WEBINAR: ISO 45001:2018 –

Back to Basics

Terry Fisher March 2024

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KEY INFO

• 60 minute webinar

• Questions in the
chat box

• Q&A at the end

• Recording of
webinar circulated
shortly
 WHAT WILL YOU LEARN?

• The structure of the standard and the Annex SL framework

• The key concepts and benefits of ISO 45001 including the potential for integration

• Practical guidance for the more complex clauses within the standard

• How to plan and provide evidence

• Addressing worker participation and how this can be demonstrated

 WEBINAR OBJECTIVES

Since the introduction of ISO 45001:2018, this standard have progressively been
integrated into organisations business management systems or used as a stand-
alone framework for companies.

We will in this webinar reflect on the framework of the standard and its
requirements.

Confirm the relevance for organisations and how they provide a structure for
improvement in OHS performance.
 HOW TO PLAN AND PROVIDE EVIDENCE

One of the challenges during an assessment is knowing where relevant

information is within the organisations system.

Audit plans are provided to clients before assessments to aid their preparation
and resource planning for the assessment – Use them and note where the
information is, who has access and how will this be demonstrated – via existing
documents, demonstrations of the process, discussions with workers etc.
 ISO 45001 STRUCTURE

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
THE CONCEPTS AND BENEFITS OF ISO 45001
CULTURE

• Internal audit • External issues

• Management review Section 4. • Internal issues
• Incident & Corrective Action Context of • Activities & purpose of the org.
• Improvement objectives the Org.
• Improvement process
Section 9-10. Section 4. • Workers
Evaluation & Interested • Legal
Improvement Parties • Regulatory
Cultural Change • Commercial
• Hierarchy of Control and Improved
• Change management OH&S
• Procurement Performance
• Contractor control • Strategy
Section 7-8.
• Emergency preparedness Section 5. • Policy
Support & • Roles
Leadership
Operation • Responsibilities
• Resources • Participation
• Competence Section 6. • Hazard identification
• Awareness Planning • Risk & opportunity
• Communication • Compliance obligations
• Documented information • OHS Objectives
STARTING POINT OF THE OHSMS = SCOPE

Leadership
Workers &
Context
Scope of
OHSMS
Interested
Parties
4. CONTEXT OF THE ORGANISATION

EXAMPLES

Think about of the different contexts of the following types of organization:

• Water company (public limited company)

• University (educational establishment)

• Food manufacturer (limited company)

• Family owned engineering (small enterprise)

Each is very different in terms of its organizational conditions, external and internal issues and
its interested parties.
SCOPE OF THE MANAGEMENT SYSTEM

Define the boundaries and applicability of the OH&S management system to establish its scope.

To be defined after considering:

• Context

• Workers and Interested Parties

 CONTEXT OF THE ORGANISATION

Question: Where does it say in the standard that 4.1. & 4.2 have to be
documented?

Answer: It doesn’t, however a large number of organisations find it useful to

document this in a number of ways, to aid it being circulated, communicated and
revised by relevant staff and top management.
 CONTEXT OF THE ORGANISATION

Question: How important would you say linking within ‘Context’ the
internal and external issues that affect the business and understanding
where these issues can link to other areas within the MS?

Answer: Context of the organisation is really important, as it links the workers

and other interested parties with what the organisation does and what it may
want or need to do in the future.

It would link directly to the policy commitments, legal and other requirements,
strategy, workers and operations, resources and technology, operational
controls, emergency preparedness etc.
 CONTEXT OF THE ORGANISATION

Question: How would you create and demonstrate a risk / opportunities

register?

Answer: There is no specified method, however it is common to see a table like

document.
The level of details depends on the organisation.
A register can provide a useful prompt for review and updates to indicate why an
organisations is taking action or implementing controls.
EXTERNAL AND INTERNAL FACTORS

External Factors Internal Factors

4. CONTEXT CLAUSES

4 Context of the organization

4.1 Understanding the organization and its context – What does the organization do and why?

4.2 Understanding the needs and expectations of workers and other interested parties

4.3 Determining the scope of the OH&S management system

(The scope shall be available as documented information).

4.4 OH&S management system

WORKERS AND INTERESTED PARTIES

Context
5. LEADERSHIP

The emphasis is on leadership, not just management, to enhance participation and engagement with
workers and other interested parties to provide safe and healthy working conditions.

5 Leadership and worker participation

5.1 Leadership and commitment

5.2 OH&S policy – (to be available as documented information)

• The system requires and is intended to provide; Commitment to safe and healthy working
conditions by prevention of work related injury and ill-health

• NB: not just accidents!

5. LEADERSHIP CLAUSES

5.3 Organizational roles, responsibilities and authorities - The phrase accountabilities has been
dropped from the title

• To be available as documented information

5.4 Consultation and participation of workers - a key OH&S element:

• Mechanisms and removal of barriers
• Time and resource
• Information, communication and training
• Non-manager participation to identify hazards and controls and establishment of various elements
of the system including Policy
• To engage with the whole management system
6. PLANNING/8.1.2 HAZARDS & RISK REDUCTION

Planning is about defining the

actions required to
successfully achieve OH&S
outcomes & objectives,
address risks and
opportunities and meet legal
and compliance obligations
whilst engaging with workers.
6. PLANNING CLAUSES

6.1 Actions to address risks and opportunities

6.1.1 General

6.1.2 Hazard identification and assessment of risk and opportunities (shall be maintained as documented
information)

6.1.3 Determination of legal and other requirements (maintained and retained as documented information)

6.1.4 Planning to take action

6.2 OH&S objectives and planning to achieve them

6.2.1 OH&S objectives (maintained as documented information)

6.2.2 Planning to achieve OH&S objectives (maintained as documented information)

RISK ASSESSMENT

Plan Do

Act Check
7. SUPPORT CLAUSES

7.1 Resources

7.2 Competence (also applies to external workers and contractors – link to procurement process and
shall be maintained as documented information).

7.3 Awareness – including the ability to remove themselves from work situations that they consider
present an imminent and serious threat to life or health and protecting them from undue
consequences for doing so.

7.4 Communication – clause expanded and needs to include external and internal communications
– shall be retained as documented information.

7.5 Documented information – can be on a range of media – not just hard copy paper based
information and must be suitably controlled.
8. OPERATION

The organization needs to plan, implement, control and maintain the processes needed to meet
compliance obligations, manage risk effectively and meet the requirements of the OHS system:

8.1 Operational planning and control

8.1.1 General – including maintaining documented information and adapting work to

workers.

8.1.2 Eliminating hazards and reducing OHS risks.

8.1.3 Management of change.

8.1.4 Procurement now includes; General, Contractors and Outsourcing requirements.

8.2 Emergency preparedness & response (shall be maintained and retained as

documented information).
9. PERFORMANCE EVALUATION

Having carried out the activities within Clause 8 it is time to monitor, measure, analyse and evaluate
OH&S performance.

9.1 Monitoring, measurement, analysis and performance evaluation

9.1.1 General (retain as documented information)

9.1.2 Evaluation of compliance (retain as documented information)

9.2 Internal audits

9.2.1 General

9.2.2 Internal audit programme (retain as documented information)

9.3 Management review – wording changes (retain as documented information)

10. IMPROVEMENT

Enhancement of OH&S performance is a fundamental objective of the management system and

Section 10 requires action to achieve this.

CLAUSES:

10.1 General – determine opportunities for improvement and implement actions to achieve the
intended outcomes.

10.2 Incidents, non-conformity and corrective action (retain as documented

information) and requires worker participation in investigating / reviewing accidents /
incidents and the assessment of risk prior to taking action.

10.3 Continual improvement (by enhancing performance, promoting a culture of support,

worker participation in improvements, communication and retaining documented
information).
Q&A
NQA – Spring Bundle - Training & Development

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• Sustainability
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• Occupational Health & Wellbeing – ISO 45003

https://www.nqa.com/en-gb/training/sustainability/spring-deal-elearning-bundle
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