ISO 45001:2018. Occupational health and safety management systems. John Keen - RKMS

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1 ISO 45001:2018 Occupational health and safety management systems John Keen - RKMS

2 About RKMS: 25 years experience with consultancy & standards team of 10 consultants Chartered Professional Status: CQP, IEMA, NEBOSH, IIRSM, IOSH & IRCA Company accreditations: ISO9001 ISO14001 OHSAS18001 Recognised Practice with IoC, BSI Associate Consultancy Programme, City & Guilds Centre Highfield Approved Centre NFCE Approved Centre Certifications

3 AGENDA Main Differences ISO vs OHSAS Annex SL Definitions ISO active clauses Action Plan

4 New/enhanced requirements Understanding the organisations context What this means in practice Assess external influences market, geographical areas, technologies etc Leadership More interaction with workers & Top Management involvement Emphasis on worker involvement Workers to be involved in planning & risk assessment Main Differences

5 Annex SL and its associated appendices collectively define a generic management system framework. In the future, all new ISO management system standards will adhere to the framework and all current management system standards will migrate to it at their next revision. As a result of the introduction of Annex SL, all ISO management system standards should become more consistent in time, and hence more compatible. They will share the same look and feel, having been built on a common foundation. Annex SL represents the beginning of the end of the conflicts, duplication, confusion and misunderstanding arising from subtly different requirements across the various management system standards. Annex SL

6 For management system standards writers, Annex SL will provide the template for their work and they can concentrate their efforts on the discipline-specific requirements that will be focused on in Clause 8 Operation Annex SL addresses the requirements for proposals for management system standards. It consists of nine clauses and three appendices, and the audience for this annex is primarily ISO technical committees who develop management system standards. However, all users of management system standards will feel the impact of Appendix 2 of Annex SL in the future. Appendix 2 is in three parts: High-level structure Identical core text Common terms and core definitions. Annex SL

7 Plan Do Check Act Set policy Identify requirements, legislation standards etc. Identify aspects of the business that interact with the environment (utility usage waste generation etc ) Identify risk (impacts on the environment CO2 landfill etc ) Develop procedures and controls to minimise impact Identify possible emergency situations Deliver goods/service/install products Control activities (normal abnormal and emergency situations) Follow procedures and controls Generate records and evidence Work/site inspections Internal audit Review risk / impacts assessment(s) Monitor impacts (CO2 energy/utility consumption etc ) Containment (spillages etc ) Incident investigation Corrective & preventive action Continual improvement Annex SL

8 Active Clauses of ISO standards (Annex SL) 1 Scope 2 Normative references 3 Terms & definitions 4 Context of the organisation 5 Leadership 6 Planning 7 Support 8 Operation 9 Performance 10 Improvement Annex SL

9 Definitions X 37 documented in the standard Definitions

10 3.2 interested party (preferred term) stakeholder (admitted term) person or organization (3.1) that can affect, be affected by, or perceive itself to be affected by a decision or activity Definitions

11 3.3 worker person performing work or work-related activities that are under the control of the organization (3.1) Note 1 to entry: Persons perform work or work-related activities under various arrangements, paid or unpaid, such as regularly or temporarily, intermittently or seasonally, casually or on a part-time basis. Note 2 to entry: Workers include top management (3.12), managerial and non-managerial persons. Note 3 to entry: The work or work-related activities performed under the control of the organization may be performed by workers employed by the organization, workers of external providers, contractors, individuals, agency workers, and by other persons to the extent the organization shares control over their work or workrelated activities, according to the context of the organization. Definitions

12 3.4 participation involvement in decision-making 3.5 consultation seeking views before making a decision Definitions

13 4 Context of the Organisation 4.1 understanding the organisation and its context 4.2 Understanding the needs & Expectations of workers & other interested parties 4.3 Determining the scope of the OH&S management system 4.4 OH&S management system What this means in practice: write down what you provide and what your market is, what your products/services are and describe what OH&S issues / benefits / risks there are related to your product/services and what (if any) legal requirements are associated with your products and or services including any outsourced materials, products or services. Context

14 4.1 understanding the organisation and its context 4.2 Understanding the needs & Expectations of workers & other interested parties PESTLE SWOT RISK ANALYSIS Context

15 4.3 Boundaries and applicability of scope After establishing the context of the organisation you should review the scope. As with ISO 9001 & the boundaries of the management system should be documented as well as the scope of activities. Scope

16 5 Leadership 5.1 Leadership & commitment 5.2 OH&S policy 5.3 Organisational roles, responsibilities and authorities 5.4 Consultation and participation of workers What this means in practice: generate an organisation chart and details roles responsibilities and authorities for all members of staff. Develop a policy and ensure it is approved by senior management (MD, CEO or owner) Ensure workers are involved in risk assessment & identifying opportunities for improvement Leadership

17 5.1 Leadership & commitment Far more emphasis on involvement of Top Management Requirement for Management Representative removed 5.2 OH&S Policy No major changes Leadership

18 5.3 Organisational roles, responsibilities and authorities Organisational Competence Define responsibilities (job descriptions) Training Matrix Organisation Chart Leadership

19 5.4 Consultation and Participation H&S committees Tool box talks Evidence of involvement / participation in risk assessment activity Leadership

20 6.1 Actions to address risk & opportunities General Hazard identification and assessment of risks and opportunities Determination of legal requirements & other requirements Planning action 6.2 OH&S objectives & planning to achieve them OH&S objectives Planning to achieve OH&S objectives What this means in practice: develop a management programme document including a list of risks to the business what controls are in place or required to reduce the risks. Add quality objectives to the plan and ensure any changes are properly planned using this process. You will need to set targets and methods of measurement towards achievement of improvement objectives. Planning / Risk & Opportunity

21 6.1.2 Hazard identification and assessment of risks and opportunities 1. Eliminate the Risk 2. Substitute materials or substances with less hazardous substances / materials 3. Control the hazard to reduce risk (LEV s Guards etc) 4. Safe Systems of work / Permits to work 5. Use / issues personal protective equipment only when no other controls is suitable Planning / Risk & Opportunity

22 6.1.3 Determination of legal requirements & other requirements Planning / Risk & Opportunity

23 6.2.1 OH&S Objectives Planning to achieve OH&S objectives No 1 Category Q H E H Aspect (product/service) Impact (risk) Controls Who When Maintain effective participation & co-operation Raise profile of OH&S throughout the business H&S Committee established for over 2 years participation in RA / SSoW development ALL Jul-21 2 E H Increase awareness of Environment & OH&S of staff Add to agenda of communication - meetings Regular associates meetings held with agenda covering E & OH&S JK (on-going) 3 H Maintain below average RIDDOR Incidence Rate Measure on a rolling 12-month basis (UK National average 3030) Highest in (Dec ) ALL Dec-20 4 Q H Improve safety of drivers & passengers Undertake mystery passenger assessments Round of assessments scheduled for Jan-20 DH Feb-20 H Improve safety of drivers & passengers Maintain and improve safety awareness for all drivers CPC update for all drivers First checks, safety, customer service, disability regs & low bridges (roll out from Jan-20) DH Dec-21 5 H Move to purpose-built depot Improve safety by designing into the layout of the depot Plans drafted by Architect BW Jan-23 Planning / Risk & Opportunity

24 Linkage from Context to Management Programme No Category Q E H Objective Target Progress to Date Who When 1 Q Ensure customer satisfaction levels are maintained Minimum overall satisfaction to be at least 90% on all project reviews Current satisfaction has remained constant at around 95% for all project reviews to date 2 Q Increase online sales Develop a robust sales & marketing plan Engage with external PR & Marketing company (wesell4u) AN (on-going) BC 12/20 3 Establish strategic partnerships (Affinity Programme) with other providers and support organisations A N Other Provider Co Tinual Improvement XYZ online ebay JK JK JK AC 06/21 09/21 09/21 10/21 Planning / Risk & Opportunity

25 7 Support 7.1 Resources 7.2 Competence 7.3 Awareness 7.4 Communication General Internal communication External communication What this means in practice: identify required resources this can be done on the management programme or detailed in procedures. Make a list of key competences required to operate the business effectively. This can be a skills matrix with all skills employees listed. Ensure you communicate with your staff share the management programme with them and let them know how they can contribute. Document procedures required. Support

26 VED TRAINERS 7.2 Competence 3 NVQ BIT Category Location EN TS16949 AS H&S Lean IIP Lexcel FSC CE Mrk NEBOSH IOSH EFAW FRA CIEH HR Audit BIT A IV TOTAL 1 UK oper 1 UK ton 1 NW NW g 1 UK house 1 UK r 1 UK tley 1 S & SE UK chard 1 S MID by 1 UK UK ey 1 UK erfield 1 UK onald 1 NI erfield 1 UK bery 1 UK 1 1 thias 2 UK t 2 SCO ickett 2 UK UK ert 2 UK Support

27 7.3 Awareness Support

28 7 Support 7.5 Documented information General Creating & Updating Control of documented information What this means in practice: other sections have detailed the information (documentation) required by the standard. Documentation needs to be identified with issue levels and who approved them, where software is referenced it must state the name and version level. Information needs to be controlled and protected from loss or damage back up and security measures should be documented. Support

29 8 Operation 8.1 Operational planning and control General Eliminating hazards & reducing OH&S risks Management of change Procurement 8.2 Emergency preparedness & response What this means in practice: detail process parameters/criteria and detailing what could go wrong and how to respond e.g maintenance requirements and evidence of effective maintenance being completed as identified. This information should also be generated and shared with suppliers/contractors. Establish what actions are to be taken when things go wrong e.g spillage procedure, undertake drills and document findings/results (similar to a fire drill) Operation

30 8.1.2 Eliminating hazards & reducing OH&S risks 1. Eliminate the Risk 2. Substitute materials or substances with less hazardous substances / materials 3. Control the hazard to reduce risk (LEV s Guards etc) 4. Safe Systems of work / Permits to work 5. Use / issues personal protective equipment only when no other controls is suitable Operation

31 8.1.3 Management of change The organization shall establish a process(es) for the implementation and control of planned temporary and permanent changes that impact OH&S performance, including: a) new products, services and processes, or changes to existing products, services and processes, including: workplace locations and surroundings; work organization; working conditions; equipment; work force; b) changes to legal requirements and other requirements; c) changes in knowledge or information about hazards and OH&S risks; d) developments in knowledge and technology. The organization shall review the consequences of unintended changes, taking action to mitigate any adverse effects, as necessary. Operation

32 8.1.4 Procurement The organization shall establish, implement and maintain a process(es) to control the procurement of products and services in order to ensure their conformity to its OH&S management system Contractors Risk Assessment must include risks to and from contractors that can have an impact on interested parties (section 4.2) Outsourcing The organization shall ensure that outsourced functions and processes are controlled. Legal & other requirements The type and degree of control to be applied to these functions and processes shall be defined within the OH&S management system. Operation

33 9 Performance evaluation 9.1 monitoring, measurement analysis and evaluation General Evaluation of compliance 9.2 Internal audit General Internal Audit Programme 9.3 Management Review What this means in practice: once you have identified the key characteristics of your product/service you need to look at how you can measure performance (this should be made as simple as possible). You also need to identify legislative & regulatory requirements then check you are complying with these and retain detailed records. You need to undertake internal audits to ensure people are following procedures all procedures should be audited in a 12 month cycle. Hold a management review meeting to a set agenda to look at how well the business is performing and how it can be approved update the management programme after the meeting. Performance Evaluation

34 9.1.2 Evaluation of compliance Legal compliance audit Enter evidence of compliance Performance Evaluation

35 9.2.2 Internal Audit Programme Performance Evaluation

36 9.3 Management Review 1. Actions from this meeting 2. Progress on actions from previous meeting(s) 3. Review & changes to Interested parties & Context KPI: Measure/data source: No KPI Annex 1 4. Internal & Third Party Audits: KPI: On time - schedule up to date 0 Non-conformances Measure/data source: Audit schedule & Reports External Audit Reports Responsible: Management Team Responsible: Management Team 5. Review of Risk KPI: Registers assessed and updated Measure/data source: Annex 1 Environmental Aspects & Impacts Register IT Asset Inventory Data Protection Impact Assessment Responsible: Management Team 6. Customer Satisfaction & Complaints (communication with interested parties & enforcement agencies) KPI: No of days to close Measure/data source: Problem Register Responsible: Management Team complaints Customer satisfaction Improvement Reports Excel spreadsheet/radar graph 0 enforcement issues Communication with enforcement agencies 7. Review of Legislation & Compliance KPI: 0 enforcement issues 0 internal issues Review of legal register 8. Policies: Measure/data source: Problem Register Improvement Reports Findings of legal compliance audit Register of legal & Other Requirements Responsible: Management Team Performance Evaluation

37 10 Improvement 10.1 General 10.2 Nonconformity and corrective action 10.3 Continual improvement What this means in practice: when things go wrong or you get customer complaints record them investigate them and ensure effective corrective action is taken to stop them from recurring. Review these at the management review and identify opportunities for improvement this can be recorded in the minutes of the meeting and on the management programme document. Improvement

38 Any Questions?

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