safety management standards hosted by iosh caribbean branch supported by iso and ttbs 22 january...

Safety Management Standards

Hosted by IOSH Caribbean Branch Supported by ISO and TTBS

22 January 2015

Welcome address

Curt CadetChairIOSH Caribbean Branch

Managing wellbeing in the workplace

Wellbeing at work – background, benefits and beliefs

Dr Carole AstburyConsultant Occupational PhysicianDepartment of Health, Noble’s HospitalErrol RampaulTrinidad and Tobago Bureau of

Standards (TTBS)

Standards supporting occupational health and safety

Standards Supporting Occupational Health & Safety

ISO/IOSH Seminar on

Health and Safety Management Standards Port of Spain, Trinidad - January 22nd 2015

TRINIDAD AND TOBAGO BUREAU OF STANDARDS

• Overview of TTBS

• Standards development

• Collaboration

• HSE Standards

OUTLINE

Advancing Quality for all in Trinidad and Tobago

VISION

To champion the development of the national quality infrastructure for the improvement of the competitiveness and sustainable development of our country

MISSION

STANDARDS ACT: No. 18 of 1997

• National Standards Body

• National Quality Certifying Body

• National Laboratory Accrediting Body

METROLOGY ACT: No. 18 of 2004

• Legal Metrology

• Scientific Metrology

• Industrial Metrology

LEGISLATIVE MANDATE

FUNCTIONAL AREAS

o Standardization Divisiono Certification Divisiono Implementation Divisiono Laboratory Services Divisiono Metrology Divisiono TTLABS (Laboratory Accreditation)

NATIONAL STANDARDS MANDATE

The Bureau mandated to…establish standards

for improving the quality of goods/services

to ensure industrial efficiency

to promote public & industrial health and safety;

for the protection of the environment.

NOTE: “…except Food, Drugs and Cosmetics”

Committee formedDraft is developed

Need ID/ assessedResearch & drafting

Stakeholder and Public Comment

Approval by TTBS Board

Ministry of Tradefor comp status

Publication and implementation

DEVELOPMENTAL PROCESS

Electrical Code and products

Construction products

Building Code and related Codes

Tourism Consumer products Textiles & footwear Agriculture

Health & Safety Quality Environmental Motor vehicles Mechanical Petroleum Chemical Telecommunicatio

ns

AREAS OF WORK

MOUs British Standards Institute (BSI) American Society for Testing and

Material (ASTM International) Underwriters laboratory (UL) European Committee for

Standardization (CEN) Canadian Standards Association

(CSA)

COLLABORATION

International• International Organization for Standardization

(ISO)• International Electrotechnical Commission (IEC)

Regional• Caribbean Regional Organization for Standards and

Quality (CROSQ)

• Pan American Standards commission (COPANT)

KEY RELATIONSHIPS

ISO/TC 94 – Personal safety – Protective clothing and equipment

ISO/TC 176 – Quality management and quality assurance

ISO/TC 193 – Natural gas ISO/TC 17/SC 16 – Steels

for the reinforcement and prestressing of concrete

ISO/TC 207 – Environmental management

ISO/TC 223 – Societal security

ISO/TC 228 – Tourism and related services

ISO/PC 245 – Cross-border trade of second-hand goods

ISO PARTICIPATION

P-membership - ISO Technical Committees

• ISO/TC 176, Quality Management and quality assurance

• ISO/TC 207, Environmental Management

• ISO/TC 223, Societal Security

• ISO/TC 228, Tourism and related services

MIROR COMMITTEES

• TTBS has addressed standards to support the Occupational Safety and Health Act 2004 (as amended Act No. 3 of 2006). – Assess product quality, safety and performance– Set minimum requirements for safety

H&S PORTFOLIO

• TTS/IEC/ISO 31010:2010, Risk management – Risk assessment techniques

• TTS/ISO 31000:2010, Risk management – Principles and guidelines

• TTS/ISO 20345:2011, Personal protective equipment – Safety footwear

• TTS/ANSI/ISEA Z87.1:2011, Standard for occupational and educational personal eye and face protection devices

ADOPTED H&S STANDARDS

• TTS/OHSAS 18001:2007, Occupational health and Safety management systems – Requirements

• TTS/OHSAS 18002:2010, Occupational health and safety management systems – Guidelines for the implementation of OHSAS 18001:2007

• TTS/CSA Z275.5:2010, Occupational diver training – Specification

• TTS 635:2011, Requirements for work at heights

• TTS 612: 2008, Industrial helmets - PPE - Industrial safety helmets - Specification

• TTS 620: 2008, Occupational safety and health risk assessment – Requirements

• TTS 611: 2008, Workplace design – Lighting for Indoor Workplaces – Specification

• TTS 621:2007, Requirements for contractor safety management system

DEVELOPED H&S STANDARDS

Scope• Addresses organisational and logistical

requirements that apply to commercial diving operations.

• Does not address recreational and sport diving, commercial training facilities, and diving operations with one atmosphere (1 atm) equipment.

UNDER REVISIONTTS 539, Commercial diving operations – Requirements for safety

STANDARDS UPTAKE & USE

H&S Management system – TTBS and other bodies offer certification

Voluntary standards – promotion and training have resulted in relatively good uptake and use of these standards by industry

Compulsory standards (PPE) – TTBS enforces these standards by inspection at the ports of entry

Other standards – need for regulator to enforce

THE CHALLENGES

In spite of national legislation, there is an absence of regulations for properly regulating occupational health and safety

Periodic high-level administrative changes have delayed progress and collaboration (MOU) between OSH Agency and TTBS

Staff changes at TTBS have affected the rate and volume of work in the H&S portfolio

THE WAY FORWARD

Renew efforts to engage with the OSH Agency and finalize the draft MOU

Engage more meaningfully with other key stakeholders including IOSH in Trinidad and Tobago and the National Safety Council

Reconstitute the National Technical Committee on Health & Safety

Resource more adequately the H&S portfolio at TTBS

THANK YOU !!!



Dr Carole AstburyConsultant Occupational PhysicianDepartment of Health, Noble’s HospitalCharles CorrieSecretary ISO/PC283

ISO’s Annex SL structure and its use in ISO 45001

ISO’s framework for Management System Standards,

Annex SL

Charles CorrieSecretary ISO/TC 176/SC 2 (for QMS, ISO 9001)

Secretary to ISO/PC 251 (for asset management, ISO 55001)Secretary ISO/PC 283 (for OHSMS, ISO 45001)

Established Management (system) standards

ISO 9000 – QualityISO 14000 – EnvironmentIEC 60300 – DependabilityISO/IEC 27001 – Information SecurityISO 20000 – IT Services ISO 30300 – Records ManagementISO 10006 – Quality in Project managementISO 10007 – Configuration managementISO 28000 – Security in the supply chain ISO 30000 – Ship dismantlingISO 31000 – Risk ManagementISO/IEC Guide 73 - Risk Management TerminologyISO 22000 – Food SafetyISO 15161 – Food Safety (ISO 9000 and HACCP)

Charles Corrie, Trinidad, IOSH forum, 2015-01

Established standards – continued

ISO 19600 – Compliance management systemsISO 20121 – Sustainable Event managementISO 22301 – Business Continuity managementISO 21500 – Project managementISO 26000 – Social responsibility ISO 37500 – OutsourcingISO 39001 – Road Traffic Safety managementISO 50000 – Energy managementISO 55001 – Asset managementIEC 62402 – Obsolescence management


Under Development

ISO/TR 18155 – Human ResourcesISO 18480 – Facilities managementISO 18788 – Private securityISO 37001 - Anti bribery management systemsISO 20400 - Sustainable purchasingISO 21001 – Educational establishmentsISO 45001 - Occupational Health and Safety(no number yet) – Innovation management

Revisions of:ISO 9001ISO 14001ISO/IEC 27001


ISO 9000 Sectoral documents

ISO/TS 16949 – ISO 9000 AutomotiveISO/TS 29001 – ISO 9000 Oil and GasISO/IEC 17025 – Laboratories (and ISO 9000)ISO 13485 – Medical devices (and ISO 9000)ISO/IEC 90003 – ISO 9000 SoftwareISO 17582 – ISO 9000 Electoral assuranceISO 18091 - ISO 9000 Local GovernmentISO/IWA 1 – ISO 9000 Healthcare


Outside of ISO /IEC

Malcolm Baldrige quality award, EFQM, Deming Prize

SA 8000 – Social Accountability

AS 9000/EN 9100 – Aerospace quality

FIDIC Guide on quality for Consulting Engineers

International Martine Organization quality documents

Chemical industries – Responsible cares (an IMS programme)

CMMI – software

IAEA – quality standards

UN de-mining quality standards

Other IEC, CEN and CENELEC MSS


Many other fields of management systems are now being standardized at a national level

AS/NZ 4360 or PD 6668 – Corporate governance

PD 75000 - Knowledge management

BS 7000 - Design management

Will these end up at ISO in the future ?


What should be the overall objective in managing these standards ?

• Compatible (no conflicting requirements – current situation )

• Aligned (standards with similar clause sequences and text)

• An “Integrated” standard ?(one standard for all management disciplines)


Integrated Management Systems Standards (IMSS)

Many countries have draft IMSS prepared

Many International/National trade or professional institutions also have IMSS either published or prepared, e.g. Chemical Industry ‘Responsible Care’ programme

Many of the certification bodies are already offering IMS audits and certification

Majority of IMSS are based on a combination of ISO 9001, ISO 14001 and OHSAS 18001


What do you need to examine in the standards for Integration ?

Across the standards, you need to examine their:

- Basic principles

- Terminology

- General management system requirements

- Technology specific requirements

- Structure


Basic principles – ISO 9000 versus EFQM

ISO 9001 EFQM Customer focus Customer focus Leadership Leadership & Constancy of purpose Involvement of people People Development and Involvement Process Approach Management by Processes and Facts Systems approach to management

Continual Improvement Continuous learning, Improvement and Innovation

Factual approach to decision making

Management by processes and Facts

Mutually beneficial supplier arrangements

Partnership Development

Corporate Social Responsibility Results orientation


Basic principles

Conclusion – the principles are very similar at an operational level


Terminology

Many similar terms are used in the differing standards, however, their definitions appear to vary considerably.

Is this a problem ? Answer = No

Why not ? Because the underlying intent, or concept, of the definitions are generally very similar

Also, users of management system standards are not specialists, as would be the case for engineering standards, and when they encounter a common word, tend to apply their own understanding to it, rather than referring to the defined terminology

(ISO has 328 definitions of “organization” and 145 definitions of “management system”)


General management systems requirements

Policy

Planning

Implementation and operation

Improvement

Management review

(See ISO Guide 72)



Structures (or clause sequence)

In the early days of management system standardization, ISO 9001 did not appear to have an “approach” to its structure. Instead it consisted of 20 clauses giving very discrete sets of requirements.

By the early 1990s users started wanting to know how these elements fitted together to form a system, and why they were important.

ISO 9001 started developing the “process approach”, and this was followed by ISO 14001 adopting the Deming Cycle, or Plan-Do-Check-Act (PDCA) approach.


Structures (or clause sequence)

This led to questions of why do the standards have the same issues addressed in different clauses in their texts ?

e.g. ISO 9001, Management review is in clause 5.6, whereas for ISO 14001 it is in clause 4.6

This causes a need for additional indexing for those trying to incorporate both standards into their systems

Also why does it seem that the requirements in some of these clauses are nearly the same, but not quite identical ?

OHSAS 18001 – Annex A.1

Similar tables exist in ISO 9001 and ISO 14001


Structures

ISO 9000 Process Approach structure

Managementresponsibility

Measurement,analysis andimprovement

Resourcemanagement

Product realizationInput Output

Customers

Customers

Requirements

Satisfaction

Product

Continual improvement ofthe quality management system


ISO 14001 Plan –Do-Check-Act type structure


14

High Level Loops- Product Realization

High Level Loops - Business Management

Local Loops

INPUT PROCESS

PROCESS MANAGEMENT

RESOURCE MANAGEMENT

C

U

S

T

O

M

E

R

C

U

S

T

O

M

E

R

PDC

A

MEASUREMENT, ANALYSIS, IMPROVEMENT

MANAGEMENT RESPONSIBILITY

OUTPUT

9001 Process approach structure embodies PDCA


QMS (ISO 9001) model including PDCA planning and process management

Measurement, analysis &

improvement

Quality policy

management systemprocedures,

resource management

Managementreview

Continualimprovement

customer

Input OutputProcess

Process Management

Customer needs& requirements,objectives and planning

customer

PLAN

DO CHECK

ACT

requIrements

product


European Foundation for Quality Management (EFQM) Business Excellence Model


ISO 22301:2012 Business Continuity management systems


BS 25999:2006 Business Continuity management systems


ISO 20121:2012 Sustainable event management systems


ISO 50001:2011 Energy management systems


UNI (Italy) – Guidelines for an Occupational Health and Safety MS


Balanced Scorecard


Customer

Continuous Improvement

Total Participation

Fundamentals

Mutual Learning

Road Map Model


Other Structures


Structures – conclusion

Structures themselves are a conceptual way of showing how the various management system elements fit together to form a “system”.

They also attempt to show that individual elements of the “system” cannot be treated in isolation, but have to be taken together. The “system” will fail, if any one of those elements is ignored.

The structures themselves are not a requirement to which compliance has to be achieved.

Each representation has its own merits.


Overall Conclusion

Your organization’s management system will be unique.

Understanding the intention behind the management standards will enable you to incorporate their requirements into your organization’s management system in a planned and consistent manner.

Business efficiencies can be achieved through the use of a fully integrated system, that balances the demands of your different stakeholders.


ISO/TMB/TAG13-JTCG “Joint Vision”

All ISO management system “requirements” standards will be aligned and ISO will seek to enhance the compatibility of these standards, through the promotion of identical:• Clause titles• Sequence of clause titles• Text, and• Terms and definitionsthat are permitted to diverge only where necessitated by specific differences in managing their individual fields of application.

The use of this approach for future revisions and new management system “requirements” standards will be targeted at increasing the value of these standards to users.


ISO Directives, Annex SL, “High Level Structure”

Introduction 1. Scope 2. Normative references 3. Terms and definitions

4. Context of the organization 5. Leadership 6. Planning 7. Support (this includes Resources) 8. Operation 9. Performance evaluation10. Improvement

Note – no model diagram is available at this timeCharles Corrie, Trinidad, IOSH forum, 2015-01

Alignment with other MSS

The ISO/TMB adopted the High Level Structure, identical text and common terms in February 2012.

Key changes include:

• Understanding the organization and its context, and risks

• Leadership

• No reference to documented procedures, “controls” instead

• “Documented information”, instead of documentation or records

• “Preventive action” is now embodied in the system


4. Context of the organization

Identify the issues that can affect your organization, and which of those issues the MS needs to control


4 Understandingthe context

4.2 stakeholders

4.1 Issues (factors)

6.1 Risk management

6.1 compliance management

What is happening,what are the trends?

Who are we effecting?Who are affecting us?Who do we need to consider?

What are the risks (threats/opportunities)?

What are the requirements, needs andexpectations?What are our compliance obligations?

Analysis, prioritization

8 Operational control



How to find Annex SL

The “ISO/IEC Directives Part 1 and Consolidated ISO Supplement”, can be downloaded for free from:

http://www.iso.org/iso/home/standards_development/resources-for-technical-work/iso_iec_directives_and_iso_supplement.htm

Please refer to Annex SL. Appendix 2

In my estimate, the Annex SL text will compromise about 30 to 40% (as a minimum) of any future ISO management system standard



Thank youfor your attention

Charles Corrie




Dr Carole AstburyConsultant Occupational PhysicianDepartment of Health, Noble’s HospitalDavid SmithChair ISO/PC 283

Coherent use of management standards to help organisations survive and prosper

Coherent use of management standards to help organizations

survive and prosper David A Smith

Chair of ISO PC 283

[email protected]

Why do we use standards?

• They are a foundation for good management

• They help reassure customers and other stakeholders that we are controlling key operational risks in our organization

• They add business value• They are a way of adopting best practice• They make us more resilient

Definitions

• Governance - system by which the organization is directed, controlled and held accountable to achieve its core purpose over the long term (BS 13500)

• risk - effect of uncertainty on objectives (ISO Guide 73:2009)

• organizational resilience - ability of an organization to anticipate, prepare for, and respond and adapt to incremental change and sudden disruptions in order to survive and prosper (BS 65000)

Model of governance

Framework for Managing Risk

Principles Framework Process

Mandate and Commitment

Design of Framework for Managing Risk

Continual Improvement of the Framework

Implementing Risk Management

Monitoring and Review of the Framework

PLAN

DO

CHECK

ACT

Process for Managing Risk

Principles Framework Process

Co

mm

un

ica

tio

n a

nd

Co

ns

ult

ati

on

Establishing the Context

Risk Treatment

Risk Assessment

Mo

nito

ring

an

d R

ev

iew

Risk Identification

Risk Analysis

Risk Evaluation

Developing resilience – Figure 1, BS65000

“Survive and prosper”

• For an organization to survive and prosper there is a need for:

• Strong effective governance• Identification of risks and effective risk

management• Ability to adapt to change and recover

from events that challenge the ability to meet objectives

How standards can help

• Some standards are guidance standards such ISO 31000 (risk management – principles and guidelines) and the draft ISO 22316 on resilience and speak in terms of “should”

• Management System Standards (MSS) are specifications and talk in terms of “shall”

Both types can help when implemented

effectively

There is a problem for users

• There are over 40 MSS (specifications)• Many more guidance standards (should)

So Users may not know:• the existence of many• how they link or interact• how to make best use of them

Context for standards

• ISO standards published since the start of 2014 – 977*• ISO Type A standards – 39**• ISO Type B standards – 31**• In course of revision/published using High Level Structure (HLS)

– 21**• BS/CEN standards are not included in these figures

*www.iso.org accessed 13/10/14

** ISO TMB September 2014

MSS and the High Level Structure

• ISO Technical Management Board has decided that all MSS should use:“High level structure, identical core text and common terms and core definitions” (Annex SL of ISO Directives)

• This means that specifications have a common architecture and similar approach.

• They are all risk based

Clause 4. Context of the organization

Clause 4.1:• Understanding the organization and its

context• The organization shall determine external

and internal issues that are relevant to its purpose and that affect its ability to achieve the intended outcome(s) of its XXX management system.

Interested parties

Clause 4.2:• Understanding the needs and

expectations of interested parties• The organization shall determine the

interested parties that are relevant to the XXX management system, and the requirements of these interested parties.

Clause 5 Leadership

Clause 5.1 Leadership and commitment:• Top management shall demonstrate leadership and

commitment with respect to the XXX management system by ensuring that the XXX policy and XXX objectives are established and are compatible with the strategic direction of the organization

• ensuring the integration of the XXX management system requirements into the organization’s business processes

• ensuring that the resources needed for the XXX management system are available

• communicating the importance of effective XXX management and of conforming to the XXX management system requirements

Leadership continued

• ensuring that the XXX management system achieves its intended outcome(s)

• directing and supporting persons to contribute to the effectiveness of the XXX management system

• promoting continual improvement• supporting other relevant management

roles to demonstrate their leadership as it applies to their areas of responsibility.

6. Planning

Actions to address risks and opportunities:• When planning for the XXX management

system, the organization shall consider the issues referred to in 4.1 and the requirements referred to in 4.2 and determine the risks and opportunities that need to be addressed to:

• assure the XXX management system can achieve its intended outcome(s)

• prevent, or reduce, undesired effects• achieve continual improvement.

Building blocks

• Governance - system by which the organization is directed, controlled and held accountable to achieve its core purpose over the long term

• Risk management – a framework for management of risks

• MSS – a specification for controlling specific risks.

The opportunity

• The new standards should complement each other and help organizations when used effectively but a road map by standards writers would be helpful

• Users should not try to silo manage risks• Writers should not work in silos and make

themselves aware of the bigger picture, ensuring the relevance of the content any new standard and its links with other standards are apparent to users.

Summary

• Coherent use of management standards can help organizations survive and prosper

• Users need to think of the bigger picture and not operate in silos

• Writers also need to think of the bigger picture to enhance coherence of standards



Dr Carole AstburyConsultant Occupational PhysicianDepartment of Health, Noble’s HospitalKristian GlaeselConvener ISO/PC 283

Key issues arising in the development of ISO 45001

ISO 45001:2016Kristian GlæselConvenor WG1

87

OHSAS 18001

88

• Published first time 1999

• Updated 2007

Common goal for both editions was to establish an ISO standard

Meetings held• London 21st – 25 October 2013

• Morocco 31st March – 4th April 2014

• Trinidad 19th – 24th January 2014

ISO 45001 CD1 issued 17th July 2014

Result of Ballot:

•29 votes of approval

•17 votes of disapproval

•1 vote of abstention

The ISO/IEC Directives Part 1, 2.5.6 advises that " approval by a two-thirds majority of the

P-members of the technical committee or subcommittee voting m

ay be deemed to be sufficient for the committee draft to be accepted for registration as an enquiry draft;”As this level of majority was not reached, the CD is not approved to move to the enquiry (Draft International Standard) stage.

Clauses of ISO/CD 45001 versus the number of comments received per clause

Groups Trinidad

Task Group

Area of work Task Group Leader

1 Clauses 4, 5 and 7

Peck Thian Guan (Singapore)

2 Clause 6 Martin Cottam (UK)

3 Clause 8 Kåre Sørensen (Denmark)

4 Clause 9 and 10 Brenda Henry (Canada)

5 Terms and Definitions

Thea Dunmire (USA)

6 Scope and Introduction

Elizabeth O´Ferrall(Ireland)

93

Major topics to be discussed

•Hazard• Should the standard retain

recognition that human action may represent a hazard in the workplace?

•Risk• How do we define Risk – and are

there more risk’s

94

• compliance obligation• should the definition be aligned with that

in ISO 14001?

• Incident• If the term “incident” is included as a

defined term, should the definition include both occurrences that result in injury/ill health and those that are “near-misses”?

95

• WorkerShould the definition of worker be based on that of ILO?Should the definition of worker cover both management and other persons working in/for the organisation?Should the definition include the statement persons under the control of the organisation?

• Workplace• How do we define the concept of ”workplace”

• Worker representativeShould worker representative be defined in the standard?Should the standard specify requirements for having worker representatives beyond those defined by (country) legal requirements (and other requirements to which the organization subscribes)?

96

We started out with 2800 comments to process

Now we are down to approx. 1700



Dr Carole AstburyConsultant Occupational PhysicianDepartment of Health, Noble’s Hospital

Panel Q&A with TTBS and ISO

Safety Management Standards



Dr Carole AstburyConsultant Occupational PhysicianDepartment of Health, Noble’s Hospital

Closing remarks

Curt CadetChairIOSH Caribbean Branch

safety management standards hosted by iosh caribbean branch supported by iso and ttbs 22 january...

Documents

safety slide

standards act

toestablish standards

quality management

quality assurance isotc

tobago vision slide

environmental management

country mission slide