”fra ohsas 18001 til iso 45001” - di.dk · defined in iso guide 73:2009, 3.6.1.1) of...
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©2015 Glaesel HSEQ Management
- hvilke ændringer kan vi se frem til
ISO 45001DI Konference 8 marts 2016
”Fra OHSAS 18001 til ISO 45001”
Kristian Glæsel
Convener (Projektchef) ISO/PC283/WG1 ISO 45001
Formand DS/PC283/ Teknisk Komite
Komite medlem DS/TC 176
Managing Director Glaesel HSEQ Management
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Profil
Glaesel HSEQ Management ApS
Grundlagt i 2009 af Kristian Glæsel
6 ansatte
Hovedkontor i Videnparken, Fredericia
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Ydelser
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Rådgivning
• Management Systemer
• Optimering
• Kunde tilpassede systemer
Uddannelse
• Lead Auditor
• Intern Auditor
• Virksomheds tilpassede kurser
Audit
• Certificering
• Leverandør audit
• Intern audit
Hvor langt er vi i processen
ISO 9001:2015
Er ude i FDIS – afstemningen afslutet 9. september
2015
ISO 14001:2015
Er ude i FDIS – Afstemning slut –
Resultat offentligt 15. september 2015
ISO 45001
Behandlet i Geneve 21.–25. september 2015
Afstemning frem til marts om vi skal gå direkte til FDIS
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ISO 45001 WG1
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Jeg gør virkelig mit yderste for at være
diplomatisk
Kristian som convenor
Mmd delegerede fra mere end 50 lande
og internationale organisationer
Hvad er nyt?
George Santayana 1863-1952
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To know your future
you must know your past
ISO 9001
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,0
200,000
400,000
600,000
800,000
1000,000
1200,000
1993 1995 1997 1999 2001 2003 2005 2007 2009 2011 2013
ISO 9001 - Worldwide total
Middle East
Central and South Asia
East Asia and Pacific
Europe
North America
Central and South America
Africa
ISO 14001
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,0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
ISO 14001 - Worldwide total
Middle East
Central and South Asia
East Asia and Pacific
Europe
North America
Central / South America
Africa
OHSAS 18001
Lige nu angives det, at der er ca. 59.000
certifikater på OHSAS 18001 world wide
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Siloer eller integration
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Overall Management System
ISO
9001
ISO
14001
ISO
45001
ISO
26000
ISO
55000
ISO
51000
Fra PDCA til Proces
OHSAS 18001 og ISO 14001 PDCA opbygning
ISO 9001 Proces orientering
Nu søger vi at få en model der dækker begge både
proces og PDCA
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Indholdsfortegnelse ISO 45001hvad er nyt??
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Foreword
Introduction
1 Scope
2 Normative references
3 Terms and definitions
4 Context of the organization
4.1 Understanding the organization and its context
4.2 Understanding the needs and expectations of workersand other interested parties
4.3 Determining the scope of the OH&S management system
4.4 OH&S management system
5 Leadership and worker participation
5.1 Leadership and commitment
5.2 OH&S Policy
5.3 Organizational roles, responsibilities, accountabilitiesand authorities
5.4 Participation, consultation and representation
6 Planning
6.1 Actions to address risks and opportunities
6.2 OH&S objectives and planning to achieve them
7 Support
7.1 Resources
7.2 Competence
7.3 Awareness
7.4 Information and communication
7.5Documented information
8 Operation
8.1 Operational planning and control
8.2 Management of change
8.3 Outsourcing
8.4 Procurement
8.5 Contractors
8.6 Emergency preparedness and response
9 Performance evaluation
9.1 Monitoring, measurement, analysis and evaluation
9.2 Internal audit
9.3 Management review
10 Improvement
10.1 Incident, nonconformity and corrective action
10.2 Continual improvement
10.2.1 Continual improvement objectives
10.2.2 Continual improvement process
Indholdsfortegnelse ISO 45001
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Annex A (informative) Guidance on the use of thisInternational Standard
A.1 General
A.2 Normative reference
A.3 Terms and definitions
A.4 Context of the organization
A.4.1 Understanding the context of the organization
A.4.2 Understanding the needs and expectations of
workers and other interested parties
A.4.3 Scope of the OH&S management system
A.4.4 OH&S management system
A.5 Leadership and worker participation
A.5.1 Leadership and commitment
A.5.2 Policy
A.5.3 Organizational roles, responsibilities, accountabilities
and authorities
A.5.4 Participation, consultation and representation
A.6 Planning
A.6.1 Actions to address risks and opportunities
A.6.2 OH&S objectives and planning to achieve them
A.7 Support
A.7.1 Resources
A.7.2 Competence
A.7.3 Awareness
A.7.4 Information and communication
A.7.5 Documented information
A.8 Operation
A.8.1 Operational planning and controls
A.8.2 Management of change
A.8.3 Outsourcing
A.8.4 Procurement
A.8.5 Contractors
A.8.6 Emergency preparedness and response
A.99 Performance evaluation
A.9.1 Monitoring, measurement, analysis and evaluation
A.9.2 Internal audit
A.9.3 Management review
A.10 Improvement
A.10.1 Incident, nonconformity and corrective action
A.10.2 Continual improvement
Bibliography
Worker
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3.3 Worker - person performing work or work-related activities 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 (3.10), 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, or other persons, including workers from external
providers, contractors, individuals, and situations where the organization
has some degree of control over the workers such as agency workers.
Risk
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3.18 Risk - effect of uncertainty
Note 1 to entry: An effect is a deviation from the expected — positive or negative.
Note 2 to entry: Uncertainty is the state, even partial, of deficiency of information
related to, understanding or knowledge of, an event, its consequence, or likelihood.
Note 3 to entry: Risk is often characterized by reference to potential "events" (as
defined in ISO Guide 73:2009, 3.5.1.3) and "consequences" (as defined in ISO Guide
73:2009, 3.6.1.3), or a combination of these.
Note 4 to entry: Risk is often expressed in terms of a combination of the consequences
of an event (including changes in circumstances) and the associated "likelihood" (as
defined in ISO Guide 73:2009, 3.6.1.1) of occurrence.
3.19 Occupational health and safety risk - OH&S risk
combination of the likelihood of occurrence of a work-related hazardous event or
exposure(s), and the severity of injury or ill-health that can be caused by the event or
exposures
3.20 occupational health and safety opportunity - OH&S opportunity
circumstance or set of circumstances that can lead to improvement of OH&S
performance (3.26)
Core Business
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• NOTE
Reference to “business” in this International
Standard can be interpreted broadly to mean
those activities that are core to the purposes of
the organization’s existence, whether the
organization is public, private, for profit or not for
profit.
Understanding the organization and its context
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The organization shall determine external and
internal issues that are relevant to its purpose and its
strategic direction and that affect its ability to
achieve the intended result(s) of its quality
management system.
The organization shall monitor and review
information about these external and internal issues.
Kontekst
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Organisa-tion
Fagfor-eninger
Myndig-heder
Investo-rer
Ejere
NGO
Medar-bejdere
Naboer
Mulige ansøg-
ere
Kunder
Presse
Andre system-
er
Identificer alle eksterne
faktorer / interessenter
der kan og vil påvirke
organisationen
De nye udfordringer
Hvem påvirker systemet
Hvem påvirkes af systemet
Hvad er formålet med systemet
Hvad skal systemet bibringe organisationen
på kort og lang sigt
Hvordan defineres sammenhæng til andre systemer
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Kontekst
NOTE 2
Understanding the external context can be facilitated
by considering issues arising from legal, technological,
competitive, market, cultural, social and economic
environments, whether international, national,
regional or local.
NOTE 3
Understanding the internal context can be facilitated
by considering issues related to values, culture,
knowledge and performance of the organization.
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4.3 Determining the scope of the OH&S management system
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The organization shall determine the boundaries and applicability
of the OH&S management system to establish its scope.
When determining this scope, the organization shall:
• consider the external and internal issues referred to in 4.1;
• take into account the requirements referred to in 4.2;
• take into account the work related activities performed.
Once the scope is defined, the OH&S management system shall
include activities, products and services within the organization’s
control or influence that can impact the organization’s OH&S
performance.
The scope shall be available as documented information.
Leadership
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• 5.1 Leadership and commitment
• Top management shall demonstrate leadership and commitment with
respect to the OH&S management system by:
• taking overall responsibility and accountability for the protection of
worker´s work-related health and safety;
• ensuring that the OH&S policy and related OH&S objectives are
established and are compatible with the strategic direction of the
organization;
• ensuring the integration of the OH&S management system processes and
requirements into the organization’s business processes;
• ensuring that the resources needed for to establish, implement, maintain
and improve the OH&S management system are available;
• ensuring the consultation and active participation of workers, and where
they exist, workers’ representatives, and the identification and removal
of obstacles or barriers to participation;
Leadership 2
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• communicating the importance of effective OH&S management and of conforming to the OH&S management system requirements;
• ensuring that the OH&S management system achieves its intended outcome(s);
• directing and supporting persons to contribute to the effectiveness of the OH&S management system
• ensuring and promoting continual improvement of the OH&S management system to improve OH&S performance by systematically identifying and taking actions to address nonconformities, opportunities, and work related hazards and risks, including system deficiencies;
• supporting other relevant management roles to demonstrate their leadership as it applies to their areas of responsibility;
• developing, leading and promoting the organization’s culture that supports the OH&S management system.
•
Konference 17. marts 2016
Implementering af de nye standarder
Spørgsmål?
Ellers mail når de opstår
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