QHSE with Al Nosa, B.Sc. (Economics & Statistics), NEBOSH IGC,Exemplar Global Lead Auditor ISO 9001 | ISO 14001 | ISO 45001
Last week we examined the primary drivers for implementing ISO Management Systems. This week we shall talk about ISO 45001
An ISO management system uses a standardized framework called the Harmonized Structure (formerly Annex SL) to align different standards. This structure applies to all management standards, including ISO 9001, ISO 14001, and ISO 45001
ISO 45001 evaluates how effectively an organization manages workplace risks, prevents injuries, and promotes worker health. It synthesizes proactive hazard management and reactive incident data into an actionable document for leadership.
The ISO management system framework consists of ten standard clauses.
Clause 1: Scope
Clause 2: Normative references
Clause 3: Terms and definitions
Clause 4: Context of the organisation
Clause 5: Leadership and worker participation
Clause 6: Planning
Clause 7: Support
Clause 8: Operations
Clause 9: Performance evaluation
Clause 10: Improvement
The first three clauses are not auditable; only Clauses 4 through 10 contain certifiable requirements. Therefore, our lectures will focus on these seven auditable clauses.
Clause 4.1: Understanding the Organization and Its Context
The Organisation shall determine external and internal issues that are relevant to its purpose and that affect its ability to achieve its intended outcomes of its OHS Management system
The word "shall" indicates a mandatory requirement that must be fulfilled to achieve compliance. Unlike "should" (a recommendation) or "may" (permission), "shall" leaves no room for discretion and requires objective evidence of implementation.
It is about looking deeply into your organization and telling yourself the truth. This can be achieved through a SWOT analysis, which analyzes your strengths, weaknesses, opportunities, and threats.
Strengths and weaknesses determine internal issues (happening now), while opportunities and threats determine external issues (potential to occur).
Strengths could include advanced safety technology, extensive team experience, low incident rates, and strong leadership. Additional strengths feature effective hazard identification, risk assessment, control implementation, and comprehensive safety induction programs.
Weaknesses could include a reactive culture that follows industry trends and deficiencies in OHS knowledge among personnel. Other gaps involve underreported workplace incidents, inadequate OHS leadership, a lack of proactive hazard identification, and the absence of comprehensive safety induction programs.
Opportunities could include enhancing OHS knowledge across all levels of the business and minimizing workplace incidents through targeted interventions. Organizations can also foster a strong reporting culture, implement proactive hazard identification, optimize risk treatment controls, establish regular training schedules, and improve direct communication channels with workers.
Threats could include a failure to identify new OHS legislation, which can lead to regulatory breaches and substantial fines. Additionally, the organization faces risks from major operational incidents and the potential loss of critical OHS knowledge if key personnel depart.
Remember that identifying internal and external issues is a continuous process that is not completed in a single day. A comprehensive understanding of these internal and external issues will assist in developing your OHS Hazard, Risk, and Opportunity Register.
This management framework embeds the standard clauses directly into a continuous Plan-Do-Check-Act (PDCA) cycle.
For our lecture and practical examples, we will focus on Lucmar Automobile Solutions Limited, a company operating in the vehicle maintenance and leasing business. Internally, the company faces a critical safety issue: workers frequently fail to use proper personal protective equipment (PPE) during vehicle repair activities.
Next week, we will focus on Clause 4.2: Understanding the Needs and Expectations of Workers and Other Interested Parties, applying it directly to Lucmar Automobile Solutions Limited. We will categorize stakeholders into internal and external interested parties to pinpoint their precise safety expectations. Internal parties include mechanics and technicians, who expect safe equipment, sufficient PPE, training, and an active voice in safety decisions, alongside management and owners, who prioritize zero regulatory fines, minimal operational downtime, and a protected corporate reputation. External parties consist of leasing clients requiring safe, well-maintained vehicles; safety regulators enforcing legal compliance and incident logs; and suppliers or contractors who require a safe garage environment while working on-site.
------------------------------
Nosakhare Aisagbonhi Irabor
------------------------------