Anatomy

of

ISO 45001:2018

Engr. JAMIU BADMOS

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Overview of Occupational Health & Safety

1

MAGODO GAS EXPLOSION LFI

“My job is killing me”

Near-miss Minor injury

Major injury

What could happen?

FATALITY!!!

The Global OHS Statistics

2.78M Deaths 374M Injuries & illnesses

EVERY YEAR

7700 Fatalities/Day

Direct Costs Medical Treatment Cost

Compensation

Indirect Costs Regulatory Penalty & Fine

Reputational Damage

Operational Loss

Moral – Consequences

Human Resources

Legal

Indirect Costs = 2 to 20 times Direct Costs

What does an accident really cost?

“The economic impact of failing

to invest in worker safety and

health is nearly equal to the

combined GDP of the 130

poorest countries in the world”

Mr. Guy Ryder ILO Director General

TOP TALK

OHS

Ability to compete

Access to Global Markets

Cost and Risk Reduction

Enhanced Reputation

Employee morale

Improved quality

Regulatory

Compliance

Improved productivity

Why is the Management of OHS Important?

EXCELLENCE IN SAFETY & HEALTH adds Business Value and

Competitive Advantage …

Business Survival

The first duty of business is survival, and the guiding principle of business economics is avoidance of loss - not maximisation of profit

Peter F. Drucker

Brief Analysis of OHSMS

2

An Occupational Health and Safety Management system is a

frame work:

That allows an organization to consistently identify and

control its health and safety risks

Reduce the potential for accidents,

Help achieve compliance with health and safety legislation

and

Continually improve its performance.

What is OHSMS?

Everyone is clear about who

is responsible for doing what,

when, how, why and where.

Management system standards

provide the organization with an

international, state-of-the-art

model to follow

Overview of OHSMS

ILO-OSH 2001

CSA Z1000

HSG 65

ANSI Z.10

OHSAS 18001

Is OHSAS 18001:2007 an International Standard

OHSAS 18001:2007 was developed by the OHSAS Project

Group, a consortium of 43 organizations from 28 countries. This

consortium includes national standards bodies, registrars

(certification bodies), OH&S institutes, and consultants

Opposed by American National Standards Institute (ANSI)

which developed an equivalent American Standard (Z-10).

At the end of 2015, 16 years after the publication of OHSAS

18001, approximately 160,000 certifications had been granted

It occupies third place, behind ISO 9001 and ISO 14001, and

ahead of ISO/TS 16949 (automotive), ISO 22000 (food safety),

ISO 13485 (medical devices) and ISO 50001 (energy).

2007

1999

1996

1993

The Pathway to OHSAS 18001:2007

HSG 65

BS 8800

OHSAS 18001 OHSAS

18001:2007

OHSAS 18001:2007 is not a truly International,

consensus-based standard

Increasing global toll of failure

Alignment of OHSAS 18001:2007 with other ISO

management system standards

Promoting Global conformity

Why is a New Standard Needed?

3

ISO 45001:2018

ISO 45001:2018 is the world’s first International Standard for

Occupational Health and Safety (OH&S).

Developed by Experts from 69 countries in liaison with

representatives from key organizations such as the ILO, ITUC, IOE,

IOSH etc led by Project Committee ISO/PC 283

Has 10 Clauses (as per Annex SL) and 43 Sub clauses

It does not state specific criteria for OH&S performance, nor is it

prescriptive about the design of an OH&S Management System

Does not specifically address issues such as product safety, property

damage or environmental impacts, and an organization is not

required to take account of these issues unless they present a risk to

its workers

Basic Facts about ISO 45001:2007

What is Annex SL?

Standardizing the Standards

Same High Level Structure (HLS)

Apply common language across all standards

Common Terms and Definitions

Ensure consistency and compatibility

Integration of Management Systems

1. Scope

2. Normative references

3. Terms and Definitions

4. Context of the organization

5. Leadership

6. Planning

7. Support

8. Operation

9. Performance evaluation

10. Improvement.

High Level Structure (HLS)

ISO 45001 sets the background for continual improvement in

health and safety management based on the following

principles:

Provide safe and healthy working conditions to prevent work-

related injury and ill health;

Satisfy applicable legal requirements and other requirements;

Control OH&S risks by using a hierarchy of controls;

Continually improve the OH&S management system to

enhance the organization’s performance;

Ensure the participation of workers and other interested

parties in the OH&S MS.

1. Minimizing / elimination of fatality, injuries and ill-health

2. Reduced absenteeism and staff turnover, leading to

increased productivity

3. Reduction in risk of legal action

4. Reduced cost of insurance premiums

5. Improve process safety by maintaining machinery/equipment

6. Improve social responsibility credentials (CSR)

7. Improve consumer confidence –enhance reputation

8. Reducing downtime and the costs of disruption to operations

9. Enhanced leadership involvement and worker participation in

the OHSMS

10.Risk-based thinking for the OHSMS, as well as for OH&S

risks

Key Benefits of Implementing ISO 45001

Could this be true?

Regardless of the changes, the primary

function of both Standards (ISO 45001 and

OHSAS 18001) remains to keep people safe

and to maintain compliance.

Though, ISO 45001 addresses these two

objectives in a more pragmatic way

MR and Manual

Interpretation of ISO 45001 Clauses

4

High Level Structure

Clauses 1 to 3 in the standard set out the Scope,

Normative references and Terms and Definitions

Clauses 4 to 10 contain the requirements to be used

to assess conformity to this document.

No Normative Reference

Terms and Definitions

Hazard: Source with a potential to cause injury and ill health

(3.18)

Risk: Effect of uncertainty

OH&S Risk: Combination of the likelihood of occurrence of a

work-related hazardous event or exposure(s) and the severity of

injury and ill health (3.18) that can be caused by the event or

exposure(s)

Monitoring: Determining the status of a system, a process (3.25)

or an activity

Top Management: Person or group of people who directs and

controls an organization (3.1) at the highest level

Clause 4 : Context of Organization

4.1 Understanding the organization and its context

4.2 Understanding the needs and expectations of

the workers and other interested parties

4.3 Determining the scope of OH&S Management

System

4.4 OH&S Management System

“Organizations attract, capture and retain the support of

the relevant interested parties they depend upon for their

success.”

POWER /INTEREST MATRIX - Johnson and Scholes.

ANALYSIS OF INTERESTED PARTIES

S/N

Interested

Party

Needs/ Expectation

P & I

Ranking

Priority

1.

Employees

Safe Work Environment

Participation and

Consultation

Communication

Monitor

Closely

High

2.

Owners, Share

Holders, Board

Positive Safety Culture

Elimination and reduction of

OHS incidents

Legal compliance

Monitor

Closely

High

3.

Regulators

Compliance with applicable

regulation and codes

Monitor

Closely

High

4.

Suppliers/Vendor

Contractors Safety Training and

communication on company’s OHS requirements

Monitoring Good working relationship

Keep informed

Medium

5

Host Community/Society

OHS Risk elimination and

reduction Corporate Social Responsibility

Monitor Closely

High

8.

Labour Unions

Establish smooth Workers and

management Relationship Compliance with regulations such

as Factory Acts and industry specific regulations

Keep Satisfied

Medium

Analysis of Internal and External Issues

Type of

Issues

Category

Issues

Bias

Means of

monitoring

Internal

Internal Culture

Positive OHS Culture

Positive

Annual

OHS

Survey

Incident rate

OHS

Compliance

Level

Internal

Employees

Employees well-being and

health

Positive

Annual Health

Surveillance

Internal/Ext

ernal

Supply Chain

OHS Compliance by vendors

and Third party

Positive

Evaluation of

vendors

Type of

Issues

Category

Issues

Bias

Means of

monitoring

Internal/Ext

ernal

Legal

Strict compliance with

regulatory requirements

Positive

Number of

regulatory

sanctions and

fines

Regular

evaluation of

compliance with

company’s Legal

register

External

Social

Good social reputation due

to positive OHS culture

Positive

Number of bad press

or formal petitions

Internal/Ext

ernal

Operational

Processes

ISO certification helps our

business to implement a

standardized OHS

management system

Positive

Audit by certification

body

Other TOOLS for Determining

Context of Organization

5.1 Leadership and Commitment

5.2 Policy

5.3 Organizational roles, responsibilities

and authorities

5.4 Consultation and Participation of

workers

Clause 5: Leadership and Worker Participation

Top Management needs to take an active role, eg set

direction, foster trust, promote positive culture and

communicate what needs to be done and why it’s

important

Top Management must demonstrate leadership and

commitment to all persons in the organization, as well

as to other interested parties such as contractors and

customers.

In addition, Top Management must ensure the

establishment and implementation of policies and

processes for consultation and participation of workers

at all levels and functions.

Top Management need to ensure that such

responsibilities and authorities relating to the

organisation’s OHSMS system are communicated and

understood within the organisation and retained as

documented information.

“Top management must establish an OH&S

policy that is consistent with the purpose and

context of the organization”

FIVE basic commitments for OH&S Policy in ISO

45001:

Provide safe & healthy working conditions for the

prevention of work-related injury & ill health

Comply with legal requirements and other

requirements

Control OH&S risks using the hierarchy of controls

Continually to improve the OHSMS, and

Promote consultation and participation of workers

and, where they exist, workers’ representatives.

6.1 Actions to address risks and

opportunities

6.2 OH&S objectives and plans

to achieve them

Clause 6: Planning

The determination of risks and opportunities should be

carried out at both strategic and operational levels

Actions taken to address risks and opportunities should

be in proportion to the potential impact of the risk and

opportunity on workers’ OH&S or on the OHSMS”

By considering risk throughout the system and all processes the likelihood of achieving stated objectives is improved, output is more consistent and customers can be confident that they will receive the expected product or service.

Risk-based thinking:

Improves governance Establishes a proactive culture of improvement Assists with statutory and regulatory compliance Assures consistency of quality of products and services Improves customer confidence and satisfaction

Why use Risk-Based Thinking?

Sample Risk and Opportunities Register

Commitment Risk Impact Control Opportunity

Operating

Safely

Operational Adverse negative

impact on people

Ø Prosecution,

fines, insurance

claims, reputational

damage and

project delays

Ø Failure to

prequalify in

selected markets

due to poor health,

safety and

environmental

record

Robust policies

and

management

systems

Ø Corporate

Board health,

safety

committee

Ø Established

safety systems,

site visits,

monitoring and

reporting

procedures

Ø Regular HSE

training

including

behavioural

training

Not causing

harm to people

working on our

sites

Reduction in

lost time due to

accidents

Enhanced

reputation and

ability to

prequalify for

contracts

Quality Objectives : SMART - T

Specific

Measurable

Achievable

Realistic

Time Bound

Trackable

Specific

Measureable

Achievable

Responsibility Assigned

Time bound

Evaluate

Review

SMARTER

Lets discuss our OH&S Objectives

7.1 Resources

7.2 Competence

7.3 Awareness

7.4 Communication

7.5 Documented information.

Clause 7: Support

Resources e.g people, raw materials, infrastructure (including

buildings, equipment and utilities), finance, IT and software

etc must be provided by the Management

As regards competence, Organisation must ensure that

workers are knowledgeable of the hazards and risks

associated with their working environment and possess the

competence to stay safe.

Workers in this case means all persons performing work

under its control under various arrangements e.g full-time or

part-time, managerial and non-managerial and contractors

Facilitate regular training activities to ensure that worker

awareness of OH&S issues is maintained at an acceptable

level.

Ensure quality of communication (Internal and External), by

making sure that it is reliable, consistent, transparent,

appropriate, complete, factual, accurate, understandable to

interested parties, truthful and not misleading.

When documented information is created or updated, the

organization must ensure that it is appropriately identified and

described (for example by the title, date, author or reference

number).

Documented information must be reviewed and approved for

suitability and adequacy.

Where organizations choose to hold their documented

information in electronic forms, there may be a need to

establish access controls (i.e. user logins and passwords) and

authorization levels in order to ensure controls are appropriate.

Available & suitable for use, where & when needed

Adequately protected (loss, confidentiality, use,

integrity)

Control o Distribution, access, retrieval, use

Storage & preservation

Control of changes

Retention & disposition

Access by workers, and where they exist, workers

representatives, to relevant documented

information

Control of Documented Information

8.1 Operational Planning and Control

8.2 Emergency Preparedness and Response

Clause 8: Operations

Operational controls methodologies include the

introduction of method statements or safe systems of

work, preventative maintenance regimes and

assessment programmes.

Hierarchy of Hazard Control should be employed

Change must be planned systematically

Manage risks emanating from Procurement and

outsourced processes

Provide effective tools and strategies to manage

Contractors

Make adequate arrangements for emergency

preparedness and response

9.1 Analysis and Evaluation

9.2 Internal Audit

9.3 Management Review

Clause 9: Performance Evaluation

What do we monitor and measure in order to determine

the performance of the OHSMS and evaluate its

effectiveness

Methods for accurate monitoring and measurement

using calibrated equipment where appropriate is key

When should monitoring and measurement be carried

out, analysis and evaluation of results.

.

Internal auditors cannot audit processes in which they are

or have been involved, either in planning or operationally

at a managerial or non-managerial level.

The findings from audits must be fed back to the relevant

management and any required corrections or corrective

actions must be taken in a timely manner.

The relevant audit results must also be reported to

workers or workers’ representatives and other relevant

interested parties.

Audit must have a defined scope

and Audit criteria

A Management Review can be described as

a meeting scheduled at planned intervals to

discuss the core elements of the OHSMS so

as to ensure its suitability, adequacy and

effectiveness.

Consider the followings: Actions from previous reviews,

changes in the external and internal context, updates in the

legal requirements and other requirements, adjustments to risks

and opportunities, and alterations to relevant communications

with interested parties.

Discuss OH&S performance, including trends in the

achievement of objectives, incidents, nonconformities and

corrective actions, results from internal and external audits,

results from evaluation of fulfilment of legal requirements and

other requirements, results from consultation and participation

of workers

10.1 General

10.2 Incident, Non-conformity and

Corrective Action

10.3 Continual Improvement

Clause 10: Improvement

Organizations must actively seek out

and realize improvement opportunities

that will better enable them to achieve

the intended outcomes of the OHSMS.

Organizations are required to act when an OH&S incident or

system nonconformity is identified and must take necessary

action to control and correct the nonconformity, and to deal with

the consequence.

The root cause of the incident or non-conformance must be

identified and appropriate action(s) taken to prevent

recurrence.

The participation of top management and the involvement of

workers in the review and decision-taking are key factors for a

successful improvement process

4.3 Scope of the OH&S management system.

5.2 OH&S Policy.

5.3 Organizational roles, responsibilities, accountabilities and

authorities.

6.1.1 OH&S risks and OH&S opportunities that need to be

addressed, and the processes needed to address them to

the extent necessary to have confidence that the processes

have been carried out as planned.

6.1.2.2 Methodologies and criteria for the assessment of OH&S

risks.

6.1.3 Applicable legal requirements and other requirements.

6.2.2 OH&S objectives and plans to achieve them.

7.2 Evidence of competence.

Documented Information

7.4 Evidence of relevant communications.

7.5.1 Documented information required by the International

Standard as well as documented information, determined

by the organization, as being required for the

effectiveness of the OH&S management system.

7.5.3 Documented information of external origin determined by

the organization to be necessary for the planning and

operation of the OH&S management system.

8.1.1 Documented information to the extent necessary to have

confidence that the processes have been carried out as

planned and in relation to any situations where the

absence of such could lead to deviations from the OH&S

policy and OH&S objectives.

8.6 Process and plans for responding to potential emergency

situations.

9.1.1 Evidence of monitoring, measurement, analysis and

evaluation results.

9.1.2 Evidence of compliance evaluation results.

9.2.2 Evidence of the implementation of the audit programme

and the audit results.

9.3 Evidence of the results of the management reviews.

10.1 Information of the nature of the incidents or

nonconformities and any subsequent actions taken, and the

results of any corrective action taken including their

effectiveness.

10.2 Evidence of the results of continual improvement.

Customer insists on quality and proof of consistency in quality and safe delivery of products and services in an environmentally friendly manner that can be certified by an independent, uninterested third party.

Why Certifications

The Certification Roadmap

Start

Project Definition

Process Development Process Action

Project Fulfillment

Celebrate Success!!!

Major non-conformity: A non-conformity that affects the capability of

the management system to achieve the intended results.

Minor non-conformity: A non-conformity that does not affect the

capability of the management system to achieve the intended results.

Observation: An observation is not a non-conformity, but something

that could lead to a nonconformity, if allowed to continue uncorrected; or

an existing condition without

adequate supporting evidence to verify that it constitutes a

nonconformity.

Opportunity for improvement: An area and/or process of the

organization which may meet the minimum requirement of the standard,

but which could be improved.

Audit Findings

Are there any Impediments?

It’s not about the paperwork … It’s all about if it works!

The majority of the efforts

needed to demonstrate conformance to ISO Standards

lie with Top Management and ….

I don’t want to change… I want all of you to change

2. Employee Engagement

Process Owners Support Performance Driven - KPI Accountability and Responsibility

3. Team Work

Say What You Do

Do What You Say Prove It

Improve It

ISO 45001

Summary

Organisations are increasingly under pressure

to look beyond the financial bottom line,

addressing the triple bottom line which

includes not only economic success but OHS

excellence and operating in a way which benefits society.