related to the number and gravity of incidents the first input of incidence could come from workers and their supervisors data then could be gained and put into charts by the ehs specialist this indicator could be checked once a year by the company's management lastly we have to ask ourselves what is the final use of any indicator as we stated before indicators are made to be used some indicators are made to be read without any specific goal for example the company may be interested in checking the average number of accidents in each company department but without having a specific goal for each of them other kinds of indicators are linked to specific goals their proper use is to lead the company in better managing of its processes and have a clear idea of how its goals are near before proceeding just one final note indicators their trend and the goal related to them should be put on a documented information chapter 9 performance evaluation clause 9 of the 45001 standard is entirely dedicated to this topic this topic is the check part of the pdca cycle it means that everything that my system has planned and done now has to be checked why do we have to check our processes as we said before to find out what worked and what didn't work and act accordingly there are three ways through which a management system can check its processes monitoring internal auditing management review these three ways differ a lot one from each other the first big difference we can talk about is the frequency monitoring is something that is done pretty much continuously the top management always keeps an eye on what is happening in their organization that's why as you may we draw a calendar that goes from january to december and we put a lot of magnifying glasses all over it internal auditing is done once in a while to be more specific it has to be done according to a specific plan in specific times of the year that's why in our calendar we put just two magnifying glasses in two specific months the management review is usually done once a year so our magnifying glass has been put on one month only of course there are many other differences that we will see in the following parts of this lesson but the frequence is the first one we could talk of in the following slides we will see these three different kinds of monitoring individually sub chapter 9.5 management review management review meeting is the final way through which your company can check on itself as with many management systems the iso 45001 2018 standard recognizes the importance of having top management involved in safety due to this critical role the standard includes requirements for top management to review the ohs management system to determine if there are changes necessary to improve or correct the system this is done in a meeting in which a specific set of inputs are evaluated and a specific set of outputs are made inputs the top management is required to assess any opportunities for improvement and any needed changes in the external and internal issues affecting the ohs management system also the top management has to evaluate how well the company has met the ohs policy and ohs objectives since these topics are complex who wrote the standard decided to be very specific providing an actual list results of internal audits what was found during your internal audits along with corrective actions that were identified were there any opportunities for improvement results of monitoring and measurement there are certain things you have chosen to measure as key indicators of how your ohs management system is working these need to be reviewed and understood by management evaluations of compliance with legal requirements in your review of how well you meet legal requirements did you find anything that could be improved was a near miss or was done better in one part of the company if so could other areas of the company learn from them results of participation and consultation in talking with employees and other interested parties was there something identified that could improve your ohs system communication from interested parties while this includes complaints it's not exclusive to those complaints if someone outside of the company has taken the time to identify something regarding health and safety such as a potentially hazardous situation that they noticed take the opportunity to address this before something happens adequacy of resources affecting ohs performance how many accidents are near misses happen in your company is there something that needs to be done to ensure that accidents don't happen to your employees or contractors this can help you determine the effectiveness of your ohs management system and determine if a change in resources is needed trends in risks and opportunities how are your risks changing over time looking for trends in this data may give you some insight as to why your risks are affecting you extent of meeting the policy and objectives since you took the time and effort to define a policy and set objectives for your ohs management system how are you progressing toward meeting those goals by tracking your progress you can tell if you're going to meet the target in time or if you need to change your approach or increase your resources trends in incident investigations non-conformities corrective actions and continual improvement if you have implemented your corrective action process or are investigating an incident to correct it are there trends in what you are finding the activity should be done in a timely fashion in order to gain the most benefit from the improvement follow up on previous management review actions why take actions if you are not going to make sure they are completed effectively and in a timely fashion changing circumstances related to the ohs this includes knowing any developments and legal requirements for the organization by keeping up to date with legal and other changes you can make sure that you implement any necessary updates at a time that is most advantageous to you also included are changes to your interested parties or risks and opportunities recommendations for improvement if someone has recommended a way that they think you can improve your ohs performance you owe it to yourself to see if it is feasible these opportunities for continual improvement could even save you time and money from these inputs there are a few outputs including decisions and actions from the review that need to be made these need to be consistent with the commitment to continually improve and are made available for communication and consultation with internal and external parties where applicable these outputs include possible decisions about the suitability adequacy and effectiveness of the ohs are there things that need to happen to improve your ohs performance to an acceptable level opportunities for continual improvement is there an opportunity that you can work on to find improvement changes to the ohs management system has something occurred that means you will need to change your management system processes resources in order to meet your targets and legal requirements do you need to adjust the resources applied actions what actions are required to make sure that the decisions of the management review are implemented implications for the strategic direction does anything from the management review affect the strategic direction of the company remember as always that the reason you have an ohs management system is to control your ohs system and work toward improvement the review of top management is very important for this but there is no mandate as to how this review needs to happen if a meeting of top management is the best way to make sure this occurs appropriately then you should do so but do not be forced into this if you have better ways to make continual improvement happen the ohs management system is there for you so do what makes the most sense for your company usually however a meeting and a written document with the contents of the said meeting is ideal okay with this lesson we just ended chapter nine we learned about the three ways a management system can check on itself and find its flaws and gaps in order to improve our final goal is really close the next chapter is a quick one and the last whose contents are linked to a specific clause of the standard if you need some help or have any questions on these topics please send us an email at -consult.com thanks for following the course so far see you on chapter 10 continuous improvement subchapter 9.4 the 19011 standard in the previous chapter we said that an internal auditor should have at least basic knowledge of the iso 19011-2018 this standard gives us the rules of how to make audits generally speaking so if you are considering hiring a consultant or are going to use internal auditors in your company you should ensure that they follow the iso 19011 requirements before proceeding please note that this standard is not about safety standards specifically it has to be used for basically to audit any kind of standard so if you need to make a quality standard use the 19011 standards guidelines too if you need to make an environment standard same here use the nineteen thousand eleven standard two and so on now we could ask ourselves yes but why is the standard needed the reason as always is finding a common ground you want internal audits to have some minimal requirements so that they are easier to read to use to compare we could summarize its goals as avoiding confusion over the objectives of audit program it means that it is very important that the audited company knows what is going to be audited and how ensuring audit reports follow the best format and contain all the relevant information this is needed because some auditors tend to write too much on their reports and some editors tend to write too little evaluating the competence of members of an audit team against appropriate criteria this is needed because for some processes sometimes it's not easy at all to find the ideal auditor now we will finally go into the contents of the standard auditors and audit program managers should perform their work ethically in an honest and responsible manner they should undertake audit activities only if competent to do so for example auditing certain processes of a chemical company require knowledge of the matter an auditor who has always audited completely different industrial sectors should probably take some kind of training before changing also auditors should perform work in a fair and unbiased manner fair presentation the obligation to report truthfully and accurately all audit findings including documented evidence conclusions and written reports should reflect truthfully and accurately the activities of the audit this includes any obstacles disagreements with other auditors or difficulties faced during the audit everything must be adequately documented it goes without saying that all communication not just documented and reported information should be truthful timely rational clear and complete do professional care diligence and judgment in auditing auditors should exercise due professional care in all tasks performed during the audit in other words auditors should keep in mind that their job is quite delicate and that they are expected to be very professional confidentiality security of information auditors should respect the confidentiality of all information they're dealing with throughout the audit this means exercising due diligence and making sure all information acquired during the course of their duties as auditors is respected and adequately protected making sure information is secure includes taking special precautions where necessary independence audit impartiality and objectivity audits by nature should be independent of the activity being audited to the furthest extent possible they should not interfere with the activity nor should they hold any bias or conflict of interest if possible internal audits should preferably be independent from the function being audited key to all audits is the pursuit of objectivity via rational process to make sure all findings and results from the audit are based only on audit evidence smaller organizations may find it difficult to enlist truly independent auditors as such every effort should be made to eliminate bias and encourage the pursuit of rational objectivity evidence-based approach rational reliable reproducible results evidence is one of the pillars of a successful audit and the foundation of rational reliable reproducible results audit evidence should be based on samples of available information because audits are conducted within limited periods of time with limited resources risk-based approach considering risks and opportunities risk management is a substantial factor when planning for conducting and documenting an audit the goal of a risk-based approach is simply to orient the audits more clearly toward matters that are important for audit clients and the achievement of audit objectives in our case if we have to pick between auditing two processes we should start from the one that according to our risk analysis has more risks for our workers sub chapter 9.3 internal auditing so in our initial scheme internal auditing is the second way your company can sort of evaluate itself internal audits are the best way by which a company does checks on itself the internal audit should be taken seriously because ineffective auditing in iso 45001 can endanger the well-being of your workforce as a mandatory part of the iso 45001 standard itself the internal audit is essential for checking your system performance and compliance it is also an excellent tool to ensure continual improvement through the identification of gaps and areas where performance could be adjusted for the better you may remember that in the very first chapter we talked about the third party bodies they come once a year to evaluate your company they want to see if your company is compliant to the standard remember that kind of auditing is called third-party auditing well this little explanation was needed because simply put internal audits are sort of a small version of the third party audits that are done by certification companies by small version we mean that for one day the ohs specialist behaves exactly like the third party body he checks your processes your documents and gives an overall evaluation actually internal audits can have even more depth than a third-party audit since the auditor already knows in detail how the company works and manages health and safety by going through internal audits the organization improves itself gradually and therefore prepares itself better to withstand the third-party audits it's more or less like when a kid in order to prepare himself for an interrogation at school tries to self-check by making one of his parents to interrogate him after deciding whether qualifications are necessary or not it is wise to build up a profile of the person you need to become your ohs auditor there are several ways of doing this but perhaps the most effective is building a job specification type of document that can match the requirements of the audit in line with the iso 45001 standard after doing this you can then more easily match the skills of the individual you are considering for the position or task of an internal auditor here are key competencies you should look for good knowledge of the iso 45001 standard this seems obvious but unless the person being considered for the task has good understanding of the standard it is highly unlikely that he or she will be suitable in other words a person with little experience with ohs in the workplace may not make the best ohsms auditor in understanding of the company's structure and procedures while not strictly necessary for example the external auditor will not have this knowledge good insight into the way your organization works will help your auditor understand the processes people and the risks and opportunities that arise from your organization's activities knowledge of the iso 19011 2018 the iso 19011 2018 standard provides advice and guidance on auditing management systems we will see more about it in the next chapter so at this point you could probably be thinking can i be an internal auditor after all the course is called complete course from xero to internal auditor the answer is the 45001 standard gives us minimum requirements for an internal auditor and this course gives you the basic knowledge to satisfy them but then you have to check if your company just wants these requirements to be satisfied or not it all depends on the rules that your company gives to itself regarding this matter so please check your ohs systems and just check if your curriculum fits with the job description for the role of internal auditor if it doesn't your company has two options option one change the rules in other words it can change the job description in order to make it fit with your skills option 2 make you attend more courses until you reach all the needed skills written in the job description of course option 2 is the best way to go the internal audit schedule must be planned and established and based on the results of both risk assessments and previous audit results so let's look at the when who and how of the internal audit in the iso 45001 system when as stated before the internal audit should be carried out at planned intervals or when additionally deemed necessary or beneficial to your iso 45001 system who the standard states that the selection of the auditor shall ensure impartiality and objectivity the selection of the auditor is critical obviously the otter must have experience and preferably formal training and be accurately aware of the organization's ohs policy objectives and performance in my experience many organizations consider taking external advice from an expert for internal audit purposes such as the criticality of the internal audit process how the internal auditor must have all relevant information in hand in terms of input to the process risk assessment information and results ohs performance outputs stakeholder input if relevant and desired ohs objectives will all be required by the auditor the auditor should also have access to all information and people relevant to ohs performance in your organization several different versions of audit documents can be used and your organization should select the type that fits its needs best so every year your company should make an audit plan which is a document in which it's planned who will carry on audits what kind of audits are they and when they should be done finally in the annotation column you will mark if it has been done or not there is no need to put more details in your audit plan because you should keep it a simple document all the details will be inside your audit reports which are documents in which there is a complete description of what your audit found out let's make an example audit plan for year 2020 you might plan for january 2020 an audit by mr brown in the production area following the 45 0001 criteria and a specific audit in june 2020 by mr white not to a physical area of your company but to a process the workers training process and the criteria in this case could be different as well it could be the compliancy to your national ohs law subchapter 9.2 monitoring as always we will go back to the first panoramic view of the three methods of auto evaluation and we will dig deeper one by one starting by monitoring monitoring and measurement according to clause 9.1.1 of the 45001 standard the organization must establish implement and maintain one or more processes for the monitoring measurement analysis and performance evaluation this means that the organization must determine a what it needs to monitor and measure b methods for monitoring measuring analyzing and evaluating performance to ensure valid results in other words the organization must establish what to measure and how to measure it so basically we have to find proper indicators an indicator is something that takes an event and sort of transforms it into a number the reason why we do it is because numbers are measurable so they give a quick idea of how any process is going and help us evaluate how good or how bad we are doing in a world without indicators the manager asks the ohs specialists how the company is doing regarding ohs the ohs specialist answers with this question just with his words and this is not good because words could be twisted or be misunderstood on the other hand if indicators are used indicators give precise information in a very effective way so in this example the manager asked the ohs specialist how the company is doing regarding ohs the ohs specialist answers this question with graphs numbers trends in the world of management standards indicators are usually called kpi key performance indicators we could now see some examples of indicators a simple indicator could be the number of incidents that happened in my company of course a low or zero number of incidents suggests that ohs is taken seriously and vice versa it's quite simple but it gives a quick idea of how my company is good in operating without violating health and safety rules but it's better to elaborate indicators a little more though for example a better indicator could be number of incidents divided by the worked hours this is better because it normalizes the number taking into account the fact that the more the workers the higher the probability of having accidents a normalized number is easier to use by ohs managers and by managers in general can you think of an even better way to write down this indicator yes we could elaborate it even more maybe it could be total working hours that have been missed because of an accident divided by the total hours of work this is even better because it takes into account the gravity of the incident our general advices have a little number of indicators but be sure that you know how to interpret them once your company decided which indicators are best for it it's time to keep track of it a forty five thousand one certified company needs to state which indicators it uses how the data is gained how often the indicators are updated what indicators are linked to specific goals in our examples of those indicators related to the number and gravity of incidents the first input of incidents could come from workers and their supervisors data then could be gained and put into charts by the ehs specialist this indicator could be checked once a year by the company's management lastly we have to ask ourselves what is the final use of any indicator as we stated before indicators are made to be used some indicators are made to be read without any specific goal for example the company may be interested in checking the average number of accidents in each company department but without having a specific goal for each of them other kinds of indicators are linked to specific goals their proper use is to lead the company in better managing of its processes and have a clear idea of how its goals are near before proceeding just one final note indicators their trend and the goal related to them should be put on a documented information chapter 9 performance evaluation clause 9 of the 45001 standard is entirely dedicated to this topic this topic is the check part of the pdca cycle it means that everything that my system has planned and done now has to be checked why do we have to check our processes as we said before to find out what worked and what didn't work and act accordingly there are three ways through which a management system can check its processes monitoring internal auditing management review these three ways differ a lot one from each other the first big difference we can talk about is the frequency monitoring is something that is done pretty much continuously the top management always keeps an eye on what is happening in their organization that's why as you may we draw a calendar that goes from january to december and we put a lot of magnifying glasses all over it internal auditing is done once in a while to be more specific it has to be done according to a specific plan in specific times of the year that's why in our calendar we put just two magnifying glasses in two specific months the management review is usually done once a year so our magnifying glass has been put on one month only of course there are many other differences that we will see in the following parts of this lesson but the frequence is the first one we could talk of in the following slides we will see these three different kinds of monitoring individually sub chapter 9.5 management review management review meeting is the final way through which your company can check on itself as with many management systems the iso 45001 2018 standard recognizes the importance of having top management involved in safety due to this critical role the standard includes requirements for top management to review the ohs management system to determine if there are changes necessary to improve or correct the system this is done in a meeting in which a specific set of inputs are evaluated and a specific set of outputs are made inputs the top management is required to assess any opportunities for improvement and any needed changes in the external and internal issues affecting the ohs management system also the top management has to evaluate how well the company has met the ohs policy and ohs objectives since these topics are complex who wrote the standard decided to be very specific providing an actual list results of internal audits what was found during your internal audits along with corrective actions that were identified were there any opportunities for improvement results of monitoring and measurement there are certain things you have chosen to measure as key indicators of how your ohs management system is working these need to be reviewed and understood by management evaluations of compliance with legal requirements in your review of how well you meet legal requirements did you find anything that could be improved was a near miss or was done better in one part of the company if so could other areas of the company learn from them results of participation and consultation in talking with employees and other interested parties was there something identified that could improve your ohs system communication from interested parties while this includes complaints it's not exclusive to those complaints if someone outside of the company has taken the time to identify something regarding health and safety such as a potentially hazardous situation that they noticed take the opportunity to address this before something happens adequacy of resources affecting ohs performance how many accidents are near misses happen in your company is there something that needs to be done to ensure that accidents don't happen to your employees or contractors this can help you determine the effectiveness of your ohs management system and determine if a change in resources is needed trends in risks and opportunities how are your risks changing over time looking for trends in this data may give you some insight as to why your risks are affecting you extent of meeting the policy and objectives since you took the time and effort to define a policy and set objectives for your ohs management system how are you progressing toward meeting those goals by tracking your progress you can tell if you're going to meet the target in time or if you need to change your approach or increase your resources trends in incident investigations non-conformities corrective actions and continual improvement if you have implemented your corrective action process or are investigating an incident to correct it are there trends in what you are finding the activity should be done in a timely fashion in order to gain the most benefit from the improvement follow up on previous management review actions why take actions if you are not going to make sure they are completed effectively and in a timely fashion changing circumstances related to the ohs this includes knowing any developments and legal requirements for the organization by keeping up to date with legal and other changes you can make sure that you implement any necessary updates at a time that is most advantageous to you also included are changes to your interested parties or risks and opportunities recommendations for improvement if someone has recommended a way that they think you can improve your ohs performance you owe it to yourself to see if it is feasible these opportunities for continual improvement could even save you time and money from these inputs there are a few outputs including decisions and actions from the review that need to be made these need to be consistent with the commitment to continually improve and are made available for communication and consultation with internal and external parties where applicable these outputs include possible decisions about the suitability adequacy and effectiveness of the ohs are there things that need to happen to improve your ohs performance to an acceptable level opportunities for continual improvement is there an opportunity that you can work on to find improvement changes to the ohs management system has something occurred that means you will need to change your management system processes resources in order to meet your targets and legal requirements do you need to adjust the resources applied actions what actions are required to make sure that the decisions of the management review are implemented implications for the strategic direction does anything from the management review affect the strategic direction of the company remember as always that the reason you have an ohs management system is to control your ohs system and work toward improvement the review of top management is very important for this but there is no mandate as to how this review needs to happen if a meeting of top management is the best way to make sure this occurs appropriately then you should do so but do not be forced into this if you have better ways to make continual improvement happen the ohs management system is there for you so do what makes the most sense for your company usually however a meeting and a written document with the contents of the sub meeting is ideal okay with this lesson we just ended chapter nine we learned about the three ways a management system can check on itself and find its flaws and gaps in order to improve our final goal is really close the next chapter is a quick one and the last whose contents are linked to a specific clause of the standard if you need some help or have any questions on these topics please send us an email at -consult.com thanks for following the course so far see you on chapter 10 continuous improvement sub chapter 9.4 the 19011 standard in the previous chapter we said that an internal auditor should have at least basic knowledge of the iso 19011-2018 this standard gives us the rules of how to make audits generally speaking so if you are considering hiring a consultant or are going to use internal auditors in your company you should ensure that they follow the iso 19011 requirements before proceeding please note that this standard is not about safety standards specifically it has to be used for basically to audit any kind of standard so if you need to make a quality standard use the 19011 standards guidelines too if you need to make an environment standard same here use the nineteen thousand eleven standard two and so on now we could ask ourselves yes but why is the standard needed the reason as always is finding a common ground you want internal audits to have some minimal requirements so that they are easier to read to use to compare we could summarize its goals as avoiding confusion over the objectives of audit program it means that it is very important that the audited company knows what is going to be audited and how ensuring audit reports follow the best format and contain all the relevant information this is needed because some auditors tend to write too much on their reports and some editors tend to write too little evaluating the competence of members of an audit team against appropriate criteria this is needed because for some processes sometimes it's not easy at all to find the ideal auditor now we will finally go into the contents of this standard auditors and audit program managers should perform their work ethically in an honest and responsible manner they should undertake audit activities only if competent to do so for example auditing certain processes of a chemical company require knowledge of the matter an auditor who has always audited completely different industrial sectors should probably take some kind of training before changing also auditors should perform work in a fair and unbiased manner fair presentation the obligation to report truthfully and accurately all audit findings including documented evidence conclusions and written reports should reflect truthfully and accurately the activities of the audit this includes any obstacles disagreements with other auditors or difficulties faced during the audit everything must be adequately documented it goes without saying that all communication not just documented and reported information should be truthful timely rational clear and complete do professional care diligence and judgment in auditing auditors should exercise due professional care in all tasks performed during the audit in other words auditors should keep in mind that their job is quite delicate and that they are expected to be very professional confidentiality security of information auditors should respect the confidentiality of all information they're dealing with throughout the audit this means exercising due diligence and making sure all information acquired during the course of their duties as auditors is respected and adequately protected making sure information is secure includes taking special precautions where necessary independence audit impartiality and objectivity audits by nature should be independent of the activity being audited to the furthest extent possible they should not interfere with the activity nor should they hold any bias or conflict of interest if possible internal audits should preferably be independent from the function being audited key to all audits is the pursuit of objectivity via rational process to make sure all findings and results from the audit are based only on audit evidence smaller organizations may find it difficult to enlist truly independent auditors as such every effort should be made to eliminate bias and encourage the pursuit of rational objectivity evidence-based approach rational reliable reproducible results evidence is one of the pillars of a successful audit and the foundation of rational reliable reproducible results audit evidence should be based on samples of available information because audits are conducted within limited periods of time with limited resources risk-based approach considering risks and opportunities risk management is a substantial factor when planning for conducting and documenting an audit the goal of a risk-based approach is simply to orient the audits more clearly toward matters that are important for audit clients and the achievement of audit objectives in our case if we have to pick between auditing two processes we should start from the one that according to our risk analysis has more risks for our workers sub chapter 9.3 internal auditing so in our initial scheme internal auditing is the second way your company can sort of evaluate itself internal audits are the best way by which a company does checks on itself the internal audit should be taken seriously because ineffective auditing in iso 45001 can endanger the well-being of your workforce as a mandatory part of the iso 45001 standard itself the internal audit is essential for checking your system performance and compliance it is also an excellent tool to ensure continual improvement through the identification of gaps and areas where performance could be adjusted for the better you may remember that in the very first chapter we talked about the third party bodies they come once a year to evaluate your company they want to see if your company is compliant to the standard remember that kind of auditing is called third party auditing well this little explanation was needed because simply put internal audits are sort of a small version of the third party audits that are done by certification companies by small version we mean that for one day the ohs specialist behaves exactly like the third party body he checks your processes your documents and gives an overall evaluation actually internal audits can have even more depth than a third-party audit since the auditor already knows in detail how the company works and manages health and safety by going through internal audits the organization improves itself gradually and therefore prepares itself better to withstand the third party audits it's more or less like when a kid in order to prepare himself for an interrogation at school tries to self-check by making one of his parents to interrogate him after deciding whether qualifications are necessary or not it is wise to build up a profile of the person you need to become your ohs auditor there are several ways of doing this but perhaps the most effective is building a job specification type of document that can match the requirements of the audit in line with the iso 45001 standard after doing this you can then more easily match the skills of the individual you are considering for the position or task of an internal auditor here are key competencies you should look for good knowledge of the iso 45001 standard this seems obvious but unless the person being considered for the task has good understanding of the standard it is highly unlikely that he or she will be suitable in other words a person with little experience with ohs in the workplace may not make the best ohsms auditor in understanding of the company's structure and procedures while not strictly necessary for example the external auditor will not have this knowledge good insight into the way your organization works will help your auditor understand the processes people and the risks and opportunities that arise from your organization's activities knowledge of the iso 19011 2018 the iso 19011 2018 standard provides advice and guidance on auditing management systems we will see more about it in the next chapter so at this point you could probably be thinking can i be an internal auditor after all the course is called complete course from xero to internal auditor the answer is the 45001 standard gives us minimum requirements for an internal auditor and this course gives you the basic knowledge to satisfy them but then you have to check if your company just wants these requirements to be satisfied or not it all depends on the rules that your company gives to itself regarding this matter so please check your ohs systems and just check if your curriculum fits with the job description for the role of internal auditor if it doesn't your company has two options option one change the rules in other words it can change the job description in order to make it fit with your skills option 2 make you attend more courses until you reach all the needed skills written in the job description of course option 2 is the best way to go the internal audit schedule must be planned and established and based on the results of both risk assessments and previous audit results so let's look at the when who and how of the internal audit in the iso 45001 system when as stated before the internal audit should be carried out at planned intervals or when additionally deemed necessary or beneficial to your iso 45001 system who the standard states that the selection of the auditor shall ensure impartiality and objectivity the selection of the auditor is critical obviously the otter must have experience and preferably formal training and be accurately aware of the organization's ohs policy objectives and performance in my experience many organizations consider taking external advice from an expert for internal audit purposes such as the criticality of the internal audit process how the internal auditor must have all relevant information in hand in terms of input to the process risk assessment information and results ohs performance outputs stakeholder input if relevant and desired ohs objectives will all be required by the auditor the auditor should also have access to all information and people relevant to ohs performance in your organization several different versions of audit documents can be used and your organization should select the type that fits its needs best so every year your company should make an audit plan which is a document in which it's planned who will carry on audits what kind of audits are they and when they should be done finally in the annotation column you will mark if it has been done or not there is no need to put more details in your audit plan because you should keep it a simple document all the details will be inside your audit reports which are documents in which there is a complete description of what your audit found out let's make an example audit plan for year 2020 you might plan for january 2020 an audit by mr brown in the production area following the 45 0001 criteria and a specific audit in june 2020 by mr white not to a physical area of your company but to a process the workers training process and the criteria in this case could be different as well it could be the compliancy to your national ohs law subchapter 9.2 monitoring as always we will go back to the first panoramic view of the three methods of auto evaluation and we will dig deeper one by one starting by monitoring monitoring and measurement according to clause 9.1.1 of the 45001 standard the organization must establish implement and maintain one or more processes for the monitoring measurement analysis and performance evaluation this means that the organization must determine a what it needs to monitor and measure b methods for monitoring measuring analyzing and evaluating performance to ensure valid results in other words the organization must establish what to measure and how to measure it so basically we have to find proper indicators an indicator is something that takes an event and sort of transforms it into a number the reason why we do it is because numbers are measurable so they give a quick idea of how any process is going and help us evaluate how good or how bad we are doing in a world without indicators the manager asks the ohs specialists how the company is doing regarding ohs the ohs specialist answers with this question just with his words and this is not good because words could be twisted or be misunderstood on the other hand if indicators are used indicators give precise information in a very effective way so in this example the manager asked the ohs specialist how the company is doing regarding ohs the ohs specialist answers this question with graphs numbers trends in the world of management standards indicators are usually called kpi key performance indicators we can now see some examples of indicators a simple indicator could be the number of incidents that happened in my company of course a low or zero number of incidents suggests that ohs is taken seriously and vice versa it's quite simple but it gives a quick idea of how my company is good in operating without violating health and safety rules but it's better to elaborate indicators a little more though for example a better indicator could be number of incidents divided by the work towers this is better because it normalizes the number taking into account the fact that the more the workers the higher the probability of having accidents a normalized number is easier to use by ohs managers and by managers in general can you think of an even better way to write down this indicator yes we could elaborate it even more maybe it could be total working hours that have been missed because of an accident divided by the total hours of work this is even better because it takes into account the gravity of the incident our general advices have a little number of indicators but be sure that you know how to interpret them once your company decided which indicators are best for it it's time to keep track of it a forty five thousand one certified company needs to state which indicators it uses how the data is gained how often the indicators are updated what indicators are linked to specific goals in our examples of those indicators related to the number and gravity of incidents the first input of incidents could come from workers and their supervisors data then could be gained and put into charts by the ehs specialist this indicator could be checked once a year by the company's management lastly we have to ask ourselves what is the final use of any indicator as we stated before indicators are made to be used some indicators are made to be read without any specific goal for example the company may be interested in checking the average number of accidents in each company department but without having a specific goal for each of them other kinds of indicators are linked to specific goals their proper use is to lead the company in better managing of its processes and have a clear idea of how its goals are near before proceeding just one final note indicators their trend and the goal related to them should be put on a documented information chapter 10 continuous improvement the main topic of this chapter is the content of clause 10 which is also the last one of the standard this clause is made of different subclauses and each one talks about different ways to improve as we said before improvement is the act part of the pdca cycle improvement is one of the key principles behind all iso management system requirements and finding ways to make the system better is ingrained in many of the processes this is why we are monitoring measuring analyzing and evaluating data gained through performance evaluation we are doing it so that we can make data-based decisions to make the system better now that we are familiar with the concept of the pdca cycle we can go beyond that simple concept actually the pdca cycle is wrong we said that the cycle is made of these steps plan then do then check then act but there would be no point in going back to the first planned step what would be the point of going back to what we started what we really need is for the act step to be followed by another plan step in another cycle so overall the actual pdca is a spiral a growing spiral little by little this spiral works and leads to continuous improvement we can try to make this concept clearer by making an example we could use the process of training workers which we used in as the very first example of a pdca cycle at the beginning of this course the first pdca cycle could be plan planning how to train your workers worker a will be trained on the 1st of november worker b will be trained on the 3rd of october worker c will be trained on the 11th of september actual training of workers a b c check let's make the workers do a final test to see if they actually learned what we wanted them to learn in this example a and b passed the test while c didn't i guess he was not paying attention so act the action that has to be taken in order to tackle this problem is his retraining the details of how to do it will be the main topic of the following cycle because as we said before we have to move to another cycle in this new pdca cycle the first step is planning the retraining of worker c the second step is making him attend the course in the do part then we have to check his test in the check part and if he passes it the act part will be to consider him trained finally and if he passes it the act part will be to consider him trained finally what happens if he doesn't pass even the second time of course we will have to dig deeper and what does dig deeper mean of course another pdca cycle chapter 10.2 incidents non-conformities and corrective actions let's dive directly into topic clause 10.2 which is called incidents non-conformities and corrective actions and includes the requirements for a system to take corrective action when an ohs incident occurs such as an accident or near miss or when you have a process non-conformity the concept that your company has to do something when something bad occurs is easy and intuitive maybe even banal but the standard wants you to do it in a quite specific way that allows you to ensure that process problems that could reoccur are appropriately solved in these slides a simplified version of what the standard says in clause 10 is presented that complex clause is made into five simple steps that could be taken in this order from the most urgent to the less one it allows you to ensure that process problems that could reoccur are solved and that you address the hazards that could lead to future incidents within your ohs some organizations might have separate processes to investigate incidents and process non-conformities this appendix gives examples of incidents such as falls non-conformities such as not meeting legal requirements and corrective actions such as eliminating hazards that apply to the ohs it is helpful to review these examples when creating your corrective action process and possibly include them in any documentation used to explain the process to workers it's way easier to get these concepts if we go through a simple example in this example our worker is using a forklift when all of a sudden the forklift malfunctions an incident occurs and our worker gets injured the very first step is reacting promptly to the accident or non-compliance in our case we have to take the worker to the infirmary or maybe even to the hospital your company should make emergency plans that also cover these kind of events in these situations time is very precious so being ready to face these situations could really make the difference between life and death then your company should take action to keep them under control and correct them this means in this case putting something on the forklift that prevents anyone that doesn't know the malfunctions from using it also it means fixing the forklift by calling a specialized mechanic so far we just described what any company does when an incident occurs but that's not enough for sure it's not a systemic way of dealing with problems we want to go deeper understand the real problem and most important of all preventing it from happening again that's why it's step three we put investigating the accident and determining the cause some organizations might have separate processes to investigate incidents and process non-conformities reasons to investigate a workplace incident include most importantly to find out the cause of incidents and to prevent similar incidents in the future to fulfill any legal requirements to determine the cost of an incident to determine compliance with applicable regulations for example occupational health and safety criminal etc to process workers compensation claims who should do the investigation ideally an investigation would be conducted by someone or a group of people who are experienced in investigative techniques knowledgeable of any legal or organizational requirements knowledgeable and occupational health and safety fundamentals knowledgeable in the work processes procedures persons and industrial relations environment for that particular situation knowledgeable of requirements for documents records and data collection in our example we put just ohs specialist because most of the times the ohs specialist is someone that is in that position exactly because he has these hard and soft skills step 4 consists in using the result of the investigation to find the proper corrective actions that eliminate the root causes of the accident so that they do not reoccur or occur elsewhere in our example the investigation found out that the company has no maintenance plan it does maintenance only when they have a serious malfunction so the corrective action could consist in doing preventative maintenance managed through a maintenance plan finally a more long-term task since your risk evaluation has to take into account the past incident you must remember to update your risk evaluation accordingly maybe in your risk evaluation document you stated that this kind of accident was unlikely well now you should update it and state that it is quite likely as you may already guessed since this process is so relevant it needs to be put into a documented information the organization must keep documented information as evidence of the nature of the accidents or non-conformities and any subsequent action taken the results of any corrective action and action including their effectiveness this document has many uses think of it as a diary it helps your company keep track of everything that goes wrong and therefore act accordingly for one last time we are in the build part how could you make a document that covers effectively what the standard asks it's easier to divide it into two specific parts one about what happened events and one about what your company will do to prevent it from happening again for the event part you could write type of event is it a non-conformity or a near miss or an accident description just write in your own words what happened immediate action this is not the part about the more complex actions that your company will take just put here what your company immediately did these are also called just corrections then of course the most important input of all your root cause analysis as we said before don't think of the cause that literally caused your incident go back as possible to find the real reason why something happened if someone slips on a banana peel the real cause is not a banana peel was on the ground the real cause is that someone for a specific reason thought that it was okay to throw a banana there for the corrective actions be as specific and concrete as possible resources how much will your action cost responsible who will be responsible if it is not done this is very useful to be sure that it is actually done date this is also to be sure that this project doesn't get postponed continuously effectiveness just right if it was done or not and with what results this is probably the best time in the course to give a very important disclaimer about the difference between improvement actions and corrective actions both of them have to be planned with details about resources responsibilities date effectiveness so this point is quite clear the 45001 standard doesn't want ideal or rhetoric actions they have to be specific and planned with concrete details this is needed because good planning helps in making what is planned come true what about differences as their name says improvement actions can be done when there is a situation that is already compliant so it's done as an improvement to prevent something bad from happening before it happens on the other hand corrective actions are used to face a non-conformity they are done after something wrong happens if something is not clear about this difference please let us know through our email and we will help you regarding this matter with this chapter we almost ended our course we learned how to seek continuous improvement through the basic tools of the management system to be specific we learned the key role of recording negative events non-conformities and plan inadequate response to them with this chapter we covered all the contents of the forty five thousand one standard that's why in this picture you can see that we almost got to the top the following chapter is just a brief recap of the documents needed to build your forty five thousand one system if you need some help or have any question chapter 11 recap how to make your 45 0001 system Recap first of all congratulations for getting so far if you completed all the 10 lessons before it means that you have a good idea of what it really means being 45001 certified what made things a little bit complicated sometimes is that we had to switch often from parts of the lesson about general topics and parts of the lesson about how to make your system so we made this bonus section that is just a useful recap of all the parts of your system think of this slide as a map of your system in the left part there are all the clauses of the 45001 standards in the right part there are all the documents procedures and instructions that make your ohs system the point of putting everything into a chart is to make clear how everything in your system has been done in order to be compliant with a specific clause of the standard in order to keep it simple we didn't put subclauses too but we could have put them here as well anyhow let's check step all the clauses as we saw in clause 1 we have to say the scope of our ohs system this is usually put into the context analysis then for clauses 2 and 3 we don't need to do anything specific in our system for clause 4 did we have to do something of course a lot actually clause 4 required us to do the context analysis with our map of internal and external issues and interested parties Leadership Worker Participation for clause 5 which is about leadership and worker participation we had to do many different things firstly the ohs policy in which we wrote the high principles of our ohs system then we had to write job descriptions in an organogram this really helps in knowing who does what in your organization it could also be useful to write down in a procedure the rules regarding job descriptions and organograms clause 6 required us to carefully read the context analysis and starting from the information put into that document write a risk opportunity assessment and then again if something noteworthy came out in the risk opportunity assessment we had to put in place an improvement actions program also clause 6 wanted our company to be able to notice any change in legal requirements therefore a list of the applicable legal requirements could be useful Procedures clause 7 was the one with all those pillars it requires us to give ourselves rules about training and keep records of who is trained and who is not hence a procedure about training could be useful it also requires some rules about how ohs matters are communicated inside the company hence a procedure about communication is usually made and finally it's highly recommended to make a procedure about the rules of your company regarding who makes documents who approves them and so on a so-called document control procedure clause a asks us to manage some processes in a specific way therefore it's highly suggested to have the procedures about ppe management maintenance management contractors management emergency preparedness and response also the documents related to these processes will be needed clause 9 will require you to make an audit plan and actually carry out these audits therefore the auditor will ask you to provide audit reports too also clause 9 talks about management review so it requires you to make these meetings and be able to provide the documents related to these meetings finally with clause 10 the standard asks us to have a tool to manage negative events through corrective actions okay then does it seem too much actually this is a very simplified version of how a system could be your system will be more complex because it will have to take into account all your specific needs Conclusion so with this slide the course reached its end we reached the top well done through this course we covered all the contents of the course both the theoretical and the practical ones so now you know in good details what a management system is and of course you know what an ohs management system is we really hope that you are satisfied with this material and we kindly ask you to give us some feedback on what worked best for you and what didn't in outcome consult we firmly believe in continuous improvement so your opinion is quite precious to us if you have any specific question don't hesitate and just write us directly at dash consult dot com thank you English (auto-generated) ISO 45001 fundamentals for auditing hello everyone and welcome to today's webinar on ISO 45001 fundamentals and requirements for auditing and legal compliance I'm your host Jessica I'm the marketing manager at Nimonic ISO 45 thousand and one replaced OHSAS 18001 last year and is the first truly international occupational health and safety standard well a few companies have adopted the standard already many safety professionals are still unsure about its requirements and benefits to provide you with an overview of the standard and share implementation best practices we've invited leading safety and ISO 45 thousand and one experts Craig cyclists and Abby ferry Craig has over 33 years of environmental health and safety experience within several different industries he's a certified OHSAS 18001 ISO 45 thousand and one and ISO 14001 Speakers auditor he's an active member of the ans IAS ESPYs at10 Committee on occupational health and safety management systems he's also a certified safety professional a certified industrial hygienist has a bachelor's degree in engineering and an MBA in general management his work for several types of organizations in safety health and environmental capacity including air force construction Department of Energy Tier one auto parts manufacturing etc you can learn more about him on his web site six and safety solutions calm ABI ferry is the vice president of the national construction practice at Hayes companies headquartered in Minneapolis Minnesota she holds a master's degree in environmental health and safety is an OSHA outreach trainer for construction and certified safety professional Abi's responsible for risk control program development training and regulatory compliance for her clients in the construction manufacturing energy beverage hospitality and retail industries throughout the United States and Canada in addition to providing services for clients Abby is an adjunct instructor in the construction management program at Danbury College of Technology president-elect of the Northwest chapter of the American Society of safety professionals and administrator of the women and safety excellence common interest group of the SSB you can learn more about Abby and the Hayes company's national construction practice at Hayes companies don't come and for those of you who are attending the monix webinar for the first time i would quickly introduce mnemonic as well Goals before we get started with the webinar mnemonic exists to improve the environment worker safety and product quality through easy to manage compliance organizations around the world from all industries rely on mnemonic to comply to environmental health and safety and quality regulations and standards mnemonic offers an up-to-date database of environmental health and safety and quality regulatory requirements for global jurisdictions and easy-to-use web and mobile software to audit and manage those requirements as well as air quality monitoring devices the integration of a regulatory content with software monitoring devices helps the client stay ahead of the compliance girl you can learn more about mnemonic mnemonic calm that's all for the introductions I'm happy to say we have 200 attendees already and they're more joining in thank you all so much for participating in this webinar please note that you can send your questions using the chat box in the GoToWebinar panel at any time we will address your questions at the end of the presentation over to you Abby thank you so much for the introductions and thanks so much everybody for being on this session today are a quick overview of our goals we will go through the some details of the ISO 45000 one standard and talk about how it's different and similar to other standards that are already out there we'll also give you some requirements that you might want to look at for your business and some also legal requirements and requirements for compliance and auditing and we'll get into the bulk of the presentation will be about practical implementation considerations so please do as we go through this add your questions to the the function within the webinar panel and we will get to those at the end of the session so first we want to find out a little bit more about you that are attending this session so we like to launch our first poll question and find out a little bit more about those attending sure Abbi okay so the poll question is my biggest reasons for participating in today's webinar are to learn more about I supported 5001 fundamentals compliance or auditing implications in the standard any missing information about achieving certification and implementation ideas so we have people still wadding in okay so Abby I'll just share the results with you we still have people okay so 75% of watered so I'll just share so almost 65% of people the reason they're joining is ISO 45 has to learn more about I supported 5001 fundamentals 60% to learn about compliance and auditing implications and the standard almost 50% for implementation ideas and 20% for any missing information awesome thank you so much and I'm just realizing that didn't add up to a hundred percent yeah please modal yes that's awesome um so attendees have multiple goals we have multiple goals for this session so this works perfectly so a quick introduction to the ISO standard it's available for purchase as with any ISO standards and I highly recommend it I don't make anything off of this I just recommend that safety professionals and risk management professionals have this standard in their toolbox so you can find it in the ANSI Web Store the ISO store and if you're an ASP member there's a discounted price for ASP members so I strongly encourage that as well so why do we need the standard now it's a proactive and global approach to safety and risk management and it was it came about in the case for the standard is because over seventy six hundred people die each day at work and this is over 2.7 million people that each year suffer from workplace injuries or disease so the human cost is a huge reason for why this risk management standard was put together and the biggest piece is probably this organizational responsibility for promoting and protecting the physical and mental health of workers and in the u.s. we're starting to talk more about total worker health and mental health and how that impacts the worker on the job so this ISO forty-five thousand one standard gives employers a way to establish and get some ideas on how to implement and direct and maintain their occupational health and safety management system related to not just the physical health of the workers but also mental health as part of that total worker health piece but your mileage may vary so it's depending on the context of your business you may have a lot of employees spread out over multiple locations or you might be a smaller regional contractor like a lot of my customers are and as I've learned more and dug more into ISO 45,000 one I see that it's got a lot for it's got something for everybody so even though it's an international standard and it's an ISO standard it doesn't mean that it's just for large complex organizations so looking at the different things to implement with the standard you look at your current occupational health and safety management system the types of activities that your workers are conducting and the nature of those risks there's a lot that safety professionals and risk management professionals are saying about ISO 45,000 won and the one of the people that's been instrumental with this throughout the world is Kathy Seabrook and her quote is there on the screen and her emphasis for the implementation and use of ISIL 45,000 won is really that supply chain angle that it's not just your immediate business but how this can impact safety and risk management with other organizations that are in your supply chain victoy from the technical advisory group he's the chairperson of that group and he is echoing a sentiment that you'll see later on about how I sold 45,000 won is one of the most significant developments in workplace safety over the years so this it's not like a fly-by-night type of standard it's not in a flavor of the month type of thing but it was really designed to have a lasting impact and that's worldwide and Tom said true as president of a FF II at the time now it's called a SSP and he's saying that ISO 45,000 won is probably going to be one of the largest and most significant safety standard impacts of the past in the last 50 years so what the standard does is it focuses Risk-based approach on systems versus programs and so it's how we've how safety professionals have changed our our verbage and how we use words with our people in the field I know when I first started in safety we would say accident and now the accepted term or the way that we look at it it's an incident just to change the language to further make sure workers understand words have meaning and an accident kind of makes a person want to throw their hands up in the air whereas using the word incident is something to be studied and analyzed so again seeing the shift of Technol of terminology and instead of using the word safety programs that we're starting to talk more about systems because it's something that we can apply that plan-do-check-act philosophy to versus a program that's geared towards compliance so looking at things like risks and opportunities versus how am I going to comply with a standard and put specific things in place but more of having an organization take a look at what are their risks and how can we approach these risks the other thing I like about the ISO 45,000 one standard is that it reiterates multiple times that safety is top management's responsibility and very frequently throughout the standard it brings this point up so if you're looking at the ISO 45,000 one standard and thinking about how it can fit into your company culture think about who those top management people are and that's your group that you need to talk to and get on board first before you can get this thing going at your organization so the ISO forty five thousand one standard is great for assessment so taking a look at your ISO 45001 Benefits existing safety management systems it's a great way to do some self assessment of how things are going and what you can improve but on the flip side personally I work with a lot of clients that they're starting from scratch so I often look at it but it's almost easier to start from scratch when you have such a great tool like this standard however it is still a great tool for self assessment as well and again that top management emphasis and looking at management failures as they apply to occupational health and safety for the workers Assess for Conformity - Clauses 4-10 Gregg will do a much deeper dive into the causes but this is a quick overview of the real heart of the standard which is these clauses 4 through 10 where we're talking about the context of your organization and different ways to analyze and understand where you're starting from looking at leadership and worker participation next if you look at this circle as a clock face we're going clockwise so there's ways to assess leadership and worker participation within the standard then the standard guide you into planning support operation and how you conduct performance and evaluation and then improvement how do we continue that that cycle of plan-do-check-act on the way towards continuous improvement and again Gregg is going to get way deeper into what causes later on so looking at a gap Recommended Practices for Safety and Health Programs analysis and how you would look at your program there's a lot of resources that go right hand-in-hand with ISO 45,000 won and the first thing that I thought of is the OSHA voluntary protection program so there's a great resource that this link will be available for people attending the session is this crosswalk related to voluntary standards that are under OSHA's umbrella and also with other organizations so we've got OSHA's recommended practices guidelines that were published in 2016 that talk about hazard identification and assessment so if you don't have a tool to address how are we looking at hazard identification OSHA has a tool for you OSHA guidelines dating back to 1989 also talked about worksite analysis and how we can get employee feedback and looking at different facilities and processes that you have in place and then we get into more modern times and we've got the VPP star program from 2000 where the OSHA voluntary protection program status that you can achieve at the federal or state plan level in the you they provide a great compliment to ISO 45,000 won of course Gregg will talk more about the ANSI z10 standard as well as ISO 45,000 won and right in between there at the bottom the National Safety Council has a tool that you can use to talk about risk and that's their journey to safety excellence program from 2013 so these are all great tools that if you access this link you'll be able to access each of these individual links for these different voluntary protection programs or excuse me just voluntary compliance programs and at this point I'd like to find out just a little bit more about the group um and launch our second poll question sure so the question is my knowledge of the ISO 45,000 one standard is excellent I know it inside out good I have not worked through all the issues fair mostly based on other ISO and health and safety management system standards and I do not know much and still gathering information okay so we have 75% people watered already so just one percent of the people say they have excellent information 46% the majority of people have they say they have their knowledge is fabulously based on other ISO and health and safety management system standards 25% say they have good information and 30% still don't know much and still gathering information awesome thank you so that information is very helpful to understand about the attendees because Greg is going to talk System Selection further about ISIL 45,000 won and of course implementation as well and I think Greg I think this is the point that you take over it is thank you thank you great background on various reasons for why the standard exists in different management systems and so hello everyone I'm Greg's Agulhas and now that Abby has covered some of that other information and she's given me a lot to talk about here I'll continue with talking about some of the selection factors between these different standards before moving on into talking about some of the specific clauses and how they might pertain to audit in compliance requirements and then at the end some implementation considerations so to begin with like Abby was saying there are lots of different management system models out there and one size does definitely not fit all but ISO 45,000 one may be very appropriate very helpful in a great model for your organization just depending and you know it was specifically developed to apply across a number of different organizations some people think of it only in terms of manufacturing or organizations of a certain level of sophistication and size and while those types of organizations can't apply the standard there are others as well and even the other day I was talking with some folks about some retail type applications and so considerate it is a great model and some of the benefits of implementing the system include that this is really meant to be flexible and to provide for integration of Health and Safety into other processes of the business you know this is really not just a safety centric type standard written by safety only for safety a big feature of this is integration and alignment but there are other standards out there as well like like Abby was mentioning and ultimately the selection for you may depend upon the size of your organization where you are in the supply chain whether or not you already have existing management systems the part of the world that you're in but a common theme or common themes from 45000 one or the z10 standards for example include application of a systems type approach an approach where you're looking for conformance against management system requirements but also compliance compliance to legal and other requirements as well as there is typically a function for or there are functions for in requirements for auditing against conformance compliance and other things so another big feature I don't have it on the slide here is if you could just go back one please another big feature is that this is designed to avoid sub optimization because you're considering the interrelationship between different business processes and you don't want to have a situation where something you do for one part of the business is going to adversely impact your health and safety outcomes in performance so an example that I've heard a number of times for this is the case of someone manufacturing an automobile and if you can have parts of your engineering design team work on you know optimizing an engine optimizing the drivetrain optimizing steering systems what-have-you and if you optimize each of those individual components the problem is that when you pull them all together and try to make your car run your car might not run optimally so you've sub optimized and so this standard is again all about interrelationships but now let me shift to talking about a couple of specific comparisons if you could shift to the System Comparison ISO 45001 vs. OHSAS 18001 next slide please thank you so let me start by talking about Oh SAS 18001 so that was a British standard applied in many different locations but it was not truly an international standard from the standpoint that it was not a ISO document the British Standards Institute has determined that it is going to let the 18001 be phased out and replaced by 45,000 won over a three-year period from the time that it was first published so practically speaking that means that by March of 2021 if you had an 18,000 won certification you will need to have transitioned to the 45,000 won now if you have at the 45 I'm sorry if you have the 18,000 won certification that certainly can be a great value in your transition but then again there are some definite differences so for example the ice of forty-five thousand one standard uses a different organization whereas the requirements from eighteen thousand one were bundled in the clause for within the ISO of forty five thousand one standard they take those requirements they basically spread them out between clauses four through ten and then they add other things in there besides another key difference though besides the the physical structure of the document the organization is that it talks a lot about context of the organization which I'll talk about more in a in a couple minutes and risks and opportunities so they've added the requirement to look at opportunities and not just risk so those are some differences that are kind of unique to the fact that it's an ISO management system standard but there are also some differences that are unique to the fact that it's a safety standard within the ISO system of management system standards so a couple of key points here include there's some significant difference here on what's expected of top management there are some significant differences in terms of what is expected for worker participation there's a lot more emphasis on health and not just more purely physical type considerations and there's an expanded definition of what's included as being part of the workplace and there's an expanded definition for who is considered to be a worker okay thank you so when I hear what I'm System Comparison - ISO 45001 vs. ANSVASSP Z10 hearing from a number of organizations who have the 18001 and they are working towards transitioning what I hear them struggling with include that senior management does not always understand truly some of the the fundamental shift in thinking in terms of their roles and responsibilities and how they're expected to be actively participating and supporting the safety culture and eliminating roadblocks and ensuring integration they also struggle with providing meaningful worker participation right it's no longer the case that participation means well we give people an opportunity to participate in a safety committee it means real true participation in the activities required by the standard and then a another thing people struggle with sometimes is that their culture is just not there yet they could support rolling out in 18001 and they got by with what they had but sometimes their culture is not ready for some of the fundamental shifts all right so now I'll compare or share some information about the z10 standard here in comparison the forty five thousand a month so may or may not know that there's a new ANSI ASSP z10 standard is expected to be published in approximately the July of 2019 timeframe but for those who would be working with the us-based standard it's going to be an excellent document there are lots of good information there are a lot of similarities to the bikes of forty-five thousand one and part of that is because a lot of the people on the z10 committee actually are also members on the forty five thousand one committee and so you'll see similarities although the reasons for implementation might be different they were developed differently the ISO standard has 45 thousand one standard of course had to be developed for the world really and so there are very kind of nuanced issues pertaining to language and the fact that some of what they were gonna say in the forty five thousand one standard would in fact become law in some countries whereas of course for probably everyone on this call it's just considered to be a consensus standard but it can be a very helpful resource so you might consider taking a look at that for some really good information when that is published one other point I'd like to make here and I think this is important especially considering the poll results we got is that it can be easy for organizations to mistake or mistakenly think that just because you have 18,000 won in place or maybe you've got an ISO 14001 program which of course the ISO 14001 program is also a ISO management system standard using this annex SL structure it's just there are definite differences and and don't necessarily think it will be a transition that will not take planning and effort in next lightly so now I'll move into giving you a bit of an overview of clauses four through ten but with a particular emphasis on compliance Business Context (Clause 4) and auditing requirements so it's sounded like a fair number of people could use some additional information just on basic content of these clauses and of course we have a very limited period of time I'll try to hit some highlights here but I think would be most helpful to you so starting the requirements of the standards start really with Clause 4 plus 4 is basically saying hey organizations need to understand when the content they refer to in the standard is the context of the organization or business context and what they really mean there is that organisations have to identify and consider or take into account in some cases both external and internal issues which could affect the intended outcome of the standard that you're rolling out now when I say intended outcome it's it's just a term that's in the standard and several different places in it those intended outcome is going to be minimizing the potential for adverse events and injuries and continual improvement and compliance typically speaking all right so clause four point one talks about external issues what could those be well that can include things like financial considerations technological considerations market competition suppliers new technology but also it includes relevant legislation now how about internal issues what might they be talking about there well that can include things like governance organizational structure culture contractual relationships things like that all right but also then there's clause 4.2 which talks about interested parties because organizations are also expected to identify the so-called needs and expectations of interested parties and interested parties can include regulators so of course there's there's a tie-in there so needing to understand legal requirements okay and then organizations have to take that information and put it together when determining the scope of their management system okay next slide please so well actually can you go back one slide please ABI all right so you see on this slide a picture of sort of an org chart in the background and I wanted to point out that organization charts are not actually explicitly required and they 45000 one standard however there is an X there is a requirement to clearly identify roles and responsibilities and so many organizations still might choose to have organization charts but you can do that different ways in X like these all right class Leadership and Worker Participation (Clause 5) talks about leadership and worker participation so this is a significant change in terms of what is practically speaking required because top management here is being asked to specifically align the safety management system with the business objectives it's specifically being told if you want to get certified to the standard then you have to integrate health and safety and to the other business processes you have to as reflected in clause 5.1 provide resources you have to specifically think about address promote encourage an occupational health and safety culture and then I'll skip five three we've already discussed that but clause five point four talks about worker consultation and participation and and that's one that gets a lot of people right because they really and truly mean here active participation of workers in meaningful ways so it could include participating in risk analyses coming up with solutions to problems being on special teams and things like that okay slide please so Planning (Clause 6) how is top management going to be particularly effective with providing for that integration and providing for that support if help if it doesn't understand its requirements right how is it going to provide and plan for the resources that it needs if it doesn't understand those requirements so speaking of planning here we are plus six plus six and and there are different clauses that go into or they're like sub-clauses under Clause six many more requirements then are reflected in the slide here but basically this is saying hey if you've considered both internal and external issues that you've considered and taken into account the the needs and expectations of interested parties you've got to take that information and roll that into your planning processes and oh by the way you also under Clause six have requirements for hazard identification and the determination of risks and opportunities as well as to maintain document you know documented information on those risks and opportunities and specifically though I want to call out Clause 6 1 3 here which requires specifically the determination of legal requirements and other requirements ok so how do you do that well yes we're going can do that on their own and and maybe many of you have already done that many organizations have something in place but I want to say that it is particularly pointed out and emphasized in the forty five thousand one standard now I know that as a plant person when I was working in a plant role which I did and for much of my career I needed to sometimes do that research on my own and then again there were times when my organization had a service that assisted with the identification of those requirements and so I think that which method you choose and which way you go how you do that is going to depend upon the complexity of the potential issues that your organization can face and how many different locations you operate in and generally speaking what are your inherent in-house resources ok next slide please so the actual requirements for taking that information and planning and setting objectives this contained in Clause six one for planning action so basically what this is saying is organisations taking into account all that information we've been talking about have to identify in plans the who what when where why of what they're going to do for one thing I also want to point out that though that there is a very specific sentence in this section that requires organizations to define how organizations or plan for how actions will be integrated into business processes so very specific discussion on integration in there okay so planning action needs to include plans to address risks and opportunities and plans to address legal and other okay again how are you gonna know what those legal and other are of course unless you have a specific and good process to do that okay next slide please alright support requirements are Support (Clause 7) contained in Clause 7 although this slide starts off referencing clause 7.5 I would like to point out to you here that the support requirements in Clause 7 basically say organizations are expected to provide the resources necessary to maintain implement maintain and ensure the effectiveness of this management system resources of all times whether you're talking about resources for development of procedures or industrial hygiene monitoring or auditing or the identification of legal and other requirements its defined in clause 7 plus 7 also talks about the need to ensure the competence of people who are taking on roles in in rolling out this program where what they do is critical to the effectiveness and success of the management system so how do you ensure the competence of those who are involved in the administration of the system there are some definite requirements and things that you should look at in the standard to talk about confidence and the need to determine basically what would constitute competence for people functioning in different roles it also talks about awareness and communication before then rolling out in rolling down into about seven point five pertaining to documented information and the reason I have this one highlighted is that it talks about you know needing to keep the information necessary for ensuring the effectiveness of the management system and also documented information includes relevant legal and other requirements as well as going beyond that audit results in information and actually section nine of the standard talks about the need to keep records from your internal auditing your internal audit results okay next slide please Operation (Clause 8) clause eight takes us to operations so this is meant to talk about the processes needed to meet the requirements of the system and it also talks about implementing actions from law six so remember in clause six we had to plan we had to identify risks and opportunities and so on well Clause eight is talking about how you take that information and then make it happen so processes that are needed and that they talk about under Clause eight include those needed for the elimination of hazards those needed for the management of change which can include regulatory and legal requirement change as well as processes for determining compliance with your legal and other end other types of obligations that you may have it also talks about procurement and outsourcing because those things obviously can impact the potential outcome of the of the standards so the point here in the the the authors of this document the writers of this document including discussion on outsourcing and procurement is that they didn't want organizations to just be hands-off they didn't want people to say oh I'm gonna outsource this process and then I don't have to worry about it well that's that's not the way it works now under the forty five thousand one standard to the extent that an organization can control or influence you know you're expected to include that in your scope and to include that as part of your system so this is where some folks would talk about due diligence requirements to ensure a safe healthful and compliant workplace perhaps in Canada here we're talking about pre startup inspections where those requirements that apply and so on next Requirements for Compliance really perhaps this slide could have been titled Clause 9 because this section is talking about performance evaluation but there are some big compliance implications here now I want to mention when I talk about compliance here that of course we know when we're rolling out this standard you know if you're a safety and health professional that just pure literal compliance to a regulatory obligation is not our big goal there are so many more things that can go into effectively minimizing our risk but certainly compliance is a minimal expectation of rolling out forty five thousand one so it's not the only goal but it's it's an element of it and so +91 ii talked about the requirement to evaluate compliance because compliance is expect it okay so how do you how do you do that how do you evaluate compliance of course we'll we'll shift in a moment to talk about auditing requirements as one means but not the only means next slide please so best practices Best Practices for Compliance in compliance well I would say that if you just follow the 45,000 one standard you know that provides the framework because compliance expectations are so interwoven into this whole thing but basically to sort of connect the dots here if you understand your obligations you know that's going to impact your planning so therefore you need to have effective tools for the identification of your of your obligations and to make sure that you are on top of changes now if you're planning of course you have to think about the resources that are needed you have to set goals and objectives all right so you're setting goals and objectives no business wants to do that for no good reason so now you have to ask yourself are you meeting those expectations or not well that's where we talk about evaluation and then need to track and trend your performance right okay now we're talking about evaluation how do you evaluate well it can include formal and informal auditing processes which would include looking at your issues and evaluating the causes for those issues and to provide for continuing review so there are lots of different things that can be included as part of that process which I'll talk more about in the auditing section but if you're auditing I will say that I think everyone would want robust processes for auditing and the organization is expected to provide the resources and tools needed to have an effective internal auditing process right looking at your compliance obligations and conformance to the standard all right another linkage here is that you need to take that auditing information and feed it into reviews and reviews can be of several different types but it would include the obligation to conduct management reviews and there are specific things that are listed in the standard for what you have to include in your management review for discussion and review consideration and planning and and so on as well as defined outcomes that you need to be able to document and communicate and lastly of course you need to take certain information retaining documented information where appropriate and I want to say here too that the 45,000 won standard actually requires less documentation than the 18,000 won would but if you're going to prove to an auditor to an external auditor that you're meeting the expectations then sometimes you're going to maintain documented information just because it's going to help you in your management of the system next slide please Requirements for Auditing all right so let me shift to talking about requirements for auditing now the requirement for internal auditing is and within Clause nine point two but it's not too hard for people to get confused here because they're you know lots of different things that potentially could be audited you've got internal auditing you've got auditing for conformance and compliance you might have confusion from thinking about how your audits internal audits interact with the certifying bodies audits and things like that so let me take just a second and talk about the fact that you know there are first second and third party audits and I want to be considerate of everyone's time here so I'll be brief on this but an internal audit is thought of as a first party audit a third party audit is typically going to be your certifying body audit and second party audits are typically thought of as supplier but it's okay so if you want to obtain certification for the 45,000 won standard you are going to need to interact with a certifying body or a registrar and they're going to have their own processes and procedures defining how they will go about interacting with you and how they conduct their certification process they can do pre certification on it's stage 1 and stage 2 where they look at sometimes they look at paperwork other times they're looking at implementation ultimately they have to look in order to get certified they have to look at all the requirements of the standard and ensure you're meeting those requirements then there are sir once you obtain certification you can have surveillance audits on top of that well not and have you will have you want to maintain your certification you will have surveillance audits that occur after the certification but before the time at which your recertification is needed and typically that's going to be a three year cycle so three years after your initial certification you'll need to make sure you have your recertification and when they audit you they're going to evaluate you do you or they're gonna evaluate whether or not you have the systems in place to ensure compliance and conformance okay next slide please but that said unless you're in the auditing business and auditing as your full-time professional probably for most folks on the phone we're really thinking in terms of internal audits and what you might want to do be required to do for your internal auditing programs and I want to point out that there there is an iso standard called iso nineteen thousand eleven which talks about the the auditing of management system standards and with a special emphasis well it's about internal auditing now it's not a mandatory document but it has a lot of good information and it talks about program in audit programs and plans and how you establish scope and criteria and team development lots of good information there now I would suggest if you haven't looked at the nineteen thousand eleven standard debt since it was updated in 2018 to talk about the auditing of integrated management systems that you might want to take a look and when I talk about an integrated management system I'm referring to the fact that when organizations obtain certifications they could get a certification just for forty five thousand one or they could have one certification for fourteen thousand one another certification for forty five thousand one and one for nine thousand one what have you or they can have an integrated approach which provides some efficiency in the management and implementation as well as the auditing as well as auditing costs of maintaining certifications to these systems exactly so for auditing thinking now in terms of internal auditing your audits the standard requires that those who were involved in those internal audits be competent again organizations going to want to determine what they will require for their internal auditors and how they will ensure that competence and it's certainly going to include training on the requirements of the standard but it's also going to probably include it should include some information about how to work with a registrar or how the registrar's process works as well as auditing principles and practices and other things so we could get into a whole lot more discussion here just take I would take this section very seriously and be very careful on how you implement your internal auditing program next slide please so in terms of what you're looking for in your internal auditing again we've mentioned compliance and conformance before just to clarify terminology when we're talking about conformance we're typically talking about whether or not an organization is meeting the requirements of the management system compliance is typically referring more to whether or not you're meeting your legal and other regulatory and other requirements the bottom line is you can't audit to and and fulfill the requirements of either one of those unless you are understanding the requirements that you have to audit against so again I would ask you how are you going to do that so what are some Best Practices for Internal Auditing best practices here well again internal auditing the the need to know how you're doing and communicate and improve it's all interwoven in the standard but you have to think through what you're going to include what you're not going to include when are you going to look at what portions of your management system when are you going to look at what portions of your facilities and operations how will you communicate I would use nineteen thousand eleven for guidance if you don't already have a strong corporate program that that outlines that and I want to add that auditors while they are counted upon obviously to use professional judgment it can also be very very helpful to have some strong auditing tools because whatever auditing you implement you're going to want to make sure that you have some level of consistency in application you have some level of feeling that if you apply your approach at one location that you would get similar results at a at another location so consistency and approach and scoring and things like that and some diagnostic tools can sometimes be built into different auditing systems tracking and trending reporting um so make it easy on yourself by making sure that you carefully consider and choose the the best methods for your particular organization okay next slide please Improvement (Clause 10) plus ten is talking about improvement and not let's change here I'll just say that the idea is the organization has to take all this information in look at its performance look at its audit results look at what is happening practically speaking and learn from what's happening and I do want to point out here that non-conformities and include failure to apply legal requirements next slide and again so now I'll talk about some implementation considerations and I realize we're running a little short on time here so Implementation Considerations I'll try to wrap this up relatively soon but when you implement I think this is key you have to truly understand the standard like Abby was saying get the standard understand its its requirements and so by the way the forty five thousand one standard be used in the US was basically an adaptation directly from the ISO standard it's my understanding that in Canada that there was a adoption of the standard but with Canadian deviations that were felt to better reflect the Canadian context of health and safety so if you're in Canada of course you want to use the Canadian version there's lots of information on things to consider when rolling out your process you can do Google searches and find five step ten step twelve step processes the end of the day it needs to be something taken very seriously this is not a one-time rollout this is a big deal that that will just continue okay when you analyze you're gonna want to look at both organizational readiness as well as system readiness so yes you have to look at you know whether or not your organization has the written processes that are needed and the tools that are needed but I would also strongly look at ready other readiness factors which can include you know does your company really have the mindset is it really where it needs to be from a cultural standpoint culture can be a big deal now you don't have to have the perfect culture to roll this out because this is a continual improvement standard but you do have to have some level of understanding by the organization and by an in commitment to move forward okay next slide please we've spoken about the need to understand the context so probably one of the the first things you're going to want to do when you're considering implementation is you got to go through that evaluation of the context that is something you're gonna want to have some kind of record of many organizations could choose to use a SWOT analysis or other types of things I'll also point out regarding the written and not written considerations that you don't have to have well the standard identifies what you need to have written and not but sometimes you might choose to have things written just because it's gonna help you manage the system the other thing is definitely you can't just take a canned written program that someone's selling off the shelf and say here we go whatever you can buy canned program so you can roll them out for your organization but you're going to have to go through the process of tailoring that information and then the last thing on this slide is just you need to have a very well-defined internal auditing program with some strong tools those are essentials okay next likely a registrar can help you assess however most often that's going to be done by your internal team with the Registrar getting involved after you've already gone through your own internal team Elsie's okay so after thinking about all that can 45,000 won help improve compliance I say yes absolutely compliance is a fundamental expectation of the requirements in the standard I it's it's interwoven you know we're talking about optimizing not sub optimizing you've got to understand your key processes you've got every you've got to integrate health and safety into other portions of the business it's consistent with other ISO management systems that can help as well because of the inner communication index I please and to get really to the heart of it talking about compliance obviously there are specific requirements in the standard to identify those compliance audit I'm sorry to identify those compliance obligations and ensure you're meeting them and then on top of that you can have both third-party and internal auditors looking at whether you are complying X like so the bottom line is I believe personally that implementation of the standard provides you with a risk-based approach that is very likely to bring issues to a head for evaluation and provide for best management of your safety management system actually again so wrap it all up what we've covered a lot of information but we have shared some information Abbey shared information on the background of the standard the needs need for it the benefits of it we've provided some comparisons giving you some highlights of some of the requirements in clauses four through ten and try to share with you some some compliance and auditing focused information as well as to share some implementation thoughts the bottom line is having nice of forty-five thousand one or a similar strong occupational health and safety management system should help improve your safety performance improve compliance and increase your risk so now we've had a lot of information that we've shared it stuff within this time frame you may want further information if you do next slide please please feel free to contact Abbey or contact me with regard to the forty five thousand one topics that we've discussed and thank you for hanging in there Jessica are you taking the next slide yes thank you the times almost over but I would just take a moment before we take the question on secession so as you saw that the experts mentioned today that legal compliance and auditing or at the core Phi so forty five thousand and one the standard requires you to maintain a legal register also known as compliance obligations that have a definite system in place to ensure that you're keeping up to date with those requirements as they change on a daily basis so that's where namana can help you we can help you identify your environmental health and safety requirements for your operations that is create a legal register for you we can alert you when those requirements change or when new ones are introduced and we can provide you with a software to action those requirements to collaborate with colleagues and maintain complete records of the compliance efforts we can also help you save our words and I was on your auditing time and make your auditing internal audit program much more efficient with our robust mobile auditing app so once again we offer both regulatory content and software to action the regulatory content something that none of our providers none of their competitors provide the benefit in using the content and software from the same provider lies in the smooth integration of the two so it would lead to a very smooth integration without any technical glitches or downtime that said we are more than happy to discuss the environmental health and safety legal requirements for your organization please send us an email at info at mnemonic calm or you can call us at one eight eight eight six oh eight seven five one one my clients come from different industries and from all corners of the world you can find case studies and how we have helped organizations from different industries and a website Emmonak comm that said it's time for question and answers please sent in I have a few questions alrighty but we sent in your questions now is the time for anyone who's asking whether we would be sending the copy of the presentation no we will not be sending the copy of this of this presentation today's webinar if you want you can come to the website mnemonic calm you'll be posting the recording on our website mnemonic calm under the webinars page so let me take the first question here how does safety culture fit in with the rollout of 45000 and one does one need a certain level of culture to roll this out Craig or ABI you okay if I take this one yeah that's fine and actually I have to I have to leave you guys so you'll have to take the remainder of the questions oh thank you so much Abbey for your time thank you thank you if you look at the 45,000 won standard there are many different references to safety culture and the need for top management to support a safety culture that would encourage and support implementation of the standard and it's thought the really safety culture having a certain level of safety culture is what is going to help you or your organization to sustain whatever management system it is that you put in place so it's really an issue of you need some level of culture to help sustain culture can be important in so many different ways though obviously we could get in a lot of discussion on that but the expectation is that you will promote it and I would say that you need to have some level of safety culture moving into implementation of the standard there has to be some organizational buy-in and support but it certainly doesn't have to be perfect safety culture and in fact there are a number of organizations that implement the 45,000 won or z10 standards specifically because they're wanting to put things in place that will help them in fact improve their safety culture okay Thank You Craig I'll take another question from butrint batali when you have already an effective integrated management system for a quality environment and held which was based in the same clause is provided by ISO 9001 and ISO 14001 what kind of substantial changes you need to implement for the transition from OHSAS 18001 to iso 45,000 one ok so obviously in that case you're already familiar with clauses 4 through 10 as so far as the language is common between standards because of the use of the annex SL but there are some very specific additional things to talk specifically about safety which which have a little a little addition to the the standard language from the management system standards requirements so for example there's a higher level of expectation there when it comes to worker participation or let's take the context of the organization the external internal issues the external internal issues that may face an organization of a environmental or quality standpoint might be different from those specifically for safety so really common approach and II I would take advantage of the fact there is that common approach that's a selling point but you do need them to add on the extra requirements such as what I just mentioned and there are a few others in there as well thank you Greg I'll take another question from Dell folks are safety come at ease and expectation in this standard I'm sorry could you repeat that our safety committees and expectation in this standard oh okay thank you yes competency is built into the standard so especially for for auditors but really anyone involved in implementing different portions of the standard there is an expectation that those persons are competent and there are different approaches for how to think about competency in terms of looking at you know training skills and just the ability to understand and to properly apply requirements absolutely it is and so that's another factor to consider of course is that the organization is expected to define what it means to be competent for persons performing different requirements under the standard and I know as you get into much longer discussion there as well but yes absolutely competence is an expectation thank you Greg I'll take another question from Nevada Tomoko Jie can you show what are some examples of risks and opportunities okay so they talked about a couple of different kinds of risks and opportunities here there are risks and opportunities relative to the success of the management system standard so a risk could be that let's say there's some kind of business pressure to implement a new process within a certain time frame based upon a competitive pressures regulation market share what have you and so the the fact that your organization wants to implement this and implement it quickly could impact how it views the assurance of the safe so that could be maybe a risk factor anyway so there's there's risk pertaining to the system there's risk pertaining to your hazards in the workplace I gave you one example that would would pertain to changes in the workplace that could pertain to physical physical safety risks opportunities wise people have a fair amount of confusion on what that means and they're not talking about that the kind of typical sense in the workplace where someone sees an issue that needs to be addressed and they say oh well that's a real opportunity for improvement that's not what they're talking about they are talking about how when you're working through evaluating your processes you're evaluating your risk factors you're looking at your overall system you may find ways to improve things that could either either benefit the business or benefit your overall safety and health performance so maybe you by something that is not maybe through your evaluation you find something you can modify that will result in a higher level of safety but which fundamentally wasn't really a significant risk but you want to improve thank you for ik I have another question from Diane sand Brandt what section of the standard have organizations had the most challenges in meeting the expectations of well I I don't have a comprehensive good question I don't have a comprehensive survey across different registrar's to give you technically and across-the-board answer but from my personal discussions with organizations that are applying the standard one of them is that sometimes there's an expectation from senior management that someone's going to implement the standard and we're going to give you two months to do it kind of along the lines of well okay we've got 14001 now there's this new forty-five thousand one standard it's based on the management system standard are the the annex SL format of ISO and so golly gee whiz what could be so tough we'll give you two months to do it and so there needs to be a lot of extra discussion sometimes between the folks who would practically be providing guidance to the organization about plus the requirements are and truly having a understanding on the part of top management of what shifts in thinking need to occur and what changes would need to occur the bottom line though is I think that it's a very it's a great question and it's going to depend upon what type of industry you're in what your current systems are what's your current levels of risk are and so best answer the question you'd have to look at an individual organization and start looking at their context and kind of work from there Thank You Brad there's another question if you have time to answer that if you can name three documents that should be written down for the transition so name three specific documented information needed during the transition the fashion is from Goodwin's vitaliy okay that's a great question and there are some documents you can find on the web pretty easily that kind of consolidate what mandatory documents and records exist and then what are some commonly used but non mandatory documents but a couple of mandatory documents certainly include you got a document your scope you've got to document your OHS policy you've got to document responsibilities and authorities you have to document your process for addressing risks and opportunities you have to have a methodology and criteria for the assessment of your risks so those are a couple of examples I hope that answers this question perfect Thank You Craig there's another question from Rahul what is other in legal and other requirements okay so the other in legal and other requirements would be things that are not required by law for your organization to comply to but which your organization may choose to comply to because it feels that it's important as part of its rollout and management and safety so maybe for example there's a consensus standard that is not obligatory for you but which you want your organization to or the organization determines it will follow that would so if it determines it's going to follow that particular consensus standard then it needs to identify that as such it needs to include it in its list of legal another and that then becomes one of those other requirements okay Thank You Craig he sends in any more questions I'm taking this question that I have last if there are any more less than it's questions please send this before we end the webinar Greg the question is if you're a small organization do still need to have written procedures you okay so under the 45,000 won standard there are certain things that you need to have documented and other things that you don't so I think the question could be interpreted somewhat broadly and it would really depend upon what it is that you're doing within your organization for example yes you would have a procedure for how you will go about evaluating your health and safety risks you need to have that methodology document have a procedure for emergency preparedness and response on the other hand there are other things that are not mandatory documents but which you might choose still the half because it helps you best manage that that particular process so common you know non mandatory documents that some organizations could choose to have could be a procedure for hazard identification and assessment procedures for communication procedure for change management so perhaps it would be best to discuss the specific application situation and I think that you know you a smaller organization is going to have oftentimes different needs than a larger organization for different reasons in terms of span span of control or inherent risks and so on but this forty five thousand one standard will call out when you need a document but apart from that it needs to be a decision made by your organization depending upon whether or not you think that procedure is essential to control the risk that you're trying to control and I hope it thank you thank you so much Craig there are a few more questions but I think I think that that's all you take that as a last question we can if you'd eat correct once any specific questions you can get in touch with webinar be directly if you're interested in tackling the legal compliance and auditing aspects of iso 35,000 won or 14001 standard c a mnemonic are more than happy to help once again our email is info at demonic calm and our website is mnemonic calm we are friendly and we respond quickly so don't hesitate to reach out so that's all for today thank you so much Greg fair time and the attendees at their pleasure it was a pleasure to participate and thank you I hope everyone enjoyed the webinar and found it informative as soon as you log out you would be you would see a post webinar subway we would appreciate your feedback on today's webinar it just helps us improve future webinars so please take a moment to answer the few questions and this away and that's all for today take care and we will see you soon good morning and welcome to our seminar on ice a forty five thousand and one I'm Teresa Hawkins and I'm the director of assessment at Reeboks like all good presentations we're going to start with the welcome covering our normal and issues housekeeping issues so we don't we don't have any firearm set schedule today so if you hear file on I will be making my way out to the door here pretty shellfish of course in a controlled and orderly fashion if you have to leave for any reason at all you can in late listening later to any bus catch-up service you don't need a nap it will be in our alumni section of the website also will say like org or catch-up services like the little red button on the BBC capture up where it says your vote will not be counted your questions will not be monitored so please stand for questions on now if you want to ask questions you can ask questions at any time by typing in the ask a question box under your screen feel free to submit questions during the presentation ready for the end of the presentation I will endeavor to answer as many of your questions as possible but with over 200 people attending please forgive me if I don't get to all of the questions and also use this facility if you have any problems I think a few of our delegates have already use that when they've had a few questions so I have a number of technical staff here in the room so any technical issues they will deal with and I also have some links later on at the end of the survey that we will put up at the end of the presentation for you on some useful information and that will be on the Alumni part of the website too so and the other thing that we will be sending out is a survey from very well Annie Bosch director of strategy who will be asking you what you know about forty five thousand and one etc but it won't be a test on what you've learned today so what we're going to cover today I'm going to cover the story so far how have we got to where we are I'm going to discuss potential time scales and attention because they should see when we get to them there are a number of time scales with my hum the benefits to your organization for when you're trying to sell sell a management system into them for health and safety I'm going to do an overview the standard and then I'm going to do my thoughts on the significance of clauses well actually it's my thoughts and I think are interesting I'm going to do a little bit of an overview on the main differences in changes from hope poster 18,000 a month as I said up I'll put some useful information links and then we'll have some questions when it gets to the question time and my colleague Matt pearl Howard is going to actually ask the questions so if your question doesn't get through its maxvill first rule you say what's the story so far we started we started back in well the print the actual physical process started back in March 13 and that was when the ISO health and safety management system with this decision was made that it was required and that was actually from a vote of the ISO participating member countries so that meant a sufficient number of the 46 I say member countries participating in the vote voted to accept the UK's proposal to develop an occupational health and safety management system in reality of the society before that the preparation or the things that go on behind the scenes the discussions with the ILO for an F an MoU Memorandum of Understanding that the iron ILO were happy and for the ISO committee to start on this work so the first physical meeting of the actual group preparing this standard started in October 13 and that was attended by 83 delegates from 27 member bodies and five lawyers and members and some were participating by webinar so the difference between a member body and L is on them is the member body is a country so like the UK USA island a liaison body is a body that doesn't have any voting rights but has a real interest in standard and has been accepted as being able to contribute towards building standards and so memberships like I OSH or like the ILO the International Labor Organization they can't vote factually they've taken part in developing the standard itself so you might wonder what I arriving involved so I've been involved because I was fortunate to be accepted it's one of the UK delegate to turn the meetings because I sit on the BSI group that talks about health and safety management system so I applied and I was agreed that I could be one of the members so I formed part of the project committee which is pc 283 and I've taken part as an expert in all of the working groups I was head of delegation in Geneva and I will be headed delegation again in Malaysia which sounds really fantastic basically it means I'm the one who can put my hand up for the UK to vote during the PC meetings which is to the project committee part of meetings so all delegates whether their liaison or member parties take part in the working group me to design chess in the development so then we move on to March and April March and debate for big expensive March sorry beginning of April 40 where we started drafting CD 1 which is the committee document and that was in Casablanca and then in January 15 and a decision has been taken well voting by the working group that we weren't happy with the content of the committee committee drafting it wasn't ready to go out for the wider world so we drafted a second and committee draft of it and then in June 15 that was approved to say yes we're happy with this draft so we are happy that we can move on to turn it into a draft international standard and we accepted comments from Portland mirror groups which are the groups like BSL in all the different countries is taking part so June July we started drafting the international standard September we carried on drafting the international standard and then we put that up for consultation and in May 16 the ballot closed to say are we going to approve this draft international standard and it was not approved so then we took comments from that that that series and then in June 16 we started working on the drafts the second draft international standard is 2 September a small group of about 20 people carried on doing some drafting and looking at some of the important issues and took those back to a further meeting in November 16 in Lithuania to try and complete the drafting and it finally was finished in February 17 the reason that stain so long is because of the number of comments and comments every comment that is submitted nice to looked at and considered and the decision made whether or not we move on or not so July 17 was actually the close of the ballot for the distance and thankfully it was a successful vote so then if we move on to what I think is going to happen next so we have another meeting in September which is where we're disposing of comments that receive from this room hardest to and we're making a decision on whether it has to have to move forward to an F this which is the final draft international standard if at that meeting decisions are made that actually none of the comments that have accepted make any technical change to the document then it can be accepted as it is and then it could be published as early as the end of October personally and this is personal views and I think that's very unlikely because seeing the number of comments that come in and it's very unlikely that none of those technical comments get through will just end up looking at editorial comments but it is a possibility if there is an F d'stefano draft standard battle had five or six months to the process because it has to be it has to be written out you have to be drafted that's be translated and then have to go out to vote and the vote on this will be a simple yes/no by all the countries that can take part with the rationale of whether they have why they're voting no previous variance is required not just a majority but a minority of no votes as well as a more than two-thirds of the XO's gets very complicated the statistics how it works in which case if we do need to go to leftist we will have to require an extension because to process the actual project finishes at the end of our table this year and in theory we can only ask for a nine month extension and if we have an F dis the earliest it will be published will the end of March 18 if he goes to the end of extension the end of the extension and in theory that would be June 18 but who knows there may be if there's a no vote there may be if it decides so that the group decides we will publish it as a technical standard and send them an iso standard or there could be an unprecedented and that version of a final draft international standard as it says it's supposed to be a final draft so it will be unprecedented to have a second final draft I'm not sure if this term for that or there could be an unprecedented extension further than June 18 which is is a possibility in this case because it's such an important standard and so many countries are actually interested in and in the standard itself then we can move on while the benefits so here these are the standard benefits really of introducing an occupational health and safety management system in whichever guys it might be so reduction of work-related injuries and health elimination or reduction of risk demonstration of corporate responsibility meeting clients requirements brand and staff motivation so personally I think that's more of a benefit if you've got no no health and safety in place at all and given we're working in the UK and legislation sits there in most of the countries that people are livid listening into here and there's legislation that sets up minimum requirements I don't think you could actually go as far as this but it will go towards there but what I would think it will do is it will demonstrate the organization's commitment it will help it meet its responsibilities in the Supply Management change help its brand and motivate and engage staff in occupational health and safety and because that's one of the fundamentals of this new standard so then on to the next slide and that's actually looking at the benefits of implementing I say four to five thousand and one as opposed to any other management system so the benefits are that it will align with the strategic direction of the organization one of the big benefits are that it will integrate with the other management systems such as ISO 14001 and 9001 and I'll tell you in a little while while why that will be and how it will be it does involve early involvement of the leadership team so this is a standard that if it's implemented actually your top management will be involved in it because they will be driving it which is everyone else so that will be a good person significant benefit to health and safety it does require the involvement of workers so again that would be a good driver as I said earlier really for motivating and engaging staff in health and safety and then into the whole culture of the organization which has benefits in other areas has worked as well and by implementing standard which genuinely should show an improvement in your health and safety and performance I don't know and when 18001 will be withdraw that's the decision for the SS group it wasn't anticipated that would be withdrawn on publication plus a bit of transition time from when 45,000 was published however there are countries that have embedded a SAS 18001 into their legislation so this might be taking into consideration as well so looking at an overview of the standard as I said the real benefit is it follows the same format is 14001 in 9001 and the reason to that is because of the lax SL that or the high-level structure so I say standards now all have set out that management systems have set out this high-level structure which then each of the groups that were looking at the specifics such as the environmental quality or isn't in this case health and safety then feed information into that done into that structure and expand it and make it specific to what the what the actual standard is a useful document if you can get hold of it or wish to purchase it and I'll give you some links later for how you can do that if these two because that does show the annex SL text in blue and the added text in black so if you look at that you can see actually what is common to all all management systems and what's actually been added for health and safety and you could use that that if you didn't get earlier and earlier versions of ISO 14001 to look at actually what is standard 14001 and what's different in the house and safety and standard as well it follows the plan do check act cycle that we're all becoming used to now though in planning you're identifying risks and opportunities establishing occupational health and safety objectives and processes necessarily to deliver your results in accordance with the organization's occupational health and safety policies in do your implementing the processes is planned in check we're monitoring and measuring activities and processes and taking into regardless occupational health and safety policy and objectives and reporting the results enact as it says it's obvious we're taking actions to continually improve the occupational health and safety pool performance to achieve the intended outcomes and a little bit later on and I've got a slide that actually shows or each of the clauses do fit into this so here we go into standard is the annex SL text the top level the top level clauses those scope sets out an intended outcome of the standard normative references there are no normative references and I didn't know what this meant so I have to find out so normative references are reference is where you have to make reference to other standards of publications in order to understand standard so there are none so you don't actually need to purchase and you extender to use this standard so that that's what that means terms and definitions there's some specific definition as I picked out because I think they're quite interesting and when you look for yourself you might find others you think irrelevant to you and but these are ones that I specifically think had taken quite a lot of discussion during all the meetings and probably terms and definitions the area that's caused the most consternation amongst groups and a lot of that is because there's understanding in different countries I'll talk through the context of the organisation what that means and why it's different and leadership and worker participation which is a big part of this standard and planning support operation performance evaluation improvement I'm not going to go to an X MA one because it's informative and guidance on use and everyone has different needs to it may well change when we come to the next iteration because it's one of the big changes this wanted is to is we did put a lot of Aleksei information out of it so here we have the claws is fitted into the plan do check act cycle so it speaks for itself really so plan covers clause for context Clause 5 leadership and work participation Clause 6 planning and clause 7 support do is clause 8 where you look in operations and check Clause 9 which is performance evaluation and act could with Clause 10 improvement which is all very straightforward and I think it's quite clear but I think it's quite useful to actually see it set out like that and the whole the whole plan do check act cycle then makes lots of sense to everyone so I hope that's useful to you I'll now go on to some terms and definitions again I say these are the ones that I think are interesting useful perhaps new and maybe surprising to some people the rule is aren't terms and definitions in an ISO standard that each there should only be a definition one if obviously if the words is used in the in the document and there have been terms and definitions in the document that we subsequently take now because we're only using them in one place or we're only using them in passing or it's only in the scope or something like that so then they're not defined in the take now and to we've taken them out where we said actually you can use you can look that up in the dictionary and whereas you might say well I could look some of these up in the dictionary you could look them up in the dictionary but there's lots of different versions of it and obviously one of the most controversial words in this there's being worker and there's been a lot of discussion and actually what is a worker who's a worker and what what's the worker role what's the workers rolling this in this standard so some of the interesting things really under worker and the notes to entry so is a person who performs work or work-related activities or the various arrangements paid or unpaid such as regular temporarily into they will season they casually on part-time basis so actually in the UK itself and and with any Bosch qualifications the term worker is what we would anticipate it working means it isn't the blue-collar worker and it isn't a non managerial work it's everyone so if everyone it works in an organization in takes part and which is why people fear in the standard there are references to non managerial workers where there was a desire to talk about what we would call blue-collar workers or those people who don't normally get a chance to take part in and consultation participation and involvement in developing a standard for what that standard means in the organization and there's lots of other notes as well as they say that workers does include top management manager and on managerial people persons and the worker work-related activities performed under the control of the organisation may be performed by workers employed by the organisation or other persons including workers from external providers contractors individuals in the agency workers again that's nothing that would not make sense to either anyone in the UK or anyone taken out need watch qualifications what is interesting to me anyway is the next bit where we look at participation and consultation and you might think why does participation of consultation need the definition everyone understands what participation and consultation means what they do but in some countries the understanding of participation in consultation was swap round and our understanding in the UK that is generally the participation participation is that you're actively involved in something and consultation is where you're asked your opinion and your listen to news feeds back and some country certainly other way around so it did get quite confusing the time and that explains some of the disagreements there was between the countries when we discussing participation and consultation when it became evident that Ashley's you understand the participation a constant section was your the way around you will know there is no definition in here of worker representative and that was because the thought was that actually that is well defined elsewhere and so it didn't need to be specifically defined in this document and worker representative is only a subsection in this standard of worker so very often it will talk about worker or where they exist the worker representatives to give help to those countries that have collective agreements where worker representatives are in place and those that don't have worker representatives and so that it doesn't stop and top management talking to all the workers if that's what they want to do again there's a definition of workplace that you might think doesn't need defining and well it does in an international standard because an understanding of workplace is one of the terms and definitions I think that got discussed in great depth at quite a number of meetings and to decide actually what is the extent of a workplace so eventually we've come up with the definition that a workplace is a place under the control of the organization well a person needs to be or to go for reason of work and that was very important in some countries that they had a definition of how wide the workplace would be but then there was a note again because of concern in some countries that the organization's responsibility under the occupational health and safety management system for the workplace depends on the degree of control over the workplace so again it it's considered that people might be working in other employers workplaces and therefore control will be more in the in the realms of other employers rather than the direct employer will then go on to legal requirements and other and other requirements and other obligations in 14001 the equivalent term is compliance obligations and there was a lot of discussion on whether we should use compliance obligations with the stage we were up there was also a discussion and where the compliance obligation is corrected and we reverted back to actually what is the definition of compliance obligations included included that in here and so it does me the same it's just set up doesn't have that compliance obligations term and it's used in 14001 though legal requirements another another requirements and legal requirements are quite obvious obvious there and statutory requirements that you've got to comply with other requirements that the organization and Jesus do comply with and could be and the standard for instance is one of them because you company chooses to comply with that or it could be trade associations standards that you choose to choose to comply with then it sounds complicated but actually it's quite simple and it's so that an organization can choose other than the legal requirements which which requirements it does want to comply with so the next one I've chosen is injury on an ill health you might think well that's a strange one that's quite straightforward and but it did actually require quite a lot of discussion to get to the definition of injury and and or ill health and it was only at the last minute we added and oral health because originally it was injury and ill health which gave some problems in parts of the standards where we're using that phrase because it comes it does one phrase so now you can have an injury for you to be able you don't need to be both and hopefully what's the setting in the standards we won't have either but you still need to be citizen so we talked about is the adverse effect on the physical mental or cognitive condition of a person and then the note to entry says these adverse effects include occupational disease illness and death so that we didn't have to discuss disease illness and death in any and any of the part where this this definition comes Oh the other ones that you might think are that are added in our occupational health and safety risk now the reason that's in is because risk is already defined in the UH NEX SL text but it isn't really suitable for health and safety and because we can't remove an excess L text because it applies to all standards unless it's changed in all standards we couldn't change the definition of risk it really didn't fit in occupational health and safety so there is a separate definition of occupational health and safety risk which is the sort of definition that we all understand in health and safety world so it's a combination of the likelihood of occurrence and work-related hazardous event or exposure and the severity of injury and/or ill health that can be caused by the event or exposure so that's a definition that we understand in the health and safety word world and it works quite well so we don't tend to use risk in the standard if we talk about health and safety risk we use occupational health and safety risk if we talk about risk we're normally talking about risk to the occupational health and safety matter existence itself the other one that we brought that's been brought in is occupational health and safety opportunity again for the similar reasons that if we're talking about risks and opportunities we then need to talk about occupational health and safety risks and opportunities so the definition for that as well and in that the occupational health and safety opportunity is a circumstance for set of circumstances that can lead to improvement if the occupational health and safety performance as opposed to the system itself so they are using different different areas definition of incident then became very controversial because obviously some people wanted to use accidents some people watching use incident to include weathers injury or not linked or injury and then there's all the discussions of near misses and outside of it certainly it's quite a long definition well actually the definition isn't very long there's a lot of notes but in a definition as opposed to the rest of the standard and now it's actually as part of the part of the part of that definition does that make sense so incident is an occurrence arising out of or in the course of work that could or does result in injury and/or ill health center there's lots of notes to that so Nate want to entry an incident where injury and/or ill health occurs is referred to by some as an accident so included that part in it that was concerning those people who wanted it to be an accident - not an incident and the other problem is with having and yes accident that then it didn't work with when we get to clause and 10 so we've got coincidence now - for entry is an incident where no injury and/or ill health occurs but has the potential to do so this may be referred to as a near miss in there hit or a close call note 3 to entry although there can be one or more non-conformities related to an incident an incident can also occur whereas there is no nonconformity that clause took quite a while to flesh out really as well because obviously you can have an accident where it I don't know where well it's a web at weather or weather related an incident that you may not have normally have covered so that's looking left and those terms and definitions and say they're arson law in there the turn knew to be standard and from other standards and but they're the ones that I thought were most relevant and actually they're the ones that I thought there was most discussion about and took as the most time to actually get to a consensus of because that's the other part of creating a standard as you're working through standards and deciding the clauses and agreeing on them this is not generally by a vote you've got a big consensus so a consensus of all those different people there from all those open up from all those different countries and takes quite a while to get to a consensus so the person leaving the group and has quite a lot of work on the hands so moving on to context of the organization so within four to five thousand one greater emphasis is placed on the context of the organization than there was in in eighteen thousand to one so organizations must identify all external internal aspects which have a significant impact on its achievement of their occupational health and safety management system so what their context is doing we're starting with and understanding the organization in this context what does the organization do how complexes is it so what is it that your organization is all about what does it do what can affect its ability to manage its health and safety issues to achieve the desired outcomes so what internal and external issues can affect it in its ability so what's the size of it what's the nature of the organization is it a large multinational is it a small office is it a small organization that produces hazardous products etc all those affect actually the context and how complicated it is to dis needs to be so external issues what sort of external issues can affect it new technologies culture social and political factors there are how do you determine this it's up to each organisation to decide the standard doesn't say how you have to do it it can be it can be informal and it's more organic organization or it could be formal if your organization gets larger or more complex and you probably need to use more definitive tools so tools such as swap looking at this drawing is opportunity and threat or pestle looking at your political economical social technological legal and environmental issues you could use those but it's really up to the organization to decide actually Who am I what are we what do we do what can affect us what can affect health and safety management system it also includes it within the context what are the needs and expectation of workers and other interested parties and again the workers is obviously an interested party but they have a specific place within within it so interested parties as I said there can be any worker at any level worker if anybody so it could be anybody from your newest recruit recruit and to directors there have been a long time so there could be a customer there could be legal and regulatory authorities they are definitely interested party and especially if something goes wrong your insurers a significant interesting party on what you do as the media may be an interested party depending on what you're doing for what's going on in the news at the time so again the organization needs to determine who is relevant to the occupational health and safety management system he doesn't need to consider when it's considerate and it needs an expectation of interested parties and so it's very much sector on the organization itself is decided here what is important to the organization and what will and what will affect them now determine in the scope what they'd be included in the management system are you going to cover everything are you going to look at every every part of another multi and multinational or is just going to look at one side I get to look at one department if you look at one department then the rest of the organization is either an external provider or another interested party or perhaps both and then it covers setting up the occupational health and safety management system making sure it meets all the requirements of the standard so it covers everything can the plan the check cycle named Anton that Klaus leadership and work participation this is a significant part of the standard and quite rightly so and I think in definitely where people are implemented good health and safety management systems they are included and their work is as part of that but the leadership as well it's a significant part so is you need a ship committed because standard sets out how top management needs to demonstrate it and they really do need to demonstrate and commitment they need to accept their responsibility to ensure sufficient resources are available they need to align and occupational health and safety with the organization's or the business objectives they need to involve everyone in occupational health and safety decision-making it affects them and they need to promote open discussions and they really should not have a blame culture in order to do this so there's more areas within this standard than there are in other standards and we're top management needs to demonstrate their direct involvement and engaging engagement to the occupational health and safety manual system so they need to provide clear and consistent leadership they need to respond to series issues by applying appropriate rules rather the blanket measures they need to include hidden issues such as exposure to a hazard in ill health that might not be immediately visible so they need to ensure all those sorts of things are included moving on to the occupational health and safety policy still a fundamental part of this standard top management again is responsible for achieving the standard and within the policy any delegated roles need to be clearly communicated because they still retain the responsibility even if they do delegate the actual day-to-day workings of it and that needs to be clear and then the next the next big section is this of this clause in 5.4 where we're looking at consultation and participation in those workers this is set out in detail in the standard Somerset's specifically to miss your non managerial workers ie those people who and don't normally take part in decision-making I specifically included the part of the standard requires participation some requires consultation and to be able to demonstrate is actually top management has worked hard to try together and that does help with some of the benefits really I was talking about Iran because if you've got your work is taking part in this then you are going to get engagement of your workers are you going to get increased moji to gauge motivation and they're going to believe that actually and top management really is interested in this when we want to cross X which is quite long clause because planning for the occupational health and safety management system is always going to be a big part of and the activities is go exhausting so and have the risks that affect the occupational health and safety performance being determined and are they already managed and is there anything else you can do to manage it further have you identified as well as your your hazards and excessiveness and opportunities so the opportunities need there as well have you determined and the legal requirements and the other requirements are you going to subscribe to have you got plans in place to deal with any occupational health and safety risks that can be dealt with through the system or through other business systems and don't need to will be dealt with is part of the occupational health and safety management system and this is the beauty really if the standards they integrating with other standards and management systems that are going on in the organization so it may be that you dealing with risk through your business continuity management system it doesn't matter as long as you are dealing with them it may be that you dealing with them through new HR system as long as as long as they're dealt with it's up to the organization have opportunities to improve the occupational health and safety performance and the management system being identified and are you looking at training and how we can how we and how we as an organization can implement them I knew can implement them how your organization can implement them and have you established occupational health and safety objectives every desired if what began to be where when they're going to be and if you planned the resources needed to achieve them and have you decided he is responsible he is responsible for meeting this this objective our occupational health and safety objectives part of everyone's performance objectives and where it's relevant to them have you decided how the results are going to be evaluated and how are the actions going to be integrated into the organization's business processes so if it's no good having objectives you can't achieve completion you're not planning to have they're going to be integrated we went to that clause which is support their support covers resources are the sufficient resources in place to do what you set out to do and this goes back again to the leadership the leadership need to make sure top management needs to make sure there are sufficient resources in place so again here saying have you got sufficient resources in place does the organization understand what competence means in terms of its own business do you know what levels of competence they need at different levels of the organization and what does it mean to their business and that goes back part the context as well so if you're an organization that is producing hazardous materials your levels of competence are going to be different - if you're an organization that's running an office dealing with virtual reality and all those types of things that could be going on is every worker aware of the occupational health and safety management system and their place in it and their responsibilities in it which go back a little way to the previously certain objectives but actually do they understand what the responsibilities are do they know what they should be doing on the day to day basis in terms of health and safety and do they understand what the management systems for what it means and what that part isn't so then the next thing is communication communication is an important part of this so has the organization determined how they're going to communicate what they're going to communicate who they're going to communicate to internally and externally and again and they need to take views with external interested parties into account so how are they going to communicate with that externally as well as their internal workers and contractors and that type of thing as well do you have is there sufficient up-to-date and controlled documentation again this dependence on the size of the organization type of activity sure carrying on the processes and products and services unlegal requirements to the organization that you're in as well there's quite a lot of detailed information on documented information in this standard it's at sound how you should be creating and updating the standard their specific requirements you need to identify your documented information and have to have a description and it even goes down as far as saying for example a title date or through a reference number you need to consider the format of your documented information so what type of language is it in actually what language is it in . if you're a multinational is it in one language or is the multi grant multiple languages and then are they version controlled so what software version are you are what graphics do you have and then the media that you're going to use so is it going to be paper is it going to be electronic and how's that going to be and setup you don't need to consider it say's standard says you need to can review it and you need to have an approval system so it's suitable and it's adequate and in an adequacy and suitability also means not keeping documented information that you no longer need to use so and how to date information isn't tough on your systems so people get confused and what they should be looking at and then there's a section on actual how you need to control your documentary information so is it available and suitable for use where where when it's needed and it's no good if it's there and people can't find it is exactly adequately protected from loss of confidentiality improper use or loss of intimacy so it actually sets all these out you also need to consider distribution access retrieval and news so how you going to store it how you going to preserve it how you to make sure that it's still sane stays legible if you've only got paper versions of them and then get a flood so as I said earlier you need version control and you need to consider how you're going to retain it and where you going to get rid of it and when access to it should that should that be view or should it be view in a mend and these are all actually set out in the standard which is quite detailed for this and the other important thing the relevant documents say the one sorry that relevant documentation needs to be available to workers for the workers representatives whether it exists and so it's what's relevant what's relevant is if that information relevant to that particular work out is it about that or does it control their health and still does it cover their health and safety and less they're the things that the organization needs to consider an easy setting to place so they want to close a which is about operation no our controls established and implemented to eliminate or reduce risk to the globe is reasonably practicable eliminating hazards and reducing occupational health and safety risks needs to follow the hierarchy that set out in the standard which is a fairly standard hierarchy and so the organization shall establish implement and maintain a process or processes for the elimination of hazards and reduction of occupational health and safety list using the following hierarchy control so first of all need to eliminate the hazard so this is nothing that we're not used to in the health and safety world if you can't eliminate half of hazard you need to substitute it with the less hazardous materials processes operations or equipment if you can't do that then you need to use engineering controls and/or reorganization of work if you can't do that then you can use administrative controls including training and if you can't do that the use of adequate PPE personal protective equipment so I think that's fairly straightforward to most people working in the health and safety world fits into quite a lot of legislation there is an eight to it and this was quite controversial and took a lot of time and decided on a note that says in many countries legal requirements and other requirements include the requirement the personal protective equipment PPE is provided at no cost to workers here in the UK that's in our legislation some countries it isn't and in some countries it becomes quite an issue so that's why in the end the agreement was made there would be a note to say if you've got a legal requirement you need to follow that legal requirement if your legal requirements actually provide PPE no costs you provide PPE no cost and this standard is not going to undermine that that legislation but if you're in a country where it doesn't require that this standard isn't going to put an over burden on those countries that can't afford to do that that was the agreement that we came to on that and I think that's quite sensible really the other area is is obviously within operation that is in significant is the management of pro but management of change that there's a control process and you've got suitable as a resource management to change process in place and that specifically says it needs to cover temporary and permanent changes and so you consider everything you doing whether it's just a small change that might be happening and similarly we do normally anyway but it actually specifically talks about that and you know how do you got suitable contractual inquire requirements in place for outsourcing and contractors and in procurement controls in place to evaluate risk prior to purchase I'm not going to cover that a lot because I still don't know if that will change in this standard because it's one of the areas that I know France in particular has some issues about outsourcing and then there's also the question of although the right way around in standard to procurement come first and then should procore if you know that sourcing in contrast as part of procurements so there's still quite a discussion to have on that so I'm not going to go into details it and things that I think might actually change as we go go forward so the other thing that we were looking at on that slide was and emergency preparedness so have foreseeable emergency situations been identified and do you have plans in place and again depends on the complexity of your organization if you're a large chrome site you'll have detailed plans in place or safety cases if you're a small office it will it will be talking about first aid and your fire drills and that sort of thing as well then we move on to Clause 9 which is performance evaluation and this is quite straightforward really so have you looked at what monitoring and measuring requirements you need have you identified what they are are they appropriate you cut to you context and scape in proportion to what you're doing and do you have an internal audit program do you have internal auditors and are they competent and are they independent and which are the quite important parts of it because if your internal audit isn't competent and they're not actually going to help you with setting your system up in their management review process in place and do you look at do you look at what there is and what's happening and following the plan do check act and so you've got the jet and you need the process in place before so you can say well actually we're going to act on that like some additional requirements to ISO 9001 and his investigation vintages because obviously and they don't exist in 9001 and incidents she just non-conformities when doing going through this clause actually it's all set up separately start off with so is talking about non performances in incidents and then as we've gone through and looked at what do you do if you're if you're investigating in on conformity what you do is you investigating an incident it actually came up with all the same actions so that's what that's why they're all stuck together in there so do you have a process so you have a process to investigate incidents and non-conformities and is it is that process proportional to the incident you don't want to go out all out spending weeks and weeks investigating an incident that isn't clearly and going to get you anywhere because what you're doing with your investigation is trying to identify your immediate and your root causes of that incident and does your process identify corrective actions you may know that within this standard there's no talking preventative actions anymore and that's because the whole standard is a preventative document so it talks about corrective actions it can continue an improvement in the management system being demonstrated that's quite an important thing to look at and is continual it's not continuous so it's incremental improving frequency look before not standard isn't looking for a continuous improvement is looking for improvements that go on through time so a few notes on what the differences are to assess 18001 so why is it different and it's different because it was it started from a different point it started from the annex SL text it didn't start from SS 18001 and so I think I've answered one of the questions that have come in now and why we didn't start with 18,000 to one it's because it's actually it's an Excel text successes out although 18001 was in the a lot of people's minds won't we need fiddling in some detail in it so the main difference is context is more relevance in how it can affect the way an organization manages is a occupational health and safety risks both positively and negatively and that's what's covering or earlier on at the beginning talk to the organization to decide what its context is and that will affect everything else oh it go example and work is an interested part is again this is a big part of 18,000 run so if the needs and expectation of work for some interested parties with a strong focus on workers so there's much more detail about considering the needs and expectations then deciding whether these need to be addressed in the system there's an increased focus in the involvement of workers as I've said and I don't see that as a bad thing and I think anybody listening in today all see that as a bad thing because if you get your work is involved your systems will work well the in shape and culture so the requirements as we covered specific to the top management with regard to demonstrating leadership commitment and promoting a positive culture the supports intended outcome as a occupational health and safety management system and some of the significant differences really in this and participation and consultation as I've gone through and this was quite a bit really that worker involvement is that is fits quite differently in I say four to five thousand and one risks and opportunities to the occupational health and management system occupational health and safety risk occupational health and safety opportunities and so all those it a slightly different nearly to eighteen thousand one documented information is slightly different terminology and used and it's it's in eighteen thousand and one because it replaces documents and records it talks about any documented information so operational planning control there's more detail it talks about shared workplaces it talks about hierarchy control it talks about management of change and outsourcing and procurement you'll sees in a different color because as I've said I'm not sure what the outcome of that'll be it will definitely fit in there but it may just all be swapped around or it may be may be different when it comes out of this too and so it will be watching space when I know what it is and I can disclose it and I'll put something on the Alumni site and contractors is in more details as well evaluation of compliance again there's more detail on that and what's the organization's status on compliance the organization needs to know where it is it needs to know what it knows it needs to know that knowledge is maintained and it needs to understand where what it doesn't know at any particular time so that that's quite new as well management review is not a lot different there's more detail there's more coverage of inputs and outputs and incidents non performances and collective action and there's more detailed process requirements and as I said preventative action is now been replaced by the risk approach which is something that we all understand in the health and safety world then what's next right my advice is keep up to date with the outcomes from the September meeting where big decisions will be made and as I've said as soon as I can post don't think I will post something and it's out there so she's known in in get some decisions in October as an organization and you need to decide do you solely want to implement a standard or part of the standard you want to build up to it you want to use it stepping stones or do you want to get the certification the slightly different and the standard isn't designed for certification standard this design through implementation and advise you get coffee or I say four to five thousand one when it's out if you want to get started now and I don't think I'll be that many changes get a copy of this - and I've got some links later on or the final this when that's at if it goes the final this or the only thing that will be coming out is BS Vichy standards institute are going to produce a forty-five thousand a BS four to five thousand and two which is a document guidance for implementation so if you are only implementing you might just want to look at the British standard if you're certifying you're definitely to look at the I say four to five thousand and one so it's kind of you you choose really what you want to do and the anticipation is or the hope is the plans are the BS four to five thousand into which is guidance on implementation and will be available around the same time as four to five thousand and one is published and carry out a gap analysis of the organization's current occupation the health and safety management system thirty forty five thousand and one or if you have currently UNH you have 18,000 want and do a gap analysis with what the differences are and there is a document I'm going to do a link to actually set that up for you quite nice and by them thank you a they develop your implementation plan and then obviously update your existing application health and safety management system to meet the new requirements and then provide verification business effectiveness and if you couldn't be using 18001 it would be looking at how you transition from eighteen thousand and one to 45,000 one if indeed that's what you decide to do and we can say I don't know when or if 18001 will be withdrawn and if he's not withdrawn will it then be updated I don't know SAS group will make a decision on that but some countries have it have 18001 implemented in that legislation and some countries will have forty five thousand and one implemented in their legislation as well so that's why a lot of the arguments about what's in it and takes that long to decide window arguments with discussions because it can have such an effect and some countries that currently don't have those requirements so it's part of you few you to links in that I think are really useful so there's a BSI document understanding the new international standard for occupational health and safety that's a very useful guide this term I've looked I can't see anywhere where it's available free unless you've got a subscription service such as Barbara or technical indexes or a trade organization but you can purchase it from the BSA shop on this link and nothing is searched pound the other useful links is the BSI key facts documents that's really useful and comes a lot of information and if you are currently on 18,000 the 1 to 45,000 won this NQ a gap guide does really work for you and it's actually got quite a detailed list of what clauses in utiful fortify starts at 1 and what does it need that's the end of my presentation so I think Matthew might have a few questions for me yes we see the few trees and because no there's nothing very very technical about the about a specification and the more sort of general questions around the standard so fundamentally why are we not just updating 18001 well it's because 18001 is is completely in some ways it's completely different animal to 45,000 won oh she asked group is not connected to I said so oh that is a small group international group of people who were interested at that time in developing a standard whereas ISO covers all the countries that take part as I said there's about 46 countries taking part so the number of people in an ace in our group countries taking part are a lot wider and there's a lot more implication to auditor and Ottis 40 18001 was due to be renewed updated but the decision was taken actually we'll see what 45,000 won covers and hopefully that will replace it because the SS group is to say was it group of interesting people from countries around the world we're not every country it was interesting developing it well thank you Sam what the drivers then for the introduction of forty five thousand and one and all the ones you said really said it is there's been a lot of discussion for a lot of years to develop an international iso standard that fits in with the other standards that i say i say produce management systems so I think there's been a lot of a lot of discussions behind the screens screen the center get eaten and there's been a lot of requests from countries and to develop it to develop an iso standard so they get certification to an iso standard and one that fits in to their list the things they're doing but the main driver really is to get analysis standard out there on health and safety management that will improve health and safety in the world for areas that won't take up OHSAS 18001 okay um somebody's asked iso standards don't normally take four years plus for develop why is this process taken quite so long it should entertain this long it shouldn't be finishing in September 16 and that was the original timescales that the set are but she's seen from the earlier slide a set out there a number of areas where you couldn't get consensus so we couldn't get the first committee draft a green straight away so that added another six months on we couldn't get approval for a first draft international standard so that added to number six months on and because there's a lot of interest in this standard I I suspect there's more countries taking part in developing the Standard and then in any of the standard there was a lot involved in 14001 for 18001 health and safety is so fundamental and to people health and safety is except that the countries have a real interest in yeah no thank you that so one participant has observed there won't be many changes from this one to this - why is that because they lofted their discussions to get to this one had already been discussed a lot of times as well and because you need consensus so we've got to a stage at this one where the working group had agreed actually this is this is what this is right what we can do and then what happens is the comments committee will look at them for quite often the comments that comments are actually wanted for already being discussed and covered it great then so decisions they're made well actually we've already gone through this we've already looked at Russian envoy it's included and so it's not going to be changed okay great so somebody's asked what can they do if they wish to take part in developing ISO standards in the future well if you're in the UK and look on the BFI website and I'll put that link across as well and a section in there on what do I want to do if I want to take part in developing standards or take part in BSI development standards and there's various groups there health and safety management group I see time is hs1 so they are always open and to new people you want to come on in and look at standards so it's any health and safety management system and it's related to it we'll be looking at and actually taking part in the next iteration and afford to provide and one could also be an opportunity to interview there are as part of that committee so I'll put that link up in any other countries there will also be mere agreed so we'll be standard-setting organizations are also take part as well and so look for those and take part the other thing you could do is it goes out for consultation there's always a consultation period for any document that's going out so look out for those and take part in the consultation and give some feedback as well okay so you mentioned consultation the importance of consultation where nothing gives on the leadership section and what sort of things would I so expect you to consult workers on fact if you're looking at the standard there's quite a lot of things is there and that they require in consultation or positive defence participation up and they're going to quite depths that as far as actually just developing the occupational health and safety management system itself and looking at training who's going to who's going to be delivering the training and looking at the competence of people you're getting into and deliver training there are all things that you need to be consulting with well if this question is connected but we outside some of our activities to another organisation what sort of checks would we need to do what shops we need to do on the contractor for outsourced it hmm it really depends on whether what your outsourcing actually affects your occupational health and safety management system so is it genuinely outsourcing a process as part of your system and which case you're going to be have to be very involved in it or is it actually a supplier you have no control over what they're doing and what their control what I am purchasing isn't off the shelf are to be buying or it's actually your process your outsourcing that you don't need enhance and then that does have an effect on health and safety money resistance seem to expect to put into your contract and all the normal health and safety requirements that you would have and probably be auditing this ok and this probably question here might be a little bit difficult to answer but I'll ask it anyway that's my my company is going for recertification of 18001 next month should I go for 18,000 or wait for 45,000 and one I would go for eighteen thousand and one and then look at the transitions going on because otherwise you know the publication may be out at the end of October will organizations be ready to certify by then will you've done the transitions by then and what if it doesn't happen if it then gets delayed and you've got your artists education my advice for what it's worth would be go for your recertification and then look like transition arrangements and give yourself a bit of space Gillian this is much more easier question to our where we were putting a copy of slides on the Alumni website yes present a webinar will be up there and my technical colleagues in the team will be sorting that out actually Alison's asked why have I so gone for participation rather than engagement and because participation in consultation is is the normal technique because actually I've changed my demands it is actually the decision and what do we mean by participation and consultation and what do we want to do and engagement probably isn't strong enough for some of the people that were taking part in in that work because you have a lot of bodies like the International Labour Organization we've quite right they are there and part of their as their role is to make sure that we consider in workers and we're including them in there and in the UK we're very keen on participation and consultation so what the standard does it look at actually where do you need to party to pay where do you need that needs work is to be consulted on and all of those really engagement it didn't want to be or the participate participants in the center didn't want it to be woolly what you need to be clear actually when have you got to get well how do you got to allow and encourage and your work is to take part in be involved in this and when how do you got to consult with them and talk to them and listen to their compounds and was I think they wouldn't have thought that engagement strong enough right okay I'm mindful of time so we'll make this the last question Holly's asked for 14 in fact well 45,000 and to be released at the same time as the standard hopefully the plans are often we're working to issues that at the moment it's actually a probably comment so if you're interested in 45,000 to it's out for public comment till I believe an 8th 9th or 10th put it in the exact date of October so if you go on to the BSI and website you should be able to get through to that consultation okay all right thank you very much you hello everyone and welcome to our webinar achieve an excellence in Oh a Jeunesse with ISO forty five thousand and one my name is Gus Oliveira and I'm an international product and market manager here at soft expert today's webinar will be presented by mr. Steven Asbury steven has over thirty years of experience in ons management system he's a speaker and has also authored five books he has published several articles in white papers on safe and risk management I wish you all a great webinar hello everyone and good afternoon I'm Steven Asprey and I'm speaking to you from the Midlands of the United Kingdom we have an excellent audience today and I'd like to welcome you all to our session we have four main objectives today and these are exactly as they were published on your enrollment site and we're going to start off by taking a look at understanding what business is all about obviously we could spend many hours doing that we're going to spend just a little piece of time giving you some thoughts as to how you might understand the business prior to any implementation of any management system we're going to have a look at the origins of management systems where they come from how they work and give you some I hope you'll find very useful tools to help you remember how to use them well and as my colleague Susanna was just saying our third objective is to have a good look at the structure of ISO 45,000 and one of course let me remind you the structure is still in draft I'll be using the very latest information we have on the evolution of that standard as well as giving you some predictions as to when you're likely to see it and finally it towards the end of the session I'd like to share with you and it will be quite briefly learning from a couple of case studies that I've been involved in to give you the opportunity to see the sorts of benefits you and your organization might get from implementing such as standard The essence of business and enterprise so he said we take a look at the essence of business and the instance of enterprise and what they're all like I suppose most organizations that are big today started off small once when saw entrepreneurs may well have got together with a great idea which gets developed they go to the bank or they go to a stock market if it's smaller perhaps they go to friends or their parents and find the money that they need to purchase their assets to recruit the staff and it's at this point that their big plan for the business starts to sort out over here on the right side of the screen I've given some examples of the sorts of objectives that people at the start of businesses commonly have of course they revise year on year on year on year and a mission the direction that the organization is heading in and you see some of the examples of the types of things that people say here you'll see at the bottom the whole idea of being incident free and of course over time the organization will develop it will get more and more aligned to its objectives and a really good question is what is it that gets equal organizations from the left here over to the right I asked you to put into your mind do you believe that every organization is equally successful I guess like me you put a company into your mind maybe you've read about it in the newspaper you can do that almost any day in the world these days where something has gone wrong the thing it seems to me that makes it the most likely that organizations will be successful in the transition from their good ideas to achieving their objectives is the use of structure in their means of control and of course we use all sorts of different structures again I've given some examples if you're involved in quality you may well have heard of ISO 9001 if you're involved in finance you might well have heard if the Companies Act that gives a structure a legal structure in your territory course we've got our health and safety standards and of course there are lots of others for things like IT and security environmental management these are got to work it normal times also when it's an abnormal period of business and also at times of emergency all underpinned by company policies and procedures and over time organizations tend to drive themselves towards continual improvement and the view I take is all of this is for the benefit of five very particular groups of people take a look at the Corporate responsibility to stakeholders first ones here these are the investors and whether this is friends or parents whether it's the bank or whether it's the people who've come to a stock market looking for a an asset to invest in at some point they're going to want their money back the investors are a very important part of the reasons that organisations must be successful then we've got the employees employees very keen to keep their jobs to have job security salary increases and all the benefits of working for an organization that is successful and achieving its objectives of course we have other people working in the organization they could be contractors they could be suppliers and all of those know that if they're working with a successful organization well they too will share in the success too I think it's reasonable to say that they share the fate of your organization fourth group you'll see them are the customers of the organization of course they want things like delivery on time at a reasonable price that's a good standard of quality that they can take the excellent box to time and time again and satisfied customers are of course much more likely to recommend you to others that's another means by which organizations grow and in the global society a global village in which we all live where news travels so fast society too has great expectations for organizations whether it's the creation of jobs or whether it's payment for taxis to pay for health service security and defence and so on so on my troubles around the world and I Is zero incidents the reality? I've worked in consulting for over 30 years I hear many people talk about zero incidence here's a map of our fabulous planet in a way that suggests that zero incidents might be the reality of course what we see when we open the newspaper what we turn on the news is bangs and Corporate disasters explosions and leakage and losses and all sorts of things that can go terribly wrong time prohibits us from looking at each of these on the screen we do record these webinars if you'd like to take a look at any of these again later on the color coding here says that anything that's black is probably a business financial issue the ones that are color-coded in green they are the ones that are largely environmental related corporate disasters and then the ones that are in red either fully or partially in red are ones where occupational health and safety has been the impact but many of these are things that I call black swans and will come to black swans these are the things that are very very unlikely but are very serious when they occur we'll have a look at that category of risk in just a moment or two now we're going to move on now to our next objective to have a look at the origins of management systems they go back a China, Zhou Dynasty, Sun Tzu 544–496 BCE long way something of the order of 2500 years we go back to the zoo dynasty of ancient China where there was a very successful warrior now you'll see his name at the top son Zhu or general son Zhu China was growing a lot at this time and some zoo seemed to be so much more successful on the battlefield than other people and only is recently earlier as 1901 have we discovered just why son Zhu was so successful in 1901 we found a script of a book alleged to have been written by some Zhu it's called the art of war it's probably the third most well read book in the world today only the Holy Bible and the Holy Quran stand above this in terms of the number of readers and it's been read by many military strategists and members of government and so on and even our friend down here seems to have found it to be an interesting read the book is all about how to win the war out a plan for success for example it would not be wise to walk your troops onto the battlefield without knowing the size and strength of the enemy a battle plan a means by which the war is to be conducted means by which you can move the troops influence their behavior whether they're advancing holding the ground or retreating during the battle and then learning after the battle a management system for success in warfare it goes back 2,500 years and if we bring the evolution of management systems a little more up-to-date we come to meet William Edwards Deming 1900-1995 somebody called dr. Deming William Edwards Deming born in Sioux City Iowa there it is on the map in the United States of America in the year 1900 a very bright kid in school went to university afterwards I graduated in statistics and found himself working for the US government there was a very significant event in 1945 in the country of Japan it ended the Second World War and Deming found himself in 1946 in Japan on behalf of the American government finding out how when Japanese industrialism would develop once again and what he noted in Japan was a very different approach to what he'd seen in his own country he noticed a great 10 a great tendency to planning activities and when those activities were to be carried out well they were implemented exactly in accordance with the plan during the implementation of the plan it would be all manner of checking taking on Deming notes in his famous book out of the crisis I recommend that as a read if you're interested in this evolution that we're discussing and ten years after this Deming writes out of the crisis and he says that specialist checkers instead of taking the checking data away to their departments and sorting it and filing it the checking data how well things were being done was used by management to influence progress in the future and it is in the book out of the crisis that this cycle this circle that you see here is published for the very first time very much known as the Deming cycle some people call it the Deming Weil plan do check and then act and you'll see that cycle how it turns round and round and round will simplify that Dynamics of any management system you'll see it on the screen here the four elements that are the dynamics really of any management system that you might be using right now I've got two all three examples I'd like to share with you just to prove how this simple model of PD CA can be used to understand any management system and there's Deming at the bottom they're no longer with us if I have any regrets it's that I didn't get the chance to meet him our working life times were just separated by I think too many years let's make this proof here the current standard and some of you might well be using this or if not using it you may be familiar with it is o HSAs 18001 of 2007 it's owned by some certification bodies and many people regard it as the world's most common current occupational health and safety management system it's got a number of sections in it I've picked out the five main headline sections usually somebody asks where is section 4.1 the truth is there is a section 4.1 but it just describes the general requirements there is nothing particular that needs to be implemented let's take a look at each of these clauses in turn in section 4.2 we have the requirement for there to be an occupational health and safety policy leadership standard that sets out the requirements that top management has for the rest of the organization typically be signed by a member of top management within the last year or two section point three deals with the detailed planning for the implementation of the management system it's a risk based planning so we'll be looking extremely briefly at risk assessment later on our future seminar series our webinar series will include sessions on risk assessment and if you're interested in them I would encourage you to come along following section 4.3 we have our section 4 points and here we have a look at the implementation and the operation of those detailed plans and now we're going to have the training of the staff right the way through the communication all the way through operational control and finishing with the implementation when required of the emergency plan section four point five deals with checking and the final section of four point six leads to the review by senior management and you'll see some color coding here what you see in the green is what dr. Deming would see as the plan the black text illustrates the do the red text illah Tait illustrates the check and finally we have our management review that is where management takes a look at what we've learned on our journey so far picks out the areas where improvement is needed and uses them to drive future policy and future planning and so the cycle continues I've picked out a couple OGP EP Forum HSE-MS of similar standards that some people may be familiar with the o GP is the international oil and gas producers group some years ago they produce the HSE management system for the 40 members of this group and as you take a look around that circle we don't have time to go through every section but what I hope you'll see very quickly is the planning elements you'll see the doing elements you've seen the implementation the monitoring or the checking and the review that leads to continual improvement in the future this is the ILO-OSH 2001 final example for now of a common management system that some people may be familiar with il o is the international labor organization an executive agency of the United Nations that's all of your countries and and and my country too and generally speaking the 2001 ohshe standard is a cycle that looks like this that starts with policy organizing and planning takes us to implementation or the do the evaluation or check and the action drives continual improvement so that's been our journey from 2,500 years ago and so about April 2012 and in April 2012 something quite significant happened I do come across quite a lot of ISO Annex SL (published April 2012) practitioners that haven't heard about this so don't feel bad if you haven't you would probably be in the my in the majority in April 2012 a new standard was published by the international standards organization it's commonly called an Excel and it provides a high-level framework for all management system standards owned by ISO from their next revision so some of you may know iso 9001 the quality standard has already been revised to align to annex SL if we have anyone in our audience today that's interested in environmental management systems ISO 14001 may sound familiar and just to hear also ago September 2015 that too was reissued aligned to the ten clauses of an ex SL and very much ISO 45,000 and one standard the one that we're waiting for right now when it's published is going to align very closely to these high level framework standards so the ones in black for the ones that I would encourage you to worry less about I would encourage you to think very closely about four through ten and the bright people listening here may well say well this looks a lot like a gaming wheel it absolutely is a lot like the Deming wheel but before we try and into space these sections into a picture that will help you remember it let's just take a look at the timeline of what's going to happen also we think so the ISO 45001 (will replace OHSAS 18001) absolute published intention of 45,000 won is to replace OAH si s 18001 so when one arrives the other will disappear and I have no doubt that will happen the committee that's leading the development you'll see it noted at the top is o PC 283 these discussions for the developments have been going on since October 2013 and then you'll see the timeline rolling down the page the first committee draft and its date the draft international standard published February 2015 that was a consultation there were two thousand four hundred comments sent into PC 283 for their deliberation those comments were discussed at a meeting in Barbados lovely place and it resulted in the first draft international standard of January 2016 and the ballots closed on the 12th of May 2016 and you know it was so close to being adopted 71% voted for the standard 28% voted against there was a 1% abstention rate the requirements for that standard to have being passed were the two-thirds should be in favor and well it cleared that hurdle but also there should be no more than one-quarter against and there were 28 the sent against so incredibly close we nearly had our standard then but as it did not achieve sufficient support there is a redrafting going on now so that started in Canada it moved on to Lithuania the next meeting of pc 283 is going to be in austria between the 6th and the 10th of february and members of that committee and i'm really very close to that we're expecting a further draft in June 2017 then there'll be another vote the same rules apply 2/3 in favor and no more than 1/4 against and well we hope that that will result in agreement probably no earlier than October of next year October 2017 and but I wouldn't put the house on that it's possible I heard this from a couple of the committee members say that it could be early 2018 before it arrives so now we're going to make some predictions here is Stephen Ospreys prediction for what is Oh 45,000 and one will look like so the words ISO 45001 - prediction (PDCA) you'll see in here might look very common very familiar they come directly from an excel we're going to have our planning elements of leadership and detailed planning so some familiar things will be in there mmm section 5.2 will be the occupational health and safety policy 5.3 will be four roles and responsibilities to be set out in Section 6.1 I I suspect we're going to have our hazard identification and risk assessment that gives us our plan for the priorities moving round to the right-hand side to do we're going to have to do some training of our staff I suspect that will be 7.2 and then in 8.1 we're going to have our control processes the hierarchy of control manager management of contractors outsourcing procurement we'll have our contractors in there too and also the emergency preparedness and response in section nine the performance evaluation we're going to have all the monitoring so the active and reactive monitoring and the audit will live in there and then in Section ten well that's where we'll have our incident reporting and when we take all that information dial it round in a circle this is the tool that gives us our continual improvement we set the scene at the start of this section I was talking about what the business is trying to achieve I was setting the scene for this new word called context and context means a good understanding of the external environment in which the organization is working politically economically socially and technically as well as the organization's internal characteristics strengths its weaknesses its opportunities and any threats in there and I'm going to define what we mean by a management system it's Management = 'In control (definition) got four elements of control the first part here is that we've learned over our industrial history that the best means of getting from the start to the objectives are with the structured means does that guarantee zero incidents I would argue not but it gives us a reasonable assurance and of course it's each company your company's listening to this webinar to decide how much assurance you need if we have a structured means we will meet our objectives and the final part you'll see is to satisfy the responsibilities to all five groups of their stakeholders not just the employees not just the contractors not just the investors not just the customers but all of them as well as meeting the expectations to society but Simple risk matrix have a look very very briefly that Black Swan phrase that I used earlier on these are increasingly in the world a characteristic of some of the losses we see do come on our risk assessment webinar if you'd like to know more about this but anyone that's done risk assessments before knows that we measure the likelihood at things occurring from great likelihood to very low likelihood as well as measuring the severity from very unlikely to very likely and when we put those two things together things that are unlikely and should they occur would be of low severity we tend to call those low risk whereas things that seem more likely and where the outcome would be unpleasant either financially or in terms of safety outcome or an environmental outcome or health outcome where they're more serious we tend to call those the high risks and these are the ones that would normally feature in the business planning now here's the black swan you'll see it sits in a different place of the matrix to where many people have thought about risk over the years these are the things that can seriously hurt companies in many companies that belief is because they're so unlikely they well they sort of manage themselves but my picture of the world earlier on suggests that Black Swan risks should also be managed with a structured means of control now where we have an area of risk the Black Swan area and the higher some of the medium risks to probably we do get four choices as to how to reduce how to attend to these Risk reduction and control strategies risks so here's the first choice if you don't like the wrist stop doing it terminate the activity I think also a case here the new projects might be to not even start them if you are unhappy with the level of risk involved then we have the second choice here and that's to treat the risk you'll see here in my little green bubble how do we treat a risk well if it's an occupational health and safety risk my advice to you would be to use a recognized structured means of control and you'll see four to ten the clauses of annex SL which will be the clauses of ISO 45,000 and one which we're going to see in the next year also there are some other choices third choice is to try and transfer the risk to somebody else examples of this might be to have a joint venture with someone in the territory who knows more about the business environment there than you do also the classic risk transfer is to insurance transferring an unknown risk for a very known fixed premium and then the final category is to tolerate to take to accept in knowing weigh the risk and in many organizations it is true that the higher level of risk is referred to senior levels of management for greater approval terminate treat transfer and tolerate the four approaches to risk reduction and risk control we call those the forties I think the final thing I'd like to talk with you about this afternoon is where audit fits in to all of this now we'll Where does audit fit in? have a future seminar a webinar covering audits again if you find the subject of audit interesting I would absolutely encourage you to sign up to enroll for our session on auditing what we have of course is management team I trust committed to achieving its published objectives and what management believes is that an occupational health and safety management system will help it to be successful in that regard it's truly a two-way street a sensible management team will have auditors in an audit team but come and take an independent look at the operation of that management system from time to time and the number of auditors will depend on how much assurance the organization wants the number of days that this audit team will be looking at the operation of the management system likewise will depend upon the amount of assurance that management needs and the output from the audit team will be a report that points out to management a level of assurance we use this little layer reminder of the role of audit I is to remind us that it should be independent I think auditing your best friend is a very difficult thing to do auditing someone whose department you'd like to work for next or auditing your boss is very difficult to be able to independently tell the truth what you find W is well balanced it means we don't just want more training more manuals more procedures more drills the amounts of control should be proportionate to the amount of risk the international community calls this a lot as low as reasonably practicable and the a is to remind us that auditors should provide work that is appropriate to the needs of the organization again audit is part of the continual improvement drive in organizations and I'd like to share with you as I said at the start as you may have seen in the session objectives a couple of case studies that illustrate improvement opportunity so in our first case study we're going to look at a big international organization they have something of the order of 60,000 employees around the world and they have operations in 96 countries with just a couple of countries in the world a couple of hundred countries in the world well these people are almost everywhere they're bound to have an operation near you and in the second case study we're going to have a look at a Middle Eastern oil and gas producer that becomes the IGP the international oil and gas producers number one performer in health Case study 1 and safety terms so let's take a look at the characteristics of our first company and they were established a long time ago you'll see here way way back in 1844 for a very long time way over a hundred and fifty years their operations were left to local management to determine 96 countries there were 96 different occupational health and safety management systems strong end they had some 18001 management systems implemented informally and in some of these territories they had absolutely nothing 60,000 staff about two million people from the public are also on the premises of this big organization every day and for over a hundred and fifty years the organization pretty much had no data until there was an occasional fatality or an occasional serious road traffic incidents or an occasional major fire and then everybody heard about what had happened and the organization decided there was a change of leadership some changing ownership and they decided to do things a little differently as you can see they are appointed a senior vice-president to lead global safety approaches they created a group occupational health and safety management system standard aligned to our standard here 18,000 and 138 specific standards that they required each of their operations around the world to follow and six monthly self assessments for each of those operations to advise top management or pad and what had not been done and they absolutely used those self assessments to target an audit program so they targeted the people at one end of the spectrum who looked perhaps too good to be true to be sure that they were indeed doing all the things that they said they were doing and they also focused where the feedback was that not much had been done seeking to provide assistance and support it been about four and a half almost five years to properly implement this management system here now to the extent that by 2015 they won a rose per bronze award in 2016 they won a Rasta silver award for occupational health and safety and I can tell you that right now that organization is using the journey towards gold as a global communication standard the truth is this is not just about winning awards it has reduced in fewer serious accidents it has reduced the number of minor accidents the program has reduced the number of road traffic accidents and the performance including reduced lost time from work is now included in the PLC report to shareholders like to show you briefly what the safety world knows as the culture ladder you know the idea of a bottom who cares as long as we're not caught working towards ever higher standard of cultural awareness right up to health and safety is how we do business round here and that theoretical model the cultural improvement seems to me to be absolutely how this organization has used occupational health and safety management systems and structured means of control to drive that improvement now I'm very conscious that we're at the forty minute mark we're a little longer than we said I would like to just share with you some findings of our second case study and then I will be very happy to take any questions either this afternoon if we don't get round to your questions I assure you we'll respond to them in writing in the next few days case study 2 is a much newer organization it's in the energy sector has established 15 years ago and it produces 36 million tons of LNG per year it's got some gas production lines it produces a huge amount of the world's helium and ships it around the world to countries like yours and mine in a fleet of 27 large vessels there's 3,500 people involved and I'd like to tell you their story of using occupational health and Case study - bespoke OHS-MS training safety management systems their client a clients Health and Safety Manager attended our health and safety management systems class in Houston Texas in 2010 I was actually the tutor of the class I was a five day class he came to see me on the fourth day he said Steven is it possible that you could bespoke this class to include a very specific procedures and systems we did exactly that we run some pilot sessions in the early part of 2011 we made quite a lot of refinements in those sessions and ever since then we've been running those classes for their workforce you'll see we've run 45 sessions over a thousand people have attended those class almost 1/3 of the total workforce and along that journey six-year journey this client of ours has become one of the safest companies in the oil and gas sector in the world it has world-class FA our fatal accident rate it has a world-class LTI our the lost time injury rate and it has world-class TR I are the total recordable incident rate time Case study 2 - KPIs doesn't really permit us to go into the fine details of everything showing on the chart here I'm going to pick out just a few examples that you might wish to put your eyes upon and I also Inc Case study - Client class photographs did a few photographs and if you look carefully you might pick me out I'm the guy in the top right-hand corner in the blue shirt leaning on that black wall but these are some of the participants on the class is a extremely international audience I think the company has 58 nationalities working for it and it's been an extremely positive program so I'm going to conclude by thanking you for joining us many of the things that I've talked about this afternoon you'll find in my five books books one and book 3 reading from the left to the right are my books about management systems for occupational health and safety and auditing they're the ones that I would steer you towards if you wanted to read about them but two and book five are about corporate social responsibility so a management systems approach yes the orphans 50 but all the other areas of corporate responsibility too and then before there with the egg timer on it is my book about dynamic risk assessment and it's links to the other types of assessment once again thank you for joining us greetings everyone welcome to our exclusive global leading voices webinar campaign we are delighted to have you join us here today please be informed that if you have any questions during the presentation you may type them into the question box in your control panel the presenter will answer your questions at the end of the presentation accordingly now without further ado we will turn the time over to our presenter who will begin shortly thank you so much it's a pleasure be able to talk to you all today about ISO 45,000 and one key implementation steps as a safety professional that has almost 30 years of experience of international health and safety management systems I find when a new standard comes forward we're always questioning what do we need to do what do we need to know how are we going to make this work is this an option for us so it's a pleasure to be able to talk a bit about the standard from my aspect from my background to say this is where I think that you can go and how you can utilize it as a safety professional when I look at safety management systems and Safety Management Systems how we implement the tools the standards put together the culture that's necessary to have safe sustainable business at the end of the day it has to be strategic Dan Peterson who is a health and safety professional who practiced in the United States for a period of time over 40 years put together this schematic which basically says that you have to have a combination of good structure policies procedures standards program elements and culture which is how people do things and no one else is watching in a good systematic way so that no matter who the population who you put into the workplace or what situation you put them in they can take a look at the hazard the risk the right control within the whole system to have safe sustainable business and I truly believe that standards like 45,000 and one can help us not only visualize but be able to implement such a structure so some of the reasons for looking at 45,000 and one is definitely that that business value and a safety focus because we know if we have a good safety management system we can decrease the chance of injury and illness and ill health as well as property damage and disruption to our business we can decrease the risk that's associated with the functions that we do within our organization so that moms and dads and sons and daughters can go home at the end of the day but also looking at a larger business value if we look at health and safety aligning with business overall on forty five thousand and one outlines ways that we can do that where we're looking at assimilating organizational culture in a greater way that we're looking at concepts sustainability and supply chain management all all types of quality and organizational initiatives within the work place and aligning them so that we're not having a duplication of effort or services but marrying all the components and strategy within an organization to take it forward forty five thousand and one also emphasizes that leadership and engagement the corporate responsibility the cecere or organization to fully implement a safety management system and it outlines who needs to be doing what roles and responsibilities support and competency but also allow outlines that people need to be held accountable to ensure that whatever plan we put in place is is completed that it's done forty five thousand and one also addresses brand issues so if we have a good safety management system accidents and incidents don't occur we definitely look better out there in the business world then if things are happening within our organization forty five thousand and one as well as having a good safety management system decreasing injuries and accidents gives us a competitive an advantage that we need to to go forward it also helps motivate our employees and and even is it tied to retention of employees because it shows that we we care where where they are what they're doing and their health and safety within our organization so there's many reasons why forty five thousand and one is a good thing to look at to implement within our organization and gives us a template to which we can formulate our strategic plans our vision our plan so that we can make sure that safety is taken care of in our organization Sydney Decker had said that the old view New View of Safety of safety is the absence of incidents but the new view is emergence of this property of the system and a lifecycle within an organization and I look a lot on LinkedIn and safety forums and different safety conferences and people say well you know we haven't changed safety in years and what we're doing is not effective and we're just doing the same thing over again but renaming it something else I think with forty-five thousand and one we can look at that basis of a structure that has a lot of the key components that we've often looked at in singularity and we said if we just focus on risk hazard identification risk assessment and control then we'll go forward with safety if we focus on leadership or engagement or so we've often taken bits and pieces and not really looked at it as a whole system forty five thousand and one allows us to have that foundation of a whole system with all the opponents that are there so just a little bit of where we're at with 45,000 and one it's been a long journey looking at health and safety management system standards we see that in the early 1990s is when there's been a lot of conversation going on and so the first standards being published globally and again it was very geographically region so we often saw the UK would focus on something in Canada through Zed 1000 and Fiza 10 in the United States that 18000 started to get more traction within the middle 2000s and the last couple years there's been the focus on the forty five thousand and one as of this year there have gone to a second draft and so on a lot of our documents you'll see forty five thousand and one point two which means that it's gone to another review and consultation and we'll be taking forward again this fall to be have the final review and voted on and hopefully approved so we're looking at a finalized timeline of 2017 as a final draft and hopefully approval and if there is any changes that need to be made or tweaking to be made then the timeline will probably go into the end of quarter two and 2018 just to let you know where things are at so forty five thousand and one the proposed is to have that as an international organization standard so it would be in the family of the nine thousand and fourteen thousand quality and environmental so that would actually be an ISO official standard in place and not just a guideline that was there it has each of the components that all the ISO standards have and follows the fort is the same format within the draft and the potential approved document so ISO standards is developed by a pal of experts with technical committees ISO Standards Development that are geographically based within the case of forty five thousand and one so there's mirror committees that are around the globe once the ISO has established that there's a need for a standard then these experts meet and discuss and negotiate that draft the draft is then developed and shared with a larger group of members who are asked to comment and vote on it and then if that consensus is reached the draft becomes an ISO standard if not it goes back to the Technical Committee for further efforts and at the moment that's where we are with forty five thousand and 1.2 the great thing about the collaborative approach is we get many health and safety professional opinions from around the globe so that we're looking at a system that works no matter if you are located in one geographical location or you're a multinational organization and have considerations of that global concept so again the final draft approval we're looking at within the end of this year and just again for information purposes we've got 53 countries participating in 16 countries are observing oh just the timeline so great we're going to have a standard now what do we need to do to to see if this What do we need to do is what we need to have and if we decide this is what we need to have how do we implement it well it's just like any other program or initiative that we want to put in place for our health and safety programme we need to look at where we're at where we want to be and how we need to get there so at a very high level I believe that we need to get a management system savvy understand what forty five thousand and one has compared it to what we have already within our organization what is the standard that we have implemented - if any we need to start discussions with others in our organization who have ISO system experience so if we already have certification in 9000 or 14001 we can definitely rely on some of the information from them of how they've implemented things what process and plan they utilized what were some of the barriers and some of the successes so that we can learn from them and put that with into our plan and we need to have know what are the tools in our toolbox to get us there change management I'll talk about in a minute little further a gap analysis how we're mapping will determine how we need to go forward I truly believe that you have to understand where you are and the system that you're putting in place to put an effective plan together so I'd like to talk a bit about some of that now I also believe that you have to understand and implement some of the New requirements what I call new requirements that are there that there's a couple components that have bumped up or gone beyond some of the existing standards such as CSA as in 1,000 or ANSI did 10 in what they mean when they talk about context or leadership risk participation in culture and I'll talk about each one of those in just a moment I'll also give you a list of some of the changes of the documents that you may need to have to reflect some of the new requirements in the system so that you can also check with that toward where you're at what you may need to develop and and I also believe that you need to review the effectiveness of your concurrent control strategy and make the changes that are necessary as you're going forward so it's a good opportunity to again review our job safety analysis or workplace hazard and risk analysis to say well here's the hazards with the tasks that we have here's the risk associated and controls we have in place is it sufficient so we need to become management system savvy so what does that mean that means that we need to know is that we choose to go down this Road what does that mean for organization what are they asking us to have in place so you need to get a hold of the document the draft document and you need to compare it against other standards that you may already have implemented your program to an example of a standard that some organizations have developed their existing programs are to the International Labor Organization 2001 guidelines in other organizations it may have been to the z1000 or ANSI z10 so no matter what system that you choose is an example of the CSA Zed 1000 since I'm I'm from Canada is that when you look at the table of contents there and you compare to the table of contents of forty five thousand and one there's going to be some similarities and there's going to be some differences there's going to be some names that we see that are similar and others that may have different semantics so we need to know how that compares eighteen thousand some of you may already be to that level and I truly believe that if if we have one of these safety management systems in place based upon already specifically eighteen thousand of a series that it's going to be easier to go into forty five thousand and one than if you do not have a template that you can you want so international standard specific requirements I haven't guidance outlined for us for our use it does not state specific performance criteria or detailed specifications for the design of a management system but it gives us the template components that's necessary to say these are the things that we need to have in place how you want work to fulfill that will be specific to your organization its workflow the tasks that are done and so forth so draft table of contents I know it's very small hella in your in your slide but it's more for the visual of it they have gone through and just like all the other standards listed for easy reference into topic areas what's necessary you can take that table of contents and look at the other pieces of your safety management system and start to compare what do I have is listed within it and what do I not have for me this is the main aspects of the Table of contents table of contents scope normative references terms and definitions context of the organization leadership planning support operations performance evaluation and improvement you'll notice within this diagram that we're using and Demmings plan-do-check-act which all safety management systems in the recent 20 years have been based upon and you'll see where specific components of the forty five thousand and one can fit within each of the aspects that are there the circle or the square that's outside of the plan-do-check-act is the scope of the management system so our organizational system that's in place is the structure within all of these activities take place in the consideration is there so you can pick each one of these components and as you start to do your gap analysis start to map what I have in comparison to it there's a lot of different references that are out there you can do it yourself by here is just a table of contents for forty five thousand and one and holding it against the CSA Zed 1000 there's a lot of Education and program components that are out there that can help you map things or can train you on the specific differences that are there here's just comparing the ntz ten to the components of the forty five thousand and one just want to bring your attention to the number four context of the organization which is a real new concept when you compare it against many of the safety management system systems that are already out there that they sometimes talk about it within some of the other elements but not highlight it to the point at forty five thousand one so that you need to look at the context of the management systems that exist in your organization otherwise you will not truly implement a great system that will get the results that we need here's a document that I've just kind of provided for you again a very high level of forty five thousand and one to the eighteen thousand in one comparison you'll see that there is some gaps on on the a5 does eighteen thousand and one side I wanted to point to four point two and forty five thousand and one and four point three where it talks about understanding the needs and expectations of interested parties and determining the scope of the safety management system it often specifically is not specifically mentioned in eighteen thousand and one but is a greater consideration in forty five thousand so compare what you have with what you need to have I wanted to highlight also a couple of the components that I think are expanding or that are unique to forty five thousand and one that we need to consider when we say this is the direction we want to go in and what would it mean for our organization so clause for the point for the context of the organization is an important one as I noted earlier the eighteen thousand series as well as the anti z10 doesn't specifically have information or component on this where forty five thousand and one does basically its meaning that we need to understand the organization and its context because if we do not truly understand how all the other systems are functioning within the organization and identifying all the keys holder's and their specific requirements roles responsibilities and even accountability that if we're not including all the activities and products and services within the control of the organization then we truly only get partial implementation of our safety management system and we need to be considering the whole global aspect of the organization how it works how people's rules are in play to make sure that our safety management system reflects that or works within it to get through implementation maintenance and achievement so the key theme then is know your organization's environment inside and out under which it operates its health and safety management system and manages a safe safety performance again over the last thirty years of my practicing health and safety I think I've been at fault for this and I know that definitely some of the other organizations that I've worked is sometimes within our safety profession we get our blinders on and we see our own little world and we think of ourselves and we sometimes don't expand that into the larger global aspect of the organization and this is just saying that we have to take those blinders and peel them back and look at the big picture so again making sure that we have the structure component the Leadership policies and procedures but also the cultural component how do people actually work within the organization when no one else is watching when people are watching so looking at the grand scheme of things clause five talks about leadership and has a greater emphasis on it and probably the other standards that are out there one of the other ones mentioned it talked about it but there is a huge focus about it starting at the top and infiltrating through the entire organization but it outlines specific activities roles that they feel that top management should play but there's a greater role in the whole approach so they want to make sure that top management demonstrates a leadership and commitment through policies integration within all business processes and aspects of the organization that there's the resources and the support for everyone's roles and responsibilities and ensuring knowledge of the organizational context risks and safety management system components that are there so the application is everyone in the organization and not just certain levels within it so the key theme is Application that top management are very active participants within Health and Safety and and look for set targets for specific meetings that are that include health and safety within them so it's not just a report that's put on a desk and someone has time to read it that it's an active discussion that occurs and a leadership aligns the organization to the system so that they are aware of the components of the safety management system and how it works throughout the organization planning within 0.6 is emphasized planning is critical to managing risks and opportunities and then again it has a consideration for the context of the whole organization and the requirements of all interested parties that are there the plan also has to have a key component that there's an assurance that whatever safety management system component or initiative plan we put in place that it meets intended outcomes that we have the right priority assigned to it but it's based upon the level of risk that might be there and that there's always a continual improvement process within that consideration so the key theme is if you have this hazard or risk potential have any potentially have it you s-- need to start making plans so knowing what the applicable legislation and standards are for it making sure that we have the hazard and risk measurable that we have monitoring systems in place that we have a system that communicates the hazard the risk the right controls and that we regularly review and we update our safety management strategic plan so you can focusing heavy on hazard identification risk assessment and control implementation which is truly the basics of health and safety it's getting us in our organization to really look at what are the tools and are our toolkit that we're utilizing to to identify the hazard assess the risk and the right control and is it usable by everyone in your organization easily to understand by everyone in your organization what is our tolerability for risk how do we quantify as we'll qualify what is an acceptable level of risk within our organization and then if we're saying that it is a certain level of risk how do we deal with things in a timely manner so that we don't leave the aspects up just so much if people's perception oh this isn't that big of a deal we can wait later and another person thinks it's a very big deal we need to deal with it immediately what are the tools that we're putting in place so that people can have those discussions and agree on the path forward so again you know concepts such as a LARP how are we defining them within our organization so that people truly truly understand it on all levels from the floor to senior leadership so whatever you call your hazard identification risk assessment and control program whether whatever we call it it's about making sure that the hazard is identified the risk is assessed and we have the right control place so again picking a tool making sure that people know how to utilize it and that they can utilize it at every level of the organization so whether it's a simplistic matrix such as this or we want to get something that's a little bit more robust the 45701 isn't saying you have to use this specific tool it is just saying find one that works in your organization and introduce it implement it maintain it here is just that you know many there's many examples of what people utilize but it's finding one that works for everyone in the organization even if something as simple as such as this risk calculator from an organization again based on those of Canada which can help field level workers talk through a situation and come up with more of a quantitative as well as a qualitative risk level to say if it's this high I need to do something about it I do these things it decreases this to this amount what do we use how to make matrixes to say this is what can happen pre event event and post event and then what are the things that we need to do to make sure that it's controlled so using a systematic way to ensure that everything is identified everything is assessed and all controls are put into place I'm finding in a lot of organizations that even have good safety management systems and have a good solid matrix that's there a lot of times of safety professionals know how to utilize it sometimes managers and the ink plant engineer does but when it gets down to the person at the level of the chalk floor or a office they don't know how to perform the task they don't know how to use the butyl light of the tool and sometimes they make that quick judgment we do the risk assessment or we just get it done because it's gotta get done so make sure whatever tool you use is this well known is easy to use on all levels of the organization and so and whatever works for your organization whether it's a complex matrix or some simple questions and guidelines to get them to work through the hazards the risk and the right control so planning is not just planned but objectives and the achievement of those plans so our objectives and our plans have to be consistent with the policy or our requirements legal as well as to the standard and that it's measurable monitored communicated and up to date it needs to take account of risks and opportunities but it also needs to take account that global concept within the organization forty five thousand and one does talk about that we have to consider that we have to consider what needs to be done all resources who when the monetary aspects what types of competencies are necessary how will it be evaluated how is it going to be monitored and integrated into the business units and then the documented information that's necessary so then the key theme with this is what are we trying to do and that we not only say what we're going to do but we do what we say so management systems and our associated policies and procedures depend upon the actions of individuals and groups for the successful implementation in the past this is another area that I've seen where there's been some opportunity for improvement within organizations in their health and safety management system is they often have great strategic plans they have great action plans but it seems that the initiative only gets so far or its implemented for only a period of time and then it dwindles and it seems to fail and this is where 45000 is one is saying that we have to look at it through a tool life cycle and how if it's going to be an ongoing long-term program how do we engage those individuals and groups that have specific roles and responsibilities and accountabilities within it get it done and to keep it going never mistake activity for achievement is a great statement I feel it that looks at this planning component is that it's not about just having activities going on but it's actually meaning the the goal and the objective that the activity is supposed to address 0.7 talks about support the means by which objectives are met so this is outlining those resources and ensuring the the competent people have the awareness the information and the tools that are necessary to implement what we've asked them to do so looking at the competency levels awareness of the contributions of existing management system components and where there may be barriers within it dealing with the lessons we learn learn from relative incidents that have happened in the past I think this is going to be a huge component when we're looking at the support that we give frontline supervisors to middle management in their roles and responsibilities within our organization and I also feel that this is going to have an impact on the safety professional as we define them as a competent person we're seeing that more and more as safety people who we have and what we bring to the table needs to be looked at and I just want to mention that the international network of health and safety practitioner organizations in SPO has just released a H&S professional capability framework a global framework for practice for the practitioner to the professional level that has looked at a very global research base that says these are the abilities skills and knowledge that Angelo's activities and rules and responsibilities of a practitioner the professional level that we need to have in place and so I truly believe that as safety professionals and supervisors and workers and managers that competency bit is going to become more important as we look at implementing these kinds of programs within other place the kinds of systems so the key theme for this is is being able to implement our strategic and action plan without barriers and if we have the resources and the components identified that are necessary to do that and then provide the support and enable the individuals who reassigned it to do to do then we should be able to get done what we need to do we won't hit that wall within the support number Seven's and it's really looking at that inclusion of documented information required by the forty five thousand and one so appropriate identification and description controls that are there outlined standards description of the management system control over unintended use and available where and when needed access for workers to records relevant to their work environments or some of the components of the documentation and support within that aspect but there's also the engagement processes how do we get the information to the worker level how are we consulting them as appropriate internally and externally and how are we outlining responsibilities to make sure that the requirements that we've set for Werder are being fulfilled so the key theme of 0.7 is to really empowering the system and individuals within the system to deliver on the performance that that's necessary in the past I think again we've often seen there's an opportunity for improvement when we look at implementing a full program or even just a program initiative that we don't often have all the resources that are necessary for the whole life cycle of the project and we're hoping to do parts of it off the side of the desk in some instances and and within forty five thousand and one they say that's not good enough we have to make sure that it has everything that's necessary to to pull eight is operation this is where rubber meets the Operation road so looking at the operational planning implementation and control processes but again have the the flow of Hazard identification assessing the risk making sure that the right controls within the hike your hierarchy of control is put into place looking at the emergency situations what is the proper command and control enforcement aspects of it and how is that considered and then are the components documented within this I see that we really have to look at our concepts of Management a change in this we have to also include operational functions such as outsourcing our procurement and supply chain and there's also an emphasis on contractor management within this component so the key theme is execute your plans to manage your hazards risks and opportunities internally the operations procurement change management and from the outsourcing or the external component anything that comes from the outside including contractor management so again what are some of the tools in our tool kits looking at the basics again our hazard risk and control Tool Kits looking at very global lost control management philosophy where do all our hazards come from if we're implementing a program what are the hazards and the risks of implementing it how are we controlling to go forward making sure that we have the best controls in place maybe even a multitude of controls to put between us in the hazard to make sure people are taking care of and the risk is reduced considering aspects such as human factors within the whole system to ensure that we're not setting a component up it doesn't work within how people the workplace in management interact understanding our management of change philosophy within our organization and if we don't have a management of change philosophy how can Management of Change we introduce one and implement one and so that we can succeed in going from where we are to where we need to be quad 9 the last point that I want to Performance Evaluation highlight is that performance evaluation and determine what needs to be monitored and measured including methods frequency schedules and analysis so looking at the audit programs all leading and lagging indicators and such implementation of internal audits to forty five thousand and one and organizational requirements including the auditor selection and reporting and such as it's going to be along the lines of all other ISO standards that are there at so you'll be outlining then the requirements that include frequency and methods actions and documentation for both internal and the external approval process so the key theme for this section is scan making sure that we have a checkup is it all running right so it's a check to determine into what are the next act steps within performance evaluation Leadership Engagement there is a huge component on leadership engagement so within so goes back to that first key as I was talking about so what are the plan intervals as it states that we need to have plan intervals to ensure to suitability adequacy and effectiveness how are they reviewing the status of actions from prior reviews they'll be looking at how do we change and what kind of changes are happening with internal or external issues how are nonconformity being dealt with decisions on new continual improvement opportunities will have do they reflect a safety aspect within it and how are they looking at trends and putting a continual improvement process in place so the Improvement system cycle needs to to get back into it the leadership and new opportunities for the plan ten improvement so that once there's been that review and again to highlight with senior leadership looking at what needs to be done and guiding it forward improvement is not about perfection but the pursuit of perfection and then the reaction key component is that reacting in a timely manner to the the issues that we see and how does your organization define what is a timely manner beyond higher the risk do more safety stuff quicker the lower the risk we don't have to do as much as quick having that more defined than just those statements so the key theme is ensuring Key Theme correction of deficiencies and focus on improvement and defining what that timely manner may be so as we're kind of winding to the closure of my presentation I did want to just highlight the documents that we need to reflect the components that are there that I see as being a bump up from what we may have with some of the existing ones 18,000 or z10 or seven 1000 will be Key Components in this list so we'd see you know skin scope of the health and safety management system and the policy well we already have those in my existing program building why are you mentioning them again well it's we need to ensure that we have them but are they also now reflecting some of the components that 45000 and one has that some of the others may not such as that leadership role or emphasis on leadership active involvement and activities versus just that they're committed to that goes back into organizational roles and responsibilities accountability and authorities are the legal requirements and other requirements outlined within the aspects and is now reflecting the forty five thousand and one and so just some of the documents that you may want to pull review make sure that they have some of the key components of the forty five thousand and one aspects I had a question the other day about the evidence of the results of continual improvement and just talked to an organization about their catalogs and what they put within that and it doesn't have an overriding theme to just safety is it with all continuous improvement processes does everyone have access to the other ones so that we know that there's not duplication of effort and how does that system work and how is it well known and the organization went back and took a look at it and realized that there was a lot that they could integrate so that there wasn't that duplication that there was a better known process so what can you do with What Can You Do forty five thousand and one one get management system savvy understand what system you have in place what use can plated - if you haven't done to any then you may have a little more work with forty five thousand and one if you're already at the ILO CSA ANSI 18000 standard and just throwing those out there it's going to be an easier transition because you're going to be able to map and know what you need to bump up or to develop to the next step check the tools in your toolbox like your management of change philosophy and is it appropriate and really fits within the management structure the management system that already exists globally for your organization or is it the wrong tool and you need to look at a different philosophy make changes to your document system to reflect some of the new requirements understand and implement the new requirements of that context and leadership risk participation safety culture that we hit the highlights of with forty five thousand and one and review effectiveness of your current control set that's matched the hazard in the risks that have been identified with the tools in your organization and make the changes as necessary so you can use systems such as this to have the right structure in your organization and through that implementation and structure phase it helps you build your safety culture and then no matter what person what situation you put them in if you've got a good strong safety management system in place you can have safe sustainable business at the end of the day and that's truly the goal of all our organizations so further information Further Information on forty five thousand and one can be downloaded from various websites that are there and definitely the ISO org has the catalog and some support documentation and so my wish for you is that you have a strong safety management system but at the end of the day that moms and dads and sons and daughters go home that we have long journeys called life at a very old age that we can live them in our head like we live them in real time my wish for you is that you look at a system that you have in place and compare it to the new ones that are coming out there so that you can put a plan and place a system in place that we can truly be the difference in somebody's life in an organization's life and so you can use organizations just like PCB to help you within that journey to be the difference so Hannah I'll give it back to you now that's alright Thank You Dean for this very informative presentation before we proceed with the question and answer session I would like to inform you that PCB provides training and certification services for office 18001 introduction foundation leading financier and lead auditor of 18001 helps you in reducing your workplace hazards and also protecting the safety health and welfare of the people engaged in your workplace workplace also please be informed that upon the publication of ISO 45,000 and 1 PCB will offer training and certification services for the standard a PCB certificate will demonstrate your dedication implementing and managing these processes and frameworks and most importantly you will be recognized worldwide for more information please visit our website www.engvid.com slash training now without further ado we will read some of the questions from attendees regarding today's presentation the first question is comparing first draft and second draft of ISO 45 thousand and one what are the main changes and based on your experience in the field of occupational health and safety do you think that the second draft will be approved by ISO committee some of the major changes have been in some of the verbage at the semantics not so much on like definitions of hazard and risk but within the some of the concepts of how it's a pod so I would say that that's some of the the biggest changes that are being recommended within the hazard and risk identification components there's been some discussions within that that's there I know that some geographical regions are more likely to approve than than others based upon some of the the changes from from the first draft to the to the second all the the changes that are recommended there's a couple papers that are out there that go in quite a bit of detail that outline the exact to compare them from point one to point two okay Thank You Aldean oh the second question is how can you ensure the top management or leadership is in line with the ISO 45 thousand and one standard requirements I believe that that's a courageous conversation that you need to have with senior leadership outlining what are some of the pointed aspects of what forty five thousand and want them to do having regular conversations defining what timely manner is looking at a continuous improvement conversation around the senior leadership table this is what would need to be done to be able to obtain and to maintain a certification then they could have and telling them how they would be able to do that would be key in making sure that they understand and would agree to it if senior leadership is not willing to do those things and not to and won't agree to it or that they agree to it and you know that it's not going to work that's where identifying how safety management systems have been working within your organization if the culture is ready for that change you might not be ready to implement forty five thousand and one Posner and Costner put together a readiness for change matrix that ask some questions that you can look at your senior leadership team with and ask those questions either to them or in your own head as you're looking at who those players are and and what their past performance has been to say if we introduce this today would they be ready for it if not then what kind you to get them ready for it and that this is going to be a plan that's not going to happen within the next year but in the next five years because we have to get them give them some tools and get them to a certain stage with safety culture to be able to take that forward I also think that if you find a champion within your safety leadership team and educate them on the forty five thousand and one system thoroughly educate them on it and what the leadership team requires then they'll be your champion for identifying where it's possible at this moment what would be necessary to get you to the stage where it would be workable with the team and that they would also help them implement it when it comes to that stage but if we don't educate them we don't prepare them we don't support them in that role then it's not going to get done to the effectiveness and efficiency that it should thank you Dean so the ISO45001 Will Be More Effective other question is do you think that ISO45001 will be more effective than OHSAS 18001 any standard is effective to the point of its implementation maintenance some of the aspects that forty five thousand and one have at eighteen thousand and one don't I think has the potential to make it more effective so that identifying of the organizational management system philosophies in its totality looking at how health and safety is integrated into all aspects of the business and that all aspects of the business supply chain met contractor management communication documentation flow is key that we haven't emphasized in some of the other systems and so I think through the emphasis of some of those key components that one the leadership one the assigning of competencies and rules and responsibilities at a higher level than we have before gives this standard if fully implemented a better chance of succeeding than some of the others that are there we know that certain people in certain organizations need to have a specific structure in place to be able to put a vision and actions into play to make things happen and if that box is an outline for them if we think that it's just a common sense component that leadership needs to be committed and talked about it but we don't actually give a bigger picture what that is for some people it's not done so I believe that forty five thousand and one has expanded on a lot of those components which then brings us back to question number one some people are saying well I don't want to be that prescriptive or that that component may be a little more touchier in my geographic region to be implemented and therefore we don't like how its worded right now but I do truly believe it if those are in place that it will be much more effective than some of the other one Thank You Dean for your answers ISO 45001 and Other Standards however because of time limitation we will also we will only be answering one more question and the other questions will be answered by a Dean via email so the last question is how can we integrate the newly ISO 45,000 and one standard with other standards so I believe by comparing the 45,000 and one to the standards that we may have in place is going to help us build to the IOSO45001 so let's choose just an example of an organization that I'm working with in with America they have mapped to their safety management system to both anti said 10 and tsa said 1,000 which are very very close in its inclusions because they operate throughout all of North America they've been looking at the forty five thousand and one draft to bump up their system to be able to say you know we we meet these the geographical voluntary guidelines in place but we also meet that with the potential to grow and to meet the forty five thousand and one forty five thousand and one has more components than some of the others but it has all the components of the others if that makes sense so if you're meeting the forty five thousand and one you'll be meeting the other safety management system standards that are better there so so then how do you integrate by integrating may just very well be that you are just brushing up or tweaking one of the components that you already have in place and it meets all of the standards I hope that made sense okay so thank you once again for this presentation Aldean it was an honor having you as a presenter I would also like to thank all the attendees for taking the time out of their busy schedule and joining us please be reminded that this webinar will be recorded and posted on our YouTube channel and also in our SlideShare accounts we hope you enjoyed the webinar and we wish you a wonderful day presentation lined up for you obviously as you all know ISO 45,000 won is set to be published in a couple of months time and the objective of this webinar is to give you an overview of some of the key changes that the ISO 45,000 one standard introduces so I can see already that we've had some fantastic engagement via the chat function on the crowdcast you might also notice that there's an ask your question function to the left of that chat and feel free to ask any questions that you might have throughout the presentation we'll try and answer them as we go along that we'll also have a dedicated slot at the end for questions and answers so a bit of an outline to our presentation before we crack into things we're going to start with an overview of Webinar Outline the journey to ISO 45,000 one of you see it's have been a long time coming and there have been well lots of people watching and waiting eagerly and so we're going to talk you through a couple of key milestones there now the core of the presentation is an overview of the key elements of the ISO forty-five thousand one standard what are the some of the changes that you can expect between 45,000 one OSS 18001 and four 801 and then we're going to jump into a discussion around the best approach to get started and what and how you should try and go about that and then as I mentioned before we'll have a session at the end or question and answers so do you feel free to have those questions coming through now I want to welcome our special guest Chris Ward who is joining us from the UK Chris it's 12th ma midnight your time so Our Presenters thank you so much for joining us Bono thank you it's a it's good to be here it is late at night here but I'd rather be here in my own bed and having a bit of jet lag to get over to see you but that's the modern world we can know it speak to each other at all times of the day just as a quick word of introduction man well I should know I I used to for the Health and Safety Executive over here in the UK and I've been on the OHSAS 18001 BSI committee now for about 10 years but my journey with safety management systems started 26 years ago when Hsu 65 was first published in the UK and that became popular around the world led to 18001 eventually and now 45,000 won has been built on the back of that so it's been quite a journey and during that time I both inspected and regulated for the HSE and the more recent years I've been a consultant for safety management systems and have spent four years working on a project to develop 45000 guidance and you'll see more of that's it on the website link that you've put it end of the presentation I think that's about sums it up man well yeah really appreciate the introduction there Chris we've had a couple of chat messages coming through that the audio is not working and if that does happen please let us know and we'll try and sort it out I'm not sure whether it's just Chris's end or whether it's mine as well and that we'll just keep plugging away but please do keep us up to date if the technology pulls out because we want to make sure that everyone can obviously hear things now as I mentioned my name is Manuel Seidel I've got a background in risk management and I did my PhD helping organisations to develop their strategies around different areas of risk and obviously the management systems that underpin those strategies now around ten years ago I co-founded eco portal and today I'm one of the directors of the company and eco portal is a software platform to help organizations with their health and safety environmental and quality management systems with the key idea being is that we're creating solutions that help organizations measure manage and report on performance but most importantly engage people and for us integrating the systems into the business and using moving beyond compliance is really key so across Australia in New Zealand we've got a broad range of clients most of them are household name New Zealand in companies and as I say that we're really passionate about helping organizations move beyond that that box tech mentality so both Chris and I are very excited about the the changes to ISO 45,000 won and we're very excited about this webinar and looking forward to your interactions so just to provide a little bit of a background and I'm sure this is preaching to the converted however last year at the World Congress on health and safety in Singapore and September there was an updated step that came through that two point seven eight million people per year died of work-related deaths and for me this was quite a shocking number and I'm sure one of the key reasons why many of us have joined the health and safety profession and at that same World Congress we gotta figure that 3.9 percent of the global GDP per year is spent on addressing health and safety concerns so that's significant three trillion dollars a year and so for both those reasons I believe that's why I so decided that it's time for an international standard for health and safety management so here we are now so the journey to ISO 45,000 one well as I said it's been a long time coming and five years in the making in March 2013 that's when the project The Journey to ISO 45001 was first approved and since then there have been a number of different drafts in the pipeline starting with November 2013 with the first working draft appeared and then moving on to committee draft in March and July of 2018 followed the foot by the first draft international standard which was launched in November 2015 and the latest news as you'll all be aware of now 93% of national bodies voted in the final draft international standard to be published that was in January and we've now heard that on the 12th of March of 2018 in a couple of months time we'll finally have the publication of the is our forty five thousand one standard so it's an exciting milestone for the health and safety community and we're really looking forward to seeing what impact it might have so the American Society for safety engineers who were a key stakeholder in the development of the ISO 45,000 one standard they see ISO 45,000 one one of the most significant developments and workplace health and safety over the past 50 years and they see this as an opportunity to move the needle on reducing occupational health and safety risks so there are many people that are thinking of the new standard as a game-changer in health and safety and I'm personally quite excited about it I think that this is a real opportunity for us to change the way in which we implement our health and safety systems and ensure that they move beyond that box-ticking mentality that I alluded to in the start of this presentation I think it's really important that we look to engage people and integrate the systems into our business and I see that in the ISO forty five thousand one standard many of those concepts have been integrated into the requirements so some of the key facts here that ISO 45,000 1 standard is a completely Key facts voluntary standard it doesn't in fact increase or change any of the organization's legal requirements what it does do is it provides a framework for organizations to develop an effective health and safety management system and as part of that you should be able to understand and assess what your legal requirements are and have processes in place to manage those legal requirements so while it doesn't provide or doesn't increase your your organization's legal requirements it does provide a platform for the organization to better manage those requirements now the New Zealand committee was an observing member of the development of the ISO 45,000 one standard whereas the Australian Committee was a participatory member and but standards New Zealand as we understand it is already working on and then NZ this ISO 45,000 one standard which will pretty much be exactly the same as the ISO 45,000 one standard the the 45,000 one standard aligns really well with the New Zealand legal context so we understand that and that new standard will be very similar and for those of you who are already certified to OCS 18001 the information here is that the standard will be withdrawn and certified organisations will have a three year period of transition to move to the 45,000 one standard now early signs are that is indeed forever one will also be repealed and there's likely going to be a transition period for moving to that as well yep can I just say here man Rolla 18001 will be available and you will be able to be certified for a period of three years and some people who don't recognize that OHSAS 18001 is the BSI standard and we're now talking about an iso sunder to two completely different standards makers indeed thank you for that Christmas now we move on to the the core of the presentation here and this is an introduction to the key concepts of the ISO forty-five thousand one standard now important here to keep in mind that then the new standard introduces a high-level structure and that is the same high-level structure that the other management system standards have already been have already been using so for example ISO 14001 for environmental management and ISO 9001 for quality management both use this high level structure already in technical terms they call it NX SL and essentially it is a series of Tim clauses that have the purpose of making these different management system standards aligned and make them look and feel the same with the goal of making them easier to integrate so essentially there are a range of team clauses and there they have some core texts and then there are some discipline specific texts so in this case health and safety at specific text now those team clauses are all built around the plan do check act cycle and what we're going to do now is we're going to drill down into the different areas of those clauses and provide you with some insights into the key areas for you to take account of so the first thing to note here is that the new standard takes a stronger focus on the organization's context now with ISO 45,000 one organizations will have to look beyond their own health and safety issues and consider what society expects from them in regard to health and safety so the context of the organization or in other words the business environment refers to the combination of both internal and external factors and conditions that can affect its approach to health and safety management this aids the integration of health or safety within the exist business environment rather than it being looked upon as a separate function and I'm sure many of us will be already familiar with the their siloed health and safety systems that you often see that are kind of folders on the shelf that don't really integrate well with the business and this is what is over 45,000 won is looking to address with this now internal and external issues can be both positive and negative and include characteristics or changing circumstances that can affect health and safety management system so for example external issues can include the competitive landscape or the key trends relevant to the industry they have an impact on the organization and internal issues can include your organizational culture at the structure of the organization and the types of products and services that the organization's creates as well as any existing standards or guidelines that you might have adopted once the organization has understood the context the next step here is to identify the key stakeholders or parties that have an interest in the organization's health and safety management system and the stakeholders could include both internal people such as your staff and your management in your board as well as external parties like customers contractors suppliers or the general public now once we've understood who those stakeholders are it's a good idea to engage what their needs and expectations are in the context of health and safety and those requirements should then be assessed against the current and future legal requirements so taking into account that context and the stakeholder issues we then need to decide upon what the scope of the health and safety management system is so the scope is essentially the sphere of activities and products and services that are within the organization's responsibility and control and that are covered by the management system and you can see that the scope is now on your screen so you can see that there are a number of inputs and outputs moving into that scope and then there is an intended outcomes of the health and safety management system okay so can I can I just say none Robert in terms of the scope particularly when in thinking of multi-site organizations you know they may have other headquarters in Oakland and then somewhere down country have another facility they you can exclude they down their country facility if she so wish as long as not you're not just excluding it because of the the risks or the high risks that a facility of carries so that's very useful for multi-site organizations to determine how much is going to be in the management system and when you mention context to it I I used to think in terms of this is like your your risk profile for the organization but not just a health or safety risks a risk to reputation as well as health and safety risks so it's a true risk profile okay so we're now going to drill into the plan do check act cycle and at the center of everything leadership and worker per taste participation acts very central so I so forty-five thousand one recognizes that without these key elements health and safety systems can Leadership and worker participation be very compliance focused so for those of you joining this webinar from New Zealand in Australia which I think most people are these concepts aren't really new as they're two key central elements of the health and safety at Work Act here in New Zealand and also the legislation across most of the states of Australia so as part of a new standard top management is now required to demonstrate a greater direct involvement in the organisation's health or safety management system and this is through a direct participation and taking health and safety performance into account in terms of strategic planning now ISO 45,000 one makes health and safety an organization-wide concerned it changes several requirements for management participation and engagement into a more general leadership provision and this is a subtle distinction designed to empower all staff to make health and safety a priority now there's an absence of the need for a specific management representative and that was in the 18001 and for 801 standards and this is now removed from ISO 45,000 one as an attempt to ensure that the ownership of the organization's health and safety management system is not simply focused around one individual like a health and safety manager and some of the key in interesting points to note here that top management is responsible for ensuring that the health safety management system is compatible with the airport business strategy and that system is integrated into the day-to-day business processes top management is also responsible for supporting other relevant management roles to demonstrate their leadership as it applies to their areas of responsibility and in addition to that a new concept is that top management is responsible for protecting workers from reprisals when reporting Health and Safety incidents and hazards and risks in addition to that as part the commitment of the organization to health and safety management top management is responsible for the development and dissemination of the organization's health and safety policy the policy needs to include a commitment to safe and healthy working conditions by preventing both injury and ill health not just accidents in terms of organization roles responsibilities and authorities top management of the organization needs to ensure that the responsibilities and authorities for relevant levels of the organization are assigned and communicated so while responsibility and authority can be assigned ultimately top management is still accountable for the functioning of the health and safety management system and top management needs to assign responsibility for maintaining the health and safety management system and making sure that it's in alignment with the ISO 45000 one standard as well as for communicating that the performance of the system and to top management yeah what it what I wanted to and about top management bad well is that it's a defined term and it's the people who are controlling the organization at the very top now a lot of the standard will require documented information for it's for the processes and for the activity but there's no documented information required for top management so it strikes me is if that's not going to be documented how our top management going to be able to display that they've supported and developed these organizational roles that they've supported a proactive culture and that they are committed and involved whilst that's an issue for top management of demonstrate it is that it even a greater issue for an auditor to make that assessment you can see a whole completely new dynamic going on if the organization is going to force certification the auditor has actually got to see the top person often in the past it would have been some delegated responsibility so an issue on both sides there - Thank You Manuel it's a really good point and I think the standard here is quite explicit in its requirements around worker participation in consultation it alludes to the removal of barriers to engagement such as the failure to respond to ideas and suggestions as well as eliminating language and literacy barriers and I think this is quite relevant for many of the organizations and industries where they may be staff with English as a Second Language or where a lot of the staff members maybe haven't finished school the standard is explicit and making sure that there are no barriers to engagement and actually that everyone across the organization is engaged with every single aspect of the health and safety management system Oh hide and hide is ask the question look that's a 64 million dollar question how does the author who access top management when they've actually been contracted by top management you know that's right that's right how do you there will be those the a-listers as I call them who are really committed and do things it with great sincerity the good leaders and then there will be the B and C Lister's who are just after the badge and playing it service to it all so auditors are going to have to have it they're going to have a tough job new skills and they've got to have to what I would say is be very brassy about it and the authoritative as as they can as they as much as we can with top management but you can see that they're going to be shouted down and and noticed into a corner nice one high key thank you I'm personally really excited about these changes I think the emphasis on leadership and work the patient will ensure that we're really moving beyond those silos that we traditionally see with health and safety management system where as you say they're very compliance focused and people are obviously often focused on achieving the certification and and cutting corners and they've helped them kind of before the photo on the shelf I think with these changes iso forty-five thousand one has really putting their emphasis on worker engagement and leadership and i really hope that this will support in breaking those those silos that we've traditionally seen so it's very promising and i'm glad they're the standard addresses those issues okay we're just going to zoom in nix into the the planning area and the planning area covers to two focus areas actions to address risks and opportunities as well as occupational health and safety Planning objectives and i think by now we're probably all familiar with the concept of risk and the need to assess risk relating to the identified hazards that we've had the potential to cause harm now as part of the standard the methodology for assessing the risks needs to be documented and it needs to take into account the legal requirements and be proactive rather than reactive as well as being systematic now a vital part of the planning and implementation of the health and safety management system is the requirement to identify the risks and opportunities they can potentially impact its operation and the performance of the system so therefore in addition to the risks associated with health and safety hazards the iso forty-five thousand one standard introduces the need to identify and assess risks relating to the establishment at them and the maintenance of the health and safety management system itself so there are two points here you've got the risk assessment of the of the hazards the operational hazards and then you've got an understanding and the risks and opportunities associated itself so what are the risks that the management system isn't going to operate effectively and what are the opportunities for improvement that's it that's a new concept in the ISO 45,000 one standard now in relation to occupational health and safety objectives when setting health and safety objectives the ISO 45,000 one standard requires organizations to consider the available resources and to identify the responsible staff and the timelines and associated matrix for the gauging of success so these changes may actually require some additional documentation and comparison to an OSS 18001 and that's run formalizing the goals and priorities to a greater extent okay Manuel a couple of points it was interesting that the term human factors has crept into the standard and I think most people experience health and safety professionals will understand the issues about be human factors but that is now included as a point in identifying the risks and opportunities in particularly in hazard identification and then who's just gone off Jeff is up there he's got KPIs in all contracts for employees including top management well Jeff I don't know whether you would read the standard but yeah the objectives have got to be capable of evaluation so that in actual fact those mean KPIs or something along those lines and so perhaps that's one of the answers to the question we posed earlier about how top management is going to be assessed yes get them some KPIs that will be quite revealing okay thank you man that so moving on to the doing aspect of the PDCA cycle that includes both the support in operations clauses of the Support and Operation high-level structure now a key aspect of this is that resources need to be provided to support the management system and that includes both providing competent people at the appropriately maintained infrastructure and technology horses additionally the knowledge necessary for the effective management system of health and safety needs to be determined and made available now the terms documented procedure and records management which were in the OCS 18001 and the 401 standards have now been removed and replaced with the term documented information in ISO 45,000 won and in this case the organization is to determine what documentation is necessary and the MOU appropriate medium for this documentation and it's up to each individual organization to determine the level and type of documentation that is necessary to control the health and safety management system and whether this be paper folders or Excel spreadsheets and Word docs or a modern health and safety software system and the appendix of ISO 45,000 one makes specific mention to keep the complexity of the documented information to a minimum level possible to ensure the effectiveness and simplicity of the of the system itself and again I think this moves back to the point around staff members who aren't necessarily management system experts who who may have English as a second language and you know may not have finished school they don't need a complicated system it's important that the system is user-friendly and intuitive and that it makes it simple for people to enter interact with and ensure that they can engage with the system itself now regarding awareness there's an explicit focus and the standard around contractors and temporary workers and they need to be made aware of health and safety risks that they're exposed to and that's closely aligned with the communication aspect and in communication is a forty-five thousand one mandates that communication objectives be defined and measured for their effectiveness the standard there's a lot more prescriptive and respect to the mechanics of communication and that includes both the determination of what when and how to communicate so importantly communication processes need to facilitate two-way communication flows to ensure that there's an ability for workers to contribute to the continual improvement of the health and safety management system now as part of operational planning a key point of note is that organizations aligning with the standard they're required to address health and safety requirements in their procurement processes and this is by ensuring that the products and services that if they're purchasing are aligned with their health and safety system and then similarly outsourced processes need to be controlled in line with the system itself in regards the contractors organize the organization's need to ensure that processes are in place for ensuring that the contractors can identify and control their risks and additionally the standard does require that organizations define and apply health and safety criteria and this election of the contractors before we move off that slide man relative a couple of points I wanted to make there particularly in terms of this documented information this is the standards makers attempt to reduce the amount of paperwork those guides that stay on the safety advisors shelf and don't get out and about so documented information can be gathered by any media so it's not just a document you can have audio-visual so if you've got a camera or a camera phone you can collect information in that way and that would act as documented information and I've been giving this area some thought and that is if this is this sort of media gathering tools are deployed effectively such that all the workers at the coalface have their multi media gathering phone it's much more of a participative arrangement for health and safety than the traditional one where that was just in the territory of the safety advisor or a manager so everybody can get involved with health or safety if they if you lose these handheld devices in in an imaginative way everybody can come be a safety adviser and everybody can gather the information to the central database so I think that's a really good move and I don't know whether when the standards makers thought of this but it's going to be so much so far sighted the other I absolutely agree with you there Chris I mean we've seen over the years and I'm sure we all have the the folders on the shelf there again the dust throughout the year and no one even reads into that order to comes around you know a couple of weeks before before the the time of the audit and those are those are mediums that now don't really engage in users and if you've got a big folder with a with a hundred policies and procedures you know you've got a target the right audience and nowadays people in their private lives are you know accessing rich media content by YouTube and other social mediums images and audio and photographs but then when they come to work there is expected to read big long documents and have you know as we said a lot of people may not have literacy as their forte and it's important to make sure that visual content is out there because that's what people engage with these days so I think you're right it's a massive masters they have that in there that's good yeah and I think it's probably one of the few demonstratable elements of this standard that supports the standard makers attempt to make this much more flexible to be user-friendly and more accessible to small smaller companies the other point I was going to mention we've got a hierarchy of control which has now been put into the standard nothing people will be familiar with that so that's useful and you mentioned outsourcing and this was a quite a bit of confusion as to what outsourcing meant even I was struggling on that one but yeah this is where you you have a production and a process and a service and use second parties to deliver that service so for instance if you got say a repair garage and then you offer somebody a breakdown service and you contract that out to another party that would be outsourcing and that outsourcer has got to maintain and work to the same sort of standards that the parent organization has got and some of this in some countries is illegal apparently and particularly in France you can't outsource your your core service so the French had a lot of trouble with this sundered and that was the reason why okay that's a very interesting point there Chris thank you for explaining that yeah absolute now we're going to drill into the chicking element of the PDCA cycle here and that includes their performance evaluation now ISO 45,000 won strengthens and expand on many of the outgoing standards requirements for evaluation performance and monitoring results must now be documented information and as part of Performance evaluation the new emphasis on organizational context these benchmarks should consider additional factors such as the legal requirements that we've talked about and the risks and opportunities as well as the objectives now ISO 45,000 won also includes more detailed requirements for regulatory compliance and internal and external auditing these changes are designed to actively engage workers across the organization and relevant workers are in fact required to know the organization's current compliance status and management must inform workers and relevant interested parties about the audit result the new standard also expands the scope of the management review to include the risks and opportunities that we've discussed among some of the other factors was there anything further that you wanted to add around performance evaluation Chris oh yeah yes sir Myra what I was going to say that first of all that there for those who have read the iterations of the standard the final draft standard has removed the need for auditors internal auditors in particular to be what orders is in general to be competent it was a strange thing to do but certainly yeah it goes without saying that you have been to employ in order to you'd want them to be skilled and knowledgeable and so on but the competence was removed for whatever reason not quite sure what that was and just a word about what's going to happen to auditing in the future that when the standards published on the 12th of March at or around the same time there will be another ISO standard produced published and its ISO 171 stroke 10 which is specification requirements for the competence of auditors now it may not be actually come out on the same day but it'll be out very very very very soon so that will give some indication and this is this is for auditors so we're going to be working for us litigation bodies it will give a specification for their competence requirements and also in the offing is ISO 19,000 and notice 19 thousand and eleven which is guidance for auditing management systems and that's due for revision its five-year revision and there may be some changes in that and there are one or two other moves in ISO to deepen the skills knowledge and offering of ISO on occupational other safety management systems there's a proposal to form a technical committee to give some legs to the when this particular standard comes in because if you didn't have that the standards makers for forty five thousand one will be dispersed and there wouldn't be any continuity so that comes in the image now is on a proposed technical committee so there's some insights as to what will be happening in the future and of course there's a great demand for for auditor training and I'll have a plug for what we will be offering will be offering online auditor training and it will be certified by an accreditation body so we I think with this issue about auditing top management the auditors will be playing their much more significant role in the future than the perhaps they have in the past and adding perhaps more value to your certification process said that well we're but I don't know whether we touch you'll be touching on later about the Improvement various levels of verification to the standards the first one yes we will yeah okay wonderful so that the improvement aspect of the PDCA cycle here obviously continual improvement is one of the core tenets of any ISO system ISO forty five thousand one through the refines this and in it occupational health and safety management systems must identify and respond to nonconformity with action the new standard completely abandons the idea of preventative action as a distinct concept and instead the prevention becomes a fundamental requirement of the system in its entirety so for example following an incident compliant organizations must complete a root cause analysis and make the appropriate changes to ensure that similar incidents don't recur the system is no longer merely reactive and instead incidents or noncom film of nonconformity health dr the continual improvement cycle so that's a change there okay what were there any further and ethics that you wanted to add at the stage Chris no I think in terms of the slides that seems fine and I hope there was a mention by Ryan about conformity Key concepts introduced in ISO 45001 assessment body not just a fit occasion body that's fine sorry about the slip of the tongue Ryan what what I was going to ask zealand operates as to whether there is an actual fact an accreditation body in new zealand that's when shall we say supported by government or it's a very dispersed arrangement no this is it there is one and it's j'son's and that organization operates across Australia and New Zealand and j'son's provides their accreditation for certification bodies okay okay so no we're going to summarize the he concept introduced in ISO 45,000 won and so as I mentioned at the start there is a high-level structure and that high-level structure has been designed to ensure that there's an alignment between the other management system standards like iso 9001 and 40 14001 as well as iso 27001 obviously this is an opportunity to ensure that all the standards can be easily integrated and that is an ease of understanding across those different management system standards now there's a key focus on setting the context of the organization and ensuring that their context is taken into account in the development of the management system itself which is a key important point making sure that you're understanding your stakeholder requirements and building those requirements into the development of the scope and the management system itself now in terms of top management responsibilities as we mentioned there's a focus on leadership and moving beyond compliance and top management is accountable for the health and safety management system although some responsibilities can be assigned they at the end of the day the buck stops with them and obviously worker engagement and this is my favorite one as a key aspect workers need to be engaged in every aspect of the management system itself whereas in some of the previous standards there were areas that were the exclusive domain of management there is now the need to engage work is everything from the development of your policy to the assessment of the risks to the development of control so everything across the board which i think is fantastic and now in terms of communication is a need for for two-way communication and ensuring that there are no barriers for stakeholders within an external to the organization to engage with the health and safety management system and we talked about wisk management obviously there's the need to assist your hazards your operational hazards but also the importance of understanding the risks and opportunities relating to the management system itself so what are the risks that the management system is not performing as effectively as it could be and what are the opportunities for improvement and as we talked about out sourced operations need to use the parents companies and how the safety system standards all right so here's the big question doesn't make sense to adopt ISO 45,000 won and I think this is and Does it make sense to adopt ISO 45001? Chris will you'll probably agree with me that this is going to be dependent on the context of the organization so whether you're a small business that's operating locally or whether you're a large multinational company that has international clients that's going to be a key aspect of it obviously cost comes into consideration but you alluded to earlier Chris that there are a number of different ways that you can verify yourself against the ISO forty five thousand one standard you don't just give the opportunity for third-party certification but there's self verification and second party auditing of course I wonder do you want to explain the differences between those those three types of verification sure and when self verification does what it says on the can in actual fact is that if you do work to the system and your internal audits confirm that you've got to the stage generally that you're checking and acting there we know the PDCA cycle if you if you've got to the stage of checking and our acting normally certification would be offered to you but we're not talking about certification so self verification so if your order just feels that you've got to the checking an acting level the organization presumably top management and self verify so that can be that could work well for an organization I was speaking to a large public body today who said certification for them would put you know probably six figures but I said well why do you need to sit in a certified well we don't so they sell verifications for that the second party audit is by some external organization who audits to the standard and they that second party auditor is generally so one in the supply chain so it may be a client or it may be a customer somebody in the supply chain so the large food distribution company may well audit the prime producer on the farm so that'll be a second party audit what is also allowable is a desktop online auditing for second party audits as well that has been written into the Navy ISO standards I mentioned earlier and then we've got the third party audit for certification and as you mentioned in the earlier bullet point Manuel who does it make sense to adopt forty five thousand and one and I think there will be those organizations who want to drive their business forward for all the best reasons and will adopt it however what's going to happen to their supply chain now their supply chain can make or break that organization by having a core operating standard so if the main organization's going for forty five thousand one that will have an effect on the supply chain and this is where you will be finding that there will be those who are going to have to go kicking and screaming to adopt forty five thousand and one or lose business I think you make some some really good point speakers and for me and I'm sure many of us have seen this over the years that a lot of organizations are prone to falling into what I call the compliance trap so when they look at our management How to get started system standard like ISO forty five thousand one often they think of it as there's a need for certification and when you focus on that certification you end up developing a Frankenstein Pistone's system that ticks the boxes of the ISO standard and can be used to achieve certification by a third-party order but often the system itself is not effective in helping the organization reduce the risk and improve the business performance so for me I always like to say that it's important to focus on the system it's important to focus on engagement and I can see in the chat there's a lot of conversations around engagement for me that's the most critical thing making sure that the system is embedded in the organization people are engaging with it and interacting with it making sure it's not a siloed system and then when that system is in place and when you've got that engagement and it's helping you to measure manager and report your performance you're going to have a system that helps you to reduce your business risks and ultimately keep people safe and then as a bonus you're going to achieve certification anyway but if you develop your system for the purposes of certification there's often a caching of corners which will mean that the system achieves the certification but it doesn't give you the business benefits that the standard was actually had developed to it to allow you to achieve and so for me that's a that's a really critical point develop the system in alignment with ISO 45,000 won but don't develop it for the purposes of certification that can be an optional extra should you want to go down that path okay so we've talked about focusing on the system system and obviously the the need for engagement and familiar it's also really important to ensure that resources are made available this I think is an opportunity for organizations to move beyond the systems that they've got in place already and really steer things in the right direction if they're not already if they don't already have an effective health and safety management system so 45000 one can create a new I suppose vision or a new milestone to work towards and making sure that the right resources are in place to work towards alignment with 45000 one is critical and I think the integration with the existing risk management systems is really was really fantastic and it's great that there is that high level structure that will allow organizations to better align their management systems obviously there will be stakeholders in your organization that may have already been involved with ISO 9001 or ISO 14001 and it's good for health and safety professionals who are looking to implement either 45000 one and to interact with those stakeholders for me I always think it's a good idea to integrate different risk management systems together wherever possible that having silo health and safety environmental and quality systems that are individual to each other and for me the reason for that is there are a lot of people in the organization the end-users who aren't necessarily management systems experts or health and safety experts and when an incident occurs if they can go to that one integrated platform whether it's a quality event or health and safety or an environmental event if they go to that one system and log their incident or that risk they don't have to worry about what what discipline it is so obviously this isn't always possible in all organizations but wherever it is I always like to recommend and try and integrate your systems and I think the new ISO forty-five thousand one standard provides the opportunity to do that and finally sorry good for a Kris yeah okay I mean I think if there was more room on the slide we could put another bullet points in there and where do you start well you've got to start at the top Minori I think we all were recognizing that on the funded gives you a pretty good lever up to the top of the tree but you've got to have top management buy-in haven't we to take this forward otherwise it's just going to be lip service again so what are we going to be surveyed top management to take this up there's a arguments isn't there are cost savings the moral one about the workforce and so on and I'd like to think there's a question there on the lips of a safety adviser saying to the person at the top well okay so you're not going to go for this standard would you want your son and daughter to work in a place that's managed in the way that you're going to manage it and you could sort of make it personal if you have to but you've got to use some soft skills on the more difficult top management and that's an easy not an easy pitch now I think you're right and sometimes I think the the certification problem can can be a barrier here and when top management seat organization has been certified against the management system and 18001 or 401 or in the coming up for forty five thousand one once you've achieved a certain level of certification management can become complacent and believe that you know you've got those at the step from a third party and and sometimes you know it's important to just you know cry out to the auditor and say look we really want you to give us your honest opinion on how our system is operating because if we if we get the certification and the system isn't up to that after scratch a management school is going to believe that that certification and so sometimes I think that that certification process can be an enemy in really getting that buy-in from your sanity sure sure yes that's right and then thinking about buying in if you've got a really difficult person at the very top you've got to look for friends haven't you we've got to look for champions who will fight your cause and get people the influences and the thought leaders within the organization to go along with you and then that pressure on the very top oh come on Rach one way that we that we recommend you can get started is by conducting an ISO forty-five thousand one gap analysis and we've created a self-assessment on eco portal that everyone will be given access to after this webinar and essentially it's a free tool and that you can use log into and in the self-assessment you were able to look at what is our forty five thousand won our and assess your organization's performance against those different requirements so for example all of the the questions around the context leadership and the different causes of ISO forty-five thousand one are created in here and you can then add your company to the system it's completely confidential and you have your own platform in there now you're able to answer those different questions here and every time you answer a question you're able to put commentary around where your organization sets and where perhaps with some evidence around what you are how you are complying with those different requirements and on the basis of your responses to those quiz it will give you a gauge on how well you are performing in the different areas of the management system itself now at the end of the assessment there is the opportunity to get an overall picture of how well the organization is performing against all aspects of ISO 45,000 won so as I said this is a free self-assessment tool and it's a good starting point for organizations to understand and how well they are aligned with 45,000 won now in addition to this the self-assessment that everyone will be getting access to we've provided access to some of our other modules here and the incident risk and actions modules these have all been designed to align with ISO 45,000 one and they may just give you some inspiration or ideas on how you may like to implement your your system going forward so we'll be providing you with that ISO 45,000 one self assessment as a follow-up to this webinar and now we Questions & Answers have got some it's got sometimes four four questions here and I think there's been a lot of self questioning and answering going on in the chat which is fantastic but maybe we'll start with Ryan's question here Ryan asks how would an assister go about determining an organisation's level of senior management commitment and did you want to answer that one Chris well it's that's a tough one that is that is the biggest question in this bill whole theme of this presentation is how you get management to engage well written into the standard is that top management has got to support a positive health and safety culture so perhaps most people and safety professionals will be experienced in measuring culture it's not an easy thing to do but there are tools to do it and you need to go and do a bit of managing by walking about so as a starting point that could work and we've seen some of the answers and questions that the audience has put in there kpi's well I think that a lot of farsighted and modern progressive organizations will have measures of health aceite performance in the in the reviews of their managers of the etc but whom who monitors the person at the top well it's got to be whatever the expression is in New Zealand that the board or the stakeholders that's the shareholders if it's a public company but if it's a private company difficult job but I think this is where as an observer or in order to you go and speak to the workforce and see what their attitude and how they view their management if you can get them in there in a corner by themselves and talk about it so just a few pointers there yep we've got another question here from Karen how long will their self-assessment be available now um we're gonna make that self assessment available in differently so you can log in and you can do that self assessment you can conduct a self-assessment multiple times over a period of of whatever appeared you want so it's available for for everyone that's involved in this webinar and completely free of charge into the future now we've got another question here around safe Plus and how safe Plus will align with ISO 45,000 one of ously safe pluses a New Zealand specific standard and yes there will be some overlaps there now I have heard in my conversations with standards New Zealand that ISO 45,000 won the NZ this version is in development and as I mentioned at the start it's most likely that that indeed is version of ISO 45,000 one will be very much the same but there may be some contextual changes in there they're relevant to New Zealand and they will I'm sure take into account and safe Plus and other other aspects okay so we're totally okay could I have to sir that's mine rather with the odds of New Zealand 45,000 one it's only guidance it's going to be produced to support the standard because I so haven't produced any guidance and no psi because I'm on the committee and drafting the guidance ourselves will produce some sort of supportive guidance I would have said say it's trying out for an interpretation you know what we've done in this last hour to try it I'm sure accessible do you know do you know I don't know for sure and as I understand it the committee is is coming together and working through those things and over the period of the next weeks and months I'm sure we'll we'll figure out the details around that and what I do know is other indeed s ISO standards like 9001 and 14001 they're very much a copy and paste of the of the international standard so so I'm guessing that there won't be too many differences there okay so we're quickly running out of time here but of course we will be answering those questions that we haven't managed to get through and we'll be sending those responses as part of the follow-up pact which you'll all be receiving over the coming days well I've really appreciated all the engagement in the interaction that we've had over the chat and over the question and answers and obviously really appreciate Chris your your time and your attendance we know it's almost 1:00 a.m. in the morning for you now and so I know our listeners I'm sure have very much appreciated your your insights and your your expert feedback here and so thank you so much Chris for joining us thank you everyone else for your attendance and we will be sending the follow-up back as I said and we'll have someone be in touch at to talk further about those those things so thank you very much everyone and have a wonderful rest of day
|
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.