Safety Management
Standards
Hosted by IOSH Caribbean Branch
Supported by ISO and TTBS
22 January 2015
Welcome address
Curt Cadet
Chair
IOSH Caribbean Branch
Standards
supporting
Managing wellbeing
in the
occupational
health and
workplace
safety
Wellbeing at work – background,
benefits and beliefs
Dr Carole Astbury
Errol Rampaul
Consultant
Occupational Physician
Trinidad andofTobago
Department
Health, Bureau
Noble’s of
Hospital
Standards (TTBS)
TRINIDAD AND TOBAGO BUREAU OF STANDARDS
Standards Supporting
Occupational Health & Safety
ISO/IOSH Seminar
on
Health and Safety Management Standards
Port of Spain, Trinidad - January 22nd 2015
OUTLINE
• Overview of TTBS
• Standards development
• Collaboration
• HSE Standards
VISION
Advancing Quality for all in
Trinidad and Tobago
MISSION
To champion the development of the
national quality infrastructure for the
improvement of the competitiveness and
sustainable development of our country
LEGISLATIVE MANDATE
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
FUNCTIONAL AREAS
o Standardization Division
o Certification Division
o Implementation Division
o Laboratory Services Division
o Metrology Division
o 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”
DEVELOPMENTAL PROCESS
Need ID/ assessed
Research & drafting
Approval by
TTBS Board
Committee formed
Draft is developed
Ministry of Trade
for comp status
Stakeholder and
Public Comment
Publication and
implementation
AREAS OF WORK
 Health & Safety
 Quality
 Environmental
 Electrical Code and
products
 Construction products
 Motor vehicles
 Building Code and
related Codes
 Mechanical
 Tourism
 Petroleum
 Consumer products
 Chemical
 Textiles & footwear
 Telecommunications
 Agriculture
COLLABORATION
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)
KEY RELATIONSHIPS
International
•
•
International Organization for Standardization
(ISO)
International Electrotechnical Commission (IEC)
Regional
•
Caribbean Regional Organization for Standards and
Quality (CROSQ)
•
Pan American Standards commission (COPANT)
ISO PARTICIPATION
P-membership - ISO Technical Committees
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 – Crossborder trade of
second-hand goods
MIROR 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
H&S PORTFOLIO
• 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
ADOPTED H&S STANDARDS
• TTS/OHSAS 18001:2007,
Occupational health and Safety
management systems –
Requirements
• TTS/IEC/ISO 31010:2010,
Risk management – Risk
assessment techniques
• TTS/OHSAS 18002:2010,
Occupational health and safety
management systems –
Guidelines for the
implementation of OHSAS
18001:2007
• TTS/ISO 20345:2011,
Personal protective
equipment – Safety footwear
• TTS/CSA Z275.5:2010,
Occupational diver training –
Specification
• TTS/ISO 31000:2010, Risk
management – Principles
and guidelines
• TTS/ANSI/ISEA Z87.1:2011,
Standard for occupational
and educational personal eye
and face protection devices
DEVELOPED H&S STANDARDS
• 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
UNDER REVISION
TTS 539, Commercial diving operations
– Requirements for safety
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.
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 !!!
ISO’s
Annex
SL structure
Managing
wellbeing
in the
and
its use in ISO 45001
workplace
Wellbeing at work – background,
benefits and beliefs
Dr Carole Astbury
Consultant
Occupational Physician
Charles Corrie
Department
of Health, Noble’s Hospital
Secretary ISO/PC283
ISO’s framework
for Management System Standards,
Annex SL
Charles Corrie
Secretary 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 – Quality
ISO 14000 – Environment
IEC 60300 – Dependability
ISO/IEC 27001 – Information Security
ISO 20000 – IT Services
ISO 30300 – Records Management
ISO 10006 – Quality in Project management
ISO 10007 – Configuration management
ISO 28000 – Security in the supply chain
ISO 30000 – Ship dismantling
ISO 31000 – Risk Management
ISO/IEC Guide 73 - Risk Management Terminology
ISO 22000 – Food Safety
ISO 15161 – Food Safety (ISO 9000 and HACCP)
Charles Corrie, Trinidad, IOSH forum, 2015-01
Established standards – continued
ISO 19600 – Compliance management systems
ISO 20121 – Sustainable Event management
ISO 22301 – Business Continuity management
ISO 21500 – Project management
ISO 26000 – Social responsibility
ISO 37500 – Outsourcing
ISO 39001 – Road Traffic Safety management
ISO 50000 – Energy management
ISO 55001 – Asset management
IEC 62402 – Obsolescence management
Charles Corrie, Trinidad, IOSH forum, 2015-01
Under Development
ISO/TR 18155 – Human Resources
ISO 18480 – Facilities management
ISO 18788 – Private security
ISO 37001 - Anti bribery management systems
ISO 20400 - Sustainable purchasing
ISO 21001 – Educational establishments
ISO 45001 - Occupational Health and Safety
(no number yet) – Innovation management
Revisions of:
ISO 9001
ISO 14001
ISO/IEC 27001
Charles Corrie, Trinidad, IOSH forum, 2015-01
ISO 9000 Sectoral documents
ISO/TS 16949 – ISO 9000 Automotive
ISO/TS 29001 – ISO 9000 Oil and Gas
ISO/IEC 17025 – Laboratories (and ISO 9000)
ISO 13485 – Medical devices (and ISO 9000)
ISO/IEC 90003 – ISO 9000 Software
ISO 17582 – ISO 9000 Electoral assurance
ISO 18091 - ISO 9000 Local Government
ISO/IWA 1 – ISO 9000 Healthcare
Charles Corrie, Trinidad, IOSH forum, 2015-01
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
Charles Corrie, Trinidad, IOSH forum, 2015-01
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 ?
Charles Corrie, Trinidad, IOSH forum, 2015-01
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)
Charles Corrie, Trinidad, IOSH forum, 2015-01
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
Charles Corrie, Trinidad, IOSH forum, 2015-01
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
Charles Corrie, Trinidad, IOSH forum, 2015-01
Basic principles – ISO 9000 versus EFQM
ISO 9001
EFQM
Customer focus
Leadership
Involvement of people
Process Approach
Systems approach to
management
Continual Improvement
Customer focus
Leadership & Constancy of purpose
People Development and Involvement
Management by Processes and Facts
Factual approach to
decision making
Mutually beneficial supplier
arrangements
Continuous learning, Improvement and
Innovation
Management by processes and Facts
Partnership Development
Corporate Social Responsibility
Results orientation
Charles Corrie, Trinidad, IOSH forum, 2015-01
Basic principles
Conclusion – the principles are very similar at an
operational level
Charles Corrie, Trinidad, IOSH forum, 2015-01
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”)
Charles Corrie, Trinidad, IOSH forum, 2015-01
General management systems requirements
Policy
Planning
Implementation and operation
Improvement
Management review
(See ISO Guide 72)
Charles Corrie, Trinidad, IOSH forum, 2015-01
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.
Charles Corrie, Trinidad, IOSH forum, 2015-01
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 ?
Charles Corrie, Trinidad, IOSH forum, 2015-01
OHSAS 18001 – Annex A.1
Similar tables exist in ISO 9001 and ISO 14001
Charles Corrie, Trinidad, IOSH forum, 2015-01
Structures
ISO 9000 Process Approach structure
Continual improvement of
the quality management system
Management
responsibility
Customers
Customers
Resource
management
Requirements
Input
Measurement,
analysis and
improvement
Product realization
Satisfaction
Output
Product
Charles Corrie, Trinidad, IOSH forum, 2015-01
ISO 14001 Plan –Do-Check-Act type structure
Charles Corrie, Trinidad, IOSH forum, 2015-01
9001 Process approach structure embodies PDCA
C
MANAGEMENT RESPONSIBILITY
C
U
S
T
O
U
RESOURCE MANAGEMENT
T
PROCESS MANAGEMENT
INPUT
PROCESS
O
OUTPUT
A P
C D
M
E
R
S
M
E
MEASUREMENT, ANALYSIS, IMPROVEMENT
R
High Level Loops- Product Realization
High Level Loops - Business Management
Local Loops
Charles Corrie, Trinidad, IOSH forum, 2015-01
14
QMS (ISO 9001) model including
PDCA planning and process management
Continual
improvement
PLAN
ACT
Quality policy
c
u
s
t
o
m
e
r
Management
review
Customer needs
& requirements,
objectives and
planning
Process Management
r
e
q
u
I
r
e
m
e
n
t
s
Input
p
r
o
d
u
c
t
Output
Process
DO
management system
procedures,
resource management
Measurement,
analysis &
improvement
Charles Corrie, Trinidad, IOSH forum, 2015-01
CHECK
c
u
s
t
o
m
e
r
European Foundation for Quality
Management (EFQM) Business Excellence Model
Charles Corrie, Trinidad, IOSH forum, 2015-01
ISO 22301:2012 Business Continuity management systems
Charles Corrie, Trinidad, IOSH forum, 2015-01
BS 25999:2006 Business Continuity management systems
Charles Corrie, Trinidad, IOSH forum, 2015-01
ISO 20121:2012 Sustainable event management systems
Charles Corrie, Trinidad, IOSH forum, 2015-01
ISO 50001:2011 Energy management systems
Charles Corrie, Trinidad, IOSH forum, 2015-01
UNI (Italy) – Guidelines for an Occupational Health and Safety MS
Charles Corrie, Trinidad, IOSH forum, 2015-01
Balanced Scorecard
Charles Corrie, Trinidad, IOSH forum, 2015-01
Road Map Model
Customer
Fundamentals
Continuous
Improvement
Total
Participation
Mutual Learning
Charles Corrie, Trinidad, IOSH forum, 2015-01
Other Structures
Charles Corrie, Trinidad, IOSH forum, 2015-01
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.
Charles Corrie, Trinidad, IOSH forum, 2015-01
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.
Charles Corrie, Trinidad, IOSH forum, 2015-01
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 definitions
that 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.
Charles Corrie, Trinidad, IOSH forum, 2015-01
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 evaluation
10. Improvement
Note – no model diagram is available at this time
Charles 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
Charles Corrie, Trinidad, IOSH forum, 2015-01
4. Context of the organization
Identify the issues
that can affect
your organization,
and which of
those issues the
MS needs to
control
Charles Corrie, Trinidad, IOSH forum, 2015-01
What is happening,
what are the trends?
4
Understanding
the context
4.2
stakeholders
Analysis, prioritization
4.1 Issues
(factors)
What are the risks (threats/opportunities)?
6.1 Risk
management
8 Operational
control
6.1 compliance
management
What are the requirements, needs and
Who are we effecting?
expectations?
Who are affecting us?
Who do we need to consider? What are our compliance obligations?
Charles Corrie, Trinidad, IOSH forum, 2015-01
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-fortechnical-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
Charles Corrie, Trinidad, IOSH forum, 2015-01
Thank you
for your attention
Charles Corrie
Charles Corrie, Trinidad, IOSH forum, 2015-01
Coherent
use wellbeing
of management
standards
Managing
in the
to
help
organisations
survive
and
workplace
prosper
Wellbeing at work – background,
benefits and beliefs
Dr Carole Astbury
Consultant
Occupational Physician
David Smith
Department
of Health,
Chair ISO/PC
283 Noble’s Hospital
Coherent use of management
standards to help organizations
survive and prosper
David A Smith
Chair of ISO PC 283
david@imsrisksolutions.co.uk
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
PLAN
Design of Framework
for Managing Risk
ACT
DO
Continual Improvement
of the Framework
Implementing Risk
Management
CHECK
Monitoring and Review
of the Framework
Process for Managing Risk
Framework
Process
Establishing the Context
Risk Assessment
Risk Identification
Risk Analysis
Risk Evaluation
Risk Treatment
Monitoring and Review
Communication and Consultation
Principles
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
Key
issues arising
in the in
Managing
wellbeing
development of ISO 45001
workplace
the
Wellbeing at work – background,
benefits and beliefs
Dr Carole Astbury
Consultant
Occupational Physician
Kristian Glaesel
Department
of Health,
Convener ISO/PC
283Noble’s Hospital
ISO 45001:2016
Kristian Glæsel
Convenor WG1
87
OHSAS 18001
•
Published first time 1999
•
Updated 2007
Common goal for both editions was to establish an
ISO standard
88
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
Task
Group
1
2
Area of work
Task Group Leader
Groups Trinidad
Clauses 4, 5 and Peck Thian Guan (Singapore)
7
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)
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
93
• 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 “nearmisses”?
94
• Worker
Should 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 representative
Should 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)?
95
We started out with 2800 comments to
process
Now we are down to approx. 1700
96
Safety Management
Managing
wellbeing in the
workplace
Standards
Wellbeing at work – background,
benefits
andwith
beliefs
Panel Q&A
TTBS and ISO
Dr Carole Astbury
Consultant Occupational Physician
Department of Health, Noble’s Hospital
Closing remarks
Managing
wellbeing in the
workplace
Wellbeing at work – background,
benefits and beliefs
Dr
Carole
Astbury
Curt
Cadet
Consultant
Occupational Physician
Chair
Department of Health, Noble’s Hospital
IOSH Caribbean Branch