”fra ohsas 18001 til iso 45001” - di.dk · defined in iso guide 73:2009, 3.6.1.1) of...

©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


Profil

Glaesel HSEQ Management ApS

Grundlagt i 2009 af Kristian Glæsel

6 ansatte

Hovedkontor i Videnparken, Fredericia


Ydelser

• ©2015 Glaesel HSEQ Management •

Rådgivning

• Management Systemer

• Optimering

• Kunde tilpassede systemer

Uddannelse

• Lead Auditor

• Intern Auditor

• Virksomheds tilpassede kurser

Audit

• Certificering

• Leverandør audit

• Intern audit

Udvalgte samarbejdspartnere


Udvalgte Kunder


helm

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


ISO 45001 WG1


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


To know your future

you must know your past

Oprindelse af ledelsesstandarder


Med meget få ord!

ISO 9001


,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


,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


Siloer eller integration

©2015 Glaesel HSEQ Management 14

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


Procesbeskrivelse


Ny metode ISO 45001


Indholdsfortegnelse ISO 45001hvad er nyt??


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


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


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


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


• 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


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


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


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.


4.3 Determining the scope of the OH&S management system


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


• 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


• 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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”fra ohsas 18001 til iso 45001” - di.dk · defined in iso guide 73:2009, 3.6.1.1) of...

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