Free ISO

45001:20
18
Internal
Trainin
Auditor
g

From Ǫuality Asia

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Limited
 Introduction Revision and Important
History Concepts

Clause 1-4
Structure, Scope,
Clause 5 Clause 6 Planning
Definitions,

Structure Context of the Leadership

Organization

of the Clause 9

Course
Clause 7 Support Clause 8 Performan
Operation ce
Evaluation

Impact on
Clause 10
Organization Internal Auditing
Improveme
and Auditors
nt
Objectives

Understand the fundamentals and the key

requirements of ISO 45001:2018

Develop skills as an internal

auditor

Learn how to contribute to occupational health

C safety management within the organization
Outcomes
Implement an effective OHS management
system

Improve the safety and health of your

employees Reduce workplace accidents

and injuries Enhance your organization's

reputation

Meet regulatory requirements

 • Mr. Atul Suri
• BE (Electrical), MBA
• Certified Lead Auditor:
ISO 9001, 14001, 45001, 50001, 22000,
27001,
13485, and 26000
• BEE Certified Energy Auditor (CEA)
Traine • Professional Experience:
r • 30+ Years in the industry, with a strong
foundation in engineering and management.
Introducti • 20+ Years as a seasoned Management
Systems Auditor and Trainer, delivering
on expertise across multiple sectors.
• Worked with Various Top Notch Certification
Bodies as a Lead Auditor and Reviewer like
Ǫuality Asia, Intertek, Apave, Moody
International, IRǪS, etc
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M
Impact of
Occupational
health G Safety
• Nearly 3 million
people die every
year due to work-
related accidents
and illnesses.
• Almost 400
million workers
suffer non-
fatal accidents.
(ILO – International
Labour Organization)
ISO
45001:201
8–
Purpose
and
Revisio
n
Histor
y
ISO
45001:20
18
• International standard
• Defines
requirements
for an OH&S
management
system
• Can be used by
any
organization
• Has a similar high-
level structure to
that of other
management
system standards (e.g.,
ISO 9001, ISO
14001…)
Structure of ISO 45001:2018
1. Scope
2. Normative
references
3. Terms and
4. Context of the
definitions
organization
5. Leadership
6. Planning Requirements for the
7. Support OHSMS

8. Operation
9. Performance evaluation
10.Improvement
Other standards for OH&S
management

Guidance on
Guidelines for the Guidelines on
psychological
implementation of ISO performance
health and safety in
45001 evaluation
the workplace

ISO 45002 ISO 45003 ISO 45004

Evolution of ISO 45001

ISO 45001:2018 replaces OHSAS 18001, which was

widely used for occupational health and safety (OHS)
management.

Developed by the International Organization for

Standardization (ISO) to align with other management
system standards like ISO 9001 and ISO 14001.

Incorporates the Annex SL High-Level Structure (HLS),

ensuring consistency across various ISO standards.
 Why Occupational
Health G Safety
Management?
Preventing Work-Related
Promoting a Safe and
Healthy Workplace: Foster
Injuries and Illnesses:
a culture of safety and
Establish systems to
well-being for employees,
identify hazards, assess
reducing absenteeism
risks, and implement
and improving morale.
controls.

Reduced Incidents and

Meeting Legal Obligations:
Costs: A systematic
Ensures compliance with
approach lowers workplace
national and international
incidents, minimizing
health and safety
costs associated with
regulations, reducing the
accidents, insurance, and
risk of legal action.
compensation.

Alignment with
Building Trust with
International Standards:
Stakeholders:
Aligning with ISO 45001
Demonstrates a
ensures global applicability
commitment to
and facilitates integration
safeguarding the well-
with other management
being of workers,
systems (e.g., ISO 9001
enhancing organizational
and ISO 14001).
reputation.
Occupation
al Health G
Safety
Manageme
nt System
PDCA
(Plan – Do
– Check –
Act)
Workshop 1 - Introduction to ISO 45001
(10
Points)
1. What is the prirrtary object've of ISD 43D01? - ,2 Po•n*s;

( To improve prcduci q«aQty

( To enhance the envircrenental mazsagerrem sysiem

( To reduEe workplace risks and improve occupa1?onas heafds

and rafety {OHS} ( To increwe markc• sttare

2. ISO 45001 is desigoeo to h.eIp organizations improve which of the *c:nts

following? ” 1
Clause 4: Context of the organization

S. No. Claus Clause name

e No.
1. 4.1 Understanding the organization and its
context
2. 4.2 Understanding the needs and
expectation of workers and other
interested parties
3. 4.3 Determining the scope of the occupational
health C safety management system
4. 4.4 Occupational health C safety
management system
4.1. Context of
the organization

• The organization shall

determine external
and internal issues that
are relevant to its
purpose and that affect
its ability to achieve the
intended outcomes of
the OH&S management
system
Context of the organization
External issues Internal
• Economic and political situation
issues
• Organization’s structure, governance and
resources
• OH&S requirements in the supply chain • Processes, products and services
• Technological innovations in the sector • Internal regulations and requirements
• Geographical location • Workers’ demographics
• War, social unrest, terrorist threats • Workers’ involvement in OH&S decisions
• Social aspects (e.g., availability of workforce) • Subcontractors working on the
• Legislation and voluntary agreements… company’s premises
• Work program and arrangements…
Context of the
organization
The context of the organization can
change in time, so the internal and
external issues should be
monitored

SWOT Analysis

PESTLE Analysis
Interested party
(stakeholder)

• Person or organization that

can affect, be affected by,
or perceive itself to be
affected by a decision
or activity
4.2. Needs and expectations of
workers and other interested
parties
• Identify other interested parties, besides workers
• Determine the needs and expectations (requirements)
of workers and other stakeholders
• Determine which needs and expectations are, or could
become, legal and other requirements
 Intereste Need and/ or expect the organization
d party to…
Workers - implement effective controls to protect
their safety and
health
- facilitate their participation in the
decisions that refer to their work
- provide training about hazards and risks and
the controls
applied
Needsan - ensure transparency on health and safety
matters

d - recognize that different groups of

workers may be exposed to different
OH&S risks
expectatio Shareholders - manage OH&S risks properly and protect

ns of Authorities
their investment
- comply with legislation and regulations

interested Customers - offer products and services that are safe to use

parties Suppliers - inform them about its requirements

in relation to occupational health
and safety
4.3. THE SCOPE OF
THE OHGS
MANAGEMENT
SYSTEM
The organization shall determine to
what and where its OHCS management
system applies
Scope of The organization shall

the OH&S clarify what

inside and what is not
is

managemen covered by the OH&S

management system, in
t system terms of locations, activities
and operations.
THE SCOPE OF THE
OHGS MANAGEMENT
SYSTEM
• Considertheabilityto
controlorinfluence activities,
productsandservices.

• Donotdefinethescopeasto
excludeactivities orfacilities
withasignificantimpacton health
andsafety,toevade
legalrequirementsorto
misleadstakeholders.

• Thescopeshallbeavailable
asdocumented information.
4.4. OH&S
managemen
t system
• The organization
shall establish,
implement,
maintain and
continually improve
an OH&S
management
system, in
accordance with
the requirements of
ISO 45001
Climate
action
changes

• Amendment 1 to ISO 45001:2018

from February 2024
CLIMATE
ACTION
CHANGES
• The organization shall
determine whether climate
change is a relevant issue (for
its context)
CLIMATE
ACTION
CHANGES
• Interested parties can have
requirements related to
climate change
Recapitulati
on (Context
of the
organization
)
5tiDFI 1 Styl
5
Prwiew e

Workshop 2 IS 45001 Clause 4 (10

Points)

T. Whyis 't important 'or an orçanizat.on to understard ils exter a! ard .ntemaI .ssues. a
mot.oned in Clause 41î ” ‹2 Peints;

\ bc develop a deu led ñnanEial ple

\ bc detEm7M facroi= thet œn aller the CSS .e

managemeM m
\
No rraet reguiatory req iremen°z fer doc
'menærion

2. Wr.ich or the| wirg Is an examp:e of ar. interra.l sue under Clause 4.1
of !SO 451317! ” [2 Poirtsj
Clause 5: Leadership and worker participation

S. No. Claus Clause name

e No.
1. 5.1 Leadership and commitment
2. 5.2 OHCS policy
3. 5.3 Organizational roles,
responsibilities and authorities
4. 5.4 Consultation and participation of workers
5.1. Leadership
and commitment
• The top management shall demonstrate
leadership and commitment with respect
to the OHCS management system
 Develop, promote and lead a culture that
support OHCS

Take overall responsibility and accountability

for the prevention of injury and ill health and
the provision of safe and healthy workplaces

The top
managemen Ensure the integration of the OHCS
management system in the business

t shall… processes

Communicate on the importance of

effective OHCS

Ensure that the resources for this

management system are available
 Ensure that a policy and OHCS
objectives are established

The top Protect workers from reprisals when

reporting incidents, hazards, risks and
managemen opportunities
t shall… Ensure that worker
consultation and participation
processes exist

Support the functioning of health and

safety committees
 Ensure that the management
system achieves its intended
outcomes

The top Promote continual

improvement
managemen
t shall… Direct and support persons to
contribute to the OHCS management
system

Support other management roles to

demonstrate their leadership in their
areas of responsibility
 • Top management shall establish,
implement and maintain an OH&S
5.2. policy
OHGS • The policy must be
documented, communicated in
policy the organization and
available to interested
parties
 • Include a commitment to prevent injuries and
ill health and to provide safe and healthy
working conditions
• Include a commitment to eliminate hazards
and reduce risks
The • Include a commitment for continual
improvement
OH&S • Include a commitment to fulfil legal and
polic other requirements
• Include a commitment for the consultation
y and participation of workers
• Be appropriate to the purpose, size and context
shall of the organization

… • Be appropriate to the nature of OH&S

risks and opportunities
• Provide a framework for setting the
OH&S objectives
OHGS policy
Communicated
and understood

Available to
external
stakeholders, as
appropriate
Reviewed regularly
and, if necessary,
updated
5.3. Roles, responsibilities, authorities

Top management shall assign and

communicate responsibilities and
authorities for relevant roles

There should be clarity about responsibilities and

interfaces

Responsibilities and authorities must be

understood
Roles,
responsibiliti
es,
authorities
• The top management shall
assign the responsibility
and authority for the
OH&S management system
5.4. Consultation
and
participation of
workers
• The organization shall
establish processes for
the consultation
and participation of
workers at all levels in the
planning,
implementation,
performance evaluation
and improvement of the
OH&S management
system.
Consultation
and
participatio
n
• Provide mechanisms, time,
training and resources for
consultation and
participation
• Provide clear, timely
information about the
OH&S management system
• Remove (or minimize)
obstacles to consultation and
participation
• Consider specific groups
of workers
• Emphasize the consultation
and participation of non-
managerial workers
Recapitulati
on
(Leadership
and worker
participatio
n)
 1 Styl
Prwiew e

Workshop 3 IS 45001 Clause 5 (10

Points)

T. Atcordirp ta Clause 5.1. Iezdersh.p and commitmerri must ensure that be

OHS policy ancl ob 'es are: ” t2 Fa!nts.

\ °wseo zc?cI}' c• leorl

requ'•e enLs

2. Wh.at :s tke purpose of the DH5 polio‘ ment.onecI in Ciause SP?

” {2 Points,
Guest speaker
MR SANDEEP SHARMA (FLIPKART GROUP OF
COMPANIES)
• Mr. Sandeep Kumar Sharma
• Graduate Engineer in E G C and MBA (Marketing).
• Lead Auditor for ISO 6001 G ISO 14001.
• 24+ years experience in Service Operations G Ǫuality Domain.
• F1 Info Solutions G Services Pvt Ltd G Jeeves Consumer Services
Pvt Ltd (Flipkart Group of Companies) as Manager Ǫuality
Assurance.
• F1 into repairs of Mobiles, Laptops and other Electronic Products
• Jeeves is into Installation G Repairs of TV, AC, HA, Fur. G Other
Products which are bought by Customers through Flipkart Portal.
Benefits of Implementing ISO
45001:2018 in Organizations
Framework Reduced Demonstrated
to workplace commitment to Ensured
systematical incidents worker health compliance
ly manage and injuries and safety with OHCS
OHCS risks regulations

Continual
Increased Gaining a Trust of Internal
improvement
organization competiti C External
of OHCS
al resilience ve stakeholders.
performance.
advantag
e.
Increased
reputation
with
consumers.
 • This training program dives deep into
Occupational Health C Safety
Benefits for Management Systems and equips you
with the expertise to effectively audit
Professional organizations against the ISO 45001
standard.
getting • A certified auditor can help Organizations
to identify Potential Health C Safety
Certified for Risks within Organization and improves
overall performance and compliance.
ISO • Internal auditor helps increase
45001:2018 efficiency and potential cost savings
after managing OH C S related risks.
Internal • You'll gain valuable knowledge that
strengthens your credibility and
Auditor marketability, making you a more sought-
after professional.
Program
Clause 6: Planning
S. No. Claus Clause name
e No.
1. 6.1 Action to address risk and opportunities
2. 6.1.1 General
3. 6.1.2 Hazard identification and assessment of
risk and opportunities
4. 6.1.3 Determination of legal requirements and other
requirements
5. 6.1.4 Planning actions
6. 6.2 OHCS objectives and planning to achieve them
7. 6.2.1 OHCS objectives
8. 6.2.2 Planning actions to achieve OHCS objectives
6.1. Actions
to address
risks and
opportunities
• The organization shall
determine risks and
opportunities that need
to be addressed

• OHCS risks vs. Other

risks
 Hazard vs.
Risk
• Hazard –sourcewithapotential tocauseinjuryorillhealth

• OHGS risk –combinationofthe likelihoodof occurrenceofa

work-related hazardous eventor exposureandtheseverityof
injuryandillhealththatcan be causedbytheeventorexposure
Hazards
• A hazard is something that can
cause harm.
• Physical
• Chemical
• Biological
• Fire
• Ergonomic Electrical
• Material handling
PHYSICAL
HAZARD
• A physical hazard is an agent,
factor or circumstance that can
cause harm with contact. They
can be classified as type of
occupational hazard or
environmental hazard. Physical
hazards include ergonomic
hazards, radiation, heat and cold
stress, vibration hazards, and
noise hazards.
CHEMICAL
HAZARD
• A chemical hazard is a type of
occupational hazard caused by
exposure to chemicals in the
workplace. Exposure to chemicals
in the workplace can cause acute
or long-term detrimental health
effects
• Chemicals can be hazardous for
numerous reasons and can
combine with other chemicals to
make new hazards
Chemical hazard
• The degree of hazard
associated with a
particular chemical
will depend on:
• Its physical properties
• Its toxicity
• The way it is used
• The environment in which
it is encountered.
Chemical Handling - MSDS

• MSDS is a document which

discusses all the information
of the material related to
identification, hazard,
handling/storage requirement,
first aid measures and
disposal information.
• Physical/chemical and
reactivity properties.
BIOLOGICA
L HAZARD
• A biological hazard,
or biohazard, is a
biological substance
that poses a threat to
the health of living
organisms, primarily
humans. This could
include a sample of a
microorganism, virus
or toxin that can
adversely affect
human health.
FIRE
HAZARD
• A fire hazard is any
condition or situation that
could lead to a fire. It's
essential to be aware of
and address these hazards
to prevent fires and ensure
safety.
ERGONOMI
C HAZARD
• Ergonomic hazards are factors
in the workplace that can
cause physical discomfort,
pain, or injury due to
repetitive motions, awkward
postures, or excessive force.
These hazards can lead to a
variety of
musculoskeletal disorders
(MSDs)
• Back Pain
• Neck Pain
•…
ELECTRICA
L HAZARD
• Electrical hazards are
one of the most
common
causes of workplace
injuries and
fatalities. They
can occur in any
setting, from homes
and offices to
construction sites
and industrial
facilities.
MATERIA
L
HANDLIN
G
HAZARD
• Material handling
hazards are risks
associated with the
movement, storage, and
handling of materials.
These hazards can lead
to a variety of injuries.
6.1.2.1. Hazard
identification
• Establish, implement and maintain a process for
hazard identification that is ongoing and
proactive

• Identify sources, situations or tasks with the potential

to cause injuries and ill health
Hazard
identification
The organization shall (also) take into
account…

• Situations in the vicinity of the workplace

(not controlled by the organization) that may
cause injuries or ill health
• Changes in knowledge and
information about health and
safety hazards
Sources of information for hazard
analysis
- Records of incidents and near-miss situations
- Input from workers (and stakeholders)
- On-site observation
- Public information
- Site plans, designs, information about the
work environment
- …
Unsafe
Conditions

• are hazards that have the

potential to cause injury
or death to an employee.
Some of these hazards include
erroneous safety procedures,
malfunctioning equipment or
tools, or failure to utilize
necessary safety equipment.
How to
deal with
unsafe
condition
s?
Acciden
t/
Incident
• ACCIDENT / INCIDENT: is
defined as an unplanned
event that results in
personal injury or property
damage.
• Major
• Minor
• First aid
Near-
Miss
• An incident where no
property was damaged,
and no personal injury was
sustained but has
potential to do so.
 Fatalit
y
Result
Severe injury
s
Behavi
Minor or
injury
Near-
Unsafe Act C
Miss
Conditions
Safety
Pyramid
1
Fatality
30
Minor
Incident
s
300
Near-
Miss
Incident
Spot the
Hazard
Spot the Hazard
 Hazard analysis
Activity Hazards
Excavating a Getting struck by equipment, dust,
trench noise
for an oil pipeline from machinery, fall from height,
trench collapsing

Food preparation Spoiled food, hot surfaces and steam,

sharp objects (knives), torn
electric cables and
appliances, wet and oily
floors
6.1.2.2.
OHGS risk
assessme
nt
• Establish, implement
and maintain a
process for the
assessment of OHCS
risks

Risk = likelihood x
severity
OH&S risk assessment
• Assesses OH&S risks from the hazards
identified
• According to a methodology
• Possibly regulated
• Conducted by competent assessors
OHGS riskassessment
Activity Hazards Consequence/ likelihood Risk
level
Getting hit by Injury/ crushing by heavy equipment but this Medium
excavator has not happened
Excavating a Exposure to dust Respiratory problems or eye irritation, and Medium
trench for an oil this is common
pipeline Falling from height Injuries (or worse) from falls, but this is very Medium
(the open trench) rare
Noise from Workers are exposed to high noise during High
machinery longer periods, and this can cause hearing
loss
Trench collapse Crushing/ suffocation from falling materials. High
Rare
Spoiled food Severe food poisoning in rare cases Medium
Hot surfaces or Burns which are quite frequent High
Food steam
preparatio Sharp objects (e.g., Minor cuts that are rare Low
n knives)
Wet and oily floors Injuries from slips and falls that are quite High
frequent
Torn electric cables Electric shock, very rare Low
and appliances
OH&S risk assessment
Severit Likelihood (1 to 5)
y (1 to Very Unlikel Possible Likel Very
5) unlikely y (2) (3) y likely
(1) (4) (5)

Death or 5 10 15 20 25
permanent
disability (5)
Permanent partial 4 8 12 16 20
disability and/ or
hospitalization (4)
Injury or illness resulting 3 6 9 12 15
in one or more days
away from work (3)
Injury or occupational 2 4 6 8 10
illness not resulting in
a lost workday (2)
First aid only, no injury 1 2 3 4 5
or illness (1)
OH&S risk assessment

Hazard and Likelihood Severity Risk

risk level
Employees 3 4 12 (High)
getting hit
by
cover
falling from above
Controlling OH&S
risks Hierarchy of Multiply risk level
controls by
Eliminate the hazard 0
Substitute with less hazardous processes, 0,2
operations, materials or equipment
Use engineering controls and 0,4
reorganization
of work
Use administrative controls, 0,6
including
training 0,8
Use adequate PPE 1
Do nothing
Risk level (12) x 0.6 (administrative) =7,2 (rounded
7) 7 x 0,8 (use of PPE) =5,6 (rounded 6 – Medium
risk)
OH&S risk assessment

• Should be reviewed periodically

• Documented information on the methodology and
criteria
Other risks to the OHGS management
system
• The organization shall determine and assess other risks
related to its OHCS management system

Risk source Risk Risk level

Lack interest for OH&S No visible leadership and support High
from for the OH&S system
top management
Lack of financial The organization not able to Medium
resources implement effective
for OH&S improvement OH&S controls
Suppliers of PPE not The organization not able to Medium
able to provide workers sufficient
deliver goods on time
and/ or according to and adequate PPE
requirements
OH&S and other opportunities
• Establish, implement and maintain a process to
OH&S and other
assess
opportunities
• Opportunity ≠
Control
OHGS and otheropportunities
6.1.2.3. Assessment of opportunities
Opportunity Assessment Worthwhile to
be pursued?
Implement a program for Would be welcomed by employees and can Yes
defensive driving in improve driving behavior for both work and
partnership with an personal purposes.
authorized school Not too expensive. Can be done outside
work program. Providers available.
Perform an ergonomic May be useful and it can provide interesting Revisit next year
workplace assessment insights. Difficult to find suitable
providers for
such services
Improve worker Firsthand information about hazards and Yes
participation in health feedback on the effectiveness of controls
and safety is
decisions and meetings obtained. Workers feel valued. Requires
time for meetings during work time.
6.1.3. Legal and other
requirements
 • Identify sources
Legal and • Establish responsibilities
other • Maintain and retain
requirements documented information
• Keep the information up-to-date
6.1.4. Planning
action
• The organization shall plan actions to…

• address risks and opportunities

• address legal and other requirements
• prepare for and respond to emergencies

• Integrate the actions into the OH&S management

system processes or other business processes.
• Evaluate the effectiveness of actions
6.2.1. OH&S
objectives
• The organization
shall
establish OH&S
objectives at
relevant
functions and levels
OHGS
objectiv
es
• Consistent with the OHCS
policy
• Measurable, or
capable of
performance
evaluation
• Consider applicable
requirements, the results of
risks and opportunities
assessments, the results
of consultation with workers
OH&S
objective
s
• Monitored
• Communicated
• Updated, as
appropriate
 Area/ Objective next
activity year
Training on health & safety Increase 10%

Site tours by OH&S inspectors Increase 15%

during
night shifts

Worker absenteeism in outdoor Decrease 25%

OHGS
yards and
ports during winter months, due
to low

objectiv
temperatures

Incidents involving outdoor Decrease 13%

es
workers

Monitoring outsourced processes Maintain: one audit per

year;
two inspections per
month
6.2.2. Planning for OH&S objectives
The organization shall plan for the achievement of its
OHCS objectives and determine…
• what will be done
• what resources will be required
• who will be responsible
• when each objective will be completed
• how results will be evaluated
• how the actions will be integrated into the business processes
Planning for OHGS objectives
Action
• Reduce
1 2 3 4 5 6
Gather all necessary information Task

night (customers, current contacts,

drivers’ home addresses, etc.)
Group
(TG)

driving to Develop basic requirements (maximum

time of continuous driving, criteria
TG

less than to change drivers during the trip,

criteria for meals and resting time)

5% of the Develop a preliminary

mathematical model that can
Contractor

total allocate the best

trip plan for each delivery

driving that meets the basic

requirements

time Test the software in one branch Operations +

contractor
Extend the use of the software to the Operations
whole company + contractor
Check if night driving is reduced to 5% TG
or lower
Insert the use of the model in the Sales
business processes
Recapitulati
on
(Planning)
Recapitulati
on
(Planning)
N
" Q 0
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-
 S. No. Claus Clause name
e No.
1. 7.1 Resources
2. 7.2 Competence

Clause
3. 7.3 Awareness
4. 7.4 Communication
5. 7.4.1 General

7: 6.
7.
7.4.2
7.4.3
Internal communication
External communication

Suppor 8.
9.
7.5
7.5.1
Documented Information
General

t 10.
11.
7.5.2
7.5.3
Creating and updating
Control of documented
information
7.1. Resources
• Determine and provide the
resources needed for the
establishment, implementation,
maintenance and continual
improvement of the OH&S
management system
7.2.
Competence
• ability to apply
knowledge and skills
to achieve intended
results

• Workers whose activities

impact occupational
health, and safety
shall have the required
competence
7.2. Competence
• Process to ensure competency

• Determine the necessary competence for workers

• Ensure that workers are competent (based on education,
training and experience)
• Take action to acquire or maintain the necessary competence (e.g.,
training, mentoring, re-assignment of responsibilities, hiring,
etc.).
• Retain documented information
7.3. Awareness
Workers shall be aware of…
• the OH&S policy and objectives
• their contribution to the OH&S management system
• the implications and consequences of not conforming
to requirements
• hazards and OH&S risks relevant to their jobs
• OH&S incidents and the outcomes of investigations
• their ability to remove themselves from situations of
danger, without fear of reprisals
Awarenes
s
through…
• Induction and regular
training
• Meetings, speeches and
discussions Displaying
the OHCS policy and
objectives
• Incident reporting
• Worker involvement in
incident investigation
• Demonstration of
correct behavior
•…
7.4. Communication
• Establish, implement and maintain processes for
internal and external communication and
determine…

• on what to communicate
• when to communicate
• with whom to communicate
• how to communicate
Communication

Effective
Reliable and transparent
• Internal communication should enable workers to
contribute to continual improvement
• Processes for receiving, documenting and
responding to communications from
external stakeholders
• Documented information as evidence of
communication
7.5. THE OHGS
MANAGEMENT SYSTEM
DOCUMENTATION
INCLUDES…
• documented information
required by ISO 45001
and
• documented information not
required, but considered
necessary
Documented information required
by ISO 45001
• scope of the OH&S management system
• OH&S policy
• risks and opportunities
• responsibilities and authorities
• OH&S objectives and plans for their
achievement
• legal and other requirements
• competence
Documented information required
by ISO 45001
• communication
• processes of the OH&S management system and their control
• processes and plans for emergency situations
• monitoring, measurement, analysis and performance
evaluation
• compliance evaluation (with legal and other requirements)
• internal audits
• management review
• incidents, nonconformities and actions taken in response
• continual improvement
Documented information not required
by ISO 45001, but that may be
considered necessary
• Procedures, regulations, records …
• An OH&S management system manual is not required,
but can be useful
7.5.2. Creating and updating
documented information
Ensure appropriate…
• identification and
description
• format and media
• review and approval
7.5.3. Control of
documented
information
• To ensure that
documents are
adequately protected,
available and suitable for
use where and when
needed
Controlling documented
information
• The following activities shall be
addressed…

• distribution, access, retrieval and use

• storage and preservation
• control of changes
• retention and disposition

• The controls apply to external origin

documents, as well
Recapitulati
on
(Support)
Recapitulati
on
(Support)
ox

ox
 S. Claus Clause name
No. e No.
1. 8.1 Operational planning and control

Clause 2. 8.1.1 General

8:
3. 8.1.2 Eliminating hazards and reducing
OHCS risks
4. 8.1.3 Management of change

Operati 5. 8.1.4 Procurement

on
6. 8.2 Emergency preparedness and
response
8.1. Operational
Planning and control
• Plan, implement, control and maintain the
processes needed to meet requirements, to
address risks and opportunities and to achieve
the OH&S objectives

• Establish operating criteria for the processes

• Implement controls in accordance with criteria
• Keep documented information
Adapt
work to
workers
8.1.2. Eliminating
hazards and
reducing OH&S
risks
• Establish,
implement and
maintain a process
(processes) for
hazard elimination
and for reducing
OHCS risks
Identify
the Risk
Measure/Evaluate the
Risk
Eliminate the Risk
(Elimination)
 Substitute
the Risk
(Substitutio
n)
Isolate the
Risk(Engineeri
ng Controls)
Training
(Administrati
ve Control)
Personal
Protective
Equipment(PPE)
ENGINEERING
CONTROL
ENGINEERING
CONTROL
PPE – The
last line of
Defense
8.1.3. Change
management
• Plan and implement
changes
(permanent or
temporary) in a
controlled manner to
avoid any negative
consequences for
OHCS
Change management
Planning for change Unintended
changes
• Consider possible consequences • Review their consequences
• Understand the resources • Mitigate any adverse
required effects
• Effective communication
with stakeholders
• Assign responsibilities
• Test on a sample (if
possible)
8.1.4. Procurement
• Process (processes) to control the procurement of
products and services

• Define requirements for products and services

• Evaluate and select suppliers
• Verify conformity to specifications
• Clarify usage requirements, protective measures
•…
Contractor
s
• Coordinate procurement
processes with
contractors to identify
hazards, to assess and
control OHCS risks
Outsourcing

• Control outsourced
functions and
processes
• The type and degree of
control will vary based
on different factors
 • Establish, implement and
maintain a process
(processes) to prepare for
and respond to
8.2. EMERGENCY emergency situations
PREPAREDNESS
AND RESPONSE • Consider
potential
emergencies
• Establish a planned
response for
emergencies
Emergency
preparednes
s
The preparations for
emergency situations…

• assignment of
responsibilities
• availability of materials
and equipment
• development of
emergency plans
• Provision of training
Testing the
emergency plans
and preparations
• The organization shall test
and exercise
periodically its planned
response capacity

• Discussion-
based
exercises
• Table-top
exercises
• Live exercises
Emergency
preparedness
and
response
• Establish contacts
• Obtain useful information
• Train workers
• Assign
responsibilities
Establish
procedure(s)
• Make necessary
arrangements
• Conduct drills
• Improve as
necessary
Recapitulati
on
(Operation)
Recapitulati
on
(Operation)
nization do to meet the
requirements?

Identify hazards and

opportunities

meet OHS management

system...

Develop a marketing 0°
strategy' J

Focus solely on financial risk

control
Clause 6: Performance Evaluation

S. No. Claus Clause name

e No.
1. 9.1 Monitoring, measurement, analysis and evaluation
2. 9.1.1 General
3. 9.1.2 Evaluation of Compliance
4. 9.2 Internal audit
5. 9.2.1 General
6. 9.2.2 Internal audit programme
7. 9.3 Management review
6.1. Monitoring,
measurement, analysis
and performance
evaluation
M onitoring, measurement,
analysisand performance
evaluation
What?

Workers’
Measure/
monitor
Monitor
When?

As they occur
Who?

Supervisor
Criteria

All answered
Result

10% not answered

Evaluation

Not acceptable
complaints within 48 hours Take action

Particles in Measure Continuously Sensor Less than 50 34 ppm Acceptable

the air inside with parts per million Average in the last
the alarms (ppm) month without
plants (legal) exceeding 50 ppm

Time to close Measure Every 3 OH&S All closed in 20% > 30 days Continue with the
nonconformities months manager less than plan until December
30 days
Health condition Monitor Every 6 Health Health features X-ray image and Acceptable?
of workers in (e.g. X-ray) months center established blood test of No further action Not
the and measure hired by the law each worker acceptable? Further
laboratory (blood test) tests needed

Workers’ Monitor Continuously Supervisor Meet the Not met in 6% of Not acceptable
competence requirements workers Consider the need of
additional training

Use of PPE in all Monitor Continuously Supervisor 100% 2 out of 56 workers Unsafe act
production sites with no PPE Take action
Monitoring, measurement, analysis
and performance evaluation
Examples of KPIs (Key Performance Indicators)

• number of incidents
• total time lost due to injuries and illnesses
• severity rate (SR)
• (number of lost workdays/ total hours worked) x
200.000
• lost time injury frequency rate (LTIFR)
• (number of lost time injuries/ total hours worked) x
1.000.000
• near-miss reporting rate
• cost of OHCS related activities
• legal and regulatory compliance
•…
Monitoring, measurement, analysis
and performance evaluation
• Monitoring and measuring equipment (if used) shall be
calibrated or verified, as applicable and maintained
properly

• Documented information:
• evidence the results of monitoring, measurement,
analysis and performance evaluation
• maintenance, calibration or verification of equipment
9.1.2. Compliance evaluation
Process to evaluate compliance
with legal and other requirements

• The organization
determines the frequency
and methods
• Evaluation conducted by
competent persons
• Helps maintain knowledge and
understanding of the compliance
status
• May identify actions that need to
be taken
• Documented information to be
retained
6.2.
Internal
Audit
• Conduct internal
audits of the OH&S
management system
at planned intervals
 • Establish, implement and
maintain an
Audit internal audit programme that
programme will take into account the
importance of
processes and the results of
previous audits
Internal
audit
For each internal audit of the OHCS management
organization
system the
shall …
• appoint competent and objective
auditors
• identify the audit objectives, scope and
criteria
• address
report thetheresults to managers,
findings workers
(e.g., nonconformities,
improvement)
and
opportunities for
•
• retain documented
workers’ information (audit
representatives
• programme implementation and audit
results)
9.3. Management
review
• The top management shall review the OHCS
management system at planned intervals, to
ensure its continuing suitability, adequacy and
effectiveness
Management review inputs
The management review shall include consideration of…
• changes (needs and expectations of stakeholders, risks
and
• opportunities, legal and other requirements…)
• OHCS policy and the achievement of OHCS objectives
• the performance of the OHCS management system (e.g.,
incidents, nonconformities, results of audits, monitoring
and measurement results, consultation and participation
of workers…)
• adequacy of resources
• communication with interested parties
• opportunities for improvement
Management review outputs
The outputs of the management review shall include decisions
related to…

• the continuing suitability, adequacy and effectiveness of

the OHCS management system in achieving intended
outcomes
• continual improvement opportunities
• the need for changes to the OHCS management system
• resources needed
• actions, if needed
• opportunities to integrate the management system with
other business processes
• implications for the strategic direction of the organization
Recapitulati
on
(Performanc
e
evaluation)
 CDlłECt
fESțDOnS95

Workshop ISïï›
7 45001
Clause 9
Oct 20,
2D24
 S. Claus Clause name
No. e No.

Clause 10: 1. 10.1 General

2. 10.2 Incident, nonconformity
Improveme and corrective actions
nt 3. 10.3 Continual improvement
10.2. Nonconformity vs. Incident

Nonconformity – non- Incident – occurrence arising

fulfilment of a requirement out of, or in the course of, work
that could or does result in
injury and ill health
Incidents and nonconformities
• The investigation of incidents can reveal
nonconformities (or not)
• Under-reporting may be an issue that needs
addressing
 React in a timely
manner

Investigate to determine the root

cause(s)

Managing Implement a corrective

action(s)
incidents
nonconformiti
and Review the effectiveness of corrective
actions
es
Review the hazard identification and
OHGS risk assessment

Retain documented information

10.3. CONTINUAL IMPROVEMENT
• The organization shall improve continually the
suitability, adequacy and effectiveness of the OHCS
management system

• Possible sources of improvement opportunities:

• suggestions from employees or other stakeholders
• audits
• investigation of incidents
• benchmarking
Continual
Improveme
nt
• Promote the
participation of
workers in improvement
initiatives
• Communicate the
results to workers
• Maintain and retain
documented
information
Recapitulati
on
(Improveme
nt)
Certification
for
organizations

https://
www.qualityasia.in/cont
act.php
 Audits:
Definition,
Principles,
and Types
 Audi
t•
“Systemic, independent and documented process for
obtaining audit evidence and evaluating it
objectively to determine the extent to which audit
criteria are fulfilled.”

• Alternative Definitions:
• Impartial documented activity
• Follows written checklists and documentation
• Uses examination of audit evidence to determine the
existence of objective evidence
• Verifies that applicable processes of a ǪMS have been
identified and are effectively controlled.
 Effective Audits -
Requirements
Timely access to facilities, documents and personnel, including top
management

Defined auditing procedures

Support/involvement of

management Competent audit

team

Impartial and objective audit

team
 Types of Audits
First Party Audit Second Party Audit Third Party Audit
Definition: Definition: Definition:
An Audit by the organization of An assessment by a body An audit performed by the
its which
own systems and procedures. is independent of the organization on suppliers and
sub-
organization, its suppliers contractors
Objective: Objective:
and Objective:
To assure maintenance and customers.
To determine that an To determine suitability of
development of the quality organization’s quality suppliers and sub-contractors,
system. system has been and to appraise suppliers’ and
documented and sub- contractors’
implemented according to a performance.
specified standard.
 Phases of an
Phases of an Audit Audit
• Planning
• Preparation
• Performance
• Reporting and Follow
Up
Planning the Audit
Stage

• Frequency and
timing
• Responsibility
• Criteria
• Scope
• Methods
• Duration
 Planning
Internal
Frequency
Based on status and importance
Audits
and
timing:
Competent auditor with technical knowledge
Responsibility:

Organization’s own procedures, specifications,

Criteria: documents, etc. Internal Standards e.g., ISO
45001:2018

Scope: A process
An area of the company, e.g. distribution

Duration
Depends on the size of the scope
Planning Second Party Audits
Frequency and As determined by the
timing: organization

Responsibilit Competent auditor with technical

y: knowledge

Contractual obligations
Criteri Organization’s management
a: system ISO 45001 or other
agreed standards
Scope
: The entire facility
An area of the company, e.g. a
product line
Duration Depends on the size of the
scope
Planning third Party Audits

Frequency
Responsibilit Criteria: Scope: Duration
and
y:
timing:
• As • Ǫualified • ISO 45001 • Entire • Depends on
determined auditor or organizati
by the with other on accreditatio
accreditation technical standard • Manageme n
knowledge s nt requiremen
C system ts
experience operations
as
defined by
applicable
standard
 Audit preparation

Review documents:
Notify person to be procedures, forms, previous
audited and agree to a reports, corrective action
date and time requests, work instructions,
etc.

Prepare/review/update Brief
checklists auditor/team
Audit Checklist
The Purpose of
The Checklist Risks of the
the
Checklist Checklist
• To be used as a • To provide • Too focused
working guidance to the on a single
document auditor area
and as a record • To ensure that the • Insufficient
• Tool to audit audit scope is information
company covered included to
processes, not (processes, evaluate
standard activities) conformance in
• Should follow the • To reinforce the interviews
natural process objectives and • Not customized
of the scope of the to reflect
organization audit company’s
• To act as a record practices
 Opening meeting

Conduct the
Audi audit
t
Review
Performan findings
ce
Closing
meeting
Opening Meeting
• Introduce auditors or audit team
• Discuss audit scope and process
• Explain reporting and follow-up
procedures
• Necessary for:
a)Good communication
b)Co-operation
c)Openness
 Deal with top
management
Understand the key issues in the
organization Focus on the critical
processes
Audit the
Meet for business
area improvement
The representative first
Always talk to those performing
Auditor the task
Explain the purpose of the
must: visit
Be calm, polite,
reassuring Never talk
down
Never act superior
Speak clearly and
carefully
The Auditor
Process
Obtaining objective (audit) Evidence

May be gathered • People

from:
:
• Interviews with people
• Does anyone understand the
• Observation of activities
systems and documentation?
• Interactions between • Are the employees competent?
functions, activities,
processes • Is there co-operation?
• Measurement of processes • Are there any system problems?
and programs
• Documents/records
• Data summaries, reports from
other sources (e.g., customer
feedback)
Obtaining objective (audit) Evidence
(Continued)
• Observation of activities • Measurement of processes and
programs
• Are the processes • Capacity of processes
efficient? Effective? • Product measurement
• Are things in logical • Accuracy
sequence? • Dependability
• Are the interactions • Cycle times
between processes • Resource utilization
defined? • Productivity
• What is the significance of
links between processes?
• Can inputs and
outputs be identified?
Obtaining objective (audit) Evidence
(Continued)
Documents/records Data summaries
• Customer feedback
• Issue status? • Vendor analysis
• Complete and
• Internal Audits
concise?
• Condition? • Financial measurements
• Legibility? • Preventive, appraisal and failure
cost analysis (Cost of quality)
• Identity? • Cost of nonconformity
• Approval?
• Availability?
Examine objective Evidence
Examine:
• Documents/
data
• Fully complete
• Accurate
data
• Check for
authorizatio
n
• Review
analysis of
data
• Physical
Evidence
• Environmenta
l Conditions

Establish:
• Extent of
conformity/no
nconformity
Use the Checklist
• To record conformity/nonconformity
• To track where you are and manage time
• To control the pace of the audit and manage auditee
personalities
• To ensure all areas are covered
• To make notes for follow-up in other areas
• For future reference
 Ǫuestioning Techniques

Who What When Where Why How

? ? ? ? ? ?
Controlling the
Audit
Insist that people being questioned answer for
themselves

Do as little talking as possible

Do not let others dictate the pace

Rephrase misunderstood

questions Give compliments

Say, “Thank you”

Be aware of hidden agendas

and emotional blackmail
Some Basic Issues
• Establish that the company is demonstrating control
over the operation
• Involve management in the audit process
• Observe work progression when possible
• Evaluate physical objective evidence
• Examine inputs and outputs
• Make comprehensive notes
Some Basic Rules
Seek verification

• Do not assume people will lie, but seek to verify statements

if necessary

Do not accept pre-prepared samples

• Choose your own

 • Integrity – the foundation of
professionalism
• Fair presentation – the obligation to
report truthfully and accurately
• Due professional care – the
General application of diligence and
judgment in auditing
Principles • Confidentiality – security of
of information
Auditing • Independence – the basis for the
impartiality of the audit and objectivity
of the audit conclusions
• Evidence-based approach – the
rational method for reaching
reliable and reproducible audit
conclusions in a systematic audit
process
Auditor’s Personal Attributes
Observant –
Ethical – Fair, Open-minded – actively observing
truthful, sincere, willing to consider Diplomatic –
tactful in dealing physical
honest and discreet alternative ideas or surroundings and
points of view with people
activities

Decisive – able to
Perceptive – aware Versatile – able Tenacious – reach timely
of and able to to readily adapt persistent and conclusions based
understand to different focused on on logical
situations situations achieving reasoning and
objectives analysis

Self-reliant – able
to act and function
independently
whilst interacting
effectively with
others
 Audit principles, procedures and

Gener methods

al Management system and reference

documents

knowledge Organizational

and skills context

of Applicable legal and contractual

requirements and other requirements that

Manageme
apply to the auditee

Discipline and sector-specific

nt knowledge and skills of management

system auditors

Syste
 Audit team leaders should be
able to: the strengths and weaknesses of the
• Balance
individual audit team members
• Develop a harmonious working relationship among
the audit team members.

Generic •
•
Plan audits and effectively use audit resources
Manage the uncertainty of achieving audit
Knowledg •
objectives
Protect the health and safety of the audit team
e and members including compliance with the
requirements
Skills of • Organize and direct the audit team members
•
Audit Provide direction and guidance to auditors-in-
training

Team •
•
Prevent and resolve conflicts as necessary
Represent the audit team
Leaders • Lead the audit team to reach the audit
conclusions
• Prepare and complete the audit report
 • Introduce self and/or audit
team
• Ensure agenda is
understood
Goo • Keep to
agenda
d • Keep control of the audit and
time
Practices
• Avoid arguments
for • Listen

Audi • Keep records

tors • Remain polite, calm,
professional
Audit Review
• Conduct a private review when the audit is finished
• Interim or “end of the day” reviews (or both) may be
appropriate
• Review and complete checklists
• Study and compare notes (team)
• List nonconformities
Analyzing
Results
Review if:

• The deficiency is an isolated error or a breakdown

of a system

• Auditee is aware of the problem

• The deficiency has been reported before

Closing Meeting

Explain/discuss State overall Mention the

Obtain
the findings degree of positive points
agreement
conformity

Internal audits Second party audits Third party audits

• Informal • Contracts at stake • Contracts at stake
• Constructive • Reports used as • Reports used as
• System future reference future reference
improvement • More emotional • More emotional
situation than situation than
first party audit first party audit
meeting meeting
• Be prepared to • Be prepared to
be challenged be challenged
Nonconformance Statement
A short statement describing the nonconformity including:

• What - The issue in

question (a statement of
nonconformity)

• Why - What the

statement is raised
against?
(the requirement, or
specific reference to the
requirement)

• Objective Evidence - The

objective evidence found
(the objective evidence
observed that supports
Example of Nonconformance
Statement
A statement of nonconformity:
The system for recording the contract review results was not
effective.
The requirement, or specific reference to the
ISO 9001:2015 Clause 8.2.3.2 Review of Requirements for Products
requirement:
“TheServices
organization shall retain documented information, as
and
results of the
applicable: a) review;
on the
…….”

The objective evidence observed that supports statement of

nonconformity:
No contract review results records were retained for customers’
Company and
contracts of YYZ
ABC
Company
Audit Reporting
The audit report should include:
• Auditors, contracts, scope
• Overall conclusions
• Deficiencies, observations, supporting objective evidence
•Follow-up
details Exclude
from Report:
• Confidential
information
given in
interviews
• Matters not
raised or
discussed at
the closing
meeting
• Subjective
opinions – use
Audit Follow-Up
• Verify that action(s) are implemented
• Ensure short- and long-term effectiveness
• Record follow-up details C objective evidence
reviewed
• Sign off forms
 Stage 1 Audit
Application Client Signup (Including
Document
Review)

Registrati
on
Special Audit (If
Required) to
Stage 2 Audit Follow-Up on Package Review
Nonconformance

Process s

Flow Certificate Issue

Surveillance
Audit (Annual or
Semi- Annual)
Recertification
Audit (Every
Three Years)
Certifications and Internal Auditor
Trainings offered
• We offered certifications and internal auditor
training for -
• ISO 9001 (ǪUALITY MANAGEMENT SYSTEMS)
• ISO 14001 (ENVIRONMENT MANAGEMENT
SYSTEMS)
• ISO 45001 (OCCUPATIONAL HEALTH C
SAFETY MANAGEMENT SYSTEMS)
• ISO 50001 (ENERGY MANAGEMENT
SYSTEMS)
• ISO 27001 (INFORMATION SECURITY
MANAGEMENT SYSTEMS)
• ISO 22000 (FOOD SAFETY MANAGEMENT
SYSTEMS)
• ISO 13485 (MEDICAL DEVICES ǪUALITY
MANAGEMENT SYSTEMS)
• ISO 26000 (SOCIAL ACCOUNTABILITY
MANAGEMENT SYSTEMS)
Our
Accreditation
• At Ǫuality Asia Certifications, our commitment to
excellence is validated through our prestigious
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• We are proud to be recognized by leading national and
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LEADERSHIP
TEAM

Mr Atul Suri Mrs. Seema Suri Mr Samarth Suri Ms Palak Ahuja

Lead Director -
Managing Director GM - Certifications
Auditor G Accreditatio
Reviewer ns
Responsible for Responsible for
Responsible for
Responsible for Maintaining Heading and
Marketing C
Leading Teams of Accreditation Status Managing
Promotions, and
Auditors and and Heading Audit Certification and
ensuring Right
Establishing Review and Operations and
Visibility of the
Excellence in Certification Decision Ensuring Client
Certification Body
Auditing Operations Process Success through
Certifications
CORE
TEAM

Mr Parveen Singh Negi Mr Sagar Mahour

Team of Auditors Team of Executives
Business Development Head Certifications Head

Responsible for Heading Teams

Responsible for Heading Responsible for Conducting
responsible for Scheduling of
Sales Teams and Ensuring Ethical and Ǫuality Rich Audits, Responsible for Managing the
Application Reviews, Audit
Customer Acquisition in the enabling Organizations to Shows behind the
Reviews, Certification
Most Ethically Right Manner Understand and Upgrade their scenes
Decisions, Surveillances and
Systems and Processes
Re-Certifications
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