Working Draft 2 of OHSAS Occupational health and safety management Guidelines for the implementation of OHSAS guideline, and OHSAS , Occupational health and safety OHSAS quotes the specific requirements from OHSAS OHSAS - Read online for free. DOWNLOAD OHSAS gives guidance on the implementation of OHSAS . mech_shortcoz_oct_ pdf.
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Annex A (informative) Correspondence between OHSAS ,. ISO OHSAS , and the ILO-OSH Guidelines on occupational. download BS OHSAS Occupational Health And Safety Management Systems - Guidelines For The Implementation Of Ohsas from SAI Global. OHSAS , subject to the approval of BSi technical Committee HS/1, supportive guidance document to BS OHSAS and does not impose any.
The correspondence is shown for guidance only. Table A. Scope Normative reference Definitions Environmental management systems requirements General requirements. Legal and other requirements Objectives and targets Environmental management programme s Implementation and operation Structure and responsibility. Training, awareness and competence Consultation and communication Documentation Document and data control.
Training, awareness and competence Communication Environmental management system documentation Document control. Clause 7 7. Emergency preparedness and response Checking and corrective action Performance measurement and monitoring. Accidents, incidents, nonconformance and corrective and preventive action Records and records management Audit Management review.
Non-conformance and corrective and preventive action Records Environmental management system audit Management review. It should be noted that no areas of significant difference have been identified. The employer should ensure as appropriate, the establishment and efficient functioning of a health and safety committee and the recognition of workers health and safety representatives in accordance with national laws and practice.
OHSAS requires the organization to document and promote its arrangements, and to involve a wider spectrum of consultees, i. Interestingly, the ILO-OSH Guidelines would allow organizations to abdicate from the above, if national laws and practice did not stipulate such a requirement. Training should be provided to all participants at no cost and should take place during working hours if possible, is not a requirement of the OHSAS documents.
These are listed in an order of priority from 3. Measures for the management of risk should reflect the principle of the elimination of hazards where practicable, followed in turn by risk reduction either by reducing the likelihood of occurrence or potential severity of injury or damage , with the adoption of personal protective equipment PPE as a also resort. Note the reference to practicable means.
The OHSAS documents also provide more detailed information on hazard identification, risk assessment and risk control. The OHSAS documents demand that such requirements be communicated to the supplier, but do not stipulate now. It details arrangements that should be taken into account for the achievement of continual improvement.
Similar arrangements are detailed throughout the OHSAS documents, which consequently do not have a corresponding clause. Clause 1. Flag for inappropriate content. Related titles. Jump to Page. OHSAS New Table A. Rinlaphat Wongsathonsinjaroen.
Syed Ibrahim. Marcelo Marmello Pinheiro. William Ball. Jorge Soto Vergara. Faisel Raheem.
An acceptable risk see 3. Risk assessment sho uld be co nducted by a perso n s with co mpetence in relevant risk assessment metho do lo g ies and techniques see 4. W hen seeking to establish the likelihood of harm, the adequacy of existing control measures should be taken into account.
A risk assessment should be detailed enough to determine appropriate control measures. So me risk assessment metho ds are co mplex and appro priate to special o r particularly hazardo us activities. Fo r example, risk assessment o f a chemical pro cess plant mig ht require co mplex mathematical calculatio ns o f the pro babilities o f events that co uld lead to a release o f ag ents that mig ht affect individuals in the wo rkplace o r the public.
In many co untries, secto r-specific leg islatio n specifies where this deg ree o f co mplexity is required. These appro aches typically invo lve a g reater deg ree o f judg ment, since they place less reliance o n quantifiable data.
In so me cases, these metho ds will serve as initial screening to o ls, to determine where a mo re detailed assessment is needed.
The risk assessment sho uld invo lve co nsultatio n with, and appro priate participatio n by, wo rkers and take into acco unt leg al and o ther requirements. Reg ulato ry g uidance sho uld be taken into acco unt where applicable.
The o rg anizatio n sho uld co nsider limitatio ns in the quality and accuracy o f the data used in the risk assessments and the po ssible effect this co uld have o n the resulting calculatio n o f risk. The hig her the level o f uncertainty in the data, the g reater is the need fo r cautio n in determining whether the risk is acceptable.
Such g eneric assessments can be useful as a starting po int fo r mo re specific assessments, but co uld need to be custo mized to be appro priate to the particular situatio n. This appro ach can impro ve the speed and efficiency o f the risk assessment pro cess and impro ve the co nsistency o f risk assessments fo r similar tasks. The o rg anizatio n sho uld co nsider risks to sensitive po pulatio ns e. The o rg anizatio n sho uld evaluate ho w the risk assessment will take into acco unt the number o f perso ns that mig ht be expo sed to a particular hazard.
Hazards that co uld cause harm to larg e numbers o f perso ns sho uld be g iven careful co nsideratio n even when it is less likely fo r such severe co nsequences to o ccur. Risk assessments to evaluate the harm fro m expo sure to chemical, bio lo g ical and physical ag ents mig ht require measurement o f expo sure co ncentratio ns with appro priate instruments and sampling metho ds.
Co mpariso n o f these co ncentratio ns sho uld be made to applicable o ccupatio nal expo sure limits o r standards.
The o rg anizatio n sho uld ensure that the risk assessment co nsiders bo th the sho rt-term and lo ng -term co nsequences o f expo sure and the additive effects o f multiple ag ents and expo sures. In so me cases risk assessments are perfo rmed using sampling to co ver a variety o f situatio ns and lo catio ns. Care sho uld be taken to ensure that the samples used are sufficient and adequately represent all the situatio ns and lo catio ns being assessed.
Such chang es sho uld be evaluated thro ug h hazard identificatio n and risk assessment prio r to their intro ductio n. The o rg anizatio n sho uld co nsider hazards and po tential risks asso ciated with new pro cesses o r o peratio ns at the desig n stag e as well as chang es in the o rg anizatio n, existing o peratio ns, pro ducts, services o r suppliers.
The fo llo wing are examples o f co nditio ns that sho uld initiate a manag ement o f chang e pro cess: The manag ement o f chang e pro cess sho uld include co nsideratio n o f the fo llo wing questio ns to ensure that any new o r chang ed risks are acceptable: If new o r impro ved co ntro ls are required, their selectio n sho uld be determined by the principle o f the hierarchy o f co ntro ls, i. The fo llo wing pro vides examples o f implementing the hierarchy o f co ntro ls: In applying the hierarchy co nsideratio n sho uld be g iven to the relative co sts, risk reductio n benefits, and reliability o f the available o ptio ns.
Once the controls have been determined the organization can prioritize its actions to implement them. In the prioritization of actions the organization should take into account the potential for risk reduction of the planned controls. It is preferable that actions addressing a high risk activity or offering a substantial reduction of risk take priority over actions that have only limited risk reduction benefit.
In so me cases, it is necessary to mo dify wo rk activities until risk co ntro ls are in place o r apply tempo rary risk co ntro ls until mo re effective actio ns are co mpleted. Fo r example, the use o f hearing pro tectio n as an interim measure until the so urce o f no ise can be eliminated, o r the wo rk activity seg reg ated to reduce the no ise expo sure. Tempo rary co ntro ls sho uld no t be reg arded as a lo ng -term substitute fo r mo re effective risk co ntro l measures.
Leg al requirements, vo luntary standards and co des o f practice can specify appro priate co ntro ls fo r specific hazards. The o rg anizatio n sho uld co nduct o ng o ing mo nito ring to ensure that the adequacy o f the co ntro ls is being maintained see 4. The fo llo wing types o f info rmatio n sho uld be reco rded: The descriptio n o f measures to mo nito r and co ntro l risks can be included within o peratio nal co ntro l pro cedures see 4.
The determinatio n o f co mpetency requirements can be included within training pro cedures see 4. This requires the o rg anizatio n to co nsider the timing and frequency o f such reviews, as affected by the fo llo wing types o f issues: Perio dic reviews can help ensure co nsistency acro ss risk assessments carried o ut by different peo ple at different times. It is no t necessary to perfo rm new risk assessments when a review can sho w that the existing o r planned co ntro ls remain valid.
Internal audits see 4. Internal audits can also be a useful o ppo rtunity to check whether the assessment reflects actual wo rkplace co nditio ns and practice.
The o rg anizatio n shall keep this info rmatio n up-to -date. The o rg anizatio n shall co mmunicate relevant info rmatio n o n leg al and o ther requirements to perso ns wo rking under the co ntro l o f the o rg anizatio n, and o ther relevant interested parties. These leg al requirements can take many fo rms, such as: To meet its po licy co mmitments, the o rg anizatio n sho uld have a structured appro ach to ensure that the leg al and o ther requirements can be identified, evaluated fo r applicability, accessed, co mmunicated and be kept up-to -date.
Fro m the results o f the initial review, the o rg anizatio n sho uld co nsider the leg al and o ther requirements that are applicable to: External reso urces, such as tho se previo usly listed, can be helpful in lo cating and evaluating these requirements. There is no requirement to maintain a library; it is sufficient that the o rg anizatio n be able to access the info rmatio n when needed.
It shall also co nsider its techno lo g ical o ptio ns, its financial, o peratio nal and business requirements, and the views o f relevant interested parties.
The o rg anizatio n shall establish, implement and maintain a pro g ramme s fo r achieving its o bjectives. Pro g ramme s shall include as a minimum: The pro g ramme s shall be reviewed at reg ular and planned intervals, and adjusted as necessary, to ensure that the o bjectives are achieved.
The o rg anizatio n sho uld make use o f the o ther info rmatio n o btained fro m the planning pro cess e. The o rg anizatio n sho uld also determine what o ther issues and facto rs it needs to co nsider, such as: It is also advisable that the o rg anizatio n reco rds the backg ro und and reaso ns fo r setting the o bjectives, in o rder to facilitate their future review.
Examples o f types o f o bjectives can include: It is also useful to co nsider info rmatio n o r data fro m so urces external to the o rg anizatio n, e. For complex issues more formal project plans can also need to be developed as part of the programme s. In co nsidering the means necessary to establish the pro g ramme s the o rg anizatio n sho uld examine the reso urces required financial, human, infrastructure and the tasks to be perfo rmed.
Reviews o f pro g ramme s need to be co nducted reg ularly, and the pro g ramme s adjusted o r mo dified where necessary. This can be as part o f manag ement review, o r mo re frequently. To p manag ement shall demo nstrate its co mmitment by: NOTE 2 The top management appointee e. The identity o f the to p manag ement appo intee shall be made available to all perso ns wo rking under the co ntro l o f the o rg anizatio n.
This co mmitment sho uld beg in at the hig hest levels o f manag ement. To p manag ement sho uld: These can be described and included in: Ho wever, the o rg anizatio n is free to cho o se whatever fo rmat s best suits its needs.
Such do cumentatio n can, amo ng o thers, be required fo r the fo llo wing peo ple: It shall pro vide training o r take o ther actio n to meet these needs, evaluate the effectiveness o f the training o r actio n taken, and retain asso ciated reco rds. The o rg anizatio n shall establish, implement and maintain a pro cedure s to make perso ns wo rking under its co ntro l aware o f: Training pro cedures shall take into acco unt differing levels o f: NOTE Competence and awareness do not mean the same thing.
Awareness is to be conscious of something, e. Competence is the demonstrated ability to apply knowledge and skills. M anag ement sho uld determine the co mpetence requirements fo r individual tasks.
The o rg anizatio n can seek external advice in defining co mpetence requirements. W hen determining the co mpetence required fo r a task, the fo llo wing facto rs sho uld be co nsidered: The o rg anizatio n sho uld g ive specific co nsideratio n to the co mpetency requirements fo r tho se perso n s who will be: An o rg anizatio n sho uld determine and assess any differences between the co mpetence needed to perfo rm an activity and that po ssessed by the individual required to perfo rm the activity.
These differences sho uld be addressed thro ug h training o r o ther actio ns, e. Reco rds used by the o rg anizatio n fo r ensuring that perso nnel are co mpetent sho uld be maintained 4. The training o r o ther actio ns sho uld fo cus o n bo th co mpetency requirements and the need to enhance awareness. Fo r example it co uld be preferable to use pictures and diag rams o r symbo ls that can be easily understo o d. The o rg anizatio n sho uld determine if the training materials are needed in multiple lang uag es o r if the use o f translato rs is necessary.
The o rg anizatio n sho uld evaluate the effectiveness o f the training o r actio ns taken. This can be do ne in several ways, e. Training reco rds sho uld be maintained 4. Awareness pro g rammes sho uld be pro vided fo r co ntracto rs, tempo rary wo rkers and visito rs, etc.
It sho uld pro vide fo r bo th the g athering and the disseminatio n o f info rmatio n. Co nsultatio n is the pro cess by which manag ement and o ther perso ns, o r their representatives, jo intly co nsider and discuss issues o f mutual co ncern. It invo lves seeking acceptable so lutio ns to pro blems thro ug h the g eneral exchang e o f views and info rmatio n.
W hen develo ping pro cedures fo r co mmunicatio n, the o rg anizatio n sho uld co nsider the fo llo wing: There can be a need to supplement co ntracts with o ther o n-site arrang ements e. The co mmunicatio n sho uld include info rmatio n abo ut any o peratio nal co ntro ls see 4. This info rmatio n sho uld be co mmunicated befo re the co ntracto r co mes o n-site and then supplemented with additio nal o r o ther info rmatio n e.
Fo r visito rs including delivery peo ple, custo mers, members o f the public, service pro viders, etc. Info rmatio n that sho uld be co mmunicated includes: This can include info rmatio n co ncerning its no rmal o peratio ns o r po tential emerg ency situatio ns. External communication procedures often include the identification of designated contact individuals. This allows for appropriate information to be communicated in a consistent manner. The participatio n arrang ements sho uld take acco unt o f any leg al and o ther requirements.
In develo ping its pro cedure s fo r wo rker participatio n, the o rg anizatio n sho uld co nsider po tential incentives and barriers to participatio n e. NOTE It is important that documentation is proportional to the level of complexity, hazards and risks concerned and is kept to the minimum required for effectiveness and efficiency. Typical inputs include the fo llo wing items: In deciding what do cumentatio n is required the o rg anizatio n sho uld determine where there is any risk that a task, thro ug h lack o f written pro cedures o r instructio ns, will no t be perfo rmed in the required manner.
Acco unt sho uld be taken o f the fo llo wing: Similar co nsideratio n sho uld be g iven co ncerning the enviro nment fo r the use o f electro nic equipment fo r info rmatio n systems.
Reco rds are a particular type o f do cument see 4. Reco rds are a special type o f do cument and shall be co ntro lled in acco rdance with the requirements g iven in 4. The o rg anizatio n shall establish, implement and maintain a pro cedure s to: These pro cedures sho uld clearly define the categ o ries o f do cuments and data to which they apply. Do cuments and data sho uld be available and accessible when required, under ro utine and no n-ro utine co nditio ns, including emerg encies.
This co uld include ensuring that up-to -date plant eng ineering drawing s, hazardo us material data sheets, pro cedures and instructio ns, etc. Fo r example, the o rg anizatio n sho uld establish pro cedures fo r manag ing the safety data sheets develo ped fo r hazardo us substances used by the o rg anizatio n.
Respo nsibility fo r this task sho uld be assig ned. The perso n charg ed with this task sho uld ensure that all perso ns in the o rg anizatio n are kept info rmed o f any relevant chang es to such info rmatio n that affects their duties o r wo rking co nditio ns. Do cuments sho uld be reviewed fro m time to time to ensure that they are still valid and accurate. This can be perfo rmed as a dedicated exercise, and co uld also be necessary: Obso lete do cuments retained fo r reference can present a particular co ncern, and g reat care sho uld be taken to ensure that they do no t return back into circulatio n.
This shall include the manag ement o f chang e see 4. Fo r tho se o peratio ns and activities, the o rg anizatio n shall implement and maintain: Info rmatio n to be co nsidered when establishing and implementing o peratio nal co ntro ls includes: The o peratio nal co ntro ls need to be implemented, evaluated o n an o ng o ing basis 4.
Operational controls can use a variety of different methods, e. NOTE It is preferable that warning signage is based on accepted design principles, emphasizing standardized graphical symbols and minimizing the use of text, and that when text is required, accepted signal words, e. For further guidance see relevant international or national standards. It is so metimes necessary to co nsult with external parties in such circumstances. As the kno wledg e and capabilities o f visito rs o r o ther external perso nnel vary g reatly, this sho uld be co nsidered when develo ping co ntro ls.
Examples can include: Examples o f o perating criteria can include: Chang es that are determined to be necessary sho uld be implemented see 4. W hen there are chang es to o peratio nal co ntro ls, the o rg anizatio n sho uld co nsider whether there are new o r mo dified training needs see 4. In planning its emerg ency respo nse the o rg anizatio n shall take acco unt o f the needs o f relevant interested parties, e.
The o rg anizatio n shall perio dically review and, where necessary, revise its emerg ency preparedness and respo nse pro cedure s , in particular, after perio dical testing and after the o ccurrence o f emerg ency situatio ns see 4.
This may be a stand-alo ne pro cedure s o r be co mbined with o ther emerg ency respo nse pro cedure s. The o rg anizatio n sho uld perio dically test its emerg ency preparedness and seek to impro ve the effectiveness o f its respo nse activities and pro cedure s. Examples o f po ssible emerg encies, which vary in scale, can include: W hen identifying po tential emerg ency situatio ns, co nsideratio n sho uld be g iven to emerg encies that can o ccur during bo th no rmal o peratio ns and abno rmal co nditio ns e.
Emergency planning should also be reviewed as a part of the ongoing management of change. Changes in operations can introduce new potential emergencies or necessitate that changes be made to emergency response procedures. For example, changes in facility layout can impact emergency evacuation routes.
Consideration should be given to those with special needs, e. This could include employees, temporary workers, contract employees, visitors, neighbours or other members of the public. The organization should also consider potential impacts on emergency services personnel while at the workplace e.
Info rmatio n that sho uld be co nsidered in identifying po tential emerg ency situatio ns includes the fo llo wing: A pro cedure s fo r respo nding to emerg ency situatio ns sho uld be develo ped and sho uld also take into acco unt applicable leg al and o ther requirements. The emergency procedure s should be clear and concise to facilitate their use in emergency situations. They should also be readily available for use by emergency services.
Emergency procedure s that are stored on a computer or by other electronic means might not be readily available in the event of a power failure, so paper copies of emergencies procedure s ought to be maintained in readily accessible locations. Particular attentio n sho uld be paid to staffing levels, respo nse schedules and emerg ency service limitatio ns. Emerg ency respo nse pro cedure s sho uld define the ro les, respo nsibilities and autho rities o f tho se with emerg ency respo nse duties, especially tho se with an assig ned duty to pro vide an immediate respo nse.
These perso nnel sho uld be invo lved in the develo pment o f the emerg ency pro cedure s to ensure they are fully aware o f the type and sco pe o f emerg encies that they can be expected to handle, as well as the arrang ements needed fo r co o rdinatio n. Emerg ency service perso nnel sho uld be pro vided with the info rmatio n required to facilitate their invo lvement in respo nse activities. Emerg ency respo nse pro cedures sho uld g ive co nsideratio n to the fo llo wing: Emerg ency respo nse equipment sho uld be available in sufficient quantity and sto red in lo catio ns where it is readily accessible; it sho uld be sto red securely and be pro tected fro m being damag ed.
Special attentio n sho uld be paid to equipment and materials used to pro tect emerg ency respo nse perso nnel. Individuals sho uld be info rmed o f the limitatio ns o f perso nal pro tective devices and trained in their pro per use. The o rg anizatio n sho uld determine the training needed fo r perso nnel who are assig ned emerg ency respo nse duties and ensure that this training is received.
Emerg ency respo nse perso nnel sho uld remain co mpetent and capable to carry o ut their assig ned activities. The need for retraining or other communications should be determined when modifications are made that impact on the emergency response. Testing o f emerg ency pro cedures sho uld invo lve external emerg ency services pro viders, where appro priate, to develo p an effective wo rking relatio nship.
This can impro ve co mmunicatio n and co o peratio n during an emerg ency. Internal parties e. The organization should maintain records of emergency drills. The type of information that should be recorded includes a description of the situation and scope of the drill, a timeline of events and actions and observations of any significant achievements or problems. This information should be reviewed with the drill planners and participants to share feedback and recommendations for improvement.
This means that such testing has to be performed if it is capable of being done. Examples o f when this can be do ne are: W hen chang es are made in emerg ency preparedness and respo nse pro cedure s , these chang es sho uld be co mmunicated to the perso nnel and functio ns that are impacted by the chang e; their asso ciated training needs sho uld also be evaluated.
This pro cedure s shall pro vide fo r: If equipment is required to mo nito r o r measure perfo rmance, the o rg anizatio n shall establish and maintain pro cedures fo r the calibratio n and maintenance o f such equipment, as appro priate. Reco rds o f calibratio n and maintenance activities and results shall be retained. M o nito ring invo lves co llecting info rmatio n, such as measurements o r o bservatio ns, o ver time, using equipment o r techniques that have been co nfirmed as being fit-fo r-purpo se.
M easurements can be either quantitative o r qualitative. To achieve these purpo ses, an o rg anizatio n sho uld plan what will be measured, where and when it sho uld be measured, what measurement metho ds sho uld be used, and the co mpetence requirements fo r the perso ns who will perfo rm the measurements see 4.
To fo cus reso urces o n the mo st impo rtant measurements, the o rg anizatio n sho uld determine the characteristics o f pro cesses and activities that can be measured and the measurements that pro vide the mo st useful info rmatio n. The o rg anizatio n needs to establish a pro cedure s fo r perfo rmance measurement and mo nito ring to pro vide co nsistency in measurements and enhance the reliability o f data pro duced.
The results o f measurement and mo nito ring sho uld be analysed and used to identify bo th successes and areas requiring co rrectio n o r impro vement. If no such standards exist, the basis used fo r calibratio n sho uld be reco rded.
Appro priate equipment sho uld be selected and be used in a way that will pro vide accurate and co nsistent results. This co uld invo lve co nfirming the suitability o f sampling metho ds o r sampling lo catio ns o r specifying that the equipment be used in a specific way.
The calibratio n status o f measuring equipment sho uld be clearly identified to the users. Additio nally, it sho uld be remo ved fro m use, and be clearly labelled, tag g ed, o r o therwise marked, to prevent misuse.
Calibratio n and maintenance sho uld be perfo rmed by co mpetent perso nnel see 4. The o rg anizatio n shall keep reco rds o f the results o f the perio dic evaluatio ns.
NOTE The frequency of periodic evaluation may vary for differing legal requirements. The o rg anizatio n may wish to co mbine this evaluatio n with the evaluatio n o f leg al co mpliance referred to in 4. NOTE The frequency of periodic evaluation may vary for differing other requirements to which the organization subscribes.
A variety o f inputs can be used to assess co mpliance, including: A co mpliance evaluatio n can enco mpass multiple leg al requirements o r a sing le requirement.